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This study aims to investigate the ethical issues related to the internet of Things (IoT) deployment in small- and medium-sized enterprises (SMEs) from an individual employee's perspective. To provide researchers and practitioners with concrete tools for examining these matters, an ethical framework dedicated to IoT is introduced.

First, the applicability of Mason's original privacy, accuracy, property and accessibility (PAPA) framework is studied in the IoT context. Second, issue category additions are proposed based on the identified coverage limitations of PAPA.

While the original PAPA framework can be utilised as a generic ethical evaluation tool, it lacks coverage of several IoT-specific issue areas. To thoroughly address the ethical risks associated with IoT, two additional categories are introduced.

The new framework requires further validation to ensure its applicability and to identify potential modification requirements in continuously evolving IoT ecosystems.

Considering the lack of ethical IoT frameworks, this study provides organisations with a practical framework for analysing the ethical issues in IoT deployment.

Ethical standards for IoT have not been sufficiently addressed in the current literature and frameworks, making the ethical considerations dependent on subjective stances. Thus, there is an acute demand for a practical framework that outlines the general ethical standards, helping its users to thoroughly address the potential ethical issues.

While the use of IoT keeps growing in SMEs, there is an apparent lack of ethical guidelines. This study contributes to the gap by introducing a preliminary framework for both practical use and further theoretical development.

The purpose of this study is to explore the intersection of mindfulness practices and ethical decision-making within organisational leadership. Drawing from ancient Buddhist principles and contemporary neuroscience, this study aims to illuminate how mindfulness can enhance cognitive and emotional regulation, thereby fostering ethical behaviour and improved decision-making among leaders and employees. By examining the theoretical and practical implications of mindfulness in the context of organisational behaviour, this research seeks to contribute to the development of more compassionate, ethical and effective leadership practices, ultimately promoting a more mindful and sustainable business environment.

This concept paper explores the integration of mindfulness meditation practices with decision-making, particularly its influence on ethical choices, through a comparative study of modern techniques and the ancient teachings of the Tripitaka. Using a methodology that spans literature review in organisational behaviour and leadership, alongside in-depth analysis of the Tripitaka and contributions from scholars like Bhikkhu Bodhi, the paper examines the potential of mindfulness in enhancing ethical decision-making. It incorporates a range of sources, including peer-reviewed journals and seminal books across various disciplines, to underscore the transformative potential of mindfulness in addressing contemporary challenges and guiding leadership practices.

This discussion explores how mindfulness, rooted in ancient Buddhist philosophy and aligned with modern neuroscience, can significantly enhance managerial decision-making by fostering a balance between cognitive and emotional factors. It delves into the transformative potential of mindfulness in refining thought processes, promoting ethical decision-making and mitigating cognitive biases. By bridging traditional wisdom with contemporary scientific insights, the analysis underscores mindfulness as an active, dynamic process crucial for personal growth and effective leadership in complex environments.

One limitation of this research is its reliance on theoretical frameworks and literature reviews, which may not capture the full range of practical challenges in implementing mindfulness practices within organisations. Additionally, the diversity in mindfulness methodologies and the subjective nature of mindfulness experiences may affect the generalisability of the findings. Future research should include empirical studies to validate the proposed benefits of mindfulness in organisational settings and explore the most effective strategies for integrating mindfulness practices into leadership and decision-making processes. This would help in understanding how mindfulness can be tailored to suit different organisational cultures and individual preferences.

The practical implications of applying mindfulness in organisational settings include enhanced decision-making abilities, improved leadership effectiveness and increased employee well-being. Mindfulness training can equip leaders and employees with the skills to manage stress, navigate complex ethical decisions and maintain focus amidst distractions, leading to more thoughtful and responsible business practices. Organisations might see a reduction in conflict, enhanced creativity and better teamwork, contributing to a more harmonious and productive workplace. Implementing mindfulness programmes could also support talent retention and attraction by promoting a workplace culture that values mental health and ethical behaviour.

