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  1. (1 other version)Leading and Following (Un)ethically in Limen.Miguel Pina E. Cunha, Nuno Guimarães-Costa, Arménio Rego & Stewart R. Clegg - 2010 - Journal of Business Ethics 97 (2):189-206.
    We propose a liminality-based analysis of the process of ethical leadership/followership in organizations. A liminal view presents ethical leadership as a process taking place in organizational contexts that are often characterized by high levels of ambiguity, which render the usual rules and preferences dubious or inadequate. In these relational spaces, involving leaders, followers, and their context, old frames may be questioned and new ones introduced in an emergent way, through subtle processes whose evolution and implications may not be easy to (...)
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  • Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts.J. Brooke Hamilton, Stephen B. Knouse & Vanessa Hill - 2009 - Journal of Business Ethics 86 (2):143-157.
    Management practitioners and scholars have worked diligently to identify methods for ethical decision making in international contexts. Theoretical frameworks such as Integrative Social Contracts Theory (Donaldson and Dunfee, 1994, Academy of Management Review 19, 252–284) and more recently the Global Business Citizenship Approach [Wood et al., 2006, Global Business Citizenship: A Transformative Framework for Ethics and Sustainable Capitalism. (M. E. Sharpe, Armonk, NY)] have produced innovations in practice. Despite these advances, many managers have difficulty implementing these theoretical concepts in daily (...)
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  • Inverting Donaldson’s Framework: A Managerial Approach To International Conflicts Of Cultural And Economic Norms.Andrew Stark - 2015 - Business Ethics Quarterly 25 (4):535-558.
    ABSTRACT:Thomas Donaldson’s framework for dealing with value-conflicts between a manager’s home and host country distinguishes between a “conflict of relative [economic] development”—conflicting norms that arise because home and host are at two different stages of economic development—and a “conflict of culture,” which arises because the home and host’s different cultures generate conflicting norms on the issue the manager faces. My question here is a thought experiment. What different insights might emerge if we flipped Donaldson’s framework around? Specifically: What if we (...)
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