This research is yet to be initiated, but indications are that several steps are available that can increase the ethical culture in an organisation. The research will identify these steps. The research will cover, but not be limited to

• The relationship between personnel practices and ethical behaviour. For instance, Trevino LK and Youngblood SA, in Bad apples in bad barrels. A causal analysis of ethical decision making behaviour. Journal of Applied Psychology, 75, 1990:showed that (i) Individuals more likely to make ethical decisions when rewarded for doing so, and that (ii) Organisations can no longer attribute unethical conduct to bad apples alone.

• The relationship between professional association practices and those of individual members, if any. In the professions and professional associations, the existence of a code of ethics, the strength of the code, the extent to which the profession polices this code, and the provision of external appeal and whistleblowing channels, and the levying of sanctions are considered to influence behaviour. The Network will seek the findings of empirical research on this issue. A contrary view in the corporate sector, for instance, shows an inconclusive relationship. The nature of the relationship between corporate codes of ethics and behaviour by Michael Schwartz, Journal of Business Ethics 2001, 32/3

• The influence on staff of procedures that evidence a desire for ethical practices. These practices will be found in personnel policies, in sales manuals, occupational health and safety procedures, management pronouncements, etc. For example Trevino LK, Butterfield, K and McCabe D The ethical context in organisations. Influence in on employee attitudes and behaviours in Business Ethics Quarterly 8(3), 1998,.showed that an ethical climate which included a top management commitment and a reward system influenced ethical conduct.

• In the corporate sector, the percentage of external directors is seen to influence corporate ethical practices positively. See for instance, Ethics programs, board involvement, and potential conflicts of interest, by Andrew J Felo , Journal of Business Ethics, 2001, 32/3

• The extent that training and identified organisational support for implementation and operation has on ethical practices, and whether such organisational steps are as important as the code . See for instance, Wotruba, T, Chonko, L and Loe, T , The impact of ethics code familiarity on managerial behaviour. in Journal of Business Ethics 2001, 33.