The Impact of Cognitive Expenditure on the Ethical Decision-Making Process: The Cognitive Elaboration Model

Street, Marc D.; Douglas, S.C.; Geiger, Scott W.; Martinko, Mark J.

doi:10.1006/obhd.2001.2957

Cited by 78 publications

(66 citation statements)

References 27 publications

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“…In the case of the social psychological variables, these dimensions included (a) involving others, (b) retaliation, (c) deception, (d) active involvement, (e) avoidance of responsibility, (f) selfishness, and (g) close self to future decision/actions (Anderson, 2003;Beu et al, 2003;Darke & Chaiken, 2005;Kahneman, 2003;Knaus, 2000;Munro, Bore, & Powis, 2005;Schweitzer, DeChurch, & Gibson, 2005;Tyler, 2006). In the case of the cognitive strategies, these dimensions included (a) recognition of circumstances, (b) seeking help, (c) questioning one's judgment, (d) anticipating consequences, (e) dealing with emotions, (f) analysis of personal motivations, and (g) consideration of effects of action on others (Butterfield, Treviño, & Weaver, 2000;Street, Douglas, Geiger, & Martinko, 2001;Yaniv & Kleinberger, 2000).…”

Section: Alternative Scoringmentioning

confidence: 99%

ARTICLES: Validation of Ethical Decision Making Measures: Evidence for a New Set of Measures

Mumford¹,

Devenport²,

Brown³

et al. 2006

Ethics & Behavior

119

129

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Ethical decision making measures are widely applied as the principal dependent variable used in studies of research integrity. However, evidence bearing on the internal and external validity of these measures is not available. In this study, ethical decision making measures were administered to 102 graduate students in the biological, health, and social sciences, along with measures examining exposure to ethical breaches and the severity of punishments recommended. The ethical decision making measure was found to be related to exposure to ethical events and the severity of punishments awarded. The implications of these findings for the application of ethical decision making measures are discussed.

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Section: Alternative Scoringmentioning

confidence: 99%

ARTICLES: Validation of Ethical Decision Making Measures: Evidence for a New Set of Measures

Mumford¹,

Devenport²,

Brown³

et al. 2006

Ethics & Behavior

119

129

View full text Add to dashboard Cite

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“…In an effort to understand the determinants of ethical decision making, a major focus in the business ethics literature has been on the formulation of ethical decision making models (Brass et al, 1998;Dubinsky and Loken, 1989;Ferrell and Gresham, 1985;Ferrell et al, 1989;Hunt and Vitell, 1986;Rest, 1986;Stead et al, 1990;Street et al, 2001;Trevino, 1986). In perhaps the simplest model ( Figure 1), Rest (1986) posited a decision making process consisting of four components.…”

mentioning

confidence: 98%

“…More comprehensive models of the ethical decision making process include characteristics of the individual, such as: age (Stead et al, 1990), attitudes (Ferrell and Gresham, 1985), cognitive moral development (Brass et al, 1998;Trevino, 1986), ego strength (Stead et al, 1990;Trevino, 1986), ethical philosophy (Stead et al, 1990), locus of control (Brass et al, 1998;Stead et al, 1990;Trevino, 1986), Machiavellianism (Brass et al, 1998;Stead et al, 1990), relevant knowledge (Ferrell and Gresham, 1985;Street et al, 2001), religion (Stead et al, 1990), sex role orientation (Stead et al, 1990), values (Ferrell and Gresham, 1985), and work experience (Stead et al, 1990).…”

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confidence: 99%

An Analysis of the Factor Structure of Jones’ Moral Intensity Construct

2006

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In 1991, Jones developed an issuecontingent model of ethical decision making in which moral intensity is posited to affect the four stages of Rest's 1986 model (awareness, judgment, intention, and behavior). Jones claimed that moral intensity, which is ''the extent of issue-related moral imperative in a situation'' (p. 372), consists of six characteristics: magnitude of consequences (MC), social consensus (SC), probability of effect (PE), temporal immediacy (TI), proximity (PX), and concentration of effect (CE). This article reports the findings of two studies that analyzed the factor structure of moral intensity, operationalized by a 12-item Perceived Moral Intensity Scale (PMIS) adapted from the work of Singhapakdi et al. The two items that were purported to measure CE were dropped due to their inability to effectively tap into the characteristic proposed by Jones. Factor analyses of the remaining 10 items supported a 3-factor structure, with the MC, PE, and TI items loading on the first factor, the PX items loading on the second factor, and the SC items loading on the third factor. These factors were labeled:Probable Magnitude of Consequences, Proximity, and Social Consensus. The authors conclude that moral intensity consists of three characteristics, rather than the six posited by Jones.

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“…Current dogma in the ethical decision-making field holds that ethical behavior in the workplace is most thoroughly understood from a person-situation, contingency-based perspective (Jones, 1991;Street et al, 2001). The central tenet of these models assumes that individual characteristics of the employee interact with organizational situational variables in determining the ethical behavior of the individual.…”

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confidence: 98%

The Effects of Escalating Commitment on Ethical Decision-Making

Street

2006

J Bus Ethics

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Although scholars have invoked the escalation framework as a means of explaining the occurrence of numerous organizationally undesirable behaviors on the part of decision makers, to date no empirical research on the potential influences of escalating commitment on the likelihood of unethical behavior at the individual level of analysis has been reported in either the escalation or the ethical decision-making literatures. Thus, the main purpose of this project is to provide a theoretical foundation and empirical support for the contention that escalating commitment situations can induce unethical behavior in decision makers. An experimental research design utilizing a computerized investment task was administered to 155 undergraduate business majors as a means of assessing the hypotheses presented here. Results from a hierarchical logistic regression analysis found strong support for the contention that exposure to an escalation situation increases the likelihood of unethical behavior on the part of decision makers. Further, results also supported previous ethical decision-making findings by confirming the effects of locus of control (LOC) on ethical behavior. Specifically, the data indicated that individuals with an external LOC orientation were significantly more likely to select the unethical option than were individuals with an internal LOC orientation. Interestingly, support was not found for the effects of Machiavellianism or gender on ethical decision-making.

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The Impact of Cognitive Expenditure on the Ethical Decision-Making Process: The Cognitive Elaboration Model

Cited by 78 publications

References 27 publications

ARTICLES: Validation of Ethical Decision Making Measures: Evidence for a New Set of Measures

ARTICLES: Validation of Ethical Decision Making Measures: Evidence for a New Set of Measures

An Analysis of the Factor Structure of Jones’ Moral Intensity Construct

The Effects of Escalating Commitment on Ethical Decision-Making

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