Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 4 of 4
Full-Text Articles in Business
Compliant Sinners, Obstinate Saints: How Power And Self-Focus Determine The Effectiveness Of Social Influences In Ethical Decision Making, Marko Pitesa, Stefan Thau
Compliant Sinners, Obstinate Saints: How Power And Self-Focus Determine The Effectiveness Of Social Influences In Ethical Decision Making, Marko Pitesa, Stefan Thau
Research Collection Lee Kong Chian School Of Business
In this research, we examine when and why organizational environments influence how employees respond to moral issues. Past research has proposed that social influences in organizations affect employees' ethical decision making, but has not explained when and why some individuals are affected by an organizational environment and some disregard it. To address this problem, we drew on research on power to propose that power makes people more self-focused, which, in turn, makes them more likely to act upon their preferences and ignore (un)ethical social influences. Using both experimental and field methods, we tested our model across the three main paradigms …
Regret Salience And Accountability In The Decoy Effect, Terry Connolly, Jochen Reb, Edgar E. Kausel
Regret Salience And Accountability In The Decoy Effect, Terry Connolly, Jochen Reb, Edgar E. Kausel
Research Collection Lee Kong Chian School Of Business
Two experiments examined the impact on the decoy effect of making salient the possibility of post-decision regret, a manipulation that has been shown in several earlier studies to stimulate critical examination and improvement of decision process. Experiment 1 (N = 62) showed that making regret salient eliminated the decoy effect in a personal preference task. Experiment 2 (N = 242) replicated this finding for a different personal preference task and for a prediction task. It also replicated previous findings that external accountability demands do not reduce, and may exacerbate, the decoy effect. We interpret both effects in terms of decision …
Rules Or Consequences? The Role Of Ethical Mind-Sets In Moral Dynamics, Gert Cornelisson, Michael Ramsay Bashshur, Julian Rode, Marc Le Menestrel
Rules Or Consequences? The Role Of Ethical Mind-Sets In Moral Dynamics, Gert Cornelisson, Michael Ramsay Bashshur, Julian Rode, Marc Le Menestrel
Research Collection Lee Kong Chian School Of Business
Recent research on the dynamics of moral behavior has documented two contrasting phenomena—moral consistency and moral balancing. Moral balancing refers to the phenomenon whereby behaving ethically or unethically decreases the likelihood of engaging in the same type of behavior again later. Moral consistency describes the opposite pattern—engaging in ethical or unethical behavior increases the likelihood of engaging in the same type of behavior later on. The three studies reported here supported the hypothesis that individuals’ ethical mind-set (i.e., outcome-based vs. rule-based) moderates the impact of an initial ethical or unethical act on the likelihood of behaving ethically on a subsequent …
Performance Appraisals As Heuristic Judgments Under Uncertainty, Jochen Reb, Gary J. Greguras, Shenghua Luan, Michael A. Daniels
Performance Appraisals As Heuristic Judgments Under Uncertainty, Jochen Reb, Gary J. Greguras, Shenghua Luan, Michael A. Daniels
Research Collection Lee Kong Chian School Of Business
Employees are constantly making decisions and judgments that have the potential to affect themselves, their families, their work organizations, and on some occasion even the broader societies in which they live. A few examples include: deciding which job applicant to hire, setting a production goal, judging one’s level of job satisfaction, deciding to steal from the cash register, agreeing to help organize the company’s holiday party, forecasting corporate tax rates two years later, deciding to report a coworker for sexual harassment, and predicting the level of risk inherent in a new business venture. In other words, a great many topics …