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Ethical Decision Making: The Effects of Escalating Commitment
Marc D. Street, Chris Robertson and Scott W. Geiger
Journal of Business Ethics
Vol. 16, No. 11 (Aug., 1997), pp. 1153-1161
Published by: Springer
Stable URL: http://www.jstor.org/stable/25072980
Page Count: 9
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Despite the recent emergence of many new ethical decision making models, there has been minimal emphasis placed on the impact of escalating commitment on the ethical decision making process. In this paper a new variable is introduced into the ethical decision making literature. This variable, exposure to escalation situations, is posited to increase the likelihood that individuals will choose unethical decision alternatives. Further, it is proposed that escalation situations should be included as a variable in Jones's (1991) comprehensive model of ethical decision making. Finally, research propositions are provided based on the relationship between escalating commitment and the ethical decision making process.
Journal of Business Ethics © 1997 Springer