1.  46
    The Effects of Attitudes, Subjective Norms, Attributions, and Individualism–Collectivism on Managers’ Responses to Bribery in Organizations: Evidence From a Developing Nation.Guillermo Wated & Juan I. Sanchez - 2005 - Journal of Business Ethics 61 (2):111-127.
    The goal of this study was to introduce a model explaining how managers' attitudes, subjective norms, attributions, and the individualism-collectivism cultural dimension affect the way managers' deal with employee bribery in organizations. Twenty-six internal and external attributions related to bribery were identified through a series of structured interviews with 65 subject matter experts. These attributions, together with the other variables in the model, were evaluated by 354 Ecuadorian managers. Hierarchical regression analyses indicated that attitudes and external attributions significantly predicted managers' (...)
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  2.  36
    Managerial Tolerance of Nepotism: The Effects of Individualism–Collectivism in a Latin American Context.Juan Sanchez & Guillermo Wated - 2015 - Journal of Business Ethics 130 (1):45-57.
    This study proposes and tests a model that integrates culture, attitudes, subjective norms, and attributions into a theoretical framework that explains tolerance toward nepotism in a Latin American country. The participants were 202 Ecuadorian middle and upper managers. The results suggested that attitudes, subjective norms, and attributions significantly predict managerial intention to discipline those employees who favored a family member when hiring. Furthermore, subjective norms and internal attributions mediated the relationship between culture and intentions to discipline employees who engaged in (...)
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  3.  46
    A Value-Based Framework for Understanding Managerial Tolerance of Bribery in Latin America.Juan I. Sanchez, Carolina Gomez & Guillermo Wated - 2008 - Journal of Business Ethics 83 (2):341-352.
    The cross-cultural literature is reviewed and integrated together with attitude theories, thereby outlining a model through which certain values influence the intervening variables that ultimately lead managers to tolerate employee bribery. The case of Latin America is employed to illustrate how regionally dominant cultural values may shape managers' attitudes, subjective norms, and perceived behavioral control, which in turn affect tolerance of employee bribery. A series of research propositions and practical recommendations are derived from the model.
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