showing 4 related works from this author
Why Do Managers Leave Their Organization? : Investigating the Role of Ethical Organizational Culture in Managerial Turnover
2016
The aim of the present longitudinal study was to quantitatively examine whether an ethical organizational culture predicts turnover among managers. To complement the quantitative results, a further important aim was to examine the self-reported reasons behind manager turnover, and the associations of ethical organizational culture with these reasons. The participants were Finnish managers working in technical and commercial fields. Logistic regression analyses indicated that, of the eight virtues investigated, congruency of supervisors, congruency of senior management, discussability, and sanctionability were negatively related to manager turnover. The results also revealed that the turnove…
How perceived changes in the ethical culture of organizations influence the well-being of managers: A two-year longitudinal study.
2015
The first aim of this study was to identify long-term patterns of ethical organizational culture based on the perceptions of 368 Finnish managers over a period of two years. The second aim was to investigate whether there is a difference in the long-term occupational well-being (burnout and work engagement) of managers exhibiting different patterns of ethical culture. Based on latent profile analysis, five different patterns of the strength of ethical culture were identified: moderate, high, increasing, decreasing, and low. The results show that managers exhibiting either the low or decreasing pattern of ethical culture experienced significant changes in their well-being over time. Decreasi…
Longitudinal Patterns of Ethical Organisational Culture as a Context for Leaders’ Well-Being: Cumulative Effects Over 6 Years
2021
AbstractThe aim of this longitudinal study was to investigate the temporal dynamics of ethical organisational culture and how it associates with well-being at work when potential changes in ethical culture are measured over an extended period of 6 years. We used a person-centred study design, which allowed us to detect both typical and atypical patterns of ethical culture stability as well as change among a sample of leaders. Based on latent profile analysis and hierarchical linear modelling we found longitudinal, concurrent relations and cumulative gain and loss cycles between different ethical culture patterns and leaders’ well-being. Leaders in the strongest ethical culture pattern exper…
The shortened Corporate Ethical Virtues scale
2018
So far, the field of business ethics lacks validated measures for assessing virtues at the organizational level. The aim of this study is to investigate the measurement invariance of a shortened Corporate Ethical Virtues scale. In this manner, we contribute to validating an instrument that is both psychometrically sound and efficient to use. We conducted two survey studies of two independent groups (managers and school psychologists). Confirmatory factor analysis supported the eight‐factor model of the scale, and we found it to be invariant in two different occupational groups. The managers gave higher appraisals of ethical culture than the psychologists did in seven out of the eight dimens…