An interpretative-theoretical model of ethical decision-making for sport organizations.

The purpose of this study is to develop a model of ethical decision making which will provide a generic and comprehensive philosophical and psychological theoretical foundation for the extension of current theoretical knowledge of ethical behaviour in organizations. In addition, the study's purpose is to provide information which might enhance the practitioner's ability to make ethically right, good, and authentic decisions. The primary data for the study are 14 theoretical models of ethical decision making developed in or having relevance ot administrative contexts. The study employs an interpretative-theoretical methodology of model construction which is both rigorous and deliberative. This methodology consists of four sequential phases: exploration, analysis, classification, and explanation. The five questions posed are as follows: (1) What is the purpose of ethical decision making? (2) What are the theoretical foundations of ethical decision making? (3) What are the elements of ethical decision making? (4) What are the moderators of ethical decision making? (5) What is the process of ethical decision making? The study concludes that there are two general purposes of ethical decision making in administrative contexts, member utility and organizational utility. Member utility refers to the enhanced effectiveness of organizational members who are able to avoid ethical transgression; organizational utility refers to the general enhancement of the organization in terms of efficiency and effectiveness as mediated through the organizational culture and climate. The theoretical foundations for ethical decision making are philosophical and psychological. Seven elements of ethical decision making are identified in the model. These elements are the recognition of the ethical issue, alternative generation, ethical evaluation of the alternatives, ethical judgement, intention, overt ethical/unethical behaviour, and ethical evaluation of behaviour. The moderators of ethical decision making are eclectic and have been grouped into five distinct categories of influencing variables. They are: individual, issue specific, significant other, situational, and external moderators. The moderators influence the decision maker and the ethical decision-making process. The model proposes that the process that ought to be employed by decision makers is open and rational. (Abstract shortened by UMI.