Hostname: page-component-586b7cd67f-g8jcs Total loading time: 0 Render date: 2024-11-27T13:46:06.828Z Has data issue: false hasContentIssue false

Managerial Ethics: Managing the Psychology of Morality, ed. Marshall Schminke (New York: Routledge, 2010)

Published online by Cambridge University Press:  23 January 2015

Isaac H. Smith
Affiliation:
University of Utah
Arthur P. Brief
Affiliation:
University of Utah

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Book Reviews
Copyright
Copyright © Society for Business Ethics 2012

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Appiah, K.A. 2008. Experiments in ethics. Cambridge, Mass.: Harvard University Press.Google Scholar
Bandura, A. 1999. Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3: 193209.CrossRefGoogle ScholarPubMed
Bradley, J.C., Brief, A.P., & Smith-Crowe, K. 2008. The good corporation. In Smith, D.B. (Ed.), The people make the place: Exploring dynamic linkages between individuals and organizations: 175223Mahwah, N.J. : Lawrence Erlbaum.Google Scholar
Brief, A.P. In press. The good, the bad, and the ugly: What behavioral ethics researchers ought to be studying In De Cremer, D. & Tenbrunsel, A.E. (Eds.), Behavioral business ethics: Shaping an emerging field. Taylor & Francis Group.Google Scholar
Brown, M. & Treviño, L. 2006. Socialized charismatic leadership, values congruence, and deviance in work groups. Journal of Applied Psychology, 91: 954–62.CrossRefGoogle ScholarPubMed
Brown, M., Treviño, L. & Harrison, D. 2005. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97: 117–34.CrossRefGoogle Scholar
Campbell, J.L. 2007. Why would corporations behave in socially responsible ways? An Institutional theory of corporate social responsibility. Academy of Management Review, 32(3): 946–67.CrossRefGoogle Scholar
Chugh, D., Bazerman, M.H., & Banaji, M.R. 2005. Bounded ethicality as a psychological barrier to recognizing conflicts of interest In Moore, D.A., Cain, D.M., Loewenstein, G., & Bazerman, M.X. (Eds.), Conflicts of interest: Challenges and solutions in business, law, medicine, and public policy: 7495. New York: Cambridge University Press.CrossRefGoogle Scholar
Darley, J.M. & Latane, B. 1968. Bystander intervention in emergencies: Diffusion of responsibility. Journal of Personality and Social Psychology, 8: 377–83.CrossRefGoogle ScholarPubMed
Davis, K. 1973. The case for and against business assumption of social responsibilities. Academy of Management Journal, 16: 312–23.CrossRefGoogle Scholar
Doris, J., 2002. Lack of character: personality and moral behavior. New York: Cambridge University Press.CrossRefGoogle Scholar
Doris, J., & Stich, S. 2005. As a matter of fact: Empirical perspectives on ethics. In Jackson, F. & Smith, M. (Eds.), The Oxford handbook of contemporary philosophy: 114–52. New York: Oxford University Press.Google Scholar
Doris, J., & Stich, S. 2006. Moral psychology: Empirical approaches. Stanford encyclopedia of philosophy. Retrieved from http://plato.stanford.edu/entries/moral-psych-emp/.Google Scholar
Fischer, P., Krueger, J.I., Greitemeyer, T., Vogrinicic, C., Kastenmüller, A., Frey, D., Heene, M., Wicher, M., & Kainbacher, M. 2011. The bystander-effect: A meta-analytic review of bystander intervention in dangerous and non-dangerous emergencies. Psychological Bulletin, 137(4): 517–37.CrossRefGoogle ScholarPubMed
Gino, F., Gu, J., & Zhong, C. 2009. Contagion or restitution? When bad apples can motivate ethical behavior. Journal of Experimental Social Psychology, 45(6): 12991302.CrossRefGoogle Scholar
Gino, F., & Pierce, L. 2009a. The abundance effect: Unethical behavior in the presence of wealth. Organizational Behavior and Human Decision Processes, 109(2): 142–55.CrossRefGoogle Scholar
Gino, F., & Pierce, L. 2009b. Dishonesty in the name of equity. Psychological Science, 20(9): 1153–60.CrossRefGoogle ScholarPubMed
Graham, J., & Haidt, J. 2010. Beyond beliefs: Religions bind individuals into moral communities. Personality and Social Psychology Review, 14(1): 140–50.CrossRefGoogle ScholarPubMed
Graham, J., Nosek, B.A., Haidt, J., Iyer, R., Koleva, S., & Ditto, P.H. 2011. Mapping the moral domain. Journal of Personality and Social Psychology, 101(2): 366–85.CrossRefGoogle ScholarPubMed
