There are two approaches to delineate factors that Lead to unethical behaviors in organizations: "bad apples" and "bad barrels" perspective. According to the bad apples approach, one can attribute organizational unethical behavior to personal characteristics of individuals. The bad barrels approach. in contrast. focuses on the primacy of organizational and situational variables in influencing the unethical decision and behaviors. However, neither the undersocialized perspective of individuals behaving in isolation nor the oversocialized perspective of individuals under the control of organizational factors is adequate to fully explain unethical behavior in organizations. As a result. this study attempted to combine the two approaches. Three factors were proposed that individual factors (task performance and job dedication), social structural characteristics(access to information and sociopolitical support), and ethical programs' control orientation(compliance-oriented and values-oriented) which are influencing on unethical behaviors in organizations. To achieve the purpose of this study. the hypotheses were developed as follows: (H1) The higher level of individual's task performance. the lower unethical behaviors. (H2) The higher level of individual's job dedication. the lower unethical behaviors. (H3) The more organization's formal ethics program will be compliance oriented. the lower the unethical behaviors are committed. (H4) The more organization's formal ethics program will be values oriented. the lower the unethical behaviors are committed. (H5) The higher degree of access to information. the lower unethical behaviors. (H6) The higher degree of sociopolitical support from key organizational constituencies, the lower unethical behaviors. A stratified sample of 204 researchers was gathered from 4 large government-funded research institutes which had formal ethics programs such as ethics codes, ethics communication systems, and disciplinary processes to address unethical behaviors. All variables in this study was seven-point Likert-type scales. This study was also conducted with the control variables job type. job tenure and social desirability. Social desirability is the tendency of individuals to deny socially undesirable ones. Social desirability bias is the tendency of individuals to underestimate (overestimate) the likelihood they would perform an undesirable (desirable) action. Because this bias is a risk in any ethics-related study, this study controlled the impact of social desirability on self-reported unethical behavior. Major research findings are as follows: 1) Under the organizational atmosphere of the overemphasis on short-term and quantitative performance. it is more likely that employees commit unethical behaviors for personal performance. This study suggested that individual's ability in performing one's task and attitude of job dedication contribute to a decrease in unethical behavior. The results indicated that individual's job dedication were significantly and negatively associated with unethical behaviors, whereas task performance had no meaningful effect on unethical behaviors. Thus, H2 was supported while H1 was rejected. This results confirmed that attitude to one's job may influence his or her perceptions of ethical dilemmas and ethical behaviors. 2) Some researchers criticized that empirical studies of ethics programs have been limited to atheoretical surveys that treat programs in terms of their separate elements. This study conceptualized ethics programs in terms of organizational control systems. The results indicate that the value-oriented ethics programs was significantly and negatively associated with unethical behaviors (H3). while the compliance-oriented ethics programs had no meaningful effect on unethical behaviors (H4). These findings suggest that emphasis on the compliance with ethical rules excluding internalization of values have no effect on ethical behavior, 3) The results revealed that the access to information was significantly and negatively associated with unethical behaviors (H5), whereas sociopolitical support had no meaningful effect on unethical behaviors (H6). These results may reflect characteristic of this sample which have low task dependence in research institute. Therefore, I proposed that future research should address the social structural factors influencing on unethical behaviors in organization. 4) The control variables. job type. job tenure and social desirability, were also found to be no significant correlation with unethical behaviors. Taken together, these results support Hypotheses 2, 3, 5. while Hypotheses 1, 4,6 were rejected. As research Questions. I also considered the interaction effects between individual factors, ethics programs' control orientations. and social structural characteristics on unethical behavior in organizations, It was found that the interaction effect of job dedication was partially supported. Finally same research implications and limitations are also discussed.