Curbing Unethical Behavior at Work: What Role for Nudging?

Abstract

Unethical behavior in the workplace frequently spreads due to ethical blind spots, arising when employees fail to recognize the ethical implications of their actions. This article explores how the application of nudging in internal corporate ethics and compliance management can help mitigate these blind spots through subtle alterations in the work environment while preserving choice. Central to this exploration are three contextual factors—uncertainty, anonymity, and injustice—that often trigger ethical blind spots and ordinary employee transgressions in complex workplace situations. I discuss the limitations of prevailing compliance-oriented approaches in tackling these blind spots and delineate conditions for values-oriented interventions to raise employees’ moral awareness in uncertain, anonymous, and unjust situations. On this basis, I introduce a conceptual framework aimed at guiding management practice and policy in applying nudges to support and enhance conventional ethics and compliance programs.

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