Ethical Management in the Stone Industry: Dos and Don’ts

The building and decorative stone industry represents one of the largest opportunities for entrepreneurship, employment, and economic growth. However, despite efforts by both the private and public sectors, it remains largely underrecognized and continues to operate in a traditional manner along much of its value chain.

Iran, due to its favorable geographical location, is among the leading countries in the field of building stones. With thousands of industrial units and a large workforce, this industry has the potential to play a decisive role in the country’s economic dynamics. At the same time, the increasing complexity of organizations and the rise of unethical, illegal, and irresponsible behaviors in workplaces have drawn the attention of managers and experts to the importance of workplace ethics and ethical management.

Human behavior exerts a profound and often invisible impact on various organizational and national outcomes and, on a broader scale, global affairs. Modern humans adopt ethical standards that differ from those of the past and exhibit behaviors accordingly. In other words, human behavior is one of the fundamental variables of today’s world, capable of exposing organizations to risks, challenges, or opportunities.

Ethical management in the workplace offers significant benefits for leaders and managers, encompassing both performance-related advantages and moral or ethical gains.

This article discusses one of the key factors affecting organizational performance—namely, “organizational ethics” and “ethical management in the stone industry”—with the aim of taking steps toward establishing a stone industry organization that achieves its true value and rightful position.

Morals & Ethics

Morals and Ethics

Ethics is concerned with fairness and correctness, guiding decision-making about what is right and wrong, and establishing the behaviors and rules that govern responsible conduct among individuals and groups.

Morality refers to the set of principles and values that individuals use to manage their actions and decisions. An organization is formed when people with diverse interests and backgrounds unite within a shared framework to collaborate toward common goals.

An internal organizational code of ethics is a set of principles that guides an organization in its decisions, plans, and policies. An ethical organizational culture consists of leaders and employees who adhere to this code of ethics.

Organizational ethics is defined as a system of values, dos, and don’ts that distinguishes right from wrong within the organization. Generally, individuals possess unique moral characteristics that shape their attitudes, speech, and behavior. When these individuals occupy positions within an organization, their personal moral traits can manifest in different ways, potentially affecting productivity and the overall impact on the organization.

Organizational Ethics

Organizational ethics refers to the principles that guide an organization in its responses to internal and external stimuli. It is distinct from, yet reliant on, organizational culture. Organizational ethics expresses the organization’s values to its employees and others independently of laws and regulations.

Organizational ethics involves categorizing and describing the processes through which values are shaped within an organization. This includes outlining how decisions are made, identifying the values that must be preserved, and ensuring that decision-making aligns with ethical principles. These processes play a crucial role in guiding organizational behavior.

Weak ethical standards hurt organizational performance. When organizational behavior is ethically weak, both visible and hidden costs of operations increase. These costs can manifest in areas such as low productivity, reduced organizational dynamism, lack of transparency, and poor internal communication.

Conversely, strong organizational ethics has a positive and profound effect on organizational activities and outcomes. It improves efficiency, enhances organizational dynamism, fosters transparency, strengthens internal relationships, and reduces risks.

Business Ethics (Professional Ethics)

 This type of ethics also carries different meanings for different individuals. Generally, however, it is understood as the proper recognition of right and wrong in the workplace, followed by doing what is right and avoiding what is wrong.

Professional ethics is a set of principles and standards of human conduct that govern the behavior of individuals and groups. In essence, professional ethics is a rational thought process aimed at determining which values should be preserved and promoted within an organization, and when they should be upheld.

ETHICS MANAGEMENT

It refers to the identification and prioritization of values to guide behavior within an organization. Organizations can manage ethics in the workplace by establishing an ethical management program. Such programs help organizations maintain ethical performance even in challenging or chaotic situations.

Today, ethical management is recognized as a scientific field within management, featuring a structured approach and a variety of practical tools. These tools include codes of ethics, codes of conduct, policies and procedures, methods for resolving ethical dilemmas, and training programs.

Benefits of Ethical Management in the Workplace

• Attention to work ethics has led to fundamental improvements in the conditions of some societies.

