A Review of The Empirical Ethical Decision-Making Literature: 1996–2003

By Michael J. O’Fallon, Kenneth D. Butterfield. 2005

1,598 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d455623b0f7360749ab3ced82297ce453ac798d9

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Citations in the corpus

The motivation and inhibition of breaking the rules: : Personal values structures predict unethicality (2015, background): “…interest in research examining determinants of unethicality with hundreds of studies in the last two decades, yet recent comprehensive reviews (O’Fallon & Butterfield, 2005; Tenbrunsel & Smith-Crowe, 2008; Treviño et al., 2006) and meta-analyses (Kish-Gephart et al., 2010; Pan & Sparks, 2012)…”
Moral Development in Business Ethics: An Examination and Critique (2019, background): “Regarding the field of business ethics specifically, O’Fallon and Butterfield (2005) found that a major weakness in the business ethics literature is a lack of theoretical grounding—and we believe this concern still requires attention.”
Employee Quality and Financial Reporting Outcomes (2017, neutral): “First, more educated employees provide their superiors with higher-quality inputs (i.e., fewer errors), resulting in higher-quality reporting outcomes (Merchant and Rockness 1994; O’Fallon and Butterfield 2005).”
Impact of Emotional Intelligence, Ethical Climate, and Behavior of Peers on Ethical Behavior of Nurses (2009, background): “Screening for factors such as machiavellianism, value system, and locus of control that impact ethical decisions can help hospitals weed out those who are more likely to make unethical decisions (O’Fallon and Butterfield, 2005).”
Predicting integrity with the HEXACO personality model: Use of self- and observer reports (2008, background): “As a result, the empirical ethical decision-making process has been one of the most frequently studied areas in the business ethics literature (see O’Fallon & Butterfield, 2005).”
The impact of attitude, subjective norms, and perceived behavioural control on managers’ intentions to behave ethically (2018, background): “Perceived behavioural control is similarly a personal phenomenon and narrates the exhibition of self-control while performing acts that are socially desirable or otherwise (O’Fallon & Butterfield, 2005).”
Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action (2011, background): “…Reynolds (2006) notes that ethics research has tended to focus predominantly on ethical judgment models versus ethical behavior, which is a trend that is also evident in recent literature reviews (O’Fallon & Butterfield, 2005; Tenbrunsel & Smith-Crowe, 2008; Treviño, Weaver, & Reynolds, 2006).”
Moral Disengagement in Processes of Organizational Corruption (2008, methodology): “The most recent review of the ethical decision-making literature examined 384 separate findings related to Rest s framework, and found 185 findings relating to moral judgment, 86 for moral intent, 85 for moral behavior, and only 28 for moral awareness (O Fallon and Butterfield, 2005).”
The Impact of Moral Intensity and Desire for Control on Scaling Decisions in Social Entrepreneurship (2016, background): “1996; Frey 2000) and has received strong empirical support (Loe et al. 2000; O’Fallon and Butterfield 2005).”