An empirical study of moral reasoning among managers in Singapore

The study reported here sought to examine the ethical orientations of business managers and business students in Singapore. Data were obtained using Defining Issue Test. Analysis of Variance revealed that age, education and religious affiliation had influenced cognitive moral development stages of the respondents. Vocation, gender and ethnicity did not seem to have affected moral judgement of the subjects. Contrary to the general view, both business students and business managers demonstrated the same level of sensitivity to ethical dimensions of decision-making. Implications of the findings and limitations of the study are discussed. Jayantha S. Wimalasiri is Senior Lecturer of Business Policy at the National University of Singapore. His primary professional and research interests are in Human Resource Management and Business Policy/Strategic Management. Francis Pavri is Lecturer of Decision Science at the National University of Singapore. He received his first degree in Engineering and Ph.D. in Business Administration. Prior to joining the university he worked at IBM (Singapore) as a systems engineer and later as a systems consultant in a local consulting firm. Abdul A. K. Jalil graduated with Honours in Business Administration at the National University of Singapore. He is currently working as an executive officer in the public sector.     

The role of moral intensity in moral judgments: An empirical investigation

Jones (1991) has proposed an issue-contingent model of ethical decision making by individuals in organizations. The distinguishing feature of the issue was identified as its moral intensity, which determines the moral imperative in the situation. In this study, we adapted three scenarios from the literature in order to examine the issue-contingent model. Findings, based on a student sample, suggest that (1) the perceived and actual dimensions of moral intensity often differed; (2) perceived moral intensity variables, in the aggregate, significantly affected an individual's moral judgments; and (3) some dimensions of moral intensity (namely, perceived social consensus and perceived magnitude of consequences) mattered more than others.Sara A. Morris is Assistant Professor of Management at Old Dominion University. Her current research examines corporate codes of ethics, attitudes about corporate social responsibility, and the relationship between corporate social and financial performance.Robert A. McDonald is a doctoral candidate in organizational studies at the State University of New York at Albany. His research interests include ethical decision making, characteristics of moral dilemmas, and leadership power and influence tactics.     

American and European expatriate managers: An empirical investigation

This article compares American and European expatriate managers' backgrounds, job satisfaction, and perception of local work and cultural environment in Turkey in reference to their adaptation to the host country and their job performance. It reports that the sample managers demonstrate differences in all these dimensions. Therefore multinational companies are recommended to develop human resources policies in choosing expatriate managers most likely to adapt to work and host country environments by paying attention to managerial qualifications and local conditions. They should also train and prepare both expatriate and local managers to ensure smooth relationships between two groups. © 1993 John Wiley & Sons, Inc.     

Business managers and moral sanctuaries

Moral Sanctuary is used in this paper as a metaphor for any theory which makes actions immune from moral criticism. Three arguments favoring moral sanctuaries for business activities are countered. Two of the arguments rest on faulty analogies. One compares business activities to games, another to the behavior of machines. The third rests on the claim that business is a unique activity. This position is rejected by a reductio ad absurdum argument; it entails the immunity of all professional activities from moral judgment. I argue that business managers are accountable to the combined requirements of professionalism and democratic citizenship, notions which are briefly described at the conclusion of the paper.     

