A Word to the Wise: How Managers and Policy-Makers can Encourage Employees to Report Wrongdoing

When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e.g., Rynes et al. (2007, Academy of Management Journal 50(5), 987–1008)] indicates that many organizations fail to implement evidence-based practices (i.e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete suggestions to managers who are interested in encouraging internal reporting of problems requiring attention, and to observers of questionable activity who are considering reporting it. We also identify ways that research suggests policy-makers can have a more positive influence. We hope that these suggestions will help foster evidence-based practice regarding whistle-blowing.     

中国商品:如何亮相欧洲

位于汉诺威的德意志梅斯AG公司(Messe AG)是全球最大的会展机构之一,公司董事会主席恩斯特·罗威(Ernst Raue)负责在世界各国举办的贸易展览工作.本刊"中欧之桥"专栏记者就"中国厂商为什么应去欧洲及怎样到欧洲参展"的话题对他进行了采访.     

The Language Backfire Effect: How Frontline Employees Decrease Customer Satisfaction through Language Use

Extant marketing research holds that customers prefer frontline personnel to speak the customers’ first language. Furthermore, current managerial practices instruct frontline employees to either use the customers’ first language or, in international settings, to use English. Through five studies in different retail and service contexts, we identify situations where the opposite is true. The results of the first two studies suggest that if customers initiate contact in a second language, the frontline employee’s switch to the customer’s first language constitutes an identity threat leading customers to feel less satisfied; an effect we term the language backfire effect. Our third study extends these results to a domestic context to test for the impact of linguistic acculturation on how immigrant customers perceive frontline employees’ language switch. The fourth study replicates the findings in a real-life retail context. These results present a paradox for marketing research: although frontline employees switch to customers’ first language to accommodate them, these actions might not have the desired consequences. Having identified and described the problem of the language backfire effect, our final study introduces and verifies a managerially actionable solution: combining the language switch with a language proficiency compliment offsets the language backfire effect.     

Defaults, Framing and Privacy: Why Opting In-Opting Out1

Differences in opt-in and opt-out responses are an important element of the current public debate concerning on-line privacy and more generally for permission marketing. We explored the issue empirically. Using two on-line experiments we show that the default has a major role in determining revealed preferences for further contact with a Web site. We then explore the origins of these differences showing that both framing and defaults have separate and additive effects in affecting the construction of preferences.     

Empowering Chinese Service Employees: A Reexamination and Extension

ABSTRACT

This article extends the knowledge in the area of empowerment of Chinese service employees by addressing the possible conceptual and methodological problems identified in Hui, Au, and Fock's (2004) study. The findings show that the lack of positive effect of discretionary empowerment on the job satisfaction and intention to comply with customer request of the Chinese subjects in Hui et al.'s (2004) Hui, M. K., Au, K. and Fock, H. 2004. Empowerment effects across cultures. Journal of International Business Studies., 35: 46–60. [Crossref], [Web of Science ®] , [Google Scholar] study likely resulted from their use of hotel/hospitality management students as subjects. Without the confounding effect from the shared internalized values of the subjects, discretionary empowerment can have a positive effect on the job satisfaction and job behavior (e.g., intention to comply with customer request) of Chinese service employees. Furthermore, the findings show that explicit management support can further enhance the positive effect of discretionary empowerment on the job satisfaction and job behavior of Chinese service employees. The current article also discusses the theoretical contributions, managerial implications, limitations of the study, and future research directions.     

Why India Lags Behind China and How It Can Bridge the Gap

Though India has been growing at six per cent annually since the late 1980s, it trails behind China, which has been growing at ten per cent per annum since 1981. The single most important factor explaining this difference is the relatively poor performance of Indian industry. Whereas the share of industry in China's GDP rose from 42 per cent in 1991 to 51 per cent in 2001, it remained virtually stagnant in India. By contrast, services grew rapidly in India, expanding from 42 per cent in 1991 to 48 per cent in 2001. With the information technology sector less than two per cent of the GDP, services growth was largely in the informal sector. Approximately 77 per cent of India's workers live in rural areas. To bring a large chunk of this workforce into the modern sector, India must achieve a much higher growth in the traditional, unskilled‐labour‐intensive industry. Growth in the information technology sector gives India an extra lever but cannot be the main engine of transformation. Therefore, the right approach is to walk on two legs: traditional labour‐intensive industry and the modern IT industry. Both legs need strengthening through further reforms. The paper suggests four specific reforms, three for industry and one for IT, necessary to achieve the transformation to a modern economy.     

When Employees Stop Talking and Start Fighting: The Detrimental Effects of Pseudo Voice in Organizations

Many organizations offer their employees the opportunity to voice their opinions about work-related issues because of the positive consequences associated with offering such an opportunity. However, little attention has been given to the possibility that offering voice may have negative effects as well. We propose that negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be “pseudo voice”—voice opportunity given by managers who do not have the intention to actually consider employee input (i.e., managerial disregard). The effects of this kind of deception were examined by means of a survey among employees (N = 137) and managers (N = 14) of a Dutch healthcare organization. We hypothesized and found that perceived pseudo voice led to reduced voice behavior and, as a result, increased intragroup conflict. These results imply that while offering voice opportunity is mostly seen as an effective management strategy, negative effects are likely to occur when a manager is perceived to try to deceive employees by pretending to be interested in their points of view.     

