The Effects of Organizational and Ethical Climates on Misconduct at Work

By Yoav Vardi. 2001

373 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/72bbd497d1b0f94767f8eb5f4a4e143c5ed535c6

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Citations in the corpus

Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate (2010, background): “In addition, Vardi (2001) found that ethical climates were negatively related to misbehavior in a non-western sample.”
Ethical Climates and Contextual Predictors of Whistle-Blowing (2006, background): “This definition includes internal and external whistle-blowing.1 Few studies (Barnett & Vaicys, 2000; Deshpande, 1996; Fritzsche, 2000; Vardi, 2001; Wimbush, Shepard, & Markham, 1997) address ethical climate theory as an explanation for ethical behavior.”
Understanding unethical behavior by unraveling ethical culture (2011, methodology): “…that ethical culture cannot be disregarded in an assessment of the influence of ethical climate on unethical behavior as well as that of the informal context of organizations on unethical behavior, which was done by, for example, Peterson (2002a, 200b), Vardi (2001), and Wimbush et al. (1997).”
Negative reciprocity and the association between perceived organizational ethical values and organizational deviance (2010, methodology): “…of employee deviance are significant and costly; employee deviance accounts for revenue losses estimated in billions of dollars annually, for instance through employee theft, insurance costs, and the lost business that follows tarnished reputations (Robinson and Bennett, 1995; Vardi, 2001).”
Non-Compliant Work Behaviour in Purchasing: An Exploration of Reasons Behind Maverick Buying (2009, background): “Other terms often used to denote equivalent behaviour are organisational misbehaviour, unconventional practices at work, non-compliant behaviour, antisocial behaviour, counterproductive behaviour, or sabotage (see e.g. Ambrose et al., 2002; Lau et al., 2003; Vardi, 2001).”
The Effects of Ethical Climates on Bullying Behaviour in the Workplace (2009, background): “This finding is also supported by the studies of Parboteeah and Kapp (2007), Peterson (2002b), Vardi (2001) and Wimbush et al. (1997b), who found similar relationships with unethical behaviour, organizational misbehaviour and law and code climates.”
Organizational Determinants of Workplace Deviant Behaviours: An Empirical Analysis in Nigeria (2012, neutral): “In a separate study, Vardi (2001) examined the ethical climate that was prevalent in a metal-products company that employed 138 individuals, and submitted there was a strong negative relationship between the ethical climate of the organization and the ‘‘organizational misbehaviour’’ that was…”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…(Biron, 2010; Cohen-Charash, & Spector, 2001; Colquitt et al., 2001; Harris et al., 2007; Mayer et al., 2010; Peterson, 2002; Roch & Shanock, 2006; Vardi, 2001), the results of the two studies pointed to negative relationships between perceived organizational justice and climate and…”
Deviant Workplace Behavior and the Organization's Ethical Climate (2002, background): “According to Victor and Cullen (1987), the ethical climate of an organization refers to the shared perceptions of what is ethically correct behavior and how ethical issues should be handled in the organization.”
The Role of Individual Variables, Organizational Variables and Moral Intensity Dimensions in Libyan Management Accountants’ Ethical Decision Making (2016, background): “Several business ethics studies obtained similar levels of reliability for the four types of ethical climate investigated (e.g. Agarwal and Malloy 1999; Shafer 2008, 2009; Upchurch 1998; VanSandt et al. 2006; Vardi 2001; Venezia and Callano 2008).”
The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “Others describe it as behaviors with a harmful purpose (misbehavior) (Vardi IJCHM 28,2 370 and Wiener, 1996; Vardi, 2001).”