商业管理中的价值观英文文献翻译3700多字.docx

1、商业管理中的价值观英文文献翻译3700多字文献出处 ：Williams S L. Engaging values in international business practice J. Business Horizons, 2015, 54(4): 315-324.原文Engaging values in international business practiceSandra L. Williams1. IntroductionManagers and business leaders constantly face professional decisions that have e

2、thical implications related to organizations, employees, and customers (Tepper, 2010). As organizations expand and conduct business globally, those decisions affect a broader marketplace and a more diverse employee population. On what basis can managers make professional decisions that honor diverse

3、 cultures, yet uphold ethical business standards? How can managers know what is right? What professional standards can be referenced when ethical decisions are not clear-cut? Recent changes in international markets and networking technology have led to an explosion of corporations with global operat

4、ions (Asgary & Mitschow, 2002). The need for global guidance on ethical business practices has grown commensurately. This article suggests the engagement of workplace values as a practical guide to ethical decisions by managers. Examples of individual managers perspectives on workplace values within

5、 multinational business settings are provided. Also outlined is a process for determining, adopting, and reinforcing workplace values for managers operating in diverse business organizations.2. Prior research advances understanding of work valuesOver the last 25 years, research has significantly inc

6、reased our understanding of individual workplace values (Agle & Caldwell, 1999), and there continues to be research interest in the role values play for persons and organizations (Agle and Caldwell, 1999andFallding, 1965; Mumford, Helton, Decker, Shane Connelly, & VanDoorn, 2003). Workplace values h

7、ave identifiable importance because they determine, regulate, and modify relations between individuals, organizations, and institutions (Agle & Caldwell, 1999). In particular, discernible research progress has been made to more clearly define and understand both individual work values (Meglino et al

8、., 1989, Meglino et al., 1991, Ravlin and Meglino, 1987a, Ravlin and Meglino, 1987bandRavlin and Meglino, 1989) and the values an individual employee holds (Conner & Becker, 1979). Individual work values have been found to influence job satisfaction (Meglino et al., 1989), organization commitment by

9、 individuals (Posner & Schmidt, 1993), and satisfaction with a leader (Meglino et al., 1991). Work values as useful ethical decision-making criteria at the individual level and in guiding ethical behavior choice (Akaah and Lund, 1994andSinghapakdi and Vitell, 1993), particularly a managers decisions

10、 of integrity (Mumford et al., 2003), have also been identified.At the organizational level, culture has long been recognized as closely related to values (Agle and Caldwell, 1999, Conner and Becker, 1979, Deal and Kennedy, 1982andGoshal and Bartlet, 1997). Schein (1985) discussed organizational cul

11、ture as the existence of shared meanings, beliefs, and values, with values at the core; further, Tichy (1982) defined organizational culture as shared values. Work values that are shared by employees have been linked to organizational performance (Deal and Kennedy, 1982andHambrick and Brandon, 1988)

12、, organizational commitment (Posner & Schmidt, 1993), and organizational strategy (Humble, Jackson, & Thomson, 1994). Waddock, Bodwell, and Graves indicated that “interest in corporate social responsibility, sustainable business practice, corporate governance, business ethics, and compliance managem

13、ent has grown markedly in the past decade” (Kaptein, 2004, p. 13). Corporations have acknowledged the need to pay greater attention to the norms, values, and principles of their workplaces in order to achieve social responsibility recognition and sustainability. Research suggests that, as Agle and C

14、aldwell (1999) indicate from their review of literature on the subject, work values continue to be an important construct not only in understanding the organizational contexts of the past, but also in influencing the development of the organizational forms of the future.Corporate values and the corp

15、orate expectations of managerial and employee conduct can be expressed in a policy document identified as a corporate code of ethics (Cressey & Moore, 1983), a code of conduct (White & Montgomery, 1980), or a business code (Kaptein, 2004). The latter defines the conduct a corporation expects of its

16、employees (Kaptein & Wempe, 2002) and clarifies the norms and values the organization upholds (Kaptein, 2004). In a study of the business codes of 200 multinational corporations, Kaptein (2004, p. 29) concluded that on paper, many companies “have an eye for responsible treatment sic along with the p

