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  1.  63
    An Examination of the Ethical Beliefs of Managers Using Selected Scenarios in a Cross-Cultural Environment.Russell Abratt, Deon Nel & Nicola Susan Higgs - 1992 - Journal of Business Ethics 11 (1):29 - 35.
    Academic literature addressing the topic of business ethics has paid little attention to cross-cultural studies of business ethics. Uncertainty exists concerning the effect of culture on ethical beliefs. The purpose of this research is to compare the ethical beliefs of managers operating in South Africa and Australia. Responses of 52 managers to a series of ethical scenarios were sought. Results indicate that despite differences in socio-cultural and political factors there are no statistically significant differences between the two groups regarding their (...)
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  2.  24
    Business Ethics: Defining the Twilight Zone. [REVIEW]Deon Nel, Leyland Pitt & Richard Watson - 1989 - Journal of Business Ethics 8 (10):781 - 791.
    This paper examines the issue of ethics policy in organizations. While the actions of top management may be the single most important factor in fostering corporate behaviour of a high ethical standard, there should be policy where policy is needed. The perceptions of three managerial groups — top- marketing- and purchasing managers — are compared regarding firstly, whether they see a need for policy on a range of ethically contentious issues, and secondly whether they believe there is policy covering these (...)
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  3.  9
    A Conceptual Framework to Enable the Changes Required for a One-Planet Future.Maria Honig, Samantha Petersen, Tom Herbstein, Saul Roux, Deon Nel & Clifford Shearing - 2015 - Environmental Values 24 (5):663-688.
    We conceptualise a framework that incorporates psychological and non-psychological factors influencing pro-environmental behaviour. We conducted qualitative investigations in five sectors in South Africa, where individuals and groups are dealing with significant environmental issues, including climate change, biodiversity loss and land-use change. We found three fundamental elements necessary for behavioural change to be realised: awareness is defined as an understanding that society and earth systems are connected; motivation involves the personal and operational drivers that encourage an individual or organisation to respond (...)
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