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Doing well, doing good
... This ambiguity raises the question of what information people use to infer organizations' motivations following prosocial behavior. We address this question by exploring an important situational factor-perceived changes in the organization's resources-that may influence observers' attributions of moral conviction, or sincere beliefs about moral right and wrong given a specific issue and/or behavior, to organizational actors (Kreps and Monin 2011;Skitka 2010;Skitka and Morgan 2014). ...
... While research on moral conviction typically focuses on the consequences of actual internal moralization (for example, how moralizing something changes a person's behaviors, thoughts, or emotions relevant to that issue, e.g. Rozin 1999), there are also consequences when a person, group, or organization signals moralization to others (Kreps and Monin 2011). Research addressing this question has shown that signaling sincere prosocial motivations inspires trust and can encourage stakeholders to support organizations' goals (Dutton and Ashford 1993;Kreps and Monin 2014;Servaes and Tamayo 2013;Van Zant and Moore 2015). ...
... Research addressing this question has shown that signaling sincere prosocial motivations inspires trust and can encourage stakeholders to support organizations' goals (Dutton and Ashford 1993;Kreps and Monin 2014;Servaes and Tamayo 2013;Van Zant and Moore 2015). However, attempting to signal moral motives can also lead to perceptions of hypocrisy when organizations renege on moral commitments, or possibly also signal a lack of competence (Kreps and Monin 2011). ...
Companies often benefit from others’ attributions of moral conviction for prosocial behavior, for example, attributions that a company has a sincere moral desire to improve the environment when behaving sustainably. Across four studies, we explored how organizations’ changing resource positions influenced people’s attributions for the motivations underlying prosocial organizational behaviors. Observers attributed less moral conviction following prosocial behavior when they believed an organization was losing (vs. gaining) economic resources (Studies 1 and 2). This effect was primarily a “penalty” assessed against organizations that were losing resources, as opposed to a “reward” given to organizations gaining resources (Study 3). Finally, we found that this effect occurred because people perceive organizations that are losing resources as more situationally constrained, leading them to attribute less dispositional moral conviction (Study 4). We discuss theoretical and practical implications stemming from how changes in resource access can lead people to be more skeptical of organizations’ motivations following prosocial behavior.
... Individuals who perceive themselves to be more ethical than their team members may feel that they are open to exploitation from those who are less ethical (Wojciszke 2005). Conversely, individuals that perceive they are working with more ethical team members also incur costs because upholding ethics requires a significant amount of time, energy, and devotion (Treviño and Nelson 2011) and could create inefficiencies (Bird and Waters 1989;Greenbaum et al. 2015;Kreps and Monin 2011). In sum, both directions of ethical incongruence between the self and team members can lead to a perception of relationship conflict because of the potential costs and risks involved. ...
... This finding is counterintuitive to a widely held assumption that people generally want to work with an ethical team or organization. Instead, it suggests that being around more ethical team members can also incur costs-such as time, energy, and devotion in upholding ethics (Treviño and Nelson 2011) and inefficiencies (Bird and Waters 1989;Greenbaum et al. 2015;Kreps and Monin 2011)-and other negative perceptual outcomes. The resulting perceived relationship conflict transmits the incongruence effects of self-and others-ethics on the perceived information sharing in a team. ...
Building from an interactionist view of ethics, this study sought to integrate individual and contextual factors for understanding ethical perceptions in teams. Given the proximal nature of team members, this study specifically explored how individuals comparatively evaluate their own ethical behaviors and team members’ ethical behaviors to arrive at a perception of ethical person–group (P–G) fit within a team. Grounding our theoretical arguments in relational schemas theory (Baldwin, Psychological Bulletin 112:461–484, 1992), we demonstrate that interpersonal ethical perceptions can have distal impacts on perceptions of team functioning. The results support the hypotheses that a perceived ethical incongruence between the self and other team members (i.e., lack of ethical P–G fit) negatively influenced perceptions of relationship conflict and ultimately information sharing. By exploring individual and team level aspects of ethics concurrently, we contribute to a deeper understanding of contextual forces in ethics through an interactionist approach.
... Furthermore, prior research has primarily focused on ethical voice as a type of prohibitive voice to prevent unethical issues in the organization, which may have a possibility that focal team leaders may negatively view ethical voice expressed by peer leaders and may be unwilling to support the voice (e.g., Babalola et al., 2022;Gok et al., 2022;Wellman et al., 2016). This is because peer leader ethical voice can sometimes be seen as a fragmentary demonstration of the peer leader's moral superiority or simply as a sign of the urgency of addressing unethical practices in the workplace (Bain et al., 2021;Chen & Treviño, 2022;Kreps & Monin, 2011). Yet, extant studies have provided evidence that ethical voicers can have a positive effect on several outcomes, such as gaining trust from colleagues and improving team decision-making (e.g., Chen et al., 2020;Kennedy & Schweitzer, 2018). ...
