Create a detailed outline for your research paper on Ethics and Organizational Culture.

Annotated Bibliography for Ethics and Organizational Culture Research Paper

Organizational Culture and Support

(1) Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533-540.

Organizational ethics focuses on the ethics found in an organization. It has a relation to the process and approach through which an organization responds to both external and internal stimulus. Organizational ethics possesses an interdependent status when it comes to the culture of an organization. It focuses on the behavioral traits found in an organization. It forms a well-connected strategy in the success of industrial and organizational psychology (Ofori, 2009). It operates well by implementing business ethics from a micro and macro perspectives. It motivates the development of an organization towards the desired direction by the management.

(2) Lund, D. (2003). Organizational culture and job satisfaction. Journal of business & industrial marketing, 18(3), 219-236.

Organizational ethics does not have a major relation to the implementation of corporate ethics. It has a major focus on values found in an organization. It lacks any influence from the regulations and laws governing an organization. Organizational ethics has a diverse status in the various relations found in an organization. It defines the relations of the various stakeholders in an organization and elaborates several departments into the achievement of the goals of an organization (Lund, 2003). Organizational ethics serves as an engine in putting different morals together to establish harmony in the operations of an organization.

(3) Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), 592-599.

Ethics may be values and principles employed by people in the governing of actions and decisions. It comprises of several interests and backgrounds united using a common platform. The individuals in the organization work together using predefined objectives and goals. Principles that govern an organization tends to contain a code of ethics that guide an organization in its different areas such as policies, programs, and decisions (Silverthorne, 2004). The cultural status of an organization comprises of several stakeholders that have influenced development in their professional environment.

(4) Homburg, C., & Pflesser, C. (2000). A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes. Journal of marketing research, 37(4), 449-462.

In any organizational, ethical culture may be perceived as a slice of the whole culture of the organization. Culture focuses on the representation of the ways people do things. On the other hand, ethical culture has representation on the things done in the organization with a relation to ethical behavior in its professional environment. The ethical culture focuses on the representation of the ethics personality (Homburg & Pflesser, 2000). From an ethical perspective, an organization needs to create a sustainable, ethical culture to establish an organization focusing on assisting people through ethical behavioral traits and decisions.

(5) Kwantes, C., & Boglarsky, C. (2007). Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries. Journal of International management, 13(2), 204-230.

There are several factors that influence factors and forces involved in making ethical shortcuts. Ethical decision-making pushes people towards one direction. However, an organization that pushes individuals towards the same ethical direction, an ethical failure tends to occur. Ethical culture needs to be about multi-system framework working under an informal and formal system to motivate a moral perspective (Kwantes & Boglarsky, 2007). Ethical culture needs to be used for the positive status of the organization and for the employees to discover and implement their potential in the workplace.

(6) Sarros, J., Cooper, B., & Santora, J. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158.

Leadership plays a crucial role in motivating ethical culture both from an informal and formal views. The leaders provide the right resources to implement programs and structures that influence ethics. The leaders’ behavioral traits act as role models in the implementation authority structures, training, orientation, codes, policies, and selection systems. When it comes to the informal side of the organization, the daily behavioral norms, rituals, and the heroes serve as the nutrients to serve the organization’s objectives (Sarros, Cooper, & Santora, 2008). Leaders ensure that the ethical status of the organization is put into place and that the organization operates under one moral conduct.

(7) Tellis, G., Prabhu, J., & Chandy, R. (2009). Radical innovation across nations: The preeminence of corporate culture. Journal of marketing, 73(1), 3-23.

Many organizations possess both unspoken and spoken laws about how to act in any given environments. The rules and regulations focus on the perceived attitudes, attire, and behavioral traits towards the public, customers, and other colleagues. For any individual with an experience of working for different organizations that operate in the same market, they know that they have different professional environments governed by unique ethical standards and conducts (Tellis, Prabhu, & Chandy, 2009). The organizations possess different cultures that may function parallel to their objectives, goals, and implementation of strategies.

(8) Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of vocational behavior, 61(1), 20-52.

The various cultural expectations and norms found in the environment of an organization may not necessarily exist in writing but may be experienced through the conditions found in the professional environment of the organization (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002). Some of the organizations in the market may highlight different values and morals that greatly impact on decision making as compared to others. The ethical guidelines found in organizations may impact behavioral status in some organizations and not in others. Some organizations tend to be gracious and hospitable as compared to others.

(9) Jaskyte, K. (2004). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations. Nonprofit Management and Leadership, 15(2), 153-168.

Research conducted by several authors and scholars suggest that people tend to model the behavioral traits of others. The leaders in an organization tend to come up with rules and regulations to influence those below them (Jaskyte, 2004). When the organizational management comes up with the rules and regulations, they tend to focus on their objectives as compared to the goals of those under them. The leaders need to act in a positive and influential manner to enable them to focus on building a highly ethical and moral status of the organization.

(10) Zheng, W., Yang, B., & McLean, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.

Observational learning is an important factor in defining the different morals and ethical status in an organization. It comprises of retention, motivation, reproduction, and attention as key components. The above occurs with the assistance of observational modelling. The leaders and employees of an organization should remember the behavior of the above-stated factors, and reproduce them to influence positive motivation in the professional environment (Zheng, Yang, & McLean, 2010). The management of an organization should implement and demonstrate the standards of the morals in the professional environment beyond reproach.

References

Homburg, C., & Pflesser, C. (2000). A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes. Journal of marketing research, 37(4), 449-462.

Jaskyte, K. (2004). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations. Nonprofit Management and Leadership, 15(2), 153-168.

Kwantes, C., & Boglarsky, C. (2007). Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries. Journal of International management, 13(2), 204-230.

Lund, D. (2003). Organizational culture and job satisfaction. Journal of business & industrial marketing, 18(3), 219-236.

Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of vocational behavior, 61(1), 20-52.

Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533-540.

Sarros, J., Cooper, B., & Santora, J. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158.

Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), 592-599.

Tellis, G., Prabhu, J., & Chandy, R. (2009). Radical innovation across nations: The preeminence of corporate culture. Journal of marketing, 73(1), 3-23.

Zheng, W., Yang, B., & McLean, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.