Business ethics in China and Iceland—Contrasts and convergence

It is generally accepted that cultural differences affect individuals' approaches to ethics, but how are the effects of culture manifested in perceptions of ethics? Further, how are cultural differences displayed in such ethics-related actions as recommendations for business ethics education? Managers' responses from two starkly different cultures, China and Iceland, reveal, somewhat surprisingly, that one group's top business ethics concerns and business ethics education recommendations are at the bottom of the other group's rankings, and vice-versa, yet each appears reasonable given the cultural background. This shows how nuanced the expression of cultural differences in the realm of ethics can be and how potential practical steps may rely on perceived “top” ethical issues. Together, these findings imply that there is more to explore about the role of culture on ethical reasoning and behavior than researchers have examined to date. We provide suggestions for further research and practical applications.     

Need for Approval in Low-Context and High-Context Cultures: A Communications Approach to Cross-Cultural Ethics

International business transactions are commonly subject to misunderstanding with respect to truth telling and promise keeping. This paper argues that cultural differences in contexting contribute greatly to these misunderstandings. This study finds support for the hypothesis that the individual-level characteristic of need for approval is related to contexting at the cultural level and to culturally valued communication outcomes. Spanish, Mexican, and U.S. MBAs had significantly different mean scores on the social desirability scale. This study also finds no systematic differences in attitudes toward truth telling and promise keeping in business based on culture. Theory-based implications for research and business practice are discussed.     

Business Students' Perception of Ethics and Moral Judgment: A Cross-Cultural Study

Business relations rely on shared perceptions of what is acceptable/expected norms of behavior. Immense expansion in transnational business made rudimentary consensus on acceptable business practices across cultural boundaries particularly important. Nonetheless, as more and more nations with different cultural and historical experiences interact in the global economy, the potential for misunderstandings based on different expectations is magnified. Such misunderstandings emerge in a growing literature on "improper" business practices – articulated from a narrow cultural perspective. This paper reports an ongoing research on the cultural and contextual aspects of business ethics. The objective is to investigate how the perception/attitudes of business students towards the ethical dimension of doing business varies in different countries; Whether there are socio-cultural factors that influence the perception of ethicality in business practices. Research findings among business students in six countries: China, Egypt, Finland, Korea, Russia, and the U.S.A. are reported. While all groups had basic agreement on what constitutes ethical business practices, differences are found in the respondents' tolerance to damage resulting from "unethical" behavior. Without underestimating the role of national culture, variations in research results also point to the importance of current socio-political developments in the relevant countries. Implications for business teaching and management development are discussed.     

Cultural tendencies in negotiation: A comparison of Finland, India, Mexico, Turkey, and the United States

In this era of increased global cooperation, a growing number of negotiators conduct business in multiple countries and, therefore, need access to a systematic comparison of negotiating tendencies across a wide range of countries. Empirical work systematically comparing variations across a range of cultures is scarce. A comparative analysis of negotiating tendencies in five countries is presented. This study establishes the utility of the [Salacuse, J. (1998) Ten ways that culture affects negotiating style: Some survey results. Negotiation Journal, 14(3): 221–235] framework in identifying country differences across five countries, representing five cultural clusters. Significant differences in negotiation orientations both between and within cultures were revealed at a level of complexity not found in previous empirical studies.     

Cross-Cultural Difference's Impact on International Business Negotiation

Cross-culture is the most important character of international business negotiation, just because of this difference in culture caused some cultural clash or conflict in international business negotiation, and most of the negotiation ended up in failure because of this. So to know about both party's cultural background,avoid some conflicts caused by cultural difference is critical to a successful international business negotiation. This article begins with cultural difference, talk about the cultural difference's impact on international business negotiation,give some examples to show that the understanding of cultural difference is important in international business negotiation. At the end, the article tell us that when we are negotiating we must take well care about cultural difference, know different culture, choose the best plan and strategy, so we can well understand each other, each other's advantage and disadvantage to gain win-win cooperation.     

