Academy of Management

, 19

Accountability

, 54

of augmentation

, 58–60

Aesthetic process

, 165–166

Affective process

, 170

Affluenza

, 304–305

Agency theory

, 296, 299

Alaska Permanent Fund

, 43

Alternative currencies

, 47

Altruism

, 301, 304, 305

altruistic motives

, 48

economy

, 48

Amorality

, 300

Amygdala

, 307–308

Aquinas ethics of economy

, 73

Aristotelian perennial philosophic principles

, 79

Aristotelian theorists of business ethics

, 68–69

Artificial intelligence (AI)

, 35–36

explainable AI and right to explanation

, 50–52

issues in AI ethics

, 48–49

revolution

, 39–40, 47

as scapegoat

, 52–56

Artificial scarcity

, 47–48

Aspen Institute survey

, 45

Attributability-responsibility

, 54

Attribution theory

, 95–97, 108–109

Augmentation

, 56–58

accountability

, 58–60

Authentic leadership

, 253

Automatic intuitions

, 20

Autonomous robot companies

, 49

Bandwidth fidelity theory

, 325, 327–328, 329–330, 340–341, 343

Baumhart’s survey of executives’ opinions and beliefs

, 7

Behavior(al)

, 124, 181–182, 248–249

ethical decision-making and

, 14–15

ethical/ethics

, 5, 11, 163–165, 172–173, 212, 244–245, 266, 324

ethicists

, 163

ethics-related research

, 241

immoral

, 163

moral

, 159, 163

unethical

, 5, 197–198, 212, 227

Behavioral business ethics

, 5

engaging with cross-cultural differences and similarities

, 23

engaging with past

, 25–26

engaging with qualitative methods and looking across levels

, 24

period of unprecedented growth

, 16–22

rationalist models

, 19–22

scholarship

, 15–16

See also Expressive business ethics; Business ethics

Bitcoin

, 47

“Black sheeps”. See Dishonest group members

Blood-oxygen-level-dependency effect fMRI (BOLD-fMRI)

, 267–268

Bolsa Família (Brazil)

, 43

Bounded ethicality

, 164

Brain

, 171

brain-based perspective

, 263

imaging technologies

, 267–268

Bribery

, 49–50

“Building blocks” of moral judgment

, 185

Burns’ theory of transformational leadership

, 264–265

Business

, 35–36, 71

transactions

, 124

Business ethics

, 5–9, 123–124

birth

, 9–16

business and society tensions

, 6–7

management scholar contributions

, 13–16

marketing scholar contributions

, 11–12

moral psychology contributions

, 12–13

political and corporate scandals

, 7–9

rise in business ethics research

, 16–19

scandals

, 16–22

See also Behavioral business ethics; Expressive business ethics; Virtue ethics (VE)

Business Ethics Quarterly (1991)

, 16–17, 19

Business Ethics: A European Review (1992)

, 16–17

Capital homestead

, 46

Capital-owner-profit-maximization model

, 44–45

Career development

, 329

Career POS

, 328–329

Catholic Social Though (CST)

, 73, 80

Chrematistike

, 312

Classic strain theory

, 110

Clientelist–cronyism level

, 221

“Co-creation” process

, 313, 314–315

COCAbiz

, 168

Coding methods

, 102–104

Cognitive appraisal theory

, 170–171

Cognitive developmental psychology

, 156

Cognitive method

, 156

Cognitive moral development

, 19–20, 184–185, 242–243

art of ethical decision-making

, 167

behavioral ethics

, 163–165

emotion

, 170–171

evolution of moral development

, 157–160

knowledge

, 167–168

neuroscientific dual-process moral judgment

, 161–162

new directions in moral judgment

, 165–167

practice

, 172–173

present in moment

, 168–170

SIM reasoning

, 160–161

Cognitive neuroscience research

, 263

Collective constructs

, 192

Collective guilt and shame

, 188

“Commodification” expression

, 142–143

Communication

systems

, 216, 218–219

and transparency

, 219

Company culture

, 104, 105–106

Compensation

, 38, 138–145

ethics

, 128

systems

, 218

Competitive pressures

, 221–222

Composition models

, 192–193

Computer-administered tests

, 114–115

Confirmatory factor analysis (CFA)

, 336, 338

Conscious reasoning

, 276–277

Conscious self-reflection

, 274–275

Consent (business ethics issues)

, 124

Consequentialism

, 58, 254

rule-consequentialism

, 132

sophisticated act-consequentialism

, 132

Consistency

, 105–106

information

, 97

Contingency

approach to neutralization

, 12

framework

, 11

“Contribution view”