The social implications of integrating mindfulness into organisational decision-making and leadership, as suggested by the document, include promoting ethical behaviour, enhancing emotional regulation and improving team dynamics. Mindfulness practices can lead to more informed and conscious decision-making, reducing cognitive biases and fostering a culture of ethical awareness within organisations. This shift towards mindful leadership could potentially transform organisational cultures, encouraging greater compassion, ethical responsibility and collective well-being, thereby contributing positively to broader societal values and norms.

The originality and value of this research lie in its novel integration of mindfulness concepts derived from ancient Buddhist teachings with contemporary neuroscience and organisational behaviour studies. By exploring the deep-rooted philosophical underpinnings of mindfulness and their applicability to modern ethical decision-making and leadership practices, this work offers a unique perspective that bridges historical wisdom with current scientific understanding. It provides a comprehensive framework for understanding the transformative potential of mindfulness in organisational settings, highlighting its capacity to foster ethical leadership, enhance decision-making processes and contribute to a more mindful, compassionate and sustainable business environment.

The chapter examines to what extent research from social cognitive neuroscience can inform ethical leadership. We evaluate the contribution of brain research to the understanding of ethical leaders as moral persons as well the understanding of their role as moral managers. The areas of social cognitive neuroscience that mirror these two aspects of ethical leadership comprise research relating to understanding oneself, understanding others, and the relationship between the self and others. Within these, we deem it relevant for ethical leadership to incorporate research findings about self-reflection, self-regulation, theory of mind, empathy, trust, and fairness. The chapter highlights social cognitive neuroscience research in these areas and discusses its actual and potential contributions to ethical leadership. The chapter thereby engages also with the broader discussion on the neuroscience of leadership. We suggest new avenues for future research in the field of leadership ethics and responsibility.

The purpose of this paper is to investigate the relationship between ethical leadership and academics’ retention in universities. It draws on the conservation of resources theory to deepen the understanding of a process underlying this relationship whereby academics are more likely to stay in universities through the practice of ethical leadership. Specifically, it advances academics’ job-related affective well-being as a potential mediating mechanism, fostered by ethical leadership, which lowers their intention to leave.

This study is conducted through a cross-sectional survey of 303 academics in Australian universities. Univariate, bivariate and multivariate analysis procedures are deployed to analyse academics’ data. The research hypotheses are tested through a bootstrapped regression analysis of academics’ perceived ethical leadership, affective well-being and intention to leave.

The findings lend support to the hypothesised relations, indicating a significant role of ethical leadership on enhanced intentions of academics to stay in universities by directly conserving their job-related affective well-being.

This paper contributes to knowledge of the relationship between ethical leadership and academics’ retention by identifying job-related affective well-being as an underlying mechanism in the university sector.

This paper has practical implications for higher educational institutes seeking to retain their academic staff. Its findings show that the practice of ethical leadership in universities matters, because it lowers academics’ intentions to leave by nurturing their well-being at work.

This is the first study to examine the impact of ethical leadership on academics’ well-being and intentions to leave in the context of universities in Australia. It is one of the first studies to explore the mediating role of affective well-being in the ethical leadership and leadership and intention to leave relationship.

Can industrial marketers afford to choose unethical strategies? To answer this question, this study aims to use game theory to analyze whether an industrial marketer choosing and implementing an unethical strategy is successful in maximizing her market share across her strategies.

The competition between two industrial marketers is modeled as a strategic game for the market share of a product that is identical in all attributes except the production process. Each industrial marketer’s objective is to choose to implement either the ethical or the unethical production process to maximize her market share.

The study finds that both industrial marketers choosing to implement ethical strategies is the unique Nash equilibrium of the game. That is, an industrial marketer choosing to implement an unethical strategy in the production process will be unsuccessful in maximizing her market share when both the industrial marketers are rational.

The study contributes to the literature on industrial marketing ethics, particularly that on product ethics, by showing that industrial marketers gain market share if they choose ethical strategies.

The study has implications for industrial marketing executives, as organizational consumers are increasingly aware of the strategies of industrial marketers. Failure to implement ethical strategies will cause industrial marketers to forgo their best possible market shares.

This study’s novelty lies in using a game theoretic approach to demonstrate the positive implications of ethical strategies for industrial marketers.