• Ethics programs ensure that an organization maintains ethical performance even in chaotic conditions.
• Ethics programs foster strong teamwork and increase productivity. They align employees’ behaviors with the values that organizational leaders prioritize. Often, organizations observe a clear discrepancy between preferred values and the values reflected in employees’ workplace behaviors. Continuous attention, discussion, and dialogue about values enhances team spirit, honesty, and transparency in the workplace. Employees feel that their personal values align with the organization’s desired values, motivating them to work with greater commitment and performance.
• Ethics programs contribute to the growth and development of employees.
• Ethics programs ensure the legality of organizational policies.
• Ethics programs help prevent criminal negligence.
• Ethics programs aim to detect unethical behavior and legal violations so that these breaches can be reported. When an organization is aware of a violation and does not report it to the relevant authorities, it commits the crime of “negligence,” which carries specific penalties under the law. Therefore, organizations’ efforts to maintain ethical performance help reduce fines.
• Ethics programs assist in managing values in quality management, strategic planning, and diversity management.
• Ethics programs help create a positive image of the organization in the eyes of the public.

Moral Intelligence and the Principles of Moral Intelligence in Management:

Lennick and Kiel define moral intelligence as the ability to distinguish right from wrong in a way that aligns with universal principles. According to them, four principles of moral intelligence are essential for sustained organizational and personal success:

Integrity:

It means creating alignment between what we believe and how we act—doing what we know is right and speaking the truth at all times. A person with high moral intelligence acts in a manner consistent with their principles and beliefs.

Responsibility:

A person with high moral intelligence accepts responsibility for their actions and the consequences of those actions, as well as for their mistakes and failures.

Compassion:

Paying attention to others in a way that creates mutual impact. If we are kind and compassionate toward others, they will also show empathy and kindness toward us in times of need.

Forgiveness:

Awareness of one’s own flaws and tolerance of others’ mistakes.

Researchers have explored how leaders use their moral intelligence to achieve personal and organizational goals. Moral intelligence is not only the right way to live but also beneficial for business. They also examined how ethical skills develop in humans and provided psychological perspectives to offer a foundation for understanding how ethical leaders emerge.

Quantifying the business benefits of moral intelligence for an organization—such as talent retention, company reputation, and customer satisfaction—is challenging. However, the costs of neglecting ethical principles in an organization are far greater. There is substantial evidence that moral intelligence plays a significant role in organizational outcomes.

It is worth noting that most organizations have made honesty and integrity central policies. Today, the value of honesty among Western business leaders has diminished, and some attempt to conceal or obscure the truth. Yet, other leaders act transparently and honestly. Many researchers argue that complete integrity should always be at the top of an organization’s agenda.

Despite the power and healing effect of honesty and integrity, when conducting business becomes challenging, there are often management teams that focus on navigating communication challenges rather than simply insisting on truthfulness. When a leader consistently acts with honesty and aligns their behavior with ethical principles and values, they generally achieve high performance across sales, profits, employee retention, reputation, and customer satisfaction. In other words, good ethics are good for business.

Ethical Behavior

Ethics can be defined through its effects. The persistence of a particular type of behavior indicates that this behavior has taken root deeply within a person’s inner self and soul; this root is what is called character or ethics. The scope of ethics is often considered at the level of individual behavior, but when individual behaviors extend to society or social institutions and become widespread, they transform into a form of collective ethics rooted in the culture of the community, forming a dominant aspect by which the society can be understood.

Today, in the analysis of organizational behavior, addressing ethics and ethical values is essential. The outward symbol of organizations is reflected in their ethical behaviors, which are themselves the sum of various ethical values manifested within those organizations.

In general, individuals possess distinct moral characteristics that shape their thoughts, speech, and behavior. However, when these individuals occupy organizational positions, certain factors may cause their thoughts, speech, and behavior to differ from their individual traits, and these human characteristics can influence organizational efficiency and effectiveness.

The Role of Culture in Improving Work Behavior

All issues and problems in various fields are ultimately caused by a more fundamental factor: culture. The lack of an appropriate mindset and perspective is the main reason for these problems, and there is a direct relationship between cultural beliefs—internalized and accepted values—and technological and industrial development. Therefore, to achieve any transformation in these areas, it is necessary first to foster the intellectual changes that lead to the emergence of a “new human.”

From McClelland’s perspective, such a person is adaptable, independent, efficient, focused on long-term planning, views the world as changeable, and, above all, has confidence in their ability to create transformation and change.

