Ethical perceptions of organizational politics: A comparative evaluation of american and Hong Kong managers [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 13 (12):989 - 999 (1994)
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, and suggest directions for future work in this area.
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Citations of this work BETA
Cynthia Ho & Kylie A. Redfern (2010). Consideration of the Role of Guanxi in the Ethical Judgments of Chinese Managers. Journal of Business Ethics 96 (2):207 - 221.
Gabriel Eweje & Margaret Brunton (2010). Ethical Perceptions of Business Students in a New Zealand University: Do Gender, Age and Work Experience Matter? Business Ethics 19 (1):95-111.
Leonidas C. Leonidou, Olga Kvasova, Constantinos N. Leonidou & Simos Chari (2013). Business Unethicality as an Impediment to Consumer Trust: The Moderating Role of Demographic and Cultural Characteristics. [REVIEW] Journal of Business Ethics 112 (3):397-415.
David A. Ralston & Allison Pearson (2010). The Cross-Cultural Evolution of the Subordinate Influence Ethics Measure. Journal of Business Ethics 96 (1):149 - 168.
Randi L. Sims (1996). Ethical Decision Making: A Cross-Cultural Comparison. International Journal of Value-Based Management 9 (1):77-88.
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