Corporate Ethical Codes: Effective Instruments For Influencing Behavior

This paper reviews studies of corporate ethical codes published since 2000 and concludes that codes be can effective instruments for shaping ethical behavior and guiding employee decision-making. Culture and effective communication are key components to a code’s success. If codes are embedded in the culture and embraced by the leaders, they are likely to be successful. Communicating the code’s precepts in an effective way is crucial to its success. Discussion between employees and management is a key component of successful ethical codes.

[1]  M. Kaptein,et al.  The Balanced Company: A Theory of Corporate Integrity , 2002 .

[2]  M. Healy,et al.  The Establishment and Enforcement of Codes , 2002 .

[3]  Robert E. Quinn,et al.  Building the Bridge as You Walk on It: A Guide for Leading Change , 2004 .

[4]  Donald R. Cressey,et al.  Managerial Values and Corporate Codes of Ethics , 1983 .

[5]  Bodo B. Schlegelmilch,et al.  Do Corporate Codes of Ethics Reflect National Character? Evidence from Europe and the United States , 1990 .

[6]  Lisa K. Gundry,et al.  Does Trust Matter? The Relationship Between Equity Sensitivity and Perceived Organizational Justice , 2005 .

[7]  Einar Marnburg The Behavioural Effects Of Corporate Ethical Codes: Empirical Findings And Discussion , 2000 .

[8]  B. Mckibben Enough: Staying Human in an Engineered Age , 2003 .

[9]  Steven Scalet,et al.  Prisoner’s Dilemmas, Cooperative Norms, and Codes of Business Ethics , 2006 .

[10]  M. Schwartz Why Ethical Codes Constitute an Unconscionable Regression , 2000 .

[11]  Mark S. Schwartz,et al.  Effective Corporate Codes of Ethics: Perceptions of Code Users , 2004 .

[12]  Betsy Stevens,et al.  An analysis of corporate ethical code studies: “Where do we go from here?” , 1994 .

[13]  R. Ford,et al.  Ethical decision making: A review of the empirical literature , 1994 .

[14]  Mark S. Schwartz,et al.  The Nature of the Relationship between Corporate Codes of Ethics and Behaviour , 2001 .

[15]  Kenneth J. Smith,et al.  Opening the Black Box: Corporate Codes of Ethics in Their Organizational Context , 1997 .

[16]  M. Barry WHY ETHICS & COMPLIANCE PROGRAMS CAN FAIL , 2002 .

[17]  S. Vitell,et al.  ‘The Impact of Corporate Ethical Values and Enforcement of Ethical Codes on the Perceived Importance of Ethics in Business: A Comparison of U.S. and Spanish Managers’ , 2006 .

[18]  Diana C. Robertson,et al.  Corporate Ethics Initiatives As Social Control , 1997 .

[19]  Avshalom M. Adam,et al.  The Methods Used to Implement an Ethical Code of Conduct and Employee Attitudes , 2004 .

[20]  Bruce R. Gaumnitz,et al.  A Classification Scheme for Codes of Business Ethics , 2004 .

[21]  J. Dutton,et al.  Positive organizational scholarship : foundations of a new discipline , 2003 .

[22]  Mark S. Schwartz,et al.  Tone at the Top: An Ethics Code for Directors? , 2005 .

[23]  M. Cleek,et al.  Can corporate codes of ethics influence behavior? , 1998 .

[24]  L. Treviño,et al.  Managing Ethics and Legal Compliance: What Works and What Hurts , 1999 .

[25]  Albertus Laan,et al.  Measuring the Implementation of Codes of Conduct. An Assessment Method Based on a Process Approach of the Responsible Organisation , 2003 .

[26]  J. Hughes,et al.  Why Code of Conduct Violations go Unreported: A Conceptual Framework to Guide Intervention and Future Research , 2005 .

[27]  Brendan O’Dwyer,et al.  Ethical Codes of Conduct in Irish Companies: A Survey of Code Content and Enforcement Procedures , 2006 .

[28]  G. C. Benson,et al.  Codes of ethics , 1989 .

[29]  Marie McKendall,et al.  Ethical Compliance Programs and Corporate Illegality: Testing the Assumptions of the Corporate Sentencing Guidelines , 2002 .

[30]  R. Snell,et al.  Hong Kong's Code of Ethics Initiative: Some Differences between Theory and Practice , 2004 .

[31]  Betsy Stevens,et al.  Using the Competing Values Framework to Assess Corporate Ethical Codes , 1996 .

[32]  J. Nantel,et al.  Corporate codes of ethics and sales force behavior: A case study , 1992 .

[33]  R. Sims,et al.  Enron Ethics (Or: Culture Matters More than Codes) , 2003 .

[34]  Terry W. Loe,et al.  Ethics Code Familiarity and Usefulness: Views on Idealist and Relativist Managers Under Varying Conditions of Turbulence , 2003 .

[35]  Colin Fisher Managers’ perceptions of ethical codes: dialectics and dynamics , 2001 .

[36]  Bernard J. White,et al.  Corporate Codes of Conduct , 1980 .

[37]  Mark John Somers,et al.  Ethical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values , 2001 .

[38]  R. Snell,et al.  An Evaluation of Hong Kong's Corporate Code of Ethics Initiative , 2000 .

[39]  L. J. Brooks Corporate codes of ethics , 1989 .

[40]  Muel Kaptein,et al.  Business Codes of Multinational Firms: What Do They Say? , 2004 .

[41]  Muel Kaptein,et al.  The Balanced Company , 2002 .

[42]  Keith Davis,et al.  Human Behavior at Work , 1989 .

[43]  L. Ferrell,et al.  A Review of Empirical Studies Assessing Ethical Decision Making in Business , 2000 .

[44]  A. Sobczak Codes of Conduct in Subcontracting Networks: A Labour Law Perspective , 2003 .

[45]  Barry Z. Posner,et al.  Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others , 1999 .