Representing the perceived ethical work climate among marketing employees

By Barry J. Babin, J. Boles, Donald P. Robin. 2000

257 citations recorded by the source corpus.

Subfields: Information Systems and Management, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/20561689fba54136a6d2ce85d18a8e70a30c6ab7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems and Management

1. S. Valentine
2. Alexander Newman
3. Lynn Godkin
4. Heather Round
5. Achinto Roy
6. Sukanto Bhattacharya
7. James Deconinck
8. Tuna Cenkci

In Management of Technology and Innovation

1. Alexander Newman
2. Heather Round
3. Achinto Roy
4. Sukanto Bhattacharya
5. James Deconinck

In Organizational Behavior and Human Resource Management

1. Alexander Newman
2. James Deconinck
3. S. Valentine
4. Achinto Roy
5. Heather Round
6. Sukanto Bhattacharya
7. Thomas L. Baker
8. Tammy G. Hunt

Citations in the corpus

• The Effect of Perceived Ethical Climate on the Search for Sales Force Excellence (2004, unknown): “Babin, Boles, and Robin (2000) suggest future research related to ethical climate should integrate such measures as performance.”
• The Moderating Role of Ethical Climate on Salesperson Propensity to Leave (2010, background): “Babin, Boles, and Robin (2000) reported that ethical climate was related to role stress, job satisfaction, and organizational commitment.”
• Procedural justice, ethical climate and service outcomes in restaurants (2008, background): “Several authors (Babin et al., 2000; Weeks et al., 2004) have suggested that ethical climate is related to core service performance and outcomes because it affects perceived rightness or wrongness in the service environment.”
• The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “The ethical climate is represented by prominent perceptions affecting the perceived rightness or wrongness in an organizational environment (Babin et al. 2000).”
• Ethical Context, Organizational Commitment, and Person-Organization Fit (2002, background): “Babin et al. (2000) determined that boundary-spanning employees’ satisfaction and commitment were higher and their perceptions of conflict and ambiguity were lower when the organizational context was believed to be ethical.”
• Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values (2006, background): “…findings have been generated from situation level variables such as ethics, reward systems, rules (Ferrell and Gresham, 1985; Jones, 1991), social learning (Trevino and Youngblood, 1990), and ethical culture (Babin et al., 2000; Chonko and Hunt, 2000; Hunt et al., 1989; Trevino et al., 1998).”