Abstract
While practitioner workshops and academic courses on ethics and values have traditionally focused on individual frameworks, discussion of business ethics and values as a field of study within social deviance and management often stresses the important interaction between organizational culture and ethical practices, or context rather than character. However, research on this interaction is limited. This paper reports on a study examining the effect that two antecedents of organizational culture, industry and career systems, have on top executive perceptions of various ethical issues. Two of the top officers in each of fifty-two leading firms covering four service industry sectors were surveyed concerning their firm's career systems and their perceptions of the severity of several ethical problems. Results of the study provide descriptive information on the severity of ethical problems across industry sectors, and suggest that both industry and career systems affect the severity of ethical problems. Implications of this study can be applied to continued research on corporate deviance and managerial efforts to reinforce ethical conduct.
Published Version
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