Ethical Climates and Their Effects on Organizational Outcomes: Implications From the Past and Prophecies for the Future

By Aditya Simha, John B. Cullen. 2012

242 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/260df9bdf491b2c3b4def7f4a50d7d1905112b8f

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Citations in the corpus

Context and social exchange: perceived ethical climate strengthens the relationships between perceived organizational support and organizational identification and commitment (2020, background): “Indeed, previous research on perceived ethical climate shows that it affects a range of outcomes that are cognitive and affective in nature (Simha & Cullen, 2012), including organizational identification, commitment, and job satisfaction (DeConinck, 2011; Martin & Cullen, 2006; Tsai & Huang, 2008),…”
Corruption in organizations: Ethical climate and individual motives (2018, background): “Many scholars have also proposed a link between an organization’s ethical climate and, specifically, corruption (Pinto et al. 2008; Grieger 2006; Motwani et al. 1998; Simha and Cullen 2012; Hess 2015; Martin et al. 2009).”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “Simha and Cullen (2012), in particular, called for a more extensive understanding of the antecedents of organizational ethical climates.”
Ethical Climates in Organizations: A Review and Research Agenda (2017, background): “The years since the publication of Simha and Cullen (2012) have witnessed a growth in work on ethical climate, including studies that have examined the antecedents of ethical climate and treated ethical climate as a mediator or moderator, thereby calling for a fresh review.”
Blind forces (2014, methodology): “Indeed, prior research supports that these organizational factors are negatively related to employee perceptions of unethical behavior (Simha & Cullen, 2012; Treviño et al., in press).”
Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “…an attempt to consolidate this substantial knowledge on the outcomes of OEC, several influential studies have recently pointed out a number of important theoretical gaps to be addressed by future research (Martin & Cullen, 2006; Mayer, Kuenzi, & Greenbaum, 2009; Simha & Cullen, 2012; Mayer, 2014).”
Responsible Leadership: A Mapping of Extant Research and Future Directions (2015, background): “For example, investigation may address the effects of ethical climates (Simha and Cullen 2012) and ethical culture (Treviño 1990) in conjunction with corporate governance and HR mechanisms on organizations’ abilities to actively promote and support RL.”
The Relationship between Coworker Incivility, Emotional Exhaustion, and Organizational Outcomes: The Mediating Role of Emotional Exhaustion (2015, background): “While coworkers have immense influence over fellow employees with respect to feelings of belongingness, organizational administrators and managers also have the capacity to make either a valuable or detrimental impact on their people (Hershcovis & Barling, 2010; Simha & Cullen, 2012).”