Pub Date : 2021-01-02DOI: 10.1080/00208825.2021.1898099
Saima Ahmad, A. Sohal, Julie Wolfram Cox
Abstract Whilst research on workplace bullying has substantially increased internationally, there appears to be a contention of whether individuals in hierarchical or individualistic societies are at higher risk of exposure to such behavior. This paper reports an investigation of relative exposure to workplace bullying between the two societies through a survey of Australians and Pakistanis. In so doing, this paper advances the cross-cultural workplace bullying literature in two main ways. First, by examining the methodological issue of equivalence, this paper shows that despite workplace bullying’s constant meaning across cultures, there are stark differences in employee exposure and tolerance toward it between the assessed cultures. Second, it provides evidence of relative risks of workplace bullying in cross-cultural contexts by revealing a higher risk of exposure to such behavior in a hierarchical rather than an individualistic society. The paper concludes with a detailed discussion of the theoretical and international management practice implications of the research findings.
{"title":"Bullying in the workplace: a cross-cultural and methodological perspective","authors":"Saima Ahmad, A. Sohal, Julie Wolfram Cox","doi":"10.1080/00208825.2021.1898099","DOIUrl":"https://doi.org/10.1080/00208825.2021.1898099","url":null,"abstract":"Abstract Whilst research on workplace bullying has substantially increased internationally, there appears to be a contention of whether individuals in hierarchical or individualistic societies are at higher risk of exposure to such behavior. This paper reports an investigation of relative exposure to workplace bullying between the two societies through a survey of Australians and Pakistanis. In so doing, this paper advances the cross-cultural workplace bullying literature in two main ways. First, by examining the methodological issue of equivalence, this paper shows that despite workplace bullying’s constant meaning across cultures, there are stark differences in employee exposure and tolerance toward it between the assessed cultures. Second, it provides evidence of relative risks of workplace bullying in cross-cultural contexts by revealing a higher risk of exposure to such behavior in a hierarchical rather than an individualistic society. The paper concludes with a detailed discussion of the theoretical and international management practice implications of the research findings.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"22 1","pages":"26 - 46"},"PeriodicalIF":1.4,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87029785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-02DOI: 10.1080/00208825.2021.1898100
Ş. Özen, Ç. Önder
Abstract This paper advances a contextualized theory concerning the spread of foreign management practices across Turkish business organizations. Drawing on the pertinent empirical literature, we expand acclaimed models of diffusion that typically address early-industrialized source countries and develop propositions that address late-industrializing recipients like Turkey. We argue that foreign practice diffusion across Turkish business organizations is driven by two contextual forces, namely the division between the modernizing elite and the more traditional non-elite business organizations and active engagement of the elite in importing and dissemination of foreign practices, typically those that are already well-established in the source country. This context features particular situational opportunities and constraints, most notably moral, as well as pragmatic and coginitive, legitimacy of foreign practices, that shape diffusion within Turkey. Based on these arguments we reconsider motivational and implementational claims in extant literature. Specifically, we suggest that, relative to the non-elite, the elite are more likely to be earlier adopters, boast stronger moral legitimacy concerns, and engage in high-fidelity implementation. We also predict widespread decoupling across elite and non-elite organizations, suggesting the possibility of deinstitutionalization after diffusion. As we conclude, we offer contingent generalizations to similar other contexts, which we argue are more likely to be observed in particular late-industrializing countries.
