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This study seeks to apply a dual-processing model to understand how ethical leadership prohibits employee unethical behavior through both employee deontic justice and distributive justice.

A survey research was conducted with 62 supervisors and 244 subordinates of 17 firms collected at 2 time points separated by approximately 3 weeks in People's Republic of China.

A multilevel modeling analysis was used to test the dual-processing model. The results showed that both employee deontic justice (moral intuition process) and distributive justice (deliberate reasoning process) significantly mediate the negative relationship between ethical leadership and employee unethical behavior.

As traditional ethics-training approaches mainly focus on developing the deliberate decision-making process driven by distributive justice, the authors' dual-processing model suggests that moral intuition led by deontic justice is equally important and could significantly inhibit employee unethical behavior. Applying the proposed dual-processing model in the ethics training can enhance the effectiveness of employee moral training.

Previous studies have studied the deliberate reasoning process and moral intuition on employee unethical behavior independently. This study contributes to the current literature by a comprehensive dual-processing model which demonstrates equal impact of employee deontic justice and distributive justice led by ethical leadership on the inhibition of employee unethical behavior.

Despite the prominence of ethics in mainstream marketing and sales literature, studies on the role of unethical sales practices remain sparse. As a result, we sought to fill this void by reviewing and integrating the available research on unethical sales practices.

A systematic methodology is used to review the literature. The data study covered peer-reviewed journal publications from 2008 through 2020.

Our investigation uncovered patterns (situational ethical behavior, ethical sales organizational culture, ethical leadership of salespeople, and unethical behavior). We suggest promising avenues for further research by concluding our methodological and theoretical contribution.

Today’s sales profession is continually evolving, putting increased demand on salespeople to adapt to new norms. Salespeople may be enticed to engage in unethical sales tactics in these situations, endangering not just themselves, but also their organizations and clients. This research contributes to the unique nature of ethics among sales people.

The purpose of this paper is to examine how ethical assessments of employees are influenced by job performance outcomes, that is, by an employee's success or failure as measured by a successful or unsuccessful job appraisal.

A sample of 180 employees rated the performance of a fictitious salesperson described in one of four written vignettes as successful/ethical, successful/unethical, unsuccessful/ethical or unsuccessful/unethical.

Job performance outcomes bias the ethical assessments of raters, even raters with stronger ethical beliefs. Successful employees were judged to have exhibited more ethical behaviors than unsuccessful employees.

Job performance outcomes are a systematic source of bias that should be examined to determine the locus of effect as either rater perception and/or recall of ethical behavior that is biased by the job outcomes achieved by ratees. Studies should also examine other rater characteristics such as cognitive moral development; whether ethical intensity of the incidents in the vignettes influences assessments; whether training or other sources of appraisal (e.g. customers or peers) moderates bias; and field settings.

Managers who reward unethical performance with positive job appraisals will influence other employees to be more accepting of unethical behavior and may undermine organizational processes such as background checks. Organizations may try to counter these effects by other sources of appraisal (e.g. customers or peers), training, or supplementary methods.

The research provides important new empirical evidence regarding incorporating ethical behavior into performance appraisals, and has implications for managers seeking to improve employees' ethical behaviors, and for researchers examining performance appraisals, cognition, ethics, and organizational processes.

The corporate ethical behavior is a subject that instigates the reflection and practice of researchers and managers in general. Companies dedicate efforts to offer something valuable to society, making profits and usually doing it in compliance with the current legal system. Specifically in marketing activities, there is a higher potential for conflict between the business conduct and the expectations of society. The purpose of this paper is to analyze the ethical gap of the marketing activities of companies in the Brazilian and French markets.

As a conceptual framework, the authors adopted the main theories on marketing activities, ethical behavior in marketing and business conduct. The field research was divided into three stages: qualitative research with experts, quantitative research with business managers and validation of results with experts. The analysis of results of the quantitative research with business managers was supported by multivariate analysis techniques, namely, descriptive analysis, cluster analysis and regression analysis.

