Index
ISBN: 978-1-78973-684-7, eISBN: 978-1-78973-683-0
ISSN: 2514-1759
Publication date: 7 June 2019
This content is currently only available as a PDF
Citation
(2019), "Index", Business Ethics (Business and Society 360, Vol. 3), Emerald Publishing Limited, Leeds, pp. 359-370. https://doi.org/10.1108/S2514-175920190000003014
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Academy of Management
, 19
Accountability, 54
of augmentation, 58–60
Aesthetic process, 165–166
Affective process, 170
Affluenza, 304–305
Agency theory, 296, 299
Alaska Permanent Fund, 43
Alternative currencies, 47
Altruism, 301, 304, 305
altruistic motives, 48
economy, 48
Amorality, 300
Amygdala, 307–308
Aquinas ethics of economy, 73
Aristotelian perennial philosophic principles, 79
Aristotelian theorists of business ethics, 68–69
Artificial intelligence (AI), 35–36
explainable AI and right to explanation, 50–52
issues in AI ethics, 48–49
revolution, 39–40, 47
as scapegoat, 52–56
Artificial scarcity, 47–48
Aspen Institute survey, 45
Attributability-responsibility, 54
Attribution theory, 95–97, 108–109
Augmentation, 56–58
accountability, 58–60
Authentic leadership, 253
Automatic intuitions, 20
Autonomous robot companies, 49
Bandwidth fidelity theory, 325, 327–328, 329–330, 340–341, 343
Baumhart’s survey of executives’ opinions and beliefs, 7
Behavior(al), 124, 181–182, 248–249
ethical decision-making and, 14–15
ethical/ethics, 5, 11, 163–165, 172–173, 212, 244–245, 266, 324
ethicists, 163
ethics-related research, 241
immoral, 163
moral, 159, 163
unethical, 5, 197–198, 212, 227
Behavioral business ethics, 5
engaging with cross-cultural differences and similarities, 23
engaging with past, 25–26
engaging with qualitative methods and looking across levels, 24
period of unprecedented growth, 16–22
rationalist models, 19–22
scholarship, 15–16
See also Expressive business ethics; Business ethics
Bitcoin, 47
“Black sheeps”. See Dishonest group members
Blood-oxygen-level-dependency effect fMRI (BOLD-fMRI), 267–268
Bolsa Família (Brazil), 43
Bounded ethicality, 164
Brain, 171
brain-based perspective, 263
imaging technologies, 267–268
Bribery, 49–50
“Building blocks” of moral judgment, 185
Burns’ theory of transformational leadership, 264–265
Business, 35–36, 71
transactions, 124
Business ethics, 5–9, 123–124
birth, 9–16
business and society tensions, 6–7
management scholar contributions, 13–16
marketing scholar contributions, 11–12
moral psychology contributions, 12–13
political and corporate scandals, 7–9
rise in business ethics research, 16–19
scandals, 16–22
See also Behavioral business ethics; Expressive business ethics; Virtue ethics (VE)
Business Ethics Quarterly (1991), 16–17, 19
Business Ethics: A European Review (1992), 16–17
Capital homestead, 46
Capital-owner-profit-maximization model, 44–45
Career development, 329
Career POS, 328–329
Catholic Social Though (CST), 73, 80
Chrematistike, 312
Classic strain theory, 110
Clientelist–cronyism level, 221
“Co-creation” process, 313, 314–315
COCAbiz, 168
Coding methods, 102–104
Cognitive appraisal theory, 170–171
Cognitive developmental psychology, 156
Cognitive method, 156
Cognitive moral development, 19–20, 184–185, 242–243
art of ethical decision-making, 167
behavioral ethics, 163–165
emotion, 170–171
evolution of moral development, 157–160
knowledge, 167–168
neuroscientific dual-process moral judgment, 161–162
new directions in moral judgment, 165–167
practice, 172–173
present in moment, 168–170
SIM reasoning, 160–161
Cognitive neuroscience research, 263
Collective constructs, 192
Collective guilt and shame, 188
“Commodification” expression, 142–143
Communication
systems, 216, 218–219
and transparency, 219
Company culture, 104, 105–106
Compensation, 38, 138–145
ethics, 128
systems, 218
Competitive pressures, 221–222
Composition models, 192–193
Computer-administered tests, 114–115
Confirmatory factor analysis (CFA), 336, 338
Conscious reasoning, 276–277
Conscious self-reflection, 274–275
Consent (business ethics issues), 124
Consequentialism, 58, 254
rule-consequentialism, 132
sophisticated act-consequentialism, 132
Consistency, 105–106
information, 97
Contingency
approach to neutralization, 12
framework, 11
“Contribution view”, 140
Corporate governance, 68, 296, 297, 299
REMM ontology, 300
as structural response, 297–298
Corporate responsibility for Common Good, 73
Corporate sincerity, 145
Corporate social responsibility (CSR), 297
as strategic response, 298
Covering for unethical activities, 104, 105–106
“Creative commons”, 47–48
Creativity, 241–242
Crony capitalism, 219–221
Dark side research, 240–251, 254
benefits of, 251–252
reason for scholars pursuing, 243–246
“Deep learning” in neural networks, 40
Defining Issues Test (DIT), 13, 156–157
Deontology, 58
Dependence Principle, 135
Descriptive approach, 265
Dignity
threshold, 312
as universal threshold, 311–312
violations, 312
of work, 73
Dishonest group members, 190
Dispersion models, 192–193
Drive to acquire (dA), 307, 308–309
Drive to Bond (dB), 309–310
Drive to Comprehend (dC), 310–311
Drive to defend (dD), 307–309
Dual-process reasoning model, 156–157
Dual-process theory, 275–276
of moral judgment, 162
Economic incentives, 37
Economic Report of the President to the Congress
, 41
Economic(s), 71
sense, 312–313
theory, 37–38
Economism, consilience of knowledge challenging, 305–306
Egoism, 163
Electroencephalography (EEG), 267–268
Emotion(al), 170–171
method, 156, 165–166
moral, 186–189, 195–196
other-condemning, 186–187
regulation, 251
Emotionality, 301–303
Empathy, 188, 264, 277–280, 302–303
Employee
orientation, 325–326
perceptions of support, 326
performance, 218
well-being, 325–326
Employment-at-will, 38
Energy, 47
Enron crisis (2001), 297–298
Equality, 186
“Ethic of care”, 159–160, 304
“Ethic of justice”, 159–160
Ethical decision-making, 11–12, 157, 159–160, 165, 171, 184–185
art, 167
and behavior, 14–15
model in organizations, 10
Ethical leadership, 242–243, 262, 263, 278, 279–280
contribution of social cognitive neuroscience to, 282–286
future research agenda, 285–286
leadership ethics and responsibility, 264–267
limitations of dialogue between neuroscience and, 284
neuroscience research in, 263–264, 283–284
social cognitive neuroscience and, 267–282
Ethical observer engagement, 213
Ethical organizational behavior, 229
Ethical theories, 59–60
Ethics, 182
engagement methods for observers, 212
of firing, 134
scholars, 183, 186–187
Ethics-related research, 239–240, 247
consequentialism, 254–255
dark side research, 254
existence of dark side research, 240–246
moderators, 249–251
ramifications, 251–253
reason for ethics concept including dark sides, 240–243
reason for scholars pursuing dark side research, 243–246
TMGT, 246–247
unintended consequences, 248–249
Ethics-specific citizenship behaviors, 344
Eudaimonia (personal flourishing), 70, 312
Eusociality, 300–302
Evolutionary biology, 304–305, 307
Ex ante explanation, 51
Ex post explanation, 51
Experimental philosophers, 163
Expressive business ethics, 124
background, 125–127
compensation, 138–145
firing, 134–137
future of expressive critiques, 145–149
immoral investing, 137–138
issues, 127
nature of expressive wrong, 131–134
non-expressions, 128–131
See also Behavioral business ethics; Business ethics
Expressive ethics, 125
External whistle-blowing method, 226–227
Fair reciprocity principle, 52–56
