商业管理中的价值观英文文献翻译3700多字.docx

商业管理中的价值观英文文献翻译3700多字.docx

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商业管理中的价值观英文文献翻译3700多字

文献出处：

WilliamsSL.Engagingvaluesininternationalbusinesspractice[J].BusinessHorizons,2015,54（4）:

315-324.

原文

Engagingvaluesininternationalbusinesspractice

SandraL.Williams

1.Introduction

Managersandbusinessleadersconstantlyfaceprofessionaldecisionsthathaveethicalimplicationsrelatedtoorganizations,employees,andcustomers（Tepper,2010）.Asorganizationsexpandandconductbusinessglobally,thosedecisionsaffectabroadermarketplaceandamorediverseemployeepopulation.Onwhatbasiscanmanagersmakeprofessionaldecisionsthathonordiversecultures,yetupholdethicalbusinessstandards?

Howcanmanagersknowwhatisright?

Whatprofessionalstandardscanbereferencedwhenethicaldecisionsarenotclear-cut?

Recentchangesininternationalmarketsandnetworkingtechnologyhaveledtoanexplosionofcorporationswithglobaloperations（Asgary&Mitschow,2002）.Theneedforglobalguidanceonethicalbusinesspracticeshasgrowncommensurately.Thisarticlesuggeststheengagementofworkplacevaluesasapracticalguidetoethicaldecisionsbymanagers.Examplesofindividualmanagers’perspectivesonworkplacevalueswithinmultinationalbusinesssettingsareprovided.Alsooutlinedisaprocessfordetermining,adopting,andreinforcingworkplacevaluesformanagersoperatingindiversebusinessorganizations.

2.Priorresearchadvancesunderstandingofworkvalues

Overthelast25years,researchhassignificantlyincreasedourunderstandingofindividualworkplacevalues（Agle&Caldwell,1999）,andtherecontinuestoberesearchinterestintherolevaluesplayforpersonsandorganizations（AgleandCaldwell,1999 and Fallding,1965;Mumford,Helton,Decker,ShaneConnelly,&VanDoorn,2003）.Workplacevalueshaveidentifiableimportancebecausetheydetermine,regulate,andmodifyrelationsbetweenindividuals,organizations,andinstitutions（Agle&Caldwell,1999）.Inparticular,discernibleresearchprogresshasbeenmadetomoreclearlydefineandunderstandbothindividualworkvalues（Meglinoetal.,1989,Meglinoetal.,1991,RavlinandMeglino,1987a,RavlinandMeglino,1987b and RavlinandMeglino,1989）andthevaluesanindividualemployeeholds（Conner&Becker,1979）.Individualworkvalueshavebeenfoundtoinfluencejobsatisfaction（Meglinoetal.,1989）,organizationcommitmentbyindividuals（Posner&Schmidt,1993）,andsatisfactionwithaleader（Meglinoetal.,1991）.Workvaluesasusefulethicaldecision-makingcriteriaattheindividuallevelandinguidingethicalbehaviorchoice（AkaahandLund,1994 and SinghapakdiandVitell,1993）,particularlyamanager'sdecisionsofintegrity（Mumfordetal.,2003）,havealsobeenidentified.

Attheorganizationallevel,culturehaslongbeenrecognizedascloselyrelatedtovalues（AgleandCaldwell,1999,ConnerandBecker,1979,DealandKennedy,1982 and GoshalandBartlet,1997）.Schein（1985）discussedorganizationalcultureastheexistenceofsharedmeanings,beliefs,andvalues,withvaluesatthecore;further,Tichy（1982）definedorganizationalcultureassharedvalues.Workvaluesthataresharedbyemployeeshavebeenlinkedtoorganizationalperformance（DealandKennedy,1982 and HambrickandBrandon,1988）,organizationalcommitment（Posner&Schmidt,1993）,andorganizationalstrategy（Humble,Jackson,&Thomson,1994）.Waddock,Bodwell,andGravesindicatedthat“interestincorporatesocialresponsibility,sustainablebusinesspractice,corporategovernance,businessethics,andcompliancemanagementhasgrownmarkedlyinthepastdecade”（Kaptein,2004,p.13）.Corporationshaveacknowledgedtheneedtopaygreaterattentiontothenorms,values,andprinciplesoftheirworkplacesinordertoachievesocialresponsibilityrecognitionandsustainability.Researchsuggeststhat,asAgleandCaldwell（1999）indicatefromtheirreviewofliteratureonthesubject,workvaluescontinuetobeanimportantconstructnotonlyinunderstandingtheorganizationalcontextsofthepast,butalsoininfluencingthedevelopmentoftheorganizationalformsofthefuture.