Consumers' Search for Information on the Internet: How and Why China Differs from Western Europe

Internet adoption in China is booming and purchasing power is growing steadily. Increasing numbers of Chinese turn to the Internet to search for information prior to a purchase. Based on 32 h of interviews with students and business professionals in China, and a questionnaire completed by a sample of 1140 students in Beijing and Belgium, our explorative study demonstrates that fundamental cultural, behavioral, economic, technical, and other characteristics of China cause significant differences between Chinese and Western Europeans in their online search process for information prior to a purchase. The differences occur in frequency, goal, types of information sought, types of websites used, search engine usage patterns, and contribution of user opinions. This has important implications for marketing practitioners in China, especially for multinational corporations that enter China and that are not familiar yet with the Chinese environment. Suggestions for future research are also provided.     

Moral Memory: Why and How Moral Companies Manage Tradition

Recent research on the role of ethics in the organizational culture literature found practically the whole literature reduced to a debate between ethical rationalism and ethical relativism. The role of the past in the form of tradition to maintain and improve moral reflection is completely missing. To address this gap in the literature on the level of practice, the concepts of moral memory and moral tradition are applied to data on 22 companies that have long-standing moral practices. In this way, the practice of moral traditions can be explored with recent conceptual advances and a list of best practices delineated. Moral memory is the recollection of and attachment to the succession of past events and experiences that maintains moral tradition. Moral tradition is the continuing transmission and reception of related moral themes through multiple generations of employees. It is found that companies that maintain moral traditions tend to develop “family” cultures with considerable compassion for workers as persons who have non-economic needs and rights. These companies also temper the role of leadership, insisting that leaders are responsible for and are evaluated by the company’s moral traditions. Finally, moral traditions are essential mechanisms through which companies paradoxically both stimulate and limit competitive behavior. Steven P. Feldman is Associate Professor of Management Policy, Weatherhead School of Management, Case Western Reserve University. Over the last decade, Dr. Feldman’s research has explored the role of moral memory and moral tradition in the ethical aspects of organizations. His book, Memory as a Moral Decision: The Role of Ethics in Organizational Culture (2002), found that the emotional and cognitive aspects of memory to be key in establishing moral organizational cultures. The moral importance of the past in the present has received little attention in the literature on organizational culture. Winner of the Distinguished Lectureship in Business Ethics from the American Fulbright Program, Dr.␣Feldman will be carrying out research on ethical issues in American-Chinese business relations in Shanghai in 2007.     

Voice from China and Malaysia:Require More Cooperation

At the exhibition, focusing on the exact meaning that this exhibition brings to China and Malaysia, Mr. Lu Kejian,Deputy Director of Department of Asian Affairs,Ministry of Commerce of China, also host of the exhibition and Datuk Yong Ah Pwi, President of MalaysiaChina Chamber of Commerce,supporter in Malaysia stated their points of view towards this exhibition and their planning in the future.     

The Endogenous African Business: Why and How It Is Different,Why It Is Emerging Now and Why It Matters

ABSTRACT

Africa is currently undergoing a transition that is unprecedented in its history. For the first time, the demand of urban populations pulls business development, thus creating economies with higher levels of specialization than before. This essay highlights the phenomenon of the endogenous African businesses that are arising in this process. These businesses tap into the natural resources and the social, economic, and cultural systems that build upon them. These resources and systems make the African business environment different from business environments in other parts of the world. Furthermore, the endogenous businesses have access to knowledge on how to manage modern businesses in the formal sector of the economy. In combination with African resources and systems, such knowledge enables them to create and sustain and competitive advantage in modern dynamic marketplaces. Endogenous African businesses are important because they have the potential to fuel economic growth, to revitalize rural areas, to contribute to food security and healthy diets, and to provide role models of which Africans can be proud. Hence, these businesses deserve our attention in the next two decades of scholarly research and education on African business.     

Impact of system culture on West and East German Managers: A new topic of intercultural management research

The transformation from socialism to capitalism and from a socialist planned economy to a social market economy in the new Federal States of the Federal Republic of Germany confronts the affected people with a new life and working world. On the level of the enterprises, it is especially human resource management that is faced with integrating the different preceding experience, qualifications, and cultural values of their managers from the new Federal States into the company. In order to carry out this task adequately, human resource management needs an appropriate detailed analysis. Intercultural management research offers a suitable framework, as it is familiar with management in the context of different cultures and societies. © 1993 John Wiley & Sons, Inc.     

