Environmental Ethical Decision Making in the U.S. Metal-Finishing Industry

By Brenda L. Flannery, Douglas R. May. 2000

470 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/52cc37e5da7c7be84f77e2fe093420d573020959

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Citations in the corpus

Behavioral Ethics in Organizations: A Review (2006, background): “Some of the research we address has been conducted in the field of moral psychology, rather than the organizational sciences.”
Entrepreneurial alertness as a pathway to strategic decisions and organizational performance (2018, background): “Decisions are cognitive crystallizations of intentions that can be contrasted with strategic choices (or enacted changes) which represent actual behaviors (Flannery and May, 2000).”
The Influence of Subjective Norms on Whistle-Blowing: A Cross-Cultural Investigation (2013, background): “Furthermore, it is capable of explaining various social behaviors, including both functional and dysfunctional work-related behaviors (Flannery and May 2000; Vardi and Weitz 2002).”
Multilevel Influences on Voluntary Workplace Green Behavior: Individual Differences, Leader Behavior, and Coworker Advocacy (2017, background): “…programs, leaders’ green behaviors signal the importance of environmental stewardship (Russo & Harrison, 2005; Starik & Rands, 1995) and encourage employees to engage in activities such as environmentally ethical decision making and eco-innovation (Flannery & May, 2000; Ramus & Steger, 2000).”
Dead Or Alive? The Development, Trajectory And Future Of Technology Adoption Research (2007, background): “…Volunteer motivation: Harrison (1995) Theory base to study unique problems Adherence to speed limits: Elliott et al. (2003) Ethical decision making: Flannery and May (2000) Smoking cessation behavior: Bennett and Clatworthy (1999) Technology adoption: Taylor and Todd (1995a, 1995b); Venkatesh et…”
The Legacy Motive: A Catalyst for Sustainable Decision Making in Organizations (2010, background): “First, research has demonstrated that individuals are likely to ignore their impact on others unless the decision framework reaches a level of moral intensity that allows them to recognize a moral issue (Flannery & May, 2000; Jones, 1991; Morris & McDonald, 1994; Singhapakdi, Vitell, & Frank, 1999).”
Sustainable Behavior in the Business Sphere (2014, unknown): “In a similar vein, Lo et al. (2012) show that social norms are an important element of office workers’ energy-saving behavior, and Flannery and May (2000) found that subjective norms were a significant predictor of managers’ environmental ethical decision intentions.”