Fairness (business ethics issues), 124, 264, 280–282, 301
“Faust” archetype, 214–215
Female genital mutilation (FGM), 146
Fiduciary duties, 138–139
Financial POS, 328–329
Financial services industry, 98, 113–114
Financial trust violation crimes, study of, 6
Firms, theory of, 77–78
Forced-testing, 114–115
Forgiveness, 239–240, 254–255
Formal system, 15
Four-component model of moral decision-making (Rest), 12–13
Fourth Industrial Revolution, 35–36
accountability of augmentation, 58–60
AI as scapegoat and principle of fair reciprocity, 52–56
automation vs. augmentation, 56–58
duty to hire, 44–46
explainable AI and right to explanation, 50–52
gig economy, 36–39
inequality, 41–42
issues in AI ethics, 48–49
machine ethics, 49–50
market-based redistribution, 42–43
meaning of life, 44
technological unemployment, 39–41
third-way solutions, 46–48
universal basic income, 43–44
Freedom, 39
Functional magnetic resonance imaging (fMRI), 267–268, 275–276, 283–284, 285–286
Gig economy, 36–39
Gig workers, 37
Global financial crisis (2007–2008), 297–298
GNU project, 47–48
Goldman Sacks financial settlements, 212
“Gorbachev” archetype, 215
Group
group-based guilt and shame, 188
group-based perspective, 182
group-level morality, 192–193, 197
identification, 189
membership, 94–95, 109–110
morality, 182–183
Groupthink, 191
Guilt and shame, 187
collective, 188
group-based, 188
Guilt proneness, 192
Haidt’s model, 20
“Hard-wired” basis, 185
Hawthorne Studies, 26
Hawthorne Works (Western Electric), 26
High-morality group member, 193–194
Hubris, 110–111
Human (Homo sapiens), 300–301, 303–304, 306–307
agency role, 265
beings, 95
dignity, 311–312
intuition-based machine ethics, 49–50
nature, 315
Human behavior, 300–301, 308
four-drive model of, 311–312
Humanistic extension, 308–311
drive to bonding, 309–310
drive to comprehending, 310–311
Humanistic ontology for responsible management, 300
balance, 304–305
consilience of knowledge challenging economism, 305–306
corporate governance as structural response, 297–298
CSR as strategic response, 298
emotionality, 301–303
environmental and social crises, 295–296
humanistic model for responsible management, 306–317
managerial responsibility and limits of prior responses, 296–298
morality, 303–304
sociality, 300–301
Hypothesis testing, 338–340
Immoral behavior, 163
Immoral investing, 137–138
Inequality, 39, 41–42
Ingroup members, 188
Institutionalization, 21
Instrumental Relativist Orientation, 158
Intellectual property, 47–48
Interactionist approach, 13–14
Intergroup phenomena, 183
Internal whistle-blowing method, 226–227
Interpersonal morality, 124
Intuition-based approach, 49–50
Iran–Contra scandal, 16
Issue-contingent model, 17–18
James-Lange Theory of Emotion, 170–171
Job engagement, 252
Job satisfaction, 324, 335
positively related to job satisfaction, 332
Kantian social contract thinking, 55
Kantian tradition, 58–59
Kelley’s Covariation model, 109
Knowledge, 167–168
historical, 4
systems, 104, 105–106
Kohlberg and Rest’s models, 156
Kohlberg’s theory of cognitive moral development, 13–14
Labor laws, 38
Law and Order Orientation, 158–159
Leadership, 242–243
limitations of dialogue between neuroscience and, 284
neuroscience research and, 283–284
research, 278
theories, 324–325
Leadership ethics, 262
and responsibility, 264–267
Libertarian business leaders, 59
Low-morality group member, 193–194
Loyal dissenters, 191
Luddite fallacy, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Academy of Management
, 19
Accountability
, 54
of augmentation
, 58–60
Aesthetic process
, 165–166
Affective process
, 170
Affluenza
, 304–305
Agency theory
, 296, 299
Alaska Permanent Fund
, 43
Alternative currencies
, 47
Altruism
, 301, 304, 305
altruistic motives
, 48
economy
, 48
Amorality
, 300
Amygdala
, 307–308
Aquinas ethics of economy
, 73
Aristotelian perennial philosophic principles
, 79
Aristotelian theorists of business ethics
, 68–69
Artificial intelligence (AI)
, 35–36
explainable AI and right to explanation
, 50–52
issues in AI ethics
, 48–49
revolution
, 39–40, 47
as scapegoat
, 52–56
Artificial scarcity
, 47–48
Aspen Institute survey
, 45
Attributability-responsibility
, 54
Attribution theory
, 95–97, 108–109
Augmentation
, 56–58
accountability
, 58–60
Authentic leadership
, 253
Automatic intuitions
, 20
Autonomous robot companies
, 49
Bandwidth fidelity theory
, 325, 327–328, 329–330, 340–341, 343
Baumhart’s survey of executives’ opinions and beliefs
, 7
Behavior(al)
, 124, 181–182, 248–249
ethical decision-making and
, 14–15
ethical/ethics
, 5, 11, 163–165, 172–173, 212, 244–245, 266, 324
ethicists
, 163
ethics-related research
, 241
immoral
, 163
moral
, 159, 163
unethical
, 5, 197–198, 212, 227
Behavioral business ethics
, 5
engaging with cross-cultural differences and similarities
, 23
engaging with past
, 25–26
engaging with qualitative methods and looking across levels
, 24
period of unprecedented growth
, 16–22
rationalist models
, 19–22
scholarship
, 15–16
See also Expressive business ethics; Business ethics
Bitcoin
, 47
“Black sheeps”. See Dishonest group members
Blood-oxygen-level-dependency effect fMRI (BOLD-fMRI)
, 267–268
Bolsa Família (Brazil)
, 43
Bounded ethicality
, 164
Brain
, 171
brain-based perspective
, 263
imaging technologies
, 267–268
Bribery
, 49–50
“Building blocks” of moral judgment
, 185
Burns’ theory of transformational leadership
, 264–265
Business
, 35–36, 71
transactions
, 124
Business ethics
, 5–9, 123–124
birth
, 9–16
business and society tensions
, 6–7
management scholar contributions
, 13–16
marketing scholar contributions
, 11–12
moral psychology contributions
, 12–13
political and corporate scandals
, 7–9
rise in business ethics research
, 16–19
scandals
, 16–22
See also Behavioral business ethics; Expressive business ethics; Virtue ethics (VE)
Business Ethics Quarterly (1991)
, 16–17, 19
Business Ethics: A European Review (1992)
, 16–17
Capital homestead, 46
Capital-owner-profit-maximization model, 44–45
Career development, 329
Career POS, 328–329
Catholic Social Though (CST), 73, 80
Chrematistike, 312
Classic strain theory, 110
Clientelist–cronyism level, 221
“Co-creation” process, 313, 314–315
COCAbiz, 168
Coding methods, 102–104
Cognitive appraisal theory, 170–171
Cognitive developmental psychology, 156
Cognitive method, 156
Cognitive moral development, 19–20, 184–185, 242–243
art of ethical decision-making, 167
behavioral ethics, 163–165
emotion, 170–171
evolution of moral development, 157–160
knowledge, 167–168
neuroscientific dual-process moral judgment, 161–162
new directions in moral judgment, 165–167
practice, 172–173
present in moment, 168–170
SIM reasoning, 160–161
Cognitive neuroscience research, 263
Collective constructs, 192
Collective guilt and shame, 188
“Commodification” expression, 142–143
Communication
systems, 216, 218–219
and transparency, 219
Company culture, 104, 105–106
Compensation, 38, 138–145
ethics, 128
systems, 218
Competitive pressures, 221–222
Composition models, 192–193
Computer-administered tests, 114–115
Confirmatory factor analysis (CFA), 336, 338
Conscious reasoning, 276–277
Conscious self-reflection, 274–275
Consent (business ethics issues), 124
Consequentialism, 58, 254
rule-consequentialism, 132
sophisticated act-consequentialism, 132
Consistency, 105–106
information, 97
Contingency
approach to neutralization, 12
framework, 11
“Contribution view”, 140
