How to Shape the Culture and Ethics of Your Organization

Adelstein, J., & Clegg, S. (2016). Code of ethics: A stratified vehicle for compliance. Journal of Business Ethics , 138(1), 53-66. doi:http://dx.doi.org.ezproxy.liberty.edu/10.1007/s10551-015-2581-9 

In the article, Adelstein describes the codes of ethics as a specific vehicle that facilitates the achievement of a more proper and sustainable organizational practice. The author further states that ethical systems are often used to define the interests of organizations by stipulating norms related to employee ethics at times when legal compliance and corporate codes conflate. The author, however, state that these codes are extensively cosmetic and often acts as insurance to subtly and strategically control organizational risk protection and management. Therefore the article by conducting a genealogical discourse analysis of representative ethical codes to form an international corporate firm indicates how codes of ethics can be employed in the provision of the foundation ethical sustainability while addressing employee's moral satisfaction and management intentions. 

Ali, H. H. (2017). The impact of organizational culture on corporate financial performance: A review. In ternational Journal of Economics, Commerce and Management, 5 (8), 585-597. 

In the article, Ali Hussein describes how organizational culture affects the performance of various businesses. The report states that although over the years several types of research have been conducted on the effects of corporate culture in regards to financial performance, it is still unclear whether culture affects financial performance. The author, however, states that due to the influence that organizational culture has on institutional success, it is paramount to determine how culture impacts financial performance. Research findings according to the article thus indicate that corporate culture and financial performance are relatively inclusive, a factor that warrants further investigations into the issue. 

Asiedu, E. (2015). Supportive organizational culture and employee job satisfaction : A critical source of competitive advantage. A case in selected banking company in Oxford, a city in the United Kingdom, International Journal of Economics and Management Sciences Mehra and Goswami (2017) , 4 (7), 1-8. 

Asiedu describes how institutional managers can employ organizational culture and job satisfaction of employees to source a competitive advantage. The article thus focuses on the impact that organizational culture has on employee job satisfaction, and how this is a source for attaining a competitive advantage. The author by incorporating various studies to understand organizational culture and employee jib satisfaction better thereby conduct an empirical analysis on the issue at hand. The article thus concludes by indicating that organizational cultural traits of motivation, communication, supervising supports and growth opportunities are the factors that drive employees to shift their mindset and consequently help firms attain a competitive advantage. In contrast, unmotivated employees do not perform better due to the lack of growth opportunity culture, rewarding culture and supportive supervisory culture. 

Burton, R. M., Obel, B., &Håkonsson, D. D. (2015). Organizational Design: A step-by-step Approach . Cambridge University Press 

Burton and Obel in this book describe a step-by-step approach to designing an organization. The authors further provide all the primary aspects that are needed when developing organizations and consequently includes all the goals and strategies, processes, people, structure, control, coordinations, and incentives that are required. The authors of the book additionally state various crucial issues that affect different organization s and include aspects such as globalization, deregulation, global competition, and emerging technologies. 

Cheng, C. C. J., & Huizingh, E. K. R. E. (2015). Identifying Open Innovation Capabilities: A Critical Literature Review. The International Society for Professional Innovation Management 1-13. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1780137923?accountid=12085 

In the article, Cheng identifies various organizational capabilities that are needed for implementing open innovation. To correctly identify these capabilities, the author bases this on an extensive literature review that addresses the research question of defining an open innovation capability. The author thus incorporates various open innovation studies that discuss innovation capabilities that address the implementation of open innovation to answer the articles research question. 

Burton, R. M., &Obel, B. (2018). The Science of Organizational Design : Fit between Structure and Coordination. Journal of Organization Design , 7 (1), 5 

The article describes the organizational design as a corporate performance determining factor and consequently indicates how various individuals work together in multiple organizations. The authors thus argue that since designing organizations is not always forward-looking and scientifically based, a challenged is raised whether planning organizations in situations and context is new and has not been seen before. They, therefore, state that to determine what makes good science for organizational design, individuals have to experiment on factors such as new ventures, collaborative communities, temporary and agile organizations. More importantly, the authors state that for an organizational fit to be valid, it must specify the fit between divisional structures of administrative task coordination’s. 

Demirtas, O. & Akdogan, A.A. (2015). The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment, Journal of Business Ethics, 130 (1), 59-67. doi: 10.1007/s10551-014-2196-6 

In the article, Demirtas and Akdogan describe a study conducted to mediate various models of ethical leadership on the ethical climate, turnover intention and effective commitment of individuals in various organizations. The authors suggest that since organizational managers are viewed as role models in their respective institutions, they should adopt an ethical leadership behavior primarily to influence the perceptions of an ethical climate that in-turn positively influences the turnover intention and affective commitment of organizational members. More importantly, the study results indicate that the manager's ethical leadership both directly and indirectly influences turnover intention and affective commitment. 

Fernando, M., & Moore, G. (2015). Virtue Ethics in Business : A Cross-Cultural Comparison.  Journal of Business Ethics ,  132 (1), 185-202. Doi10.1007/s10551-014-2313-6 

In the paper, Fernando works to establish if various categories of the MacIntyrean virtue ethics when applied to business institutions are often meaningful when applied in a non-western business context. To attain a valid answer, the paper thus builds on a study reported on Moore by applying business organizations virtue ethics that were specifically investigated in the United Kingdom and was based on MacIntyre's conceptual framework. Consequently, the paper draws on the aspects of institutional theory primarily to explore and explain findings that indicated that although categories of virtue ethics are similar in various organizations, they are different in the UK based study. However, findings suggest that the categories of MacIntyrean virtue ethics are predominantly generalized and thus can be employed to characterize global organizational virtue problems. 

