Comparative Perspectives on the Ethical Orientations of Human Resources, Marketing and Finance Functional Managers

O’Higgins, Eleanor; Kelleher, Bairbre

doi:10.1007/s10551-004-3898-y

Cited by 34 publications

(34 citation statements)

References 36 publications

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“…This finding is in line with results found elsewhere in the literature (see e.g. Bondy et al, 2004;Hood and Logsdon, 2002;Kaptein, 2004;Langlois and Schlegelmilch, 1990;Lindfelt, 2005;Maignan and Ralston, 2002;Melé et al, 2006;O'Higgins and Kelleher, 2005;Reich, 2005;Singh et al, 2005;Stevens et al, 2005;Wood, 2000). But we established our conclusion on a much larger number of countries and industries and on the basis of much more firms.…”

Section: Governance Of Bribary and Corruptionsupporting

confidence: 93%

“…Boatright (1999) goes into the role of ethics in finance (see also Statman, 2004) and Van Tulder and Kolk (2001) analyze the sporting goods industry. O'Higgins and Kelleher (2005) analyze the ethical orientations of human resources, marketing and finance managers, whereas Stevens et al (2005) investigate the impact of ethics codes on financial executives' decisions.…”

Section: Introductionmentioning

confidence: 99%

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Cultural Values and International Differences in Business Ethics

2007

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ABSTRACT. We analyze ethical policies of firms in industrialized countries and try to find out whether culture is a factor that plays a significant role in explaining country differences. We look into the firm's human rights policy, its governance of bribery and corruption, and the comprehensiveness, implementation and communication of its codes of ethics. We use a dataset on ethical policies of almost 2,700 firms in 24 countries. We find that there are significant differences among ethical policies of firms headquartered in different countries. When we associate these ethical policies with Hofstede's cultural indicators, we find that individualism and uncertainty avoidance are positively associated with a firm's ethical policies, whereas masculinity and power distance are negatively related to these policies.

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Section: Governance Of Bribary and Corruptionsupporting

confidence: 93%

Section: Introductionmentioning

confidence: 99%

Cultural Values and International Differences in Business Ethics

2007

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“…Of the 14 articles in Panel C, seven of them were written in the past three years. Three of these articles focused on ethics (Cherry, 2006;O'Higgins & Kelleher, 2005;Patel & Schaefer, 2009), while four other articles researched similar topics such as corruption , software piracy (Moores, 2008), moral reasoning (Fleming et al, 2010) and whistle-blowing (Zhang et al, 2009). The remaining articles examined associations between UA and topics unrelated to ethics such as: brand loyalty , conformity (Mills et al, 2009), intolerance of deviations from group norms , religious factors (Sood, 1998), rules orientation , rule specific control systems (Haswell et al, 1999) and technology skepticism (Li et al, 2009).…”

Section: Brief Comparison Articlesmentioning

confidence: 99%

Examining the Use of Hofstede’s Uncertainty Avoidance Construct as a Definition or Brief Comparison in Ethics Research

Davis¹,

Bernardi²,

Bosco³

2012

IBR

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This research focuses on studies in the Journal of Business Ethics (hereafter JoBE) that used Hofstede's uncertainty avoidance construct. The JoBE is the foremost outlet for ethics research for most academic disciplines. We included research from the International Journal of Value Based Management (hereafter IJoVBM) and Teaching Business Ethics (hereafter TBE), which merged with the JoBE in 2004. There were 84 studies that used Hofstede's uncertainty avoidance construct as a definition or brief comparison. Understanding how uncertainty avoidance has already been used could provide opportunities for future research to further increase our understanding of differences in international behavior and/or perceptions.

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“…Within that context, organizational roles that an individual undertakes and the interdependencies created by those roles greatly influence decision making (Adams et al, 2001). Even within the same organization, job demands and expectations by the professional peer group of certain job functions can lead to different ethical behaviors (O'Higgins and Kelleher, 2005). ''The job itself or a predisposition on the part of those occupying it may impact ones' moral decisions'' (Sheppard and Young, 2007, p. 317).…”

Section: Theoretical Foundationmentioning

confidence: 99%

“…Unfortunately, further investigations of the business ethics literature uncovered only a smattering of any significant number of investigations that explore cross-functionality of managers' ethical awareness, reasoning, or resolution (Brown et al, 2007;Fisher, 1999;O'Higgins and Kelleher, 2005;Sonnenfeld and Agle, 1998;Weber and Wasieleski, 2001). Despite the lack of empirical exploration of crossfunctional comparisons of ethical reasoning or decision making, the presence of such ethical dilemmas in the workplace provide the foundation for a new exploration that investigates if there are differences among managers by job function.…”

Section: Introductionmentioning

confidence: 99%