The topic of women and globalization raises fundamental questions on the impact of globalization on women, ethnic minorities and other socio-demographically under-represented actors in global organizations. This article seeks to integrate theories of procedural justice, psychological contracts, motivation and psychological ownership in knowledge transfer in global organizations, and the implications for women, and other under-represented actors. Our analysis concurs with current research on the need for a relativist perspective in business ethics research and one that encompasses the critical processes of (...) exchange from a cognitive perspective. Our contribution is to show that globalization is a complex process, that has different impacts on actors, an impact that can vary widely depending on, whether the actors are in a dominant situation, or as in the case of women and ethnic minorities, in a relatively socio-demographic and geo-politically under represented situation. (shrink)

The study extends the Theory of Planned Behavior (TPB) in a cross-cultural setting, incorporating ethical judgments and locus of control in a comparison of Taiwanese and US businesspersons. A self-administered survey of 698 businesspersons from the US and Taiwan examined several hypothesized differences. Results indicate that while Taiwanese respondents have a more favorable attitude toward a requested bribe than US counterparts, and are less likely to view it as an ethical issue, their higher locus externality causes ethical judgments and behavioral (...) intentions to conform to normative influences of in groups and superiors. In the Taiwanese sample, locus externality effectively functions as a countervailing pressure against the unethical behavior in the scenario. No such effect is found in the US sample. A path model fitted to the data shows that locus internals exhibit more consistency among attitudes, judgments, and behavioral intentions than locus externals. Implications for managers and researchers are discussed, and suggestions and precautions for development of efficacy-enhancement programs are offered. (shrink)

Ethicalisation processes that partake in the construction of a firm or a professional group’s ethical identity are often described as a relatively linear combination of several components, such as policies (starting with the development of a code of ethics), corporate practices, and leadership. Our study of a professional community dealing with the topics related to cultural diversity indicates a more reciprocal relationship between ethical identity and ethicalisation processes. We argue that a tangible form of ethical identity can pre-date the ethicalisation (...) process of a professional group, and additionally, can impact this process at the start. We highlight that, despite the absence of official ethical statements in the community, a form of ethical professional identity is already present among the interculturalists of the international organisation Society for Intercultural Education Training and Research. Using critical discourse analysis, we identify the proclaimed humanist ethos in the discourses that interculturalists co-produce and diffuse during conferences, on on-line discussion forums, and in the mission of their professional organisations. This study contributes to the literature on ethical identity development by showing how a pre-existing form of ethical identity can influence the early stage of the development of a code of ethics. In addition, we indicate that, similar to organisational identity construction, ethical identity construction uses self-other identity talks, thus, defining an ethical other (or less ethical other) in its development. (shrink)

Employees with self-perceived misattributed culpability or incompetence are on the receiving end of complaints, reprimands, or accusations which, from their perspective, incorrectly assume that that they have fallen short of required standards or outcomes. We analyzed an archive of 23 personal stories featuring SMCI, which had been provided by 16 Hong Kong Chinese employees. The stories indicated that the most severe impacts on employee morale had arisen from punitive and targeted feedback based on misrepresentations by superiors, who had engaged in (...) blame deflection, politicking and manipulation, conflict and retaliation, and/or prejudice and stereotyping. We also identified organizational processes, such as soliciting and accepting voice and engaging in problem solving discussions that could attenuate any adverse emotional impact. (shrink)

Prisoner's dilemmas can lead rational people to interact in ways that lead to persistent inefficiencies. These dilemmas create a problem for institutional designers to solve: devise institutions that realign individual incentives to achieve collectively rational outcomes. I will argue that we do not always want to eliminate misalignments between individual incentives and efficient outcomes. Sometimes we want to preserve prisoner's dilemmas, even when we know that they systematically will lead to inefficiencies. No doubt, prisoner's dilemmas can create problems, but they (...) also create opportunities to practice the cooperative norms that make market institutions possible in the first place. An ethical market culture, I argue, benefits from the presence of prisoner's dilemmas. I first consider standard approaches for solving prisoner's dilemmas. I then argue for the value of prisoner's dilemmas. Finally, I show the significance of this argument for advocating codes of business ethics. (shrink)

This study was designed to examine the prevalence of a code of ethics and to analyze its content among public relations agencies in the United States. Of the 1,562 public relations agencies reviewed, 605 (38.7%) provided an ethical statement. Among the ethical statements provided by these public relations agencies, ‹respect to clients,’ ‹service,’ ‹strategic,’ and ‹results’ were the values most frequently emphasized. On the other hand, ‹balance,’ ‹fairness,’ ‹honor,’ ‹social responsibility,’ and ‹independence’ were the least frequently mentioned in the ethical (...) codes. Also, none of the sampled agencies included any sanctions regarding enforcement of their particular codes of ethics. (shrink)

This paper reviews studies of corporate ethical codes published since 2000 and concludes that codes be can effective instruments for shaping ethical behavior and guiding employee decision-making. Culture and effective communication are key components to a code’s success. If codes are embedded in the culture and embraced by the leaders, they are likely to be successful. Communicating the code’s precepts in an effective way is crucial to its success. Discussion between employees and management is a key component of successful ethical (...) codes. (shrink)

Due to the economic globalization which is characterized with business scandals, scholars and practitioners are increasingly engaged with the implementation of codes of ethics as a regulatory mechanism for stimulating ethical behaviours within an organization. The aim of this study is to examine various organizational practices regarding the effective implementation of codes of ethics within construction contracting companies. Views on ethics management in construction organizations together with the recommendations for improvement were gleaned through 19 semi-structured interviews, involving construction practitioners from (...) various construction companies in Hong Kong. The findings suggested some practices for effective implementation of codes of ethics in order to diffuse ethical behaviours in an organizational setting which include; introduction of effective reward schemes, arrangement of ethics training for employees, and leadership responsiveness to reported wrongdoings. Since most of the construction companies in Hong Kong have codes of ethics, emphasis is made on the practical implementation of codes within the organizations. Hence, implications were drawn from the recommended measures to guide construction companies and policy makers. (shrink)

Beyond the adoption of codes of ethics for moderating behaviours within an organization, there is need for change in the dynamism of ethics management in construction companies. This change is necessitated due to inability of ethical codes to function by its mere existence without proper integration into organization’s web. This study aims at identifying supporting factors for code integration and the resultant factors as well as the relationship between the two sets of factors. Questionnaire survey was used to gather data (...) from practitioners in Hong Kong construction organizations. Using Relative Importance Index and correlation analysis, findings revealed that commitment of managing director to ethics, communicating codes with employees and managers acting as role models ranked highest among the input factors, whereas building public trust, enhanced organization’s reputation and increased protection against lawsuits ranked highest among the resultant factors. There were great numbers of significant positive correlations between the input factors and the resultant factors with the exception of consistence of codes with international standards and increased company’s profitability which exhibited negative correlation. The highest significant positive correlation coefficient existed between training about the importance of ethics and subjective and inconsistent management standards are minimized which points to the importance of ethics training in establishing ethical standards. The findings can help construction practitioners to improve organizational ethical standard and be more result-focused in managing ethics. (shrink)