Corporate governance, 68, 296, 297, 299
REMM ontology, 300
as structural response, 297–298
Corporate responsibility for Common Good, 73
Corporate sincerity, 145
Corporate social responsibility (CSR), 297
as strategic response, 298
Covering for unethical activities, 104, 105–106
“Creative commons”, 47–48
Creativity, 241–242
Crony capitalism, 219–221
Dark side research, 240–251, 254
benefits of, 251–252
reason for scholars pursuing, 243–246
“Deep learning” in neural networks, 40
Defining Issues Test (DIT), 13, 156–157
Deontology, 58
Dependence Principle, 135
Descriptive approach, 265
Dignity
threshold, 312
as universal threshold, 311–312
violations, 312
of work, 73
Dishonest group members, 190
Dispersion models, 192–193
Drive to acquire (dA), 307, 308–309
Drive to Bond (dB), 309–310
Drive to Comprehend (dC), 310–311
Drive to defend (dD), 307–309
Dual-process reasoning model, 156–157
Dual-process theory, 275–276
of moral judgment, 162
Economic incentives, 37
Economic Report of the President to the Congress
, 41
Economic(s), 71
sense, 312–313
theory, 37–38
Economism, consilience of knowledge challenging, 305–306
Egoism, 163
Electroencephalography (EEG), 267–268
Emotion(al), 170–171
method, 156, 165–166
moral, 186–189, 195–196
other-condemning, 186–187
regulation, 251
Emotionality, 301–303
Empathy, 188, 264, 277–280, 302–303
Employee
orientation, 325–326
perceptions of support, 326
performance, 218
well-being, 325–326
Employment-at-will, 38
Energy, 47
Enron crisis (2001), 297–298
Equality, 186
“Ethic of care”, 159–160, 304
“Ethic of justice”, 159–160
Ethical decision-making, 11–12, 157, 159–160, 165, 171, 184–185
art, 167
and behavior, 14–15
model in organizations, 10
Ethical leadership, 242–243, 262, 263, 278, 279–280
contribution of social cognitive neuroscience to, 282–286
future research agenda, 285–286
leadership ethics and responsibility, 264–267
limitations of dialogue between neuroscience and, 284
neuroscience research in, 263–264, 283–284
social cognitive neuroscience and, 267–282
Ethical observer engagement, 213
Ethical organizational behavior, 229
Ethical theories, 59–60
Ethics, 182
engagement methods for observers, 212
of firing, 134
scholars, 183, 186–187
Ethics-related research, 239–240, 247
consequentialism, 254–255
dark side research, 254
existence of dark side research, 240–246
moderators, 249–251
ramifications, 251–253
reason for ethics concept including dark sides, 240–243
reason for scholars pursuing dark side research, 243–246
TMGT, 246–247
unintended consequences, 248–249
Ethics-specific citizenship behaviors, 344
Eudaimonia (personal flourishing), 70, 312
Eusociality, 300–302
Evolutionary biology, 304–305, 307
Ex ante explanation, 51
Ex post explanation, 51
Experimental philosophers, 163
Expressive business ethics, 124
background, 125–127
compensation, 138–145
firing, 134–137
future of expressive critiques, 145–149
immoral investing, 137–138
issues, 127
nature of expressive wrong, 131–134
non-expressions, 128–131
See also Behavioral business ethics; Business ethics
Expressive ethics, 125
External whistle-blowing method, 226–227
Fair reciprocity principle, 52–56
Fairness (business ethics issues), 124, 264, 280–282, 301
“Faust” archetype, 214–215
Female genital mutilation (FGM), 146
Fiduciary duties, 138–139
Financial POS, 328–329
Financial services industry, 98, 113–114
Financial trust violation crimes, study of, 6
Firms, theory of, 77–78
Forced-testing, 114–115
Forgiveness, 239–240, 254–255
Formal system, 15
Four-component model of moral decision-making (Rest), 12–13
Fourth Industrial Revolution, 35–36
accountability of augmentation, 58–60
AI as scapegoat and principle of fair reciprocity, 52–56
automation vs. augmentation, 56–58
duty to hire, 44–46
explainable AI and right to explanation, 50–52
gig economy, 36–39
inequality, 41–42
issues in AI ethics, 48–49
machine ethics, 49–50
market-based redistribution, 42–43
meaning of life, 44
technological unemployment, 39–41
third-way solutions, 46–48
universal basic income, 43–44
Freedom, 39
Functional magnetic resonance imaging (fMRI), 267–268, 275–276, 283–284, 285–286
Gig economy, 36–39
Gig workers, 37
Global financial crisis (2007–2008), 297–298
GNU project, 47–48
Goldman Sacks financial settlements, 212
“Gorbachev” archetype, 215
Group
group-based guilt and shame, 188
group-based perspective, 182
group-level morality, 192–193, 197
identification, 189
membership, 94–95, 109–110
morality, 182–183
Groupthink, 191
Guilt and shame, 187
collective, 188
group-based, 188
Guilt proneness, 192
Haidt’s model, 20
“Hard-wired” basis, 185
Hawthorne Studies, 26
Hawthorne Works (Western Electric), 26
High-morality group member, 193–194
Hubris, 110–111
Human (Homo sapiens), 300–301, 303–304, 306–307
agency role, 265
beings, 95
dignity, 311–312
intuition-based machine ethics, 49–50
nature, 315
Human behavior, 300–301, 308
four-drive model of, 311–312
Humanistic extension, 308–311
drive to bonding, 309–310
drive to comprehending, 310–311
Humanistic ontology for responsible management, 300
balance, 304–305
consilience of knowledge challenging economism, 305–306
corporate governance as structural response, 297–298
CSR as strategic response, 298
emotionality, 301–303
environmental and social crises, 295–296
humanistic model for responsible management, 306–317
managerial responsibility and limits of prior responses, 296–298
morality, 303–304
sociality, 300–301
Hypothesis testing, 338–340
Immoral behavior, 163
Immoral investing, 137–138
Inequality, 39, 41–42
Ingroup members, 188
Institutionalization, 21
Instrumental Relativist Orientation, 158
Intellectual property, 47–48
Interactionist approach, 13–14
Intergroup phenomena, 183
Internal whistle-blowing method, 226–227
Interpersonal morality, 124
Intuition-based approach, 49–50
Iran–Contra scandal, 16
Issue-contingent model, 17–18
James-Lange Theory of Emotion, 170–171
Job engagement, 252
Job satisfaction, 324, 335
positively related to job satisfaction, 332
Kantian social contract thinking, 55
Kantian tradition, 58–59
Kelley’s Covariation model, 109
Knowledge, 167–168
historical, 4
systems, 104, 105–106
Kohlberg and Rest’s models, 156
Kohlberg’s theory of cognitive moral development, 13–14
Labor laws, 38
Law and Order Orientation, 158–159
Leadership, 242–243
limitations of dialogue between neuroscience and, 284
neuroscience research and, 283–284
research, 278
theories, 324–325
Leadership ethics, 262
and responsibility, 264–267
Libertarian business leaders, 59
Low-morality group member, 193–194
Loyal dissenters, 191
Luddite fallacy, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Capital homestead
, 46
Capital-owner-profit-maximization model
, 44–45
Career development
, 329
Career POS
, 328–329
Catholic Social Though (CST)
, 73, 80
Chrematistike
, 312
Classic strain theory
, 110
Clientelist–cronyism level
, 221
“Co-creation” process
, 313, 314–315
COCAbiz
, 168
Coding methods
, 102–104
Cognitive appraisal theory
, 170–171
Cognitive developmental psychology
, 156
Cognitive method
, 156
Cognitive moral development
, 19–20, 184–185, 242–243
art of ethical decision-making
, 167
behavioral ethics
, 163–165
emotion
, 170–171
evolution of moral development
, 157–160
knowledge
, 167–168
neuroscientific dual-process moral judgment
, 161–162
new directions in moral judgment
, 165–167
practice
, 172–173
present in moment
, 168–170
SIM reasoning
, 160–161
