1. Early Determinants of Ethical Decision-Making Stephen Murphy Center for Applied Social Research University of Oklahoma ORI Conference Tampa Bay, FL 12/02/06

2. Collaborative Effort  Professors: Dr. Michael Mumford Dr. Michael Mumford Dr. Lynn Devenport Dr. Lynn Devenport  Graduate Students: Ethan Waples Ethan Waples Alison Antes Alison Antes Dr. Shane Connelly Dr. Ryan Brown Jason Hill Also like to acknowledge the National Institutes of Health and Office of Research Integrity for funding this research

3. Decision-Making in Ethical Dilemmas  Decision-making in ethical dilemmas is a complex process: Competing values, causes, and goals Competing values, causes, and goals Emotions are at play Emotions are at play Situational cues often conflict Situational cues often conflict Outcomes are uncertain Outcomes are uncertain  Choices in ethical decision-making: An illustrative example An illustrative example  Final action follows a sequence of choices May have a number of different influences May have a number of different influences

4. Causes of Misconduct: Organizational Climate versus Career Experiences  Individual factors  Organizational Climate: Shared perceptions of the organization Shared perceptions of the organization Expectations of social interactions Expectations of social interactions  Career Experiences: Direct specific experiences or incidents Direct specific experiences or incidents Experiences provide information Experiences provide information

5. Method  Participants: 102 first-year doctoral students 102 first-year doctoral students  Sampled from 3 graduate sciences: Social Social Biological Biological Health Health  Measures: Organizational Climate inventory Organizational Climate inventory Career Experiences measure Career Experiences measure Ethical decision-making Ethical decision-making

6. Organizational Climate Survey  Example items: A wide variety of viewpoints are expressed here A wide variety of viewpoints are expressed here Distribution of rewards and credits is fair here Distribution of rewards and credits is fair here  Factor Analysis: Equity Equity Interpersonal Conflict Interpersonal Conflict Occupational Engagement Occupational Engagement Work Commitment Work Commitment

7. Career Experiences Measure  Example Items: How often has a professor asked you a question about class readings that you were unable to answer? How often has a professor asked you a question about class readings that you were unable to answer? How often has your group challenged itself to develop unique research ideas or products? How often has your group challenged itself to develop unique research ideas or products?  Factor Analysis: Professional Leadership Professional Leadership Poor Coping Poor Coping Lack of Rewards Lack of Rewards Limited Competitive Pressure Limited Competitive Pressure Poor Career Direction Poor Career Direction

8. Ethical Decision-Making Measure  Low-fidelity work simulation  Taxonomy of four broad domains of misconduct: Data management Data management Study conduct Study conduct Professional practices Professional practices Business practices Business practices  Scored on ethicality High (3) Moderate (2) Low (1) High (3) Moderate (2) Low (1)

9. Ethical Decision-Making Measure During graduate school, Langston developed a new methodological approach for analyzing data, with guidance from his advisor. He trained several graduate students on the use of this approach before he graduated. At a recent professional conference, Langston heard a student present preliminary results from her Master’s thesis in which she used the data analytic approach. He noticed a potentially serious error in the interpretation of the data, attributable to improper use of the approach. He mentions this possibility after the presentation.

10. Ethical Decision-Making Measure A month after the conference, one of Langston’s colleagues shows him a manuscript written by the student and Langston’s former advisor. It has been submitted for publication and contains the same information and errors he observed at the conference. He tells his former advisor that he’s sure the analytic approach was applied improperly and can demonstrate this. What should Langston’s former advisor do? Choose two from the following: (H) Retract the submitted manuscript (M) Submit new analyses and interpretations indicating that the wrong version of the manuscript was submitted (L) Wait for reviews and do additional analyses if indicated

11. Results Block One Dataβ Study Conduct β Professional Practices β Business Practices β Equity-.06.07-.02-.09 Interpersonal Conflict -.13-.03-.22*-.29* Occupational Engagement.11.01.14.19 Work Commitment.02.19.07.24* R.20.24.31*.37* Note: * sig. p<.05

12. Results Block One Dataβ Study Conduct β Professional Practices β Business Practices β Professional Leadership.12.00.14-.02 Poor Coping -.28*.01-.12-.05 Lack of Rewards -.16-.13-.34*-.03 Limited Competitive Pressure.09-.16.18.10 Poor Career Direction.04.16.11.25* R.37*.27.47*.33* Note: * sig. p<.05

13. Results Block One Dataβ Study Conduct β Professional Practices β Business Practices β Equity-.08.07-.16-.02 Interpersonal Conflict.02.05-.06-.20 Occupational Engagement.06.05.14-.17 Work Commitment.00.18.04.23* Block Two Professional Leadership.14-.05.13-.02 Poor Coping -.33*.00-.18-.05 Lack of Rewards -.15-.10-.35*.03 Limited Competitive Pressure.08.11.14.04 Poor Career Direction -.07.16.04.17 R.40*.33.51*.43*

14. Summary  Compelling evidence for the influence of Organizational Climate and Career Experience on the choices people make  Early influences on Ethical Decision- making: Organizational Climate: Organizational Climate: Influence of interpersonal conflictInfluence of interpersonal conflict Career experience: Career experience: Impact of poor coping and lack of rewardsImpact of poor coping and lack of rewards

15. Discussion  Organizational Climate remains critical, but…  More attention focusing on experiences in the work environment  Study the relationship between direct experiences and perceptions of organizational climate