Comparing Ethical Attitudes across Cultures

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Outline

Introduction
Literature review
Program description/ research problem
Theoretical framework/ research question
Methodology
Recommendations
Conclusion

Introduction

The article discussed in this paper is titled “Comparing ethical attitudes across cultures” by Randi L Sims published in Cross Cultural Management in 2006. For centuries business has operated across national borders. However, it is widely acknowledged that we now live in an era of unprecedented global economic interaction and interconnectedness. The increasing globalization of business, emergence of developing economies allied with the growing popularity of organizations forming strategic alliances and engaging in joint ventures present international organizations with many opportunities and challenges. The key to any business operation is ethics and this study looks in the parameters of ethics in the field of ethics among different regions.

Literature review

The study clearly identifies the research problem and it develops around the different region based questioners. Then the research develops in logical consistency following the steps of the research process in a logical manner. These steps are backed by Literature review is the review and it is logically organized and it offers a balanced critical analysis of the literature. However, all of the literature included is of recent origin and revolves within the time frame of 10 years and it presents a thorough outline of the problem and the possible solution. The literature is mainly primary sources but there are few secondary sources too.

However, the secondary sources are well reviewed and empirical in nature. It should be noted that most of the 10 references used are scholarly journal articles. However, few books and a website are also used. However, the authors never included literature focused on administration costs and there was no indication where the costs could be found.

Program description/ research problem

The research aims at finding the differences in ethics among people from different regions of the world. For this purpose, 139 samples were collected from different parts of the world like South Australia, USA, Israel, Jamaica etc. The main aim was to find the different business ethics among cross cultural subjects.

Theoretical framework/ research question

The framework is clearly identified and the researchers state a research question or hypothesis with a very clear note. Current literature suggests MNCs divide global managerial interventions into either three or four categories. In addition to company specific program, MNCs managerial training interventions take the form of global talent development seminars and cross-cultural initiatives for expatriate assignees or those engaged across the organizations globally dispersed business divisions. This study considers the cultural factors which must be addressed when designing and delivering managerial training and development interventions.

In addition this study considers the competing demands for global integration and co-ordination against the need for local responsiveness faced by international organizations.

Despite literature being dominated by authors informing practitioners on the appropriateness of certain HRM practices being transferred from one country to another, an in-depth understanding, as to why effectiveness differs, remains elusive. It is hoped the forthcoming study will contribute to the existing knowledge, through combining a thorough review of literature and primary data gathered, which may enable a framework to be developed to assist MNCs in managing their people globally.

This approach is backed by the approach of Black and Mendenhall (1989) as their study in regard to global managerial training and development programs, reflecting the work of Hofstede, coined the phrase ‘Cultural Novelty’ referring to the extent to which the culture of a participant is similar or different from that of the training professionals and other participants. Similarly, Sims argued in the study that organizations will be required to recognize these differing work related values and identify the implications for the content and delivery of training programs. (Sims, 2006)

Cultural Novelty is based on the premise that where significant cultural differences exist, the effectiveness of training may be compromised on account of the ability of participants to absorb the content of any training, due to conflicting beliefs, attitudes and values. Job novelty highlights that participants may be faced with varying demands, constraints and choices in respect of differing job tasks, performance criteria, operating procedures and levels of personal involvement, in addition to differing resource limitations, market conditions, legislator requirements, level of technology, work organization and scheduling.

Furthermore, many commentators like Zimmerman (2006) highlight the existence of cultural and institutional differences resulting in participants with varying perceptions regarding the very purpose of training, status and role of the trainer, the degree of interaction and differing expectations of training and development methods, which have profound implications for the host country trainers preferred techniques. This theory is completely aligned with Sims and the approach taken in the study.

However, Sims indicated that despite significant improvements in the design and delivery of cross-cultural training programs over previous decades, there still exist rooms for improvement. Literature abounds with prescriptions as to the best methods for developing global managers; travel, multicultural teams, formal training and transfers, and short term development assignments. However, a growing number of authors, hold expatriation to be the most effective method, representing not only a physical adventure but also a challenge for assignees to develop their self awareness and revise their identity. This approach is complete aligned with the approach of the noted works done by Hofstede (1984) on cross culture organization.

