7 Mar 2008
Is what you consider a bribe what your international partners consider a necessary investment? Do your international managers follow consistent standards of ethical behavior across national borders or do they follow the maxim: “When in Rome, do as the Romans”?
Consider the implications of “When Does National Identity Matter? --Convergence and Divergence in International Business Ethics” by Wendy Bailey and Andrew Spicer in the Academy of Management Journal (www.aom.pace.edu/amjnew/). The two academics’ dense but award-winning earlier work with Tom Dunfee about how location and culture affect what U.S. and Russian business executives working domestically and in Russia will do when faced with different ethical dilemmas is underscored by this survey of business students. Their newest findings contain a cautionary tale for multi-national corporations and all doing business in the emerging global economy. (See,“Does National Context Matter in Ethical Decision Making?: An Empirical Test of Integrative Social Contracts Theory.” http://aom.pace.edu/amjnew/unassigned/spicer.pdf)
Consider the implications of “When Does National Identity Matter? --Convergence and Divergence in International Business Ethics” by Wendy Bailey and Andrew Spicer in the Academy of Management Journal (www.aom.pace.edu/amjnew/). The two academics’ dense but award-winning earlier work with Tom Dunfee about how location and culture affect what U.S. and Russian business executives working domestically and in Russia will do when faced with different ethical dilemmas is underscored by this survey of business students. Their newest findings contain a cautionary tale for multi-national corporations and all doing business in the emerging global economy. (See,“Does National Context Matter in Ethical Decision Making?: An Empirical Test of Integrative Social Contracts Theory.” http://aom.pace.edu/amjnew/unassigned/spicer.pdf)
categories: Corporate Responsibility
14 Feb 2008
This week, IBM released a study on Businesses Seeking Growth through Social Responsibility available at: www.ibm.com/gbs/csrstudy.
IBM surveyed more than 250 business leaders globally to gauge how deeply Corporate Social Responsibility (CSR) has penetrated the core of corporate strategies and operations to discover that two-thirds of them are focusing on CSR activities to create new revenue streams. However, IBM found fewer than one-quarter of those surveyed believe they understand their customers' and other stakeholders CSR expectations well. This should be an alarming finding in today’s economic environment when customer expectations - and clout - are an increasingly important business dynamic.
IBM surveyed more than 250 business leaders globally to gauge how deeply Corporate Social Responsibility (CSR) has penetrated the core of corporate strategies and operations to discover that two-thirds of them are focusing on CSR activities to create new revenue streams. However, IBM found fewer than one-quarter of those surveyed believe they understand their customers' and other stakeholders CSR expectations well. This should be an alarming finding in today’s economic environment when customer expectations - and clout - are an increasingly important business dynamic.
