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Are Employees Safer When the CEO Looks Greedy?

Author

Listed:
  • Don O’Sullivan

    (Melbourne Business School, University of Melbourne)

  • Leon Zolotoy

    (University of Melbourne)

  • Madhu Veeraraghavan

    (TA Pai Management Institute)

  • Jennifer R. Overbeck

    (University of Melbourne)

Abstract

In this study, we explore the relationship between perceived CEO greed and workplace safety. Drawing on insights from the social psychology literature, we theorize that CEOs are cognizant that their perceived greed has implications for how observers respond to failures in workplace safety. Our theorizing points to a somewhat counterintuitive positive relationship between perceived CEO greed and workplace safety. Consistent with our theorizing, we find that the relationship is attenuated when the CEO is insulated from how observers respond to firm conduct and is amplified when the CEO’s characteristics have a larger impact on how observers respond to adverse firm-level events. We contribute to business ethics research on executive greed, on the relationship between CEO traits and (ir)responsible corporate conduct, and on the antecedents of workplace safety.

Suggested Citation

  • Don O’Sullivan & Leon Zolotoy & Madhu Veeraraghavan & Jennifer R. Overbeck, 2025. "Are Employees Safer When the CEO Looks Greedy?," Journal of Business Ethics, Springer, vol. 198(3), pages 655-673, May.
    • Handle: RePEc:kap:jbuset:v:198:y:2025:i:3:d:10.1007_s10551-024-05820-x
    DOI: 10.1007/s10551-024-05820-x
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