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.