{"title":"Diffusion of foreign management practices across Turkish business organizations: a contextualized theory","authors":"Ş. Özen, Ç. Önder","doi":"10.1080/00208825.2021.1898100","DOIUrl":"https://doi.org/10.1080/00208825.2021.1898100","url":null,"abstract":"Abstract This paper advances a contextualized theory concerning the spread of foreign management practices across Turkish business organizations. Drawing on the pertinent empirical literature, we expand acclaimed models of diffusion that typically address early-industrialized source countries and develop propositions that address late-industrializing recipients like Turkey. We argue that foreign practice diffusion across Turkish business organizations is driven by two contextual forces, namely the division between the modernizing elite and the more traditional non-elite business organizations and active engagement of the elite in importing and dissemination of foreign practices, typically those that are already well-established in the source country. This context features particular situational opportunities and constraints, most notably moral, as well as pragmatic and coginitive, legitimacy of foreign practices, that shape diffusion within Turkey. Based on these arguments we reconsider motivational and implementational claims in extant literature. Specifically, we suggest that, relative to the non-elite, the elite are more likely to be earlier adopters, boast stronger moral legitimacy concerns, and engage in high-fidelity implementation. We also predict widespread decoupling across elite and non-elite organizations, suggesting the possibility of deinstitutionalization after diffusion. As we conclude, we offer contingent generalizations to similar other contexts, which we argue are more likely to be observed in particular late-industrializing countries.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"20 1","pages":"69 - 92"},"PeriodicalIF":1.4,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78819228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-02DOI: 10.1080/00208825.2021.1898103
Marleen Granow, F. Asbrock
Abstract In this study, we investigated the conditions for successful collaboration in culturally diverse teams from a Positive Organizational Scholarship perspective. As a result of globalization, organizations increasingly rely on culturally diverse teams. Based on 19 semi-structured interviews with international managers of a large German car manufacturer, we analyzed how these teams work together and which factors promote collaboration. Our findings result in a new framework for understanding culturally diverse teams, which indicates that agile team behavior is an important factor for performance in culturally diverse teams. Agile forms of collaboration enable better adaption to change through iterative learning processes. Agile methods have strong structural elements, but in between, allow the greatest possible scope for continuous adjustment. These structuring and flexible elements seem to meet the requirements of culturally diverse teams in particular. The minimal structure provides the opportunity to bring in all perspectives and views of a culturally diverse team. In addition, we confirm the influence of well-studied factors such as openness, perspective taking and leadership behavior. Our findings help to further sharpen the understanding of culturally diverse teams and point to a fruitful future research direction on agile behavior and cultural diversity in teams.
{"title":"A framework for culturally diverse teams and the importance of agility: findings from a qualitative study","authors":"Marleen Granow, F. Asbrock","doi":"10.1080/00208825.2021.1898103","DOIUrl":"https://doi.org/10.1080/00208825.2021.1898103","url":null,"abstract":"Abstract In this study, we investigated the conditions for successful collaboration in culturally diverse teams from a Positive Organizational Scholarship perspective. As a result of globalization, organizations increasingly rely on culturally diverse teams. Based on 19 semi-structured interviews with international managers of a large German car manufacturer, we analyzed how these teams work together and which factors promote collaboration. Our findings result in a new framework for understanding culturally diverse teams, which indicates that agile team behavior is an important factor for performance in culturally diverse teams. Agile forms of collaboration enable better adaption to change through iterative learning processes. Agile methods have strong structural elements, but in between, allow the greatest possible scope for continuous adjustment. These structuring and flexible elements seem to meet the requirements of culturally diverse teams in particular. The minimal structure provides the opportunity to bring in all perspectives and views of a culturally diverse team. In addition, we confirm the influence of well-studied factors such as openness, perspective taking and leadership behavior. Our findings help to further sharpen the understanding of culturally diverse teams and point to a fruitful future research direction on agile behavior and cultural diversity in teams.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"38 1","pages":"47 - 68"},"PeriodicalIF":1.4,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76198580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-02DOI: 10.1080/00208825.2021.1898101
S. Williams, John A. Martin, Yongjun Choi, Oliver K. Stoutner, Rachel E. Sturm
Abstract We use meta-analytic structural equation modeling (MASEM) to examine how organizational planning leads to managerial performance. Specifically, we test a theoretically-driven model of how participative budgeting and strategic performance measurement systems can positively impact managerial job performance through role clarity. Our analyses of 60 studies (containing 99 effect sizes) from multidisciplinary literature indicate role clarity mediates the relationship between planning implementation processes and managerial job performance. Additionally, and contrary to previous research, path analysis suggests job-relevant information mediates the relationship between role clarity and managerial job performance. We explain how participation in planning may prompt managers who are clear about their roles to seek additional information in order to perform well. Finally, we identify a need in future research for a greater diversity of the operationalizations of the constructs, levels of analysis, and data collection methods.
