Submitted:
05 February 2024
Posted:
07 February 2024
You are already at the latest version
Abstract
Keywords:
1. Introduction
1.1. Measuring ethical judgements: MES
1.2. MES strengths and weaknesses
2. Materials and Methods
2.1. Participants
2.2. Materials and instruments
2.2.1. Scenarios: Adaptation and selection
- Classic: (a) the protagonist willingly chooses the action, without any rule or control of others; (b) the protagonist obtains a personal benefit from the action; (c) the scenario clearly identifies a victim of the action; and (d) the protagonist's action is the most questionable one described in the scenario.
- Conspiracy: (a) the protagonist willingly chooses the action, without any rule or control of others; (b) the protagonist obtains a personal benefit from the action; (c) the scenario does not clearly identify a victim of the action; and (d) the protagonist's action is not the most questionable one described in the scenario.
- Runaway trolley: (a) the protagonist willingly chooses the action, without any rule or control of others; (b) the protagonist does not obtain a personal benefit from the action; (c) the scenario clearly identifies a victim of the action; and (d) the protagonist's action is the most questionable one described in the scenario.
2.2.2. Spanish adaptation of the MES-30
2.2.3. Social desirability measurement
2.3. Data analysis
3. Results
4. Discussion
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
Appendix A.
| Classic | Conspiracy | Runaway trolley |
|---|---|---|
|
|
|
Appendix B.
| Items | GFS1 | SF S1 | GFS2 | SF S2 | GFS3 | SF S3 | GFS4 | SF S4 | GFS5 | SF S5 | GFS6 | SF S6 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Justice | ||||||||||||
| 1 | .87 | .30 | .94 | .27 | .95 | .16 | .94 | .24 | .94 | .18 | .95 | .30 |
| 2 | .91 | .37 | .93 | .29 | .93 | .41 | .92 | .33 | .93 | .40 | .96 | .29 |
| 3 | .80 | .26 | .89 | .21 | .89 | .11 | .88 | .26 | .93 | .23 | .89 | .15 |
| Relativism | ||||||||||||
| 4 | .57 | .68 | .53 | .77 | .59 | .71 | .55 | .81 | .64 | .74 | .54 | .76 |
| 5 | .97 | .12 | .98 | .09 | .96 | .06 | .98 | -.18 | .98 | .05 | .95 | .16 |
| 6 | .92 | .16 | .92 | .22 | .91 | .20 | .92 | -.16 | .94 | .13 | .90 | .25 |
| 7 | .57 | .75 | .59 | .74 | .61 | .76 | .55 | .73 | .65 | .68 | .54 | .82 |
| 8 | .94 | .16 | .94 | .20 | .94 | .17 | .94 | -.19 | .96 | .11 | .91 | .26 |
| Egoism | ||||||||||||
| 9 | .37 | .81 | .44 | .73 | .50 | .74 | .51 | .68 | .64 | .63 | .57 | .72 |
| 10 | -.20 | .25 | .01 | .60 | .12 | .44 | .20 | .44 | .11 | .51 | .28 | .49 |
| 11 | .54 | .02 | .69 | -.19 | .60 | .09 | .68 | .07 | .60 | .20 | .72 | .14 |
| 12 | .87 | -.14 | .92 | -.23 | .91 | -.25 | .97 | -.20 | .94 | -.05 | .94 | -.16 |
| 13 | .89 | -.06 | .86 | -.09 | .86 | -.06 | .91 | -.06 | .92 | .00 | .91 | -.06 |
| 14 | .34 | .66 | .49 | .78 | .56 | .65 | .56 | .77 | .70 | .62 | .64 | .56 |
| 15 | .90 | -.12 | .53 | .50 | .79 | .30 | .76 | .31 | .78 | .28 | .74 | .42 |
| Utilitarianism | ||||||||||||
| 16 | .86 | .10 | .81 | .17 | .86 | .25 | .86 | .15 | .93 | .14 | .91 | .18 |
| 17 | .92 | .05 | .90 | .06 | .89 | .10 | .93 | .05 | .95 | .02 | .92 | .15 |
| 18 | .87 | -.12 | .88 | -.08 | .91 | -.16 | .94 | -.03 | .96 | -.04 | .92 | .00 |
| 19 | .95 | .07 | .94 | -.00 | .94 | .02 | .96 | .06 | .95 | .11 | .95 | .06 |
| 20 | .85 | .27 | .62 | .25 | .79 | .33 | .81 | .32 | .87 | .29 | .82 | .12 |
| 21 | .87 | .19 | .82 | .38 | .86 | .29 | .87 | .35 | .91 | .28 | .86 | .27 |
