Running head: BIB. FOR ETHICS AND ORGANIZATIONAL CULTURE 1 BIB. FOR ETHICS AND ORGANIZATIONAL CULTURE 8 Annotated Bibliography for Ethics and Organizational Culture Research Paper Organizational Culture and Support (1) Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533-540. Organizational ethics focuses on the ethics found in an organization. It has a relation to the process and approach through which an organization responds to both external and internal stimulus. Organizational ethics possesses an interdependent status when it comes to the culture of an organization. It focuses on the behavioral traits found in an organization. It forms a well-connected strategy in the success of industrial and organizational psychology (Ofori, 2009). It operates well by implementing business ethics from a micro and macro perspectives. It motivates the development of an organization towards the desired direction by the management. (2) Lund, D. (2003). Organizational culture and job satisfaction. Journal of business & industrial marketing, 18(3), 219-236. Organizational ethics does not have a major relation to the implementation of corporate ethics. It has a major focus on values found in an organization. It lacks any influence from the regulations and laws governing an organization. Organizational ethics has a diverse status in the various relations found in an organization. It defines the relations of the various stakeholders in an organization and elaborates several departments into the achievement of the goals of an organization (Lund, 2003). Organizational ethics serves as an engine in putting different morals together to establish harmony in the operations of an organization. (3) Silverthorne, C. (2004). The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan. Leadership & Organization Development Journal, 25(7), 592-599. Ethics may be values and principles employed by people in the governing of actions and decisions. It comprises of several interests and backgrounds united using a common platform. The individuals in the organization work together using predefined objectives and goals. Principles that govern an organization tends to contain a code of ethics that guide an organization in its different areas such as policies, programs, and decisions (Silverthorne, 2004). The cultural status of an organization comprises of several stakeholders that have influenced development in their professional environment. (4) Homburg, C., & Pflesser, C. (2000). A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes. Journal of marketing research, 37(4), 449-462. In any organizational, ethical culture may be perceiv ...

1. Running head: BIB. FOR ETHICS AND ORGANIZATIONAL
CULTURE 1
BIB. FOR ETHICS AND ORGANIZATIONAL CULTURE
8
Annotated Bibliography for Ethics and Organizational Culture
Research Paper
Organizational Culture and Support
(1) Ofori, G. (2009). Ethical leadership: Examining the
relationships with full range leadership model, employee
outcomes, and organizational culture. Journal of Business
Ethics, 90(4), 533-540.
Organizational ethics focuses on the ethics found in an
organization. It has a relation to the process and approach
through which an organization responds to both external and
internal stimulus. Organizational ethics possesses an
interdependent status when it comes to the culture of an
organization. It focuses on the behavioral traits found in an
organization. It forms a well-connected strategy in the success
of industrial and organizational psychology (Ofori, 2009). It
operates well by implementing business ethics from a micro and
macro perspectives. It motivates the development of an
organization towards the desired direction by the management.
(2) Lund, D. (2003). Organizational culture and job satisfaction.
Journal of business & industrial marketing, 18(3), 219-236.
Organizational ethics does not have a major relation to the
implementation of corporate ethics. It has a major focus on

2. values found in an organization. It lacks any influence from the
regulations and laws governing an organization. Organizational
ethics has a diverse status in the various relations found in an
organization. It defines the relations of the various stakeholders
in an organization and elaborates several departments into the
achievement of the goals of an organization (Lund, 2003).
Organizational ethics serves as an engine in putting different
morals together to establish harmony in the operations of an
organization.
(3) Silverthorne, C. (2004). The impact of organizational
culture and person-organization fit on organizational
commitment and job satisfaction in Taiwan. Leadership &
Organization Development Journal, 25(7), 592-599.
Ethics may be values and principles employed by people in the
governing of actions and decisions. It comprises of several
interests and backgrounds united using a common platform. The
individuals in the organization work together using predefined
objectives and goals. Principles that govern an organization
tends to contain a code of ethics that guide an organization in
its different areas such as policies, programs, and decisions
(Silverthorne, 2004). The cultural status of an organization
comprises of several stakeholders that have influenced
development in their professional environment.
(4) Homburg, C., & Pflesser, C. (2000). A multiple-layer model
of market-oriented organizational culture: Measurement issues
and performance outcomes. Journal of marketing research,
37(4), 449-462.
In any organizational, ethical culture may be perceived as a
slice of the whole culture of the organization. Culture focuses
on the representation of the ways people do things. On the other
hand, ethical culture has representation on the things done in

3. the organization with a relation to ethical behavior in its
professional environment. The ethical culture focuses on the
representation of the ethics personality (Homburg & Pflesser,
2000). From an ethical perspective, an organization needs to
create a sustainable, ethical culture to establish an organization
focusing on assisting people through ethical behavioral traits
and decisions.
(5) Kwantes, C., & Boglarsky, C. (2007). Perceptions of
organizational culture, leadership effectiveness and personal
effectiveness across six countries. Journal of International
management, 13(2), 204-230.
There are several factors that influence factors and forces
involved in making ethical shortcuts. Ethical decision-making
pushes people towards one direction. However, an organization
that pushes individuals towards the same ethical direction, an
ethical failure tends to occur. Ethical culture needs to be about
multi-system framework working under an informal and formal
system to motivate a moral perspective (Kwantes & Boglarsky,
2007). Ethical culture needs to be used for the positive status of
the organization and for the employees to discover and
implement their potential in the workplace.
(6) Sarros, J., Cooper, B., & Santora, J. (2008). Building a
climate for innovation through transformational leadership and
organizational culture. Journal of Leadership & Organizational
Studies, 15(2), 145-158.
Leadership plays a crucial role in motivating ethical culture
both from an informal and formal views. The leaders provide
the right resources to implement programs and structures that
influence ethics. The leaders’ behavioral traits act as role
models in the implementation authority structures, training,
orientation, codes, policies, and selection systems. When it
comes to the informal side of the organization, the daily

