Ethical Decision-Making and Implications for Decision Support

Chapter
Part of the Annals of Information Systems book series (AOIS, volume 14)

Abstract

With increasing complexity of decision support systems, organizational decision making is often integrated directly into products. Evidence shows that decision-making in ethical contexts can be influenced by decision support. When designing DSS, these ethical consideration could be taken into consideration only if we understand how ethical decision making effects usage of technology. This paper reviews a model for decision-making and various instruments that measure those factors, and suggests implications for DSS design.

Keywords

Fatigue Posit Hunt Hine 

References

  1. Abratt, R., and Penman, N. (2002). Understanding Factors Affecting Salespeople’s Perceptions of Ethical Behavior in South Africa. Journal of Business Ethics, 35(4), 269–280.CrossRefGoogle Scholar
  2. Ajzen, I. (1991). The Theory of Planned Behavior. Organizational Behavior and Human Decision Processes, 50, 179–211.CrossRefGoogle Scholar
  3. Chia, A., and Lim, S. M. (2000). The Effects of Issue Characteristics on the Recognition of Moral Issues. Journal of Business Ethics, 27(3), 255–269.CrossRefGoogle Scholar
  4. Courtney, J. F. (2001). Decision Making and Knowledge Management in Inquiring Organizations: A New Decision-Making Paradigm for DSS. Decision Support Systems Special Issue on Knowledge Management, 31(1), 17–38.Google Scholar
  5. Drake, J. R., Hall, D. J., and Lang, T. (2009, Novmber 14–16). Ethical Perspectives of Business Students: Development of a New Instrument. Paper presented at the Decision Sciences Institute 40th Annual Meeting, New Orleans, LA.Google Scholar
  6. Dubinsky, A. J., and Loken, B. (1989). Analyzing Ethical Decision Making in Marketing. Journal of Business Research, 19(2), 83–107.CrossRefGoogle Scholar
  7. Elm, D., and Weber, J. (1994). Measure Moral Judgment: The Moral Judgment Interview or the Defining Issues Test? Journal of Business Ethics, 13(5), 341–355.CrossRefGoogle Scholar
  8. Ferrell, O. C., and Gresham, L. G. (1985). A Contingency Framework for Understanding Ethical Decision-Making in Marketing. Journal of Marketing, 49(3), 87–96.CrossRefGoogle Scholar
  9. Fleischman, G., and Valentine, S. (2003). Professional’s Tax Liability and Ethical Evaluations in an Equitable Relief Innocent Spouse Case. Journal of Business Ethics, 42(1), 27–44.CrossRefGoogle Scholar
  10. Fleischmann, K. R., and Wallace, W. A. (2005). A Covenant with Transparency: Opening the Black Box of Models. Communications of the ACM, 48(5), 93–97.CrossRefGoogle Scholar
  11. Forysth, D. (1980). A Taxonomy of Ethical Ideologies. Journal of Personality and Social Psychology, 39(1), 175–184.CrossRefGoogle Scholar
  12. Frey, B. (2000). The Impact of Moral Intensity on Decision Making in a Business Context. Journal of Business Ethics, 26(3), 181–195.CrossRefGoogle Scholar
  13. Grover, S., and Hui, C. (1994). The Influence of the Role Conflict and Self-Interest on Lying in Organizations. Journal of Business Ethics, 13(4), 295–303.CrossRefGoogle Scholar
  14. Hall, D. J., and Davis, R. A. (2007). Engaging Multiple Perspectives: A Value-Based Decision-Making Model. Decision Support Systems, 43(4), 1588–1604.CrossRefGoogle Scholar
  15. Hall, D. J., Guo, Y., Davis, R. A., and Cegielski, C. (2005). Extending Unbounded Systems Thinking with Agent-Oriented Modeling: Conceptualizing a Multiple-Perspective Decision-Making System. Decision Support Systems, 41(1), 279–295.CrossRefGoogle Scholar
  16. Hall, D. J., and Paradice, D. B. (2007). Investigating Value-Based Decision Bias and Mediation: Do You Do as You Think? Communications of the ACM, 50(4), 81–85.CrossRefGoogle Scholar
  17. Higgins, E. T. (1997). Beyond Pleasure and Pain. American Psychologist, 52(12), 1280–1300.CrossRefGoogle Scholar
  18. Hine, M., and Goul, M. (1998). The Design, Development, and Validation of a Knowledge-Based Organizational Learning Support System. Journal of Management Information Systems, 15(2), 119–152.Google Scholar
  19. Hunt, S., and Vitell, S. (1986). A General Theory of Marketing Ethics. Journal of Macromarketing, 6(1), 5–16.CrossRefGoogle Scholar
  20. Hunt, S., Wood, V., and Chonko, L. (1989). Corporate Ethical Values and Organizational Commitment in Marketing. Journal of Marketing, 53(3), 79–90.CrossRefGoogle Scholar
  21. Jackson, T. (2000). Management Ethics and Corporate Policy: A Cross-Cultural Comparison. Journal of Management Studies, 37(3), 349–369.CrossRefGoogle Scholar
  22. Jones, T. M. (1991). Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model. Academy of Management Review, 16(2), 366–395.CrossRefGoogle Scholar
  23. Jordan, J. (2009). A Social Cognition Framework for Examining Moral Awareness in Manager’s and Academics. Journal of Business Ethics, 84(2), 237–258.CrossRefGoogle Scholar
