Developing a Measure of Unethical Behavior in the Workplace: A Stakeholder Perspective

By M. Kaptein. 2008

264 citations recorded by the source corpus.

Subfields: Accounting, Information Systems and Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a2ce7bcb82c564deba0c6ed587cf164bb0454689

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Citations in the corpus

(Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice (2013, background): “Unethical behavior may bring harm, but it does not necessarily (intend to) do so (Kaptein 2008).”
Understanding unethical behavior by unraveling ethical culture (2011, methodology): “According to Kaptein (2008a), visibility refers to the degree to which (un)ethical behavior and its consequences are observable to those who can act upon it – the perpetrators as well as their colleagues, supervisor, manager, and subordinates.”
Benevolent Leadership: Conceptualization and Construct Development (2011, background): “also larger than the square of the phi matrix, supporting discriminant validity (Kaptein 2008).”
Employee Machiavellianism to Unethical Behavior (2017, background): “Employees are generally expected to achieve a good return on investment for shareholders and are responsible for providing customers with high-quality products and services (Kaptein, 2008).”
Curbing the Undesirable Effects of Emotional Exhaustion on Ethical Behaviors and Performance: A Salesperson–Manager Dyadic Approach (2019, methodology): “To better assess ethical behaviors, future research that uses this measure can revise some of the items so that behavioral aspects are more focal or employ more extensive and nuanced measures of (un)ethical behaviors (Kaptein 2008).”
Bad apples, bad cases, and bad barrels: meta-analytic evidence about sources of unethical decisions at work. (2010, result): “The latter definition is consistent with recent behavioral ethics literature (Kaptein, 2008; Treviño et al., 2006).”
From Inaction to External Whistleblowing: The Influence of the Ethical Culture of Organizations on Employee Responses to Observed Wrongdoing (2009, methodology): “Following Solomon‟s virtue-based theory of business organizations (1992, 1999), Kaptein (1998, 2008b) posits that the virtuousness of an organization can be determined by the extent to which the organizational culture promotes ethical and impedes unethical employee behavior.”
Buffering and Amplifying Effects of Relationship Commitment in Business-to-Business Relationships (2010, background): “We define unethical behaviors as transgressions of relational or societal norms of fairness and honesty, such as providing false information about products and services, exploiting workers, manipulating data, and using high-pressure sales and negotiation tactics (e.g., Kaptein 2008).”
A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors (2019, methodology): “Employees engage in customer-directed unethical conduct by submitting false invoices to customers, fabricating product quality, and violating contract terms with customers (Kaptein, 2008).”
The development and validation of a measure for protean career orientation (2014, background): “importance when the measure adds value to an existing one (Kaptein 2008).”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “In an organizational context, unethical behavior violates either explicit (formal) or implicit (informal) norms and has undesirable consequences to stakeholders, regardless of whether or not the behavior is actually intended to harm (Kaptein, 2008).”