Establishing Organizational Ethical Climates: How Do Managerial Practices Work?

被引：48

作者：

Parboteeah, K. Praveen ^{[1
]}

Chen, Hsien Chun ^{[2
]}

Lin, Ying-Tzu ^{[2
]}

Chen, I-Heng ^{[2
]}

Lee, Amber Y-P ^{[2
]}

Chung, Anyi ^{[2
]}

机构：

[1] Univ Wisconsin, Whitewater, WI 53190 USA

[2] Natl Sun Yat Sen Univ, Inst Human Resource Management, Kaohsiung 804, Taiwan

来源：

JOURNAL OF BUSINESS ETHICS | 2010年 / 97卷 / 04期

关键词：

communication; empowerment; organizational ethical climate; PSYCHOLOGICAL EMPOWERMENT; DECISION-MAKING; COMMUNICATION; BEHAVIOR; EMPLOYEE; INNOVATION; VALUES; CODES; PERFORMANCE; DIMENSIONS;

D O I：

10.1007/s10551-010-0527-9

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Over the past two decades, Victor and Cullen's (Adm Sci Q 33:101-125, 1988) typology of ethical climates has been employed by many academics in research on issues of ethical climates. However, little is known about how managerial practices such as communication and empowerment influence ethical climates, especially from a functional perspective. The current study used a survey of employees from Taiwan's top 100 patent-owning companies to examine how communication and empowerment affect organizational ethical climates. The results confirm the relationship between these two managerial practices and organizational ethical climates. We discuss our results and their implications for both future academic research and practice.

引用

页码：599 / 611

页数：13

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