Perceptions of the Ethical Work Climate and Covenantal Relationships
By Tim Barnett, E. Schubert. 2002
152 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/8993f4b0d1899a6a8db5b1ab246e99f2b71dcf8a
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Information Systems and Management
- Marco Guerci
- Elena Siletti
- A. Pekerti
- S. Murphy
- Shane Connelly
- John B. Cullen
- Bashir Ahmad
- Ryan P. Brown
In Organizational Behavior and Human Resource Management
- A. Pekerti
- Michael D. Mumford
- Marco Guerci
- Elena Siletti
- Alison L. Antes
- S. Murphy
- Shane Connelly
- John B. Cullen
Citations in the corpus
- Continuities and Extensions of Ethical Climate Theory: A Meta-Analytic Review (2006, background): “Instrumental climate perceptions are posited to affect psychological well-being negatively, to the point that any feelings of obligation to the employer either fail to exist or vastly differ from the employer expectations (Barnett and Schubert, 2002).”
- Environmental Influences on Ethical Decision Making: Climate and Environmental Predictors of Research Integrity (2007, methodology): “Development of the climate inventory began with a review of prior studies examining either ethical climate (e.g., Argandona, 1999; Barnett & Schubert, 2002; Hartman et al., 1999; Victor & Cullen, 1988; Viader-Cohen, 1998) or aspects of climate related to performance in research and development…”
- Negative reciprocity and the association between perceived organizational ethical values and organizational deviance (2010, background): “…the organization’s perceived ethical values may be important in influencing employees’ perceptions about the nature of their exchange relations with their firm (Barnett and Schubert, 2002), there may also be a discrepancy between POS and the ethical values perceived to be promoted by the firm.”
- Influence of the ethical servant leader and ethical climate on customer value enhancing sales performance (2015, background): “…citizenship (Vitell and Paolillo 2004), individual commitment to quality (Weeks et al. 2004), and employer– employee covenantal relationships (Barnett and Schubert 2002) and negatively associated with ethical conflict (Schwepker, Ferrell, and Ingram 1997), role ambiguity and role conflict…”
- Servant leadership as antecedent of trust in organizations (2010, background): “, 1994) and ethical work climates (Barnett and Schubert, 2002).”
- The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “Barnett and Schubert (2002) found that both benevolent and principled organizational climates instil broader concerns in employees and are more likely to produce behaviour that is consistent in terms of individuals, organizations and society.”
- The Nexus of Ethical Leadership, Job Performance, and Turnover Intention: The Mediating Role of Job Satisfaction (2018, background): “75 establish psychological agreements which may strengthen the shared commitment obtained by managers and employees to work for joint well-being [38].”