Business Ethics, The Environment & Responsibility (formerly Business Ethics: A European Review)

Publisher:: Wiley
Publication date:: 2021-02-01

ISBN:: 0962-8770

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Personality and balanced psychological contracts: The mediating roles of epistemic curiosity and rule‐following behavior
This study extends prior research on the relationships between personality constructs and types of psychological contracts by exploring how the Big Five traits predict balanced psychological contracts. Further, we determine whether epistemic curiosity and rule‐following behavior are key mediators of the proposed relationships. We tested our proposed hypotheses using three‐wave time‐lagged data from 469 respondents. The results indicated that openness to experience was positively associated and both conscientiousness and neuroticism were negatively associated with balanced contracts. Extraversion and agreeableness were not associated with balanced contracts. We also established the mediating role of epistemic curiosity in the relationships between personality traits and balanced contracts, but there was no support for the mediating role of rule‐following behavior in the present study. These findings have important implications for managers and organizations in terms of selecting the right person for a job (person‐job fit) and ensuring employee retention (person‐organization fit), hence having a bottom‐line effect on firm performance. Future research directions are also discussed.
Responsibility of the University in Employability: Development and validation of a measurement scale across five studies
This paper develops and validates, at a confirmatory level, a second‐order scale to measure Responsibility of the University in Employability (RUE). First, the literature on the components of RUE is explored and a formative conceptual model is proposed to underpin its measurement using extant research in the field of organisational responsibility and employability. At the empirical level, the second‐order RUE model considers the reputation of the university, the teaching staff, and the matching activities with employers as components of RUE. This model is based on five empirical studies. The first is a small‐sample study based on the opinions of experts (n = 5) and the rest are based on representative samples of university students (n = 816, n = 1,082, n = 1,088, and n = 1,203). A very good fit between model and data were revealed (CFI = 0.975; RMSEA = 0.039; standardised X2 = 2.676). The results indicate that matching activities with employers and teaching staff generate more RUE than university reputation. Guidelines are offered for managing the responsibility of the university in employability.
The effect of formalism on unethical decision making: The mediating effect of moral disengagement and moderating effect of moral attentiveness
This study examined the relationship between formalism and unethical decision making among Chinese working adults. A total of 316 Chinese adult employees completed measures of ethical predispositions, unethical decision making, moral disengagement, and moral attentiveness. The results showed that formalism was related to a weaker propensity to morally disengage. Moral disengagement positively predicted unethical decision making and mediated the relationship between formalism and unethical decision making. Further, perceptual moral attentiveness negatively moderated the relationship between formalism and moral disengagement. The theoretical and practical implications of these findings are presented.
An integrative ethical approach to leader favoritism
Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, that is, leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy‐based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism.
Who really cares about the environment? CEOs’ military service experience and firms’ investment in environmental protection
Prior literature suggests that the chief executive officer (CEO) plays a significant role in a firm's environmental performance or voluntary pro‐environmental behaviors; we extend this line of research to examine the effect of CEOs’ military service experience on firms’ investment in environmental protection. Drawing upon the insights of imprinting theory, we argue that military service experience may instill in CEOs pro‐environmental values such as duty, self‐discipline, self‐sacrifice, and sense of community, which motivate them to adopt pro‐environmental behaviors such as investing more resources in environmental protection. However, we argue that the effects of pro‐environmental values imprinted on CEOs through military service are likely to vary across regions. In regions where the market is more developed and the local value system has experienced greater exposure to the impact of foreign values, and in regions where firms are more concerned about profit, this effect is likely to be attenuated. An analysis of three waves of a nationwide survey of private firms in China using the Tobit regression model supports these predictions. This study makes a unique contribution to the existing literature by linking a firm's pro‐environmental behaviors (i.e., environmental protection investment) to its CEO’s experiences in early life (i.e., military service experience).
Innovative ethics officers as drivers of effective ethics programs: An empirical study in the Netherlands
Ethical misconduct and violations seriously harm individuals and organizations and lead to massive fines or the dismissal of employees and CEOs. Many firms have implemented ethics programs to prevent unethical behavior but these are often ineffective and take a traditional approach. Ethics officers are often responsible for running and developing ethics programs, in collaboration with other departments. They can, therefore, play a key role in improving ethics program effectiveness. We postulate that ethics officers need to adopt a more innovative approach in order to achieve ethical behavior among employees and managers, and that such an innovative approach requires certain personality traits. This study investigates how ethics officers’ personality traits and innovative work behaviors relate to the effectiveness of ethics programs and normative ethical behavior through an online questionnaire conducted among 110 ethics officers in large Dutch organizations. Structural equations modeling showed that innovative work behavior mediated the relationship between ethics officers’ openness to experience and ethics program effectiveness which, in turn, is related to more normative ethical behavior. Future research must examine the (partial) mediation effects, including other characteristics of ethics officers in relation to ethics program effectiveness and ethical behaviors at work, and replicate the study multi‐nationally.
Chaos as opportunity
Socially responsible consumption in Russia: Testing the theory of planned behavior and the moderating role of trust
This paper adopts a multilevel approach to explore how socially responsible consumer behavior (SRCB) is shaped by a combination of micro‐level psychological drivers and specifics of the institutional context in which the behavior is performed. The model first applies the theory of planned behavior (TPB) to test the effects of TPB‐based behavioral predictors on the SRCB. Broad‐scope trust in business (BST) is then applied to the model as a variable that characterizes quality of an informal institutional environment, hypothesizing that BST moderates the relationship between TPB‐based behavioral antecedents and SRCB. The paper is based on a survey of 466 Russian consumers. Data were collected by self‐administered questionnaires completed by students and alumni of a large public university in Moscow. Results show that BST moderates the effects of TPB‐based predictors on SRCB. This implies that consumers who believe that the business is overall trustworthy are more likely to take company’s corporate social responsibility (CSR) into account when making purchasing decisions. This study contributes to the multilevel research on SRCB and CSR and adds to the literature on public trust in business as a nascent area of study. Its findings are especially relevant for companies operating in low‐trust environments, including postsocialist economies.
Best practices in ethics management: Insights from a qualitative study in Slovakia
Voluminous growth of new ethics management elements in corporate practice implies the need to enrich its theoretical understanding. Most studies delineate ethics management conventionally as measures primarily applied for establishing ethical norms and employee compliance. Furthermore, many models are somewhat limited in scope and amount of presented practices and usually do not conceptualize ethics management functions beyond traditional compliance‐integrity discussion. In addition, most models are not grounded in empirical research. With the aim to contribute to ethics management theory and bridge it with practice, this study employs a constructivist approach and maps best practices in ethics management via four focus groups with management professionals. Results suggest that ethics management can be viewed as a fundamentally participative and collaborative process, as a way of building relationships with external stakeholders, balancing structured planning and flexible change, and profoundly amalgamating with human resource management processes. Furthermore, in an Inventory of best practices encompassing 70 ethics practices, this study outlines nine functional subprocesses as key aspects of ethics management’s practical implementation. As the research was conducted in Slovakia, this study provides unique information on the recent developments in ethics management in one of the post‐transitional countries in the region of Central and Eastern Europe.