Toward a Better Understanding of the Link Between Ethical Climate and Job Satisfaction: A Multilevel Analysis

By Yau-De Wang, Hui-Hsien Hsieh. Journal of Business Ethics, 2011

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Corruption in organizations: Ethical climate and individual motives (2018, background): “…research suggests that employees tend to share their perceptions of the organization’s ethical climate, to some extent (Schneider 1975; Wang and Hsieh 2012), it is unclear whether respondents’ perceptions of ethical climate were actually shared by others within their organization or…”
Ethical Climates in Organizations: A Review and Research Agenda (2017, unknown): “This work is generally supportive of the findings of the meta-analysis (Elçi & Alpkan, 2009; Filipova, 2009; Kim & Miller, 2008; Shafer, 2009; Shafer, Poon, & Tjosvold, 2013a; Shapira-Lishchinsky & Rosenblatt, 2010; Wang & Hsieh, 2012).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “This factor has been described as a contextual factor reflecting employees’ aware ness of moral obligation (Wang & Hsieh, 2012), their beliefs of what is ethically correct behavior and how the organization’s ethical issues should be handled by the organization (Victor & Cullen, 1987).”
Blind forces (2014, background): “Indeed, benevolent and principled climates have been shown to be positively (and egoistic climates, negatively) related to organizational commitment (Cullen et al., 2003; Ruppel & Harrington, 2000; Schwepker, 2001) and job satisfaction (Goldman & Tabak, 2010; Wang & Hsieh, 2012).”