A Comprehensive Framework for the Analysis of Ethical Behavior, with a Focus on Sales Organizations

Wotruba, Thomas R.
March 1990
Journal of Personal Selling & Sales Management;Spring90, Vol. 10 Issue 2, p29
Academic Journal
The article presents an integrating framework to analyze how sales organization personnel--sales managers and salespeople--arrive at ethical decisions and actions. It does not attempt to categorize specific decisions or behaviors as ethical or unethical, but rather provides a conceptual scheme for assessing what factors come into play as moral judgments are made and converted into decisions and action. It identifies the components influencing ethical decision making and their relationships, thereby serving as a common ground for studies of ethics in sales management so that individual results can be consolidated into a broader picture. Performance results, a major outcome of all organizational decision making, affects the manager's success and associated rewards such as promotion opportunities, compensation, power, and status. For most managers, such rewards are powerful motivators. Job performance does not refer to the performance of the moral action itself, but rather to the achievement of a job objective as measured through evaluation of performance results.


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