Ethical Value Positioning of Management Students of India and Germany.
TL;DR: In this article, the authors compared the ethical value positioning of students of business and management studies from India and Germany, and found that Indian students displayed a higher preference for Individualism compared to their German counterparts.
Abstract: This study attempts to compare ‘the ethical value positioning’ of students of Business and Management studies from India and Germany. A complete enumerative survey was conducted for management students using the Ethical Positioning Questionnaire (EPQ) of Forsyth (1980). There were 134 respondents from India and 57 from Germany. The objective was to confer the differences in ethical positioning of students of two economically and culturally diverse nations. By the end of the research, it was constituted that both German and Indian students demonstrate a high degree of Idealism and Relativism and can be qualified as situationists. Exploratory analysis of the responses resulted in extraction of four factors (values): Non-Violence, Individualism, Non-Consequential, and Situational value. Within the analysis, Indian students displayed a higher preference for Individualism compared to their German counterparts. This study contributes to the literature in cross-cultural ethical value positioning of young managers. This study also opens a window for future research in the factors such as educational qualification, closed social groupings, and background of the students.
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TL;DR: In this paper, the Ethics Position Questionnaire (EPQ) was revised to measure variations in sensitivity to harm (idealism) and to moral standards (relativism).
Abstract: We revised the Ethics Position Questionnaire (EPQ), which measures variations in sensitivity to harm (idealism) and to moral standards (relativism). Study 1 identified the core components of the measured constructs theoretically and verified those features through confirmatory factor analysis (n = 2,778). Study 2 replicated these findings (n = 10,707), contrasted the theoretically defined two-factor model to alternative models, and tested for invariance of factor covariances and mean structures for men and women. Study 3 examined the relationship between the EPQ and related indicators of ethical thought (values and moral foundations) and the theory's four-fold classification typology of exceptionists, subjectivists, absolutists, and situationists. The three studies substantially reduced the original EPQ's length, clarified the conceptual interpretation of the idealism and relativism scales, affirmed the EPQ's predictive and convergent validity, and supported the four-fold classification of individuals into ethics positions. Implications for previous findings and suggestions for future research are discussed.
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TL;DR: In this paper, the authors identify the reality and degree of commitment of postgraduate students to ethical behaviors from the students' own point of view, and identify the statistical differences of the reality of academic ethics according to the variables of gender, college and academic degree.
Abstract: The study aims to identify the reality and degree of commitment of postgraduate students to ethical behaviors from the students' own point of view, and to identify the statistical differences of the reality of academic ethics according to the variables of gender, college and academic degree. The sample of the study consisted of (270) male and female postgraduate students, and in order to achieve the objectives of the study and answer its questions, the questionnaire- based survey approach was followed. The results showed that the degree of commitment to academic ethics among postgraduate students was average in all fields, where the arithmetic mean about the reality of the degree of commitment to academic ethics was (3.50) and mean of the ethics of human and community relations was (2.85). Results also indicated that there were statistically significant differences at the level of (α 0.05). According to the difference in the gender variable and in favor of males, and there were no differences in relation to the variable of the college to which the student belongs. Therefore, it is imperative for the Jordanian universities to enhance and develop the degree of commitment to ethics among students in general, whether inside or outside universities.
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TL;DR: In this article, the authors summarized the author's recently published findings about differences in people's work-related values among 50 countries and pointed out that national and regional differences are not disappearing; they are here to stay and that these differences may become one of the most crucial problems for man- agement-in particular for the management of multinational, multicultural orga- nizations, whether public or private.
Abstract: This paper summarizes the author's recently published findings about differences in people's work-related values among 50 countries. In view of these differences, ethnocen- tric management theories (those based on the value system of one particular country) have become untenable. This concept is illustrated for the fields of leadership, organization, and motivation. * A key issue for organization science is the influence of national cultures on INTRODUCTION management. Twenty or even 10 years ago, the existence of a relationship be- Management and tween management and national cultures was far from obvious to many, and it National Cultures may not be obvious to everyone even now. In the 1950s and 60s, the dominant be- lief, at least in Europe and the U.S., was that management was something univer- sal. There were principles of sound management, which existed regardless of na- tional environments. If national or local practice deviated from these principles, it was time to change local practice. In the future, the universality of sound manage- ment practices would lead to societies becoming more and more alike. This ap- plied even to the poor countries of the Third World, which would become rich as well and would be managed just like the rich countries. Also, the differences be- tween management in the First and Second World (capitalist and socialist) would disappear; in fact, under the surface they were thought to be a lot smaller than was officially recognized. This way of thinking, which dominated the 1950s and 60s, is known as the "convergence hypothesis." During the 1970s, the belief in the unavoidable convergence of management prac- tices waned. It was too obviously in conflict with the reality we saw around us. At the same time supranational organizations like the European Common Market, which were founded very much on the convergence belief, had to recognize the stubbornness of national differences. Even within existing nations, regional dif- ferences became more rather than less accentuated. The Welsh, the Flemish, the Basques, the Bangladeshi, the Quebecois defended their own identity, and this was difficult to reconcile with a management philosophy of convergence. It slowly became clear that national and even regional cultures do matter for management. The national and regional differences are not disappearing; they are here to stay. In fact, these differences may become one of the most crucial problems for man- agement-in particular for the management of multinational, multicultural orga- nizations, whether public or private.
3,131 citations
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01 Jan 2005TL;DR: The authors presented a model of social change that predicts how the value systems play a crucial role in the emergence and flourishing of democratic institutions, and that modernisation brings coherent cultural changes that are conducive to democratisation.
Abstract: This book demonstrates that people's basic values and beliefs are changing, in ways that affect their political, sexual, economic, and religious behaviour. These changes are roughly predictable: to a large extent, they can be interpreted on the basis of a revised version of modernisation theory presented here. Drawing on a massive body of evidence from societies containing 85 percent of the world's population, the authors demonstrate that modernisation is a process of human development, in which economic development gives rise to cultural changes that make individual autonomy, gender equality, and democracy increasingly likely. The authors present a model of social change that predicts how the value systems play a crucial role in the emergence and flourishing of democratic institutions - and that modernisation brings coherent cultural changes that are conducive to democratisation.
3,016 citations
TL;DR: The importance of ethical behavior to an organization has never been more apparent, and in recent years researchers have generated a great deal of knowledge about the management of individual ethical behavior in organizations.
1,405 citations
1,375 citations