商业管理中的价值观英文文献翻译2015年3700多字
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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 practice Sandra L. Williams
1. Introduction Managers and business leaders constantly face professional decisions that have ethical 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 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 operations (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 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 values Over the last 25 years, research has significantly increased 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,
1999 and Fallding, 1965; Mumford, Helton, Decker, Shane Connelly, & VanDoorn, 2003). Workplace values have 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., 1989, Meglino et al., 1991, Ravlin and Meglino, 1987a, Ravlin and Meglino, 1987b and Ravlin 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 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, 1994 and Singhapakdi and Vitell, 1993), particularly a manager's decisions 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, 1982 and Goshal
and Bartlet, 1997). Schein (1985) discussed organizational culture 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,
1982 and Hambrick and Brandon, 1988), 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 management 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 Caldwell (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 corporate 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
