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A summary of the luctures and powerpoints of Culture and Ethicsin Asian Business Relations for international business at avans Breda year 1 quarter 1.
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Culture and ethics in Asian business relationshipsWeek 2 part 1:
Ethics: a set of moral principles and values. (principes, waarden)
Ethical dilemma: a situation where values are in conflict with each other.
- Your values against each other.
- Your values against somebody else’s value.
Business ethics: the principles, norms and standards of conduct governing an individual or group.
Stakeholder theory: companies should create value for all stakeholders and not just shareholders.
You can approach a dilemma on 3 different ways:
1. Consequentialist theories/ utilitarianism: Focus on the consequences: The best decision has
the least harms and the most benefits. For example: You can choose who gets killed, 5
people or 1. You would probably choose 1 because that has the least harm.
+ Practical and already underlies business thinking.
- Difficult to evaluate all consequences and the right of minorities can be sacrificed.
2. Deontological theories: Focus on duties, obligations, principles: Ethical theory. What is the
right thing to do based on the principle you choose. Your choice is based on what you think is
right and not on the consequences. (honesty, promise keeping, fairness, rights, respect…)
3. Virtue ethics: Focus on integrity: You focus on the character, motivations and intentions
rather than the act. What do you want your reputation to be? What would my ethical role
model be? While making a choice you focus on how you are supposed to act. Are you going
to stay professional? You keep up the community standards.
8 Steps to Ethical Decision Making:
1 – Gather the facts
2 – Define the ethical issues
3 – Identify the affected parties
4 – Identify the consequences
5 – Identify the obligations
6 – Consider your character and integrity
7 – Think creatively about potential actions
8 – Check your gut
Week 2 part 2:
Influences on ethical awareness:
If peers agree with doing certain unethical behavior:, you are less likely to become aware of
the fact that your behavior is unethical.
If ethical language is used: for example, copying your manager’s signature is ethically wrong,
but if it is described as doing your manager a favor, you might be unaware of the fact that
this behavior is unethical.
If potential for serious harm: if the potential for serious consequences or harm is small, we
are less likely to be aware of the fact that our behavior is unethical, than when there are
potentially serious consequences.
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