{"title":"The role of information or the information from roles? A meta-analysis of planning and performance","authors":"S. Williams, John A. Martin, Yongjun Choi, Oliver K. Stoutner, Rachel E. Sturm","doi":"10.1080/00208825.2021.1898101","DOIUrl":"https://doi.org/10.1080/00208825.2021.1898101","url":null,"abstract":"Abstract We use meta-analytic structural equation modeling (MASEM) to examine how organizational planning leads to managerial performance. Specifically, we test a theoretically-driven model of how participative budgeting and strategic performance measurement systems can positively impact managerial job performance through role clarity. Our analyses of 60 studies (containing 99 effect sizes) from multidisciplinary literature indicate role clarity mediates the relationship between planning implementation processes and managerial job performance. Additionally, and contrary to previous research, path analysis suggests job-relevant information mediates the relationship between role clarity and managerial job performance. We explain how participation in planning may prompt managers who are clear about their roles to seek additional information in order to perform well. Finally, we identify a need in future research for a greater diversity of the operationalizations of the constructs, levels of analysis, and data collection methods.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"19 1","pages":"1 - 25"},"PeriodicalIF":1.4,"publicationDate":"2021-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88320335","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/00208825.2021.1883260
O. Shenkar
Abstract ISMO’s legacy is that of putting on stage authors whose voices have not been heard, a goal admirably fulfilled. Now, the future of the journal lies in sounding new voices: Topics, firms, locations, disciplines and methodologies that have not been targeted by other management journals.
{"title":"ISMO and international business: past and future","authors":"O. Shenkar","doi":"10.1080/00208825.2021.1883260","DOIUrl":"https://doi.org/10.1080/00208825.2021.1883260","url":null,"abstract":"Abstract ISMO’s legacy is that of putting on stage authors whose voices have not been heard, a goal admirably fulfilled. Now, the future of the journal lies in sounding new voices: Topics, firms, locations, disciplines and methodologies that have not been targeted by other management journals.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"61 1","pages":"300 - 302"},"PeriodicalIF":1.4,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81390726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/00208825.2020.1850976
Markus Pudelko
Abstract This paper argues for the inclusion of (cultural and institutional) context into International Business studies. It is based on own research experiences, findings, reflections and conclusions. Particular emphasis is put, among others, on (1) universalities, particularities and singularities in cross-national management research; (2) the superior explanatory power of detailed description of cultural differences compared to the mere provision of cultural distance scores; (3) the relevance of language differences as a topic for International Business studies; and (4) the importance of qualitative research for in-depth, contextualized International Business studies. This paper also calls for more phenomena driven, emic and interdisciplinary International Business research that focuses on real business problems as well as their societal implications.
{"title":"Bringing context back into international business studies: own research experiences, reflections and suggestions for future research","authors":"Markus Pudelko","doi":"10.1080/00208825.2020.1850976","DOIUrl":"https://doi.org/10.1080/00208825.2020.1850976","url":null,"abstract":"Abstract This paper argues for the inclusion of (cultural and institutional) context into International Business studies. It is based on own research experiences, findings, reflections and conclusions. Particular emphasis is put, among others, on (1) universalities, particularities and singularities in cross-national management research; (2) the superior explanatory power of detailed description of cultural differences compared to the mere provision of cultural distance scores; (3) the relevance of language differences as a topic for International Business studies; and (4) the importance of qualitative research for in-depth, contextualized International Business studies. This paper also calls for more phenomena driven, emic and interdisciplinary International Business research that focuses on real business problems as well as their societal implications.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"180 1","pages":"317 - 333"},"PeriodicalIF":1.4,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73258057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/00208825.2020.1850977
M. Banai, Abraham Stefanidis, J. Boddewyn
Abstract To celebrate the 50th Anniversary of International Studies of Management & Organization (ISMO), the Founding Editor, Jean J. Boddewyn, the past Editor-in-Chief, Moshe Banai, and the current Editor-in-Chief, Abraham Stefanidis, compile this issue that describes the journal’s half-a-century journey. In this article, we present ISMO’s evolution from a platform that included translations of non-US-published articles in the 1970s to an internationally renowned journal that represents a truly universal scholarship of management and organization research. Drawing on contributions from six prominent scholars, we further reflect on the themes of culture, expatriation, employment, and leadership that have shaped international business scholarship during the past fifty years and are expected to herald future streams of research in the years to come.