Mainstreaming Green Product Innovation: Why and How Companies Integrate Environmental Sustainability

Green product innovation has been recognized as one of the key factors to achieve growth, environmental sustainability, and a better quality of life. Understanding green product innovation as a result of interaction between innovation and sustainability has become a strategic priority for theory and practice. This article investigates green product innovation by means of a multiple case study analysis of 12 small to medium size manufacturing companies based in Italy and Canada. First, we propose a conceptual framework that presents three key environmental dimensions of green product innovation such as energy minimization, materials reduction, and pollution prevention as identified in the life cycle phases of products. Based on insights gained from in-depth interviews, we discuss firms’ motivations to develop green products, environmental policies and targets for products, different dimensions of green product innovation, and challenges faced during developing and marketing of green products. Results from the study are then synthesized and integrated in a toolbox that sheds light on various aspects of green product innovation and provides solutions to challenges and risks that are faced by firms. Finally, implications for managers, academia and public policy makers are discussed.     

Managers as the bridge: How cultural friction influences the integration of cross-border mergers and acquisitions

Going beyond cultural distance, the present study adopts a more contextualized view of cultural friction to account for the “actual cultural contacts” in cross-border mergers and acquisitions (CBMAs), and meanwhile builds a case-based measure of cultural friction to quantitatively capture the country- and deal-level cultural differences between the acquirer and the target in each CBMA. Differing from the existing research that takes the influence of cultural differences on CBMA performance for granted, we highlight the importance of managers from the acquiring firm by theorizing that cultural friction between the acquirer and the target can shape acquiring managers' choice of managerial practices to complete the managerial tasks during integration, leading to different performance. In particular, we postulate a curvilinear relationship between the cultural friction and CBMA performance. By incorporating regulatory focus theory into our analytical framework, we further hypothesize how this curve is shaped by managers’ regulatory focus, a key motivational trait at the firm management level. Using a sample of 304 completed CBMAs conducted by Chinese listed firms, our empirical results verify the U-shaped relationship between cultural friction and the CBMA integration performance, and suggest that this relationship is flattened by acquiring managers’ prevention focus.     

Women as Managers in the United States and China: A Cross-Cultural Study

This article investigated Chinese and U.S. attitudes toward women as managers with the goal of establishing an empirical basis for comparison and understanding of the glass ceiling potential in each culture. The authors used the Women as Managers Scale (WAMS) to measure perceptions of 919 U.S. and Chinese participants. Results indicated differences in perceptions by gender and nationality. Overall, women were perceived less favorably as managers by Chinese and U.S. males as compared to perceptions of Chinese and U.S. female participants. Findings are discussed in terms of existing research and areas for future research are suggested.     

Reaching Out to the West: An Assessment of Chinese Students' Views Regarding Foreign-Delivered University Programs in China

This article identifies the views and expectations of Chinese students located in nine cities in China and Hong Kong in regard to the delivery of foreign degree programs within China. This delivery mode is becoming a common form of educational delivery and augments other modes of international activity such as study abroad and distance education. The research has found that students wanted a relatively unadapted course, delivered in English by foreign academics, with a high level of academic and administrative servicing in China. They did not like subjects which had been overly adapted for the Chinese market, since these were viewed to be somewhat lacking in authenticity. However, some very minor areas of adaptation were required to meet some specific local requirements, but in essence students wanted courses which were a close replication of what it would be like to study in the foreign university location, whether it be in America, Australia, or Europe. The value of this research is that it identifies the desire of students for relatively unadapted foreign programs in China. This finding is of use to foreign universities planning courses and programs in China and also adds to the debate about the adaptation or standardization of services in a Chinese context.     

Value-Expressive versus Utilitarian Advertising Appeals: When and Why to Use Which Appeal

Abstract

Value-expressive advertising appeals are effective when the product is value-expressive, while utilitarian appeals are effective when the product is utilitarian. When the product is value-expressive, audience persuasion is influenced through self-congruity. Conversely, when the product is utilitarian, audience persuasion is influenced through functional congruity. The effectiveness of the value-expressive as opposed to utilitarian appeals is argued also to be a function of such product-related factors as differentiation, life cycle, scarcity, and conspicuousness, and consumer-related factors such as involvement, prior knowledge, and self-monitoring. Future research and managerial implications are discussed.     

Necessity and Opportunity Entrepreneurs and Their Duration in Self-employment: Evidence from German Micro Data

Using data from the German Socio-Economic Panel Study (GSOEP), we analyze whether necessity entrepreneurs differ from opportunity entrepreneurs in terms of self-employment duration. Using univariate statistics, we find that opportunity entrepreneurs remain in self-employment longer than necessity entrepreneurs. However, after controlling for the entrepreneurs’ education in the professional area where they start their venture, this effect is no longer significant. We therefore conclude that the difference observed is not an original effect but rather is due to selection. We then go on to discuss the implications of our findings for entrepreneurship-policy making, and give suggestions to improve governmental start-up programs.

A Moral Cleansing Process: How and When Does Unethical Pro-organizational Behavior Increase Prohibitive and Promotive Voice

Journal of Business Ethics - In this study, we draw on moral cleansing theory to investigate the consequence of unethical pro-organizational behavior (UPB) from the perspective of the actors....