Cognitive neuroscience research
, 263
Collective constructs
, 192
Collective guilt and shame
, 188
“Commodification” expression
, 142–143
Communication
systems
, 216, 218–219
and transparency
, 219
Company culture
, 104, 105–106
Compensation
, 38, 138–145
ethics
, 128
systems
, 218
Competitive pressures
, 221–222
Composition models
, 192–193
Computer-administered tests
, 114–115
Confirmatory factor analysis (CFA)
, 336, 338
Conscious reasoning
, 276–277
Conscious self-reflection
, 274–275
Consent (business ethics issues)
, 124
Consequentialism
, 58, 254
rule-consequentialism
, 132
sophisticated act-consequentialism
, 132
Consistency
, 105–106
information
, 97
Contingency
approach to neutralization
, 12
framework
, 11
“Contribution view”
, 140
Corporate governance
, 68, 296, 297, 299
REMM ontology
, 300
as structural response
, 297–298
Corporate responsibility for Common Good
, 73
Corporate sincerity
, 145
Corporate social responsibility (CSR)
, 297
as strategic response
, 298
Covering for unethical activities
, 104, 105–106
“Creative commons”
, 47–48
Creativity
, 241–242
Crony capitalism
, 219–221
Dark side research
, 240–251, 254
benefits of
, 251–252
reason for scholars pursuing
, 243–246
“Deep learning” in neural networks
, 40
Defining Issues Test (DIT)
, 13, 156–157
Deontology
, 58
Dependence Principle
, 135
Descriptive approach
, 265
Dignity
threshold
, 312
as universal threshold
, 311–312
violations
, 312
of work
, 73
Dishonest group members
, 190
Dispersion models
, 192–193
Drive to acquire (dA)
, 307, 308–309
Drive to Bond (dB)
, 309–310
Drive to Comprehend (dC)
, 310–311
Drive to defend (dD)
, 307–309
Dual-process reasoning model
, 156–157
Dual-process theory
, 275–276
of moral judgment
, 162
Economic incentives, 37
Economic Report of the President to the Congress
, 41
Economic(s), 71
sense, 312–313
theory, 37–38
Economism, consilience of knowledge challenging, 305–306
Egoism, 163
Electroencephalography (EEG), 267–268
Emotion(al), 170–171
method, 156, 165–166
moral, 186–189, 195–196
other-condemning, 186–187
regulation, 251
Emotionality, 301–303
Empathy, 188, 264, 277–280, 302–303
Employee
orientation, 325–326
perceptions of support, 326
performance, 218
well-being, 325–326
Employment-at-will, 38
Energy, 47
Enron crisis (2001), 297–298
Equality, 186
“Ethic of care”, 159–160, 304
“Ethic of justice”, 159–160
Ethical decision-making, 11–12, 157, 159–160, 165, 171, 184–185
art, 167
and behavior, 14–15
model in organizations, 10
Ethical leadership, 242–243, 262, 263, 278, 279–280
contribution of social cognitive neuroscience to, 282–286
future research agenda, 285–286
leadership ethics and responsibility, 264–267
limitations of dialogue between neuroscience and, 284
neuroscience research in, 263–264, 283–284
social cognitive neuroscience and, 267–282
Ethical observer engagement, 213
Ethical organizational behavior, 229
Ethical theories, 59–60
Ethics, 182
engagement methods for observers, 212
of firing, 134
scholars, 183, 186–187
Ethics-related research, 239–240, 247
consequentialism, 254–255
dark side research, 254
existence of dark side research, 240–246
moderators, 249–251
ramifications, 251–253
reason for ethics concept including dark sides, 240–243
reason for scholars pursuing dark side research, 243–246
TMGT, 246–247
unintended consequences, 248–249
Ethics-specific citizenship behaviors, 344
Eudaimonia (personal flourishing), 70, 312
Eusociality, 300–302
Evolutionary biology, 304–305, 307
Ex ante explanation, 51
Ex post explanation, 51
Experimental philosophers, 163
Expressive business ethics, 124
background, 125–127
compensation, 138–145
firing, 134–137
future of expressive critiques, 145–149
immoral investing, 137–138
issues, 127
nature of expressive wrong, 131–134
non-expressions, 128–131
See also Behavioral business ethics; Business ethics
Expressive ethics, 125
External whistle-blowing method, 226–227
Fair reciprocity principle, 52–56
Fairness (business ethics issues), 124, 264, 280–282, 301
“Faust” archetype, 214–215
Female genital mutilation (FGM), 146
Fiduciary duties, 138–139
Financial POS, 328–329
Financial services industry, 98, 113–114
Financial trust violation crimes, study of, 6
Firms, theory of, 77–78
Forced-testing, 114–115
Forgiveness, 239–240, 254–255
Formal system, 15
Four-component model of moral decision-making (Rest), 12–13
Fourth Industrial Revolution, 35–36
accountability of augmentation, 58–60
AI as scapegoat and principle of fair reciprocity, 52–56
automation vs. augmentation, 56–58
duty to hire, 44–46
explainable AI and right to explanation, 50–52
gig economy, 36–39
inequality, 41–42
issues in AI ethics, 48–49
machine ethics, 49–50
market-based redistribution, 42–43
meaning of life, 44
technological unemployment, 39–41
third-way solutions, 46–48
universal basic income, 43–44
Freedom, 39
Functional magnetic resonance imaging (fMRI), 267–268, 275–276, 283–284, 285–286
Gig economy, 36–39
Gig workers, 37
Global financial crisis (2007–2008), 297–298
GNU project, 47–48
Goldman Sacks financial settlements, 212
“Gorbachev” archetype, 215
Group
group-based guilt and shame, 188
group-based perspective, 182
group-level morality, 192–193, 197
identification, 189
membership, 94–95, 109–110
morality, 182–183
Groupthink, 191
Guilt and shame, 187
collective, 188
group-based, 188
Guilt proneness, 192
Haidt’s model, 20
“Hard-wired” basis, 185
Hawthorne Studies, 26
Hawthorne Works (Western Electric), 26
High-morality group member, 193–194
Hubris, 110–111
Human (Homo sapiens), 300–301, 303–304, 306–307
agency role, 265
beings, 95
dignity, 311–312
intuition-based machine ethics, 49–50
nature, 315
Human behavior, 300–301, 308
four-drive model of, 311–312
Humanistic extension, 308–311
drive to bonding, 309–310
drive to comprehending, 310–311
Humanistic ontology for responsible management, 300
balance, 304–305
consilience of knowledge challenging economism, 305–306
corporate governance as structural response, 297–298
CSR as strategic response, 298
emotionality, 301–303
environmental and social crises, 295–296
humanistic model for responsible management, 306–317
managerial responsibility and limits of prior responses, 296–298
morality, 303–304
sociality, 300–301
Hypothesis testing, 338–340
Immoral behavior, 163
Immoral investing, 137–138
Inequality, 39, 41–42
Ingroup members, 188
Institutionalization, 21
Instrumental Relativist Orientation, 158
Intellectual property, 47–48
Interactionist approach, 13–14
Intergroup phenomena, 183
Internal whistle-blowing method, 226–227
Interpersonal morality, 124
Intuition-based approach, 49–50
Iran–Contra scandal, 16
Issue-contingent model, 17–18
James-Lange Theory of Emotion, 170–171
Job engagement, 252
Job satisfaction, 324, 335
positively related to job satisfaction, 332
Kantian social contract thinking, 55
Kantian tradition, 58–59
Kelley’s Covariation model, 109
Knowledge, 167–168
historical, 4
systems, 104, 105–106
Kohlberg and Rest’s models, 156
Kohlberg’s theory of cognitive moral development, 13–14
Labor laws, 38
Law and Order Orientation, 158–159
Leadership, 242–243
limitations of dialogue between neuroscience and, 284
neuroscience research and, 283–284
research, 278
theories, 324–325
Leadership ethics, 262
and responsibility, 264–267
Libertarian business leaders, 59
Low-morality group member, 193–194
Loyal dissenters, 191
Luddite fallacy, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Economic incentives