The Five Principles of Leadership Ethics

For organizational leaders to persuade their employees to achieve a common goal, they must, without exception, adhere to accepted ethical standards and demonstrate their commitment to these ethics through tangible actions. Ethical theory establishes a system of rules and principles that guide humans in deciding what is right and wrong, and what is good and bad. The following are the five principles of leadership ethics described in the form of propositions:

1. Ethical leaders respect others: Everyone has the duty to treat others respectfully and to value them for who they are, not as a means to an end. Respect should not be used as a tool to achieve another goal. Achieving this requires honoring the values and decisions of others. In the absence of such behavior, individuals may find themselves in servitude to the objectives of others. Practical respect in an organization is expressed through empathy, emotional connection, and attentive listening, reflecting tolerance and appreciation for diverse employee perspectives.
2. Ethical leaders serve others: The ethical principle of serving others is a true expression of altruism. Leaders who are service-oriented and altruistic prioritize the health and well-being of their employees and followers in their agendas.
3. Ethical leaders are fair: Ethical leaders approach issues with impartiality and justice. When individuals are treated differently, the reasons for such distinctions must be clear, reasonable, and grounded in strong ethical values. In the distribution of resources, rewards, or punishments, the leader’s role is critical. This is because the leader must uphold fairness while being fully aware of the situations and individuals involved—a responsibility that requires careful, ongoing effort.
4. Ethical leaders are honest: Dishonesty is a form of lying and misrepresentation of reality. Its primary consequence is a lack of trust. When leaders are dishonest, they are perceived as unreliable and untrustworthy, and persistent dishonesty undermines followers’ faith in the leader and reduces respect. Honesty for a leader means not making promises they cannot keep, avoiding misconduct, not hiding facts, refraining from actions that harm relationships, and not overvaluing trivial matters.
5. Ethical leaders are community-oriented: Every community, like an organization, has its own system. Communities have specific goals based on their context and vision, often referred to as shared values. Achieving these common goals requires that leaders and followers adhere to and agree upon the path set by the group. Leaders must consider the objectives of and their followers and create conditions that facilitate the achievement of these goals. This means leaders cannot and should not impose their will on others.

A transformational leader should strive to guide the group toward the common good, benefiting both themselves and each follower. This approach prevents the emergence of authoritarianism within the organization.

Therefore, organizations are compelled to take extensive measures to influence public opinion, with the primary focus on demonstrating the ethical nature of their activities. Hess, after studying several organizations, concluded that organizations exhibiting ethical behavior have a higher chance of success compared to those engaging in unethical and dishonest practices. The most successful organizations possess a culture aligned with strong ethical values. Unethical behavior provokes the business environment against the organization and leads to its failure.

Having ethical justifications for internal actions and demonstrating the organization’s ethical commitments to the public are integral parts of organizational activities aimed at improving performance and achieving success.

Why is Ethics Important in an Organization?

Ethics, as a set of principles, is often defined as a charter used for guidance and direction. This set of principles provides a framework for action.

Professional ethics is like a double-edged sword. One edge is a threat: weakness in the ethical system leads to reduced communication and increased losses within the organization. In the stone industry, ethical management would rely more on retrospective control, as individuals may withhold information from management. In such cases, organizational energy turns negative—instead of being directed toward goals, it is spent on rumors, gossip, underperformance, and other counterproductive behaviors. The other edge is opportunity: professional ethics has a significant impact on organizational activities and outcomes. It increases productivity, improves communication, and reduces risk because when professional ethics prevails in an organization, the flow of information is facilitated, and managers are informed before incidents occur.

Organizational success stems from establishing and implementing ethical management. Organizational ethics begins with building trust. The greater the trust in the organization, its programs, and managers (senior, middle, and line managers), the higher the commitment to the organization and its responsibilities. Building trust enhances the organization’s capacity to respond to environmental needs because trust creates synergy in organizational capability. Conversely, as employees’ trust in managers and the organization decreases, managers must spend more resources controlling employee behavior, yielding lower results. Trust is built through the predictability of behavior. Managers exhibiting the following traits undermine and destroy trust:

• Managers with inconsistent behavior.
• Managers with dual or contradictory behavior.
• Managers who make emotional rather than rational decisions.
• Managers who do not honor their promises and commitments.
• Managers who lack mental discipline.
• Managers who lack behavioral discipline.
• Managers who lack assertiveness in interactions.
• Managers who are unplanned and without a strategy.

Therefore, the easier and more accurately others’ behavior can be predicted, the greater the trust in them, which reduces the risk for employees and customers. This, in turn, attracts individuals and employees toward the organization and its management. Trust is also built on a foundation of past performance. Trust occurs in situations where we need to rely on others to make decisions about what actions to take, and it requires having expectations of their performance.