17、rinciples of values and norms that ground sound conduct,” but that the content of corporate business codes was highly varied. While organizations may explicitly state expected behaviors and ethical actions in business codes, a key factor in implementing any code is an environment that encourages emp

18、loyees to observe the code (Benson, 1989andKaptein, 2004). Values at the organizational level are influenced not only by the content of each organizations respective business code, but also by the process through which the code is established and institutionalized (Kaptein, 2004). Without clear expr

19、ession regarding the extent to which the business code denotes actual ethical behavior, implementation can be influenced by a corporate desire to be politically correct or to meet minimum regulatory standards (Sekerka, Bagozzi, & Chamigo, 2009).Two decades ago, Nash (1991) declared that the topic of

20、 business ethics and the need for managerial guidance on ethical decision-making would be ongoing. Despite continued efforts, managerial behavior reflecting unethical practices has actually become more frequent (Tepper, 2010). Interest in the practice of workplace values has been heightened by major

21、 business scandals and ethical executive lapses that have violated the public trust (e.g., Enron, WorldCom, AIG Insurance, Fannie Mae). These events indicate that business leaders have not accurately addressed expected ethical behavior in the workplace, yet values are claimed to permeate and influen

22、ce every stage of the business process (Humble et al., 1994).While values are generally found to impact organizational practices such as commitment by managers (Posner, Kouzes, & Schmidt, 1985) or job perceptions (OReilly, Chatman, & Caldwell, 1991), specific influences and findings are inconclusive

23、 (Agle & Caldwell, 1999) because measurement of values has been difficult (Ravlin & Meglino, 1987b) and values have multiple effects simultaneously (Agle & Caldwell, 1999).3. Current value practicesToday, managerial actions and decision techniques increasingly cross national borders and cultural bou

24、ndaries (Bowring, 1993andChoy and Lee, 2009). Changes in international markets have led to an explosion of corporations with global operations, and subsequently the need for a global model of international business ethics (Asgary & Mitschow, 2002) and international business codes (Kaptein, 2004). Co

25、mpanies that operate across borders have traditionally brought the culture and history of their home operations into the international arena (Holden, 2001). More recently, the employment of local and foreign staff has transformed the demographic profile of the multinational corporation (MNC) workfor

26、ce into one characterized by multiculturalism and diversity. This demographic change has had significant implications for management practices because of the interaction of employee behavior and values (Choy, 2007andChoy and Lee, 2009). Thus, todays corporate cultures consist of historical work valu

27、es (Holden, 2001), the values and beliefs of multicultural members of the work team (Choy & Lee, 2009), and the organizational visions for future success (Humble et al., 1994). Yet, ethics education and ethics training in multinational organizations continue to focus on regulations and enforcing com

28、pliance (Sekerka et al., 2009), rather than determining and engaging common values and beliefs. While international business leaders recognize that defining and implementing corporate work values is a top priority, and a vital influence on the ethical culture of the global organization (Humble et al

29、., 1994), little has been done to make work values operative at a practical level.The importance of clear corporate values to business success also resonates with MNC business leaders because the culture on which values are based is seen as a vital influence on strategy implementation (Humble et al.

30、, 1994). Organizations and firms that align their business strategies with strong work values in very deliberate, explicit, and regular ways can clarify the ethical level of expected business actions for a global workforce (DeGeorge, 1993) and move multicultural organizations toward success (Humble

31、et al., 1994). The recent business fascination with strategy, visioning, and change unfortunately fed the mistaken belief that developing exactly the right strategy would enable a company to compete globally without regard to diverse MNC values and practices. To compete effectively, plans need to be

32、 executed, and an effective way to execute the plan is to get people on the same behavior pattern based upon common values (Humble et al., 1994). However, managerial practices have not been found to address the interactions of multinational employee behaviors, attitudes, or values (Choy, 2007). Many

33、 of todays business leaders do not know how to approach values to address executing a business plan in an international environment.4. Values in operation at workValues in a collective state within societies, or terminal values, are desirable end-states of existence for humankind that manifest themselves in the collective good; such as eq