The present study explores a neglected area of ethical leadership: lateral behavioral effect from peer team leaders as a key predictor of ethical leadership. Using the lens of social learning theory, we posit that peer team leader ethical voice fosters focal team leader ethical leadership through team leader moral efficacy. In line with social learning perspective, we also posit the moderating effect of ethical role modeling of peer team leader in relationship between peer team leader ethical voice and team leader moral efficacy. We conducted a two-wave study over a 6-week interval between waves from military teams. Our results provided support for all of our hypotheses. In addition, we also found an incremental validity of peer ethical voice behavior by controlling other relevant factors such as upper leaders’ ethical role modeling and peer ethical leadership. Our findings contribute to the advancement of ethical leadership literature by articulating a novel antecedent as well as its boundary condition.
... This is not to say that moral character influences interpretation of all decisions that individuals face in their daily lives-moral recognition is nonetheless still bounded by "reality constraints"(Kunda, 1990). Though a wide range of decisions can be moralized, at least for some people some of the time(Kreps & Monin, 2011), reality imposes some limits on what people can see in any given situation. ...
We introduce the character lens perspective to account for stable patterns in the way that individuals make sense of and construct the ethical choices and situations they face. We propose that the way that individuals make sense of their present experience is an enduring feature of their broader moral character, and that differences between people in ethical decision-making are traceable to upstream differences in the way that people disambiguate and give meaning to their present context. In three studies, we found that individuals with higher standing on moral character (operationalized as a combination of Honesty-Humility, Guilt Proneness, and Moral Identity Centrality) tended to construe their present context in more moral or ethical terms, and this difference in moral recognition accounted for differences in the ethical choices they made. Moreover, individuals with higher levels of moral character maintained high levels of moral recognition even as pressure to ignore moral considerations increased. Accordingly, this work unifies research on moral character, moral recognition, sensemaking, and judgment and decision-making into a person-centered account of ethical decision-making, highlighting the way decision-makers actively and directly shape the choice contexts to which they must respond.
... They suggest research of a firm's customer base should be done to determine the most appropriate cause to support for that given population's attitude. 108 Patagonia provides an instance of excellent fit between the organization and the causes it supports, because the apparel and equipment they provide is intended for use in untrammeled landscapes they aim to protect. UBB and Tentree have followed this path because they market to an environmentally conscious younger demographic, knowing that the population tends to prioritize environmental issues. ...
Consumer facing apparel brands are increasingly progressive in taking responsibility for their global environmental and social impacts. As a component of CSR or ESG, corporate philanthropy is not a new phenomenon, but the buy-one-give-one business model has recently emerged as an alternative strategy to give back while engaging consumers. Social enterprises, with social missions, have become commonplace as major brands in the past decade and a half, and their efforts to alleviate social issues have been equally praised and criticized. Social enterprises, with an environmental mission, are cut from the same cloth, but have yet to gain the same notoriety or market share as their counterparts. United By Blue and Tentree, with missions focused on ocean plastic pollution and deforestation respectively, have grown substantially in the outdoor apparel industry since their inception, but their philanthropic impact has yet to be adequately researched. This case study gathered publicly marketed metrics of corporate philanthropy from United By Blue and Tentree, then benchmarked those figures against metrics from Toms Shoes, Warby Parker, and Patagonia to determine if their environmental aid is effective in addressing the targeted issues. The results show that United By Blue’s strategy fits many of the criticisms that Toms Shoes has addressed recently, Tentree’s strategy fits many aspects that have garnered praise for Warby Parker, and Patagonia’s traditional strategy is still effective. Findings from this research show that the aid social enterprises provide has wide ranging implications but can be altered to be an effective component of a lager CSR/ESG strategy.
... This is important because it may be that some of the standards and expectations ethical leaders have of employees could be seen as a hindrance. Despite the overwhelming emphasis on its positive benefits, some researchers have argued that ethical leadership may prohibit efficiency and produce dissonance for the leader (Bird and Waters 1989;Greenbaum et al. 2015;Kreps and Monin 2011). For example, it is time-consuming to consider the ethical implications of a decision or to execute work in the right way without shortcuts (Frederick and Hoffman 1995). ...