| 22 | .94 | .15 | .90 | .08 | .83 | .35 | .90 | .25 | .92 | .27 | .92 | .19 |
| 23 | .89 | .25 | .83 | .36 | .85 | .39 | .87 | .37 | .91 | .28 | .88 | .36 |
| 24 | .73 | .39 | .79 | .34 | .81 | .29 | .79 | .31 | .87 | .27 | .83 | .35 |
| Deontology | ||||||||||||
| 25 | .83 | .26 | .76 | .41 | .86 | .36 | .90 | .18 | .92 | .17 | .92 | .16 |
| 26 | .86 | .37 | .90 | .03 | .89 | .13 | .93 | .19 | .95 | .07 | .96 | .08 |
| 27 | .90 | .14 | .91 | .08 | .94 | .10 | .94 | .16 | .93 | .29 | .94 | .09 |
| 28 | .96 | .05 | .92 | .12 | .94 | .09 | .94 | .21 | .96 | .11 | .98 | .02 |
| 29 | .90 | .11 | .91 | .09 | .91 | .12 | .90 | .22 | .93 | .29 | .93 | .11 |
| 30 | .88 | .06 | .81 | .60 | .86 | .41 | .88 | .22 | .94 | .18 | .93 | .28 |
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| CLASSIC | ||
|---|---|---|
| Authors | English versions | Spanish versions |
| Hudson & Miller [61, p. 394]: Scenario 6. |
Scenario 1A travel agent is responsible for selling excursions to customers who have purchased package tours once they arrive at their destinations. Excursions are an important part of the travel agency's income, which depends on the high-pressure sales techniques the agents use to sell them. The agent feels that, despite working hard and for long hours, the remuneration received is not enough for a decent life. Then, the agent thinks that, since most customers pay in cash, it could be possible to keep some of the money they pay for the excursions without reporting it to the company. Action: the travel agent decides to keep the money payed in cash by two customers per excursion, thus obtaining $50 per week. |
Un agente de viajes se encarga de vender excursiones a los clientes que han adquirido paquetes turísticos, cuando llegan al destino. Las excursiones forman parte importante del ingreso de la agencia de viajes, el cual depende de las tácticas de alta presión de los agentes para venderlas. El agente siente que, a pesar de trabajar duro y durante largas horas, no gana suficiente para vivir dignamente. Entonces piensa que, como la mayoría de los clientes paga en efectivo, podría quedarse con el dinero que pagan algunas personas por las excursiones, sin reportarlo a la compañía. Acción: El agente de viajes decide quedarse con el efectivo de dos clientes por excursión y obtener, así, 50 dólares por semana. |
| Reidenbach & Robin [29,36]: Scenario C |
Scenario 2A supermarket chain operates several stores in a city, including one in a poor neighborhood. Different independent studies have shown that such store has higher prices and less products available than the stores from other areas. Action: when this area of the city receives the financial aid offered by the government, the store manager increases the prices of all goods. |
Una cadena de supermercados opera varias tiendas en una ciudad, incluyendo una en un barrio marginal. Varios estudios independientes han mostrado que, en la tienda del barrio, los precios tienden a ser mayores y la variedad de productos menor, que en las tiendas de otras zonas. Acción: El día en que llegan las ayudas monetarias del gobierno a esta área de la ciudad, el gerente de la tienda aumenta los precios de todas las mercancías. |
| CONSPIRACY | ||
| Kujala [31, p. 233]: Scenario “Hiding Money in Deals” |
