Charles R Schwenk
Biographic Data
| ID | 1128652 |
|---|---|
| NAME | Charles R Schwenk |
| GIVEN NAMES | Charles R |
| FAMILY NAME | Schwenk |
| SIGNATURE | SCHWENK C R |
| AFFILIATIONS | Indiana University |
| VERIFIED | No |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 17 |
| AUTHOR COUNT | 3 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1988 |
| LATEST PUBLICATION YEAR | 1991 |
| H-INDEX | 1 |
Who Blows the Whistle and Why
This study examines the effects of a number of perceptual variables on internal auditors' reporting of wrongdoing by employees and managers in their organizations. Survey responses of 653 Directors of Internal Auditing who observed what they perceived to be incidents of wrongdoing show that they were less likely to report these incidents when they did not feel compelled morally or by role prescription to do so, when they evaluated their job perfo…
Illusions of Management Control? Effects of Self-Serving Attributions on Resource Commitments and Confidence in Management
Past research has demonstrated that executives discussing the performance of their organizations tend to take credit for good performance and lay blame on the environment for poor performance. Two experiments were conducted to test the effects of this pattern of self-serving attributions on student subjects' confidence in management and their allocation of financial resources. Results of both experiments showed that executives' communications tak…
Effects of Devil's Advocacy on Escalating Commitment
Devil's advocacy is designed to assist decision makers in questioning assumptions. Escalating commitment in organizations occurs in decisions involving ambiguous information which requires decision makers to make assumptions. In such decisions, experts often provide analysis and recommendations for action which may increase the tendency toward escalating commitment if decision makers uncritically accept the assumptions underlying the experts' rec…
Who Blows the Whistle and Why
This study examines the effects of a number of perceptual variables on internal auditors' reporting of wrongdoing by employees and managers in their organizations. Survey responses of 653 Directors of Internal Auditing who observed what they perceived to be incidents of wrongdoing show that they were less likely to report these incidents when they did not feel compelled morally or by role prescription to do so, when they evaluated their job perfo…
Effects of Devil's Advocacy on Escalating Commitment
Devil's advocacy is designed to assist decision makers in questioning assumptions. Escalating commitment in organizations occurs in decisions involving ambiguous information which requires decision makers to make assumptions. In such decisions, experts often provide analysis and recommendations for action which may increase the tendency toward escalating commitment if decision makers uncritically accept the assumptions underlying the experts' rec…
Illusions of Management Control? Effects of Self-Serving Attributions on Resource Commitments and Confidence in Management
Past research has demonstrated that executives discussing the performance of their organizations tend to take credit for good performance and lay blame on the environment for poor performance. Two experiments were conducted to test the effects of this pattern of self-serving attributions on student subjects' confidence in management and their allocation of financial resources. Results of both experiments showed that executives' communications tak…
Who Blows the Whistle and Why
This study examines the effects of a number of perceptual variables on internal auditors' reporting of wrongdoing by employees and managers in their organizations. Survey responses of 653 Directors of Internal Auditing who observed what they perceived to be incidents of wrongdoing show that they were less likely to report these incidents when they did not feel compelled morally or by role prescription to do so, when they evaluated their job perfo…
Business (3 works) · Psychology (3 works) · Computer Science (2 works) · Economics (2 works) · Management (2 works) · Political science (2 works) · Public relations (2 works) · Social Psychology (2 works) · Social Psychology (2 works) · Accounting (1 works)