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Today, online malicious comments are serious issues. They can cause psychological distress and suicide of victims. Although prior studies have focused on the role of anonymity as a major factor in making these comments, results of these studies have been inconsistent. On the other hand, the need for attention from others can provide an alternative explanation for such malicious comments. However, this perspective has been rarely studied. Therefore, the objective of this study was to investigate effects of anonymity and need for attention on posting malicious comments online and compare these two factors, resolving dark sides of online interaction.

This study obtained 327 questionnaires of Facebook users through a survey and analyzed the research model using partial least squares (PLS) regression.

Results of this study revealed that the need for attention affected malicious comments through partial mediation of neutralization. On the other hand, anonymity did not significantly affect malicious comments.

This study has the following academic implications. First, we empirically examined the critical influence of need for attention on making malicious comments online based on the impression management theory. Second, this study revealed that the influence of need for attention on making malicious comments was partially mediated by neutralization. Third, this study may offer an explanation for contradicting findings on the role of anonymity in the phenomenon of posting malicious comments online.

Practical implications of this study are as follows. First, SNS platforms can limit activities of persons who post malicious comments frequently. Second, this study suggests that a notice is needed to inform the seriousness and harmful consequences of malicious comments. Third, Facebook practitioners should be aware that low anonymity may not reduce malicious comments.

This study quantitatively examined the effect of need for attention on malicious comments based on the impression management theory. It provides a fact that individuals who want to attract attention from others would write malicious comments through neutralization.

Even though the definitions of morality may seem to provide straightforward criteria to assess the morality of individuals, moral judgments are challenging and less exact. This paper aims to advance extant work on morality and moral judgment by providing a conceptualization of boundary conditions in the relationship between moral judgments and consumer behavior.

An interdisciplinary literature review is conducted to integrate extant knowledge on morality, moral judgment and consumer behavior to identify and conceptualize boundary conditions affecting moral judgments and decision-making. The research draws on moral foundation theory and norm activation model, and the proposed factors and relationships are grounded in construal level theory and regulatory focus theory.

The research identifies cultural, individual and situational factors that influence moral judgments and decision-making and argues that moral judgments exhibit a similar pattern across types, but cultural factors determine the salience of each moral foundation type. Moreover, construal factors relevant to the situation (i.e. proximity vs distance) affect the extent and manner of moral judgments, and individual mindsets and their associated information processing styles (e.g. money vs time orientation and promotion vs prevention orientation) make moral judgments more malleable, adding a degree of variability to judgments within similar cultures and situations.

The research makes a rather unique contribution to consumer morality literature by identifying and discussing three different groups of factors with the potential to impact individuals’ judgments of, and reactions to, moral foundation violation information.

Surely the absence of a sociology of morality has to be one of the major weaknesses of academic sociology, and a mysterious one at that. For Durkheim, one of sociology's founding fathers, morality was to have a central place as an object of inquiry; moreover, he was passionately interested in it on the existential level, as was Weber.

A second authority structure, called a management system, is emerging in the technological milieu of the information age. The new construct, that operates in a framework of Judaeo‐Christian ethics, must replace the political system. This latter mechanism is the original authority structure which has traditionally been bounded by situation ethics. Supplanting the political system with the management system is an essential condition in the knowledge‐based economies of advanced societies if they are to achieve their full productive potential.

Social psychology has focused on an individual’s reaction to emergencies and witnessing a crime, which has developed theories of bystander intervention and bystander apathy. The purpose of this study is to explore why people choose to intervene when they are a bystander to intimate partner violence (IPV) and the psychological processes that underpin this. Decision-making was explored drawing on literature from the whistleblowing field.

Through a mixed methods epistemology, this study explored factors that explained intervening behaviour concerning IPV. In total, 212 participants who had known someone who was a victim of IPV were recruited from the general population.

A logistic regression model indicated that conscientiousness and fairness were found to predict intervening behaviour. Being a child witness was found to predict non-intervening behaviour. Qualitative analysis revealed three types of bystander apathy: those who lacked capability as they were children; those who were indifferent and did not see it as their place to intervene; and those who wanted to intervene but did not as they were frightened of exacerbating the situation.

IPV has significant physical and psychological effects on victims. However, the choice to intervene is complex, and bystander intervention in this study was also associated in some cases with not only a continuation of the IPV behaviour towards the victim but also aggression and physical violence towards the bystander (whistleblower retaliation). Based on the findings of this study, recommendations are made for how to support bystanders and victims of IPV.

This study involved participants with real-life experience of being a bystander to IPV. The mixed methodology provided an insight into the psychological processes, which underpin bystander experiences of IPV and maps onto the literature in relation to whistleblowing.

This chapter explores the role of ethics in shaping, underpinning and sustaining authentic leadership. Viewing ethics as a system of moral principles that govern individual behaviour and conduct, Mould discusses the basis of ethics for authentic leadership, recognising that it has multiple overlapping and conflicting sources. Recognising the multiple ‘moral’ pressures and dilemmas that leaders face, Mould asks how they can construct and live by coherent ethics in a globally minded, interconnected, culturally diverse and often incoherent world. He suggests tools that may assist in searching for ethics that support authentic leadership. The author concludes that examining the interplay between ethics and leadership practices challenges theories of authentic leadership.