Scenario 3A company will receive a large order from a foreign customer, if the manager accepts overpricing it and wiring such amount through a middleman to a customer's Swiss bank account. Upon analyzing the matter, the manager concludes there is no risk of being caught. The order would guarantee the company 18 months of work. Action: the manager takes the deal. |
Una compañía recibirá un gran pedido del extranjero, si el gerente acepta cobrar un exceso sobre el precio y transferir, a través de un intermediario, ese monto a una cuenta del cliente en un banco suizo. Al examinar el asunto, el gerente concluye que no corre riesgo de ser capturado. El pedido garantizaría año y medio de trabajo para la compañía. Acción: El gerente decide aceptar el arreglo. |
| Tsalikis & LaTour [25] and Tsalikis & Nwachukwu [26]: Scenario 1A-F1 |
Scenario 4A businessman contacts a government official of his country. The businessman offers the government official a large amount of money for "helping" him get a contract with the government. Action: the businessman convinces the government official to take the money and "help" him getting the contract. |
Un empresario contacta a un funcionario del gobierno de su país. El empresario ofrece al funcionario pagarle una gran suma de dinero por su "ayuda" para obtener un contrato con el gobierno. Acción: El empresario convence al funcionario de aceptar el dinero y "ayudarlo" a obtener el contrato. |
| RUNAWAY TROLLEY | ||
| Landeros & Plank [62, p. 793]: Scenario “Purchasing Morality” |
Scenario 5 Different matters are discussed during a meeting of the Procurement Department (PD). A professional from the PD tells the scenario of a salesman who called him and suggested him that he would donate 100 USD to his favorite charity organization, as long as the professional provided him with insider information about a recently closed tender. The buyer consulted this with his supervisor, who told him to do it, since this would not cause any damage. Action: the buyer provides the salesman with the information requested and took a check for 100 USD to donate to UNICEF. |
En una reunión del Departamento de Compras (DC) se discuten diversos asuntos. Un profesional del DC relata el escenario de un vendedor que lo llamó y le sugirió que, si le proporcionaba información privilegiada sobre una licitación recién concluida, donaría 100 dólares a su organización benéfica favorita. El comprador consultó a su supervisor, quien le dijo que lo hiciera, pues no ocasionaría daño alguno. Acción: El comprador le proporcionó al vendedor la información requerida y aceptó un cheque por 100 dólares para donarlo a UNICEF. |
| Radtke [60]: Scenario 7 |
Scenario 6Andrade and Salazar, two of Martinez's best friends, are engaged in an argument over the contract of sale of a used vehicle displayed at the dealership where Martinez and Andrade work as salesmen. Some years ago, this vehicle was involved in an accident that Martinez witnessed, but Salazar does not know about it. The vehicle suffered substantial damage, but it was repaired. Now, Andrade is showing the vehicle as if it had never been involved in an accident. It is difficult to determine the price difference of the vehicle. Action: Martinez decides not to tell Salazar that the vehicle was involved in an accident. |
