Using organizational theory, this research study examines whether a firm's business strategy influences the ethical culture and climate within the organization, and thus explains why a firm's business strategy may ultimately contribute toward an increased risk of financial misreporting. This study develops from recent research which finds that companies following an innovative, risk-oriented Prospector business strategy are significantly more likely to experience financial reporting irregularities, despite increased audit effort levels. To examine the research question, both survey and archival methods are employed. Using a large-scale research survey, I find two subset groups of Prospector firms where a smaller (larger) group is significantly associated with a less (more) ethical culture and climate, which offer insights into why companies following a Prospector business strategy continue to experience irregularities despite auditors' efforts. Results suggest auditors may not be able to distinguish between the two sets of Prospectors and thus may direct higher audit efforts too generally at Prospector firms rather than at the smaller set of firms with less ethical cultures and climates?i.e., firms more prone to rationalizing less ethical behavior. I also find that firms pursing a second type of strategy, a transitory Reactor strategy, are consistently associated with a negative ethical culture and climate. For a subset of public companies which can be linked to archival data, I find evidence to suggest that companies with less (more) ethical climates are associated with an increased (reduced) risk of financial misreporting while controlling for incentive and opportunity factors. I continue to find evidence that companies following a Prospector business strategy are associated with greater risks of misreporting, confirming prior research. Altogether, my findings suggest several antecedents for firms experiencing greater risk of financial statement misreporting and provide evidence regarding the third leg of the auditing fraud triangle (rationalization).

The objective of this research was to perform an explorative study to identify the position of Human Resources (HR) departments in companies in South Africa as custodians of the King III code; their knowledge and understanding of the King III code; and their role within corporate governance. The HR department has the responsibility to manage corporate governance by using the King III code as guideline. The main research questions were: Does HR management know, understand, apply and have the ability to use the King III code in terms of ethical decision making and what role does the HR department play within corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents did not know, understand or use the King III code. / MCom (Industrial Psychology), North-West University, Vaal Triangle Campus, 2013

This study investigates the effects of the organizational ethical context (ethical climate and ethical culture) in Chinese enterprises on accounting professionals’ perceptions of earnings management, organizational-professional conflict (OPC) and affective organizational commitment (OC). We also test the effects of Machiavellianism on these factors, and the interactive effects of Machiavellianism and ethical context on OPC and OC. The findings, based on responses from 89 accounting professionals employed by Chinese enterprises at staff, supervisor and manager levels, indicate that in general the perceived ethical context did not affect judgments of the acceptability of earnings management. However, as anticipated, perceptions of a stronger benevolent/cosmopolitan climate (one that places more emphasis on the public interest) were associated with harsher judgments of accounting earnings management. Machiavellianism also had a marginally significant effect on judgments of accounting earnings management and a significant effect on judgments of operating earnings management, with high Machiavellians judging the actions to be more ethical. Two aspects of ethical culture, obedience to authority and ethical norms, were found to be significantly associated with organizational-professional conflict and affective organizational commitment. Contrary to our expectations, high Machiavellians appeared to be more, rather than less, sensitive to the perceived ethical context in their organization. Specifically, the perceived organizational ethical culture had a greater (lesser) impact on affective organizational commitment for high (low) Machiavellians.

This study examines the effects of organizational ethical culture, idealism, relativism and guanxi orientation on the ethical decision-making processes of professional auditors in the People’s Republic of China (PRC). It is hypothesized that auditors perceiving a positive organizational ethical culture, possessing higher (lower) degrees of idealism (relativism), and possessing lower degrees of guanxi orientation will make more ethical decisions. The findings of the study indicate that certain aspects of organizational ethical culture had a significant effect on professional auditors’ behavioural intentions, but not on their ethical judgments. Idealism had a marginally significant impact on professional auditors’ behavioral intentions, but not on their ethical judgments. Relativism did not have a significant impact on ethical judgments or behavioral intentions. Guanxi orientation had a significant effect on professional auditors’ behavioural intentions, but not on their ethical judgments. This study also explores the potential effects of demographics on PRC professional auditors’ ethical decision-making processes and the results suggest that CPA firm type (local/regional vs. international) had a significant effect on professional auditors’ behavioural intentions. The overall findings suggest that organizational ethical culture, idealism, guanxi orientation, and CPA firm type play a significant role in PRC professional auditors’ ethical decision-making processes.

Thesis (Ph. D.)--Catholic University of America, 1934. / Vita. "This examination of the philosophy and the pedagogy of ethical culture [is] from the Catholic standpoint."--P. 167. Bibliography: p. 169-176.

The objective of this research was to perform an explorative study to identify the position of Human Resources (HR) departments in companies in South Africa as custodians of the King III code; their knowledge and understanding of the King III code; and their role within corporate governance. The HR department has the responsibility to manage corporate governance by using the King III code as guideline. The main research questions were: Does HR management know, understand, apply and have the ability to use the King III code in terms of ethical decision making and what role does the HR department play within corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents did not know, understand or use the King III code. / MCom (Industrial Psychology), North-West University, Vaal Triangle Campus, 2013

Proefschrift--Groningen. / "Tot heden verschenen litteratuur der ethische beweging in Duitschland": p. [xvii]-xix. "Stellingen": p. [263]-267.

Proefschrift--Groningen. / "Tot heden verschenen litteratuur der ethische beweging in Duitschland": p.[xvii]-xix. "Stellingen": p.[263]-267.

The purpose of this paper is to explore individuals’ experiences of unethical leadership by examining it from an employee perspective. The concept of ethical leadership, organizational ethical culture, and unethical behavior guide this study together with the components of vicarious learning, and role ethically. The research question is based on three main areas, unethical leadership, unethical behavior, and ethical culture, and it follows: What are employees’experiences of unethical leadership and what does those experiences reveal about the leaders’behaviors and the organizational ethical culture? The method was through a qualitative questionnaire conducted online and through a multiple case study six informants’ experiences were explored. The findings show that all the informants perceived their leaders as not being ethical and fair, being bad roles models, and not being an example of good ethical behavior. Conclusions are that the influence of unethical leadership creates negative experiences in the informants and those experiences were presented in a range of different emotions and behaviors.

White collar corporate corruption continues to be prevalent in the United States, costing shareholders billions of dollars annually. This study of the collapse of Coudersport, PA firm, Adelphia Communications, explored how and why leadership of this prominent and successful company made unethical decisions, created an atmosphere of moral disengagement, and led to the downfall of the company. Taped interviews with 10 executives who were employed at the company during the years of its rise and demise (1996-2006) were transcribed, hand coded, and analyzed to explore the ethical culture and leadership practices at Adelphia. These insights offer a possible explanation for the behavior that resulted in the collapse of the company. The theoretical framework for this qualitative case study included ethical work climate, moral cognitive theory, and the theory of moral disengagement. Results showed that the collapse of Adelphia was enabled by intense family control, low empowerment, and extreme greed and entitlement on the part of the founders who never made a clear business transition from being family-owned to a publicly-traded corporation. Additionally, proper oversight by the board and outside auditors was lacking. These findings may contribute to positive social change in the areas of ethical training and in creating and operationalizing corporate values in day-to-day decision making in the corporate environment. These findings also suggest further need for new legislative issues beyond existing law to hold external consultants involved in fiduciary responsibility more accountable.