Social Influences on Ethical Behavior in Organizations

John M. Darley, David M. Messick, Tom R. Tyler

"...the purpose of this book is theory development....There are...a number of tantalizing ideas available for the academic, which provide interesting linkages among literatures on social influence, ethics, and other areas, such as marketing and even Marxism....The reader...gains an appreciation of how extensive the concept of social influence is and how many perspectives can underlie an understanding of organizational ethics."—Issues in Writing"This is an excellent book for faculty and doctoral students who are interested in a behavioral science approach to ethical conduct and the social and organizational forces that shape and affect that conduct. The chapters are written by the leading theoreticians and scholars in the field, and the overall quality of the contributions is very strong. The book can serve as an excellent review of much research that has already been done but is even more valuable for stimulating new conceptual and empirical work in this field."—Administrative Science Quarterly"...offers a fascinating array of articles that highlight a new direction in the study of ethics in organizations. At a time when corrupted audits may have played a major role in the fall of Enron and airline political influence may have opened up the skies for the September 11 terrorist strike, we clearly need new ethical guidance....we recommend this edited volume for psychologists, sociologists, ethicists, and other scholars interested in decision making, ethics, cooperation, competition, groups, and leadership. The book is provocative on both professional and personal levels, offering keen insights into the scholarly lines of inquiry pursued and also triggering self-examination of our own daily strivings to be ethical human beings."—Contemporary Psychology

• Contents: A.P. Brief, J.P. Walsh, Series Editors' Foreword. J.M. Darley, D.M. Messick, T.R. Tyler, Introduction: Social Influence and Ethics in Organizations. Part I:Social Influence in Hierarchies.H.C. Kelman, Ethical Limits on the Use of Influence in Hierarchical Relationships. R.S. Peterson, Toward a More Deontological Approach to the Ethical Use of Social Influence. J.M. Darley, The Dynamics of Authority Influence in Organizations and the Unintended Action Consequences. M.E. Roloff, G.D. Paulson, Confronting Organizational Transgressions. T.R. Tyler, Procedural Strategies for Gaining Deference: Increasing Social Harmony or Creating False Consciousness? V.L. Hamilton, Exit Ethics: The Management of Downsizing Among the Russian Officer Corps. Part II:Awareness of and Resistance to Social Influence.M.P. Miceli, J.R. Van Scotter, J.P. Near, M.T. Rehg, Responses to Perceived Organizational Wrongdoing: Do Perceiver Characteristics Matter? R.B. Cialdini, B.J. Sagarin, W.E. Rice, Training in Ethical Influence. A. Studler, D.E. Warren, Authority, Heuristics, and the Structure of Excuses. Part III:Social Influence in Groups, Networks, and Markets.R.M. Kramer, J. Wei, J. Bendor, Golden Rules and Leaden Worlds: Exploring the Limitations of Tit-for-Tat as a Social Decision Rule. A.E. Tenbrunsel, D.M. Messick, Power Asymmetries and the Ethical Atmosphere in Negotiations. T.W. Dunfee, Marketlike Morality Within Organizations.