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2014, Journal of Economics Development
AI
This study investigates personal business ethics perceptions among 964 Vietnamese adults, focusing on demographic factors such as age, gender, management experience, and adherence to codes of conduct. Utilizing Clark & Clark's Personal Business Ethics Scores (PBES) measure, findings reveal significant differences in ethical perceptions based on these variables. Notably, younger individuals and females demonstrate higher ethical scores, while those with management experience tend to score lower, suggesting the influence of professional ethics on personal ethical standards in Vietnam's evolving business environment.
In difficult financial times, companies face various moral issues to try to keep up with their competitors. Although these issues have a direct impact on employee decision making, businesses rarely address how employees should assess the ethics of their actions and incorporate ethics into their decisions. Often this can be alleviated by creating and maintaining a corporate culture with a focus on ethics. Corporate culture is often considered to be both a source of various problems and the basis for solutions and is certainly a factor that determines how people behave in an organization. The role of management in the organizational culture is important as it both acts as a role model for the employees and can also directly influence the behavior and culture to improve organizational performance. Of course there are better methods that management can use to incorporate ethics into the corporate culture or increase the likelihood that its employees will act ethically and these methods are explored.
2011
Businesses in global world are interconnected with each other and practices at organizations for the compliance of business purpose. Organization cannot survive in isolation. The survival of organization depends upon the integration of business codes with the societal ethics and combinely format into an adjoined ethical practices prevailing saturate in market. Business ethics are gaining importance day by day which results into more saturation of business practices. The area of focus in this study is to investigate the effect of culture on ethics. Results proved in light of prior research that culture significantly effect on business ethics. Therefore it is very important need to give awareness to the employees so that firms can follow the ethics codes for doing business in good ethical ways.
Business Horizons, 2021
This study analyzes real experiences of culture management to better understand how ethics permeates organizations. In addition to reviewing the literature, we used an action-research methodology and conducted semistructured interviews in Spain and in the U.S. to approach the complexity and challenges of fostering a culture in which ethical considerations are a regular part of business discussions and decision making. The consistency of findings suggests patterns of organizational conditions, cultural elements, and opportunities that influence the management of organizational cultures centered on core ethical values. The ethical competencies of leaders and of the workforce also emerged as key factors. We identify three conditionsda sense of responsibility to society, conditions for ethical deliberation, and respect for moral autonomydcoupled with a diverse set of cultural elements that cause ethics to take root in culture when the opportunity arises. Leaders can use this knowledge of the mechanisms by which organizational factors influence ethical pervasiveness to better manage organizational ethics.
Human Resource Development International, 2010
This paper reports the results of a survey-based study of perceptions of ethical business practices in 13 countries of Europe, Asia, and the Americas. Responses from more than 23,000 managers and employees were analyzed using multivariate analysis of variance and post-hoc comparisons, aimed at identifying homogenous sets of countries. Anglo-Saxon countries (US, UK, Australia, and Canada) clustered together, and were joined by India in most cases. Japan and Italy formed a significantly different from all other countries homogenous subset, while countries of continental Europe, China, Mexico, and Brazil tended to form various mid-range clusters, different from the above two groupings. The paper discusses some salient differences between country groupings, and presents implications for HRD practice and further research.
In view of the scope and scale of the latest scandals, e.g. Enron's maximum breaking bankruptcy, the re-discovery of ethics in business has received an impressive boost. By now even car salesmen have written ethics, ''a Code of Conduct'', e.g. in the USA or Poland. But there is no clear aim of the role ethics obtains in organizational settings as we may show in some small cases of practical approaches to deal with ethics in organizations. We discuss how ethics is the prerequisite to conduct any business and what advantages may be realized if a clear set of ethics is followed. We will discuss three practical examples. In cases of ethics-based valuesadded management of Siemens (Germany), Boeing (U.S.) and SAP (Germany) we explain the mechanisms of ethics in management to strengthen organizational success. We emphasize the importance of clear ethics-related communication processes in organizations. We explain the use of communication theories inside organizational processes to clarify communication about such an abstract topic as ethics. Finally, we point out how a management of ethical ideas and cultural values should be designed in business enterprises.
