ABSTRACT
In the wake of a major economic crisis and highly publicized corporate scandals, calls for more responsible corporate governance and leadership continue to grow. A growing body of research that falls under the term behavioral business ethics or managerial ethical decision making studies the antecedents of managerial unethical behavior-cheating, etc-as well as the antecedents of managerial behavior, such as engaging in philanthropy, etc. The traditional approach to address ethical decision making in organizations is based on the notion that there are certain managers who are bad apples and who can be clearly identified and avoided in organizations. Parallel to the findings on the limitations and biases of moral reasoning in facilitating ethical decision making, researchers have recently discovered that ethical judgment and behavior are often the result of automatic and intuitive affective processes rather than of deliberate and analytical reasoning. There is increasing pressure on corporations and their managers to act in a globally responsible and ethically sound manner.
