|
|
|
 论文编号：
lw200802181146224211 |
| 论文属性：
Courswork |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2008-02-18 |
| 字数： 2950 |
| 源程序：
无 |
| 价格：
150 |
| 参考相关附件： |
|
|
| 论文大纲，目录 |
| 关键词搜索： |
business outside their domestic borders; this has
brought together business executives with different cultures,
values, laws, and ethical standards. It is imperative in
today’s world for multinational businesspeople to be sensitive
to the values, culture, and ethical standards of other
countries. Academics and practitioners around the globe
have begun to realize the need for a culturally bound ethics
education in business (Borkowski and Ugras 1998; Greenman
and Sherman 1999).
This study focused on an important classification of the cultural
issues and ethical practices that differentiate countries.
We investigated the United States and India and assessed
their differences along Hofstede’s (1991) dimensions. In general,
we found that these countries exhibit different cultural
values that lead to different interpretations of marketing ethical
norms. The U.S. respondents interpreted these norms
much more strictly than the Indian respondents.
Given the increasing globalization of firms and the growing
interdependencies among countries, the need for a clearer
comprehension of cultural influences on ethical and organizational
practices has never been greater. The specific implications
of these findings are as follows: Some of the marketing
ethical norms can be construed and interpreted
differently in India; therefore, U.S. managers must explain
their expectations and underlying assumptions at the outset
when conducting business internationally. The paradig英语论文网 【http://www.51lunwen.org】m of
“cultural relativism” (i.e., ethics varies from one culture to
another on the basis of the business practices of the host culture)
holds true, and thus firms are advised that “when in
Rome, do as the Romans do.” It may be beneficial to organize
training programs for managers from participating countries
to develop and reinforce a formal or an informal common
CONCLUSIONS, LIMITATIONS,
AND FURTHER RESEARCH
48 Pallab Paul, Abhijit Roy, and Kausiki Mukhopadhyay
code of ethics. It may also be beneficial to establish a
common understanding of this code of ethics from the perspectives
of different stakeholders with diverse cultural
backgrounds to minimize the chances of subsequent
misunderstanding.
Our findings also challenge the conventional wisdom that
managers with low collectivism, low uncertainty avoidance,
high masculinity, high power distance, and low long-term
orientation need to learn more about the importance of ethics
in business. In reality, such a clear-cut cultural profile of a
manager may not exist. It is likely that managers will exhibit
different levels of cultural values, which makes it difficult to
predict how they will respond to different ethical issues.
Nevertheless, our research provides some understanding of
the cross-cultural values across two different countries and,
consequently, some ideas about how people from India and
the United States may react to different marketing ethical
issues.
A caveat for this study is the relat
本文来自：英语论文网 【http://www.51lunwen.org】 |
| 第1页 第2页 第3页 第4页 第5页 第6页 第7页 第8页 第9页 第10页 第11页 第12页 第13页 第14页 第15页 第16页 第17页 第18页 第19页 第20页 第21页 第22页 第23页 第24页 第25页 第26页 第27页 第28页 第29页 第30页 第31页 第32页 第33页 第34页 第35页 第36页 第37页 第38页 第39页 第40页 |
|
|
| 最新论文 |
最热门论文 |
|
|
|
