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The purpose of this paper is to explore the effects of ethical climate types on trust in management using Victor and Cullen’s framework, which is based on Kohlberg’s theory of moral development and Gouldner’s sociocultural theory of organizations.

A sample of 270 employees from 10 organizations in India was used to investigate the specific relationships between ethical climate types and trust in management. Data were collected through self-report questionnaires. Exploratory factor analysis was used to identify the different types of ethical climates existing in the organizations. Hierarchical regression analysis was used to explore the relationship between ethical climates and trust in management.

It was found that ethical climates characterized by caring, laws and codes, and rules and procedures are significant predictors of trust in management. However, no support was obtained for any impact of ethical climates emphasizing company profit, self-interest or independence on trust in management.

Future research should examine trust in management as a mediating or moderating variable in the relationship between ethical climates and other organizational variables such as commitment, citizenship behaviour or productivity. Additionally, research could also examine different cultural and organizational contexts in testing out these relationships. The role of other constructs such as personality of supervisors and ethical sensitivity in developing trust in management may also been investigated.

Organizations should try to develop climates based on caring and also emphasize adherence to laws and codes as well as rules and procedures to enhance trust in the management.

The findings of the study are unique and original because literature examining ethical climates and trust is scarce, and this is the first study to explore how ethical climates can impact trust in management in the Indian context. In particular, the results are unique for. Contrary to expectations, no negative impact of climates of self-interest, company interest and independence on trust in management could be seen in this study. The results throw open new directions to theory building on ethical climates and trust in the Indian context.

The purpose of the paper is twofold. The first purpose is to provide a synthesis of the dominant cross-cultural models and to present the more recent tri-axial model as a promising alternative that responds well to the limitation of prevailing models. Consequently, the second purpose is to employ the model to explore key differences in the culture and values of public service organisations in old and new EU member states.

The paper surveyed public sector employees in four different countries, two old EU (OEU) states (Germany, The Netherlands) and two new EU (NEU) states (Estonia, Lithuania). The employees were asked to classify 60 values on the three axes of the tri-axial model and to select the five most important values in their organization. The survey replies were analyzed and mapped to facilitate comparison of the tri-axial cultural profile of the two EU clusters.

The results show differences in value orientation between the two groups of countries: the public sector in the OEU member states appears to be more ethically and less pragmatically oriented than in the NEU member states. Findings show that in the new member states, value congruence is very high across demographic groups, in contrast to the situation encountered in the OEU member states.

Further research should include more countries before generalising the conclusions of this study to the rest of the OEU and NEU countries. Furthermore, although collecting data from a homogeneous unit (e.g. public sector) suggests more valid comparison, in the future, research should strive to also examine additional units, for example private companies.

The conclusions derived from this exploratory cultural mapping provide useful knowledge for improving international collaboration across public sector organizations.

This study is the first study that maps the values in the public sector using the tri-axial model.

The purpose of this paper is to examine the relationship between overall ethical work climate (EWC) and overall organizational commitment (OC) and test the effects of types of EWC on three components of OC in Taiwanese military context.

A literature review on EWC and OC provides the basis for the research model and hypotheses. A self-completion questionnaire survey, involving 508 respondents (92.36 per cent response rate) from military officers in Taiwan included both full-time training officers of the National Defense University and officers of Department of Defense. The authors use statistical analysis, including hierarchical regression and structural equation model to test hypotheses about the relationships above.

The results indicated that overall EWC and some climate types significantly positively or negatively influenced overall OC, affective commitment, continuance commitment and normative commitment.

The findings can provide helpful perspectives on management and organizations of benefit to scholars and policy-makers to make ethical policy in military organizations. In addition, suggesting for military leaders to foster some types of ethical climates to prevent low OC.

Theoretically, the paper serves as a pioneer research for testing the concept of influence of EWC on OC and shows the effects of types of EWC on three components of OC in military context. Practically, the results and recommendations in the paper will be useful to those involved in the field of management in Taiwan military organizations.

The paper aims to investigate why organizations often opt to reject Equal Employment Opportunity Commission (EEOC)-sponsored mediation of employment disputes (in contrast to employees who tend to readily agree to it). It is guided by recent research associated with Shapiro and Kirkman’s (1999, 2001) theory of “anticipatory justice”, whereby (in)justice is anticipated, or expected, when people think about an event they have not yet experienced whose likely fairness they are questioning. In contrast, “organizational justice” reflects people’s retrospective assessments of how fair they have been treated to date.

