This study used a questionnaire to assess perceptive differences in corporate social responsibility among business students in the United States, China, and India. The study fi nds that American and Indian respondents attached more importance to the noneconomic aspects of social responsibility than Chinese respondents. Chinese students were more accepting of making facilitating payments to get things moving. Indian respondents placed more emphasis on philanthropy while the US group emphasized legal obligations. In the choice of business goals, there is generally little difference between the three nationality groups. The two main goals selected are taking care of owners' interests and consumers' needs. The study's fi ndings have implications for business school curriculum, public policy, and multinational corporations.
Job involvement as an attitude is an important variable that helps in maximizing organizational effectiveness. The higher the degree of job involvement of the members of an organization, the greater its effectiveness. In order to improve the degree of job involvement, one must have a realistic view of what determines it. Among the various views on job involvement, the most realistic one would be that it is a function of personality and organizational climate. Therefore, an attempt is made to study on the relationship of personality, organizational climate and job involvement. To identify the personality types, an inventory is developed based on the Indian theory of psychological forces—the guna dynamics. Based on the analysis of the data collected, the concluding observation of the study is: ‘the less tamasic a person, the more will he be involved in his job’.
It is indeed a challenge for corporations to insulate themselves from the adverse conditions around and foster an organizational culture that ensures ethical behaviour. In their effort to foster and maintain such an organizational culture, corporations through various endeavours try to institutionalize ethics. A successful strategy that aims to institutionalize ethics starts with developing/adopting and implementing codes of conduct and duly complements with ethics education and management. This paper captures the enlightening endeavours of Tata Steel relating to institutionalizing ethics and its impact on transformation within the corporation and its transcendence beyond.
Codes of conduct play an important role in a corporation's effort to institutionalize ethics. The imperative of their implementation and compliance has been widely recognized by corporations across the world. Given this backdrop, a survey has been conducted in India to ascertain: (a) how many corporations have codes of conduct; ( b) whether common ethical issues/themes exist among them; (c) whether they have proper ‘ethics management systems’ in place; and (d) whether codes of conduct reflect any distinctive national character. This article reports the findings of the survey based on content analysis and offers suggestions as to how corporations can make their code an ‘ideal code’ and also scope for further research.
The book under review is the outcome of a research conducted by the authors over a period of time on managerial ethics covering 6,000 top-and middle-level managers all over India. Sorab Sadri
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