Understanding Multicultural Individuals as Ethical Global Leaders

Hrenyk, Jordyn; Szymanski, Mike; Kar, Anirban; Fitzsimmons, Stacey R.

doi:10.1108/s1535-120320160000009004

Cited by 9 publications

(3 citation statements)

References 46 publications

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“…These individuals may be particularly skillful in terms of ethical relativism, as they may be better at evaluating how ethical a decision is by considering differences in the legal, political and cultural systems (Thomas and Peterson, 2017). Immigrant entrepreneurs are potentially multicultural individuals who because of their background, tend to approach (un)ethical situations with greater relativism compared with “monoculturals,” as they can evaluate situations from different perspectives (Hrenyk et al , 2016). In addition, first-generation immigrant entrepreneurs are more prone to be influenced by their home country’s contextual factors than second-generation individuals, who are more adapted to their country of residence (Azmat, 2010).…”

Section: Immigrant Entrepreneurs’ Ethical Values and Ethical Adaptation In Business Relationshipsmentioning

confidence: 99%

“…Furthermore, past research has widely recognized the uniqueness of doing business in Russia because of differing views on, for instance, corruption, bribery and other ethical issues (McCarthy and Puffer, 2008; Karhunen et al , 2018). Although immigrants may act differently in the host market and adapt to local ethical values, they are still keener to adopt ethical relativism when dealing with ethically challenging situations, as they may have a deeper understanding of the cultural and social values of the foreign markets (Hrenyk et al , 2016). Thereby, focusing on Russian immigrants in Finland who conduct business both with local Finnish partners and Russian partners in Russia may provide fruitful results both theoretically and empirically.…”

Section: Introductionmentioning

confidence: 99%

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Ethical values adaptation in international B2B relationships: case of Russian immigrant entrepreneurs in Finland

Dziubaniuk

Ivanova-Gongne

2021

JBIM

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Purpose This study aims to explore how Russian-origin immigrant entrepreneurs manage to adapt their business-to-business (B2B) relationship management practices and moral concerns to the business ethics of their country of origin and of the host country via the prism of ethical relativism. By focusing on the ethical values of immigrant entrepreneurs in a business relationship context, the study aims to extend the currently limited understanding of these issues in the B2B marketing field. Design/methodology/approach A qualitative approach is applied to provide findings from eight in-depth interviews with first-generation Russian entrepreneurs living and doing business in Finland. A narrative approach to the data analysis is used, in particular by applying a thematic analysis of the collected interviews because of the focus on the personal experiences of the interviewees. Findings The results illustrate how the immigrant entrepreneurs adapt to ethical values and norms in Russia and Finland and how they enact those values in B2B relationship management in the countries. Immigrant entrepreneurs share several national and ethical backgrounds, which may influence their interaction in international markets, helping them adapt to country-specific business ethics. Practical implications The results imply that managers should acquire knowledge on ethical norms at the global level and at the national level, where they aim to expand their business. Productive business relationships involve the premises of honesty, transparency, fairness toward business partners and minimizing opportunism. However, business relations between developed and emerging markets may demand relativism when addressing ethical behavior. Originality/value This is one of the few studies that explore the ethical values of immigrant entrepreneurs in the context of international business relationships. The study contributes to the limited literature on ethics in the fields of B2B marketing and immigrant entrepreneurship. The authors encourage further research on ethical values adoption by immigrant entrepreneurs, which is an essential topic in times of increased workforce immigration.

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Section: Immigrant Entrepreneurs’ Ethical Values and Ethical Adaptation In Business Relationshipsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Ethical values adaptation in international B2B relationships: case of Russian immigrant entrepreneurs in Finland

Dziubaniuk

Ivanova-Gongne

2021

JBIM

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“…The contents of our cultural identity do not necessarily give rise to relativistic decision-making. The way we have structured our cultural identity over the years is a much more influential conditioning factor (Hrenyk et al , 2016, p. 71). The perception of the various attributes of ethical leadership is culturally induced (Resick et al , 2006; Keating et al , 2007, p. 17).…”

Section: Axis Of Social Conformism/compassion: Morally Ambiguous Leaders As Socially Conformist/compassionate Saviorsmentioning

confidence: 99%

Bribery, extortion and “morally ambiguous” leadership in organizations

Dion

2020

JFC

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Purpose The purpose of this paper is to examine how four styles of “morally ambiguous” leadership could have a philosophical basis, while relatively contributing to efficiently prevent bribery and extortion in the organizational life. Design/methodology/approach The paper identifies four styles of morally ambiguous leadership in taking philosophically based representations of “sociopolitical saviors” into account: “occasionally cruel saviors” (Niccolò Machiavelli); “occasionally compassionate saviors” (Adam Smith),; “socially conformist and compassionate” saviors (David Hume); and “revolutionary and implicitly compassionate” saviors (Hannah Arendt). Morally ambiguous leaders choose paradoxical ways to assume their moral responsibility. They use paradoxical strategies to prevent bribery and extortion in the organizational life. Findings The philosophical basis of those styles of morally ambiguous leadership unveils two basic antagonisms: the antagonism between cruelty and compassion; and the antagonism between social conformism and revolutionary spirit. The axis of power (Machiavelli) does not allow any connection between both antagonisms. The axis of self-interest (Smith) shows an intermediary positioning in both antagonisms (relatively compassionate, implicitly revolutionary). The axis of social conformism/compassion (Hume) and the axis of revolutionary spirit/compassion (Arendt) make leaders deepen their paradoxical positionings about moral issues. Research limitations/implications The four styles of morally ambiguous leadership have not been empirically assessed. Moreover, the analysis of Eastern and Western philosophies could allow decision-makers to identity other philosophically based and morally ambiguous positionings about moral issues. Other philosophies could also unveil further kinds of antagonisms that could be applied to prevention strategies against bribery and extortion schemes. Originality/value The paper presents a philosophically based analysis of morally ambiguous leadership and its potential impact on prevention strategies against bribery and extortion schemes.

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Performance effects of interaction between multicultural managers and multicultural team members: Evidence from elite football competitions

Szymanski

Kalra

2020

Thunderbird Intl Bus Rev

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Multicultural employees are an important organizational demographic and a subject of increasing interest in the literature on international management; however, few studies assess how multiculturals affect team performance. We first collect individual performance data for 442 individuals from 20 teams led by monocultural and multicultural managers. We then collect team‐level performance data for 269 teams with varying proportions of multicultural individuals. The results confirm that multicultural individuals performed better in teams with multicultural managers and that teams led by multicultural managers outperformed teams with the same percentage of multicultural individuals led by monocultural managers.

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Understanding Multicultural Individuals as Ethical Global Leaders

Cited by 9 publications

References 46 publications

Ethical values adaptation in international B2B relationships: case of Russian immigrant entrepreneurs in Finland

Ethical values adaptation in international B2B relationships: case of Russian immigrant entrepreneurs in Finland

Bribery, extortion and “morally ambiguous” leadership in organizations

Performance effects of interaction between multicultural managers and multicultural team members: Evidence from elite football competitions

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