Methodology

To attain favorable conclusion the researchers used quantitative method on 139 residents. It can be stated that fundamentally quantitative method was followed. Data collection and analysis is easier if one follows the quantitative method, but errors in measures and quantification can significantly affect the results and inferences. Qualitative method on the other hand is expensive and time consuming.

Standardized measuring instruments, and questionnaires with closed questions could be used in qualitative data collection, while questionnaires with open ended questions intended for an in-depth study aid in qualitative data collection. Alongside, the study was termed as descriptive and was backed by correlation approach, so it discussed Pearson R, t-test, analysis of variance(ANOVA). In this manner the independent and dependent variable are clearly defined.

The study was conducted with much care and the data was well organized and the Reliability and validity are clearly stated. However, in any nursing research, reliability, validity and replication are important considerations, and these are as important as the choice of methodology. Consistency and purity of a measure are attributes of reliability, and repeatability or stability is also an important aspect of reliability. Reliability is given higher importance in quantitative research.

Following the review of further literature, semi-structured interviews were conducted with Hires, HR Directors, current and former expatriate assignees and global management programmed participants and developers. Due to issues relating geographical dispersal of respondents and constraints imposed by the dynamic nature of international business, interviews were conducted by telephone, which itself holds a number of advantages over personal interviews, which could prove critical as to the validity of the data gathered.

Therefore, telephone interviews, arguably ensured that difference in responses reflects true variation amongst respondents and not varying interview context. In respect of recording answers it has been decided in advance that all conversations will be recorded to ensure the reliability of the post coding process to eliminate measurement error and consequent validity issues, any reservations from participants are not anticipated.

Results

The results are well established and well defined using statistical analysis making the finding not only clearly stated but also backed by statistical data and findings. The interpretation of results related to T-Test, ANOVA and Pearson R were based on pre and post admission followed by various modes of groups.

Recommendations

Over the last decade numerous authors have sought to describe the key competencies required by MNCs and their managers to be successful. However, until relatively recently, much of this literature described general competencies required of managers, including flexibility, resourcefulness and the ability to articulate a vision for the organization, irrespective of managerial or operational domain. Whilst these general competencies are important, there are unique competencies required to succeed as a global manager.

MNCs require talented managers possessing ‘global mindsets’ who are equipped to navigate the complexities of transnational business and able to articulate and execute corporate strategy from a multi-country perspective, requiring them to connect and engage with numerous parties, including employees, staff, customers, suppliers and government officials possessing fundamentally different values, assumptions, beliefs and traditions. Thus it is recommended that future researches should be carried out with more intensity and with more sample size.

Conclusion

The report is well written and is quite concise in nature. It is grammatically correct and quite close attention has been given to avoid the use of jargon. In the context of organizing the paper it can be stated that the report is well formulated and organized and the fundamental plan has been well laid out. The study shows that the researcher is well qualified and holds appropriate degree and position in the particular field of the study and thus it can be stated that issue has been well negotiated throughout the paper. One indication of the study being well organized is the title of the study itself.

The title, Comparing ethical attitudes across cultures, clearly indicates the approach and the basics of the study. The title can thus be stated as clear, accurate and unambiguous. Similarly, the abstract offer a clear overview of the study including the research problem, sample. Alongside, the methodology, finding and recommendations are clear and concise.

Works Cited

Black, J. S., and Mendenhall, M. 1989, A practical but theory-based framework for selecting cross-cultural training methods, Human Resource Management. Vol. 28, Iss. 4; pp 511-530.

Hofstede, G 1984, Culture’s Consequences: International Differences in Work-Related Values, London: SAGE.

Sims, R L 2006, Comparing ethical attitudes across cultures,’ Cross Cultural Management, vol. 13, no. 2, pg. 101-113.

Zimmerman, D 2006, On the Path of Success: Facts and Fictions, Auckland: IBL & Alliance Ltd.

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