Who's Who in Business Ethics: A Profile of Richard T. De George

For more than thirty years the writings and influence of one man in particular have dominated and directed the field of modern business ethics. We are indebted to two of his fellow-Americans for this portrait of Richard T. De George. R. Edward Freeman is the Elis and Signe Olsson Professor of Business Administration and Director of the Olsson Center for Ethics at The Darden School, University of Virginia, Charlottesville, VA 22906-6550; and Martin Calkins, SJ, is a Research Assistant in the Olsson Center and a doctoral student in business ethics at the Darden School.     

Radical Business Ethics by Richard L. Lippke

Teaching Business Ethics -     

International Business Education in an International City

Internationalizing the business administration curriculum has been an ongoing concern for educators. The experience in the United States appears to have encountered certain hurdles and international business education has not yet gone into full swing. On the other hand, for those countries which depend heavily on international business, the subject is generally regarded as important. Four different groups of students in Hong Kong were surveyed. The results show slight differences in their particular area of interest. The area and course rankings, in general, are similar to the findings of studies in North America. Hong Kong students are more interested in risk assessment topics. Based on the findings, various teaching strategies can be formulated. Students' attention can be drawn to relevant global developments and teaching materials can be updated accordingly. Emphasis within each course can also be adjusted each term in view of students' needs. Thus, in order to successfully internationalize a business program, both students,and instructors should be well-versed in global politics, in changes in economic situations and in major events happening in the world.     

International Business Education

'Ibis paper addresses the question of whether lasting benefits can be gained from IB training in LDCs using foreign IB instructors, paniEularly from the point of view of the client group. While there are clearlv ~ersonal benefits for IB facultv going abmad to teach, the pay-off f6;the recipients may not be so dek. C&estions are raised about the fit between the pedagogical methods and personal style of the foreign instructor in relation to the needs, goals and expectatim of the client group. The need for continuity is emphasized. This avoids contradictions in training content, gaps in howledge and skills, and loss of progress. Continuity is essential if any sustainable benefit is to be achieved. Finally, the role of IE3 training in promoting improved national trade performance in global markets is addressed.     

International Business Education in China

The purpose of this:paper is to provide a general descri tion of the international business education in the People's Repub!e of China. Specificall , three key .elements, vir. the system; the curriculum; and the facu r ty are discussed. Information contained in this paper contributes as foundation upon which further research can be built to enhance the understanding and subsequently the irnprovement of the international business education in such a country where international business is inevitably emerging.     

Bribery in International Business Transactions

Globalization leads to cross-border business transactions between societies with very different norms and regulations regarding bribery. Bribery in international business transactions can be seen as a function of not only the demand for such bribes in different countries, but the supply, or willingness to provide bribes by multinational firms and their representatives. This study addresses the propensity of firms from 30 different countries to engage in international bribery. The study incorporates both domestic (economic development, culture, and domestic corruption in the supplying country) and international factors (those countries’ patterns of trade and involvement in international accords) in explaining the willingness to bribe abroad. The propensity to provide bribes was the lowest when corruption was not tolerated in the multinational firms’ home countries, when the firms’ countries were signatories of the Organization for Economic Cooperation and Development (OECD) anti-bribery convention, and when those countries traded heavily with wealthier nations. Further, these findings are maintained when controlling for levels of economic development and cultural values in the supplying country. In terms of culture, firms from high power distance countries showed a somewhat greater propensity for providing bribes in transactions with less-developed nations.     

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.     

Morphogenetic Teaching in International Business

A comparison of projects conducted in Singapore and in Tokyo using the morphogenetic teaching method based on a heterogenistic, interactive and contexual epistemology is reported. Students formed teams to interact with multinational firms to attain relevance resonance, criticality resonance and polyocular vision.     

国际商务谈判中的禁忌

在国际商务谈判中,商务人员要了解不同国家地区的习俗和禁忌,主要包括日常交往的禁忌、数字的禁忌、颜色的忌讳、花卉的忌讳和动物图案的忌讳,为商务活动的顺利进行做好铺垫。这是商务谈判活动中,商务谈判人员必须具备的基本素质。     

Foreign Languages in International Business

The New Zealand economy is an open one and in recent years has pursued a market diversification away from traditional English speaking markets. This research investigated the attitudes dnd perceptions of large New Zealand companies with respect to the employment of foreign language specialists. The sample companies appeared to have a good appreciation of the benefits of conducting international business in the clients' native language. Most companies reported that employees with foreign language ability represent less than five percent of recruits over the preceding four years. When languages were required to be spoken, most employers believed that at least a working knowledge was necessary. Language skills are more likely to be utilized at upper levels of an organization, for New Zealand companies Asian languages, particularly Japanese, are the areas of great potential.