  24. Kohlberg, L. (1976). Moral Stages and Moralization: The Cognitive-Development Approach. In T. Lickona (Ed.), Moral Development and Behavior: Theory, Research, and Social Issues (pp. 31–53). New York, NY: Holt, Rinehart, and Winston.Google Scholar
  25. Kohlberg, L. (1981). Essays on Moral Development (Vol. 1). San Francisco, CA: Harper and Row.Google Scholar
  26. Kohlberg, L. (1986). A Current Statement on Theoretic Issues. In S. Modgil and C. Modgil (Eds.), Lawrence Kohlberg: Consensus and Controversy. Philadelphia, PA: The Falmer Press.Google Scholar
  27. Lewes, G. H. (1853). Compte’s Philosophy of the Sciences. London: George Bell and Sons.Google Scholar
  28. May, D., and Pauli, K. (2002). The Role of Moral Intensity in Ethical Decision Making. Business and Society, 41(1), 84–117.CrossRefGoogle Scholar
  29. McDonald, G., and Pak, P. (1996). It’s All Fair in Love, War, and Business: Cognitive Philosophies in Ethical Decision Making. Journal of Business Ethics, 15, 973–996.CrossRefGoogle Scholar
  30. Mills, J. S. (1863). Utilitarianism. In R. C. Solomon, C. W. Martin, and W. Vaught (Eds.), Morality and the Good Life: An Introduction to Ethics Through the Classical Sources (Vol. 5). Boston, MA: McGraw-Hill.Google Scholar
  31. Mitroff, I. I., and Linstone, H. A. (1993). The Unbounded Mind: Breaking the Chains of Traditional Business Thinking (1st ed.). New York, NY: Oxford University Press.Google Scholar
  32. Morgan, R. (1993). Self and Co-worker Perceptions of Ethics and Their Relationships to Leadership and Salary. Academy of Management Journal, 36(1), 200–214.CrossRefGoogle Scholar
  33. O’Clock, P., and Okleshen, M. (1993). A Comparison of Ethical Perceptions of Business. Journal of Business Ethics, 12, 677–687.CrossRefGoogle Scholar
  34. O’Fallon, M. J., and Butterfield, K. D. (2005). A Review of the Empirical Ethical Decision-Making Literature: 1996–2003. Journal of Business Ethics, 59(4), 375–413.CrossRefGoogle Scholar
  35. Rao, A. S., and Georgeff, M. P. (1995, June 12–14). BDI Agents: From Theory to Practice. Paper presented at the First International Conference on Multi-Agent Systems, San Francisco, CA.Google Scholar
  36. Reidenback, R., and Robin, D. (1988). Some Initial Steps Toward Improving the Measurement of Ethical Evaluations of Marketing Activities. Journal of Business Ethics, 7(11), 871–879.CrossRefGoogle Scholar
  37. Reidenback, R., and Robin, D. (1990). Toward the Development of a Multidimensional Scale for Improving Evaluations of Business Ethics. Journal of Business Ethics, 9(8), 639–653.CrossRefGoogle Scholar
  38. Rest, J. (1979). Development in Judging Moral Issues. Minneapolis, MN: University of Minnesota Press.Google Scholar
  39. Rest, J. (1986). Moral Development: Advances in Research and Theory. New York, NY: Praeger.Google Scholar
  40. Silver, M. S. (1991). Decisional Guidance for Computer-Based Decision Support. MIS Quarterly, 15(1), 105–122.CrossRefGoogle Scholar
  41. Singhapakdi, A., Vitell, S., and Kraft, K. (1996). Moral Intensity and Ethical Decision-Making of Marketing Professionals. Journal of Business Research, 36(3), 245–255.CrossRefGoogle Scholar
  42. Tang, T., and Chui, R. (2003). Income, Money Ethic, Pay Satisfaction, Commitment, and Unethical Behavior: Is the Love of Money the Root of Evil for Hong Kong Employees? Journal of Business Ethics, 46(1), 13–30.CrossRefGoogle Scholar
  43. Trevino, L. (1986). Ethical Decision Making in Organizations: A Person-Situation Interactionist Model. Academy of Management Review, 11(3), 601–617.CrossRefGoogle Scholar
  44. Trevino, L. (1992). Experimental Approaches to Studying Ethical-Unethical Behavior in Organizations. Business Ethics Quarterly, 2(2), 121–136.CrossRefGoogle Scholar
  45. Victor, B., and Cullen, J. (1988). The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, 33(1), 101–126.CrossRefGoogle Scholar
  46. Wade-Benzoni, K. A., Hoffman, A. J., Thompson, L. L., Moore, D. A., Gillespie, J. J., and Bazerman, M. H. (2002). Barriers to Resolution in Ideologically Based Negotiations: The Role of Values and Institutions. Academy of Management Review, 27(1), 41–57.CrossRefGoogle Scholar
  47. Weber, J., and McGivern, E. (2009). A New Methodological Approach for Studying Moral Reasoning Among Managers in Business Settings. Journal of Business Ethics, 92(1), 149–166.CrossRefGoogle Scholar
  48. Wheeler, S. (2003). An Analysis of the Association for Computing Machinery (ACM) Code of Ethics. ACM SIGCAS Computers and Society, 33(3), 2.CrossRefGoogle Scholar

Copyright information

© Springer New York 2011

Authors and Affiliations

  1. 1.Eastern Michigan UniversityYpsilantiUSA
  2. 2.Auburn UniversityAuburnUSA
  3. 3.Columbus State UniversityColumbusUSA

Personalised recommendations