Making Ethical Judgements: A Cross-Cultural Management Study |
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Authors: | Terence Jackson Cindy David Satish Deshpande Janice Jones Jacob Joseph K. F. Lau Ken Matsuno Chiaki Nakano Hun-Joon Park Joanna Piorunowska-Kokoszko Iwao Taka Hideki Yoshihara |
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Affiliation: | (1) Centre for Cross Cultural Management Research, EAP European School of Management, 12 Merton Street, Oxford, OX14JH, England;(2) EAP European School of Management, UK;(3) Western Michigan University, USA;(4) The Flinders University of South Australia, Australia;(5) University of Alaska -Fairbanks, USA;(6) Lingnan College, Hong Kong;(7) Babson College, USA;(8) Reitaku University, Japan;(9) Yonsei University, Seoul, Korea;(10) University of Lodz, Poland;(11) Kobe University, Japan |
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Abstract: | This article reports the results of a cross-cultural empirical study across seven countries which investigates the differences in the way managers structure their ethical judgements regarding the loyalty of a corporation to its employees, the loyalty of employees to the corporation, and the loyalty of employees towards their co-workers. Managers' ethical judgements from the East Asian tiger countries of Japan, Korea and Hong Kong are compared with those from the Anglo countries of the United States and Australia, and with those from the transitional countries of Asiatic Russia and Poland. An adapted version of the well documented Reidenbach-Robin instrument is used, and its cross-cultural application investigated. As hypothesized, cross-cultural differences were indicated for both the structure and content of managers' ethical judgements, which have important implications for the way organizations are effectively managed both nationally, regionally and internationally. Weaknesses in the a priori constructs of the research instrument were also indicated, and recommendations made for future development of methodology in this area. |
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