The management of ethical dilemmas by Australian executives: Is what's said and what's done aligned?
World Business Institute Australia
School of Business and Law
Central to the empirical research on ethical-decision making is that moral behaviour is predicated on individuals’ awareness and recognition of a moral issue (Butterfield et al., 2000; Reynolds, 2006). This research explored the management of ethical dilemmas experienced by Australian executives. It compared how executives responded to dilemmas they actually experienced compared to their intended response to a hypothetical vignette presented in semi-structured face-to-face interviews. The findings suggest that there are key differences in how executives respond to their own dilemmas compared to a hypothetical situation. This paper introduces a background to the research, literature review, data collection methods and research methodology. It concludes with a discussion on the research findings and a summary and conclusions.
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