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  1. Business ethics in japan.Iwao Taka - 1997 - Journal of Business Ethics 16 (14):1499-1508.
    Business ethics in Japan has developed in five stages. Especially in the last stage (in the 1990s), there have appeared two clear-cut trends in business ethics activities: positive and passive. For the rise of business ethics, the passive trend is much more important. Once entered the 1990s, an increasing number of business scandals have been revealed. Because of this, the Japanese business community cannot but help take business ethics much more seriously than it ever has.Not only business practitioners but also (...)
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  • Multiple Communities and Controlling Corruption.Philip M. Nichols - 2009 - Journal of Business Ethics 88 (4):805 - 813.
    Corruption presents an assurance problem to businesses: all businesses are best off if none act corruptly but in the event that corruption occurs are better off if they act corruptly than if they do not, and because there is no assurance that other actors are not cheating a business does not know how to act. The usual solution to an assurance problem – criminal sanctions imposed on cheaters – does not work in a corrupt system. Integrative Social Contract Theory suggests (...)
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  • The Ethical Reputations of Managers in Nine EU-Countries: A Cross-Referential Survey.R. J. M. Jeurissen & H. J. L. van Luijk - 1998 - Journal of Business Ethics 17 (9-10):995 - 1005.
    Mutual perceptions of ethical behaviour among managers in nine EU-countries were quantatively measured and related to perceptions concerning "ease of cooperation". A strong positive correlation obtains: the more ethical a country is perceived to be, the higher it is valued as an international business partner. Germany, however, is a typical exception to this rule: German managers are perceived as the most ethical, but are considered relatively difficult to cooperate with.
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