儒商精神的内生境遇探析：历史溯源、存在特质及其实践内生

儒商精神在现代管理境遇中能否内生,从其历史溯源、存在特质和实践内生等几个维度进行递进式分析。儒商（精神）的存在特质就是基于中国本土文化场,以商业文化的探讨为指向,探讨管理哲学视野下的组织文化的儒商（精神）向度。这种定位在儒家强文化势能塑造的惯习下,在管理学理论与实践导向管理精致化的管理文化时代体现的管理模式中,其存在有实践需求。它的根基是具有中国本土传统文化支撑的商业意识形态。中国古代的儒商精神内生是从广域单一儒家文化场内生出儒商精神,而面向未来的儒商精神内生是从多元商业文化备选境遇中选择儒商精神,两种内生状态、程度迥异。面向未来对儒商（精神）在商业实践中内生应保持谨慎的乐观,因为在强国家主义主导下的传统儒家的强政治文化资源若仍主导儒商精神的塑造与重构,其既可以导向积极的儒商（精神）,也可以因传统儒家文化中的消极内容使儒商（精神）在面向未来中导向一种颓废的商业意识形态。儒商（精神）面向未来实践需要重构,面向儒家原生资源挖掘其创造性、生生不息、有情有义的精气神,这可以优化并更新儒商精神内涵,为新时代全球化中的工商业文明的塑造提供更多的希冀。     

Opportunities,contradictions and attitudes: The evolution of university–business engagement since 1960

The culture and attitudes of any institution are shaped by history and this may affect absorptive capacity and adjustment to change or responses to challenge or opportunity. The article explores how responses to policy initiatives played out within individual universities and the implications this had for their business engagement. The patterns of business engagement are related to the histories of the individual universities, identifying those forces which helped to shape the ‘rules of the game’ and explaining the similarities and differences in experience.     

Business Ethics: The Promise of Neuroscience

Cultural diversity is an increasingly important phenomenon that affects not only social and political harmony but also the cohesion and efficiency of organisations. The problems that firms have with regard to managing cultural diversity have been abundantly studied in recent decades from the perspectives of management theory and moral philosophy, but there are still open questions that require deeper reflection and broader empirical analysis. Managing cultural diversity in organisations is of prime importance because it involves harmonising different values, beliefs, credos and customs, and, in essence, human identity. Taking into consideration these cultural differences and harmonising them is a human rights issue (UNDP, Cultural liberty in today’s diverse world, 2004) and a central dimension of corporate social responsibility. Here we are going to focus on theoretical reflection about the ideas that lie behind corporate policies and organisational initiatives that deal with cultural diversity. The aim of our paper is twofold: to present a critical reflection on the ideology of tolerance, and propose an ideology of respect for dealing with cultural diversity. We start by presenting the plurality of interpretations of the concept of ideology, and justify its applicability to the field of cultural diversity. We then reflect on the differences between “tolerance” and “respect” and identifying the practical implications for managing cultural diversity. And finally, we propose a culture of respect that goes beyond tolerance and complements and legitimizes the “business case” perspective for managing cultural diversity in companies. The ideology of respect is based on the Kantian tradition and on the discursive approach where rational dialogue and argumentation are considered the legitimate process for creating a culture of intercultural respect. From this theoretical discussion of the key philosophical concepts we can suggest some general principles for managing cultural diversity in organisations.     

A Cross-Cultural Comparison of Ethical Attitudes of Business Managers: India Korea and the United States

Culture has been identified as a significant determinant of ethical attitudes of business managers. This research studies the impact of culture on the ethical attitudes of business managers in India, Korea and the United States using multivariate statistical analysis. Employing Geert Hofstede's cultural typology, this study examines the relationship between his five cultural dimensions (individualism, power distance, uncertainty avoidance, masculinity, and long-term orientation) and business managers' ethical attitudes. The study uses primary data collected from 345 business manager participants of Executive MBA programs in selected business schools in India, Korea and the United States using Hofstede's Value Survey Module (94) and an instrument designed by the researchers to measure respondents' ethical attitudes (attitudes toward business ethics in general and toward twelve common questionable practices in particular). Results indicate that national culture has a strong influence on business managers' ethical attitudes. In addition to national culture, respondents' general attitudes toward business ethics are related to their personal integrity; their attitudes toward questionable business practices are related to the external environment and gender, as well as to their personal integrity. A strong relationship exists between cultural dimensions of individualism and power distance and respondents' ethical attitudes toward certain questionable practices. The analysis of the relationship between cultural dimensions of masculinity, uncertainty avoidance and long-term orientation and respondents' ethical attitudes toward questionable practices produced mixed results, likely due to the lack of notable differences in cultural dimension scores among the countries surveyed.     