Barber has pointed out that there are three different types of expectations:

• Expectations related to ordinary social life and the maintenance of stability, order, and law.
• Expectations arising from technical and professional performance, such as expecting a surgeon to successfully operate.
• Expectations of others regarding the fulfillment of their duties and responsibilities.

Environmental trust in an organization indicates the rationality of the relationship between the environment and the organization. Whenever an organization builds trust in a way that the environment relies on it, it can increase the perceived reasonableness of the risk associated with interacting with the organization. Our trust in others is a sign that we consider the risk of interacting with them to be reasonable.

One way to address this issue is to compare the entities we trust. In life, everyone places trust in things such as nature, domesticated animals, and fellow humans. Why and how do we trust them? What qualities do we recognize in them that attract our trust? Despite their essential differences, they share one common trait: predictability. Their properties and behaviors can be anticipated, allowing us to adjust our interactions based on these predictions.

Nature’s predictability clarifies our obligations toward it, and the extent to which we can anticipate it determines the degree of our trust. The fundamental difference between wild animals and domesticated animals lies in their predictability. This trait in domestic animals fosters our trust in them, whereas its absence in wild animals explains our lack of trust.

Behavior predictability arises from the consistency and regularity of actions. Repeated and similar behavior under specific conditions can enhance the ability to predict behavior.

We trust those whose behavior we can anticipate. Consider a manager who changes their decisions constantly, with no discernible pattern. You may have encountered such a manager repeatedly: a crisis-stricken manager who is pleased with a specific statement or event one moment, and later upset or angry over the same statement or event. Today, they issue an order, and tomorrow they retract it, punishing an employee for following the original directive. What is the condition of this manager’s employees? Nothing but confusion, bewilderment, and distrust awaits the internal environment of the organization.

Consistency and regularity in behavior stem from responsibility. The more responsible individuals are, the more consistent and law-abiding their behavior becomes. Irresponsible individuals lack commitment to the effectiveness of their actions.

The relationship between regularity and predictability in an organization can be represented as a strategic principle as follows:

The more an organization becomes regulated, the greater its predictability in the environment. To achieve success, there is no alternative but to establish a law-abiding structure within the organization. Being regulated does not mean that the organization is unchangeable; rather, it signifies loyalty to principles.

The authors of Built to Last clearly discovered in their research that successful and ideal organizations are deeply committed to their core values and rarely alter them. These principles form a solid, unyielding foundation for the company and, therefore, do not change with trends. In some organizations, these principles have remained constant for over a century.

The ultimate goal of any successful and ideal organization—the reason for its existence—acts like a guiding light or a shining star on the horizon, always directing the organization. Despite their commitment to these principles, ideal organizations are equally passionate about change and progress. This is what enables transformation within these organizations without compromising stability.

Responsibility originates from adherence to law or compliance with ethical principles. It is noteworthy that relying solely on laws has little effect on increasing employees’ work responsibility. It is these internalized principles and values within the individual that can truly enhance their sense of responsibility.

Human adherence to law, unlike the nature of wild or domesticated animals, stems from responsibility. This responsibility, on one hand, arises from free will and consciousness, and on the other, guides humans toward justified risk-taking and behavioral accountability. Human responsibilities can be either legal or ethical. Of these, ethical responsibilities play a more effective role in ensuring adherence to the law by individuals and organizations.

Organizational responsibility fosters genuine and lasting trust from the environment, ultimately ensuring the organization’s success. The responsibility of organizations is not merely to be efficient; rather, it is to serve the society in which they operate.

Managers and Social Responsibilities and Commitments

Organizations and managers, in relation to social responsibilities and commitments, fall into four categories:

• The first category adopts a defensive strategy. These managers have no ethical commitment and view the environment and employees as prey, seeking to exploit them.
• The second category adopts a reactive strategy. These managers lack ethical commitment but fulfill their responsibilities under pressure from external factors.
• The third category adopts an adaptive strategy. These managers accept ethical responsibility and act on it without any threat or pressure.
• The fourth category adopts a proactive or influential strategy. These managers accept ethical responsibility and willingly act to serve and fulfill their commitments.

Key Considerations in Establishing Ethical Principles

• Ethical principles are a prerequisite for management.
• Professional ethics is a body of knowledge that should be developed based on a logical and rational process.
• Managers must genuinely believe in professional ethical principles (moving from slogans to internalized understanding).
• The ethical indicators of professional conduct must be clearly defined by managers.
• Ethical indicators should not conflict with one another.
• Managers must respect these principles themselves and reflect them in their own behavior.
• Ethical deficiencies can manifest at the foundational and operational levels. A lack of communication between senior and middle managers can increase ethical shortcomings within the organization.

