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Exploring the Role Performance of Corporate Ethics Officers

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  • Henry Adobor

Abstract

Organizations continue to show renewed focus on managing their ethics programs by developing organizational infrastructures to support their ethics implementation efforts. An important part of this process has been the creation of an ethics officer position. Whether individuals appointed to the position are successful in the role or not may depend on a number of factors. This study presents a suggested framework for their effectiveness. The framework includes a focus on personal, organizational and situational factors to predict performance in the role. The study examines the complex nature of the role. These include task complexity, low task visibility, role conflict, and role ambiguity. Personal, organizational and situational factors that can serve as buffers against the complexities associated with the role are presented. The study suggests that individuals with certain competencies and orientations may be better suitable for the ethics position, and firms need to consider key organizational and situational issues critical to the performance of an ethics officer. The research and practice implications of the study are given. Copyright Springer Science+Business Media, Inc. 2006

Suggested Citation

  • Henry Adobor, 2006. "Exploring the Role Performance of Corporate Ethics Officers," Journal of Business Ethics, Springer, vol. 69(1), pages 57-75, November.
    • Handle: RePEc:kap:jbuset:v:69:y:2006:i:1:p:57-75
    DOI: 10.1007/s10551-006-9068-7
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    Cited by:

    1. Johannes Brinkmann, 2019. "The Potential Use of Sociological Perspectives for Business Ethics Teaching," Journal of Business Ethics, Springer, vol. 156(1), pages 273-287, April.
    2. Mollie Painter & Sareh Pouryousefi & Sally Hibbert & Jo-Anna Russon, 2019. "Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions," Journal of Business Ethics, Springer, vol. 155(4), pages 965-979, April.
    3. Treviño, Linda Klebe & den Nieuwenboer, Niki A. & Kreiner, Glen E. & Bishop, Derron G., 2014. "Legitimating the legitimate: A grounded theory study of legitimacy work among Ethics and Compliance Officers," Organizational Behavior and Human Decision Processes, Elsevier, vol. 123(2), pages 186-205.
    4. Oliver Laasch & Dirk Moosmayer & Elena Antonacopoulou & Stefan Schaltegger, 2020. "Constellations of Transdisciplinary Practices: A Map and Research Agenda for the Responsible Management Learning Field," Journal of Business Ethics, Springer, vol. 162(4), pages 735-757, April.
    5. Mar Pérezts & Jean-Philippe Bouilloud & Vincent Gaulejac, 2011. "Serving Two Masters: The Contradictory Organization as an Ethical Challenge for Managerial Responsibility," Journal of Business Ethics, Springer, vol. 101(1), pages 33-44, March.
    6. Silvia Gherardi & Oliver Laasch, 2022. "Responsible Management-as-Practice: Mobilizing a Posthumanist Approach," Journal of Business Ethics, Springer, vol. 181(2), pages 269-281, November.
    7. Oliver Laasch & Dirk C. Moosmayer & Elena P. Antonacopoulou, 2023. "The Interdisciplinary Responsible Management Competence Framework: An Integrative Review of Ethics, Responsibility, and Sustainability Competences," Journal of Business Ethics, Springer, vol. 187(4), pages 733-757, November.
    8. Vatt Bankoson, 2021. "Global Moral Standards as Viewed by the Thai Professionals," International Journal of Publication and Social Studies, Asian Economic and Social Society, vol. 6(1), pages 56-71, June.
    9. Daniela Salvioni, 2010. "Intangible Assets and Internal Controls in Global Companies," Symphonya. Emerging Issues in Management, University of Milano-Bicocca, issue 2 Intangi.

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