Alle Publikationen
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2016
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(2016): An Action Learning Perspective on Effective Implementation of Academic Honor Codes. In: Group & Organization Management 29 (2), S. 201-218. DOI: 10.1177/1059601103261472
DOI: https://doi.org/10.1177/1059601103261472 Abstract: Facing mounting evidence of academic dishonesty on America's college campuses, many schools in the 1990s implemented academic honor codes to stem the tide. Previous research concerning academic honor codes and other ethics codes highlight the importance of enacting a more ethical organizational culture as well as involving many organizational members in the process. Through the illustrative case of a major public university that struggled to meet this normative goal as it implemented an academic honor code, this article introduces an action learning perspective on how the design and implementation of ethics codes can help effect change in the ethical culture by instilling and reinforcing the values of honesty and integrity. It is argued that codes must be designed with full acknowledgement of the traditions and culture present in the student body, with the involvement of virtually all organization members, to elicit a full understanding of the ethical culture system. (Psy cINFO Da tabase Record (c) 2016 APA, all rights reserved) zitiert von 43
2012
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(2012) : The honor system. Influences on attitudes, behaviors, and pedagogy In: Landrum, R. E.; McCarthy, M. A. (Hg.): Teaching ethically: Challenges and opportunities: Washington: American Psychological Association, S. 89-98
DOI: https://doi.org/10.1037/13496-008 Abstract: Academic integrity has received a great deal of attention as institutions of higher education look for ways to deal effectively with dishonest behaviors, including cheating and plagiarism, which some believe is the most critical issue facing academia today (Davis, Drinan, & Gallant, 2009). Given the prevalence of the problem, Davis and colleagues (2009) challenged educational institutions to determine ways to prevent cheating and suggested cultivating a culture in which academic dishonesty is clearly unacceptable. An honor system has been shown to effectively reduce dishonest behaviors such as cheating (e.g., McCabe & Treviño, 1993). There is a growing trend of revitalizing honor systems (e.g., Melgoza & Smith, 2008) or introducing new modified honor systems (e.g., McCabe & Pavela, 2000). Although there is a long history of honor codes at many institutions of higher learning, most researchers have focused on how an honor code affects the attitudes and behaviors of studen ts rathe r than on pedagogy. In this chapter, we provide a brief history of honor systems in higher education, explain how an honor code influences academic dishonesty, examine how an honor system can impact pedagogy, and offer practical advice for implementing an honor code in a classroom. (PsycINFO Database Record (c) 2016 APA, all rights reserved) zitiert von 5
2011
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(2011) : Motive fairen und nicht-solidarischen Verhaltens: Korruption: Forschungsstand, Prävention, Probleme: Lengerich, Germany: Pabst Science Publishers
Abstract: Ausgehend von der Feststellung, dass sich die Psychologie bisher wenig mit dem Thema "Korruption" auseinandergesetzt hat, werden mogliche psychologische Beitrage zu einer Korruptionsforschung besprochen. Dabei werden psychologische Theorien und Forschungsergebnisse zu "Gerechtigkeit und Fairness" (Organisationsgerechtigkeit als theoretische Basis; distributive Gerechtigkeit bzw. Fairness; prozedurale Fairness; Interaktionsfairness) sowie zu "Fairness und Teameffizienz" dargestellt. Im Rahmen des zuletzt genannten Punktes wird uber eine Studie berichtet, in der das Gerechtigkeitserleben bei der Teamarbeit untersucht wurde. Es zeigte sich unter anderem, dass die Grundeinstellung zu einer Aufgabe ausschlaggebend dafur ist, inwieweit jemand eine Teamarbeit akzeptiert und effizient im Team arbeitet. Die realen vorhandenen Arbeitsbedingungen, sowie die Art und Weise der Aufgabenverteilung (Losverfahren) beeinflussen die Teameffizienz nicht. Fairness und "Social Loafing" sind dagegen starke Pradiktoren fur Teameffizienz. Je weniger Fairness vorhanden ist, desto weniger erfolgreich ist ein Team.
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