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Cited by

• 2018A Model of Neutralization Techniques210 cited
• 1996ORGANIZATIONAL OFFENDING AND NEOCLASSICAL CRIMINOLOGY: CHALLENGING THE REACH OF A GENERAL THEORY OF CRIME*151 cited
• 1989Criminological theory and organizational crime140 cited
• 2008Portraying the Nature of Corruption Using an Explorative Case Study Design135 cited
• 1992DETERRING CORPORATE CRIME*134 cited
• 2005Choosing White-Collar Crime126 cited
• 2012Love, Hate, Ambivalence, or Indifference? A Conceptual Examination of Workplace Crimes and Organizational Identification118 cited
• 2010Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership94 cited
• 2005Designing Ethical Organizations: Avoiding the Long-Term Negative Effects of Rewards and Punishments90 cited
• 1990Upper-level managers and whistleblowing: determinants of perceptions of company encouragement and information about where to blow the whistle89 cited
• 2017Impression Management and Interview and Job Performance Ratings: A Meta-Analysis of Research Design with Tactics in Mind69 cited
• 2005The Impact of Relative Position and Relational Closeness on the Reporting of Unethical Acts50 cited
• 2016Stumbling Toward a Social Psychology of Organizations: An Autobiographical Look at the Direction of Organizational Research