The cheating culture: A global societal phenomenon

Today's future business leaders are confronted early in their academic careers with history-making events which have a profound impact on the global economic system. These students of business are being exposed to behaviors as they unfold and, as such, are possibly living in an age of the “cheating culture” whereby everybody cheats because everyone else does it. Business students from around the world completed a cheating culture scale as part of a much larger investigation examining college students’ attitudes toward capitalism and business ethics. Findings suggest that the cheating culture is not just a capitalistic phenomenon and that attitudinal differences are driven by gender, country corruption, and socioeconomic environment. Future business leaders worldwide, who are being shaped by news reports of scandal, are also being taught the fundamentals of operating in the business world. Unfortunately, they may be learning to inextricably combine the cheating culture with best business practices.     

Ethics Programs in Global Businesses: Culture's Role in Managing Ethics

Even if there were widespread cross-cultural agreement on the normative issues of business ethics, corporate ethics management initiatives (e.g., codes of conduct, ethics telephone lines, ethics offices) which are appropriate in one cultural setting still could fail to mesh with the management practices and cultural characteristics of a different setting. By uncritically adopting widely promoted American practices for managing corporate ethics, multinational businesses risk failure in pursuing the ostensible goals of corporate ethics initiatives. Pursuing shared ethical goals by means of culturally inappropriate management practices, in short, can undermine the effectiveness of ethics management efforts. This article explicates how several important dimensions of culture can influence the effectiveness of common ethics initiatives, and recommends the development and application of a culture-structure contingency analysis in the task of encouraging ethical behavior in global businesses.     

Venture capital or private equity? The Asian experience

Venture capital in Asia has exhibited remarkable growth over the last two decades. Researchers and practitioners have, however, expressed doubts as to whether what is being reported as venture capital in Asia can really be classified as such. Authors of scholarly studies often avoid this debate and, consequently, fail to caution readers about the applicability of their research findings. Through an exploration of the history, development, and composition of venture capital in Asia, this article not only confirms significant differences between Asian and traditional venture capital, but also finds that venture capital in Asia differs little from what is commonly called private equity. As such, a need exists within the venture capital literature to recognize this peculiarity of the Asian venture capital market. Moreover, venture capitalists considering expansion into Asia must comprehend the nature of the Asian market in order to avoid disillusionment and frustrations which may result from inadequate understanding.     

基于儒家价值观的鲁浙商业文化比较研究简

资源、地理、人文和历史等方面的差异催生了各具特色的区域商业文化,区域商业文化又导致了区域间经济发展中的巨大差异。因此,商业文化的产生、影响因素和衍变过程成为理论界和实务界的研究热点。文章选择两个商业文化颇具特色的省份——浙江省和山东省,就两个省份在商业文化的形成、商帮特点、儒家文化对传统和新鲁浙商业文化的影响进行了比较分析,阐述了鲁浙两省商业文化的异同、优劣势及其作用效果,提出了优化鲁浙商业文化的若干对策建议,以期为我国商业文化尤其是鲁浙商业文化创新提供一定借鉴。     

A Global MBA for Tomorrow's Global Business Leaders

Abstract

Traditional IB programs have received mixed reviews from the corporate world. With this in mind, the Suffolk GMBA was benchmarked against the leading international business programs. The Suffolk GMBA was designed to be different and to ascertain the global environment in which business operates. A unique feature of the GMBA curriculum detailed in this article is the combination of Boston's international business locational advantage with functional integration of the many disciplines that make international business unique. Borrowing components from the fields of economics, government and politics, finance, marketing, ethics, and law, a curriculum matrix was developed identifying and sequencing the key topics to be taught. The authors also explain potential pitfalls and outline a model which can be successfully implemented in other graduate international business programs. This program is shaping the thoughts and actions of tomorrow's global business leaders through its integrative decision-making framework of global perspectives and competencies.     