Corporatevaluesandthecorporateexpectationsofmanagerialandemployeeconductcanbeexpressedinapolicydocumentidentifiedasacorporatecodeofethics（Cressey&Moore,1983）,acodeofconduct（White&Montgomery,1980）,orabusinesscode（Kaptein,2004）.Thelatterdefinestheconductacorporationexpectsofitsemployees（Kaptein&Wempe,2002）andclarifiesthenormsandvaluestheorganizationupholds（Kaptein,2004）.Inastudyofthebusinesscodesof200multinationalcorporations,Kaptein（2004,p.29）concludedthatonpaper,manycompanies“haveaneyeforresponsibletreatment[sic]alongwiththeprinciplesofvaluesandnormsthatgroundsoundconduct,”butthatthecontentofcorporatebusinesscodeswashighlyvaried.Whileorganizationsmayexplicitlystateexpectedbehaviorsandethicalactionsinbusinesscodes,akeyfactorinimplementinganycodeisanenvironmentthatencouragesemployeestoobservethecode（Benson,1989 and Kaptein,2004）.Valuesattheorganizationallevelareinfluencednotonlybythecontentofeachorganization'srespectivebusinesscode,butalsobytheprocessthroughwhichthecodeisestablishedandinstitutionalized（Kaptein,2004）.Withoutclearexpressionregardingtheextenttowhichthebusinesscodedenotesactualethicalbehavior,implementationcanbeinfluencedbyacorporatedesiretobepoliticallycorrectortomeetminimumregulatorystandards（Sekerka,Bagozzi,&Chamigo,2009）.

Twodecadesago,Nash（1991）declaredthatthetopicofbusinessethicsandtheneedformanagerialguidanceonethicaldecision-makingwouldbeongoing.Despitecontinuedefforts,managerialbehaviorreflectingunethicalpracticeshasactuallybecomemorefrequent（Tepper,2010）.Interestinthepracticeofworkplacevalueshasbeenheightenedbymajorbusinessscandalsandethicalexecutivelapsesthathaveviolatedthepublictrust（e.g.,Enron,WorldCom,AIGInsurance,FannieMae）.Theseeventsindicatethatbusinessleadershavenotaccuratelyaddressedexpectedethicalbehaviorintheworkplace,yetvaluesareclaimedtopermeateandinfluenceeverystageofthebusinessprocess（Humbleetal.,1994）.

Whilevaluesaregenerallyfoundtoimpactorganizationalpracticessuchascommitmentbymanagers（Posner,Kouzes,&Schmidt,1985）orjobperceptions（O’Reilly,Chatman,&Caldwell,1991）,specificinfluencesandfindingsareinconclusive（Agle&Caldwell,1999）becausemeasurementofvalueshasbeendifficult（Ravlin&Meglino,1987b）andvalueshavemultipleeffectssimultaneously（Agle&Caldwell,1999）.

3.Currentvaluepractices

Today,managerialactionsanddecisiontechniquesincreasinglycrossnationalbordersandculturalboundaries（Bowring,1993 and ChoyandLee,2009）.Changesininternationalmarketshaveledtoanexplosionofcorporationswithglobaloperations,andsubsequentlytheneedforaglobalmodelofinternationalbusinessethics（Asgary&Mitschow,2002）andinternationalbusinesscodes（Kaptein,2004）.Companiesthatoperateacrossbordershavetraditionallybroughtthecultureandhistoryoftheirhomeoperationsintotheinternationalarena（Holden,2001）.Morerecently,theemploymentoflocalandforeignstaffhastransformedthedemographicprofileofthemultinationalcorporation（MNC）workforceintoonecharacterizedbymulticulturalismanddiversity.Thisdemographicchangehashadsignificantimplicationsformanagementpracticesbecauseoftheinteractionofemployeebehaviorandvalues（Choy,2007 and ChoyandLee,2009）.Thus,today'scorporateculturesconsistofhistoricalworkvalues（Holden,2001）,thevaluesandbeliefsofmulticulturalmembersoftheworkteam（Choy&Lee,2009）,andtheorganizationalvisionsforfuturesuccess（Humbleetal.,1994）.Yet,ethicseducationandethicstraininginmultinationalorganizationscontinuetofocusonregulationsandenforcingcompliance（Sekerkaetal.,2009）,ratherthandeterminingandengagingcommonvaluesandbeliefs.Whileinternationalbusinessleadersrecognizethatdefiningandimplementingcorporateworkvaluesisatoppriority,andavitalinfluenceontheethicalcultureoftheglobalorganization（Humbleetal.,1994）,littlehasbeendonetomakeworkvaluesoperativeatapracticallevel.

TheimportanceofclearcorporatevaluestobusinesssuccessalsoresonateswithMNCbusinessleadersbecausethecultureonwhichvaluesarebasedisseenasavitalinfluenceonstrategyimplementation（Humbleetal.,1994）.Organizationsandfirmsthataligntheirbusinessstrategieswithstrongworkvaluesinverydeliberate,explicit,andregularwayscanclarifytheethicallevelofexpectedbusinessactionsforaglobalworkforce（DeGeorge,1993）andmovemulticulturalorganizationstowardsuccess（Humbleetal.,1994）.Therecentbusinessfascinationwithstrategy,visioning,andchangeunfortunatelyfedthemistakenbeliefthatdevelopingexactlytherightstrategywouldenableacompanytocompetegloballywithoutregardtodiverseMNCvaluesandpractices.Tocompeteeffectively,plansneedtobeexecuted,andaneffectivewaytoexecutetheplanistogetpeopleonthesamebehaviorpatternbaseduponcommonvalues（Humbleetal.,1994）.However,managerialpracticeshavenotbeenfoundtoaddresstheinteractionsofmultinationalemployeebehaviors,attitudes,orvalues（Choy,2007）.Manyoftoday'sbusinessleadersdonotknowhowtoapproachvaluestoaddressexecutingabusinessplaninaninternationalenvironment.

4.Valuesinoperationatwork

Valuesinacollectivestatewithinsocieties,orterminalvalues,aredesirableend-statesofexistenceforhumankindthatmanifestthemselvesinthecollectivegood;suchaseq