, 140

Corporate governance

, 68, 296, 297, 299

REMM ontology

, 300

as structural response

, 297–298

Corporate responsibility for Common Good

, 73

Corporate sincerity

, 145

Corporate social responsibility (CSR)

, 297

as strategic response

, 298

Covering for unethical activities

, 104, 105–106

“Creative commons”

, 47–48

Creativity

, 241–242

Crony capitalism

, 219–221

Dark side research

, 240–251, 254

benefits of

, 251–252

reason for scholars pursuing

, 243–246

“Deep learning” in neural networks

, 40

Defining Issues Test (DIT)

, 13, 156–157

Deontology

, 58

Dependence Principle

, 135

Descriptive approach

, 265

Dignity

threshold

, 312

as universal threshold

, 311–312

violations

, 312

of work

, 73

Dishonest group members

, 190

Dispersion models

, 192–193

Drive to acquire (dA)

, 307, 308–309

Drive to Bond (dB)

, 309–310

Drive to Comprehend (dC)

, 310–311

Drive to defend (dD)

, 307–309

Dual-process reasoning model

, 156–157

Dual-process theory

, 275–276

of moral judgment

, 162

Economic incentives

, 37

Economic Report of the President to the Congress

, 41

Economic(s)

, 71

sense

, 312–313

theory

, 37–38

Economism, consilience of knowledge challenging

, 305–306

Egoism

, 163

Electroencephalography (EEG)

, 267–268

Emotion(al)

, 170–171

method

, 156, 165–166

moral

, 186–189, 195–196

other-condemning

, 186–187

regulation

, 251

Emotionality

, 301–303

Empathy

, 188, 264, 277–280, 302–303

Employee

orientation

, 325–326

perceptions of support

, 326

performance

, 218

well-being

, 325–326

Employment-at-will

, 38

Energy

, 47

Enron crisis (2001)

, 297–298

Equality

, 186

“Ethic of care”

, 159–160, 304

“Ethic of justice”

, 159–160

Ethical decision-making

, 11–12, 157, 159–160, 165, 171, 184–185

art

, 167

and behavior

, 14–15

model in organizations

, 10

Ethical leadership

, 242–243, 262, 263, 278, 279–280

contribution of social cognitive neuroscience to

, 282–286

future research agenda

, 285–286

leadership ethics and responsibility

, 264–267

limitations of dialogue between neuroscience and

, 284

neuroscience research in

, 263–264, 283–284

social cognitive neuroscience and

, 267–282

Ethical observer engagement

, 213

Ethical organizational behavior

, 229

Ethical theories

, 59–60

Ethics

, 182

engagement methods for observers

, 212

of firing

, 134

scholars

, 183, 186–187

Ethics-related research

, 239–240, 247

consequentialism

, 254–255

dark side research

, 254

existence of dark side research

, 240–246

moderators

, 249–251

ramifications

, 251–253

reason for ethics concept including dark sides

, 240–243

reason for scholars pursuing dark side research

, 243–246

TMGT

, 246–247

unintended consequences

, 248–249

Ethics-specific citizenship behaviors

, 344

Eudaimonia (personal flourishing)

, 70, 312

Eusociality

, 300–302

Evolutionary biology

, 304–305, 307

Ex ante explanation

, 51

Ex post explanation

, 51

Experimental philosophers

, 163

Expressive business ethics

, 124

background

, 125–127

compensation

, 138–145

firing

, 134–137

future of expressive critiques

, 145–149

immoral investing

, 137–138

issues

, 127

nature of expressive wrong

, 131–134

non-expressions

, 128–131

See also Behavioral business ethics; Business ethics

Expressive ethics

, 125

External whistle-blowing method

, 226–227

Fair reciprocity principle

, 52–56

Fairness (business ethics issues)

, 124, 264, 280–282, 301

“Faust” archetype

, 214–215

Female genital mutilation (FGM)

, 146

Fiduciary duties

, 138–139

Financial POS

, 328–329

Financial services industry

, 98, 113–114

Financial trust violation crimes, study of

, 6

Firms, theory of

, 77–78

Forced-testing

, 114–115

Forgiveness

, 239–240, 254–255

Formal system

, 15

Four-component model of moral decision-making (Rest)