, 37
Economic Report of the President to the Congress
, 41
Economic(s)
, 71
sense
, 312–313
theory
, 37–38
Economism, consilience of knowledge challenging
, 305–306
Egoism
, 163
Electroencephalography (EEG)
, 267–268
Emotion(al)
, 170–171
method
, 156, 165–166
moral
, 186–189, 195–196
other-condemning
, 186–187
regulation
, 251
Emotionality
, 301–303
Empathy
, 188, 264, 277–280, 302–303
Employee
orientation
, 325–326
perceptions of support
, 326
performance
, 218
well-being
, 325–326
Employment-at-will
, 38
Energy
, 47
Enron crisis (2001)
, 297–298
Equality
, 186
“Ethic of care”
, 159–160, 304
“Ethic of justice”
, 159–160
Ethical decision-making
, 11–12, 157, 159–160, 165, 171, 184–185
art
, 167
and behavior
, 14–15
model in organizations
, 10
Ethical leadership
, 242–243, 262, 263, 278, 279–280
contribution of social cognitive neuroscience to
, 282–286
future research agenda
, 285–286
leadership ethics and responsibility
, 264–267
limitations of dialogue between neuroscience and
, 284
neuroscience research in
, 263–264, 283–284
social cognitive neuroscience and
, 267–282
Ethical observer engagement
, 213
Ethical organizational behavior
, 229
Ethical theories
, 59–60
Ethics
, 182
engagement methods for observers
, 212
of firing
, 134
scholars
, 183, 186–187
Ethics-related research
, 239–240, 247
consequentialism
, 254–255
dark side research
, 254
existence of dark side research
, 240–246
moderators
, 249–251
ramifications
, 251–253
reason for ethics concept including dark sides
, 240–243
reason for scholars pursuing dark side research
, 243–246
TMGT
, 246–247
unintended consequences
, 248–249
Ethics-specific citizenship behaviors
, 344
Eudaimonia (personal flourishing)
, 70, 312
Eusociality
, 300–302
Evolutionary biology
, 304–305, 307
Ex ante explanation
, 51
Ex post explanation
, 51
Experimental philosophers
, 163
Expressive business ethics
, 124
background
, 125–127
compensation
, 138–145
firing
, 134–137
future of expressive critiques
, 145–149
immoral investing
, 137–138
issues
, 127
nature of expressive wrong
, 131–134
non-expressions
, 128–131
See also Behavioral business ethics; Business ethics
Expressive ethics
, 125
External whistle-blowing method
, 226–227
Fair reciprocity principle
, 52–56
Fairness (business ethics issues)
, 124, 264, 280–282, 301
“Faust” archetype
, 214–215
Female genital mutilation (FGM)
, 146
Fiduciary duties
, 138–139
Financial POS
, 328–329
Financial services industry
, 98, 113–114
Financial trust violation crimes, study of
, 6
Firms, theory of
, 77–78
Forced-testing
, 114–115
Forgiveness
, 239–240, 254–255
Formal system
, 15
Four-component model of moral decision-making (Rest)
, 12–13
Fourth Industrial Revolution
, 35–36
accountability of augmentation
, 58–60
AI as scapegoat and principle of fair reciprocity
, 52–56
automation vs. augmentation
, 56–58
duty to hire
, 44–46
explainable AI and right to explanation
, 50–52
gig economy
, 36–39
inequality
, 41–42
issues in AI ethics
, 48–49
machine ethics
, 49–50
market-based redistribution
, 42–43
meaning of life
, 44
technological unemployment
, 39–41
third-way solutions
, 46–48
universal basic income
, 43–44
Freedom
, 39
Functional magnetic resonance imaging (fMRI)
, 267–268, 275–276, 283–284, 285–286
Gig economy, 36–39
Gig workers, 37
Global financial crisis (2007–2008), 297–298
GNU project, 47–48
Goldman Sacks financial settlements, 212
“Gorbachev” archetype, 215
Group
group-based guilt and shame, 188
group-based perspective, 182
group-level morality, 192–193, 197
identification, 189
membership, 94–95, 109–110
morality, 182–183
Groupthink, 191
Guilt and shame, 187
collective, 188
group-based, 188
Guilt proneness, 192
Haidt’s model, 20
“Hard-wired” basis, 185
Hawthorne Studies, 26
Hawthorne Works (Western Electric), 26
High-morality group member, 193–194
Hubris, 110–111
Human (Homo sapiens), 300–301, 303–304, 306–307
agency role, 265
beings, 95
dignity, 311–312
intuition-based machine ethics, 49–50
nature, 315
Human behavior, 300–301, 308
four-drive model of, 311–312
Humanistic extension, 308–311
drive to bonding, 309–310
drive to comprehending, 310–311
Humanistic ontology for responsible management, 300
balance, 304–305
consilience of knowledge challenging economism, 305–306
corporate governance as structural response, 297–298
CSR as strategic response, 298
emotionality, 301–303
environmental and social crises, 295–296
humanistic model for responsible management, 306–317
managerial responsibility and limits of prior responses, 296–298
morality, 303–304
sociality, 300–301
Hypothesis testing, 338–340
Immoral behavior, 163
Immoral investing, 137–138
Inequality, 39, 41–42
Ingroup members, 188
Institutionalization, 21
Instrumental Relativist Orientation, 158
Intellectual property, 47–48
Interactionist approach, 13–14
Intergroup phenomena, 183
Internal whistle-blowing method, 226–227
Interpersonal morality, 124
Intuition-based approach, 49–50
Iran–Contra scandal, 16
Issue-contingent model, 17–18
James-Lange Theory of Emotion, 170–171
Job engagement, 252
Job satisfaction, 324, 335
positively related to job satisfaction, 332
Kantian social contract thinking, 55
Kantian tradition, 58–59
Kelley’s Covariation model, 109
Knowledge, 167–168
historical, 4
systems, 104, 105–106
Kohlberg and Rest’s models, 156
Kohlberg’s theory of cognitive moral development, 13–14
Labor laws, 38
Law and Order Orientation, 158–159
Leadership, 242–243
limitations of dialogue between neuroscience and, 284
neuroscience research and, 283–284
research, 278
theories, 324–325
Leadership ethics, 262
and responsibility, 264–267
Libertarian business leaders, 59
Low-morality group member, 193–194
Loyal dissenters, 191
Luddite fallacy, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Gig economy
, 36–39
Gig workers
, 37
Global financial crisis (2007–2008)
, 297–298
GNU project
, 47–48
Goldman Sacks financial settlements
, 212
“Gorbachev” archetype
, 215
Group
group-based guilt and shame
, 188
group-based perspective
, 182
group-level morality
, 192–193, 197
identification
, 189
membership
, 94–95, 109–110
morality
, 182–183
Groupthink
, 191
Guilt and shame
, 187
collective
, 188
group-based
, 188
Guilt proneness
, 192
Haidt’s model
, 20
“Hard-wired” basis
, 185
Hawthorne Studies
, 26
Hawthorne Works (Western Electric)
, 26
High-morality group member
, 193–194
Hubris
, 110–111
Human (Homo sapiens)
, 300–301, 303–304, 306–307
agency role
, 265
beings
, 95
dignity
, 311–312
intuition-based machine ethics
, 49–50
nature
, 315
Human behavior
, 300–301, 308
four-drive model of
, 311–312
Humanistic extension
, 308–311
drive to bonding
, 309–310
drive to comprehending
, 310–311
Humanistic ontology for responsible management
, 300
balance
, 304–305
consilience of knowledge challenging economism
, 305–306
corporate governance as structural response
, 297–298
CSR as strategic response
, 298
emotionality
, 301–303
environmental and social crises
, 295–296
humanistic model for responsible management
, 306–317
managerial responsibility and limits of prior responses
, 296–298
morality
, 303–304
sociality
, 300–301
Hypothesis testing
, 338–340
Immoral behavior, 163
Immoral investing, 137–138
Inequality, 39, 41–42
Ingroup members, 188
Institutionalization, 21
Instrumental Relativist Orientation, 158
Intellectual property, 47–48
Interactionist approach, 13–14
Intergroup phenomena, 183