Responsibility and moral reasoning: A study in Business Ethics

This essay was written for the 1984 General Motors Intercollegiate Business Understanding Program. It consists of three sections, each responding to a separate issue posed by General Motors. The opinions expressed are not those of the General Motors management.The first section attempts to document, through the use of Harvard Business Review articles, a shift in the notion of managerial responsibility from a narrowly focused role responsibility to a more widely focused moral responsibility.The second section explicates the different conceptions of Justice behind the United States and West German economic systems. It gives examples of the consequences of the different conceptions both in methods of policy formation and results.The third section deals with business ethics in international contexts. It argues that law is by itself inadequate in the regulation of business activity and must be supplemented by public discussion, which employs the traditional methods of moral reasoning.John Davis Feldmann, John Kelsay, and Hugh E. Brown III are or have been graduate students in the Department of Religious Studies at the University of Virginia. Their essay, written under the direction of James F. Childress, Edwin B. Kyle Professor of Christian Ethics, won first prize in the 1984 General Motors Intercollegiate Business Understanding Program.John D. Feldmann, currently writing a dissertation on justice and tax reform, holds a law degree from the University of Virginia. He has practiced business law, served as a Vice-President of a banking corporation, and worked for the Center for Applied Ethics at the University of Virginia's Darden Graduate School of Business Administration.John Kelsay, an ordained minister of the Presbyterian Church U.S.A., holds a Ph.D. in Religious Ethics from the University of Virginia and has been serving as an Instructor there. His dissertation dealt with ethics and society in Islam.Hugh E. Brown III, now preparing for the Episcopal ministry at Virginia Theological Seminary, holds an M.A. in Religious Ethics from the University of Virginia. Prior to entering graduate school, he had experience in business as a supervisor for an AT&T affiliate.     

Everyday moral issues experienced by managers

Based on the results of open ended interviews with managers in a variety of organizational positions, moral questions encountered in everyday managerial life are described. These involve transactions with employees, peers and superiors, customers, suppliers and other stakeholders. It is suggested that managers identify transactions as involving personal moral concern when they believe that a moral standard has a bearing on the situation and when they experience themselves as having the power to affect the transaction. This is the first in a research series of three papers.James A. Waters is Associate Professor of Management Policy at the Faculty of Administrative Studies, York University. He has written several articles, published in various business journals.Frederick Bird is Associate Professor at Concordia University. His articles have been published in religious journals. Peter D. Chant is Manager of Accounting Research, National Office of Touche Ross & Co. He is the author of Advanced Accounting, Irwin-Dorsey, Homewood, Ill. (1984).     

Qualifications and turnover of managers and venture capital-financed firm performance: An empirical study of german venture capital-investments

This study investigates relationships between experience and education aspects of manager qualifications and performance measures in a sample of 103 Portfolio Companies (PC) of German Venture Capital Firms (VCF). In addition, we consider whether lower PC performance induces higher PC manager turnover and if VCF actively influences such PC manager turnover. Bivariate and multivariate analyses confirmed that PC manager qualifications correlate significantly with PC performance. Specifically, characteristics of PC manager experience in marketing/sales, planning/strategy functional areas, as well as in terms of industry experience, were identified as critical success factors.Our findings have substantial implications for VCF management practice: Although deficits in PC manager qualifications were addressed previously both in English and the German language academic literature, to date management practices did not recognize the relevance of such qualifications for investment success and the need to influence PC manager qualifications systematically through tailored selection and development procedures for PC managers. Had the need to compensate for gaps in PC manager qualifications been given adequate priority, our sample would neither contain a high variance for qualification variables nor significant correlations between multiple aspects of PC manager qualifications and success. Therefore, our findings suggest that (German) VCF should in due diligence put more emphasis on (1) PC managers' business functional experience and, unless the PC is active in an entirely new market, (2) a high proportion of managers with experience in the relevant industry. Beyond due diligence, VCF may have to actively realign or replace top managers of PCs in cases where success is substantially below expectations. It is highly likely that there is room for further improvement in this area, in particular in constructing incentives against “living dead” cases, where PCs develop substantially below expectations, but do not fail completely.     

Ethical attitudes of students and business professionals: A study of moral reasoning

A questionnaire on business ethics was administered to business professionals and to upper-class business ethics students. On eight of the seventeen situations involving ethical dilemmas in business, students were significantly more willing to engage in questionable behavior than were their professional counterparts. Apparently, many students were willing to do whatever was necessary to further their own interests, with little or no regard for fundamental moral principles. Many students and professionals functioned within Lawrence Kohlberg's stage four of moral reasoning, the law and order stage. Individualism and egoism remain strong patterns in the moral reasoning of many professionals, but they influence moral reasoning patterns among students to a much greater degree.John A. Wood is Associate Professor or Religion at Baylor University.Justin G. Longenecker is Emeritus Chavanne Professor of Christian Ethics in Business at Baylor University.Joseph A. McKinney is Professor of Economics and Co-Director of Master of International Management Program at Baylor University.Carlos W. Moore is an Edwin W. Streetman Professor of Marketing at Baylor University.     

