Business ethics views of working adults and managers in Turkey

dc.authorid0000-0002-6917-2754en_US
dc.authorid0000-0002-5101-6841en_US
dc.authorid0000-0003-3792-8497en_US
dc.contributor.authorMujtaba, Bahaudin G.
dc.contributor.authorSalamzadeh, Yashar
dc.contributor.authorVardarlıer, Pelin
dc.contributor.authorAcet, Gizem Topsakal
dc.date.accessioned2025-05-14T10:28:59Z
dc.date.available2025-05-14T10:28:59Z
dc.date.issued2025en_US
dc.departmentFakülteler, İktisadi ve İdari Bilimler Fakültesi, İşletme Bölümüen_US
dc.descriptionVardarlıer, Pelin (Balikesir Author)en_US
dc.description.abstractThis research with Turkish working adults was initiated to compare the Personal Business Ethics Scores of respondents based on their culture, age, education, and management experience in Turkey. Ethical norms, expectations, and behaviors play important roles in the satisfaction, engagement, and workplace productivity of adults in all cultures. Turkish professionals take pride in their focus on ethics and morality while the country is transitioning towards becoming a powerhouse nation in the Middle East and European economies. This research surveyed 716 Turkish male (323) and female (393) respondents to measure their Personal Business Ethics Scores and determine if various demographic variables (such as management experience, education, age, or gender) make a statistically significant difference in their ethical maturity level. The results show that age, gender, and management experience statistically contribute to moral maturity in business settings. More specifically, the young Turkish generation and females exhibit significantly higher ethical maturity regarding questionable business practices. Despite expectations due to the importance of higher education in society, this study did not find any statistically significant differences between Turkish groups with and without a formal college education. This study contributes to the literature regarding ethical decisions among working adults and the theory of moral development since Lawrence Kohlberg’s theory is partially supported. Implications for honesty at work and career planning to attract and retain an ethically mature workforce are provided.en_US
dc.identifier.doi10.33844/ijol.2025.60449
dc.identifier.endpage107en_US
dc.identifier.issn2383-1103
dc.identifier.issn2345-6744
dc.identifier.issue14en_US
dc.identifier.startpage89en_US
dc.identifier.urihttps://dx.doi.org/10.33844/ijol.2025.60449
dc.identifier.urihttps://hdl.handle.net/20.500.12462/17279
dc.identifier.volume2025en_US
dc.identifier.wosWOS:001451513000005
dc.identifier.wosqualityN/A
dc.language.isoenen_US
dc.publisherCanadian Institute For Knowledge Developmenten_US
dc.relation.ispartofInternational Journal of Organizational Leadershipen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.subjectPersonal Business Ethics Scoresen_US
dc.subjectManagement Experienceen_US
dc.subjectEthical Maturityen_US
dc.subjectCareer Planningen_US
dc.subjectGenderen_US
dc.titleBusiness ethics views of working adults and managers in Turkeyen_US
dc.typeArticleen_US

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