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Research

In collaboration with faculty at the University of St. Thomas, other academic institutions and other organizations, the Center commissions and performs research into critical aspects of the creation of ethical business cultures.

Current research initiatives include:

Characteristics of Ethical Business Cultures

Alexandre Ardichvili, Ph.D. - James A. Mitchell - Douglas Jondle, Ph.D.

Abstract: The purpose of this study was to identify general characteristics attributed to ethical business cultures by executives from a variety of industries. Our research identified five clusters of characteristics:

  • Mission- and Values-Driven
  • Stakeholder Balance
  • Leadership Effectiveness
  • Process Integrity
  • Long-term Perspective

We propose that these characteristics can be used as a foundation of a comprehensive model that can be engaged to influence operational practices in creating and sustaining an ethical business culture.

Published in the Journal of Business Ethics (2009 - 85:445-451).

For more information about this research initiative, please contact Doug Jondle, Ph.D. at . 

Dimensions of Ethical Business Cultures: Comparing Data from 13 Countries of Europe, Asia, and the Americas

Alexandre Ardichvili, Ph.D. - Douglas Jondle, Ph.D. - Brenda Kowske, Ph.D.

Abstract: This paper reports the results of a survey-based study of perceptions of ethical business practices in 13 countries of Europe, Asia, and the Americas. Responses from more than 23,000 managers and employees were analyzed using multivariate analysis of variance and post-hoc comparisons, aimed at identifying homogenous sets of countries. Anglo countries (US, UK, Australia, and Canada) clustered together, and were joined by India in most cases. Japan and Italy formed a homogenous subset significantly different from all other countries. Countries of continental Europe, China, Mexico, and Brazil formed various mid-range groupings. The paper discusses some salient differences between groups of countries and presents implications for human resource development (HRD) practice and research.

Published in the Human Resource Development International (Vol. 13, No. 3, July 2010, 299–315).

For more information about this research initiative, please contact Doug Jondle, Ph.D. at . 

Ethical Business Cultures: A Literature Review and Implications for HRD

Alexandre Ardichvili, Ph.D. - Douglas Jondle, Ph.D.

Abstract: This literature review identifies characteristics of ethical business cultures, describes factors, considered to be important in developing such cultures, describes current practices of developing ethical culture programs, and discusses the role of HRD in developing ethical business cultures. We argue that ethical thinking and behavior can be learned and internalized as a result of work-based interpretive interactions, and this learning process constitutes an important part of organizational learning. Therefore, to help the organization develop an ethical culture, HRD needs to play a key role in several interrelated activities which include: culture change efforts, focused on the creation of conditions, conducive to ethical behaviors; creation of a dynamic program of ethical training for employees on all levels of the organization; and development of up-to- date codes of ethics.

Published in the Human Resource Development Review (Volume 8, Issue 2).

For more information about this research initiative, please contact Doug Jondle, Ph.D. at . 

Multi-cultural Ethical Analysis

Partnering with CEBC Fellow Alexandre Ardichvili, Ph.D. and Kenexa, an international survey research consulting firm, the Center is conducting a multi-part research project that:

Phase 1: Dimensions of Ethical Business Cultures: Comparing Data from 13 countries of Europe, Asia, and the Americas

  • Abstract: This paper reports the results of a survey-based study of perceptions of ethical business practices in 13 countries of Europe, Asia, and the Americas. Responses from more than 23,000 managers and employees were analyzed using multivariate analysis of variance and post-hoc comparisons, aimed at identifying homogenous sets of countries. Anglo-Saxon countries (US, UK, Australia, and Canada) clustered together, and were joined by India in most cases. Japan and Italy formed a significantly different from all other countries homogenous subset, while countries of continental Europe, China, Mexico, and Brazil tended to form various mid-range clusters, different from the above two groupings. The paper discusses some salient differences between country groupings, and presents implications for HRD practice and further research.

Phase 2: Explores the relationship of ethical cultures within the BRIC countries.

  • Abstract: This study focuses on managers’ and employees’ perceptions of ethical business practices in their organizations, and explores whether these perceptions are similar or different in four largest developing countries, commonly referred to as BRICs (Brazil, Russia, India, and China). We compared the data on BRICs with data obtained in G7 countries (Canada, France, Germany, Japan, Italy, UK and the USA). We used data collected from more than 15,000 managers and employees of business organizations as part of the 2009 WorkTrends™ survey of work-related attitudes and behaviors, conducted by the Kenexa Research Institute. The study demonstrated that there were significant differences among BRICs countries, with respondents from India and Brazil providing more favorable ethics ratings than respondents from China and Russia. Overall, India, the US and Brazil exhibited the highest mean scores, and there was no simple dichotomy between BRICs, as a group, and G7. Codes: P-2, P-7; A-9; A-15; M-6.

Phase 3: Explores the correlations between ethics and select business functions.

For more information about this research initiative, please contact Doug Jondle, Ph.D. at .