The paper relied upon data made available by the mediation program administered by the US EEOC. The EEOC provided the names and contact information for the officially designated EEOC contacts for each dispute. The authors distributed surveys to each of these organizational representatives and received completed surveys from 492 organizations (a response rate of 85.8 per cent).

The authors tested the extent to which organizational representatives’ decision to accept or reject mediation as a means of settling discrimination claims is influenced by representatives’ expectation of more versus less fair treatments – by the opposing party as well as by the third-party mediator – during the mediation procedure. The pattern of findings in the study support all hypotheses and, thus, also the expectation-oriented theories that have guided them.

The study relies on self-reports. However, this concern is somewhat lessened because of the salience and recency of events to the time of surveying.

The paper provides new insights on the need for organizations to implement rules, policies and procedures to constrain decision-maker choices consistent with organizational goals. The authors offer specific procedural proposals to reduce this organizational tendency to reject mediation.

Employee grievances are costly to organizations in terms of finances, reputation and to the emotional climate of the organization. Moreover, it is similarly costly to employees. This study provides new insights to better understand why employees (as opposed to organizations) are almost three times more likely to elect mediation of employment disputes. As such, it offers some promising ideas to narrow that gap.

The paper investigates a little-studied phenomenon – the differential participation rate of employees versus organizations in EEOC-sponsored mediation.

The purpose of this study is to examine whether individual demographic and socio-cultural factors affect actions taken by consumers in relation to ethical violations and failure (or perceived ethical violations and failure) by service operations firms.

Data collection was undertaken over a two-year period, from 2011 to 2013, and involved sampling 3,155 respondents from 19 countries. Data analysis was undertaken utilizing hierarchical linear modelling (HLM).

Findings suggest that although both individual demographic factors (age and gender) and societal differences do affect ethical actions taken by service consumers, inter-societal cluster variations have a more significant effect on the ethical action than individual demographic differences do.

For service operations firms, the study findings offer evidence on the need for constant readjustment of service attributes in line with the ethical dispositions of the different demographic and socio-cultural clusters within the consumer base.

The main aim of the present study is to discover whether the managers’ self‐evaluations of their ethical leadership style are associated with their assessments of the ethical organisational culture (measured with an eight‐dimensional Corporate Ethical Virtues‐model). It aims to hypothesise that the more ethical the managers evaluate their own leadership style to be, the higher evaluations they give on the ethical culture of their organisation. The underlying assumption is that ethical managers can enhance the ethical culture by behaving in accordance with their own values.

This quantitative research was based on a questionnaire study with 902 respondents throughout Finland. A linear regression analysis was conducted to examine how ethical leadership was related to ethical organisational culture.

Managers who appraised their own leadership style as ethical also evaluated the ethical culture of their organisations more positively. The result implies that an ethically behaving leader can develop the culture of his/her organisation towards more ethical practices. The results also showed that differences in evaluating both ethical leadership and culture emerged concerning background variables.

The data collected were based only on self‐assessments from one data source, and therefore future studies, e.g. including employee ratings, are needed.

Promoting ethical virtues in organisations can lead to a virtuous circle, which supports both ethical culture and ethical leadership.

This empirical study contributes to the research on ethical leadership by examining it in relation to ethical organisational culture.

In modern times, innovation is considered as a vital component of sustainable competitive advantage. The purpose of this paper is to identify how innovation at the individual level [innovative work behavior (IWB)] and at the organizational level [innovative organizational climate (IOC)] affects the chances of success of a particular project. Additionally, the moderating effect of gender and work culture on the relation between innovative climate and behavior is tested in the study.

Survey technique was used to collect data from 425 employees working in project departments at the executive, middle level and senior level management in the paint manufacturing industry of Pakistan. Multiple regression, as well as Preacher and Hayes (2004) tests, were applied to test the hypotheses.

The result of the data analysis showed that IWB acts as a mediator between IOC and project success (PS), thereby supporting the hypothesized model of innovation and PS. Work culture was supported as a moderator; however, no moderating effect of gender was validated by the results.

The management must make sure that to maximize the rate of success of projects, innovative work climate within the organizations and departments be given due importance. In addition to this, personnel’s individual innovation capabilities must also be enhanced by taking steps toward improvement through training and development.

