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Individual Ethical Beliefs and Perceived Organizational Interests

Mudrack, Peter E.; Mason, E.Sharon - In: Journal of business ethics : JOBE 15 (1996) 8, pp. 851-862

Persistent link: https://www.econbiz.de/10006934566

Job involvement, obsessive-compulsive personality traits, and workaholic behavioral tendencies

Mudrack, Peter E. - In: Journal of organizational change management 17 (2004) 5, pp. 490-508

Persistent link: https://www.econbiz.de/10007026880

Some Ethical Implications of Individual Competitiveness

Mudrack, Peter E.; Bloodgood, James M.; Turnley, William H. - In: Journal of business ethics : JOBE 108 (2012) 3, pp. 347-360

Persistent link: https://www.econbiz.de/10009978064

Ethics Instruction and the Perceived Acceptability of Cheating

Bloodgood, James M.; Turnley, William H.; Mudrack, Peter E. - In: Journal of business ethics : JOBE 95 (2010) 1, pp. 23-38

Persistent link: https://www.econbiz.de/10008439150

Are the Elderly Really Machiavellian? A Reinterpretation of an Unexpected Finding

Mudrack, Peter E. - In: Journal of business ethics : JOBE 13 (1994) 9, pp. 757

Persistent link: https://www.econbiz.de/10006948823

An Investigation into the Acceptability of Workplace Behaviors of a Dubious Ethical Nature

Mudrack, Peter E. - In: Journal of business ethics : JOBE 12 (1993) 7, pp. 517-524

Persistent link: https://www.econbiz.de/10006954378

Ethics instruction and the perceived acceptability of cheating

Bloodgood, James M.; Turnley, William H.; Mudrack, Peter E. - In: Journal of business ethics : JOBE 95 (2010) 1, pp. 23-37

Persistent link: https://www.econbiz.de/10008655248

Some ethical implications of individual competitiveness

Mudrack, Peter E.; Bloodgood, James M.; Turnley, William H. - In: Journal of business ethics : JOBE 108 (2012) 3, pp. 347-359

Persistent link: https://www.econbiz.de/10009615536

Symbolism in Managerial Decision Making : Manipulation or Inspiration?

Sharon Mason, E. - In: Journal of Managerial Psychology 9 (1994) 6, pp. 27-34

Symbolic activity in managerial decision making may be a tool for manipulation or a means for inspiration and empowerment. In each case there are assumptions, values, goals, creation of meaning, and a purpose for symbolic activity that differ. Explores the symbolic dimensions of three...

Persistent link: https://www.econbiz.de/10014888367