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"The popular business press is replete with feature stories describing ethical meltdowns and how those corporate misdeeds have eroded the public trust of business leaders and their organizations. As most of us learned at our parents' knees, trust and reputation are built over many years and take but an instant to be destroyed. So here we stand at a crossroads. Is it going to be business as usual for business? Or are businesspeople going to commit to regaining the trust of our peers, our families, and our fellow citizens? In response to this crisis of trust, universities across the country have designed new courses that incorporate leadership, communication skills, the basics of human resources management, and ethics. That's why we wrote this book; we want to make the study of ethics relevant to real-life work situations. We want to help businesspeople regain the trust that's been squandered in the last few years. This book is different from other business ethics texts in several key ways. First, it was written by an unusual team. Linda Treviño is Distinguished Professor of Organizational Behavior and Ethics in the Management and Organization Department of the Smeal College of Business at the Pennsylvania State University. Her prolific research on the management of ethical conduct in organizations is published in the field's best journals and is internationally known and referenced. She has more than 30 years of experience in teaching students and executives in university and nonuniversity settings, and she also has experience as a corporate consultant and speaker on ethics and management issues. Kate Nelson is a full-time faculty member at the Fox School of Business at Temple University in Philadelphia, where she teaches management, business ethics, and human resources to undergraduates. Before joining Temple's faculty, Kate worked for more than 30 years in strategic organizational communication and human resources at a variety of companies including Citicorp, Merrill Lynch, and Mercer HR Consulting. She also has worked as a consultant specializing in ethics and strategic employee communications and has designed ethics programs for numerous organizations. We think that bringing together this diverse mix of theory and practice makes the book unique."--

We propose a future-oriented model that focuses on the reconciliation of the supervisor—subordinate relationship after a workplace injustice. First, we propose factors associated with the victim's sensemaking process that influence the need for relationship reconciliation efforts: the seriousness of the violation, blame attribution, and equity sensitivity. We address the moderating effects of relationship characteristics, such as the existing trust reservoir and level of interdependence. Next, we propose that relationship outcomes will be influenced by characteristics of the relationship repair effort. Lastly, we examine the outcomes of successful reconciliation: forgiveness and restored trust and the moderating effects of victim characteristics.

We describe a unique co-curricular honor and integrity program at a large, research university's business school. We discuss the evolution of the program as well as the array of stakeholders who were involved in its early development and sustenance. We use an ethical culture template to highlight the formal and informal systems, and we discuss ongoing efforts to assess its effectiveness. We also reveal multiple challenges associated with building and sustaining a culture of honor and integrity for students, faculty, and staff. This program overview provides members of any business school community with a theory-based, but practical, roadmap for moving beyond finding a space in the academic curriculum to promote ethical behavior to developing and implementing a co-curricular honor and integrity program.

In this qualitative research, we enhance understanding of leader influences on employee voice perceptions by examining which leaders influence these perceptions and why these influences occur. We conducted 89 interviews in a high-tech multinational corporation with employees at multiple levels in two manufacturing and two R&D units that differed significantly on "speak up"-related items on a company-wide employee survey. Systematic analysis of the interview data led us to conclude that a broad spectrum of leaders from supervisors to senior managers influences individual employee voice perceptions in both direct and indirect ways. For example, informants referred to "skip-level leaders," those leaders two to five levels above themselves, as reasons to view voice as risky or futile nearly as often as they referred to immediate bosses. We present evidence related to "how" and "why" these patterns of influence occur by reviewing the direct and indirect modes of influence identified and by outlining the managerial functions that provide occasions for skip-level leaders to have direct influences on employee voice perceptions. We also point to differences in the specific echelons of leadership that were most influential across the units studied. We propose that multilevel, multileader influences on voice perceptions result naturally from modern workflows, the essential functions performed by skip-level leaders, and deep-seated employee attitudes about authority in hierarchical organizations. We propose further that differences in which levels of skip-level leadership are most critical to employee voice perceptions in different units depend on which leaders have the power to handle strategic contingencies and to resolve key uncertainties within particular work environments. Finally, we delve into the theoretical implications of our findings to offer a set of research propositions that can be tested in future research. Collectively, our findings point to a complex and nuanced picture of multilevel leader influences on employee voice perceptions with important practical implications for management.

This study examined the formation and persistence of homophilous, or same-race, friendship ties among racial minorities and whites in a "newcomer" setting. Homophilous ties provide valuable sources of mutual support but may limit racial minorities' access to resources and information in organizations. Study participants were first-year MBA students who entered a program at the same time. We measured network ties at two times: six weeks after the beginning of the students' first semester in the program, and at the beginning of the following semester 3 1/2 months after the second survey. We also administered a separate survey measuring social identity salience prior to the first network survey. Despite the fact that there were fewer same-race ties for racial minorities to choose from, their friendship networks demonstrated greater homophily than those of whites early in the formation of the network and over time. Also, African-Americans were more likely than whites to seek out homophilous friendship ties in other class sections. Race as a salient social identity group membership was positively related to homophily for African-Americans, Hispanics, and whites. Over the time period studied there was no significant change in homophily among the racial groups' networks, despite the explicit promotion of diversity in recruitment of students, formation of heterogeneous classes and teams, and active support by the MBA program administrators. We discuss the practical implications of our findings for organizations that are attempting to increase cultural diversity and promote active interaction among individuals from different racial and ethnic backgrounds.