4. behavioral norms, rituals, and the heroes serve as the nutrients
to serve the organization’s objectives (Sarros, Cooper, &
Santora, 2008). Leaders ensure that the ethical status of the
organization is put into place and that the organization operates
under one moral conduct.
(7) Tellis, G., Prabhu, J., & Chandy, R. (2009). Radical
innovation across nations: The preeminence of corporate
culture. Journal of marketing, 73(1), 3-23.
Many organizations possess both unspoken and spoken laws
about how to act in any given environments. The rules and
regulations focus on the perceived attitudes, attire, and
behavioral traits towards the public, customers, and other
colleagues. For any individual with an experience of working
for different organizations that operate in the same market, they
know that they have different professional environments
governed by unique ethical standards and conducts (Tellis,
Prabhu, & Chandy, 2009). The organizations possess different
cultures that may function parallel to their objectives, goals,
and implementation of strategies.
(8) Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L.
(2002). Affective, continuance, and normative commitment to
the organization: A meta-analysis of antecedents, correlates,
and consequences. Journal of vocational behavior, 61(1), 20-52.
The various cultural expectations and norms found in the
environment of an organization may not necessarily exist in
writing but may be experienced through the conditions found in
the professional environment of the organization (Meyer,
Stanley, Herscovitch, & Topolnytsky, 2002). Some of the
organizations in the market may highlight different values and
morals that greatly impact on decision making as compared to
others. The ethical guidelines found in organizations may
impact behavioral status in some organizations and not in

5. others. Some organizations tend to be gracious and hospitable
as compared to others.
(9) Jaskyte, K. (2004). Transformational leadership,
organizational culture, and innovativeness in nonprofit
organizations. Nonprofit Management and Leadership, 15(2),
153-168.
Research conducted by several authors and scholars suggest that
people tend to model the behavioral traits of others. The leaders
in an organization tend to come up with rules and regulations to
influence those below them (Jaskyte, 2004). When the
organizational management comes up with the rules and
regulations, they tend to focus on their objectives as compared
to the goals of those under them. The leaders need to act in a
positive and influential manner to enable them to focus on
building a highly ethical and moral status of the organization.
(10) Zheng, W., Yang, B., & McLean, G. (2010). Linking
organizational culture, structure, strategy, and organizational
effectiveness: Mediating role of knowledge management.
Journal of Business research, 63(7), 763-771.
Observational learning is an important factor in defining the
different morals and ethical status in an organization. It
comprises of retention, motivation, reproduction, and attention
as key components. The above occurs with the assistance of
observational modelling. The leaders and employees of an
organization should remember the behavior of the above-stated
factors, and reproduce them to influence positive motivation in
the professional environment (Zheng, Yang, & McLean, 2010).
The management of an organization should implement and
demonstrate the standards of the morals in the professional
environment beyond reproach.
References

6. Homburg, C., & Pflesser, C. (2000). A multiple-layer model of
market-oriented organizational culture: Measurement issues and
performance outcomes. Journal of marketing research, 37(4),
449-462.
Jaskyte, K. (2004). Transformational leadership, organizational
culture, and innovativeness in nonprofit organizations.
Nonprofit Management and Leadership, 15(2), 153-168.
Kwantes, C., & Boglarsky, C. (2007). Perceptions of
organizational culture, leadership effectiveness and personal
effectiveness across six countries. Journal of International
management, 13(2), 204-230.
Lund, D. (2003). Organizational culture and job satisfaction.
Journal of business & industrial marketing, 18(3), 219-236.
Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L.
(2002). Affective, continuance, and normative commitment to
the organization: A meta-analysis of antecedents, correlates,
and consequences. Journal of vocational behavior, 61(1), 20-52.
Ofori, G. (2009). Ethical leadership: Examining the
relationships with full range leadership model, employee
outcomes, and organizational culture. Journal of Business
Ethics, 90(4), 533-540.
Sarros, J., Cooper, B., & Santora, J. (2008). Building a climate
for innovation through transformational leadership and
organizational culture. Journal of Leadership & Organizational
Studies, 15(2), 145-158.
Silverthorne, C. (2004). The impact of organizational culture
and person-organization fit on organizational commitment and
job satisfaction in Taiwan. Leadership & Organization
Development Journal, 25(7), 592-599.

7. Tellis, G., Prabhu, J., & Chandy, R. (2009). Radical innovation
across nations: The preeminence of corporate culture. Journal of
marketing, 73(1), 3-23.
Zheng, W., Yang, B., & McLean, G. (2010). Linking
organizational culture, structure, strategy, and organizational
effectiveness: Mediating role of knowledge management.
Journal of Business research, 63(7), 763-771.