2016
The aim of this paper is to analyse the organizational culture within the business environment. The paper analyzes the ethical criteria of the entrepreneurs and the way they relate to the consumer, as well as the reinforcement of the moral values so that the final result of the economic activity is represented by sustainability and economic profit. We thought it would be important to point out that promoting an ethical firm can ensure the well-needed trust capital in a constantly changing society. In this context, corporate responsibility is a key element that ensures both the sustainability of the company as well as the sustainability of the relations with the business partners. In our view, a strong corporate culture must integrate ethics and responsibility in all its activities, since the focus is often laid on obtaining profit, not on the values that should lead the organization towards success over a long period of time. Since our society provides both positive and negative i...
This paper examines two different but related concepts that are part of modern organization. Organizations operate with societies and are by virtue of their existence expected to be morally right, correct and defined. The paper examines organizational culture and four outlooks on culture and performance to demonstrate their interaction. It then looks at the organizational behaviour. Definition of terms Organizational culture Giberson et al (2009) define organizational culture as a collective phenomenon emerging from organizations' members' beliefs and social interactions, containing shared values, mutual understandings, patterns of beliefs and behaviours that tie individuals in an organization together over time. The beliefs and assumptions that are considered valid or effective are passed down through the organization and taught to new members as the way they should perceive, feel and act in the organization. It guides how things are done in an organization and indicates what should be important to the employees. It helps explain what happens in organizations since the behaviours within the company should be consistent (O'Donnell and Boyle, 2008). Organizational Behaviour Organizational behaviour is the study about how people feel, think and act in an organization and consequently how they are affected by the activities within the organization (Thomson, 2005). It is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organization. It is the study and application of knowledge about how people act within organizations. It applies broadly to the behaviour of people in all types of organizations, such as business, government, schools and services organizations. OB covers three determinants of behaviour in organizations: individuals, groups, and structure.
2023
This paper explains the meaning of organisational culture and tells us that it is made up of elements such as values, beliefs, norms, practices, stories and symbols that have been brought in the organisation by the founders of the organisation. This concept is followed by the explanation of an individual’s perspectives and what factors are considered by one to make decisions. This and most important concept are of ethical decision making wherein, we see that the moral intensity varies from person to person and if the idea of decision making is affected by the other concepts under discussion. The main objective of the paper is to find if the organisational culture has an effect on the individual’s perspectives which might affect or might not affect an individual’s decision making taking into consideration ethical or unethical decisions. Thereby, we perform the research on these particular concepts which tells us that an individual might get affected by the organisational culture but has motivational factors to work upon, therefore, not getting affected or on the other hand, they might get affected and take decisions which are unethical, or which are against their morals or beliefs. Hence, we decipher the reasons and results of how the culture affects the ethical decision making of an individual.
This study examines the impact of business ethics and culture. The authors used the Personal Business Ethical Scores (PBES) questionnaire to evaluate the responses of graduate-level business students in the United States and Hong Kong when they are presented with ethical dilemmas, as well as the National Culture Survey to determine the extent of the association between five cultural dimensions and business ethics in Hong Kong and the United States. Research suggests that in any country, whether one works in the public or private sector, ethical norms exist-religious ethics, social ethics, and business ethics. Yet, despite the existence of ethical norms, ethics can be viewed differently within and among cultures and countries; such differing viewpoints may give rise to conflicts. The degree of conflict varies depending on the issues and the people involved, and whether the conflict is domestic or international.
