Making Ethical Judgements: A Cross-Cultural Management Study

Terence Jackson, Cindy David, Satish Deshpande, Janice Jones, Jacob Joseph, K. F. Lau, Ken Matsuno, Chiaki Nakano, Hun Joon Park, Joanna Piorunowska-Kokoszko, Iwao Taka, Hideki Yoshihara

Research output: Contribution to journalArticlepeer-review

40 Citations (Scopus)


This article reports the results of a cross-cultural empirical study across seven countries which investigates the differences in the way managers structure their ethical judgements regarding the loyalty of a corporation to its employees, the loyalty of employees to the corporation, and the loyalty of employees towards their co-workers. Managers' ethical judgements from the East Asian 'tiger' countries of Japan, Korea and Hong Kong are compared with those from the 'Anglo' countries of the United States and Australia, and with those from the 'transitional' countries of Asiatic Russia and Poland. An adapted version of the well documented Reidenbach-Robin instrument is used, and its cross-cultural application investigated. As hypothesized, cross-cultural differences were indicated for both the structure and content of managers' ethical judgements, which have important implications for the way organizations are effectively managed both nationally, regionally and internationally. Weaknesses in the a priori constructs of the research instrument were also indicated, and recommendations made for future development of methodology in this area.

Original languageEnglish
Pages (from-to)443-472
Number of pages30
JournalAsia Pacific Journal of Management
Issue number3
Publication statusPublished - 1 Jan 2000


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