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Ethics Programs and the Paradox of Control

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  • Stansbury, Jason
  • Barry, Bruce

Abstract

We analyze corporate ethics programs as control systems, arguing that how control is exercised may have pernicious consequences and be morally problematic. In particular, the control cultivated by ethics programs may weaken employees’ ability and motivation to exercise their own moral judgment, especially in novel situations. We develop this argument first by examining how organization theorists analyze control as an instrument of management coordination, and by addressing the political implications of control. We discuss coercive and enabling control as variations that help account for the distinction between compliance-based ethics programs and values-based ethics programs. We then explore three potential drawbacks of ethics programs: the specter of indoctrination, a politicization of ethics, and an atrophy of competence. Ethics programs that rely on coercive control may undermine their own effectiveness at stemming misbehavior.

Suggested Citation

  • Stansbury, Jason & Barry, Bruce, 2007. "Ethics Programs and the Paradox of Control," Business Ethics Quarterly, Cambridge University Press, vol. 17(2), pages 239-261, April.
    • Handle: RePEc:cup:buetqu:v:17:y:2007:i:02:p:239-261_00
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    Cited by:

    1. Sendlhofer, Tina & Tolstoy, Daniel, 2022. "How employees shape CSR transparency: A sensemaking perspective," Journal of Business Research, Elsevier, vol. 150(C), pages 268-278.
    2. Rabiha Hassan, 2018. "Exploring the association of corporate social responsibility and employees’ organisational citizenship behaviour: A study in Pakistan," Journal of Administrative and Business Studies, Professor Dr. Usman Raja, vol. 4(1), pages 27-40.
    3. Fabrizio Zerbini, 2017. "CSR Initiatives as Market Signals: A Review and Research Agenda," Journal of Business Ethics, Springer, vol. 146(1), pages 1-23, November.
    4. Marc Vilanova & Josep Lozano & Daniel Arenas, 2009. "Exploring the Nature of the Relationship Between CSR and Competitiveness," Journal of Business Ethics, Springer, vol. 87(1), pages 57-69, April.
    5. Christian Voegtlin & Moritz Patzer & Andreas Scherer, 2012. "Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes," Journal of Business Ethics, Springer, vol. 105(1), pages 1-16, January.
    6. Christof Miska & Günter K. Stahl & Matthias Fuchs, 2018. "The Moderating Role of Context in Determining Unethical Managerial Behavior: A Case Survey," Journal of Business Ethics, Springer, vol. 153(3), pages 793-812, December.
    7. Muel Kaptein, 2009. "Ethics Programs and Ethical Culture: A Next Step in Unraveling Their Multi-Faceted Relationship," Journal of Business Ethics, Springer, vol. 89(2), pages 261-281, October.
    8. Dorothée Baumann-Pauly & Andreas Scherer, 2013. "The Organizational Implementation of Corporate Citizenship: An Assessment Tool and its Application at UN Global Compact Participants," Journal of Business Ethics, Springer, vol. 117(1), pages 1-17, September.
    9. Joé T. Martineau & Kevin J. Johnson & Thierry C. Pauchant, 2017. "The Pluralist Theory of Ethics Programs Orientations and Ideologies: An Empirical Study Anchored in Requisite Variety," Journal of Business Ethics, Springer, vol. 142(4), pages 791-815, June.
    10. Guillaume Mercier & Ghislain Deslandes, 2017. "There are no Codes, Only Interpretations. Practical Wisdom and Hermeneutics in Monastic Organizations," Journal of Business Ethics, Springer, vol. 145(4), pages 781-794, November.
    11. Patrick Haack & Andreas Scherer, 2014. "Why Sparing the Rod Does Not Spoil the Child: A Critique of the “Strict Father” Model in Transnational Governance," Journal of Business Ethics, Springer, vol. 122(2), pages 225-240, June.
    12. Helin, Sven & Jensen, Tommy & Sandström, Johan & Clegg, Stewart, 2011. "On the dark side of codes: Domination not enlightenment," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 24-33, March.
    13. Luz Esperanza Bohórquez, 2011. "Sistemas de control estratégico y organizacional. Críticas," Revista Ciencias Estratégicas, Universidad Pontificia Bolivariana, December.
    14. Muel Kaptein, 2015. "The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence," Journal of Business Ethics, Springer, vol. 132(2), pages 415-431, December.
    15. Kaptein, S.P., 2008. "Ethics Programs and Ethical Cultures: A Next Step in Unraveling their Multi-Faceted Relationship," ERIM Report Series Research in Management ERS-2008-020-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    16. Simone de Colle & Adrian Henriques & Saras Sarasvathy, 2014. "The Paradox of Corporate Social Responsibility Standards," Journal of Business Ethics, Springer, vol. 125(2), pages 177-191, December.
    17. Sebastian Goebel & Barbara E. Weißenberger, 2017. "The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance," Journal of Business Ethics, Springer, vol. 141(3), pages 505-528, March.
    18. Sara Santilli & Isabella Valbusa & Barbara Rinaldi & Maria Cristina Ginevra, 2024. "Life Satisfaction, Courage, and Career Adaptability in a Group of Italian Workers," Social Sciences, MDPI, vol. 13(2), pages 1-11, February.
    19. Anna Remišová & Anna Lašáková & Zuzana Kirchmayer, 2019. "Influence of Formal Ethics Program Components on Managerial Ethical Behavior," Journal of Business Ethics, Springer, vol. 160(1), pages 151-166, November.
    20. Guido Palazzo & Lena Rethel, 2008. "Conflicts of Interest in Financial Intermediation," Journal of Business Ethics, Springer, vol. 81(1), pages 193-207, August.
    21. Turner, Karynne L. & Monti, Alberto & Annosi, Maria Carmela, 2021. "Disentangling the effects of organizational controls on innovation," European Management Journal, Elsevier, vol. 39(1), pages 57-69.

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