Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

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
  • Download ($43.95)
  • Cite this Item
Ethical Decision Making: The Effects of Escalating Commitment
Preview not available

Abstract

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.

Page Thumbnails

  • Thumbnail: Page 
[1153]
    [1153]
  • Thumbnail: Page 
1154
    1154
  • Thumbnail: Page 
1155
    1155
  • Thumbnail: Page 
1156
    1156
  • Thumbnail: Page 
1157
    1157
  • Thumbnail: Page 
1158
    1158
  • Thumbnail: Page 
1159
    1159
  • Thumbnail: Page 
1160
    1160
  • Thumbnail: Page 
1161
    1161