Questionable Business Practices in Russia

ABSTRACT

This article applies Integrative Social Contracts Theory (Donaldson and Dunfee, 1994) to ethical issues in business situations in Russia arising between Russians and Westerners. The theory bases ethical decision making on universal hypernorms which are fundamental to human existence regardless of culture or nationality. Simultaneously, specific norms exist that may differ from one community or culture to another. The theory includes six criteria to help resolve conflicts among these different groups. This article uses a common situation of blat or personal favoritism in Russian business to illustrate how the theory can be applied to conflicting norms in interactions between Western business people and their counterparts in Central and Eastern European countries.     

Culture and International Anti-Corruption Agreements in Latin America

This paper analyzes the likelihood that recent conventions against corruption signed by the OECD and the OAS will be effective in Latin America. It begins by looking at the cultural context of corruption in Latin America and examines efforts by Latin American signatories to implement both agreements. It then evaluates the extent to which these efforts will prove successful. It concludes with suggestions for the development of culturally sensitive policies that will be effective in the fight against corruption in Latin America.     

One hundred years of excellence in business education: What have we learned?

The quality of the next generation of business leaders will be determined by the ways in which business schools respond to a host of dramatic changes emerging in the environment of higher education. While specific initiatives will vary widely, one thing seems certain: business schools will need to be more nimble, more innovative, and more efficient than ever before. The Kelley School of Business, Indiana University has consistently been at the forefront of business education. Over the past century, the School has developed a set of capabilities that has enabled it to capitalize on the forces that have shaped the evolution of business education. In this article, we review several significant trends affecting the future of business education and share the success principles that we believe are most applicable to thriving in the new world that is on our doorstep.     

Practical Implications of Educational Background on Future Corporate Exceutives' Social Responsibility Orientation

Differences between business students atsecular and non-secular universities withregard to their corporate social responsibilityorientation (CSRO) are examined. The resultsshow that the two groups' attitudes toward thefour components of CSRO are significantlydifferent. Specifically, compared to businessstudents in non-secular institutions, thestudents of secular universities exhibitgreater concern about the legal component ofcorporate responsibility and a weakerorientation toward discretionary activities. Nosignificant differences between the two groupswere observed with respect to economicperformance and the ethical dimension.Explanations as well as limited generalizationsand implications are developed.     

Assessing ethics education needs in the MBA program

A methodology for assessing ethics educationneeds in a Masters of Business Administration(MBA) program is proposed and applied at oneinstitution by comparing the ethical judgmentof MBA and MPA (Masters of PublicAdministration) students over a variety ofbusiness scenarios. Implications are discussedfor ethics education and its assessment in thisand other MBA programs. MPAs were chosen asthe comparison group because their education,organizational knowledge, and work experienceare expected to promote reasonable judgments. They were also selected because future negativeconsequences are likely from an ethics gapbetween MBA and MPA graduates. MBAs were lesscritical in the current study, and were alsomore likely to report reliance on egoism, aprinciple strongly associated with greatertolerance of the practices described. Anadditional factor, however, appeared tocontribute to the MBAs' less critical judgment. Ethical decision-making models suggest thisfactor was ethical perception. Suggestions aremade for modifying ethical principles andperceptions where indicated. Decision makersare urged to assess ethics education needs intheir own MBA programs, particularly if theyhave not added significant ethical content totheir curricula.     

Approaching Korean Business and Management Ideals through the Lens of Yongo: A Scholar–Practitioner Perspective

By adopting the insider perspective based on participant observations, this article explores a new dimension of management ideals in South Korea. In particular, it proposes an important cultural context extension to the conventional collectivism paradigm that is often used to explain Korean management. By introducing the term yongo, which denotes exclusive and informal social networks based on (pseudo-) family, university alumni, and regional connections, challenges for management practices can be reported, including, for example, the difficulties that foreign managers face in accessing these networks to establish high-trust ties and influence business decisions.     

Characteristics of Ethical Business Cultures

The purpose of this study was to identify general characteristics attributed to ethical business cultures by executives from a variety of industries. Our research identified five clusters of characteristics: Mission- and Values-Driven, Stakeholder Balance, Leadership Effectiveness, Process Integrity, and Long-term Perspective. We propose that these characteristics be used as a foundation of a comprehensive model that can be engaged to influence operational practices in creating and sustaining an ethical business culture.