It is widely accepted that ethical leadership is beneficial for the organization, the leader, and followers. Yet, little has been said about potential limitations of ethical leadership, particularly boundary conditions involving the same person perceived to display ethical leadership. Drawing on conservation of resources theory, we argue that supervisor-induced hindrance stress and job hindrance stress are factors linked to the supervisor and work environment that may limit the positive impact of ethical leadership on employee deviance and turnover intentions. Specifically, we expect that high levels of hindrance stress drain resources, specifically perceptions of social support, by inhibiting the completion of work, particularly in combination with the high expectations of ethical leaders. We test our model across two time-lagged field studies (N = 310 and N = 299). Our results demonstrate that supervisor-induced hindrance stress mitigates some of the beneficial impact of ethical leadership and that job hindrance stress further strains these relationships. Overall, our results suggest that both forms of hindrance stress jointly impact the effectiveness of ethical leadership on important outcomes, and do so partly because of their influence on perceived social support. We discuss theoretical contributions to the ethical leadership and stress bodies of literature, as well as practical implications for managers and organizations wishing to develop ethical leaders.
... Finally, future research should include predictive validity studies for managerial moral reasoning. There is some belief that people and organizations "do well by doing good" (Barret, 2007;Chen, 2007; IESE Business School University of Navarra, n.d.; Business of Good, 2009); however, there is still the concern that "nice guys finish last" (Durocher, 2009;Jensen-Campbell, Graziano, and West, 1995). Relevant significant group differences indicated that women do not reason at different levels than men at work. ...
... Oljeselskapet Shell brukte i 2000 US $ 93 millioner på det de kaller sosiale investeringer (Shell 2000). "The Ethics Officers Assosiation" i USA startet med et dusin medlemmer i 1992 og hadde i 2000 650 medlemmer (Economist 2000). ...
Myndigheter, internasjonale organisasjoner og frivillige organisasjoner ser på selskapers sosiale ansvarlighet (SSA) som et effektivt virkemiddel til å nå samfunnsmessige mål, som for eksempel vern av naturmiljø, fattigdomsbekjempelse og bedring av helsetjenester. Myndigheter ønsker næringslivets deltagelse i mer enn bare økonomisk utvikling. FNorganisasjoner inviterer selskaper til å delta i partnerskap for å nå Millenniummålene. I denne rapporten defineres SSA som en praksis. Den går kun kort inn i den normative debatten. Rapportens teoretiske del presenterer en modell for hvordan selskaper velger SSA -nivå. Modellen tar hensyn til at en drivkraft er ønske om profitt, men at også andre mål kan være viktige drivkrefter. Modellen predikerer; a) at selskaper vil velge et SSA-nivå høyere enn null, selv under perfekt konkurranse; og b) at selskaper som verdsetter SSA i seg selv, velger et høyere nivå på SSA enn selskaper som kun verdsetter profitt. Den empiriske delen utforsker SSA-situasjonen i vestlige og lokale selskaper i Malaysia, og undersøker motivasjonen for denne praksisen. Studien konkluderer med at vestlige selskaper har bedre arbeidsforhold og miljøstandarder, mens lokale bedrifter i større grad støtter sosiale institusjoner i de nærmiljøene de opererer. Vestlige selskaper mener at profitt er den viktigste drivkraften, mens lokale bedrifter for en stor del forklarer deres støtte til sosiale institusjoner med moralske regler. SSA oppfattes som en nødvendighet, eller snarere en plikt, for lokale bedrifter. Til slutt diskuterer rapporten hva myndigheter kan gjøre for å få næringslivet til heve innsatsen i forhold til samfunnsmessige mål. Den spesifiserer en liste med politikkanbefalinger, som kan øke SSA-nivået både i lokale og vestlige selskaper.
The current case study examines the gender differences on the effect of perceived CSR engagement on attitude and re-Attendance intention toward a professional sport team. Spectators at a professional soccer game (N = 380) in Korea participated in the study and a multiple group analysis was conducted between male and female participants. Findings show that perceived CSR engagement had a significant effect on re-Attendance intention mediated by team attitudes. Interestingly, gender moderated the effect of perceived CSR engagement on team attitude, in the opposite direction from existing literature. For instance, CSR effects on attitude was greater for males than females, indicating that the link between a sport team's socially responsible initiatives and team attitude would be stronger for male spectators than female counterparts. Implications and directions for future research are discussed.
Consumers, partnering with corporations and celebrities, are forming new alliances in international development through what we call ‘Brand Aid’ initiatives. At a time of shifting relationships between public and private aid, commodities are sold as the means of achieving development for recipients and good feelings for consumers simultaneously. In this article we first formalise our conceptual model of Brand Aid at the triple interface of causes, branded products and celebrities. Then we conduct a systematic empirical analysis of contemporary Brand Aid initiatives, including three in-depth case studies of ‘Win One Give One’, toms shoes and Product (red). We argue that these not only use imaginaries of development to sell products to Northern consumers but also engage in the work of a ‘story factory’ – producing truths about international development and consumer engagement that make development appear simplified, manageable and marketable. We conclude that, in Brand Aid, the problems themselves and the people who experience them are branded and marketed to Western consumers (through celebritised multimedia story-telling) just as effectively as the products that will ‘save’ them.
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