sonal experiences (Hunt and Vitell, 1986); as shaped through education (Brenner and Molander, 1977); family (Laczniak and Murphy, 1993); gender (Fritzsche, 1988); and culture (Armstrong and Sweeney, 1994); management position and role of the individual (Fritzsche, 1988); locus of control (Trevino and Youngblood, 1990); and Machiavellianism (Hunt and Chonko, 1984). Organizational factors that influence ethical behavior emphasize the effect of significant others within the organizational setting such as top management's actions (Chonko and Hunt, 1985), behavior of peers (Ferrell and Weaver, 1978), as well as the effect of organizational attributes such as climate (Victor and Cullen, 1988) and reward systems (Cadbury, 1987). Furthermore, corporate policies (Weaver and Ferrell, 1977), like ethics programmes (Wiley and Nixon, 1993) and professional codes of ethics, have been suggested as enhancing the probability of ethical actions, especially if enforced and combined with strict disciplinary actions (Kaikati and Label, 1980) and surveys to monitor comp
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