{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,1,12]],"date-time":"2026-01-12T04:23:41Z","timestamp":1768191821705,"version":"3.49.0"},"reference-count":30,"publisher":"Emerald","issue":"2","license":[{"start":{"date-parts":[[2004,4,1]],"date-time":"2004-04-01T00:00:00Z","timestamp":1080777600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2004,4,1]]},"abstract":"<jats:p>Assesses the extent to which organizational ethics codes, credos and policies are implemented by managers and supervisors in their work. Further identifies and assesses the principal factors that determined the level of consonance between stated ethical policies and values, and their actual practice. Supports and extends previous observations that simply having ethical codes and policies does not guarantee ethical practices throughout the organization. To become a genuinely ethical organization \u2013 an important success factor in today's environment \u2013 a comprehensive approach and investment in ethical safeguards is needed and should be regarded as a dimension of decision making alongside quality standards, performance, profitability and other strategic considerations.<\/jats:p>","DOI":"10.1108\/09685220410530780","type":"journal-article","created":{"date-parts":[[2004,4,21]],"date-time":"2004-04-21T08:11:52Z","timestamp":1082535112000},"page":"146-153","source":"Crossref","is-referenced-by-count":16,"title":["How well are corporate ethics codes and policies applied in the trenches?"],"prefix":"10.1108","volume":"12","author":[{"given":"Thomas J.","family":"von der Embse","sequence":"first","affiliation":[]},{"given":"Mayur S.","family":"Desai","sequence":"additional","affiliation":[]},{"given":"Seema","family":"Desai","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022020420154925300_b1","unstructured":"Berglas, S. (1997), \u201cLiar, liar, pants on fire\u201d, Citation, Inc., Vol. 19 No. 11, p. 33."},{"key":"key2022020420154925300_b2","doi-asserted-by":"crossref","unstructured":"Boyer, E.P. and Webb, T.G. (1992), \u201cEthics and diversity: a correlation enhanced through corporate communications\u201d, IEEE Transactions on Professional Communication, Vol. 35, pp. 38\u201043.","DOI":"10.1109\/47.126938"},{"key":"key2022020420154925300_b3","doi-asserted-by":"crossref","unstructured":"Brass, D.J., Butterfield, K.D. and Skaggs, B.C. (1998), \u201cRelationships and unethical behavior: a social network perspective\u201d, Academy of Management Review, Vol. 23 No. 1, pp. 14\u201031.","DOI":"10.5465\/amr.1998.192955"},{"key":"key2022020420154925300_b4","doi-asserted-by":"crossref","unstructured":"Center for Business Ethics (1992), \u201cInstilling ethical values in large corporations\u201d, Journal of Business Ethics, Vol. 11, pp. 863\u20107.","DOI":"10.1007\/BF00872365"},{"key":"key2022020420154925300_b5","unstructured":"Christensen, B.A. (1992), \u201cStrictly speaking: professional ethics and corporate business practices\u201d, Journal of the American Society of CLU and CHFC, Vol. 6, pp. 47\u20109."},{"key":"key2022020420154925300_b6","unstructured":"Cochran, P.L. and Weaver, G.R. (1995), \u201cCodes of conduct to the rescue\u201d, Financial Executive, Vol. 11 No. 6, pp. 47\u20109."},{"key":"key2022020420154925300_b7","doi-asserted-by":"crossref","unstructured":"Ferrell, O.C. and Gresham, L.G. (1985), \u201cA contingency framework for understanding ethical behavior in marketing\u201d, Journal of Marketing, Vol. 49, pp. 87\u201096.","DOI":"10.1177\/002224298504900308"},{"key":"key2022020420154925300_b8","unstructured":"Goldberg, B. (1997), \u201cCreating an ethical culture\u201d, Executive Excellence, Vol. 14 No. 6, pp. 11\u201012."},{"key":"key2022020420154925300_b9","unstructured":"Gray, S.T. (1996), \u201cCodify your ethics\u201d, Association Management, Vol. 48, August, p. 288."},{"key":"key2022020420154925300_b10","unstructured":"Greengard, S. (1997), \u201c50% of your employees are lying, cheating and stealing\u201d, Workforce, Vol. 76 No. 10, pp. 44\u201053."},{"key":"key2022020420154925300_b11","doi-asserted-by":"crossref","unstructured":"Lee, C. and Yoshihara, H. (1997), \u201cBusiness ethics of Korean and Japanese managers\u201d, Journal of Business Ethics, Vol. 16, pp. 7\u201021.","DOI":"10.1023\/A:1017948609450"},{"key":"key2022020420154925300_b12","doi-asserted-by":"crossref","unstructured":"McCabe, D.L., Trevino, L.K. and Butterfield, K.D. (1996), \u201cThe influence of collegiate and corporate codes of conduct on ethics\u2010related behavior in the workplace\u201d, Business Ethics Quarterly, Vol. 6 No. 4, pp. 461\u201076.","DOI":"10.2307\/3857499"},{"key":"key2022020420154925300_b13","doi-asserted-by":"crossref","unstructured":"Moor, J.H. (1985), \u201cWhat is computer ethics?\u201d, Metaphilosophy, Vol. 16, October, pp. 266\u201075.","DOI":"10.1111\/j.1467-9973.1985.tb00173.x"},{"key":"key2022020420154925300_b14","doi-asserted-by":"crossref","unstructured":"Murphy, P.E. (1995), \u201cCorporate ethics statements: current status and future prospects\u201d, Journal of Business Ethics, Vol. 14, pp. 727\u201040.","DOI":"10.1007\/BF00872326"},{"key":"key2022020420154925300_b15","unstructured":"Parker, L. (1993), \u201cEthics at work\u201d, Australian Accountant, Vol. 63 No. 5, pp. 21\u20105."