A realist synthesis of ethical interventions: the role of the manager’s terminal, instrumental values and organisation-based contextual factors

Purpose This study aims to understand why top managers intervene in unethical situations at the workplace and develop a conceptual model of ethical intervention based on symbolic interaction and realist review components. We focus on top manager values and organisation-level contextual factors, which can be a cause of managers' ethical interventions. Design/methodology/approach A qualitative method was employed, involving twelve semi-structured interviews with top managers. The research adopted a theory-driven approach, emphasizing the importance of the theoretical foundation and prior research findings rather than testing a specific framework. A realist synthesis methodology was combined with symbolic interaction to analyse the result. Findings Leaders who prioritise values such as honesty, fairness and compassion are more likely to intervene in unethical situations to serve organisational values and ethical culture. We found that terminal values are more visible when intervention is inflexible in the decision-making process, while instrumental values allow such intervention to remain flexible. In management contexts and the resolution of ethical dilemmas, terminal values are not always major drivers for intervention. Values become a reason for intervention only when the contextual factors support them. Research limitations/implications The research method was based on narrative approaches. For future research, it is recommended that the study be repeated using structured or semi-structured interviews. This study's interviews were selected using a convenient sample approach, a process which may have been influenced by values shared mainly by all of the involved authors. Practical implications Top managers and leaders can use the insights they can draw from the provided results to guide their decision-making and leadership practices. Social implications As society becomes more socially and environmentally conscious, leaders are being held to higher standards of ethical conduct, not only by regulations and legal acts but also by public opinion and stakeholder demands. Therefore, the need to react to unethical behaviour within the workplace has become crucial when it comes to maintaining an ethical organisational culture. Originality/value Some previous research has explored how middle managers reflect upon the moral problems in the workplace. Our study steps further to encompass top manager values and organisation-level contextual factors, which can be a cause of their ethical interventions. Analysing cases through a realist review mixed with symbolic interaction gives a deeper understanding of the process of ethical intervention.