The Failure of Business Ethics

Clinard, Marshall B.; Yeager, Peter C.; Clinard, Ruth Blackburn

doi:10.4324/9781315080314-10

Cited by 8 publications

(10 citation statements)

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“…Therefore, considering that a company needs to achieve goals, prosper, and at least survive, ethically suspicious behavior could be exhibited by top executives and middle managers who are willing to reach goals. According to Clinard [48], middle managers perceive that the nature and actual behavior of top management is a major cause of unethical and illegal corporate behavior and sets the tone for the ethical corporate climate. Clinard [48] argues that internal pressure, personal ethics, and private ambition are the causes of corporate deviance, even though external pressure is not a negligible cause.…”

Section: Employee Deviancementioning

confidence: 99%

“…According to Clinard [48], middle managers perceive that the nature and actual behavior of top management is a major cause of unethical and illegal corporate behavior and sets the tone for the ethical corporate climate. Clinard [48] argues that internal pressure, personal ethics, and private ambition are the causes of corporate deviance, even though external pressure is not a negligible cause. Box [34] notes that employees frequently have to choose to accept middle managers' offers and become faithful constituents of the firm or to reject the offers and damage their careers.…”

Section: Employee Deviancementioning

confidence: 99%

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The Effect of Employees’ Perceptions of CSR Activities on Employee Deviance: The Mediating Role of Anomie

2018

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This study hypothesizes that employees' positive perceptions of corporate social responsibility (CSR) activities at the individual level have a negative effect on employee deviance-a negative job-related behavior-and that anomie plays a mediating role in this relationship. In order to verify the relationship, this study conducts an empirical analysis with a questionnaire survey on employees of firms that implement CSR activities at the company level. Based on Social identity theory, this study examines the causal relationship between the employees' perceptions of CSR activities and their deviance, and mechanisms by which anomie decreases in the process. The findings are as follows. First, employees' perceptions of CSR activities had a negative effect on employee deviance. Second, employees' perceptions of CSR activities had a negative effect on anomie. Third, anomie had a positive effect on employee deviance. Fourth, anomie fully mediated the relationship between employees' perceptions of CSR activities and employee deviance. This study is the first to document this relationship, which has great practical and academic significance, as it indicates the importance for companies to consider employees' perceptions of CSR activities. In addition, the study identifies the mediating role of anomie as mentioned above. The results suggest that methodological considerations of CSR awareness enhancement at the company level be discussed more in depth, helping top management and middle managers understand that enhancing employees' positive perceptions of CSR activities should be the first priority for reducing collective normlessness under the pressure of goal attainment and resolving ethical conflicts among employees.

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Section: Employee Deviancementioning

confidence: 99%

Section: Employee Deviancementioning

confidence: 99%

The Effect of Employees’ Perceptions of CSR Activities on Employee Deviance: The Mediating Role of Anomie

2018

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“…We draw from corporate fraud research that suggests younger individuals are more likely than older executives to engage in unethical or fraudulent activity (Daboub et al, 1995 ; Zahra et al, 2005 ). Further, there is an increased propensity to engage in illegal activities for more mobile executives with less work experiences compared to longer-tenured executives (Clinard, 1983 ), making length of work experience an important consideration. Also, it is possible that longer-tenured employees such as current labor market participants have more relevant work experience and skills, thus decreasing the need to use IM compared to students.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Impression Management and Interview and Job Performance Ratings: A Meta-Analysis of Research Design with Tactics in Mind

Peck

Levashina

2017

Front. Psychol.

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Impression management (IM) is pervasive in interview and job performance settings. We meta-analytically examine IM by self-and other-focused tactics to establish base rates of tactic usage, to understand the impact of tactics on interview and job performance ratings, and to examine the moderating effects of research design. Our results suggest IM is used more frequently in the interview rather than job performance settings. Self-focused tactics are more effective in the interview rather than in job performance settings, and other-focused tactics are more effective in job performance settings rather than in the interview. We explore several research design moderators including research fidelity, rater, and participants. IM has a somewhat stronger impact on interview ratings in lab settings than field settings. IM also has a stronger impact on interview ratings when the target of IM is also the rater of performance than when the rater of performance is an observer. Finally, labor market participants use IM more frequently and more effectively than students in interview settings. Our research has implications for understanding how different IM tactics function in interview and job performance settings and the effects of research design on IM frequency and impact.

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“…The authors showed how a company's external environment influences its bribing behavior. Since a firm's top management is usually the driving force behind the firm's bribing behavior (Clinard, 1983; Zahra, Priem, & Rasheed, 2005), the controller of a firm might offer new insight into its bribing activity. We employed agency theory to argue that MCFs are more likely to bribe than shareholder-controlled firms and that this relationship changes under different societal conditions.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Are Manager-controlled Firms More Likely to Bribe than Shareholder-controlled Firms: A Cross-cultural Analysis

2015

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To examine the bribing behavior of firms, we developed a cross-level moderation model using agency theory at the firm level and anomie theory at the societal level to investigate the relationship between manager control of firms and firm bribery activity. The results of this cross-cultural analysis using a sample of 1,799 firms from 38 nations showed that at the firm level, manager-controlled firms (MCFs) have a higher propensity to bribe than shareholder-controlled firms. At the country level, bribery is higher in MCFs (relative to shareholder-controlled firms) in societies with a low level of institutional collectivism, a high level of uncertainty avoidance, economic change, and income inequality. Contrary to the hypothesis, the relationship between bribery and manager control is stronger rather than weaker in societies with press freedom. Implications for future research and practices are discussed.

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The Failure of Business Ethics

Cited by 8 publications

References 0 publications

The Effect of Employees’ Perceptions of CSR Activities on Employee Deviance: The Mediating Role of Anomie

The Effect of Employees’ Perceptions of CSR Activities on Employee Deviance: The Mediating Role of Anomie

Impression Management and Interview and Job Performance Ratings: A Meta-Analysis of Research Design with Tactics in Mind

Are Manager-controlled Firms More Likely to Bribe than Shareholder-controlled Firms: A Cross-cultural Analysis

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