Nationality and work role interactions: A cultural contrast of Israeli and U.S. entrepreneurs' versus managers' needs

The globalization of business ventures and the parallel search for sources of international competitive advantage have stimulated research relating cultural differences to entrepreneurial and managerial behaviors. Recent work by McGrath, MacMillan, and Scheinberg (1992) encouraged studies of managers and entrepreneurs in different cultures, suggesting that these comparisons may “… shed additional light into the interrelations between social structure, wealth creation, and cultural beliefs” (McGrath el at. 1992, p. 116). This study follows that advice.Cultural differences are powerful determinants of behavior, and many studies support the notion that managerial behavior must adapt to the national cultural setting to achieve success. A growing stream of entrepreneurial behavior research has explored differences in motivational needs between entrepreneurs and non-entrepreneurs of different countries, and found parallel differences across cultures. Given these views, we might expect to find need differences between entrepreneurs and managers within countries however, some entrepreneurship researchers have concluded that U.S. managers and entrepreneurs are more alike than different.To better understand need profile differences between and within cultures, we use a theory that suggests that culture is an important determinant of work behavior. The process through which culture affects work behaviors is described in “Cultural Self-representation Theory” (Erez and Earley, 1993). Based upon this theory, inferences from the entrepreneurial archetype, and analysis of the contrast between the cultures of Israel and the U.S., we propose that: (1) entrepreneurs and managers have different motivational needs within some national cultures, and (2) across national cultures there are systematic differences in motivational needs. Based on these premises, an interaction hypothesis between work role and nationality is suggested because of the importance of both culture and work role in determining motivational need differences. Data are collected from over 370 Israeli and U.S. entrepreneurs and managers.Results support cultural self-representation theory for the Israeli-U.S. and entrepreneur-manager case, because interactions between nationality and work role are exposed for various needs. This finding suggests that cultural differences are indeed important for understanding management motivational needs in different nations, and that the effectiveness of entrepreneurial approaches to management may be culture-sensitive. The study illustrates work-role differences between Israeli managers and entrepreneurs. We confirm past conclusions about U.S. entrepreneur-manager need similarities, and suggest that these need similarities are supported by the individualistic culture within U.S. organizations.     

What is Different about Socially Responsible Funds? A Holdings-Based Analysis

Using samples from the U.S. and Puerto Rico, we examine cross-cultural differences in cultural value dimensions, and relate these to act and rule utilitarian orientations, and ethical decision making of business professionals. Although these places share the same legal environment, culturally they are distinct. In addition to tests of between-group differences, a model in which utilitarian orientation mediates the influence of cultural values on ethical decisions was evaluated at the individual level of analysis. Results indicated national culture differences on three cultural values, but no between-group differences on utilitarian orientations and ethical decisions. Significant indirect effects were found; act utilitarian orientation mediated the effects of two values activity orientation and universalism on ethical decision making. Implications for international management practices and business ethics are discussed.     

Intercultural Negotiation in International Business

Cultural differences among negotiators is a constant in international business negotiations. Four element of culture - behavior, attitudes, norms and values influence such negotiations particularly with regard to communication, the form and substance of transactions, and negotiating style. Negotiating style involves ten factors, and the article reports survey data on how negotiators cultural differences are suggested.     

浅谈国际商务谈判中的跨文化问题及对策

国际商务谈判是商务活动的重要内容 ,不可避免地要遇到跨文化问题。跨文化问题阻碍着商务谈判的顺利进行。探讨东西文化、国际商务谈判的跨文化差异问题 ,分析中西方谈判决策过程中的文化差异以及谈判风格的不同 ,尤其是了解、宽容多元文化 ,掌握跨文化谈判的对策 ,对提高国际商务谈判的成功有一定的帮助     

National culture,entrepreneurship and economic development: different patterns across the European Union

The aim of this paper is double. Firstly, it contributes to identifying the specific role of national culture as a variable that helps explain the level of economic development and reinforces the effect of entrepreneurship on the income level. Secondly, a deeper understanding of these relations in the case of the European Union is sought. In this study, data from two different sources have been used. The Schwartz Value Survey measures seven cultural orientations that are then grouped into three bipolar dimensions (embeddedness vs. autonomy, hierarchy vs. egalitarianism and mastery vs. harmony). The Global Entrepreneurship Monitor provides information regarding entrepreneurial activity. Using linear regression analysis, cultural and entrepreneurial variables are able to classify countries according to their development level, explaining over 60 % of the variance in Gross Domestic Product per capita. The role of culture is complex, with geographical elements being significantly relevant. In the case of Europe, some common elements conform what could be called “a European culture”: autonomy and egalitarianism clearly predominate over embeddedness and hierarchy, while harmony tends to prevail over mastery. Nevertheless, four well-defined groups of countries within the European Union emerge. Central and Northern Europe is closer to this European stereotypical culture, while English-speaking countries, Eastern Europe and the Mediterranean area exhibit their own differentiating elements each. These differences also exist with regard to entrepreneurial activity (overall Total Entrepreneurial Activity, necessity and opportunity-driven activity). Each of the four regional entrepreneurial cultures is characterized by a different entrepreneurial dynamics that may be plausibly explained by culture and income.     

