English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

Litwin constructed a questionnaire to measure organizational climate. At the same time working independently, Tagiuri investigated how executives perceived the environment in which they functioned. Litwin and Tagiuri reached the same conclusion: organizational climate influences the behavior of people in an organization (McKenna, 1993, p 37). Litwin and Stringer (1968) developed an instrument to collect perceptions of organizational environment. They contended that realities of an organization are understood only as they are perceived by members of the organization (p.42). Litwin and Stringer defined organizational climate operationally as the sum of perceptions of individuals working in the organization (.p. 66) Climate, according to Litwin and Stringer, influences organizational decisions by creating certain kinds of beliefs about what kind of consequences will follow from various actions . (Litwin & Stringer 1968, p. 188) Of importance to this paper was their conclusion that organizational climate properties can be perceived by members of an organization and reported on by them on an appropriate questionnaire. (p. 187). This conclusion forms a critical assumption for this paper. The organizational work climate reviewed in this paper is based largel on the research conducted by Tagiuri, Litwin, and Sringer in 1968; Mauro in 1987; Victor and Cullen in 1987 and 1988; McKenna in 1993; Wyld in 1993; D’Aquila in 1997 and Forte in 2001. usiness ethics, especially practiced by managers, concern both the general public and business community. As a result, attention has increased on corporate individuals’ development of moral reasoning. Past research on individual and business ethics, as well as the theoretical models that attempt to explain business decision behavior, indicate that organizational-level variables have a significant impact on individual decisions. Since managers’ decisions impact organizational goals and organizational ethical behavior, this researcher investigated the degree of difference in the moral reasoning ability between business managers of selected industries as well as the differences between top, middle, and first-line management levels. Litwin constructed a questionnaire to measure organizational climate. At the same time working independently, Tagiuri investigated how executives perceived the environment in which they functioned. Litwin and Tagiuri reached the same conclusion: organizational climate influences the behavior of people in an organization (McKenna, 1993, p. 37). Litwin and Stringer (1968) developed an instrument to collect perceptions of organizational environment. They contended that realities of an organization are understood only as they are perceived by members of the organization (p. 42). Litwin and Stringer defined organizational climate operationally as the sum of perceptions of individuals working in the organization (p. 66). Climate, according to Litwin and Stringer, influences organizational  Readers with comments or questions are encouraged to contact the author via email. B International Business And Economics Research Journal Volume 2, Number 10 65 decisions by creating certain kinds of beliefs about what kind of consequences will follow from various actions. (Litwin & Stringer 1968, p. 188). Of importance to this research was their conclusion that organizational climate properties can be perceived by members of an organization and reported on by them on an appropriate questionnaire. (p.187). This conclusion forms a critical assumption for this research. The organizational work climate reviewed here is based largely on the research conducted at the Tagiuri, Litwin, and Stringer in 1968; Mauro in 1987; Victor and Cullen in 1987 and 1988; McKenna in 1993; Wyld in 1993; D'Aquila in 1997. Tagiuri and Litwin co-wrote in 1968 , Organizational Climate, Exploration of a Concept while Litwin and Stringer were the co-authors of Motivation and Organizational Climate. The authors of both books were from the Harvard University’s research division of the Graduate School of Business. Mauro's (1987) research concerned the clash between ethics and the profit motive. Mauro's study investigated the difficulty that some managers experience when making decisions without involving ethical considerations. The organization's climate was identified in the study as having an influence on ethical decisionmaking. Mauro also found that pressure was exerted on employees to compromise personal standards of ethics to meet company demands of profits. His research findings support the idea that corporate culture must include business ethics. Mauro found that pressures from performance measurements are critical barriers to ethical decisionmaking. Mauro wanted to gain insight into the unique relationship of business ethics, managerial decision-making, and organizational values and culture. This research used the ethics case study method within a single corporation. The multibillion dollar high telecommunications/computer corporation which was selected for the study held an impeccable reputation for high ethical standards. The Chief Executive Office (CEO) in October 1984 granted permission for Mauro's study. Participants were selected from functional areas within the organization and had responsibilities for making decisions that dealt with ethical dilemmas. Intensive interviews were conducted with 21 participants, who responded to an 18 question interview schedule. The participating sample was comprised of a cross section of managers from third level to officer level. Mauro conducted four explanatory interviews to acquire information on business ethics. Mauro focused on the perceptions of financial officers of their firm's organizational climate as it related to financial statements reporting situations and the resolutions of these situations. The results of this study support the notice that an organization’s ethical climate influences the decisionmaking process of employers when confronted with ethical dilemmas. This study supports the need for this researcher to examine the relationship between perceived organizational climate and the moral reasoning of managers. Victor and Cullen (1987) studied the linkage between corporate ethical standards and organizational behavior. Victor and Cullen developed an instrument designed to measure perceptions of ethical climate by members of an organization. They extended Kohlberg's theory of moral development to organizations. Victor and Cullen assumed that corporate ethical climates evolved in a dimension similar to Kohlberg's moral reasoning levels for individuals. They classified organizations into categories (Caring, Law and Code, Rule, Instrumental, and Independence) of distinct ethical climate types. Victor and Cullen realized that individuals adapt to their environment by learning the appropriate expected behavior through climate perceptions (1987, p. 53). They concluded that corporations have distinct ethical climate types, that climate types influence managerial behavior, and that climate types influence what ethical conflicts are considered and the process by which the conflicts would be resolved. This study used Victor and Cullen's ethical climate construct to determine the relationship of perceived organizational ethical work climate types and the moral reasoning of individual managers. McKenna's (1993) research investigated fraudulent financial reporting by certified and noncertified management accountants in organizations with perceived different ethical work climates. McKenna used the ethical International Business And Economics Research Journal Volume 2, Number 10 66 climate construct of Victor and Cullen for his theoretical framework. Senior-level executives of the Crain 600 publicly held companies served as subjects for the study and were surveyed by a mail questionnaire. The results of McKenna's study found that the first most identified perceived organization climate was Law and Code, or 57 percent of all returns out of a total of 185 responses. A Rule climate was the second most frequently identified perceived organizational climate type representing 19 percent or 35 out of a total of 185 returns. Eight percent of all returns (15 of 185) reflected a Caring type of perceived organizational climate, and four percent (8 of 185) reflected an Instrumental type of perceived organizational climate. What McKenna concluded from his study was that individual CPAs in industry considers themselves as an employee first and a professional second. What McKenna also concluded from the study is that the salaried CPA's loyalty to the employer is as strong as the salaried non-professional’s loyalty. The study may have determined that the commitment of the salaried CPA to the organization of employment is one of dependence. McKenna's research originally assumed but did not find that certified accountants would take a stronger course of action to resolve ethical situations than noncertified accountants. Overall respondents indicated that, in general, their organizations were law abiding, focusing on law and code. The respondents also indicated that their organizations strived to insure that reporting procedures of financial statements were sound. The senior executives surveyed also believed that their companies were striving to operate in an ethical manner. Wyld (1993) investigated three key propositions supporting the Synthesis Integrated Mode (SIM) of Ethical Decision Making in Business, which was developed by Ferrell, Gresham, and Fraederich (1989). Wyld's research tested the role of cognitive moral development in ethical decision making. This was done by exploring whether Victor and Cullen's (1987, 1988) typology of ethical work climates would prove to act as an authorized agent to clarify the cultural influence of the organization on individual ethical attitude and behavior. Wyld used a nonrandom purposive sample for his survey, which

How Does Organizational Climate Influence The Ethical Behavior Of People In An Organization?