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Cited by

• 2007Authoritarian dynamics and unethical decision making: High social dominance orientation leaders and high right-wing authoritarianism followers.152 cited
• 2019The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance139 cited
• 2019A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors135 cited
• 2008Undivided Corporate Responsibility: Towards a Theory of Corporate Integrity132 cited
• 2006The effects of service climate and the effective leadership behaviour of supervisors on frontline employee service quality: A multi‐level analysis114 cited
• 2019Winning at all costs: An exploration of bottom‐line mentality, Machiavellianism, and organisational citizenship behaviour80 cited
• 1998Can Business Ethics Be Taught?: A New Model of Business Ethics Education66 cited
• 2020Supervisor bottom-line mentality, workaholism, and workplace cheating behavior: the moderating effect of employee entitlement59 cited
• 1993Woolman's "I am We" Triple-Loop Action-Learning: Origin and Application in Organization Ethics58 cited
• 2018Supervisor to coworker social undermining: The moderating roles of bottom-line mentality and self-efficacy57 cited
• 2018“If Only My Coworker Was More Ethical”: When Ethical and Performance Comparisons Lead to Negative Emotions, Social Undermining, and Ostracism54 cited
• 1996