Journal of Business Ethics (2010) 92:341–359 DOI 10.1007/s10551-009-0158-1
Ó Springer 2009
Relationships among Perceived Organizational Core Values, Corporate Social Responsibility, Ethics, and Organizational Performance Outcomes: An Empirical Study of Information Technology Professionals
K. Gregory Jin Ronald G. Drozdenko
ABSTRACT. This study is an extension of our recent ethics research in direct marketing (2003) and information technology (2007). In this study, we investigated the relationships among core organizational values, organizational ethics, corporate social responsibility, and organizational performance outcome. Our analysis of online survey responses from a sample of IT professionals in the United States indicated that managers from organizations with organic core values reported a higher level of social responsibility relative to managers in organizations with mechanistic values; that managers in both mechanistic and organic organizations which were perceived as more socially responsible were also perceived as more ethical; and that perceived ethical attitudes and social responsibility were significantly associated with organizational performance outcome measures. Our article discusses research premises, conceptual framework, hypotheses, research methodology, data analysis, recommendations for further research, and conclusions. KEY WORDS: organic and mechanistic organizational core values, organizational ethics, Corporate Social Responsibility, organizational performance, information technology professionals
Introduction The U.S. Congress reacted to several corporate ﬁnancial scandals (e.g., Enron, WorldCom, Global Crossing, and Arthur Andersen) by passing the Sarbanes-Oxley Act of 2002. The act has a number of
provisions for publicly traded companies involving areas such as auditor independence, corporate responsibility, enhanced ﬁnancial disclosures, and corporate and criminal fraud accountability. Section 406 of Sarbanes-Oxley...