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Journal of Business Ethics
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#1Tulin Dzhengiz (University of Manchester)H-Index: 2
#2Eva Niesten (University of Manchester)H-Index: 12
Responsible management competences are the skills of managers to deal with the triple bottom line, stakeholder value and moral dilemmas. In this paper, we analyse how managers develop responsible management competences and how the competences interact with capabilities at the organisational level. The paper contributes to the responsible management literature by integrating research on absorptive capacity and organisational learning. By creating intersections between these disparate research str...
2 CitationsSource
#1Jeremy D. Mackey (AU: Auburn University)H-Index: 12
#2Lei Huang (AU: Auburn University)H-Index: 7
Last. Wei He (NU: Nanjing University)H-Index: 8
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We draw from ego depletion and leader–member exchange (i.e., LMX) theories to provide nuanced insight into why abusive supervision is indirectly associated with supervisor-directed destructive voice. A multi-wave, multi-source field study (n = 219) demonstrates evidence that abusive supervision has a positive conditional indirect effect on supervisor-directed destructive voice through subordinates’ relational ego depletion with their supervisors that is stronger for higher LMX differentiation co...
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#1Tamer Koburtay (Petra University)H-Index: 1
#2Jawad Syed (LUMS: Lahore University of Management Sciences)H-Index: 21
Last. Radi Haloub (University of Huddersfield)H-Index: 1
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With a view to consolidating the existing theory development and stimulating new conceptual thinking, this paper explores the implications of culture, religion (Islam), and the legal framework on women’s employment and their limited advancement in the hospitality industry, one of the important elements of the economy in Jordan. A related aim is to contrast the egalitarian Islamic approach to gender equality with gender discriminatory tribal traditions that restrict women’s employment and progres...
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#1Dejun Tony Kong (UH: University of Houston)H-Index: 12
#2Violet T. Ho (UR: University of Richmond)H-Index: 14
Last. Sargam Garg (CSUS: California State University, Sacramento)H-Index: 2
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By integrating conservation of resources and social comparison perspectives, we seek to investigate how employees’ own i-deals, independently from and jointly with their coworker’s i-deals, determine their emotional exhaustion and subsequent deviant behaviors. We conducted a field study (131 coworker dyads) focusing on task i-deals, and used Actor–Partner Interdependence Model and polynomial regression to test the hypotheses. We found that emotional exhaustion not only mediated the negative rela...
3 CitationsSource
#1Jeroen Camps (Katholieke Universiteit Leuven)H-Index: 8
#2Jeroen Stouten (Katholieke Universiteit Leuven)H-Index: 5
Last. David De Cremer (University of Cambridge)H-Index: 55
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How and when does followers’ upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive followership causes supervisors to experience low levels of interpersonal justice, stimulating abusive supervision in response. Based on uncertainty management theory, we further expect that the extent to which su...
2 CitationsSource
#1Michelle Xue Zheng (China Europe International Business School)H-Index: 2
#2Yingjie Y. YuanH-Index: 1
Last. Alain Van Hiel (UGent: Ghent University)H-Index: 35
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Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of ...
1 CitationsSource
#1Orlando C. Richard (UTD: University of Texas at Dallas)H-Index: 22
#2O. Dorian Boncoeur (UTD: University of Texas at Dallas)H-Index: 1
Last. David L. Ford (UTD: University of Texas at Dallas)H-Index: 11
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Despite mounting evidence that abusive supervision triggers interpersonal aggression, much remains unknown regarding the underlying causal mechanisms within this relationship. We explore the role of turnover intentions as a mediator in the relationship between abusive supervision and subsequent supervisor-rated interpersonal aggression. We use a sample of 324 supervisor–subordinate dyads from nine organizations and find support for this mediation effect. Furthermore, we find that (low) power-dis...
1 CitationsSource
#1James R. Van Scotter (UCCS: University of Colorado Colorado Springs)H-Index: 1
#2Karina De Déa Roglio (UFPR: Federal University of Paraná)H-Index: 1
In recent years, misconduct by CEOs has led to firings, scandals, and financial losses for companies. Our study explores personality antecedents of CEO misconduct using Five-Factor Model personality traits and personality disorder profile similarity indices. The sample of 259 CEOs used in the analysis includes CEOs who were involved in well-publicized misconduct scandals as well as CEOs who had no misconduct scandals. Teams of trained raters measured CEO personality using psychometric personalit...
7 CitationsSource
#1Natalija Keck (UHH: University of Hamburg)H-Index: 2
#2Steffen R. Giessner (EUR: Erasmus University Rotterdam)H-Index: 19
Last. Erica KruijffH-Index: 1
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In the aftermath of various corporate scandals, management research and practice have taken great interest in ethical leadership. Ethical leadership is referred to as “normatively appropriate conduct” (Brown et al. in Organ Behav Hum Decis Process 97(2):117–134, 2005), but the prescriptive norms that actually underlie this understanding constitute an open question. We address this research gap by turning to relational models theory (Fiske in Structures of social life: the four elementary forms o...
2 CitationsSource
#1Ghulam Ali Arain (American University of Ras Al Khaimah)H-Index: 7
#2Zeeshan Ahmed Bhatti (KAU: King Abdulaziz University)H-Index: 3
Last. Yu-Hui Fang (TKU: Tamkang University)H-Index: 2
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This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirect—via distrust in supervisor—relationships between supervisor knowledge hiding (SKH) and supervisee organizational citizenship behavior directed at the supervisor (OCB-S) in the context of the Middle East. Using a supervisor–supervisee dyadic design, two-source data were obtained fro...
8 CitationsSource
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Business ethics
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