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The purpose of this paper is to understand how individuals seek to reduce the occurrence of unethical requests at work and the effects of such strategies.

The authors built a grounded theory through semi-structured interviews with 65 individuals who worked for companies involved in the Brazilian corruption scandal called Operation Car Wash.

The interviewees reported that they use two central strategies to avoid unethical requests: explicit moral communication (directly stating that they are not willing to adhere to an unethical request) and implicit communication (expressing such a refusal through moral symbols). Both strategies signal the morality of the communicator and lead the possible proponent of an unethical request to perceive a greater probability of being reported and, thus, avoid making such an unethical request. However, while explicit moral communication affects the perceived morality of the individual who would possibly make an unethical request, implicit (symbolic) moral communication does not. As a consequence, the risks of retaliation for making a moral communication are greater in the case of explicit moral communication, entailing that implicit moral communication is more effective and safer for the individual who wants to avoid unethical requests.

This paper broadens the literature on business ethics and moral psychology by shifting its focus from what organizations and leaders can do to prevent unethical behavior to what leaders can actively do to protect themselves from unethical requests.