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Ethics in Practice: What Are Managers Really Doing?


  • Betty Velthouse


  • Yener Kandogan


No abstract is available for this item.

Suggested Citation

  • Betty Velthouse & Yener Kandogan, 2007. "Ethics in Practice: What Are Managers Really Doing?," Journal of Business Ethics, Springer, vol. 70(2), pages 151-163, January.
  • Handle: RePEc:kap:jbuset:v:70:y:2007:i:2:p:151-163
    DOI: 10.1007/s10551-006-9102-9

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    References listed on IDEAS

    1. J.J. Graafland & S.C.W. Eijffinger, 2004. "Corporate social responsibility of Dutch companies: Benchmarking, transparency and robustness," De Economist, Springer, vol. 152(3), pages 403-426, September.
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    Cited by:

    1. Jamie Collins & Klaus Uhlenbruck & Peter Rodriguez, 2009. "Why Firms Engage in Corruption: A Top Management Perspective," Journal of Business Ethics, Springer, vol. 87(1), pages 89-108, June.
    2. Janet Kottke & Kathie Pelletier, 2013. "Measuring and Differentiating Perceptions of Supervisor and Top Leader Ethics," Journal of Business Ethics, Springer, vol. 113(3), pages 415-428, March.
    3. Isabel-María García-Sánchez & Luis Rodríguez-Domínguez & José-Valeriano Frías-Aceituno, 2015. "Board of Directors and Ethics Codes in Different Corporate Governance Systems," Journal of Business Ethics, Springer, vol. 131(3), pages 681-698, October.


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