In the analysis of results of this study, the authors present the main marketing behaviors in the perception of business ethics in the Brazilian and French markets. In addition, as the main result of the research studies, the authors propose a model for the analysis of ethical gaps in marketing.

The paper proposes a model of analysis of ethical gaps in marketing that relates the omissive and comissive behaviors according to the pressure that society imposes on markets.

The paper presents the main marketing behaviors in the perception of business ethics in the Brazilian and French markets. Thus, understanding what are the main marketing behaviors associated with the perception of business ethics allows the organization to leverage its marketing behaviors that are more positive and further develop less positive marketing behaviors.

As the main contribution, this paper proposes a model of analysis of ethical gaps in marketing that relates the omissive and comissive behaviors according to the pressure that society imposes on markets. The model allows the identification of the negative marketing behaviors in the four quadrants designated as opportunism, negligence, recklessness and incompetence. By mapping the problems, it is possible to minimize or eliminate the differences between the marketing behaviors of the company and the expectations of society.

The purpose of this research is to examine the impact of Islamic value on ethical behavior including other factors identified in the literature. The focus of the paper is to investigate to what extent does Islamic value impact ethical behavior of United Arab Emirates (UAE) university students.

The research is based on a quantitative approach using a questionnaire survey from 500 anonymous respondents covering five major universities within the UAE region. The identified constructs have been utilized to test a theoretical model using the structural equation modeling (SEM) technique.

The results revealed that education and code of ethics and Islamic values are dominant predictors to elevate ethical behavior, as well as the role of religion has a positive impact on ethical behavior. The survey results revealed a reverse relationship between new technology and ethical behavior.

The measures of factors used to rate university students' perception of ethical behavior are a possible limitation of the research study.

No empirical study was found in the literature that specifically investigates the relationships between Islamic value and ethical behavior in the UAE region. The paper fills an important gap in the literature on ethics.

The purpose of this study is to examine the impact of ethics training (ET) on workplace behaviors. The study also aims to test the mediating effect of ethical culture (EC), on the relationship between ET and workplace behaviors.

An experimental model has been developed to address the problem statement. The success of ET intervention has been measured in terms of workplace behavior, which is evaluated by job satisfaction, employee commitment and intention to stay. The proposed research model is empirically tested by data collected from 175 mid-level managers in 30 Indian construction firms.

The results obtained from process macro showed partial mediation. Stronger perceptions of ET were associated with stronger perceptions of EC. EC is related to positive workplace behavior.

The partial mediation suggests that there is a need for exploring other potential mediating variables through which ET interventions can succeed. Future research can investigate group-level variables such as team psychological safety, which can potentially explain the complete mediation.

The results suggest that ET interventions can be used to strengthen the EC in the firms. If the ET intervention is designed purely on the compliance orientation, it will impede the opportunities for long-term development. The focus should not be with the intent to observe ethical conduct. It should be more inclusive and value-oriented. Firms need to sensitize employees and train them on how to deal with ethical dilemmas. Employees are inclined to study in the firms exhibiting a strong EC. In the construction sector, where multiple projects are handled by employees with unique and niche skill sets, retainment of employees is very important. The human resource departments need to think of introducing ET interventions not only from the study of compliance adherence but also with the motive of retaining employees.

The ET literature seldom discussed long term benefits related to creating an EC. The study critiques the intent of human resource (HR) departments while designing an ET intervention. The ethics intervention is often designed with an intent to fulfill the compliance requirements. This study contrasts this intention and shows the importance of ET intervention to create the EC in the firm, which not only includes compliance requirements like code of conduct but also has a significant focus on sensitizing employees about ethical dilemmas and grey areas.

