ABSTRACT
Research has looked beyond the individual decision maker, examining the impact of others on our own unethical behaviour. This research has identified numerous effects, from those not only above us in the organizational hierarchy but also those below us and those around us. Given the importance ascribed to observers of unethical behaviour for reducing destructive actions, work on motivated blindness has been particularly crucial. Aggregating up a level to the organization, there have been numerous investigating how structural features of the organization impact unethical behaviour, including the role of organizational culture and climate and the impact of reward systems and sanctions. An examination at the organizational level also introduces hierarchy and sources of power, which have in turn been linked to unethical and ethical behaviour. Examining the path forward, it is essential that behavioural ethics research is increasing relevant. There are several paths that people can and should take to ensure this occurs.
