RT Article
T1 Organizational Consequences, Marketing Ethics and Salesforce Supervision: Further Empirical Evidence
JF Journal of business ethics
VO 17
IS 4
SP 333
OP 352
A1 Mengüç, Bülent
LA English
YR 1998
UL https://ixtheo.de/Record/1785610198
AB This study comparatively examines supervisory reactions of Turkish sales managers to potentially ethical and unethical salesperson behaviors while replicating Hunt and Vasquez-Parraga (1993). Four scenarios representing ethical and unethical conditions of over-stating plant capacity utilization and over-recommending expensive products were presented to the managers. As a result of this comparative study, it is empirically demonstrated that Turkish managers primarily rely on the inherent rightness of a behavior with a focus on the individual (i.e., deontological evaluations) in determining whether a salesperson's behaviors ethical or unethical, but the moral worth of a behavior (i.e., teleological evaluations) also play a role. Turkish managers rely both on the deontological and teleological evaluations in determining their intention to intervene through discipline and rewards. Furthermore, the results are consistent with Hunt and Vitell (1986), Etzioni's moderate deontology and inconsistent with the P-utility theory and ethical egoism.
K1 Moral Worth
K1 Sales Manager
K1 Capacity Utilization
K1 Hunt
K1 Economic Growth
DO 10.1023/A:1005770324730