This Handbook presents a comprehensive and contemporary compendium of the field of cross-cultural management (CCM). In recognition of current trends regarding migration, political ethnocentrisms and increasing nationalism, the chapters in this volume not only cover the traditional domains of CCM such as expatriation, global (virtual) teamwork and leadership, but also examine emerging topics such as bi/multi-culturalism, migration, religion and more, all considered from a global perspective. The result is a Handbook that acknowledges and builds on a variety of research traditions (from mainstream to critical), updates existing knowledge in relation to current challenges, and sets the direction for future research and developments, making this an invaluable resource for researchers in the field, and across related areas of international business, management, and intercultural relations. Part 1: Multiple Research Paradigms for the Study of Culture; Part 2: Research Methods in Cross-Cultural Management; Part 3: Cross-Cultural Management and Intersecting Fields of Study; Part 4: Individuals and Teams in Cross-Cultural Management; Part 5: Global mobility and Cross-Cultural Management; Part 6: Developing Intercultural Competence.
Chapter 15: Ethics in the Context of Cross-Cultural Management
Ethics in the Context of Cross-Cultural Management
The interconnected world economy, coupled with formal (such as political, judicial, and economic regulations) and informal (such as culture) institutional contexts of global business, imply an intensified economic and social exchange across countries and nations (e.g., Doh et al., 2010; Scherer & Palazzo, 2008). This poses challenges for management in terms of an increasing number of potential ethical dilemmas between actors and organizations with different cultural backgrounds – particularly when there is no consistent understanding of value systems among individuals of diverse cultures.
Inconsistencies in ethical presuppositions have particular implications for multinational companies (MNCs), their managers, and their operations across ...