Suchergebnisse

A differential association model of unethical behavior was utilized to predict unethical behavior among marketing practitioners. The data were collected through a systematic random sample of 280 marketing managers selected from the 1975 American Marketing Association roster. Newstrom and Ruch 's 17-item ethics scale was used to develop six types of predictors of unethical behavior, "What I do, " among marketers. These six types of variables included (1) the marketer's beliefs, "What I believe"; (2) what the marketer thought his peers believed, "Peer beliefs"; (3) what the marketer thought top management believed, "What top management believes"; (4) what the marketer thought his peers did, "What my peers do"; (5) the opportunity the marketer thought his peers had to become involved in un-ethical behavior, "Opportunity for peers"; and finally (6) the opportunity the marketer himself had to become involved in unethical behavior, "Individual opportunity." In the case of these marketing practitioners, their perceptions of what their peers do and their own opportunity to become involved in unethical behavior that involved others were better predictor variables than were any of the other variables analyzed.

The manner in which the key managers of entrepreneurial firms perceive the environment of the firm has important implications for decisions regarding organizational structure, processes and performance. Entrepreneurial behavior has traditionally been characterized as one type of strategic response to uncertain environments. This research takes a unique position in exploring how the entrepreneurial orientation of the firm's key manager may in fact influence managerial perceptions of the environment. Utilizing survey data drawn from more than 800 key managers in three countries this study proposes and tests a model of perceived uncertainty. The results suggest that the greater the entrepreneurial orientation of the key manager the more likely he or she is to characterize the environment of the firm as uncertain. Although this relationship holds true in general the results also suggest that there are strong differences in the relationship across countries and industries and that certain firm characteristics have a potential impact on managerial perceptions.