Advertisement

Journal of Business Ethics

, Volume 144, Issue 3, pp 467–478 | Cite as

Networking, Corruption, and Subversion

  • Ned Dobos
Article

Abstract

This paper explores the ethics of networking as a means of competition, specifically networking to improve one’s prospects of prevailing in formal competitive processes for jobs or university placements. There are broadly two ways that networking might be used to influence the outcome of some such process: through the “exchange of affect” between networker and selector, and through the demonstration of merit by networker to selector. Both raise ethical problems that have been overlooked but need to be addressed.

Keywords

Cronyism Favouritism Meritocracy Networking Personnel selection Unstructured interviews 

Notes

Funding

This research project was not funded or sponsored by any institution.

Compliance with Ethical Standards

Conflict of interest

The authors declare that they have no conflicts of interest.

Research Involved in Human Rights

No human studies were involved in this research.

References

  1. Abramson, L. W. (2000). The judicial ethics of ex parte and other communications. Houston Law Review, 37, 1343–1394.Google Scholar
  2. Arvey, R., & Renz, G. L. (1992). Fairness in the selection of employees. Journal of Business Ethics, 11, 331–340.CrossRefGoogle Scholar
  3. Barclay, J. M. (1999). Employee selection: A question of structure. Personnel Review, 28(1–2), 134–151.CrossRefGoogle Scholar
  4. Bryne, D., & Griffitt, W. (1973). Interpersonal attraction. Annual Review of Psychology, 24(3), 316–336.Google Scholar
  5. Byrne, D. (1969). Attitudes and attraction. In L. Berkowitz (Ed.), Advances in experimental social psychology (pp. 35–89). New York: Academic Press.Google Scholar
  6. Byrne, D., Clore, G. L., & Worchel, P. (1966). The effect of economic similarity-dissimilarity on interpersonal attraction. Journal of Personality and Social Psychology, 4, 220–224.CrossRefGoogle Scholar
  7. Carnegie, D. (1999). How to win friends and influence people., Harper business classics Pymble: HarperCollins.Google Scholar
  8. Dipboye, R. L. (1994). Structured and unstructured interviews: Beyond the job-fit model. Research in Personnel and Human Resource Management, 12, 79–122.Google Scholar
  9. Empringham, T. (2009). Great business books for small business. Retrieved November 27, 2014 from http://succeedsooner.ca/2009/10/01/great-business-books-for-small-business/.
  10. Fujitsu. Fujitsu way code of conduct: Global business standards. Retrieved November 27, 2014 from http://www.fujitsu.com/downloads/PHIL/GlobalBusinessStandards_V20.pdf.
  11. General Motors. Winning with integrity: Our values and guidelines for employee conduct. Retrieved November 27, 2014 from http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Corporate_Governance/PDFs/WWI.pdf.
  12. Geometry Global. WPP code of business conduct. Retrieved November 27, 2014 from http://www.geometry.com/conduct.
  13. Goldman Sachs. Our Shared responsibility to our clients, colleagues, and communities. Retrieved November 27, 2014 from http://www.goldmansachs.com/investor-relations/corporate-governance/corporate-governance-documents/revise-code-of-conduct.pdf.
  14. Haltom, J. (2009). Earwigging the chancellor prohibited: A violation of legal ethics. Mississippi Law Journal, 79, 115.Google Scholar
  15. Hamermesh, D. (2011). Beauty pays: Why attractive people are more successful. New Jersey: Princeton University Press.Google Scholar
  16. Judge, A. T., & Cable, D. M. (2004). The effect of physical height on workplace success and income: Preliminary test of a theoretical model. Journal of Applied Psychology, 89(3), 428–441.CrossRefGoogle Scholar
  17. Kaplan, M. F., & Olczak, P. V. (1971). Attraction toward another as a function of similarity and commonality of attitudes. Psychological Reports, 28(2), 515–521.CrossRefGoogle Scholar
