Compliant sinners, obstinate saints: How power and self-focus determine the effectiveness of social influences in ethical decision making

Marko Pitesa () and Stefan Thau ()
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Marko Pitesa: EESC-GEM Grenoble Ecole de Management
Stefan Thau: LBS - London Business School - London Business School

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Abstract: In this research, we examine when and why organizational environments influence how employees respond to moral issues. Past research proposed that social influences in organizations affect employees' ethical decision making, but did not explain when and why some individuals are affected by the organizational environment and some disregard it. To address this problem, we drew on research on power to propose that power makes people more self-focused, which, in turn, makes them more likely to act upon their preferences and ignore (un)ethical social influences. Using both experimental and field methods, we tested our model across the three main paradigms of social influence: informational influence (Study 1 and 2), normative influence (Study 3), and compliance (Study 4). Results offer converging evidence for our theory.

Keywords: ethical decision making; power; social influences; self-focus (search for similar items in EconPapers)
Date: 2013-06-03
New Economics Papers: this item is included in nep-cdm, nep-exp and nep-hrm
Note: View the original document on HAL open archive server: http://hal.grenoble-em.com/hal-00814614v2
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Citations: View citations in EconPapers (24)

Published in Academy of Management Journal, 2013, 56 (3), pp.635-658. ⟨10.5465/amj.2011.0891⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00814614

DOI: 10.5465/amj.2011.0891

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