为庆祝《国际管理与组织研究》创刊50周年，创刊主编Jean J. Boddewyn、前任总编辑Moshe Banai和现任总编辑Abraham Stefanidis共同编撰了本期《国际管理与组织研究》，回顾了该杂志半个世纪的历程。在这篇文章中，我们介绍了ISMO的演变，从一个包括20世纪70年代非美国发表文章的翻译的平台，到一个代表真正普遍的管理和组织研究学术的国际知名期刊。借鉴六位杰出学者的贡献，我们进一步思考了文化、移民、就业和领导力等主题，这些主题在过去五十年中塑造了国际商业学术，并有望在未来几年引领未来的研究潮流。
{"title":"International studies of management and organization: half a century of advancing scholarship","authors":"M. Banai, Abraham Stefanidis, J. Boddewyn","doi":"10.1080/00208825.2020.1850977","DOIUrl":"https://doi.org/10.1080/00208825.2020.1850977","url":null,"abstract":"Abstract To celebrate the 50th Anniversary of International Studies of Management & Organization (ISMO), the Founding Editor, Jean J. Boddewyn, the past Editor-in-Chief, Moshe Banai, and the current Editor-in-Chief, Abraham Stefanidis, compile this issue that describes the journal’s half-a-century journey. In this article, we present ISMO’s evolution from a platform that included translations of non-US-published articles in the 1970s to an internationally renowned journal that represents a truly universal scholarship of management and organization research. Drawing on contributions from six prominent scholars, we further reflect on the themes of culture, expatriation, employment, and leadership that have shaped international business scholarship during the past fifty years and are expected to herald future streams of research in the years to come.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"2009 1","pages":"291 - 299"},"PeriodicalIF":1.4,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78585541","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/00208825.2020.1850980
L. Zander
Abstract Culture has a profound impact on interpersonal leadership, which refers to an everyday type of leadership involving leader interaction with subordinates. Typical interpersonal leadership actions include empowering, providing support and development, directing, following-up and giving feedback, as well as communicating and encouraging collaboration in teamwork. In early comparative leadership studies, variation in leadership behavior across countries was assumed to be due to cultural differences. This assumption was later empirically supported by cross-cultural leadership research. As leadership behaviors in multi-country studies did not demonstrate similar associative patterns regarding interpersonal leadership in different countries, the use of mainstream single-country derived leadership meta-categories was invalidated. New reliable, robust and culturally endorsed interpersonal leadership dimensions were developed and measured in large-scale, multi-country studies. These emerged from different perspectives: that of leader-centeredness measuring ideal leadership prototypes, and that of employee-centeredness, where subordinate preferences for interpersonal leadership are essential to granting the leader the “License to Lead.” Deliberations on fundamental issues in studying interpersonal leadership across national borders in combination with contemporary trends, such as distance leadership, global virtual teams and intersectionality, led to the formulation of research implications and a research agenda for a better understanding of interpersonal leadership in the future.
{"title":"Interpersonal leadership across cultures: a historical exposé and a research agenda","authors":"L. Zander","doi":"10.1080/00208825.2020.1850980","DOIUrl":"https://doi.org/10.1080/00208825.2020.1850980","url":null,"abstract":"Abstract Culture has a profound impact on interpersonal leadership, which refers to an everyday type of leadership involving leader interaction with subordinates. Typical interpersonal leadership actions include empowering, providing support and development, directing, following-up and giving feedback, as well as communicating and encouraging collaboration in teamwork. In early comparative leadership studies, variation in leadership behavior across countries was assumed to be due to cultural differences. This assumption was later empirically supported by cross-cultural leadership research. As leadership behaviors in multi-country studies did not demonstrate similar associative patterns regarding interpersonal leadership in different countries, the use of mainstream single-country derived leadership meta-categories was invalidated. New reliable, robust and culturally endorsed interpersonal leadership dimensions were developed and measured in large-scale, multi-country studies. These emerged from different perspectives: that of leader-centeredness measuring ideal leadership prototypes, and that of employee-centeredness, where subordinate preferences for interpersonal leadership are essential to granting the leader the “License to Lead.” Deliberations on fundamental issues in studying interpersonal leadership across national borders in combination with contemporary trends, such as distance leadership, global virtual teams and intersectionality, led to the formulation of research implications and a research agenda for a better understanding of interpersonal leadership in the future.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"22 1","pages":"357 - 380"},"PeriodicalIF":1.4,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86502201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-10-01DOI: 10.1080/00208825.2020.1850979
C. Rowley
Abstract This article outlines my long-term research and publication journey over what I consider to be important terrain, both academically and practically. The main contours of this revolve around the areas of work, employment and management in the context of Asia, comparisons and convergence. This retrospective has helped me to recall past publications—and with hindsight to focus more on their overall general implications and recommendations. These range from the macro down to the micro. These are that work and employment and its management remain important and a core parts of life, giving not only a sense of purpose, routine and meaning, but also independence and ability to connect and contribute to the lives of others and society. Within this, comparisons and cultural relativism are useful for contextualization in understanding not only change but also continuity around the area of work. This then requires broader and more nuanced views and perspectives with finer grain investigation and analysis using graduated concepts such as level, degree and speed in changes and continuities. Finally, the importance of not only managing change but also effective leadership and skills in the area runs through my traversing of the field.
