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Cited by

• 2015Social class, power, and selfishness: When and why upper and lower class individuals behave unethically.404 cited
• 2016I Just Can’t Control Myself: A Self-Regulation Perspective on the Abuse of Deviant Employees268 cited
• 2007Authoritarian dynamics and unethical decision making: High social dominance orientation leaders and high right-wing authoritarianism followers.152 cited
• 2009Toward a Better Understanding of Organizational Efforts to Rebuild Reputation Following an Ethical Scandal137 cited
• 2020Supervisor bottom-line mentality and subordinates' unethical pro-organizational behavior76 cited
• 2003The Role of Integrity as a Mediator in Strategic Leadership: A Recipe for Reputational Capital76 cited
• 1996Towards an ethical dimension of decision making in organizations75 cited
• 2020Moral Burden of Bottom-Line Pursuits: How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Ethical Leadership Practices73 cited
• 2020Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior71 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
• 2007Integrity: a systems theory classification51 cited