The Effects of Ethical Climates on Bullying Behaviour in the Workplace

By Füsun Bulutlar, Ela Ünler Öz. 2009

235 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/5bff087e6674b8ddcad2af82de821b0d0738806b

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The Anatomy of Corporate Fraud: A Comparative Analysis of High Profile American and European Corporate Scandals (2014, background): “and Bulutlar and Öz (2009) attempted to show the conceptual relationship between ethical climate and ethical (or”
Ethical climate and pro-social rule breaking in the workplace (2014, background): “Despite findings that suggest the prevailing ethical climate in an organization often has an impact on how employees make ethical decisions, (Bulutlar & Oz, 2009; Neubaum, Mitchell, & Schminke, 2004; Sonenshein, 2007), PSRB has not been conceptualized as an ethical decision, and nothing is known…”
Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “In this type of climate, employees observe that their colleaguesmake decisions based on an overarching concern for the well-being of all organizational members (Bulutlar & Öz, 2009).”
Ethical Climates in Organizations: A Review and Research Agenda (2017, background): “Bulutlar and Oz (2009) established that whereas a rules climate was negatively related to several dimensions of bullying at work, both instrumental and profit climates were positively related to similar dimensions.”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “On one hand, benevolent and principled climates are often negatively correlated with the egoistic climate (Bulutlar and Oz 2009; Parboteeah, et al. 2010), which might suggest that they ‘substitute’ opportunistic, self-interested goals with others”
The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “The main idea here is that creating harm in the workplace affects organizational purpose, reduces the organization’s effectiveness, harms equity perceptiveness and negatively affects the organization’s social structure (Bulutlar and Öz, 2009; Seçer and Seçer, 2009).”
The role of the psychosocial safety climate in coping with workplace bullying: A grounded theory and sequential tree analysis (2016, background): “In an organization with strong support structures and equal power, employees can participate in decision-making in relation to psychological health and safety at work (Bond et al., 2010; Salin, 2003) and thereby resolve bullying issues and minimize effects (e.g., Bulutlar & Öz, 2009).”
Algorithmic bias: review, synthesis, and future research directions (2021, result): “This is in accordance with the business ethics studies that have demonstrated that firms that establish policies and procedures with moral consequences can prevent workplace deviant behaviours (Bulutlar & Öz, 2009).”