Blind Spots: Why We Fail to Do What's Right and What to Do about It

By Max H. Bazerman, Ann E. Tenbrunsel. 2011

605 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ae8405c4835ecd2c47b9bfcfdd076321cda456c9

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Citations in the corpus

Academic Integrity as a Teaching & Learning Issue: From Theory to Practice (2017, background): “…years of practice and over 5,300 managed cases of suspected cheating, I understand that, despite a teaching and learning approach to academic integrity, cheating will still occur because human beings are known to make bad decisions, even within the best environments (Bazerman & Tenbrunsel, 2011).”
Understanding Employee Responses to Stressful Information Security Requirements: A Coping Perspective (2014, background): “In support of this reasoning, previous research has shown that when moral or legal acceptability of a particular behavior is not clearcut, people often categorize their own actions in positive terms [10].”
Blind forces (2014, background): “…the latter, scholars may be making unwarranted assumptions about organizations’ ethicality based on measurement approaches that do not account for the collective ‘‘blind spots’’ (Ashkanasy, Broadfoot, & Falkus, 2000; Bazerman & Tenbrunsel, 2011) likely to exist in all organizational contexts.”
Agreement and Similarity in Self-Other Perceptions of Moral Character (2013, background): “General Discussion Research in social psychology and behavioral business ethics has made great strides in recent years in identifying subtle situational influences on our ethical decision-making and behavior (for reviews, see Ariely, 2012; Bazerman & Tenbrunsel, 2011).”
Climate change and moral judgement (2012, unknown): “However, converging findings in the burgeoning field of moral psychology 16 indicate that an important barrier to public action on climate change may be that it often fails to activate our moral intuitions 17,18 .”
Giving Versus Giving In (2014, background): “Baumeister, 1999; Bem, 1972) and more recent theorizing in economics (e.g. Benabou & Tirole, 2006) have stressed the importance of self-image. Some givers are their own audience and thereby want to impress themselves. One way of promoting a positive self-image is by giving. For example, Murnighan, O”
“Doing well by doing good”? Ambivalent moral framing in organizations (2011, background): “The surprising prevalence of ‘‘moral muteness’’ among managers, as noted by Bird and Waters (1989) and Sonenshein (2006), is one of the primary motivators for distinguishing between private and public moralization in our analysis.”
Understanding ordinary unethical behavior: why people who value morality act immorally (2015, unknown): “In fact, many studies have found that people act unethically without their own awareness and fail to notice the unethical behavior around them [31,32 ,33].”
Approach, Ability, Aftermath: A Psychological Process Framework of Unethical Behavior at Work (2015, background): “We are not the first to stress the importance of finding and testing interventions that can help support more ethical behavior inside organizations (Bazerman & Gino, 2012; Bazerman & Tenbrunsel, 2011; Margolis, 2009; Zhang, Gino, & Bazerman, 2014).”
Organizational justice: New insights from behavioural ethics (2013, unknown): “…which has traditionally been more concerned with examining individual (un)ethical actions and behaviours (e.g. lying, stealing, charitable giving, whistleblowing) in the context of larger social prescriptions, values, or norms (for reviews, see Bazerman and Tenbrunsel, 2012; Treviño et al., 2006).”
Ethically adrift: How others pull our moral compass from true North, and how we can fix it (2013, background): “…organizational this gap by focusing on interpersonal rather than intrapersonal processes affecting moral judgment and behavior, a topic of increasing interest in organizational scholarship (Bazerman & Gino, 2012) and of increasing importance in organizational practice (Bazerman & Tenbrunsel, 2011).”