Journal of Business Ethics, 2009
The purpose of this study was to identify general characteristics attributed to ethical business cultures by executives from a variety of industries. Our research identified five clusters of characteristics: Mission- and Values-Driven, Stakeholder Balance, Leadership Effectiveness, Process Integrity, and Long-term Perspective. We propose that these characteristics be used as a foundation of a comprehensive model that can be engaged to influence operational practices in creating and sustaining an ethical business culture.
Organizational research in the last two decades has paid greater attention to the topic of culture as a potential key or critical lever for better understanding of organizations. Culture has drawn attention to the long-neglected, subjective, or "soft" side, of organizational life. In functionalist thinking, culture is considered a component of an integrated social system which promotes the effectiveness of the organization and the well-being of all its stakeholders. Organizational culture refers to the assumptions, beliefs, goals, knowledge and values that are shared by organizational members. Culture represents the high-information "ideal factors" in a system or organization that exert significant and partly independent influence on human events. When an individual is faced with an ethical dilemma, his or her value system will color the perception of the ethical ramifications of the situation. This study, then, seeks to explore and have a basic understanding of the relationship between such value systems and employees' perceptions of organizational ethics. Analysis of a survey of 136 MBA students who are managers in Philippine companies regarding their firms' culture and their organizational members' perceptions of ethics reveals that there is a slightly significant relationship between particular cultural characteristics and employee perceptions of organizational ethics. This finding provides modest support for the theory that organizational values are associated with organizational members' perception of ethical business dilemmas. It likewise confirms the suggestion in the literature that organizations take on various cultural characteristics along the different stages of their life cycle, and that individual values and ethical perceptions do interact with the organizations' value systems.
International Journal of Value-Based Management, 2002
Within the general frame of proposals for an adequate management of business ethics, this paper is based on the vision of corporate culture as a pattern to achieve such purpose. If we consider ethics as a specific value of corporate culture, we may resort to the mechanism of cultural change and implementation in order to manage ethics. Despite the difficulties it entails in terms of time and money investment, this procedure is one of the safest ways to reach ethical values which are known, shared and then practiced by all the members of a corporation, whatever the category. From this central standpoint, and basing ourselves on our own proposal for the management of culture, we shall describe which specific steps must be taken in order to achieve a set of ethical values which are both realistic and furthermore shared by all collaborators of an organization.
Journal of Business Ethics, 2012
This study focuses on comparison of perceptions of ethical business cultures in large business organizations from four largest emerging economies, commonly referred to as the BRICs (Brazil, Russia, India, and China), and from the US. The data were collected from more than 13,000 managers and employees of business organizations in five countries. The study found significant differences among BRIC countries, with respondents from India and Brazil providing more favorable assessments of ethical cultures of their organizations than respondents from China and Russia. Overall, highest mean scores were provided by respondents from India, the US, and Brazil. There were significant similarities in ratings between the US and Brazil.
What constitutes ethical behaviour lies in a " grey zone " where clearcut right versus wrong and good versus bad dichotomies may not always exist. This paper is an empirical study on organizational culture and ethical behaviour from a strategic standpoint. Its objectives were to determine if there is a significant relationship between organizational culture and ethical behaviour and if there is a significant relationship between organizational culture and employees' values. The participants of the study were employees of selected public and private organizations in Lagos, Nigeria. The selection was through simple random sampling technique. The sample size was 92 respondents. Two (2) hypotheses were formulated and tested using regression analysis. Hypothesis one revealed that there is significant relationship between organizational culture and ethical behavior; the coefficient of determination (R 2) is 0.370. It shows that 37% of the variation or change in ethical behaviour is caused by variation in organizational culture. Hypothesis two also shows that the coefficient of determination (R 2) is 0.423. It means that 42.3% of the variation or change in employees' values is caused by variation in organizational culture, which connotes that organizational culture has significant relationship with employees' values. The study recommends that management should constantly review its organizational culture to be sure that it remains strong on the vision of the founders of the organisation, because organizational culture can be eroded as more people come into the organization with their various individual behaviours and values.
