Continuities and Extensions of Ethical Climate Theory: A Meta-Analytic Review

By Kelly D. Martin, John B. Cullen. 2006

1,031 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, General Health Professions, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/3bb78e1db8ef27514c52f3bb50975ecc621857ed

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Citations in the corpus

Egoistic norms, organizational identification, and the perceived ethicality of unethical pro-organizational behavior: A moral maturation perspective (2020, background): “Egoistic norms send clear signals to members that maximizing the interests of a narrow set of internal stakeholders is an important criterion for evaluating success as well as the ethicality of one’s actions (Jones et al., 2007; Martin and Cullen, 2006; Victor and Cullen, 1988).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…they promote the emergence of posi tive organizational attitudes following concern for the wellbeing of others, for laws or organizational policies and procedures to be followed, and adherence to one’s personal ethical beliefs (Leung, 2008; Martin & Cullen, 2006; Wimbush, Shepard, & Markham, 1997).”
Being “in Control” May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior (2013, background): “…moral identity accessible through situational interventions such as stimulating a clear ethical climate and ensuring that the organization’s top management behaves in ethical ways (Martin and Cullen 2006; Mayer et al. 2009; Mayer et al. 2010) makes it more likely that leaders behave ethically.”
Explaining workplace delinquency: The role of Honesty–Humility, ethical culture, and employee surveillance (2015, background): “…ethical culture and unethical behaviors seems to be stronger than the more often researched relation between aspects of ethical climate (Victor & Cullen, 1988) and dysfunctional or unethical behaviors (see Kish-Gephart, Harrison, & Treviño, 2010; Martin & Cullen, 2006, for meta-analytic reviews).”
Exploring the Impact of Job Insecurity on Employees’ Unethical Behavior (2016, positive): “For example, researchers have identifi ed culture and climate (Martin & Cullen, 2006 ; Treviñ o, Butterfi eld, & McCabe, 1998 ; Warren, Gaspar, & Laufer, 2014 ), opportunity, rewards, and sanctions (McCabe, Treviñ o, & Butterfi eld, 1996; Treviñ o & Weaver, 2003 ), and support (Field & Abelson,…”
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field (2009, result): “Meta-analytic research results provide support for the impact of ethical climate on organizational commitment and job satisfaction (Martin and Cullen, 2006).”
Toward a Better Understanding of the Link Between Ethical Climate and Job Satisfaction: A Multilevel Analysis (2011, background): “…the literature have called for the use of multilevel analytic methods to simultaneously study the effect of the withingroup (organization) climate perception and the effect of the between-group (organization) climate perception on organizational outcomes in the same study (Martin and Cullen 2006).”
Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, methodology): “When an organization is characterized by a principled OEC, employees' behavior is driven by concerns for the well-being of others; but in this instance, it is so primarily through the application and interpretation of rules and codes (Martin & Cullen, 2006).”
Ethical Climates in Organizations: A Review and Research Agenda (2017, methodology): “In summary, since Martin and Cullen’s (2006) meta-analytical study we have seen a proliferation of research examining the relationship between ethical climates and work behaviors.”