Internal whistle-blowing method, 226–227
Interpersonal morality, 124
Intuition-based approach, 49–50
Iran–Contra scandal, 16
Issue-contingent model, 17–18
James-Lange Theory of Emotion, 170–171
Job engagement, 252
Job satisfaction, 324, 335
positively related to job satisfaction, 332
Kantian social contract thinking, 55
Kantian tradition, 58–59
Kelley’s Covariation model, 109
Knowledge, 167–168
historical, 4
systems, 104, 105–106
Kohlberg and Rest’s models, 156
Kohlberg’s theory of cognitive moral development, 13–14
Labor laws, 38
Law and Order Orientation, 158–159
Leadership, 242–243
limitations of dialogue between neuroscience and, 284
neuroscience research and, 283–284
research, 278
theories, 324–325
Leadership ethics, 262
and responsibility, 264–267
Libertarian business leaders, 59
Low-morality group member, 193–194
Loyal dissenters, 191
Luddite fallacy, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Immoral behavior
, 163
Immoral investing
, 137–138
Inequality
, 39, 41–42
Ingroup members
, 188
Institutionalization
, 21
Instrumental Relativist Orientation
, 158
Intellectual property
, 47–48
Interactionist approach
, 13–14
Intergroup phenomena
, 183
Internal whistle-blowing method
, 226–227
Interpersonal morality
, 124
Intuition-based approach
, 49–50
Iran–Contra scandal
, 16
Issue-contingent model
, 17–18
James-Lange Theory of Emotion
, 170–171
Job engagement
, 252
Job satisfaction
, 324, 335
positively related to job satisfaction
, 332
Kantian social contract thinking, 55
Kantian tradition, 58–59
Kelley’s Covariation model, 109
Knowledge, 167–168
historical, 4
systems, 104, 105–106
Kohlberg and Rest’s models, 156
Kohlberg’s theory of cognitive moral development, 13–14
Labor laws, 38
Law and Order Orientation, 158–159
Leadership, 242–243
limitations of dialogue between neuroscience and, 284
neuroscience research and, 283–284
research, 278
theories, 324–325
Leadership ethics, 262
and responsibility, 264–267
Libertarian business leaders, 59
Low-morality group member, 193–194
Loyal dissenters, 191
Luddite fallacy, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Kantian social contract thinking
, 55
Kantian tradition
, 58–59
Kelley’s Covariation model
, 109
Knowledge
, 167–168
historical
, 4
systems
, 104, 105–106
Kohlberg and Rest’s models
, 156
Kohlberg’s theory of cognitive moral development
, 13–14
Labor laws
, 38
Law and Order Orientation
, 158–159
Leadership
, 242–243
limitations of dialogue between neuroscience and
, 284
neuroscience research and
, 283–284
research
, 278
theories
, 324–325
Leadership ethics
, 262
and responsibility
, 264–267
Libertarian business leaders
, 59
Low-morality group member
, 193–194
Loyal dissenters
, 191
Luddite fallacy
, 40–41
Machiavellianism, 19–20, 244–245, 252
Machine ethics, 49–50
Macro-level environmental obstacles, 219–222
clientelist, crony capitalism, 219–221
competitive pressures, 221–222
Managerial opportunism, 297
Managerial responsibility, 296–298
Market-based redistribution, 42–43
McKinsey (consulting firm), 41
Meaning in Life Questionnaires (MLQ), 99–100
Meaning-making, 88, 90, 93–94
foundation, 112
Myriad perspectives, 94
positivist rendering, 99–100
survival, group membership, and strain, 94–95
theoretical background, 91
Meso-level organizational obstacles to engagement, 216–219
communication systems, 218–219
organizational culture, 217
performance evaluation and compensation systems, 218
Mesolevel, morality at, 192–194
Metaethics, 145–149
“#MeToo” social movement, 229–230, 233
Micro-level individual obstacles, 213–216
Microlevel quantitative behavioral ethics research, 24
Mono-method bias, 344
Moral
awareness, 159
behavior, 159, 163
character, 192
clauses, 136–137
crisis, 6
equality, 126
evaluation, 159
foundations theory, 185–186
identity, 192, 242
imagination, 166
intensity, 17–18
intention, 159
laxity, 58–59
leadership, 6, 264–265
manager, 265–267, 279, 281
new directions in moral judgment, 165–167
person, 265–267, 274, 281
psychology, 12–13, 156, 172–173
reasoning, 20, 156, 184–185
worth, 126
Moral development evolution, 157–160
conventional level, 158
postconventional level, 158
preconventional level, 158
Moral emotions, 186–189
in social environment, 195–196
Morality, 182, 303–304
and group functioning, 196
at mesolevel, 192–194
review of research on, 184–191
scholars, 191–192
social identity, 189–190
social norms, 190–191
Motivational schemes, 299
Multidimensional conceptualization of POS, 328–329
Narcissism, 110–111
Neo-Aristotelian applied ethics, 78
Neo-Aristotelian business ethics, 68
Neo-Aristotelianism, 71
Neurocognitive model, 20–21
Neuroeconomics, 262–263
Neuroethics, 284
Neuromarketing, 262–263
Neuroscience, 172–173
leadership, 283–284
research, 265, 283–284
technologies, 268, 284
Nichomachean Ethics and Politics, 79
Normalization processes, 21
Normative or philosophical approach to business ethics, 5
Normative organizational identity, 223
Nucleus accumbens, 307
NVivo software, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Machiavellianism
, 19–20, 244–245, 252
Machine ethics
, 49–50
Macro-level environmental obstacles
, 219–222
clientelist, crony capitalism
, 219–221
competitive pressures
, 221–222
Managerial opportunism
, 297
Managerial responsibility
, 296–298
Market-based redistribution
, 42–43
McKinsey (consulting firm)
, 41
Meaning in Life Questionnaires (MLQ)
, 99–100
Meaning-making
, 88, 90, 93–94
foundation
, 112
Myriad perspectives
, 94
positivist rendering
, 99–100
survival, group membership, and strain
, 94–95
theoretical background
, 91
Meso-level organizational obstacles to engagement
, 216–219
communication systems
, 218–219
organizational culture
, 217
performance evaluation and compensation systems
, 218
Mesolevel, morality at
, 192–194
Metaethics
, 145–149
“#MeToo” social movement
, 229–230, 233
Micro-level individual obstacles
, 213–216
Microlevel quantitative behavioral ethics research
, 24
Mono-method bias
, 344
Moral
awareness
, 159
behavior
, 159, 163
character
, 192
clauses
, 136–137
crisis
, 6
equality
, 126
evaluation
, 159
foundations theory
, 185–186
identity
, 192, 242
imagination
, 166
intensity
, 17–18
intention
, 159
laxity
, 58–59
leadership
, 6, 264–265
manager
, 265–267, 279, 281
new directions in moral judgment
, 165–167
person
, 265–267, 274, 281
psychology
, 12–13, 156, 172–173
reasoning
, 20, 156, 184–185
worth
, 126
Moral development evolution
, 157–160
conventional level
, 158
postconventional level
, 158
preconventional level
, 158
Moral emotions
, 186–189
in social environment
, 195–196
Morality
, 182, 303–304
and group functioning
, 196
at mesolevel
, 192–194
review of research on
, 184–191
scholars
, 191–192
social identity
, 189–190
social norms
, 190–191
Motivational schemes
, 299
Multidimensional conceptualization of POS
, 328–329
Narcissism
, 110–111
Neo-Aristotelian applied ethics
, 78
Neo-Aristotelian business ethics
, 68
Neo-Aristotelianism
, 71
Neurocognitive model
, 20–21
Neuroeconomics
, 262–263
Neuroethics
, 284
Neuromarketing
, 262–263
Neuroscience
, 172–173
leadership
, 283–284
research
, 265, 283–284
technologies
, 268, 284
Nichomachean Ethics and Politics
, 79
Normalization processes
, 21
Normative or philosophical approach to business ethics
, 5
Normative organizational identity
, 223
Nucleus accumbens
, 307
NVivo software
, 101–102
Objective model of ethical decision-making, 172
