Characterizing Ethical Cases: A Cross-Cultural Investigation of Individual Differences, Organisational Climate, and Leadership on Ethical Decision-Making

The primary purpose of this study was to explore the unique impact of individual differences (e.g. gender, managerial experience), social culture, ethical leadership, and ethical climate on the manner in which individuals analyse and interpret an organisational scenario. Furthermore, we sought to ex...

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Bibliographic Details
Published in:	Journal of business ethics Vol. 113; no. 2; pp. 317 - 331
Main Authors:	Kuntz, J. R. C., Kuntz, J. R., Elenkov, Detelin, Nabirukhina, Anna
Format:	Journal Article
Language:	English
Published:	Dordrecht Springer 01-03-2013 Springer Netherlands Springer Nature B.V
Subjects:	Age Business and Management Business Ethics Climate Corporate responsibility Cross cultural studies Cross-cultural analysis Culture Decision making Demography Education Ethical behavior Ethical codes Ethical dilemmas Ethics Gender Hypotheses Investigation Leadership Management Moral relativism New Zealand Organizational behaviour Philosophy Quality of Life Research Respect Russian Federation Sex discrimination Social ethics Stakeholder Studies Variables Whistleblowing Cross-cultural research Ethical climate Ethical leadership Individual differences Scenario characterisation
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Summary:	The primary purpose of this study was to explore the unique impact of individual differences (e.g. gender, managerial experience), social culture, ethical leadership, and ethical climate on the manner in which individuals analyse and interpret an organisational scenario. Furthermore, we sought to explore whether the manner in which a scenario is initially interpreted by respondents (i.e. as a legal issue, ethical issue, and/or ethical dilemma) influenced subsequent recognition of the relevant stakeholders involved and the identification of intra- and extra-organisational variables significant to the scenario depicted. Data for this study were anonymously collected from professional samples in Russia (Moscow region) and in New Zealand. Findings show a strong effect of social culture (i.e. working in New Zealand or working in Russia) on the manner in which respondents characterised the scenario, on the experience of ethical climate and ethical leadership in their organisations, and on the ability to identify intra- and extra-organisational variables responsible for the situation presented in the scenario, above and beyond other individual and contextual factors.
Bibliography:	ObjectType-Article-2 SourceType-Scholarly Journals-1 ObjectType-Feature-1 content type line 23 ObjectType-Article-1 ObjectType-Feature-2
ISSN:	0167-4544 1573-0697
DOI:	10.1007/s10551-012-1306-6