{"title":"Perspectives on work, employment and management: Asia, comparisons and convergence","authors":"C. Rowley","doi":"10.1080/00208825.2020.1850979","DOIUrl":"https://doi.org/10.1080/00208825.2020.1850979","url":null,"abstract":"Abstract This article outlines my long-term research and publication journey over what I consider to be important terrain, both academically and practically. The main contours of this revolve around the areas of work, employment and management in the context of Asia, comparisons and convergence. This retrospective has helped me to recall past publications—and with hindsight to focus more on their overall general implications and recommendations. These range from the macro down to the micro. These are that work and employment and its management remain important and a core parts of life, giving not only a sense of purpose, routine and meaning, but also independence and ability to connect and contribute to the lives of others and society. Within this, comparisons and cultural relativism are useful for contextualization in understanding not only change but also continuity around the area of work. This then requires broader and more nuanced views and perspectives with finer grain investigation and analysis using graduated concepts such as level, degree and speed in changes and continuities. Finally, the importance of not only managing change but also effective leadership and skills in the area runs through my traversing of the field.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"17 1","pages":"303 - 316"},"PeriodicalIF":1.4,"publicationDate":"2020-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84238491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-07-02DOI: 10.1080/00208825.2020.1811524
Regina F. Bento, Lasse Mertins, L. White
Abstract This study proposes a novel information preference perspective to integrate ethics, managerial decision-making and risk. It argues that individuals confronting complex decisions, which involve risk, tend to process the available information through filters that reflect different ethical frames. We used an experiment where participants were asked to play the role of the co-owner of a car racing company who had to decide whether to run a crucial race, under various kinds of potential risk. The results revealed three key findings. First, participants had indeed filtered the information they received, with significant differences not only in what they considered most important, but also what they saw as least important. Moreover, factor analysis revealed that such individual filtering had configured three distinct patterns of preferences and that there was an internal logic to these patterns, characterizing what we called “Patterns in Information Preference (PIPs): “Expected Value”, “Responsibility” and “Autopilot.” Second, the PIPs that emerged from participants’ filtering processes reflected different ethical approaches to decision-making under conditions of risk (utilitarian, deontological and psychological), as the filtering favored information that supported an ethical approach over the others and discounted information not aligned with that particular approach. Third, participants’ PIPs influenced the decisions they made (and thus their respective potential ethical implications): we found that the “Responsibility” PIP had a significant association with the decision to forfeit the car race, whereas the “Autopilot” PIP was significantly associated with the decision to run. We discuss these findings from the perspective of descriptive and normative ethics, examine the limitations of the study, and explore implications and directions for future research.
{"title":"Calculation, principle or bias? Information preference and ethical decision-making","authors":"Regina F. Bento, Lasse Mertins, L. White","doi":"10.1080/00208825.2020.1811524","DOIUrl":"https://doi.org/10.1080/00208825.2020.1811524","url":null,"abstract":"Abstract This study proposes a novel information preference perspective to integrate ethics, managerial decision-making and risk. It argues that individuals confronting complex decisions, which involve risk, tend to process the available information through filters that reflect different ethical frames. We used an experiment where participants were asked to play the role of the co-owner of a car racing company who had to decide whether to run a crucial race, under various kinds of potential risk. The results revealed three key findings. First, participants had indeed filtered the information they received, with significant differences not only in what they considered most important, but also what they saw as least important. Moreover, factor analysis revealed that such individual filtering had configured three distinct patterns of preferences and that there was an internal logic to these patterns, characterizing what we called “Patterns in Information Preference (PIPs): “Expected Value”, “Responsibility” and “Autopilot.” Second, the PIPs that emerged from participants’ filtering processes reflected different ethical approaches to decision-making under conditions of risk (utilitarian, deontological and psychological), as the filtering favored information that supported an ethical approach over the others and discounted information not aligned with that particular approach. Third, participants’ PIPs influenced the decisions they made (and thus their respective potential ethical implications): we found that the “Responsibility” PIP had a significant association with the decision to forfeit the car race, whereas the “Autopilot” PIP was significantly associated with the decision to run. We discuss these findings from the perspective of descriptive and normative ethics, examine the limitations of the study, and explore implications and directions for future research.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"13 1","pages":"232 - 252"},"PeriodicalIF":1.4,"publicationDate":"2020-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79550273","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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