The institutionalization of organizational ethics

A Content Analysis of Whistleblowing Policies of Leading European Companies

“…However, many scholars have argued that ethical codes have a limited impact on ethical behaviour in organizations. Although many companies have a code of conduct, many of them are merely paying lip service to the notion of encouraging ethical behaviour (e.g., Kjonstad and Willmott, 1995;Lindsay et al, 1996;Marnburg, 2000;O'Dwyer and Madden, 2006;Sims, 1991;Sims and Brinkmann, 2003;Weaver et al, 1999). Others (e.g., Brinkmann and Ims, 2003) have argued that the effectiveness of ethical codes depends on the method of implementation, the process of code revision, the existence of disciplinary procedures in case of violations and the procedures in place for seeking advice or reporting violations.…”

A Research on the Relationship between Knowledge Sharing and Employee Performance: The Moderating Role of Unethical Behaviors in Organizational Level

“…Moreover, it can be suggested that basically the organizational culture is shaped by external factors and sometimes by the environment of uncertainty (Sisman, 2002). Strong or weak, the culture of an organization deeply affects the employees as well as the performance of the employee and the organization as a whole (Sims, 1991). The organizational culture is composed of values, beliefs, goals and norms (Ferrel and Fraedrich, 1994).…”

Modeling Diversity Management Practices in Corporate Ethics: The Spillover Effect

“…Some of the most commonly used ethical constructs include: a) ethical climate (Victor & Cullen, 1987;1988); b) ethical culture (Kaptein, 2011;Treviño, Butterfield, & McCabe, 1998); c) institutionalization of ethics (Jose & Thibodeaux, 1999;Sims, 1991;Singhapakdi & Vitell, 2007); d) ethics programs (Kaptein & Van Dalen, 2000;Kaptein, 2009); and e) corporate ethics (Chun et al, 2013;Kaptein & Van Dalen, 2000;Sims, 1991;Treviño et al, 1998). These constructs share many similarities among them.…”

“…Thus, through strengthening the notion that the leadership is sincere in managing diversity, the right level of diversity staffing structures bolsters internal ethics given sincerity is a shared value between the two programs. For instance, codes of ethics, which also emphasize the concepts of sincerity (Martin & Cullen, 2006), are an integral part of internal ethics (Chun et al, 2013;Kaptein, 2009;Sims, 1991). Moreover, with stronger diversity staffing come more opportunities to carry out programs, and thus more opportunities for modeling organizational values in subsequent internal ethical practices.…”

“…Additionally, the findings that valuing diversity correlated with internal ethics are in line with the social cognitive theory's notion that observed information are stored in categories that are then used to retrieve cues when dealing with related issues (Schneider, 1991;). Both diversity and ethics share common values, such as fairness, sincerity, and a concern for the common good (Chun et al, 2013;Dexter, 2010;Kaptein, 2009;Martin & Cullen, 2006;Sims, 1991). Thus, in the course of conducting day-to-day business, employees may be pulling ethical cues from their experiences and observations of the way the firm treats and values diversity.…”