An empirical study of ethical predispositions

Using a two-part instrument consisting of eight vignettes and twenty character traits, the study sampled 141 employees of a mid-west financial firm regarding their predispositions to prefer utilitarian or formalist forms of ethical reasoning. In contrast with earlier studies, we found that these respondents did not prefer utilitarian reasoning. Several other hypotheses were tested involving the relationship between (1) people's preferences for certain types of solutions to issues and (2) the forms of reasoning they use to arrive at those solutions; the nature of the relationship between utilitarian and formalist categories; and the possibility of measuring ethical predispositions using different methods. F. Neil Brady is Professor of Public Management and Associate Director for the Center for the Study of Values in Organizations in the Marriott School of Management at Brigham Young University. He is the author of Ethical Managing: Rules and Resultsand has published numerous articles on business ethics, ethical theory, and moral reasoning.Gloria E. Wheeler is Associate Professor of Public Management and Associate Director of the Institute of Public Management at Brigham Young University. Her primary areas are research methodology and human resource management. She has extensive survey research experience in many substantive fields and has published articles in journals covering such diverse areas as taxation, teaching, marketing, and human behavior in organizations.     

Education for the moral development of managers: Kohlberg's stages of moral development and integrative education

Recent management behavior such as the PINTO gasoline tank decision has received a great deal of notoriety. In fact, repugnant examples of management amorality and immorality abound. One is forced to ask a number of questions. Does such behavior reflect a lack of a proper education in moral behavior? Can education result in moral behavior? If so, what kind of education might that be? Answers to these questions might point a way out of the moral shadows giant corporations have cast over much of the world. An attempt to answer these questions, then, might be a worthwhile venture.     

Writing performance and moral reasoning in business education?

This study investigates the connection of moral reasoning to demographic and performance variables in business education, especially business and technical writing. The moral reasoning construct serves as the foundation for one's decision making when confronted with moral dilemmas. Significant relationships are reported between subjects' writing skill and their moral reasoning scores. This research serves as a foundation for questions about writers' moral reasoning and the ethical decisions each writer makes in written communication. In addition, this study supports further research into the connection between moral reasoning and written communication, given the significant relationships reported and the noticeable shortage of related, data-based research.J. Lynn Johnson is an Associate Professor of Management at the University of North Texas, Denton, Texas. He is coauthor ofManagement: Theory and Practice, is an active consultant in the SouthWest, and has published over 20 other journal articles and training manuals. He has also been active in designing the curriculum for undergraduate and masters programs in personnel and industrial relations, hotel and restaurant management, and small business administration.Robert Insley is an Assistant Professor of Management and coordinator of the business communication program at the University of North Texas, Denton, Texas. He has presented numerous papers at national and international business communication and international business conferences, conducts interviewing skills workshops, has published several journal articles, and is presently in the process of co-authoringBusiness Communication Today and Tomorrow.Jaideep Motwani is an Assistant Professor of Management at Grand Valley State University, Grand Rapids, Michigan. He has presented numerous papers and chaired sessions at regional, national, and international meetings of the Decision Sciences, Society for Advancement of Management, ASQC, and other professional societies. He has published several journal articles.Imad Zbib is an Assistant Professor of Management at Central Missouri State University, Warrensburg, Missouri. His teaching and research interests range from production planning and control and manufacturing strategy to international management and business communication. He has presented papers at several regional, national, and international conferences and has published several journal articles.     

