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Robin S. Snell [5]Robin Stanley Snell [3]
  1. Li Wang & Robin Stanley Snell (2013). A Case Study of Ethical Issue at Gucci in Shenzhen, China. Asian Journal of Business Ethics 2 (2):173-183.
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  2. Robin S. Snell & Neil C. Herndon (2004). Hong Kong's Code of Ethics Initiative: Some Differences Between Theory and Practice. [REVIEW] Journal of Business Ethics 51 (1):75-89.
    Although detailed studies of code adoption and impact have already been conducted in Hong Kong, there has as yet been no critical analysis of why there has been a gap between the normative and positive factors underlying codes of ethics in Hong Kong. The purpose of this paper is to consider why Hong Kong companies adopting codes of ethics have failed to adhere closely to the best practice prescriptions for code adoption when it would likely be in their best interests (...)
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  3. Linfen Jennifer Huang & Robin Stanley Snell (2003). Turnaround, Corruption and Mediocrity: Leadership and Governance in Three State Owned Enterprises in Mainland China. [REVIEW] Journal of Business Ethics 43 (1/2):111 - 124.
    We focus on moral climates through case studies of three state owned enterprises (SOEs) in a South China City. In Company A, a shipbuilding company, the general manager persuaded the supervisory bureau to allow him to replace the old top management team with managers chosen on merit, and who supported his desire for reforms. He exercised transformational leadership, established internal rule of law, cultivated a spirited moral climate, and achieved turnaround. At Company B, a financial services conglomerate, the general manager (...)
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  4. Doreen Tan & Robin Stanley Snell (2002). The Third Eye: Exploring Guanxi and Relational Morality in the Workplace. [REVIEW] Journal of Business Ethics 41 (4):361 - 384.
    We examine the use of Confucian relational morality as an alternative reference point to that of modernist morality in judging workplace ethical conduct. A semi-structured interview based study involving 46 ethnic Chinese managers and 30 non-Chinese expatriate managers in Singapore, provided evidence of the use of traditional guanxi-linked morality as a moral resource by some of the former group in judging workplace ethical dilemmas. While such morality played only a minor role in moral reasoning, and was largely overshadowed by modernist (...)
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  5. Robin S. Snell (1999). Obedience to Authority and Ethical Dilemmas in Hong Kong Companies. Business Ethics Quarterly 9 (3):507-526.
    This paper reports a phenomenological sub-study of a larger project investigating the way Hong Kong Chinese staff tackled their own ethical dilemmas at work. A special analysis was conducted of eight dilemma cases arising from a request by a boss or superiorauthority to do something regarded as ethically wrong. In reports of most such cases, staff expressed feelings of contractual orinterpersonally based obligation to obey. They sought to save face and preserve harmony in their relationship with authority by choosingbetween “little (...)
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  6. Robin S. Snell, Almaz M.-K. Chak & Jess W.-H. Chu (1999). Codes of Ethics in Hong Kong: Their Adoption and Impact in the Run Up to the 1997 Transition of Sovereignty to China. [REVIEW] Journal of Business Ethics 22 (4):281 - 309.
    Following a government campaign run by the Independent Commission Against Corruption (ICAC) in 1994, many Hong Kong companies and trade associations adopted written codes of conduct. The research study reported here examines how and why companies responded, and assesses the impact of code adoption on the moral climate of code adopters. The research involved (a) initial questionnaire surveys to which 184 organisations replied, (b) longitudinal questionnaire-based assessments of moral ethos and conduct in a focal sample of 17 code adopting companies, (...)
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  7. Robin S. Snell, Keith F. Taylor, Jess Wai-han Chu & Damon Drummond (1999). A Study of the Validity of the Moral Ethos Questionnaire and its Transferability to a Chinese Context. Teaching Business Ethics 3 (4):361-381.
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  8. Robin S. Snell (1993). Developing Skills for Ethical Management. Chapman & Hall.
     
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