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Ethics and Ethos: The Buffering and Amplifying Effects of Ethical Behavior and Virtuousness
dc.contributor.authorCaza, Arranen_US
dc.contributor.authorBarker, Brianna A.en_US
dc.contributor.authorCameron, Kim S.en_US
dc.date.accessioned2006-09-08T20:26:01Z
dc.date.available2006-09-08T20:26:01Z
dc.date.issued2004-06en_US
dc.identifier.citationCaza, Arran; Barker, Brianna A.; Cameron, Kim S.; (2004). "Ethics and Ethos: The Buffering and Amplifying Effects of Ethical Behavior and Virtuousness." Journal of Business Ethics 52(2): 169-178. <http://hdl.handle.net/2027.42/42524>en_US
dc.identifier.issn0167-4544en_US
dc.identifier.issn1573-0697en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/42524
dc.description.abstractLogical and moral arguments have been made for the organizational importance of ethos or virtuousness, in addition to ethics and responsibility. Research evidence is beginning to provide, empirical support for such normative claims. This paper considers the relationship between ethics and ethos in contemporary organizations by summarizing emerging findings that link virtuousness and performance. The effect of virtue in organizations derives from its buffering and amplifying effects, both of which are described.en_US
dc.format.extent90985 bytes
dc.format.extent3115 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherKluwer Academic Publishers; Springer Science+Business Mediaen_US
dc.subject.otherPhilosophyen_US
dc.subject.otherEthicsen_US
dc.subject.otherBusiness Educationen_US
dc.subject.otherEconomic Growthen_US
dc.subject.otherManagementen_US
dc.subject.otherVirtueen_US
dc.subject.otherEthicsen_US
dc.subject.otherPositive Organizational Scholarshipen_US
dc.titleEthics and Ethos: The Buffering and Amplifying Effects of Ethical Behavior and Virtuousnessen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelPhilosophyen_US
dc.subject.hlbsecondlevelBusiness (General)en_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelHumanitiesen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumSchool of Business, University of Michigan, 701 Tappan St., Ann Arbor, MI, 48109-1234, U.S.Aen_US
dc.contributor.affiliationumDepartment of Psychology, University of Michigan, 525 East University, Ann Arbor, MI, 48109-1109, U.S.A.en_US
dc.contributor.affiliationumSchool of Business, University of Michigan, 701 Tappan St., Ann Arbor, MI, 48109-1234, U.S.Aen_US
dc.contributor.affiliationumcampusAnn Arboren_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/42524/1/10551_2004_Article_5273953.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1023/B:BUSI.0000035909.05560.0een_US
dc.identifier.sourceJournal of Business Ethicsen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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