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Introduction: The ethical implications of deoxyribonucleic acid (DNA) profiling or DNA fingerprinting or forensic genetics in criminal investigations have gained significant attention worldwide. In India, DNA profiling in criminal investigations has increased over the years. However, the ethical considerations of DNA profiling in India have yet to be examined adequately.

Purpose: The study aimed to examine the ethical considerations of DNA profiling in India and compare them with international guidelines. By examining the ethical considerations of DNA profiling in India, this study seeks to contribute to the ongoing discourse on the responsible use of DNA profiling in forensic investigations.

Methodology: The study used a qualitative research design, and data were collected by reviewing relevant literature and laws.

Findings: The findings indicate that the Indian legal framework has gaps in addressing the ethical considerations raised by international guidelines, such as the admissibility of DNA evidence in court, oversight of DNA laboratories, safeguards against discrimination, and privacy and confidentiality protections.

The comparative analysis highlights the need for strengthening the legal framework in India, adopting best practices from international guidelines, and incorporating safeguards to protect against discrimination and ensure the privacy and confidentiality of individuals. By adopting these recommendations, India can ensure that DNA profiling is conducted ethically and responsibly, promoting public trust in the criminal justice system and upholding the rights of all individuals.

Following Starratt’s (1991) proposed conceptual framework for ethical leadership that is no longer defined as a style or an attitude, but as the basis for moral dimensions and actions that can be developed and based on the ethics of care, critique, and justice, this chapter traces the following questions: (a) How does cultural and social context influence the meaning and practices of unethical leadership in the school? (b) How do principals and vice-principals preserve and interpret their unethical practices? Using Langlois’s interview guide on ethical dilemmas (1997), 10 interviews were conducted with school principals and vice-principals in the Arab education system in Israel. The chapter presents unethical behaviors emerging from content analysis of the interviews such as personal development versus loyalty to others (unethical behaviors that are related to managing staff underperformance or appointing candidate teachers); or loyalty to my minority-society or to the government. The chapter fosters better understanding of both national specificities and universal commonalities associated with unethical leadership, as well as of the cultural and social characteristics that facilitate or hinder the development of ethical leadership, and finally explains some approaches to leadership that would improve the practice.

As public employees, police leadership needs to be able to deal with the wealthy and powerful as well as the impoverished. Police Chiefs must work within the ethical framework of three diverse goals: responsiveness to the public, loyalty to the government they serve, and personal considerations of the individual and the employees. These goals can provide an environment in which leaders can sacrifice ethical principles for self-enrichment. For the overwhelming majority of non-elected public officials who genuinely wish to do the right thing, the high road of ethical aspiration can be obscure and difficult to travel. Police Leaders must model ethical behavior for their employees, gaining the trust and respect of the public. When confronting the opportunities of self-enrichment that shall be offered them, they must deny themselves, in favor of the ethical canons they preach to their subordinates. Self-enrichment often leads to unethical and illegal behavior, which destroys the ethical framework police leaders are sworn to uphold.

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.

We investigate the relationship among the Dark Triad personality traits, ethical fading, and unethical behavior. Our findings suggest that Machiavellianism and psychopathy have a significant relationship with ethical fading such that individuals with high Machiavellianism are more likely to exhibit ethical fading, and individuals with high psychopathy are less likely to exhibit ethical fading. We do not find a significant association between narcissism and ethical fading. In the supplemental analyses, we investigate whether ethical fading leads to more unethical behavior (i.e., fraudulent reporting) and if it mediates the effect of Machiavellianism and psychopathy on unethical behavior. Our findings suggest that, while all the dark traits have a direct effect on unethical behavior, only Machiavellianism has an indirect effect that flows through ethical fading.

Purpose — (Dis)honesty as a quality of our actions can be assessed at different levels. Often these levels have not been differentiated. Semantically we cannot talk about a dishonest society or dishonest organizations — dishonesty can only be attributed to individual actions. We can approach a dishonest act through its essence (deontology), consequences (utilitarianism), and also through the person committing the act (virtue ethics), but most often organizational spheres are too complex objects of study to face ethical dilemmas without the influences that their context can bring. Therefore, the purpose of the chapter is to look at dishonesty as an unethical act through the lenses of behavioral ethics, since behavioral ethics is able to grasp the framing effects of ethical situations while combining the main elements of the previously mentioned traditional ethical theories.Design/methodology/approach — In the current chapter it will be differentiated between traditional ethical theories and acknowledged that depending on the level of analysis (individual, organization, or the society level) with their distinctly different ontological backgrounds, we will have different groundings for making any kind of axiological statements about the dishonesty of an action.Findings — In order to give ethical statements about (dis)honesty in organizations, we cannot neglect the influences brought by context. Organizations with endless social interactions both locally and globally usually have no universal basis for making axiological statements.Originality/value — The originality of this chapter is twofold: firstly to cover the importance of making sense of what ethical approaches we take as a grounding when we make ethical judgments in organizational context, and secondly to analyze whether and how the question of dishonesty differs when we switch between the most traditional ethical approaches. The chapter proposes a new framework how ethical decision-making should be assessed depending on the level of social interactions and how dishonesty is associated with gaining social approval.

This paper examines the linkages between the ethics and management control literatures and suggests some potentially fruitful areas for future research and for integration in the classroom.

We review topics in the ethics and management control literatures organizing them around the six modules used in the accounting ethics course taught at the University of Southern California: (a) professional standards, (b) distinguishing right from wrong, (c) understanding why (good) people do bad things, (d) getting employees to behave ethically (corporate ethics programs), (e) getting people to speak up when they see something wrong taking place (Giving Voice to Values), and (f) whistleblowing (the last resort).

While we find many topics where ethics and management control are concerned with similar issues, there are very few papers that approach these topics from the two perspectives.

We provide an overview of topics where ethics and management control overlap, and highlight the need for greater convergence between the two literatures. By linking MCS and ethics, organizations can provide a framework to promote behavior that both contributes to the achievement of the organization’s objectives and also follows ethical principles. We comment on what may happen when ethics and management control diverge, and discuss controls that can promote a strong ethical climate.