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  1. Ethical perceptions of organizational politics: A comparative evaluation of american and Hong Kong managers. [REVIEW]David A. Ralston, Robert A. Giacalone & Robert H. Terpstra - 1994 - Journal of Business Ethics 13 (12):989 - 999.
    This paper presents a cross-cultural analysis of ethics with U.S. and Hong Kong Chinese managers as subjects. These managers were given the Strategies of Upward Influence instrument and asked to evaluate the ethics of using various political strategies to attain influence within their organizations. Differences were found between Hong Kong and U.S. managers on a variety of dimensions, indicating important differences between these two groups on their perceptions of ethical behavior. In the paper, we identify potential reasons for the findings, (...)
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  • Examining an Individual’s Legitimacy Judgment Using the Value–Attitude System: The Role of Environmental and Economic Values and Source Credibility.David Finch, David Deephouse & Paul Varella - 2015 - Journal of Business Ethics 127 (2):265-281.
    We view an individual’s legitimacy judgment as an attitude. It is influenced by a personal belief system composed of global values and domain-specific beliefs, consistent with the value–attitude system in marketing. Our context is the legitimacy of the Canadian oil sands industry. We hypothesize that an individual’s legitimacy judgment may be influenced by three domain-specific beliefs: the credibility of the industry, environmental non-government organizations, and the mass media. We also examine two global values associated with sustainable development: concern for the (...)
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