, 12–13

Fourth Industrial Revolution

, 35–36

accountability of augmentation

, 58–60

AI as scapegoat and principle of fair reciprocity

, 52–56

automation vs. augmentation

, 56–58

duty to hire

, 44–46

explainable AI and right to explanation

, 50–52

gig economy

, 36–39

inequality

, 41–42

issues in AI ethics

, 48–49

machine ethics

, 49–50

market-based redistribution

, 42–43

meaning of life

, 44

technological unemployment

, 39–41

third-way solutions

, 46–48

universal basic income

, 43–44

Freedom

, 39

Functional magnetic resonance imaging (fMRI)

, 267–268, 275–276, 283–284, 285–286

Gig economy

, 36–39

Gig workers

, 37

Global financial crisis (2007–2008)

, 297–298

GNU project

, 47–48

Goldman Sacks financial settlements

, 212

“Gorbachev” archetype

, 215

Group

group-based guilt and shame

, 188

group-based perspective

, 182

group-level morality

, 192–193, 197

identification

, 189

membership

, 94–95, 109–110

morality

, 182–183

Groupthink

, 191

Guilt and shame

, 187

collective

, 188

group-based

, 188

Guilt proneness

, 192

Haidt’s model

, 20

“Hard-wired” basis

, 185

Hawthorne Studies

, 26

Hawthorne Works (Western Electric)

, 26

High-morality group member

, 193–194

Hubris

, 110–111

Human (Homo sapiens)

, 300–301, 303–304, 306–307

agency role

, 265

beings

, 95

dignity

, 311–312

intuition-based machine ethics

, 49–50

nature

, 315

Human behavior

, 300–301, 308

four-drive model of

, 311–312

Humanistic extension

, 308–311

drive to bonding

, 309–310

drive to comprehending

, 310–311

Humanistic ontology for responsible management

, 300

balance

, 304–305

consilience of knowledge challenging economism

, 305–306

corporate governance as structural response

, 297–298

CSR as strategic response

, 298

emotionality

, 301–303

environmental and social crises

, 295–296

humanistic model for responsible management

, 306–317

managerial responsibility and limits of prior responses

, 296–298

morality

, 303–304

sociality

, 300–301

Hypothesis testing

, 338–340

Immoral behavior

, 163

Immoral investing

, 137–138

Inequality

, 39, 41–42

Ingroup members

, 188

Institutionalization

, 21

Instrumental Relativist Orientation

, 158

Intellectual property

, 47–48

Interactionist approach

, 13–14

Intergroup phenomena

, 183

Internal whistle-blowing method

, 226–227

Interpersonal morality

, 124

Intuition-based approach

, 49–50

Iran–Contra scandal

, 16

Issue-contingent model

, 17–18

James-Lange Theory of Emotion

, 170–171

Job engagement

, 252

Job satisfaction

, 324, 335

positively related to job satisfaction

, 332

Kantian social contract thinking

, 55

Kantian tradition

, 58–59

Kelley’s Covariation model

, 109

Knowledge

, 167–168

historical

, 4

systems

, 104, 105–106

Kohlberg and Rest’s models

, 156

Kohlberg’s theory of cognitive moral development

, 13–14

Labor laws

, 38

Law and Order Orientation

, 158–159

Leadership

, 242–243

limitations of dialogue between neuroscience and

, 284

neuroscience research and

, 283–284

research

, 278

theories

, 324–325

Leadership ethics

, 262

and responsibility

, 264–267

Libertarian business leaders

, 59

Low-morality group member

, 193–194

Loyal dissenters

, 191

Luddite fallacy

, 40–41

Machiavellianism

, 19–20, 244–245, 252

Machine ethics

, 49–50

Macro-level environmental obstacles

, 219–222

clientelist, crony capitalism

, 219–221

competitive pressures

, 221–222

Managerial opportunism

, 297

Managerial responsibility

, 296–298

Market-based redistribution

, 42–43

McKinsey (consulting firm)

, 41

Meaning in Life Questionnaires (MLQ)