To institutionalize ethics, attention to the following points is of high importance:

Clearly define what is permissible and what is prohibited:

All organizations have written and unwritten rules regarding behavior and performance within the organization. These rules cover various aspects, including dress code, attitude, interactions with colleagues, customers, and others. Even employees working in similar departments across different organizations can often clearly describe cultural differences, which can sometimes be significant.

Many organizational rules and standards are not formally documented, but if you observe the organization carefully for a while, you can discern them. In some organizations, ethical values and decision-making are prioritized above all else. Others emphasize adherence to ethical rules in theory but do not consistently practice them. Some organizations follow utilitarian principles, considering actions ethical if they benefit the majority. Some organizations are more open and generous. Clearly defining expectations for all members of the organization is the first step toward fostering an ethical organizational culture.

Provide a model of desirable behavior (especially demonstrated by leaders)

Various studies, including research by the renowned Stanford psychologist Albert Bandura, show that people tend to model their behavior on others, especially those who are respected and credible. These findings also indicate that leaders in any organization serve as role models for their subordinates. Therefore, organizational leaders and managers must recognize that their behavior is closely observed, and when it comes to ethical conduct and attitudes, it becomes the standard others follow.

According to Bandura, observational learning involves several stages: attention, retention, reproduction, and motivation. For modeling based on observation to occur, an individual must notice the role model, pay attention, remember the model’s behavior, reproduce it, and be motivated to repeat it. Therefore, organizational leaders must exemplify the expected behavior within the organization. If the highest ethical standards are desired, top-level managers must act in accordance with these standards without accepting any excuses. In creating an ethical organization, action and practice are far more influential than words alone.

Encourage what should be done and make what should not be done appear undesirable.

This is a fundamental principle that anyone with even a basic understanding of psychology knows—a truth passed down through generations. If you want a behavior to be repeated, encourage it. If you want it to stop, discourage others from performing it. This simple rule can sometimes be difficult to follow and is sometimes forgotten. Organizations must clearly define which behaviors should be encouraged and which should not, and be determined in enforcing this.

Paying attention to expected ethical behaviors, rewarding them, and promoting these behaviors play a crucial role in shaping an ethical organizational culture. However, care must be taken in choosing rewards and encouragement methods, considering both the intended and unintended consequences.

Focus on skill development and problem-solving:

Focusing on strengthening ethical skills is highly beneficial for organizations. In addition to defining dos and don’ts, organizations should work on gradually developing behavioral skills, effective ethical decision-making abilities, and strategies for problem-solving and navigating ethical crises. Workshops, accessible resources and references, and seeking advice from colleagues and experienced individuals are among the various methods that can be used to foster and enhance ethical decision-making skills.

Provide the necessary tools to implement ethics in the organization:

To create an ethical organizational culture, the necessary tools must be provided, including adequate training, counseling, role modeling, and supervision for all members of the organization. Utilizing internal and external experts to encourage employees to participate in training programs and problem-solving at all levels is also one of these tools.

Appointing a dedicated officer for this task is highly valuable. This individual (along with their team) is responsible for identifying and preparing the necessary tools and resources to deliver effective ethical guidance.

Provide opportunities for corrective feedback:

Another fundamental principle of psychology is providing timely feedback for correction. Without offering regular and well-considered feedback on observed behaviors within the organization, little hope exists for fostering an ethical organizational culture. Encouraging expected behaviors and giving corrective feedback for unacceptable behaviors is vital for implementing ethics in the organization.

Corrective feedback should be delivered in a spirit of collaboration and education, rather than through punitive or blaming language. Presenting feedback as part of cooperation and learning increases its acceptance and reduces the likelihood of rejection. To achieve maximum impact, feedback should be given immediately after the problematic behavior occurs.

Active civil society

In summary, it can be said that if an ethical infrastructure functions properly, it creates an environment in which standards and indicators of desirable personal behavior are encouraged and supported.

