Chapter 2: On The Causes and Conditions of Moral Behavior: Why is this All We know?

As a result of the many scandals that have recently hit the headlines, organizations are becoming increasingly aware of the role that moral¹ behavior plays in creating a successful business. A recent review of the literature on ethical decision-making by Treviño, Weaver and Reynolds (2006) found that a great deal of research has been conducted on the topic. Moreover, a recent meta-analysis of this body of work (Gephardt, Harrison, & Treviño, 2007) indicates that the field has identified many specific personality traits and organizational conditions that are able to foster more moral behavior. To be specific, Gephardt, Harrison and Treviño's (2007) findings show that individuals higher in cognitive moral development, lower in Machiavellianism, with a more internal locus of control, a less relativistic moral philosophy, and higher job satisfaction are less likely to plan and enact unethical behaviors in the workplace. Furthermore, in organizations with benevolent climates, strong ethical cultures, and (enforced) codes of conduct, fewer unethical choices occur.