Hoffman, W.M., Driscoll, D, & Painter-Morland, M. (2016). Integrating Ethics into Organizational Cultures, London: Profile Books Ltd 

In the article, Hoffman describes how business ethics can be incorporated into organizational cultures to attain organizational success. The author states that although various management teams often give ethical management higher priorities, organizational managers still are unclear on how they should institute strategies and systems that work towards encouraging ethical conducts and creating corporate moral culture. The article states that managers approach of opting for simple routes of promulgating rules and accordingly instructing various individuals to follow has proven ineffective in the decentralized business environment of today. Therefore it is paramount for managers to incorporate ethics into their organizational cultures. 

Hogan, S.J. & Coote, L.V. (2014) Organizational Culture, Innovation, and Performance : A test of Schein's model. Journal of Business Research, 67 (8) 1609-1621. http://dx.doi.org.ezproxy.liberty.edu/10.1016/j.jbusres.2013.09.007 

In the paper, Hogan and Coote describe innovation as the key to the survival of various organizations. They state that researchers and practitioners alike should focus more on studying multiple processes that support organizational change. The authors thus give an example of the Schein's multi-layered model of corporate culture as a framework for thinking about various methods that drive innovation. The authors stipulate that since the model is subtle and has crucial varied distinctions of organizational culture, it offers a tractable explanation of various cultural processes that support organizational innovation, is explicitly service firms. Moreover, they state that although Schein’s conceptual framework has intuitive appeal and practical value, empirical research on the model is limited. Thus the paper by developing a rationale for an empirical model basing on Schein’s conceptual model findings that impact theory and practice in building organizational culture are that foster innovation are realized. 

Moriarty, J. (2016). Business ethics 

In the paper, Moriarty provides a general overview of business by giving a description of critical issues and consequently identifying some normative considerations that animate them. The author further offers a roadmap that references for those who wish to learn more about business ethics. Although the author thus focuses on issues of in normative business ethics, he additionally discusses on the growing body of work concerning business ethics and concludes the paper by offering a comment on changing the nature of the business field. 

Perez, J. R. (2017). Leadership, Power, Culture, and Ethics in the Tran cultural Context, The Journal of Applied Business and Economics , 19 (8), 63-68. 

In this article, Perez examines the purpose of leadership, culture, power, and ethics in a transcultural context. According to the paper, power, ethics, and culture are predominantly interconnected with leadership and are wholly influenced by the differences that exist in national cultures. The author states that organizational culture is a reflection of various employees’ different cultural backgrounds. For this reason, the paper discusses various issues that involve culture and its impact on strategic organizational management. More importantly, the author state that future research should solely focus on ways in which transcultural leadership theory can be employed to understand leader-follower relationships in a transcultural context better. 

Pope, K. S. (2015). Steps to Strengthen Ethics in Organizations : Research Findings, Ethics Placebos, and What Works. 

In the article, Pope gives a description of research indication on organizational overlook needs and opportunities that are geared towards strengthening business ethics. The author state that most times regulatory barriers such as organizations misleading use of language, misuse of ethical codes, the culture of salience, moral fallacies, strategies of justification and institutional betrayals often makes it hard for various individuals to see the need to have stronger ethics and to take effective action. Therefore, to counteract these issues, ethical placebos are used to take place, to see, solve and prevent them. Thus, the paper centers explicitly on research and appropriate steps that can be used to create organizational change. 

Schwartz, M. S. (2017). Corporate social responsibility , Routledge. 

Schwartz in the article by extrapolating from Caroll’s four domains of corporate social responsibility and pyramids proposes an alternative approach that conceptualizes corporate social responsibility. The material thus offers a three-domain approach that encompasses three core domains of legal, economic and organizational ethical duties depicted in the Venn model framework. The framework predominantly yields seven corporate social responsibility categories that result from an overlap of the three core domains. Moreover, the article gives a suggestion of three corporate examples and accordingly classifies them into the new model, and consequently discusses various limitations, teachings and research implications involved in corporate social responsibility. 

Waisfisz, B. (2015). An organizational cultural perspective. The Hofstede Centre , 5 . 

In the article, professor Hofstede describes organizational cultural perspective by defining national culture as the collective programming of the human mind to distinguish one group or categories of people from another. Waisfiz state that Hofstede by researching national culture stipulated that cultural differences that predominantly exists between countries are specifically found on the deepest level of cultural values. The author particularly describes how organizational culture influences organizational objectives such as profit-making and other activities that are of importance to most organizations. 

Zulganef (2015). The Roles of Organizational Culture and Ethics in Shaping the Behavior of Accountants from the Perspective of Strategic Management,  International Journal of Economics, Commerce, and Management, 3 (7). 441-455. Retrieved from http://ijecm.co.uk/wp-content/uploads/2015/07/3729.pdf 

In the article, Zulbganef Sutan from the University of Widyatama describes a critical study of organizational culture and the role of ethics in shaping behaviors of accountants in various organizations. The author thus defines the process of strategic management as a process which is parallel to an organizational decision-making process. Consequently, the article states that information is of most importance to the operation of the organizational decision-making process, in that the quality of making decisions predominantly depends on the quality of data.