Social Influences on Ethical Behavior in Organizations / Edition 1by John M. Darley
For too long, organizational scientists have not adequately attended to the problems of unethical behavior in organizations. This collection of essays provides the stimulus needed to help move the study of unethical behavior to center stage in the organizational sciences. It does so by posing provocative questions that not only entail a concern for understanding… See more details below
For too long, organizational scientists have not adequately attended to the problems of unethical behavior in organizations. This collection of essays provides the stimulus needed to help move the study of unethical behavior to center stage in the organizational sciences. It does so by posing provocative questions that not only entail a concern for understanding unethical behavior but that also strike at the very core of how and why organizations function as they do. The book addresses:
• the asymmetries in power and influence created by hierarchies that give rise to ethical problems;
• the tactics that might reduce the effectiveness of improper influence attempts; and
• how the inappropriate use of influence diffuses, for example, through a market.
Table of Contents
Contents: A.P. Brief, J.P. Walsh, Series Editors' Foreword. J.M. Darley, D.M. Messick, T.R. Tyler, Introduction: Social Influence and Ethics in Organizations. Part I:Social Influence in Hierarchies. H.C. Kelman, Ethical Limits on the Use of Influence in Hierarchical Relationships. R.S. Peterson, Toward a More Deontological Approach to the Ethical Use of Social Influence. J.M. Darley, The Dynamics of Authority Influence in Organizations and the Unintended Action Consequences. M.E. Roloff, G.D. Paulson, Confronting Organizational Transgressions. T.R. Tyler, Procedural Strategies for Gaining Deference: Increasing Social Harmony or Creating False Consciousness? V.L. Hamilton, Exit Ethics: The Management of Downsizing Among the Russian Officer Corps. Part II:Awareness of and Resistance to Social Influence. M.P. Miceli, J.R. Van Scotter, J.P. Near, M.T. Rehg, Responses to Perceived Organizational Wrongdoing: Do Perceiver Characteristics Matter? R.B. Cialdini, B.J. Sagarin, W.E. Rice, Training in Ethical Influence. A. Studler, D.E. Warren, Authority, Heuristics, and the Structure of Excuses. Part III:Social Influence in Groups, Networks, and Markets. R.M. Kramer, J. Wei, J. Bendor, Golden Rules and Leaden Worlds: Exploring the Limitations of Tit-for-Tat as a Social Decision Rule. A.E. Tenbrunsel, D.M. Messick, Power Asymmetries and the Ethical Atmosphere in Negotiations. T.W. Dunfee, Marketlike Morality Within Organizations.
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