Moral Awareness in Business Organizations: Influences of Issue-Related and Social Context Factors

By Kenneth D. Butterfield, Linda Klebe Trevin, Gary R. Weaver. 2000

525 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Safety Research

View Paper: https://www.semanticscholar.org/paper/1fe76e87f4a9c3d8881b86ceed3899b2ab6fc195

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Citations in the corpus

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “…extensive EDM research on individual and social constraints for EDM, especially for those in complex environments (e.g., Brady and Wheeler 1996; Butterfield et al. 2000; Haines et al. 2008; Jones and Hiltebeitel 1995; Kahneman 2003; McDevitt and Van Hise 2002; Moore and Loewenstein 2004;…”
The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model (2007, background): “For example, Butterfield et al. (2000) found that individuals are more likely to recognize the moral implications of an issue if that issue has more severe consequences.”
Seeing green: Mere exposure to money triggers a business decision frame and unethical outcomes (2013, methodology): “Next, we used a hiring scenario (adapted from Butterfield et al. (2000)) to assess the effect of the money prime on unethical decisions.”
A Social Cognition Framework for Examining Moral Awareness in Managers and Academics (2009, methodology): “Other researchers have replaced or supplemented the use of an ethics code with expert consensus (e.g., Bebeau et al., 1985; Butterfield et al., 2000; Sparks and Hunt, 1998).”
Moral leadership: Explicating the moral component of authentic leadership (2005, background): “In a similar vein, moral intensity can be raised through moral issueframing (Butterfield et al., 2000; Jones, 1991; Watley & May, 2004).”
Ethical Awareness, Ethical Judgment and Whistleblowing: A Moderated Mediation Analysis (2017, background): “Butterfield et al. (2000) define ethical awareness as consciousness owned by an individual at a certain time point when faced with ethical dilemmas that require a decision or action that may affect the interests of themselves or others in a way that may conflict with one or more of moral standards.”
13 Ethical Decision Making: Where We’ve Been and Where We’re Going (2008, background): “In a study of competitive intelligence practitioners, Butterfield, Trevino, and Weaver ( 2000 ) investigated two components, the magnitude of consequences and probability of harm, and found that they both significantly influenced moral awareness.”
When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors (2011, background): “For instance, Butterfield et al. (2000) conducted an experiment in which the researchers varied the potential severity of harm associated with hiring a job candidate who was willing to share insider information about a previous employer, an organization that was a competitor of the current company.”