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Results: 1-9 |
Results: 9

Authors: Trevino, LK Weaver, GR
Citation: Lk. Trevino et Gr. Weaver, Organizational justice and ethics program "follow-through": Influences on employees' harmful and helpful behavior, BUS ETHIC Q, 11(4), 2001, pp. 651-671

Authors: Weaver, GR
Citation: Gr. Weaver, Ethics programs in global businesses: Culture's role in managing ethics, J BUS ETHIC, 30(1), 2001, pp. 3-15

Authors: Butterfield, KD Trevino, LK Weaver, GR
Citation: Kd. Butterfield et al., Moral awareness in business organizations: Influences of issue-related andsocial context factors, HUMAN RELAT, 53(7), 2000, pp. 981-1018

Authors: Trevino, LK Weaver, GR
Citation: Lk. Trevino et Gr. Weaver, Letter to AMR regarding "Convergent Stakeholder Theory" Trevino and Weaver's reply to Jones and Wicks, ACAD MGMT R, 24(4), 1999, pp. 623-624

Authors: Trevino, LK Weaver, GR
Citation: Lk. Trevino et Gr. Weaver, Response - The stakeholder research tradition: Converging theorists - Not convergent theory, ACAD MGMT R, 24(2), 1999, pp. 222-227

Authors: Weaver, GR Trevino, LK Cochran, PL
Citation: Gr. Weaver et al., Corporate ethics practices in the mid-1990's: An empirical study of the Fortune 1000, J BUS ETHIC, 18(3), 1999, pp. 283-294

Authors: Trevino, LK Weaver, GR Gibson, DG Toffler, BL
Citation: Lk. Trevino et al., Managing ethics and legal compliance: What works and what hurts, CALIF MANAG, 41(2), 1999, pp. 131

Authors: Weaver, GR Trevino, LK Cochran, PL
Citation: Gr. Weaver et al., Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices, ACAD MGMT J, 42(5), 1999, pp. 539-552

Authors: Weaver, GR Trevino, LK Cochran, PL
Citation: Gr. Weaver et al., Corporate ethics programs as control systems: Influences of executive commitment and environmental factors, ACAD MGMT J, 42(1), 1999, pp. 41-57
Risultati: 1-9 |