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Cross-Cultural Perceptions of Business Ethics: Evidence from the United States and China

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  • Michael Gift
  • Paul Gift
  • QinQin Zheng

Abstract

A number of empirical studies have examined business ethics across cultures, focusing primarily on differences in ethical profiles between cultures and groups. When managers consider whether or not to develop a business relationship with those from a different culture, their decision may be affected by actual differences in ethical profiles, but potentially even more so by their perceptions of ethicality in the counterpart culture. The latter issue has been largely ignored in extant empirical research regarding cross-cultural ethical profiles. In this study, we employ a design that allows for a more complete analysis of cross-cultural perspectives, examining both the manner in which selected cultures view themselves and the manner in which those same cultures perceive the ethical profiles of others. To this end, we surveyed master’s students in business fields at several universities in the United States and China—two countries/cultures that engage in a significant amount of business transactions—and examined differences in personal ethical profiles across cultures, differences in one group’s ethical profile and the way it is perceived by the other group, and differences in perceived ethical profiles across cultures; that is, differences in how groups view each other. Findings suggest meaningful discrepancies in the ethical perceptions formed toward the counterpart culture. Results support a role for ethical perceptions in future research, and further examination and inquiry into the development and adaptation of ethical perceptions in cross-cultural business dealings. Copyright Springer Science+Business Media Dordrecht 2013

Suggested Citation

  • Michael Gift & Paul Gift & QinQin Zheng, 2013. "Cross-Cultural Perceptions of Business Ethics: Evidence from the United States and China," Journal of Business Ethics, Springer, vol. 114(4), pages 633-642, June.
    • Handle: RePEc:kap:jbuset:v:114:y:2013:i:4:p:633-642
    DOI: 10.1007/s10551-013-1709-z
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    References listed on IDEAS

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    Cited by:

    1. Youjin Baik & Young-Ryeol Park, 2019. "Managing legitimacy through corporate community involvement: The effects of subsidiary ownership and host country experience in China," Asia Pacific Journal of Management, Springer, vol. 36(4), pages 971-993, December.
    2. Octavian RUJOIU & Valentina RUJOIU, 2014. "Academic Dishonesty And Workplace Dishonesty. An Overview," Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 8(1), pages 928-938, November.
    3. Carlos Sanchez-Runde & Luciara Nardon & Richard Steers, 2013. "The Cultural Roots of Ethical Conflicts in Global Business," Journal of Business Ethics, Springer, vol. 116(4), pages 689-701, September.
    4. Debmalya Mukherjee & Saumyaranjan Sahoo & Satish Kumar, 2023. "Two Decades of International Business and International Management Scholarship on Africa: A Review and Future Directions," Management International Review, Springer, vol. 63(6), pages 863-909, December.
    5. Younes Kohail & Youssef Saida & Jaoud Obad & Aziz Soulhi, 2016. "The Qualities of a Good Manager … What Does It Mean? Lessons Learned from the Undergraduate Business Students’ Perception in Kingdom of Morocco," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(8), pages 1-86, July.
    6. George, Charles & Gibson, Cristina B. & Barbour, Jennifer, 2022. "Shared leadership across cultures: Do traditionalism and virtuality matter?," Journal of International Management, Elsevier, vol. 28(1).

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