Perceived moral intensity,ethical perception,and ethical intention of American and Malaysian managers: a comparative study |
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| Affiliation: | 1. Department of Business Administration, College of Business & Public Administration, Old Dominion University, Norfolk, VA 23529-0220, USA;2. University of Washington, USA;3. Kuwait University, Al-Jahrah, Kuwait;4. Universti Pertanian, Kuala Lumpur, Malaysia;1. The Institute of Strategy and Management, Norwegian School of Economics, Helleveien 30, Bergen 50345, Norway;2. The Institute of Strategy and Management, Norwegian School of Economics, Helleveien 30, Bergen 5045, Norway;1. Department of Psychology, New York University, New York, NY, USA;1. Department of Business Administration, Faculty of Social Sciences, University of Castilla-La Mancha, Cuenca, Zip Code: 16071, Spain;2. Department of Business Administration, Faculty of Business Administration, Polytechnic University of Valencia, Valencia, Zip Code: 46022, Spain;1. UQ Business School, The University of Queensland, Australia;2. School of Management, QUT Business School, Queensland University of Technology, Australia;3. Leeds University Business School, University of Leeds, United Kingdom |
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| Abstract: | In this study, differences in perceived moral intensity, ethical perception, and ethical intention of managers from the United States and Malaysia are investigated. Models are proposed with perceived moral intensity, ethical perception, and ethical intention as dependent variables, the country of residence of the managers as the independent variable, and gender and age of the managers as covariates. By using scenarios involving ethical situations, it is found that American managers perceive higher levels of moral intensity than Malaysian managers on the components that relate to the extent of harm done to the victim. However, there are no significant differences between the two groups on those components that relate to social pressure. Also, the ethical perception and ethical intention of American managers are higher than those of Malaysian managers. An explanation for the direction of the differences is offered based on the divergence of the United States and Malaysia with respect to the societal moral climate, organizational culture, cultural factors, and cognitive moral development. Implications and suggestions for future research are also offered. |
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