The Positive Ethical Organization: Enacting a Living Code of Ethics and Ethical Organizational Identity

By A. Verbos, J. Gerard, Paul R. Forshey, Charles Harding, Janice S. Miller. 2007

232 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/95645b818ec5de8444e3e09ee30ec59884137e53

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

1. H. Leroy
2. T. Simons
3. Michael E. Palanski
4. L. Fry

In Organizational Behavior and Human Resource Management

1. Michael E. Palanski
2. H. Leroy
3. T. Simons
4. Melanie P. Cohen
5. L. Fry
6. Mark L. Lengnick-Hall
7. Hsin-Hua Hsiung
8. Diwakar Singh

Citations in the corpus

• Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance (2011, background): “…that a positive ethical climate might be related to authentic leadership and behavioral integrity (Avolio and Gardner 2005; Driscoll and McKee 2007; Simons 2008; Verbos et al. 2007) and may, therefore, confound the relationship between these constructs and their affective organizational commitment.”
• Will They Stay or Will They Go? Exploring a Customer-Oriented Approach To Employee Retention (2011, background): “For example, the EE model predicts that investment in a combination of socialization and training activities that create strong identification with a firm’s mission, values, and ethical orientation ( Verbos et al. 2007 ) will yield loyalty, satisfaction, and retention.”
• Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery from Extended Work Hours Cultures (2009, background): “, identity issues, rigid thinking, denial, confusion, self-centeredness, perfectionism, dishonesty, scarcity model of never getting/having enough, unrealistic expectations, and an extreme need to control, frozen feelings or no emotional intelligence, ethical deterioration, and spiritual bankruptcy) ”
• A dynamic theory of leadership development (2009, background): “…who view ethics as a process rather than an end ( e.g., Ciulla, 2004a; 2004b; Caldwell et al., 2008; Flynn, 2008; Hernandez, 2008; Liedtka, 2008; Verbos et al., 2007) pay attention to the deep, personally- 8 held virtues, which generally relate to flourishing, vital, meaningful life-purposes…”