Universal Values and Virtues in Management Versus Cross-Cultural Moral Relativism: An Educational Strategy to Clear the Ground for Business Ethics

Demuijnck, Geert

doi:10.1007/s10551-014-2065-3

Cited by 30 publications

(23 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For instance, resisting what MacIntyre (2007, p. 194) calls the "corrupting power of institutions" and the cultivation of internal goods such as "justice, courage and truthfulness" are the sine qua non for being a virtuous organization. Proponents have argued that the notion of virtue is not solely the property of Western philosophical thought, as the concept of doing the right thing or being virtuous is believed to span across cultures (Demuijnck, 2015;Koehn, 2013;Murphy, 1999). Motivated to explore the usefulness of MacIntyre's (2007) framework in another culture, Fernando and Moore (2015) found that the respondents interviewed in Sri Lanka demonstrated an understanding of the purpose of their organizations as cultivating internal goods, e.g., serving their internal and external stakeholders as well as being cognizant of the environment for the common good, and they believed that the pursuit of such internal goods first and foremost inevitably leads to external goods, such as financial performance and growth.…”

Section: Virtue Ethics Theorymentioning

confidence: 99%

Religion-Based Decision Making in Indian Multinationals: A Multi-faith Study of Ethical Virtues and Mindsets

Chan

Ananthram

2017

J Bus Ethics

View full text Add to dashboard Cite

The convergence of India's rich cultural and religious heritage with its rapidly transforming economy provides a unique opportunity to understand how senior executives navigate the demands of the business environment within the context of their religious convictions. Forty senior executives with varying religious backgrounds and global responsibilities within Indian multinational corporations participated in this study. Drawing from virtue ethics theory and using systematic content analysis, several themes emerged for ethical virtues (empathy, sympathy, humanity, justice, fairness, temperance, integrity, transparency, governance, conscientiousness, transcendence, wisdom, moral fortitude and determination). The analysis illustrates how these deeply seated ethical virtues helped to form and refine these executives' ethical mindsets via guiding principles such as an ethical culture, environment, molding, education, commitment and leadership. In turn, these ethical mindsets influenced the executives' ethical decision-making processes. We find that these executives' ethical virtues and mindsets are inspired by their religious backgrounds. In summary, a very complex mental tug-of-war appears to takes place as these executives rationalize and negotiate unethical circumstances while being cognizant of personal religious beliefs. We contend that in a pluralistic multi-faith society such as India, it is critical for corporations to align the virtues of its senior executives with those of the corporation so that virtues are applied consistently when dealing with various stakeholders. The findings present several theoretical and practical implications, which are discussed.

show abstract

Section: Virtue Ethics Theorymentioning

confidence: 99%

Religion-Based Decision Making in Indian Multinationals: A Multi-faith Study of Ethical Virtues and Mindsets

Chan

Ananthram

2017

J Bus Ethics

View full text Add to dashboard Cite

show abstract

“…Along with the claim that particularism and virtue ethics do not contradict universalism (Demuijnck, 2015) utilitarianism, which emphasizes that fellow feelings should be nurtured toward a strong culture of social concern (Gustafson, 2013), consolidates the principle of particularism (and equity-based justice) and the principle of universalism (and equality-based justice). (Labianca & Brass, 2006), as they benefit exchange parties at the expense of others or the organization as a whole (e.g., Chen et al, 2004).…”

Section: Org Aniz Ati Onal So Cial C Apital In the Conte X T Of Milmentioning

confidence: 99%

“…Particularism claims that moral deliberation should be considered as a form of practical wisdom. Under this approach, particular cases take precedence over general rules in ethical judgment (Demuijnck, 2015; Nussbaum, 1986). Thus, particularism emphasizes specific obligations that arise from personal relationships and the duty that individuals must care for those with whom they interact in organizational settings.…”

Section: Membership Status and Ethical Perceptionmentioning

confidence: 99%

An integrative ethical approach to leader favoritism

Yang

Horak

Kakabadse

2020

Business Ethics Env & Resp

View full text Add to dashboard Cite

Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, that is, leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy-based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism. | 91 YANG et Al.

show abstract

“…Additionally, we demonstrate that mental CQ can improve customer relationship performance in a cross-cultural context. Managers may be able to improve employee cross-cultural performance through the use of training to increase awareness and knowledge (Ramsey & Lorenz, 2016), or proactively impact universalistic, as opposed to relativistic (Demuijnck, 2015), views when deployed on expatriate assignments. In particular, metacognitive CQ has a stronger effect on customer relationship performance than cognitive CQ, which supports prior arguments that cultural awareness is perhaps the most essential of the CQ components because it links cognition with behavior (Magnusson et al, 2013).…”

Section: Managerial Implicationsmentioning

confidence: 99%

The Dark Side of Cultural Intelligence: Exploring Its Impact on Opportunism, Ethical Relativism, and Customer Relationship Performance

et al. 2020

View full text Add to dashboard Cite

Employees who possess cross-cultural capabilities are increasingly sought after due to unparalleled numbers of cross-cultural interactions. Previous research has primarily focused on the bright side of these capabilities, including important individual and work outcomes. In contrast, the purpose of this study is to demonstrate that the cross-cultural capability of cultural intelligence (CQ) can lead to both positive and negative outcomes. Applying the general theory of confluence, we propose that expatriates high in CQ excel in customer relationship performance, while simultaneously behaving opportunistically. We also suggest that ethical relativism moderates these relationships. Using mixed methods, four separate studies generally support our predictions while also deepening our understanding of various forms of opportunism and the mechanism behind two seemingly opposing effects. Conceptual and managerial implications of CQ for opportunism, customer relationship performance, and ethics are discussed.

show abstract

Universal Values and Virtues in Management Versus Cross-Cultural Moral Relativism: An Educational Strategy to Clear the Ground for Business Ethics

Cited by 30 publications

References 38 publications

Religion-Based Decision Making in Indian Multinationals: A Multi-faith Study of Ethical Virtues and Mindsets

Religion-Based Decision Making in Indian Multinationals: A Multi-faith Study of Ethical Virtues and Mindsets

An integrative ethical approach to leader favoritism

The Dark Side of Cultural Intelligence: Exploring Its Impact on Opportunism, Ethical Relativism, and Customer Relationship Performance

Contact Info

Product

Resources

About