| Immoral stage | Reactive stage | Conformity stage | Integrity stage | Total alignment stage |
The nature of these phases | Unethical conduct is good business. The purpose of business is business, not ethics. | Gestures forms of ethical sensitivity to (adopt codes of ethics). Unethical behaviour is innocent and often covered. | A direct engagement in ethical performance monitoring and management. An approach from the perspective of ethics rules. Disciplining unethical behaviour through punishment. | Internalization of values and ethical standards. One approach ethics from the perspective of internal values, not external rules. Internal ethical review; ethical debates. | Integrating ethics in order, strategy and business operations. Interaction responsible, moral, non-negotiable beneficiaries. |
The main goal pursued | Ethics has no place in the organization’s activities. Unethical behaviour is presented as a good deal. | Protection organization in counteracting the dangers of unethical behaviour. Sceptics and critics are silenced by the existence of ethical standards. | Preventing unethical behaviour. The desire to have a good reputation ethics. | Raising ethical performance of the organization. Proactively promote ethical behaviour. Ethics is strategically important. | Ethics is part of the culture and purpose of the organization. Ethics is implied in the speech and in the decision. |
Ethical management strategy | A Machiavellian theory. The main goal pursued negates the need for ethical decision. No concern for beneficiaries. No ethical management strategy. | Ethical management of laissez-faire. Inability to genuine ethical management. Ethical values of the organization are just words on paper. | Ethical management of transactional type (unethical behaviour is a cost to be reduced). Clear and comprehensive ethical code. Ethical management systems are used. Unethical behaviour is punished. | Transformational ethical management type. Involving beneficiaries. Prevail “discussions” ethical. Systems management functions and high ethical. Managers have competence ethics. | All are responsible for ethical management. Function ethics/ethics office acts as a “rudder”. Celebrate heroes are ethical and moral stories are recounted. Eliminating discrepancies between moral values and behaviour. |
Challenges and future risks | The financial consequences of immorality are becoming unbearable. The discrepancy between increasing personal and organizational values. Customers have a sense of alienation. | Sensitivity to ethical scandal. Low ethical reputation of the organization. Issues of credibility with customers. | The mentality of “what is not forbidden is allowed.” Suffocation by rules imposed from outside autonomy and personal responsibility. The proliferation of ethical rules. bureaucracy. | Moral autonomy leads to moral dissent. Strong leaders undermine ethical mechanism. Lack of identity that affects ethical integrity phase. | Self-sufficiency/ Arrogance ethics. Moral laxity. Neglect of ethical training of new employees. Lack of coordination in ethical management. |