Taking Stock: Can the Theory of Reasoned Action Explain Unethical Conduct?

Taking Stock: Can the Theory of Reasoned Action Explain Unethical Conduct?

 Donna M. Randall

Journal of Business Ethics, Vol. 8, No. 11

https://doi.org/10.1007/BF00384531

Source: WeLib

Donna M. Randall’s article “Taking Stock: Can the Theory of Reasoned Action Explain Unethical Conduct?” looks at whether the Theory of Reasoned Action can help us understand why people sometimes act unethically in organizations.

The Theory of Reasoned Action says that behavior is shaped by two main things: a person’s attitudes toward the behavior and the social expectations they feel from others. In simple terms, people act based on what they believe will happen and what they think important people around them expect.

Randall reviews empirical research on the Fishbein and Ajzen model, which is the foundation of the Theory of Reasoned Action. This model has been widely tested and shows that attitudes and social pressures often predict behavior fairly well. For example, if someone believes that cutting corners will save time and their boss seems to approve, they may be more likely to do it.

However, the article also points out that unethical conduct is not always rational or carefully planned. Other factors, like habits, emotions, organizational culture, and situational pressures, can break the link between intentions and actual behavior. This means that even if someone intends to act ethically, stress or workplace norms might push them toward unethical choices.

Randall concludes that while the Theory of Reasoned Action explains part of why unethical behavior happens, it is not enough on its own. To fully understand unethical conduct in organizations, we need to combine this theory with other perspectives that consider culture, emotions, and everyday pressures.

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