  18. Kershnar, S. (2003). The duty to hire the most qualified applicant. Journal of Social Philosophy, 43(2), 267–284.CrossRefGoogle Scholar
  19. Levashina, J., & Campion, M. A. (2007). Measuring faking in the employment interview: Development and validation of an interview faking behavior scale. Journal of Applied Psychology, 92(6), 1638–1656.CrossRefGoogle Scholar
  20. Lubet, S. (1990). Ex parte communications: An issue in judicial conduct. Judicature, 74(2), 96–101.Google Scholar
  21. Mason, A. (2001). Equality of opportunity: Old and new. Ethics, 111(4), 760–781.CrossRefGoogle Scholar
  22. Melé, D. (2009). The practice of networking: An ethical approach. Journal of Business Ethics, 90(4), 487–503.CrossRefGoogle Scholar
  23. Michael, J., & Yukl, G. (1993). Managerial level and subunit function as determinants of networking behaviour in organizations. Group Organization and Management, 18(3), 328–351.CrossRefGoogle Scholar
  24. Miller, D. (1999). Principles of social justice. Cambridge MA: Harvard University Press.Google Scholar
  25. Misner, I. (2010). Networking like a pro. Irvine: Entrepreneur Press.Google Scholar
  26. Philips, M. (1984). Bribery. Ethics, 94(4), 621–636.CrossRefGoogle Scholar
  27. Pursell, E. D., Campion, M. A., & Gaylord, S. R. (1980). Structured interviewing: avoiding selection problems. Personnel Journal, 59, 907–912.Google Scholar
  28. Rawls, J. (1971). A theory of justice. Cambridge, MA: Harvard University Press.Google Scholar
  29. Roehling, M. V. (1999). Weight-based discrimination in employment: psychological and legal aspects. Personnel Psychology, 52(4), 969–1016.CrossRefGoogle Scholar
  30. Rolls Royce. Global code of conduct. Retrieved November 27, 2014 from http://www.rolls-royce.com/Images/016068_RR_GCoC_EN_low-res_tcm92-51656.pdf.
  31. Rosenfeld, P. (1987). Impression management, fairness, and the employment interview. Journal of Business Ethics, 16, 801–808.CrossRefGoogle Scholar
  32. Schonsheck, J. (2000). Business friends: Aristotle, Kant and other management theorists on the practice of networking. Business Ethics Quarterly, 10(4), 897–910.CrossRefGoogle Scholar
  33. Segall, S. (2012). Should the best qualified be appointed? Journal of Moral Philosophy, 9(1), 31–54.CrossRefGoogle Scholar
  34. Sher, G. (1988). Qualifications, fairness, and desert. In N. Bowie (Ed.), Equal opportunity. Boulder: Westview Press.Google Scholar
  35. Smith, M., & George, D. (1994). Selection methods. In C. L. Cooper & I. T. Robertson (Eds.), Key reviews in managerial psychology. Chichester: Wiley.Google Scholar
  36. Society for Human Resource Management. (2014). Less than 5 minutes spent on a single resume, SHRM survey says. Retrieved July 10, 2015 from www.shrm.org/about/pressroom/pressreleases/pages/resumesurvey.aspx Accessed 10/7/2015.
  37. Swift, A., & Marshall, G. (1997). Meritocratic equality of opportunity: Economic efficiency, social justice, or both? Policy Studies, 18(1), 35–48.CrossRefGoogle Scholar
  38. Van der Zee, K. I., Bakker, A., & Bakker, P. (2002). Why are structured interviews so rarely used in personnel selection? Journal of Applied Psychology, 87(1), 176–184.CrossRefGoogle Scholar
  39. Walker, C. (2001). Socialising for success. Carmarthen: Crown House Publishing.Google Scholar
  40. Wolff, H.-G., Moser, K., & Grau, A. (2008). Networking: theoretical foundations and construct validity. In J. Deller (Ed.), Readings in applied organizational behavior from the Lüneburg symposium: Personality at work. Mering: Rainer Hampp.Google Scholar
  41. WSDC. (2005). Rules of the WSDC. Retrieved November 27, 2014 from http://www.schoolsdebate.com/docs/rules.asp.

Copyright information

© Springer Science+Business Media Dordrecht 2015

Authors and Affiliations

  1. 1.School of HASSThe University of New South WalesCanberraAustralia
  2. 2.The Centre for Applied Philosophy and Public EthicsCanberraAustralia
  3. 3.The MacMillan Centre for International and Area StudiesYaleUSA

Personalised recommendations