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dc.contributor.authorBell, Chris
dc.contributor.authorHughes-Jones, Justin
dc.date.accessioned2015-05-21T17:50:15Z
dc.date.available2015-05-21T17:50:15Z
dc.date.issued2008
dc.identifier00007
dc.identifier.citationBell, C. M., & Hughes-Jones, J. (2008). Power, self-regulation and the moralization of behavior. Journal of Business Ethics, 83(3), 503-514.en_US
dc.identifier.urihttp://hdl.handle.net/10315/29092
dc.descriptionen_US
dc.description.abstractManagers who have to reward or punish others may be prone to moralizing. This can create problems because it may make the manager less tolerant of errant behavior while others in the social group, who may be wary of moralizing attitudes, may react against the manager.en_US
dc.description.sponsorshipYork's Knowledge Mobilization Unit provides services and funding for faculty, graduate students, and community organizations seeking to maximize the impact of academic research and expertise on public policy, social programming, and professional practice. It is supported by SSHRC and CIHR grants, and by the Office of the Vice-President Research & Innovation. kmbunit@yorku.ca www.researchimpact.caen_US
dc.relationYork Universityen_US
dc.relation.urien_US
dc.rightsAttribution-Noncommercial-No Derivative Works 2.5 Canadaen_US
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/2.5/ca/en_US
dc.subjectPsychologyen_US
dc.subjectEthicsen_US
dc.subjectWorkplaceen_US
dc.titlePeople Who Punish or Reward Tend to Moralize Even Conventional Behaviouren_US
dc.typeResearch Summaryen_US


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