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Doing as they would do: How the perceived ethical preferences of third-party beneficiaries impact ethical decision-making

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  • Wiltermuth, Scott S.
  • Bennett, Victor M.
  • Pierce, Lamar

Abstract

Although unethical behavior often benefits third-parties not directly complicit in the misconduct, not all beneficiaries welcome these ill-gotten benefits. We investigate whether actors consider the ethical preferences of potential beneficiaries or rely solely on their own ethical predispositions when making decisions that affect others. Three studies demonstrate that the perceived ethical preferences of these beneficiaries can substantially influence the likelihood that actors behave unethically on their behalves. These studies show that actors consider the ethical preferences of beneficiaries only when their own ethical disposition is outcome-based.

Suggested Citation

  • Wiltermuth, Scott S. & Bennett, Victor M. & Pierce, Lamar, 2013. "Doing as they would do: How the perceived ethical preferences of third-party beneficiaries impact ethical decision-making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 280-290.
    • Handle: RePEc:eee:jobhdp:v:122:y:2013:i:2:p:280-290
    DOI: 10.1016/j.obhdp.2013.10.001
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    References listed on IDEAS

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    Cited by:

    1. Lamar Pierce & Jason Snyder, 2015. "Unethical Demand and Employee Turnover," Journal of Business Ethics, Springer, vol. 131(4), pages 853-869, November.
    2. Kouchaki, Maryam & Kray, Laura J., 2018. "“I won't let you down:” Personal ethical lapses arising from women’s advocating for others," Organizational Behavior and Human Decision Processes, Elsevier, vol. 147(C), pages 147-157.
    3. Peter E. Mudrack & E. Sharon Mason, 2019. "Utilitarian Traits and the Janus-Headed Model: Origins, Meaning, and Interpretation," Journal of Business Ethics, Springer, vol. 156(1), pages 227-240, April.
    4. Hildreth, John Angus D. & Gino, Francesca & Bazerman, Max, 2016. "Blind loyalty? When group loyalty makes us see evil or engage in it," Organizational Behavior and Human Decision Processes, Elsevier, vol. 132(C), pages 16-36.
    5. Bitterly, T. Bradford & Schweitzer, Maurice E., 2019. "The impression management benefits of humorous self-disclosures: How humor influences perceptions of veracity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 151(C), pages 73-89.
    6. Kennedy, Jessica A. & Schweitzer, Maurice E., 2018. "Building trust by tearing others down: When accusing others of unethical behavior engenders trust," Organizational Behavior and Human Decision Processes, Elsevier, vol. 149(C), pages 111-128.
    7. Kevin J. Johnson & Joé T. Martineau & Saouré Kouamé & Gokhan Turgut & Serge Poisson-de-Haro, 2018. "On the Unethical Use of Privileged Information in Strategic Decision-Making: The Effects of Peers’ Ethicality, Perceived Cohesion, and Team Performance," Journal of Business Ethics, Springer, vol. 152(4), pages 917-929, November.
    8. Bradford Baker & Rellie Derfler-Rozin & Marko Pitesa & Michael Johnson, 2019. "Stock Market Responses to Unethical Behavior in Organizations: An Organizational Context Model," Organization Science, INFORMS, vol. 30(2), pages 319-336, March.

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