Kaptein Muel
RSM Erasmus University Rotterdam, Room T11-53, P.O. Box 1730, 3000 DR Rotterdam, The Netherlands.
J Bus Ethics. 2023;184(1):297-316. doi: 10.1007/s10551-022-05142-w. Epub 2022 May 27.
This article takes a novel approach to explaining the causes of unethical behavior in organizations. Instead of explaining the unethical behavior of employees in terms of their bad organization, this article examines how a good organization can lead to employees' unethical behavior. The main idea is that the more ethical an organization becomes, the higher, in some respects, is the likelihood of unethical behavior. This is due to four threatening forces that become stronger when an organization becomes more ethical. These forces are the upward, downward, backward, and forward forces. Each of these forces is illustrated with two effects and each effect is explained by a specific theory. The effects are the effects of the gold digger, high-jump bar, retreating-cat, forbidden-fruit, cheese slicer, moving-spotlight, repeat-prescription, and keeping-up appearances. This paradox of ethics, when goodness breeds badness, opens new research directions.
本文采用了一种新颖的方法来解释组织中不道德行为的成因。本文并非从员工所在组织不良的角度来解释员工的不道德行为，而是探讨一个良好的组织如何导致员工的不道德行为。其主要观点是，一个组织在道德方面表现得越完善，在某些方面出现不道德行为的可能性就越高。这是由于四种威胁力量在组织变得更具道德性时会变得更强。这些力量是向上、向下、向后和向前的力量。每种力量都通过两种效应来说明，且每种效应都由一个具体理论来解释。这些效应包括淘金者效应、跳高杆效应、退缩猫效应、禁果效应、奶酪切片效应、移动聚光灯效应、重复处方效应和装门面效应。这种善生恶的道德悖论开启了新的研究方向。
