The goal of this paper is to provide executives with actionable strategies for promoting ethical corporate behavior through the recognition, understanding, and management of the social comparison process. To that end, we discuss how social comparison may influence the behavior of managers in ethical contexts and particularly how errors in social comparison (like pluralistic ignorance and false consensus) may increase the number of ethical dilemmas in organizations. We suggest that the appropriate management of social comparison could limit the occurrence of unethical behavior in organizations. We conclude with recommendations for executive actions to initiate programs that may facilitate the development of an ethical corporate culture by emphasizing managerial accountability.
Halbesleben, Jonathon R.B.; Buckley, M. Ronald; Harvey, Michael G.; and Novicevic, Milorad M.
"Promoting Ethical Corporate Behavior in a Global Context,"
Journal of the North American Management Society: Vol. 1:
1, Article 5.
Available at: https://thekeep.eiu.edu/jnams/vol1/iss1/5