},{"key":"key2022020420154925300_b16","doi-asserted-by":"crossref","unstructured":"Pfeffer, J. (1991), \u201cOrganizational theory and structural perspectives on management\u201d, Journal of Management, Vol. 17 No. 4, pp. 789\u2010803.","DOI":"10.1177\/014920639101700411"},{"key":"key2022020420154925300_b17","doi-asserted-by":"crossref","unstructured":"Rodgers, W. and Gago, S. (2001), \u201cCultural and ethical effects on managerial decisions: examined in a through\u2010put model\u201d, Journal of Business Ethics, Vol. 31 No. 4, pp. 355\u201067.","DOI":"10.1023\/A:1010777917540"},{"key":"key2022020420154925300_b18","unstructured":"Schminke, M. (2001), \u201cConsidering the business of ethics: an exploratory study of the influence of organizational size and structure on individual ethical predispositions\u201d, Journal of Business Ethics, Vol. 30 No. 4, pp. 375\u201090."},{"key":"key2022020420154925300_b19","doi-asserted-by":"crossref","unstructured":"Schminke, M. and Wells, D.L. (1999), \u201cGroup process and performance and their effects on individuals' ethical frameworks\u201d, Journal of Business Ethics, Vol. 18 No. 4, pp. 367\u201081.","DOI":"10.1023\/A:1005785628264"},{"key":"key2022020420154925300_b20","unstructured":"Schwartz, M. (2001), \u201cThe nature of the relationship between corporate codes of ethics and behavior\u201d, Journal of Business Ethics, Vol. 32 No. 3, pp. 247\u201062."},{"key":"key2022020420154925300_b21","doi-asserted-by":"crossref","unstructured":"Sims, R.L. (2000), \u201cThe relationship between employees' attitudes and conflicting expectations for lying behavior\u201d, Journal of Psychology, Vol. 134, November, pp. 619\u201034.","DOI":"10.1080\/00223980009598241"},{"key":"key2022020420154925300_b22","doi-asserted-by":"crossref","unstructured":"Sims, R.L. and Keon, T.L. (1999), \u201cDeterminants of ethical decision making: the relationship of the perceived organizational environment\u201d, Journal of Business Ethics, Vol. 19 No. 4, pp. 393\u2010401.","DOI":"10.1023\/A:1005834129122"},{"key":"key2022020420154925300_b23","doi-asserted-by":"crossref","unstructured":"Trevino, L.K. (1986), \u201cEthical decision making in organizations: a person\u2010situation interactionist model\u201d, Academy of Management Review, Vol. 11 No. 3, pp. 601\u201017.","DOI":"10.5465\/amr.1986.4306235"},{"key":"key2022020420154925300_b24","doi-asserted-by":"crossref","unstructured":"Weeks, W.A. and Nantel, J. (1992), \u201cCorporate codes of ethics and salesforce behavior: case study\u201d, Journal of Business Ethics, Vol. 11 No. 10, pp. 753\u201060.","DOI":"10.1007\/BF00872307"},{"key":"key2022020420154925300_b25","unstructured":"Zimmerman, J. (2001), \u201cThe effects of bureaucratization on corruption, deviant and unethical behavior in organizations\u201d, Journal of Managerial Issues, Vol. 13, Spring, pp. 119\u201028."},{"key":"key2022020420154925300_frdg1","doi-asserted-by":"crossref","unstructured":"Fritz, G. (2003), \u201cInformation systems professionals and conflict of interest\u201d, Information Management and Computer Security, Vol. 11 No. 1, pp. 28\u201032.","DOI":"10.1108\/09685220310463704"},{"key":"key2022020420154925300_frdg2","doi-asserted-by":"crossref","unstructured":"Johnson, D.G. (1985), \u201cEqual access to computing, computing expertise, and decision making about computers\u201d, Business and Professional Ethics Journal, Vol. 4, Spring\/Summer, pp. 95\u2010104.","DOI":"10.5840\/bpej198543\/426"},{"key":"key2022020420154925300_frdg3","doi-asserted-by":"crossref","unstructured":"Mason, R.O. (1986), \u201cFour ethical issues of the information age\u201d, MIS Quarterly, Vol. 10 No. 1, pp. 5\u201012.","DOI":"10.2307\/248873"},{"key":"key2022020420154925300_frdg4","doi-asserted-by":"crossref","unstructured":"Parker, D.B. (1968), \u201cRules of ethics in information processing\u201d, Communications of the ACM, Vol. 11 No. 3, p. 200.","DOI":"10.1145\/362929.362987"},{"key":"key2022020420154925300_frdg5","doi-asserted-by":"crossref","unstructured":"Vitell, S.J. and Davis, D.L. (1990), \u201cEthical beliefs of MIS professionals: the frequency and opportunity for unethical behavior\u201d, Journal of Business Ethics, Vol. 9 No. 1, pp. 63\u201070.","DOI":"10.1007\/BF00382565"}],"container-title":["Information Management &amp; Computer Security"],"original-title":[],"language":"en","link":[{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09685220410530780\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09685220410530780\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:08:49Z","timestamp":1753402129000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/ics\/article\/12\/2\/146-153\/171124"}},"subtitle":["Key factors and conditions"],"short-title":[],"issued":{"date-parts":[[2004,4,1]]},"references-count":30,"journal-issue":{"issue":"2","published-print":{"date-parts":[[2004,4,1]]}},"alternative-id":["10.1108\/09685220410530780"],"URL":"https:\/\/doi.org\/10.1108\/09685220410530780","relation":{},"ISSN":["0968-5227"],"issn-type":[{"value":"0968-5227","type":"print"}],"subject":[],"published":{"date-parts":[[2004,4,1]]}}}