Though attention has been given to research in innovation in light of other related variables, its relation to PS remains yet to be studied. The effect of gender and work culture on innovation in Pakistani paint industry was long over-due which has been addressed by this study.

The purpose of this paper is to determine the antecedents of dynamic supply chain capabilities (DSCCs). The authors test entrepreneurial orientation (EO) and supply chain learning orientation (SCLO) as two antecedents of DSCCs.

The paper uses structural equation modelling to test a hypothetical model. Data are gathered from a survey of 275 operations managers in Pakistan’s turbulent manufacturing industry.

The findings suggest that the weaker direct effects of EO, in comparison to the indirect effects, indicate that an SCLO mediates the relationship between EO and DSCCs.

It is widely accepted that firms do not compete with each other, instead, it is end-to-end supply chains that fight for market dominance. Many scholars use the dynamic capabilities view to understand supply chain level competition. However, the dynamic capabilities view is firm-centric in its examination of how companies transform internal resources to compete in the external environment. The theoretical contribution of this paper is a roadmap of how to build dynamic, supply-chain level and capabilities by determining the key antecedents. This paper explains that DSCCs emerge when buyers and suppliers share strategic orientations. Firms with an EO and the ability to learn with supply chain partners are well-positioned to develop DSCCs. This provides a new angle to theory testing by indicating that dynamic capabilities are enabled by an EO and an ability to learn with supply chain partners.

Managers are given the building blocks of DSCCs, starting with fostering an entrepreneurially-oriented mindset in the company and then learning with supply chain partners. Entrepreneurially-oriented managers are encouraged to take risks and co-develop innovative ideas with suppliers during the supply chain learning process.

This study is one of the earliest efforts to determine the strategic orientations that antecede the emergence of DSCCs.

In the insurance industry, it is common for the insurance salespeople to sell insurance products to friends, relatives and associates. However, permitting (or encouraging) salespeople to sell insurance through personal relationships may result in some ethical conflicts. For example, some insurance salespeople may help relatives or friends with pre-existing medical conditions buy the health insurance. Previous studies on insurance fraud have rarely focused on this problem. Thus, this study aims to investigate the effects of guanxi (guanxi refers to the durable social connections and relationships a Chinese person uses to exchange favors for a specific purpose) on the salespeople’s acceptance of customer–salesperson collusions. Two types of guanxi are discussed in the research. The author further focuses on how the ethical attitudes and intentions are affected by the salespeople’s guanxi considerations, consequence evaluations, perception of peers’ attitudes, perceived harm to other policyholders and perceived probability of being caught.

Full-time life insurance salespeople from Taiwan were surveyed, and partial least squares method was used in the study.

The results showed that the types of guanxi, guanxi considerations, consequence evaluations, perception of peers’ attitudes and perceived harm to other policyholders were important in forming the salespeople’s ethical decision-making in the customer–salesperson collusions.

This is the first time that guanxi has been studied as the factor influencing collusive behaviors in the problems of insurance fraud. The results challenged an established belief that the insurance salespeople should first target close relations as they build their portfolio of customers.

The purpose of this paper is to assess the effects of various workplace characteristics on work-family conflict among dual-career couples in India.

Primary data based on 393 employees belonging to dual-career couples were analyzed. Using multiple regression analysis, the study has attempted to find out the effects of workplace characteristics on work-family conflict in dual-career couples.

The findings indicate that not all workplace characteristics effect work-family conflict in dual-career couples. Out of 13 characteristics, 8 workplace characteristics, namely, development and flexibility, co-worker support, supervisory support, job competence, self-employee control, practicing overtime, flexibility and discrimination, are found to have significant effects on work-family conflict in dual-career couples.

As this study is limited to the dual-career couples employed mainly in organizations operating in India, these results may not be generalized to other areas such as traditional career couples, self-employed member of couples and in other national contexts.

It would be beneficial for organizations to understand and implicate that adoption of certain workplace characteristics provide appropriate choices, freedom and environment for dual-career employees, which further encourage them to build effective amalgamation of work and family roles suiting their individual circumstances.

This study is an important and almost first study on dual-career couples in India on such issues. As a very scant number of researches have examined the impact of workplace characteristics on work-family conflict on such extensive basis, it definitely contributes to HR literature.