Deciding to Bribe: a Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity

Foundations of Responsible Leadership: Asian Versus Western Executive Responsibility Orientations Toward Key Stakeholders

“…Countries with stronger humane orientation consider the interests of others, affirm belonging and affiliation, and embrace norms and responsibilities for protecting the well-being of others. Martin and his colleagues (e.g., Martin et al 2007;Bame-Aldred et al 2013) found that managers in countries low in humane orientation are more likely to show behaviors considered socially harmful. Humane orientation is thus likely to be positively associated with leaders' propensity to consider the needs of a broad set of stakeholders and society as a whole.…”

“…Much evidence indicates that culture matters in responsible leadership and ethical behavior, but how, when, and why are less clear. For instance, past research has found significant cultural differences in managers' willingness to accept bribery as the price of business, and willingness to engage in other forms of unethical conduct (e.g., Jing and Graham 2008;Martin et al 2007). However, as culture is often correlated with other socio-economic influences such as GDP and institutions, it is difficult to determine which country-level factors are driving corrupt behavior.…”

The threat of corruption and the optimal supervisory task

“…See London 2012 Olympics: Q&A on drug testing on BBC news UK, 31 July 2012 at http://www.bbc.com/news/uk-19066937 . 29 Both the economic and the management literatures suggest a clear relationship between cultural traits and corruption (e.g., see Licht et al, 2007 andMartin et al, 2007). Therefore, the principal's concern about the consequences of tolerating opportunistic behaviors may well depend on the general attitude towards corruption in the environment in which the firm operates.…”

The Battle for Business Ethics: A Struggle Theory

“…For example, organizations may face pressures from the stock market to increase their profits and be tempted to lower the quality of products, pay bribes to get new business, or commit accounting fraud. Martin et al (2007), for example, found that the tougher the competition, the more likely organizations are to resort to unethical behavior to undermine their rivals.…”

“…Research also shows that many organizations often operate under very high pressure (González-Benito and González-Benito 2010;Sjös-tröm 2008;Waddock et al 2002). For example, Martin et al (2007) found that when organizations vie with competitors for scarce resources, they experience heightened pressure to succeed and to survive (cf. Baucus and Near 1991).…”