Google in China: A Manager-Friendly Heuristic Model for Resolving Cross-Cultural Ethical Conflicts

Hamilton, J. Brooke; Knouse, Stephen B.; Hill, Vanessa

doi:10.1007/s10551-008-9840-y

Cited by 32 publications

(10 citation statements)

References 16 publications

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“…The practice of ethical interaction with others in a business setting ensures that businesses are better able to maintain a good image of their company and help the company maintain their existing customer base besides attracting potential customers. This opinion is consistent with [30] finding that the image of a business has become an important element in improving business performance. The results of the t-test on the interaction with people in business settings and race can be seen in Table 7 vi.…”

Section: Proc Of the Fourth Intl Conf On Advances In Economics Sosupporting

confidence: 90%

Business Ethics of Malay Businesspeople

Othman¹,

Alias²

2016

Fourth International Conference on Advances in Economics, Social Science and Human Behaviour Study - ESSHBS 2016

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Section: Proc Of the Fourth Intl Conf On Advances In Economics Sosupporting

confidence: 90%

Business Ethics of Malay Businesspeople

Othman¹,

Alias²

2016

Fourth International Conference on Advances in Economics, Social Science and Human Behaviour Study - ESSHBS 2016

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“…While previous studies of Google's case have emphasized the inherent tension between profit versus ethical conduct (Hamilton et al , 2009; Tan and Tan, 2012; Tan and Wang, 2010), the findings of this study highlight the political characteristics of the interactions between organizations and institutions. There are two explanations supporting “politics” as the strategic method for managing an organization‐institution relationship.…”

Section: Discussionmentioning

confidence: 51%

Exit, voice and loyalty as firm strategic responses to institutional pressures

Lü

Qiang

et al. 2013

Chinese Management Studies

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PurposeThe purpose of this study of Google and Baidu in mainland China is to identify the key contingencies to firm strategic responses to technical and institutional pressures. From an institutional logic perspective and Hirschman's model of exit, voice, and loyalty, this research proposes a few propositions which are intended to explain why foreign and local companies adopt different responses to similar institutional requirements or under similar institutional pressures.Design/methodology/approachThis study applies a historical chronological method by the recognition of certain types of events and key strategic activities conducted by two sample organizations from their foundations in mainland China till March 2010 when Google exited from China's internet search market. These activities were identified as the measurement of firm strategic responses to institutional pressures. Data were gathered from various sources, including documents published by sample organizations, online and media reports, etc.FindingsIt is found that firms adopted similar responses to technical pressures which were determined by characteristics of the internet industry. However, their responses to institutional pressures, which were driven by the state logic for control of the internet, were dramatically different. As a multinational corporation, Google was faced with inherent tensions between home and host institutional requirements. When the state control pressures increased, Google eventually selected a voice and exit strategy. Baidu, as a local leading player in China's internet market, adopted a loyalty strategy through closer collaboration with local institutional constituents, including government agencies and clients, in addition to its investment in creating corporate images and reputation among local internet users.Originality/valueThis research explores the dynamic and diverse responses of foreign and local companies to institutional pressures and advances our understanding of political properties in firm strategies and the importance of firm nationality in strategy making.

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“…Therefore, a barrier to the effectiveness of deliberative rationalization is the level of perceived uncertainty with which the judgement must be made. Particularly in such instances, we propose, heuristics are likely to be applied by managerial decision makers (see Hamilton et al, 2009;Maitland and Sammartino, 2015).…”

Section: Judgement Heuristicsmentioning

confidence: 99%

“…These included an attempt to understand, in their case, how other institutional actors and business partners would behave, in this way, to also understand the hazard associated with an uncertain local political environment. Past experiences played a role in enriching the ability of decision-makers to create a set of different scenarios about their external context (Hamilton et al, 2009;Maitland and Sammartino, 2015). Interestingly also, during this process, decision-makers were found to perceive their contextual environments somewhat differently.…”

Section: Judgement Heuristicsmentioning

confidence: 99%