Ethical Judgments Across Cultures: A Comparison between Business Students from Malaysia and New Zealand

This study compares the attitudes to ethical dilemmas of first year business students in Malaysia and New Zealand by using a series of scenarios or vignettes. Between subject manipulations were made to the scenarios given, based on expected cultural differences suggested in the literature. In particular, Hofstede's (1980, 1983 and 1991) work was used as a framework to identify dimensions based on differences in national culture. The results indicated some differences in responses based on both nationality and ethnic origin. Differences were also found as a result of the manipulations within the scenarios. However, a lack of any interaction effects between the manipulations and both nationality and ethnic origin indicated that cultural differences did not lead to different responses to the manipulations.     

Whose Culture and How Far? Culture Presentation in Current Business English Textbook Series

International business communication is associated with cultural norms of both native and non-native business counterparts. It seems that the study of culture presentation from the perspective of English as a lingua franca in business English textbooks has been rather underexplored. To this end, cultural contents in two internationally distributed business English book series published by leading publishers were examined. It was found that the selected textbooks in the series were in favor of a representation of native speakers in global business encounters, the inner-circle culture of native speakers was the dominant culture content, and the level of cultural presentation tended to remain in the knowledge-oriented rather than communication-based level. This leads to an argument in favor of critical and reflective culture presentations in business materials.     

宗教文化视角下东西方商业伦理观差异比较及启示

商业伦理影响着经济的进步,宗教文化影响着商业伦理的发展,在历史变迁中,宗教文化对东西方商业伦理观存在着不同程度的影响。文章论述了商业伦理的内涵及其与宗教文化的关系,阐述了宗教文化视角下东西方商业伦理观在金钱观念、契约观念、诚信观念和社会责任观念四个方面存在着差异,并进行了比较分析。根据对东西方商业伦理观的差异分析,得出结论并从四个方面得出相应的启示以提升中国商业伦理水平。     

Ethical perception: are differences between ethnic groups situation dependent?

This study was conducted to determine how culture influences the ethical perception of managers. Most studies conducted so far have only stated similarities and differences in ethical perception between cultural or ethnic groups and little attention has been paid towards understanding how cultural values influence the ethnic groups' ethical perception. Moreover, most empirical research in this area has focused on moral judgement, moral decision making and action, with limited empirical work in the area of ethical perception. A total of 22 interviews were conducted and the questionnaire survey yielded 272 managerial responses. Three implications were obtained based on the findings of the study. The first implication is that differences in ethical perception can exist when one culture attributes moral significance to something that another culture does not. The results of the study also suggest that similarities in ethical perception can occur when a situation is viewed as an accepted and institutionalised part of doing business. Finally, the findings of the study also show that the influence of culture on ethical perception varied according to the different types of scenarios.     

Contracting from East to West: Bridging the cultural divide

When contracting in a global environment, basic cultural differences increase the risk of misunderstandings. Culture generally provides the context for contract language and shapes the parties’ most basic assumptions regarding their respective rights and responsibilities. Businesses must recognize, respect, and reconcile cultural differences if they hope to contract successfully in the global environment. For U.S. and Chinese businesses to better understand how to successfully negotiate and carry out contractual relations with one another, they must recognize the differences in core cultural values between the two countries and develop strategies for reconciling these differences. Bridging these cultural differences adds value to business transactions and minimizes the risk of failure. To help managers recognize and understand cultural differences between the U.S. and China, this installment of Business Law & Ethics Corner focuses on five dimensions of the culture of the U.S. and China: individualism/collectivism, universalism/particularism, power distance, context, and direction. These aspects explain some of the major differences in viewing the law and approaching contracts. To help managers navigate these cultural differences, this article offers guidance regarding how to respect and reconcile cultural predispositions to achieve true synergies. By bridging these cross-cultural differences between the U.S. and China, managers can achieve the mutual expectations necessary to the long-term success of cross-cultural business transactions.