Observer engagement methods, 222–231
evocation and framing of dialogic engagement, 223–224
internal and external whistle-blowing methods, 226–227
linking with countervailing external social movements, 229–231
observer in position of organizational power, 227–229
win–win incentive and ethics networking methods, 224–225
Observer whistle-blowing exposures, 230
“Obviously bad” phenomena, 241–242
Off-the-job POS, 329
Oikonomia, 312
One-factor model, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions, 19
Organizational citizenship behavior (OCB), 144, 324
Organizational ethics policy, 9
Organizational support, 326, 327–328
general vs. specific types of, 328–330
Outgroup members, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism, 18–19
Partial latent SEM, 338
Participation, principle of, 73–74
Patron–client system, 219–220
Penrose’s theory of growth of firm, 80
Perceived organizational support (POS), 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E), 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception, 11–12
gap, 98
Permissible attitudes, 125
Personal ethical standards, pressure to violating, 334, 338
Person–situation interactionist model, 159–160
“Phaedo” archetype, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment, 224
Political–economic systems, 219
Positive organizational scholarship (POS), 74–76, 253
Positivist rendering of meaning-making, 99–100
Positron emission tomography (PET), 267–268
Post-scarcity economy, 47
Precision tools in ethics research
bandwidth fidelity theory, 340–341
control variables, 335
development of ethical leadership, 324–325
ethically risky work setting, 334
future research, 343–344
general vs. specific types of organizational support, 328–330
job satisfaction, 335
limitations, 344–345
means, standard deviations, reliabilities, and correlation, 337
organizational support, 327–328
POS-E, 330–332, 341–342
practical implications, 342–343
predictor variables, 335
preliminary analyses, 336–337
preparedness to handle ethical violations, 334
pressure to violating organizational ethical standards, 334
pressure to violating personal ethical standards, 334
results, 335
sample and procedures, 333–334
structural analyses, 338–340
theoretical overview and hypotheses, 327–328
theoretical rationale, 325–327
“Principal-agent” problem, 297
Principle-based Kantian machine ethics, 49–50
Proactive behavior, 249
Profit maximization, 108
Profit-only approach, 107–108
Punishment and Obedience Orientation, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Objective model of ethical decision-making
, 172
Observer engagement methods
, 222–231
evocation and framing of dialogic engagement
, 223–224
internal and external whistle-blowing methods
, 226–227
linking with countervailing external social movements
, 229–231
observer in position of organizational power
, 227–229
win–win incentive and ethics networking methods
, 224–225
Observer whistle-blowing exposures
, 230
“Obviously bad” phenomena
, 241–242
Off-the-job POS
, 329
Oikonomia
, 312
One-factor model
, 336
Open Letter on Digital Economy
, 60
Organizational Behavior divisions
, 19
Organizational citizenship behavior (OCB)
, 144, 324
Organizational ethics policy
, 9
Organizational support
, 326, 327–328
general vs. specific types of
, 328–330
Outgroup members
, 188–189
Oxford Martin Programme on the Impacts of Future Technology
, 41
Parallelism
, 18–19
Partial latent SEM
, 338
Participation, principle of
, 73–74
Patron–client system
, 219–220
Penrose’s theory of growth of firm
, 80
Perceived organizational support (POS)
, 324, 326, 327, 329, 335, 341
Perceived organizational support for ethics (POS-E)
, 325, 326, 328, 330–332, 335, 338–339, 341, 345
Perception
, 11–12
gap
, 98
Permissible attitudes
, 125
Personal ethical standards, pressure to violating
, 334, 338
Person–situation interactionist model
, 159–160
“Phaedo” archetype
, 216
Phronesis
, 68–69, 72–73, 76–77
Phronetical poiesis
, 76–77
Poiesis
, 68–70, 73, 76–77
Polis
, 70
Political–economic environment
, 224
Political–economic systems
, 219
Positive organizational scholarship (POS)
, 74–76, 253
Positivist rendering of meaning-making
, 99–100
Positron emission tomography (PET)
, 267–268
Post-scarcity economy
, 47
Precision tools in ethics research
bandwidth fidelity theory
, 340–341
control variables
, 335
development of ethical leadership
, 324–325
ethically risky work setting
, 334
future research
, 343–344
general vs. specific types of organizational support
, 328–330
job satisfaction
, 335
limitations
, 344–345
means, standard deviations, reliabilities, and correlation
, 337
organizational support
, 327–328
POS-E
, 330–332, 341–342
practical implications
, 342–343
predictor variables
, 335
preliminary analyses
, 336–337
preparedness to handle ethical violations
, 334
pressure to violating organizational ethical standards
, 334
pressure to violating personal ethical standards
, 334
results
, 335
sample and procedures
, 333–334
structural analyses
, 338–340
theoretical overview and hypotheses
, 327–328
theoretical rationale
, 325–327
“Principal-agent” problem
, 297
Principle-based Kantian machine ethics
, 49–50
Proactive behavior
, 249
Profit maximization
, 108
Profit-only approach
, 107–108
Punishment and Obedience Orientation
, 158
Rationalist models, 19–22
Reagan presidency, 16
“Regulative” ethics, 125
Renewed Darwinian theory (RD theory), 308–309
Resourceful, Evaluative, Maximizing Model (REMM), 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of, 136
Responsibility principle, 41–42
Responsible leadership, 262, 264–265
Responsible management, 296
baseline model, 307–308
dignity as universal threshold, 311–312
future streams of research, 315–317
humanistic extension, 308–311
humanistic model for, 306–317
and humanistic paradigm, 313–315
well-being as ultimate objective, 312–313
Robots, 40
Roman Catholic Church, 43–44
Sarbanes-Oxley Act, 89
Scapegoat
AI as, 52–56
argument, 53–56
Securities and Exchange Commission (SEC), 226
Self-chosen ethical principles, 158–159
Self-regulation, 264, 268–277, 269–273
Selfish behavior, 304
Sense-making, 93
See also Meaning-making
Shareholder profit maximization, 45
Sharing economy, 36–37
Simulation theory, 277–278
Situational factor, 159–160
Social cognitive neuroscience, 262–264, 266–267
contribution to ethical leadership, 282–286
and ethical leadership, 267–282
leading others, 280–282
self-reflection and self-regulation, 268–277
theory of mind and empathy, 277–280
Social constructions, 242
Social information processing, 104–108
theory, 95–96
Social intuitionist model (SIM), 20, 160–161
reasoning, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance, 21
Social norms, 37–38, 190–191
Social perspective, 182
Social responsibility ethic, 6
Social scientific approach, 5
Social scientific study of ethics, 244–245
Social-contract Legalistic Orientation, 158–159
Socialists, 214
Sociality, 300–301
of human nature, 309
Socialization, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype, 227
“Sophist” archetype, 216
Sophisticated act-consequentialism, 132
Soviet political–economic system, 215
Stakeholder
engagement, 313
groups, 218–219
Structural equation modeling (SEM), 338
“Superego” component, 182
Systematic unethical behavior, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Rationalist models
, 19–22
Reagan presidency
, 16
“Regulative” ethics
, 125