Greene, J.D. 2007. Why are VMPFC patients more utilitarian? A dual-process theory of moral judgment explains. Trends in Cognitive Sciences, 11(8): 322–23.CrossRefGoogle ScholarPubMed
Greene, J.D., Sommerville, R.B., Nystrom, L.E., Darley, J.M., & Cohen, J.D. 2001. An fMRI investigation of emotional engagement in moral judgment. Science, 293(5537): 2105–08.CrossRefGoogle ScholarPubMed
Haidt, J. 2001. The emotional dog and its rational tail: A social intuitionist approach to moral judgment. Psychological Review, 108(4): 814–34.CrossRefGoogle ScholarPubMed
Haidt, J. 2007. The new synthesis in moral psychology. Science, 316: 9981002.CrossRefGoogle ScholarPubMed
Haidt, J., & Joseph, C. 2007. The moral mind: How five sets of innate intuitions guide the development of many culture-specific virtues, and perhaps even modules. In Carruthers, P., Lawrence, S., & Stich, S. (Eds.), The innate mind, vol. 3: 367–92. Oxford: Oxford University Press.Google Scholar
Haidt, J., & Kesebir, S. 2010. Morality. In Fiske, S.T., Gilbert, D. & Lindzey, G. (Eds.), The handbook of social psychology, 5th ed., vol. 2: 791832. Hoboken, N.J.: John Wiley & Sons.Google Scholar
Janoff-Bulman, R., Sheikh, S., & Hepp, S. 2009. Proscriptive versus prescriptive morality: Two faces of moral regulation. Journal of Personality and Social Psychology, 96: 521–37.CrossRefGoogle ScholarPubMed
Knobe, J., & Nichols, S. 2008. An experimental philosophy manifesto. In Knobe, J.&Nichols, S. (Eds.), Experimental philosophy: 314. Oxford: Oxford University Press.CrossRefGoogle Scholar
Kohlberg, L. 1981. Essays on moral development, vol. 1: The philosophy of moral development. San Francisco: Harper & Row.Google Scholar
McWilliams, A. & Siegel, D. 2001. Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26: 117–27.CrossRefGoogle Scholar
Messick, D.M. & Tenbrunsel, A.E. (Eds.). 1996. Codes of conduct: Behavioral research into business ethics. New York: Russell Sage.Google Scholar
Moore, D.A., Tetlock, P.E., Tanlu, L., & Bazerman, M.H. 2006. Conflicts of interest and the case of auditor independence: Moral seduction and strategic issue cycling. Academy of Management Review, 31(1): 1029.CrossRefGoogle Scholar
Narvaez, D. 2010. Moral complexity. Perspectives on Psychological Science, 5(2): 163–81.CrossRefGoogle ScholarPubMed
Paharia, N., Kassam, K.S., Greene, J.D., & Bazerman, M.H. 2009. Dirty work, clean hands: The moral psychology of indirect agency. Organizational Behavior and Human Decision Processes, 109(2): 134–41.CrossRefGoogle Scholar
Paine, L.S. 1994. Managing for organizational integrity. Harvard Business Review, 72 (March-April): 106–17.Google Scholar
Reynolds, S.J. 2006. Moral awareness and ethical predispositions: Investigating the role of individual differences in the recognition of moral issues. Journal of Applied Psychology, 91: 233–43.CrossRefGoogle ScholarPubMed
Tenbrunsel, A.E. 1998. Misrepresentation and expectations of misrepresentation in an ethical dilemma: The role of incentives and temptation. Academy of Management Journal, 41: 330–39.CrossRefGoogle Scholar
Tenbrunsel, A.E., Diekmann, K.A., Wade-Benzoni, K.A., & Bazerman, M.H. 2010. The ethical mirage: A temporal explanation as to why we aren’t as ethical as we think we are. Research in Organizational Behavior, 30: 153–73.CrossRefGoogle Scholar
Tenbrunsel, A.E., & Messick, D.M. 1999. Sanctioning systems, decision frames, and cooperation. Administrative Science Quarterly, 44: 684707.CrossRefGoogle Scholar
Treviño, L.K., Brown, M.E., & Hartman, L.P. 2003. A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56: 538.CrossRefGoogle Scholar
Treviño, L.K.&Weaver, G.R. 2003. Managing ethics in business organizations: Social scientific perspectives. Stanford, Calif.: Stanford University Press.Google Scholar
Treviño, L.K., Weaver, G.R., & Brown, M.E. 2008. It’s lovely at the top: Hierarchical levels, identities, and perceptions of organizational ethics. Business Ethics Quarterly, 18: 233–52.Google Scholar
Warren, D.E., & Smith-Crowe, K. 2008. Deciding what’s right: The role of external sanctions and embarrassment in shaping moral judgments in the workplace. Research in Organizational Behavior, 28: 81105.CrossRefGoogle Scholar
Weaver, G.R., Treviño, L.K. & Cochran, P.L. 1999. Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices. Academy of Management Review, 42: 539–52.Google Scholar