caa a22 4500 467939632 CHVBK 20180406153008.0 cr unu---uuuuu 170328e20060901xx s 000 0 eng 10.1007/s10490-006-9002-7 doi (NATIONALLICENCE)springer-10.1007/s10490-006-9002-7 Resolving ethical conflicts at workthrough cooperative goals and constructive controversy in the People's Republic of China [Elektronische Daten] [Robin Snell, Dean Tjosvold, Sofia Fang] The idea of constructive controversy and the theory of cooperation and competition together suggest the type of interaction that promotes satisfactory resolution of ethical conflicts and the conditions under which this occurs. A sample of 101 Chinese mainland employees described and rated a critical incident of an ethical conflict at work. Structural equation analyses indicated that when the employees had goals that were cooperatively related with those of other stakeholders in the conflict, rather than competitive or independent goals, this facilitated constructive controversy, i.e., open-minded discussion, which, in turn, led to effective outcomes in terms of substantive ethical impact and interactional justice. Results also indicated that high levels of moral intensity strengthened competitive goals and rendered constructive controversy less likely. Implications are that organizations should make it clear to members that conflict avoidance and moral muteness are inappropriate responses to ethically unsound practices and policies, that it is important to detect ethically questionable behaviours or policies at an early stage, and that wherever possible these should be discussed promptly, before an uncomfortably high level of moral intensity is reached. Constructive controversy is suggested as a process through which corporate codes of conduct may be developed. Springer Science + Business Media, Inc., 2006 Cooperation nationallicence Competition nationallicence Constructive controversy nationallicence Moral intensity nationallicence China nationallicence Snell Robin Department of Management, Lingnan University, 8, Castle Peak Road, Tuen Mun, NT, Hong Kong SAR, PR China aut Tjosvold Dean Department of Management, Lingnan University, 8, Castle Peak Road, Tuen Mun, NT, Hong Kong SAR, PR China aut Fang Sofia School of Finance, Shanghai University of Finance & Economics, 777, Guoding Road, 200433, Shanghai, China aut Asia Pacific Journal of Management Kluwer Academic Publishers-Plenum Publishers; http://www.springer-ny.com 23/3(2006-09-01), 319-343 0217-4561 23:3<319 2006 23 10490 https://doi.org/10.1007/s10490-006-9002-7 text/html Onlinezugriff via DOI 1 research-article jats NATIONALLICENCE 856 40 https://doi.org/10.1007/s10490-006-9002-7 text/html Onlinezugriff via DOI NATIONALLICENCE 700 1- Snell Robin Department of Management, Lingnan University, 8, Castle Peak Road, Tuen Mun, NT, Hong Kong SAR, PR China aut NATIONALLICENCE 700 1- Tjosvold Dean Department of Management, Lingnan University, 8, Castle Peak Road, Tuen Mun, NT, Hong Kong SAR, PR China aut NATIONALLICENCE 700 1- Fang Sofia School of Finance, Shanghai University of Finance & Economics, 777, Guoding Road, 200433, Shanghai, China aut NATIONALLICENCE 773 0- Asia Pacific Journal of Management Kluwer Academic Publishers-Plenum Publishers; http://www.springer-ny.com 23/3(2006-09-01), 319-343 0217-4561 23:3<319 2006 23 10490 Metadata rights reserved Springer special CC-BY-NC licence nationallicence BK010053 XK010053 XK010000 NATIONALLICENCE NATIONALLICENCE NL-springer