Making ethical judgements: A cross-cultural management study

被引：0

作者：

Jackson T. ^{[1
]}

David C. ^{[2
]}

Deshpande S. ^{[3
]}

Jones J. ^{[4
]}

Joseph J. ^{[5
]}

Lau K.F. ^{[6
]}

Matsuno K. ^{[7
]}

Nakano C. ^{[8
]}

Park H.-J. ^{[9
]}

Piorunowska-Kokoszko J. ^{[10
]}

Taka I. ^{[8
]}

Yoshihara H. ^{[11
]}

机构：

[1] Centre for Cross Cultural Management Research, EAP European School of Management, Oxford OX14JH

[2] University of Alaska, Fairbanks, AK

[3] Lingnan College, Hong Kong

[4] Yonsei University, Seoul

来源：

Asia Pacific Journal of Management | 2000年 / 17卷 / 3期

关键词：

Japan; Russia; United States; Empirical Study; Important Implication;

D O I：

10.1023/A:1015838432317

中图分类号：

学科分类号：

摘要：

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. © 2000 By John Wiley & Sons (Asia) Ltd.

引用

页码：443 / 472

页数：29

共 49 条

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