The purpose of this study is to segment the consumer Gulf market based on actionable and strategy yielding marketing variables (i.e. ethical orientations, trust, opportunisms and Machiavellianism).

Consumers from Saudi Arabia, Oman and Kuwait were asked to complete a survey which incorporated scales to measure consumers' ethical beliefs, Machiavellianism, ethical orientation, opportunism, trust, as well as demographic classification questions. Specifically, every attempt was made to have a broad distribution across the demographic categories of gender, age and education. Participation in the study was restricted to citizens of their respective nations. Local “data captains” were selected in each nation and trained in data collection techniques by two of the study's authors. Of the 598 questionnaires distributed, a total of 365 usable surveys were yielding an overall response rate of 61 percent. A multistage clustering approach was incorporated in order to identify the unique ethical consumer segments.

The analysis resulted in three distinct segments/clusters: “Principled Purchasers”, “Suspicious Shoppers” and “Corrupt Consumers”. Members of the Principled Purchasers segment tended to be less Machiavellianistic, less opportunistic, more trusting of others, less relativistic, more idealistic and perceived questionable actions in a negative light. Suspicious Shoppers were less trusting, tended to proceed with caution in their dealings, were somewhat opportunistic but placed a high emphasis on ethical behavior. Like the Suspicious Shoppers, the Corrupt Consumers were not trusting individuals. Unlike Suspicious Shoppers, however, Corrupt Consumers were Machiavellianistic, took advantage of opportunities, were not ethically oriented and were more likely to act in an unethical manner.

Future studies should attempt to obtain data from a more diverse sample in the Middle East. Social desirability bias may have been a factor in response to some of the questions resulting in respondents providing the socially desirable response in order to appear ethical. Future studies should examine the inclusion of measures for controlling such bias.

Companies should alter their marketing approach depending upon the segment being targeted. Companies focusing on “Principled Purchasers” should emphasize customer satisfaction and honesty in their transactions. “Suspicious Shoppers” are best appealed to by companies who can create a mutually satisfying relationship in which both parties benefit. In conducting business with “Corrupt Consumers”, international marketing managers must be aware of situations in which this group might try to exploit or deceive the firm, such as used or altered returns, product theft, illegal consumption or other immoral/illegal activities; all of which are costly to the organization and, ultimately, the general public at large.

Despite the socio‐economic similarities among Gulf countries (levels of income, market size, religion, language, etc.), important micro level differences exist and are often overlooked. Ignoring such differences may steer multinational firms towards the adoption of a simple and less expensive standardized marketing strategy across the region.

The world of luxury hospitality is predominately perceived in a positive format; however, what this chapter discusses is the negative side to the luxury hospitality. The chapter critically examines the hotels' role in breaches of human rights and their possible involvement in illegal practices such as human trafficking and modern slavery. It provides an overview of the problem, the key terms and the stages of hotel involvement in this procedure. It examines the underlying reasons for the status quo, including discretion and secrecy accompanying luxury service. It highlights the vulnerability of the luxury sector relating to repercussions in terms of reputation and loss of trust. The chapter further examines the concept of duty of care and the breaches of it in relation to hotel staff. Particularly, it examines the industry-wide problem of alcohol and drug abuse among employees and the possible reasons behind it, followed by possible best practice solutions.

The purpose of this paper is to develop a typology of organization behavior based on the guidelines from Manusmriti, an ancient Indian law text. The paper also purports to provide guidelines from the text for values‐based corporate governance.

The paper first develops an organizational behavior typology based on Manusmriti. The paper then provides guidelines for various aspects of values‐based corporate governance.

The paper finds that the guidelines from Manusmriti are relevant in providing a holistic approach to corporate governance which promotes ethical and social idealism.

The paper has practical implications to practitioners of corporate governance in terms of developing structures which promote ethical and socially responsible behavior.

The originality of the paper is in deriving guidelines for values‐based corporate governance from Manusmriti.

The purpose of this paper is to focus on an inward drive and commitment toward ethical discovery, which the authors refer to as the competency of moral curiosity. When directed toward moral decision making, the authors believe this ability can help managers effectively respond to their ethical challenges and contribute to an organizational environment that supports ethical performance.

After presenting insights from the literature on curiosity and establishing its relevance, the authors describe a specific experiential learning tool designed to cultivate moral curiosity in organizational settings. The authors conduct a field study using this process to explore how moral curiosity can be strengthened through experiential practice.

Results from the field study suggest that engagement in balanced experiential inquiry, a process that asks managers to reflect on their salient ethical dilemmas and then engage in both individual and collective meaning making, positively influenced participants’ curiosity toward moral decision making.

Limitations include challenges inherent to the field-study design, including lack of a control group and limited ability to predict long-term impacts of the intervention. Despite these concerns, the study has useful implications for managerial training and development. In particular, providing safe spaces where managers can discuss their ethical dilemmas is an important element of supporting their development into morally curious leaders who are interested in pursuing business ethics.

Findings suggest that providing safe spaces where managers can discuss their ethical dilemmas is an important element of supporting their development into morally curious leaders who are interested in pursuing business ethics.

The paper contributes to the research literature on ethics training and education for managers. The authors introduce the construct of moral curiosity as a competency that can be developed through experiential practice in organizational settings.