Journal of Business Ethics 13 (1):31 - 38 (1994)
| Abstract |
In this article, seven strategies for dealing with cross-cultural ethical conflict are described. Conflict situations are classified on the basis of centrality and consensus on the values involved, influence of the decision maker, and urgency. A contingency model suggests appropriate strategies for different situations. The model is applied to representative cases of cross-cultural ethical conflict.
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| DOI | 10.1007/BF00877152 |
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References found in this work BETA
The Morality of Software Piracy: A Cross-Cultural Analysis. [REVIEW]W. R. Swinyard, H. Rinne & A. Keng Kau - 1990 - Journal of Business Ethics 9 (8):655 - 664.
The Challenge of Global Ethics.Paul F. Buller, John J. Kohls & Kenneth S. Anderson - 1991 - Journal of Business Ethics 10 (10):767 - 775.
Multinational Decision-Making: Reconciling International Norms. [REVIEW]Thomas Donaldson - 1985 - Journal of Business Ethics 4 (4):357 - 366.
View all 6 references / Add more references
Citations of this work BETA
Religion-Based Decision Making in Indian Multinationals: A Multi-Faith Study of Ethical Virtues and Mindsets.Christopher Chan & Subramaniam Ananthram - 2019 - Journal of Business Ethics 156 (3):651-677.
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A Multidimensional Assessment of Ethical Codes: The Professional Business Association Perspective. [REVIEW]Lewis R. Tucker, Vlasis Stathakopolous & Charles H. Patti - 1999 - Journal of Business Ethics 19 (3):287 - 300.
Bribery: Australian Managers' Experiences and Responses When Operating in International Markets. [REVIEW]Kerry L. Pedigo & Verena Marshall - 2009 - Journal of Business Ethics 87 (1):59 - 74.
Bribery: Australian Managers’ Experiences and Responses When Operating in International Markets.Kerry L. Pedigo & Verena Marshall - 2009 - Journal of Business Ethics 87 (1):59-74.
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