Ethical reasoning and privileged information: Resolving moral conflict

Rule 301 in the Code of Professional Conduct — Confidential Client Information — has traditionally been strictly interpreted. In some instances this has placed CPAs in a situation where their own personal moral standards are in conflict with the Code of Professional Conduct. Moral reasoning is suggested as a means of resolving this conflict. The process of moral reasoning is illustrated by contrasting Act Utilitarianism with Rule Utilitarianism. The actual resolution of a moral conflict may result in a CPA violating the Code of Professional Conduct as it is presently being interpreted.     

The dark triad and corporate sustainability: An empirical analysis of personality traits of sustainability managers

Middle managers responsible for sustainability operationalize top management decisions on the organization's social and environmental activities. With their focus on sustainability, they could be expected to consider ethical issues particularly well in their decisions and to possess ethical personality traits. While earlier research has focused on top management this paper examines the influence of personality traits of middle managers on their corporate sustainability preferences. Based on a primary survey sample of 204 professionals responsible for sustainability in their company, we study the relationship between dark triad personality traits (Machiavellianism, narcissism, and psychopathy) of sustainability managers and their environmental and social responsibility preferences. The analysis shows that managers who score higher on the dark triad personality scale are less concerned about environmental and social responsibility issues. The business environment, analyzed in a cross-cultural comparison between the United States and Europe, and the organizational context function as a moderator of the influence of personality traits on sustainability preferences. The results suggest that dark triad personality traits should be considered in recruitment and assessment processes of middle managers responsible for corporate sustainability.     

Values,value types and moral reasoning of MBA students

This study uses the Schwartz Values Questionnaire and version 2 of the Defining Issues Test to investigate the values, value types (clusters of related values) and level of moral reasoning of a sample of 108 MBA students in a Canadian university. There are no statistically significant differences in the levels of moral reasoning attributed to gender. Male and female MBA students rank ‘family security’ and ‘healthy’ as their two most important values. For males, hedonism, achievement and self‐direction are the three most important value types, while for females they are benevolence, hedonism and security, respectively. There are statistically significant gender differences for the value types hedonism, achievement, stimulation and power. Overall, however, there are more similarities than differences between the male and the female students. Regression analysis indicates a statistically significant positive association between the postconventional level of moral reasoning as measured by P‐scores and the value‐type universalism. The findings provide further evidence that value types affect the postconventional level of moral reasoning.     

Risk taking under transition: An empirical comparison between Chinese,western-, and eastern-German managers

Even after 10 years, countries under transition are still on their way to becoming developed, internationally competitive countries. At this stage it is helpful for business cooperation to know whether managers in countries undergoing transition are behaving like socialists or Western managers, or somewhere in between. Many joint ventures and other alliances between Western companies and companies in countries in transition are seeking to establish new markets with new products or new technologies (i.e., new processes). They are risky because the returns are uncertain. Understanding the risk attitudes of managers in countries in transition can explain different investment behavior and provide vital information for installing the right incentives. This study compares the risk attitudes of Chinese, eastern, and western German managers. Chinese managers' risk attitudes seem to be more similar to the attitudes of western German managers than to those of their counterparts in eastern Germany. Some of the reasons and consequences are discussed in this article. © 1999 John Wiley & Sons, Inc.     

An exploratory study of the personal value systems of city managers

Little attention has been given by researchers in organizational behavior to the study of public managers' values and how these values affect their managerial behavior. Therefore, the major objective of this study was to identify the personal value systems and value profiles of public managers, and to systematically examine and discuss the relationship between personal values and related organizational behavior including decision making. The significance of the findings for public policy is briefly discussed, and the need for future research is indicated.Sami M. Abbasi is Associate Professor of Management at Middle Tennessee State University. He has presented papers, appeared on panels, chaired sessions, and reviewed papers for both regional and national meetings of the American Institute for Decision Sciences and the Academy of Management. His research interests include strategy implementation, strategy-environment interaction, business-government relationships, and global management. Kenneth W. Hollman is Professor of Economics and Finance at Middle Tennessee State University. His publications have appeared in these journals: Journal of Small Business Management, Journal of Insurance Issues and Practices, CLU Journal, and CPCU Journal. Dr. Hollman holds the Martin Chair of Insurance.