International Management Ethics

Jackson, Terence
Terence Jackson is Professor of Cross-cultural Management at Middlesex University Business School. He has spent many years researching and teaching on issues relating to cross-cultural management. He is author of International HRM: A Cross-cultural Approach (2002) and Management and Change in Africa: A Cross-cultural Perspective (2004).

What can we learn about management ethics from other cultures and societies? In this textbook, cross-cultural management theory is applied and made relevant to management ethics. To help the reader understand different approaches that global businesses can take to operate successfully and ethically, there are chapters focusing on specific countries and regions. As well as giving the wider geographical, political and cultural contexts, the book includes numerous examples in every chapter to help the reader critique universal assumptions of what is ethical. By taking a closer look at the way we view other cultures and their values, the author challenges us to rethink commonly held assumptions and approaches in cross-cultural management, and to apply a more critical approach. What can we learn about management ethics from other cultures and societies? Numerous examples, as well as chapters on specific countries and regions, will help readers critique universal assumptions of what is ethical, leading to an understanding of the different approaches that businesses can take to operate ethically.

Answers the question, 'what can we learn about management ethics from other cultures and societies?'

List of figures; List of tables; 1. Introduction: ethics and cross-cultural management; Part I. Understanding Values and Management Ethics Across Cultural Space: 2. Understanding culture and cultural interfaces; 3. Culture, values and management ethics; 4. Comparing management ethics across cultures; Part II. Understanding Values and Ethics Within and Among Cultural Spaces: 5. Geopolitics and cultural invisibility: the United States; 6. Institutions as culture, and the invisibility of ethics: a new Europe; 7. The visibility of religion in ethical management: Islam and the Middle East; 8. Reconstructing indigenous values and ethics: the South speaks back; 9. The resurgence of ancient civilizations: a taste of the exotic; Part III. Managing Ethically Across Cultures [?]: 10. Looking forward, looking back; References; Index.