Making ethical judgements: A cross-cultural management study

This article reports the results of a cross-cultural empirical study across 7 countries which investigates the differences in the way managers structure their ethical judgments regarding the loyalty of a corporation to its employees, the loyalty of employees to the corporation, and the loyalty of em...

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Bibliographic Details
Published inAsia Pacific journal of management Vol. 17; no. 3; p. 443
Main Author Jackson, Terence
Format Journal Article
LanguageEnglish
Published Singapore Springer Nature B.V 2000
Subjects
Business ethics
Collectivism
Cross cultural management
Cross cultural studies
Cultural differences
Culture
Decision making
Employees
Ethics
Hypotheses
Judgments
Loyalty
Management styles
United States > US
Japan
China
Poland
Hong Kong China
Australia
Korea
Russia
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Summary:This article reports the results of a cross-cultural empirical study across 7 countries which investigates the differences in the way managers structure their ethical judgments regarding the loyalty of a corporation to its employees, the loyalty of employees to the corporation, and the loyalty of employees towards their co-workers. Managers' ethical judgments from the East Asian "tiger" countries of Japan, Korea and Hong Kong are compared with those from the "Anglo" countries of the US and Australia, and with those from the "transitional" countries of Asiatic Russia and Poland. As hypothesized, cross-cultural differences were indicated for both the structure and content of managers' ethical judgments, which have important implications for the way organizations are effectively managed both nationally, regionally and internationally.
ISSN:0217-4561
1572-9958
DOI:10.1023/A:1015838432317