Business ethics provide a potent source of competitive advantage, placing increasing pressure on organizations to create and maintain an ethical workforce. Nonetheless, ethical breaches continue to permeate corporate life, suggesting that there is something missing from how we conceptualize and institutionalize organizational ethics. The current effort seeks to fill this void in two ways. First, we introduce an extended ethical framework premised on sensemaking in organizations. Within this framework, we suggest that multiple individual, organizational, and societal factors may differentially influence the ethical sensemaking process. Second, we contend that human resource management plays a central role in sustaining workplace ethics and explore the strategies through which human resource personnel can work to foster an ethical culture and spearhead ethics initiatives. Future research directions applicable to scholars in both the ethics and human resources domains are provided.

The purpose of this study is to provide insights and guidance for practitioners in terms of ensuring rigorous ethical and moral conduct in artificial intelligence (AI) hiring and implementation.

The research employed two experimental designs and one pilot study to investigate the ethical and moral implications of different levels of AI implementation in the hospitality industry, the intersection of self-congruency and ethical considerations when AI replaces human service providers and the impact of psychological distance associated with AI on individuals' ethical and moral considerations. These research methods included surveys and experimental manipulations to gather and analyze relevant data.

Findings provide valuable insights into the ethical and moral dimensions of AI implementation, the influence of self-congruency on ethical considerations and the role of psychological distance in individuals’ ethical evaluations. They contribute to the development of guidelines and practices for the responsible and ethical implementation of AI in various industries, including the hospitality sector.

The study highlights the importance of exercising rigorous ethical-moral AI hiring and implementation practices to ensure AI principles and enforcement operations in the restaurant industry. It provides practitioners with useful insights into how AI-robotization can improve ethical and moral standards.

The study contributes to the literature by providing insights into the ethical and moral implications of AI service robots in the hospitality industry. Additionally, the study explores the relationship between psychological distance and acceptance of AI-intervened service, which has not been extensively studied in the literature.

Malicious hackers are increasingly evolving with technology by developing advanced tools to infiltrate. They are looking at micro laundering via sites like PayPal or using job advertising sites, to avoid exposure. Micro laundering makes it possible to launder a large amount of money in small amounts through thousands of electronic transactions. Therefore, the purpose of this paper is to examine whether the ethical hacking pedagogy is both a feasible and effective approach to prepare information security professionals of the future to combat black hat hacking and other forms of unethical conduct in the cyberspace.

The paper will specifically explore the ethics and implications of teaching students how to hack. It examines the strengths and limitations of the ethical hacking pedagogy. The discussion will then form the basis for exploring whether ethical hacking pedagogy is logical and justifiable.

The research has examined whether the ethical hacking pedagogy is an initiative-taking and effective approach to preparing information security professionals. Teaching students to hack is the only feasible approach to preparing future cybersecurity professionals because such training will allow them to master technical skills necessary for penetration testing.

A dominant theme that emerged from the research is the inability to evaluate students’ intention and provide oversight after their graduation. Thus, professional networks and peer groups will play an instrumental role in sustaining students in an environment that fosters ethical conduct.

Human resource professionals (HRPs) remain challenged by ethical conundrums in the workplace. Business leaders are asked to respond to demands for efficiency in an environment of distrust or skepticism amongst employees and customers. HRPs who understand ethical decision-making as well as ethical perspectives and implications of actions within the organization can create value within their organizations. The purpose of this paper is to discuss the five ethical content issues of Hosmer’s (1987) model related to the twenty-first century human resource management (HRM) themes.

As a result of a syntheses of leadership and HRM philosophies over several decades, six propositions associated with the content issues are suggested.

HRPs are well-positioned to encourage ethical and moral decision-making within their organizations when they are able to contribute to creation of a culture that honors duties to stakeholders and supports organizational success.

The existence of synthesized analysis regarding organizational leaders, human resource managers, ethics and culture to build organizational success is limited. Thus, this paper highlights a need for organizations and for HRPs to dedicate policies and implement practices which can support ethical sustenance in today’s organizations.

Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance.

The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia.

Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees.

Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure.

This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context.

The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.