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“A new breed of companies is emerging that seems to thrive on chaos. These companies — which I call ‘Quantum Organizations’ — operate on an organic model that closely mirrors the functioning of natural systems.”

Classical management emphasizes efficiency, uniformity, control, predictability, and economies of scale. These principles, which are based on a mechanistic model, have been ingrained in the systems, organization structures, values, and assumptions of our culture. The emerging economy, on the other hand, rewards agility, innovation, and vitality. These attributes require a quantum culture that is based on an organic model. The structure and leadership of these two organizational styles are compared.

The purpose of this paper is to develop and test a measure designed to assess constructs that predict ethical decision making (EDM) among employees.

The approach was to target individual difference variables that are theoretically linked to EDM. This was done by generating biodata items/scales of the constructs of interest.

Two biodata scales were developed to measure locus of control and conscientiousness. Both of these scales had significant criterion‐related validities with EDM (rs=0.42 and 0.40, respectively) and predicted significant and unique variance of EDM beyond the variance predicted by trait‐based measures of the same constructs. Biodata scales exhibited little or no subgroup differences (less potential adverse impact). Research limitations/implications – Participants were working various jobs and a variety of settings, so results generalize to this eclectic population more so than one particular industry. Further research should attempt to examine effects in a specific applied setting.

This study outlines a method of item and scale development that produces homogonous scales that predict EDM and that can be tailored for specific organizational use.

The paper provides a theoretical rationale for why biodata methodology is superior to trait‐based measures and practical value for the use of biodata in measuring individual difference constructs.

Presents the empirical findings regarding the ethical attitudes of business people in four culturally and economically different countries (Russia, Slovenia, Turkey, and the United States) based on the assumptions of integrative social contracts theory. Given the quality of institutions in the four surveyed countries and the quality of economic interactions, it was anticipated that the United States would rank the highest in ethical attitudes, followed by Slovenia and Turkey, and then Russia. The hypothesis was largely confirmed with some interesting, situationally induced, exceptions.

This project was designed as a laboratory study to investigate the effects of organizational social cues (OSC), decision framing, and justice on managerial decision making in ethical situations. The OSC (ethical/ unethical), the framing (gain/loss), and the justice conditions (fair/unfair) were manipulated within a managerial in‐basket exercise. Participants read information about the organization and their situation within it. Next, they read scenarios and made several decisions involving ethical considerations. Results suggest that OSC and the experience of fairness or unfairness significantly influenced the managerial ethical decisions. Ethical OSC resulted in significantly more ethical decisions. Also, those in an “experienced fairness” justice condition made significantly more ethical decisions. The gain/loss framing did not significantly influence ethical decisions.

This study investigates how two situational elements influence people's propensity to lie about their own performance. We hypothesized that (a) people are more likely to lie when rewarded for doing so, (b) performance pressures at work lead people to lie about their performance, and c) the joint effect of the two elements led to the highest level of lying. Reward and pressure were manipulated in an experiment with 140 participants. The findings support both hypotheses. The results have implications for the manner in which corporations pressure and reward their employees, suggesting that unsavory behavior such as lying is a natural outgrowth of high pressure, high reward work situations.

MR. R. A. Butler's remark about doubling our living standards within the next twenty‐five years has a secure place in contemporary political obiter dicta. It suffers from being the kind of comment that is remembered long after any qualifying context has been forgotten.

Considers past research undertaken in the area of adult moral and ethics education, in order to establish whether moral judgement and ethical behaviour can be learnt by adults through an education experience. Also seeks to identify those education media which best facilitate learning of good moral behaviour and ethical judgement. Concludes that research to date has not adequately proved the widely assumed link between teaching and learning of moral judgement and ethical behaviour. This link is important, particularly when education is perceived by many to be the best means of developing good moral judgement and ethical behaviour in the modern business environment. Raises a number of additional issues related to the topic and suggests several areas of future research opportunity.