Many models of (un)ethical decision making assume that people decide rationally and are in principle able to evaluate their decisions from a moral point of view. However, people might behave unethically without being aware of it. They are ethically blind. Adopting a sensemaking approach, we argue that ethical blindness results from a complex interplay between individual sensemaking activities and context factors. Copyright Springer Science+Business Media B.V. 2012
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- Patricia Werhane & Laura Hartman & Dennis Moberg & Elaine Englehardt & Michael Pritchard & Bidhan Parmar, 2011. "Social Constructivism, Mental Models, and Problems of Obedience," Journal of Business Ethics, Springer, vol. 100(1), pages 103-118, April.
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- Jost, John T. & Blount, Sally & Pfeffer, Jeffrey & Hunyady, Gyorgy, 2003. "Fair Market Ideology: Its Cognitive-Motivational Underpinnings," Research Papers 1816, Stanford University, Graduate School of Business.
- Roselie McDevitt & Catherine Giapponi & Cheryl Tromley, 2007. "A Model of Ethical Decision Making: The Integration of Process and Content," Journal of Business Ethics, Springer, vol. 73(2), pages 219-229, June.
- Peter Fleming & Stelios C. Zyglidopoulos, 2008. "The Escalation of Deception in Organizations," Journal of Business Ethics, Springer, vol. 81(4), pages 837-850, September.
- Lars-Eric Petersen & Franciska Krings, 2009. "Are Ethical Codes of Conduct Toothless Tigers for Dealing with Employment Discrimination?," Journal of Business Ethics, Springer, vol. 85(4), pages 501-514, April.
- Niki A. Nieuwenboer & Muel Kaptein, 2008. "Spiraling Down into Corruption: A Dynamic Analysis of the Social Identity Processes that Cause Corruption in Organizations to Grow," Journal of Business Ethics, Springer, vol. 83(2), pages 133-146, December.
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