, 99–100

Meaning-making

, 88, 90, 93–94

foundation

, 112

Myriad perspectives

, 94

positivist rendering

, 99–100

survival, group membership, and strain

, 94–95

theoretical background

, 91

Meso-level organizational obstacles to engagement

, 216–219

communication systems

, 218–219

organizational culture

, 217

performance evaluation and compensation systems

, 218

Mesolevel, morality at

, 192–194

Metaethics

, 145–149

“#MeToo” social movement

, 229–230, 233

Micro-level individual obstacles

, 213–216

Microlevel quantitative behavioral ethics research

, 24

Mono-method bias

, 344

Moral

awareness

, 159

behavior

, 159, 163

character

, 192

clauses

, 136–137

crisis

, 6

equality

, 126

evaluation

, 159

foundations theory

, 185–186

identity

, 192, 242

imagination

, 166

intensity

, 17–18

intention

, 159

laxity

, 58–59

leadership

, 6, 264–265

manager

, 265–267, 279, 281

new directions in moral judgment

, 165–167

person

, 265–267, 274, 281

psychology

, 12–13, 156, 172–173

reasoning

, 20, 156, 184–185

worth

, 126

Moral development evolution

, 157–160

conventional level

, 158

postconventional level

, 158

preconventional level

, 158

Moral emotions

, 186–189

in social environment

, 195–196

Morality

, 182, 303–304

and group functioning

, 196

at mesolevel

, 192–194

review of research on

, 184–191

scholars

, 191–192

social identity

, 189–190

social norms

, 190–191

Motivational schemes

, 299

Multidimensional conceptualization of POS

, 328–329

Narcissism

, 110–111

Neo-Aristotelian applied ethics

, 78

Neo-Aristotelian business ethics

, 68

Neo-Aristotelianism

, 71

Neurocognitive model

, 20–21

Neuroeconomics

, 262–263

Neuroethics

, 284

Neuromarketing

, 262–263

Neuroscience

, 172–173

leadership

, 283–284

research

, 265, 283–284

technologies

, 268, 284

Nichomachean Ethics and Politics

, 79

Normalization processes

, 21

Normative or philosophical approach to business ethics

, 5

Normative organizational identity

, 223

Nucleus accumbens

, 307

NVivo software

, 101–102

Objective model of ethical decision-making

, 172

Observer engagement methods

, 222–231

evocation and framing of dialogic engagement

, 223–224

internal and external whistle-blowing methods

, 226–227

linking with countervailing external social movements

, 229–231

observer in position of organizational power

, 227–229

win–win incentive and ethics networking methods

, 224–225

Observer whistle-blowing exposures

, 230

“Obviously bad” phenomena

, 241–242

Off-the-job POS

, 329

Oikonomia

, 312

One-factor model

, 336

Open Letter on Digital Economy

, 60

Organizational Behavior divisions

, 19

Organizational citizenship behavior (OCB)

, 144, 324

Organizational ethics policy

, 9

Organizational support

, 326, 327–328

general vs. specific types of

, 328–330

Outgroup members

, 188–189

Oxford Martin Programme on the Impacts of Future Technology

, 41

Parallelism

, 18–19

Partial latent SEM

, 338

Participation, principle of

, 73–74

Patron–client system

, 219–220

Penrose’s theory of growth of firm

, 80

Perceived organizational support (POS)

, 324, 326, 327, 329, 335, 341

Perceived organizational support for ethics (POS-E)

, 325, 326, 328, 330–332, 335, 338–339, 341, 345

Perception

, 11–12

gap

, 98

Permissible attitudes

, 125

Personal ethical standards, pressure to violating

, 334, 338

Person–situation interactionist model

, 159–160

“Phaedo” archetype

, 216

Phronesis

, 68–69, 72–73, 76–77

Phronetical poiesis

, 76–77

Poiesis

, 68–70, 73, 76–77

Polis

, 70

Political–economic environment

, 224

Political–economic systems

, 219

Positive organizational scholarship (POS)

, 74–76, 253

Positivist rendering of meaning-making

, 99–100

Positron emission tomography (PET)

, 267–268

Post-scarcity economy

, 47

Precision tools in ethics research

bandwidth fidelity theory

, 340–341

control variables

, 335

development of ethical leadership

, 324–325

ethically risky work setting

, 334

future research

, 343–344

general vs. specific types of organizational support

, 328–330

job satisfaction

, 335

limitations

, 344–345

means, standard deviations, reliabilities, and correlation

, 337

organizational support

, 327–328

POS-E

, 330–332, 341–342

practical implications

, 342–343

predictor variables

, 335

preliminary analyses

, 336–337

preparedness to handle ethical violations

, 334

pressure to violating organizational ethical standards

, 334

pressure to violating personal ethical standards

, 334

results

, 335

sample and procedures

, 333–334

structural analyses

, 338–340

theoretical overview and hypotheses

, 327–328

theoretical rationale

, 325–327

“Principal-agent” problem

, 297

Principle-based Kantian machine ethics

, 49–50

Proactive behavior

, 249

Profit maximization

, 108

Profit-only approach

, 107–108

Punishment and Obedience Orientation

, 158

Rationalist models

, 19–22

Reagan presidency

, 16

“Regulative” ethics

, 125

Renewed Darwinian theory (RD theory)

, 308–309

Resourceful, Evaluative, Maximizing Model (REMM)