By studying various models of ethical behavior, multiple factors have been identified as influencing ethical behavior within organizations. In most ethical models, similar factors are introduced as determinants of organizational ethical behavior, which can be categorized into three levels: macro, meso, and micro.

a) Macro level: Refers to factors present in the external environment of the organization. These factors are usually beyond the organization’s control and are imposed by higher-level systems. Examples include: culture, economy, political environment, technology, religion, and law.

b) Meso level: Refers to organizational-level factors. Organizations generally have significant control over these factors, and most can be managed through organizational policies and programs. Examples include: competition, reward systems, behavioral principles, job characteristics, resources, organizational culture, organizational goals, managerial behavior, organizational climate, positional authority, performance evaluation, and reference individuals.

c) Micro level: Refers to individual-level factors. These factors reside within the employees of the organization, and the organization can influence some of them indirectly by altering meso-level factors. Examples include: attitudes, intentions, self-efficacy, parental influence, values, and beliefs.

One of the pitfalls and misunderstandings that organizations face on their path to ethical growth is the perception of “rights and duties.” If the paradigm of “I have rights and others have duties” takes root in personal, professional, or organizational domains, personal, professional, and organizational responsibilities diminish, and the spirit of ethics within the organization dies. However, if the organization’s relational model is based on the paradigm “the environment has rights and the organization has duties,” then all dimensions of personal ethics, professional ethics, and organizational ethics manifest based on understanding the rights of the environment and fulfilling the organization’s obligations toward them. For example, the principle of respecting customers or clients in our organizations, companies, and offices cannot be practically implemented unless the paradigm of the organization being obligated to recognize the natural rights of customers is accepted.

The hazard of reductionist thinking: Reductionist thinking is an approach that, in explaining or interpreting a system or phenomenon, focuses solely on its components while neglecting the relationships between them. There is no guarantee that if the employees and managers of an organization are ethical and fulfill their individual ethical responsibilities, the organization as an independent legal entity will necessarily be ethical. If an organization lacks ethics, day-to-day operations may lead to widespread ethical conflicts within, putting individual and professional ethics of employees and managers in doubt or tension. To overcome this reductionist perspective, it must be understood that professional ethics transcend the personal ethics of the individuals comprising the organization.

Training managers in ethical intelligence: Studies show that individuals can increase their ethical intelligence and strengthen their ethical skills.

Summary and Conclusion

Many behaviors and decisions of employees and managers in all organizations, including the stone industry, are influenced by their ethical values. Since human resources—whether individually or collectively, and in interaction with others—remain the most important factor of competitive advantage, individuals’ judgments about what is right or wrong significantly affect the quantity and quality of their performance, and consequently, the performance and success of the organization. Therefore, attention to ethical principles in the stone industry is an unavoidable necessity.

Workplace ethics can impact performance by improving relationships, reducing conflicts and disagreements, fostering an atmosphere of understanding and collaboration, and decreasing the costs associated with supervision and control. Additionally, ethical intelligence enhances employee commitment and responsibility, leading to improvements in both individual and team efficiency. Adhering to ethical principles in interactions with internal and external stakeholders increases the legitimacy of organizational actions and allows organizations to benefit from the advantages of diversity, ultimately enhancing profitability and competitive advantage.

Hence, managers and leaders in this significant and historic industry need to take deliberate steps toward elevating ethical standards to witness growth, development, and the attainment of their true position in the sector.

Sources

• Books by Ahad Faramarz Qaramaleki: Professional Ethics, Ethical Organizations in Business, Barriers to the Growth of Professional Ethics in Organizations.
• Abolhassan Faghihi, Behrouz Rezaei Manesh, Administrative Ethics and Management Studies.
• Saeed Moeidfar, Study of Work Ethics and Individual and Social Factors Affecting It.
• Ali Akbar Zakari, Ethics of Officials, Arooj Publishing Institute.
• James Collins, Built to Last, Inc. Publications, 2001.
• Al Borf, Ethical Quality for Organizational Excellence, translated by Reza Najafbeigi, Jafar Rahmani, and Esmaeil Kavousi.
• ROBERT.E. FREDERICK. A COMPANION TO BUSINESS ETHICS. ۱۹۹۹. BLACKWELL PUBLISHING.
• CARTER MCNAMARA. COMPLETE GUIDE TO ETHICS MANAGEMENT. ۱۹۹۹. http://www.mapnp.org/library/ethics.
• ANITA JOSE&MARY S.THIBODEAUX. INSTITUTIONALIZATION OF ETHICS: THE PERSPECTIVE OF MANAGERS. ۱۹۹۹. JOURNAL OF BUSINESS ETHICS ۲۲: ۱۳۳-۱۴۳.
• http://ww.investor.jnj.com/ethics.