Renewed Darwinian theory (RD theory)
, 308–309
Resourceful, Evaluative, Maximizing Model (REMM)
, 299, 300, 301, 304–305, 306–307, 315
Respondeat superior, doctrine of
, 136
Responsibility principle
, 41–42
Responsible leadership
, 262, 264–265
Responsible management
, 296
baseline model
, 307–308
dignity as universal threshold
, 311–312
future streams of research
, 315–317
humanistic extension
, 308–311
humanistic model for
, 306–317
and humanistic paradigm
, 313–315
well-being as ultimate objective
, 312–313
Robots
, 40
Roman Catholic Church
, 43–44
Sarbanes-Oxley Act
, 89
Scapegoat
AI as
, 52–56
argument
, 53–56
Securities and Exchange Commission (SEC)
, 226
Self-chosen ethical principles
, 158–159
Self-regulation
, 264, 268–277, 269–273
Selfish behavior
, 304
Sense-making
, 93
See also Meaning-making
Shareholder profit maximization
, 45
Sharing economy
, 36–37
Simulation theory
, 277–278
Situational factor
, 159–160
Social cognitive neuroscience
, 262–264, 266–267
contribution to ethical leadership
, 282–286
and ethical leadership
, 267–282
leading others
, 280–282
self-reflection and self-regulation
, 268–277
theory of mind and empathy
, 277–280
Social constructions
, 242
Social information processing
, 104–108
theory
, 95–96
Social intuitionist model (SIM)
, 20, 160–161
reasoning
, 156–157, 160–161
Social Issues in Management
, 19
Social normalization of deviance
, 21
Social norms
, 37–38, 190–191
Social perspective
, 182
Social responsibility ethic
, 6
Social scientific approach
, 5
Social scientific study of ethics
, 244–245
Social-contract Legalistic Orientation
, 158–159
Socialists
, 214
Sociality
, 300–301
of human nature
, 309
Socialization
, 21
Society for Business Ethics
, 19
“Socrates Jailer” archetype
, 227
“Sophist” archetype
, 216
Sophisticated act-consequentialism
, 132
Soviet political–economic system
, 215
Stakeholder
engagement
, 313
groups
, 218–219
Structural equation modeling (SEM)
, 338
“Superego” component
, 182
Systematic unethical behavior
, 219
TaskRabbit, 36–37
Technological unemployment, 39–42
societal remedies for, 42
Theory of mind (TOM), 264, 277–280
Thinking machine’s algorithms, 50
Third-way solutions, 46–48
Thomist idea, 43–44
Thomistic VE in business and encyclical developments, 72–74
Too much of good thing effect (TMGT effect), 246–247
Top-down forcing methods, 227–229
Transcranial magnetic stimulation (TMS), 267–268
Transparency International, 217
Treasury and Federal Reserve rules, 228
Trickle-down effects, 89
of ethical leadership, 96
theoretical background, 91
Trickle-down model, 90
Trickle-down phenomenon, 91–93
Trust, 264, 280–282
trust-based argument, 51–52
Two-factor model, 336
Uber, 36–37
Ultima ratio, 305–306
Unethical behavior, 5, 197–198, 212, 227
Unethical leadership, 88
analysis, 102
attribution theory, 108–109
coding methods, 102–104
data validation and triangulation, 101
interview protocol, 100–101
methodological rigor, 101–102
methodology, 98–99
in organizations, 89
participants, 100
social information processing, 104–108
strengths and limitations, 114–115
theoretical background, 91
top-level presentation of codes and categories, 103
trickle-down effects, 89
Unethical organizational behaviors, 212–213
macro-level environmental obstacles, 219–222
meso-level organizational obstacles to engagement, 216–219
micro-level individual obstacles, 213–216
observer engagement methods, 222–231
obstacles to observer engagement with, 213–222
Unethical organizational cultures, 216
Universal Ethical Principle Orientation, 158–159
US financial crisis (2008), 219
US Securities and Exchange Commission, 7–8
“Us-versus-them” mentality, 189
Utilitarianism, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
TaskRabbit
, 36–37
Technological unemployment
, 39–42
societal remedies for
, 42
Theory of mind (TOM)
, 264, 277–280
Thinking machine’s algorithms
, 50
Third-way solutions
, 46–48
Thomist idea
, 43–44
Thomistic VE in business and encyclical developments
, 72–74
Too much of good thing effect (TMGT effect)
, 246–247
Top-down forcing methods
, 227–229
Transcranial magnetic stimulation (TMS)
, 267–268
Transparency International
, 217
Treasury and Federal Reserve rules
, 228
Trickle-down effects
, 89
of ethical leadership
, 96
theoretical background
, 91
Trickle-down model
, 90
Trickle-down phenomenon
, 91–93
Trust
, 264, 280–282
trust-based argument
, 51–52
Two-factor model
, 336
Uber
, 36–37
Ultima ratio
, 305–306
Unethical behavior
, 5, 197–198, 212, 227
Unethical leadership
, 88
analysis
, 102
attribution theory
, 108–109
coding methods
, 102–104
data validation and triangulation
, 101
interview protocol
, 100–101
methodological rigor
, 101–102
methodology
, 98–99
in organizations
, 89
participants
, 100
social information processing
, 104–108
strengths and limitations
, 114–115
theoretical background
, 91
top-level presentation of codes and categories
, 103
trickle-down effects
, 89
Unethical organizational behaviors
, 212–213
macro-level environmental obstacles
, 219–222
meso-level organizational obstacles to engagement
, 216–219
micro-level individual obstacles
, 213–216
observer engagement methods
, 222–231
obstacles to observer engagement with
, 213–222
Unethical organizational cultures
, 216
Universal Ethical Principle Orientation
, 158–159
US financial crisis (2008)
, 219
US Securities and Exchange Commission
, 7–8
“Us-versus-them” mentality
, 189
Utilitarianism
, 163
Virtue ethics (VE), 68–71
research opportunities, 78–81
sources, 71–76
themes in business, 76–78
theory of firm, 77–78
theory of work, 76–77
Virtue-based approach, 246–247
Watergate scandal, 7–9
Wealth of Nations, The (Smith), 312–313
Wells Fargo scandal, 90
Win–win incentive and ethics networking methods, 224–225
Work, theory of, 76–77
Worker-owned companies, 46
WorldCom crisis (2002), 297–298
Zoon politikon
, 70, 309
Virtue ethics (VE)
, 68–71
research opportunities
, 78–81
sources
, 71–76
themes in business
, 76–78
theory of firm
, 77–78
theory of work
, 76–77
Virtue-based approach
, 246–247
Watergate scandal
, 7–9
Wealth of Nations, The (Smith)
, 312–313
Wells Fargo scandal
, 90
Win–win incentive and ethics networking methods
, 224–225
Work, theory of
, 76–77
Worker-owned companies
, 46
WorldCom crisis (2002)
, 297–298
Zoon politikon
, 70, 309
Zoon politikon
, 70, 309
- Prelims
- Part 1 Foundations
- Chapter 1 Behavioral Business Ethics: The Journey from Foundations to Future
- Chapter 2 Ethical Implications of the Fourth Industrial Revolution for Business and Society
- Part 2 Influences on Individual Decision-Making
- Chapter 3 Virtue Ethics in Business: Scale and Scope
- Chapter 4 Trickle-down Effects of Unethical Leadership: The Role of Meaning-making
- Chapter 5 Expressive Business Ethics
- Chapter 6 Cognitive Moral Development in Ethical Decision-making
- Part 3 Organizational Level Ethics
- Chapter 7 Morality in Groups
- Chapter 8 How Can Observers Effectively and Safely Engage with Unethical Organizational Behaviors?
- Chapter 9 The Dark Side: Giving Context and Meaning to a Growing Genre of Ethics-related Research
- Part 4 New Frontiers
- Chapter 10 Neuroscience Research and Ethical Leadership: Insights from a Neurological Micro-foundation
- Chapter 11 A Humanistic Ontology for Responsible Management
- Chapter 12 Scalpels Not Machetes: A Call for the Use of Precision Tools in Ethics Research
- About the Authors
- Index