Minding the gap: exploring differences in perceptions of ethical business cultures among executives, mid-level managers and non-managers

Abstract

This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees' assessments were less positive, and mid-level managers' assessments fell in the middle. Organizational size and respondents' age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations' ethical cultures, while managers' and employees' ratings tended to decrease with time.

Are your ducks in a row? External and internal stakeholder perceptions of the benefits of parks in New South Wales, Australia

“…In each of these instances, perceptions of executive managers were more aspirational than the perceptions of staff. These findings are consistent with research showing that the perceptions of middle-managers and non-managerial staff tend to be less positive than the perceptions of executive managers concerning strategic elements of the organisation (Ardichvili et al, 2012). Additionally, the findings are in line with the results of a recent organisational review conducted by the OEH, which indicated that there was a need for a greater strategic direction within the parks agency in promoting, managing, and providing nature, culture and heritage tourism experiences (Office of Environment and Heritage NSW, 2014).…”

“…This is in contrast to the many differences in perceptions found between OEH executive managers and other OEH staff. The findings are also in contrast to previous research, which found that non-managerial staff members often have less positive perceptions than managers regarding strategic aspects of the organisation (Ardichvili et al, 2012). As such, the findings add to the literature by identifying the factors that potentially explain any differences in perceptions of staff in regard to park benefits.…”

“…between top-level management and other levels of staff (Ardichvili et al, 2012). For a national parks agency like the OEH, alignment between executive managers and staff regarding the prioritisation of benefits of visiting national parks could greatly assist successful implementation of the corporate strategy.…”

“…While the literature supports the need for strategic consensus in an organisation, there is limited research that has identified specific differences in perceptions between top, middle, and lower levels of staff which, in turn, could create strategic misalignment for the organisation. One exception to this is Ardichvili, Jondle, and Kowske's (2012) study of more than 40,000 executive managers, mid-level managers, and non-managerial staff from business organisations in six different countries in which they examined perceptions of ethical business cultures. They found that the executives perceived the ethical business culture more positively than the non-managerial staff, while the perceptions of the mid-level managers fell in the middle.…”

Ethical perceptions of employees in small retailing firms: A case of indigenous-owned fast-food outlets in Zimbabwe

“…However, findings corroborate Bobek, Hageman and Radtke's (2015) idea that individuals in leadership roles respond differently to ethical challenges when compared to those in non-leadership roles. In fact, Ardichvili, Jondle and Kowske (2012) observed that organisational members in nonleadership positions are accommodating to ethically suspect behaviour. In the context of the developing world, the results may possibly be explained by the generally poor remuneration in the workplace, which increases the attractiveness of deviant behaviour as a way of getting additional income.…”