Although there is growing research on the relationship between ethical leadership and subordinate work behaviors, limited research has examined the boundary conditions under which ethical leadership is more or less effective. The purpose of this paper is to investigate whether subordinate perceptions of role clarity in their job role influence the relationship between ethical leadership and subordinate work behaviors. Drawing on both social exchange and social learning theories, the authors predict that in contexts where subordinates perceive low levels of role clarity, the relationship between ethical leadership behavior and subordinate helping and deviant behaviors will be weaker.

In total, 239 employees in the Chinese public sector completed surveys across three separate time points. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data.

Analyses provided support for the hypothesized relationships. When subordinates perceived higher levels of role clarity the positive relationship between ethical leadership and helping behavior was stronger, and the negative relationship between ethical leadership and deviant behavior was stronger.

As with all research the findings of this study need to be viewed in light of its limitations. First, the use of data from a single set of respondents opens up the possibility of common method bias. Second, given the study used of a sample of public sector employees from one part of China, there would be value in future research examining whether the findings from the present study are generalizable to other industrial and cultural contexts.

This research has a number of practical implications. Given that the authors found a significant positive relationship between ethical leadership and helping behavior, and a significant negative relationship between ethical leadership and deviant behavior, it is crucial for organizations to include ethical training as an essential part of leadership development programs. However, the findings also suggest at the same time as facilitating the development of ethical leadership behaviors amongst supervisory employees, it is important for organizations to also provide employees with clarity over what is expected of them in their jobs, and the means they should employ to facilitate goal achievement.

This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence of ethical leadership in the workplace.

This exploratory study aims, firstly, to analyse and categorise judgements on ethical behaviour and actual behaviour of university educators. Secondly, the study addresses the impact of demographic data, such as gender, age and role on these issues.

We utilised online survey data from academic employees of four leading universities in Russia, who are involved in teaching activities. In this study, we used correlation, regression and factor analyses.

Our results demonstrate that teaching, while too distressed to be effective, is a common experience among university educators. By contrast, the rarest categories include teaching under the influence of drugs or alcohol. In addition, there is a high congruence between beliefs and respective behaviours. Females are typically more ethical in both judgements and actual behaviour. Factor analysis of behaviours yielded 16 interpretable factors.

Firstly, the salary of the university educators should be adequate and competitive and match with their workload. Secondly, the work of the educators should be given recognition that may become their stimuli for improvement in university teaching. Thirdly, universities should develop ethics centres, which help faculty members and students to take the right decisions in situations involving questionable behaviour in the classroom. Lastly, the development of ethical codes, for faculty members and students, may become their guidance in situations with ethical dilemmas.

This study contributed to the very limited research on the ethical aspects of higher education in Russia.

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior.

Data were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam.

The findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behavior

The study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees’ service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader.

The findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees’ intrinsic motivation.

There are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees’ positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids.

The study examines the relationship between consumers’ ethical sensitivity, corporate social responsibility (CSR) practices and impulse behaviors. Ethical behavior has been a subject of increasing research interest. However, there is an imperious need to inspect ethical decision-making through holistic attention to impulse purchasing.

The study develops a set of hypotheses to understand the relationships. The online survey method was used to collect data, and 420 valid questionnaires, in total, were retrieved. In a two-step process, first, reliability and validity were initially measured. Second, confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to test the hypotheses.

The analyses support the social marketing theory (SMT) and the general theory of marketing (GTM) ethics related to business strategy. Moreover, the study examines the mediating role of organizational trust, organizational identification and eco-branding in these relationships. The ethical and CSR practices for stakeholders positively affect organizational identification and trust that mediate the relationship between impulse buying and ethical attempts. Furthermore, from an ethical and climate change perspective, eco-branding positively mediates the relationship between impulse buying and environmental advertising. The moderating role of trust is significant in the relationship between impulse buying behavior (IBB) and repurchase behavior.

A critical factor explaining individuals’ behaviors has never been investigated using a holistic approach to IBB with ethical and CSR practices. The study profoundly contributes to knowledge about consumer ethics, with potential effects for ethical public relations, while also offering new research avenues for future exploration.