, 299, 300, 301, 304–305, 306–307, 315

Respondeat superior, doctrine of

, 136

Responsibility principle

, 41–42

Responsible leadership

, 262, 264–265

Responsible management

, 296

baseline model

, 307–308

dignity as universal threshold

, 311–312

future streams of research

, 315–317

humanistic extension

, 308–311

humanistic model for

, 306–317

and humanistic paradigm

, 313–315

well-being as ultimate objective

, 312–313

Robots

, 40

Roman Catholic Church

, 43–44

Sarbanes-Oxley Act

, 89

Scapegoat

AI as

, 52–56

argument

, 53–56

Securities and Exchange Commission (SEC)

, 226

Self-chosen ethical principles

, 158–159

Self-regulation

, 264, 268–277, 269–273

Selfish behavior

, 304

Sense-making

, 93

See also Meaning-making

Shareholder profit maximization

, 45

Sharing economy

, 36–37

Simulation theory

, 277–278

Situational factor

, 159–160

Social cognitive neuroscience

, 262–264, 266–267

contribution to ethical leadership

, 282–286

and ethical leadership

, 267–282

leading others

, 280–282

self-reflection and self-regulation

, 268–277

theory of mind and empathy

, 277–280

Social constructions

, 242

Social information processing

, 104–108

theory

, 95–96

Social intuitionist model (SIM)

, 20, 160–161

reasoning

, 156–157, 160–161

Social Issues in Management

, 19

Social normalization of deviance

, 21

Social norms

, 37–38, 190–191

Social perspective

, 182

Social responsibility ethic

, 6

Social scientific approach

, 5

Social scientific study of ethics

, 244–245

Social-contract Legalistic Orientation

, 158–159

Socialists

, 214

Sociality

, 300–301

of human nature

, 309

Socialization

, 21

Society for Business Ethics

, 19

“Socrates Jailer” archetype

, 227

“Sophist” archetype

, 216

Sophisticated act-consequentialism

, 132

Soviet political–economic system

, 215

Stakeholder

engagement

, 313

groups

, 218–219

Structural equation modeling (SEM)

, 338

“Superego” component

, 182

Systematic unethical behavior

, 219

TaskRabbit

, 36–37

Technological unemployment

, 39–42

societal remedies for

, 42

Theory of mind (TOM)

, 264, 277–280

Thinking machine’s algorithms

, 50

Third-way solutions

, 46–48

Thomist idea

, 43–44

Thomistic VE in business and encyclical developments

, 72–74

Too much of good thing effect (TMGT effect)

, 246–247

Top-down forcing methods

, 227–229

Transcranial magnetic stimulation (TMS)

, 267–268

Transparency International

, 217

Treasury and Federal Reserve rules

, 228

Trickle-down effects

, 89

of ethical leadership

, 96

theoretical background

, 91

Trickle-down model

, 90

Trickle-down phenomenon

, 91–93

Trust

, 264, 280–282

trust-based argument

, 51–52

Two-factor model

, 336

Uber

, 36–37

Ultima ratio

, 305–306

Unethical behavior

, 5, 197–198, 212, 227

Unethical leadership

, 88

analysis

, 102

attribution theory

, 108–109

coding methods

, 102–104

data validation and triangulation

, 101

interview protocol

, 100–101

methodological rigor

, 101–102

methodology

, 98–99

in organizations

, 89

participants

, 100

social information processing

, 104–108

strengths and limitations

, 114–115

theoretical background

, 91

top-level presentation of codes and categories

, 103

trickle-down effects

, 89

Unethical organizational behaviors

, 212–213

macro-level environmental obstacles

, 219–222

meso-level organizational obstacles to engagement

, 216–219

micro-level individual obstacles

, 213–216

observer engagement methods

, 222–231

obstacles to observer engagement with

, 213–222

Unethical organizational cultures

, 216

Universal Ethical Principle Orientation

, 158–159

US financial crisis (2008)

, 219

US Securities and Exchange Commission

, 7–8

“Us-versus-them” mentality

, 189

Utilitarianism

, 163

Virtue ethics (VE)

, 68–71

research opportunities

, 78–81

sources

, 71–76

themes in business

, 76–78

theory of firm

, 77–78

theory of work

, 76–77

Virtue-based approach

, 246–247

Watergate scandal

, 7–9

Wealth of Nations, The (Smith)

, 312–313

Wells Fargo scandal

, 90

Win–win incentive and ethics networking methods

, 224–225

Work, theory of

, 76–77

Worker-owned companies

, 46

WorldCom crisis (2002)

, 297–298

Zoon politikon

, 70, 309