Journal of Business Ethics, 1992
This paper is designed to do three things while discussing the challenge of ethical behavior in organization. First, it discusses some reasons why unethical behavior occurs in organization. Secondly, the paper highlights the importance of organizational culture in establishing an ethical climate within an organization. Finally, the paper presents some suggestions for creating and maintaining an ethically-oriented culture.
Organizational research in the last two decades has paid greater attention to the topic of culture as a potential key or critical lever for better understanding of organizations. Culture has drawn attention to the long-neglected, subjective, or "soft" side, of organizational life. In functionalist thinking, culture is considered a component of an integrated social system which promotes the effectiveness of the organization and the well-being of all its stakeholders. Organizational culture refers to the assumptions, beliefs, goals, knowledge and values that are shared by organizational members. Culture represents the high-information "ideal factors" in a system or organization that exert significant and partly independent influence on human events. When an individual is faced with an ethical dilemma, his or her value system will color the perception of the ethical ramifications of the situation. This study, then, seeks to explore and have a basic understanding of the relationship between such value systems and employees' perceptions of organizational ethics. Analysis of a survey of 136 MBA students who are managers in Philippine companies regarding their firms' culture and their organizational members' perceptions of ethics reveals that there is a slightly significant relationship between particular cultural characteristics and employee perceptions of organizational ethics. This finding provides modest support for the theory that organizational values are associated with organizational members' perception of ethical business dilemmas. It likewise confirms the suggestion in the literature that organizations take on various cultural characteristics along the different stages of their life cycle, and that individual values and ethical perceptions do interact with the organizations' value systems.
Journal of Business Ethics, 2000
In view of the scope and scale of the latest scandals, e.g. Enron's maximum breaking bankruptcy, the re-discovery of ethics in business has received an impressive boost. By now even car salesmen have written ethics, ''a Code of Conduct'', e.g. in the USA or Poland. But there is no clear aim of the role ethics obtains in organizational settings as we may show in some small cases of practical approaches to deal with ethics in organizations. We discuss how ethics is the prerequisite to conduct any business and what advantages may be realized if a clear set of ethics is followed. We will discuss three practical examples. In cases of ethics-based valuesadded management of Siemens (Germany), Boeing (U.S.) and SAP (Germany) we explain the mechanisms of ethics in management to strengthen organizational success. We emphasize the importance of clear ethics-related communication processes in organizations. We explain the use of communication theories inside organizational processes to clarify communication about such an abstract topic as ethics. Finally, we point out how a management of ethical ideas and cultural values should be designed in business enterprises.
2018
Ethics plays an integral part in the management of an organization bringing a long-term success and stability both for the employees and the organization as well. The study dealt with understanding the impact of business ethics among employee behavior and productivity in the organization. It also tried to find the perceptions of the respondents on the importance of ethics in business. This study was guided by the theories of Hobbes, Rawls and Locke and Immanuel Kant. Through a researcher-made survey questionnaire, data were gathered among 254 employees of the different companies located in Metro Manila from August to December 2016. Following results were realized after analyzing and interpreting the data gathered. Employees perceived Ethics as Highly Important in the company that they will work for and this is one of their foremost considerations whether to continuously work or separate from their company. The unethical and illegal behavior affects them much on their values which may affect employees' productivity and behavior as well as the company in recruiting or retaining employees. It also impacts on the employees' job as it may distract them from their work, spend time in nonsense talks that may even reach the management who needs to resolve it. When grouped according to profile such as age, sex, number of years in the company, and employment status, findings showed that there is no significant difference on the respondents' perceptions on the importance and impact of Business ethics to employee behavior and productivity. This study hoped to bring ideas in formulating programs which will promote ethics in every organization, leading people, managers and ordinary employees, to the right path of modest and ethical living while enjoying the fruits that Ethics bring to their personal and professional life and for the goodness of the organization where they belong.
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