Moral Intensity and Managerial Problem Solving

Abstract

There is an increasing interest in how managers describe and respond to what they regard as moral versus nonmoral problems in organizations. In this study, forty managers described a moral problem and a nonmoral problem that they had encountered in their organization, each of which had been resolved. Analyses indicated that: (1) the two types of problems could be significantly differentiated using four of Jones' (1991) components of moral intensity; (2) the labels managers used to describe problems varied systematically between the two types of problems and according to the problem's moral intensity; and (3) problem management processes varied according to the problem's type and moral intensity.