Andrade y Salazar, dos de los mejores amigos de Martínez, están enfrascados en una discusión por la compra-venta de un vehículo usado, expuesto en el concesionario donde trabajan Martínez y Andrade como vendedores. Hace varios años el vehículo estuvo involucrado en un accidente del cual Martínez fue testigo, pero Salazar no lo sabe. El vehículo sufrió daños sustanciales, pero fue reparado. Ahora Andrade está presentando el vehículo como si nunca hubiera sufrido un accidente. Es difícil determinar la diferencia en el precio del vehículo. Acción: Martínez decide no contarle a Salazar que el vehículo sufrió un accidente. |


| Scenario | χ2 (375) | CFI | TLI | RMSEA | SRMR | 5F χ2 diff (20) |
1F χ2 diff (10) |
|---|---|---|---|---|---|---|---|
| S1 | 309.201 | 0.991 | 0.990 | 0.035 [0.031-0.040] | 0.036 | 960.80* | 218.04* |
| S2 | 1.328.925* | 0.965 | 0.959 | 0.071 [0.067-0.075] | 0.086 | 1415.02* | 326.37* |
| S3 | 1.076.105* | 0.977 | 0.973 | 0.070 [0.067-0.074] | 0.064 | 1063.45* | 469.93* |
| S4 | 1.072.723* | 0.978 | 0.975 | 0.070 [0.066-0.074] | 0.070 | 1127.11* | 379.68* |
| S5 | 747.813* | 0.990 | 0.989 | 0.073 [0.069-0.076] | 0.037 | 1197.41* | 491.91* |
| S6 | 1.320.642* | 0.980 | 0.977 | 0.077 [0.074-0.081] | 0.071 | 855.92* | 363.22* |
| S1 | S2 | S3 | S4 | S5 | S6 | |
|---|---|---|---|---|---|---|
| ECV-G (%) | 86.253 | 81.808 | 84.792 | 85.178 | 88.004 | 86.322 |
| ωh | .926 | .914 | .935 | .931 | .961 | .934 |
| Scenario | χ2 (90) | CFI | TLI | RMSEA | SRMR |
|---|---|---|---|---|---|
| S1 | 96.339 | 0.988 | 0.986 | 0.064 [0.057-0.072] | 0.024 |
| S2 | 149.568* | 0.987 | 0.985 | 0.073 [0.065-0.080] | 0.030 |
| S3 | 172.666* | 0.987 | 0.985 | 0.085 [0.077-0.092] | 0.026 |
| S4 | 145.175* | 0.991 | 0.989 | 0.076 [0.069-0.084] | 0.023 |
| S5 | 247.867* | 0.993 | 0.992 | 0.106 [0.099-0.113] | 0.019 |
| S6 | 222.754* | 0.993 | 0.992 | 0.080 [0.073-0.088] | 0.025 |
| Items | S1 | S2 | S3 | S4 | S5 | S6 |
|---|---|---|---|---|---|---|
| Justice | ||||||
| 1 | .894 | .959 | .965 | .957 | .959 | .987 |
| 2 | .936 | .953 | .951 | .946 | .961 | .990 |
| 3 | .814 | .908 | .876 | .883 | .948 | .891 |
| Relativism | ||||||
| 5 | .975 | .983 | .962 | .979 | .978 | .959 |
| 6 | .929 | .941 | .928 | .935 | .943 | .926 |
| 8 | .948 | .953 | .950 | .948 | .968 | .928 |
| Egoism | ||||||
| 11 | .528 | .712 | .603 | .677 | .585 | .702 |
| 12 | .872 | .916 | .919 | .961 | .937 | .936 |
| 13 | .889 | .855 | .860 | .905 | .909 | .896 |
| Utilitarianism | ||||||
| 17 | .918 | .892 | .884 | .926 | .943 | .913 |
| 18 | .864 | .874 | .912 | .940 | .956 | .921 |
| 19 | .943 | .931 | .938 | .952 | .945 | .950 |
| Deontology | ||||||
| 26 | .868 | .895 | .905 | .939 | .954 | .961 |
| 28 | .946 | .915 | .944 | .953 | .965 | .974 |
| 30 | .868 | .793 | .864 | .875 | .933 | .928 |
| Adapted MES-30 | Spanish MES-15 | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Scenario | BI | PI | SI | EE | SD | BI | PI | SI | EE | SD |
| S1 | .707 | .465 | .468 | .755 | .084* | .746 | .432 | .416 | .793 | .019 |
| S2 | .749 | .552 | .533 | .737 | .137** | .844 | .521 | .482 | .839 | .044 |
| S3 | .748 | .590 | .608 | .724 | .218** | .851 | .565 | .573 | .826 | .152** |
| S4 | .750 | .571 | .526 | .696 | .218** | .836 | .536 | .491 | .805 | .094* |
| S5 | .866 | .726 | .723 | .868 | .104* | .906 | .714 | .702 | .910 | .065 |
| S6 | .801 | .578 | .577 | .769 | .204** | .890 | .554 | .550 | .851 | .144** |
| Scenario | S1 | S2 | S3 | S4 | S5 |
|---|---|---|---|---|---|
| S2 | 282.78*** | ||||
| S3 | 278.26* | 348.88*** | |||
| S4 | 250.35* | 310.87*** | 326.32* | ||
| S5 | 355.73*** | 409.70*** | 427.76* | 399.63* | |
| S6 | 328.20* | 392.01*** | 406.61*** | 406.61 | 406.61** |
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