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The Influence of Company Rules, Ethical Climate, and Individual Characteristics on Sales Representative's Honesty

The Influence of Company Rules, Ethical Climate, and Individual Characteristics on Sales... ABSTRACTThis study examined the impact of situational and individual characteristics on sales representatives' propensity to lie or to tell the truth. The situational elements were the honesty of the organisation climate and its formal rules about lying to customers. The individual elements were the participants' degree of Machiavellianism and tolerance for ambiguity. The results indicated that more Machiavellian people were more likely to lie and that they were less guided by the rules than people who were low in this trait. In addition, rules and climate work together for people with a high tolerance for ambiguity in a complex manner. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Australian and New Zealand Academy of Management Cambridge University Press

The Influence of Company Rules, Ethical Climate, and Individual Characteristics on Sales Representative's Honesty

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Publisher
Cambridge University Press
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2005
ISSN
1324-3209
DOI
10.5172/jmo.2005.11.2.27
Publisher site
See Article on Publisher Site

Abstract

ABSTRACTThis study examined the impact of situational and individual characteristics on sales representatives' propensity to lie or to tell the truth. The situational elements were the honesty of the organisation climate and its formal rules about lying to customers. The individual elements were the participants' degree of Machiavellianism and tolerance for ambiguity. The results indicated that more Machiavellian people were more likely to lie and that they were less guided by the rules than people who were low in this trait. In addition, rules and climate work together for people with a high tolerance for ambiguity in a complex manner.

Journal

Journal of the Australian and New Zealand Academy of Management – Cambridge University Press

Published: Mar 1, 2005

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