The authors argue that the time is ripe for national and corporate leaders to move consciously towards the development of global ethics. This papers presents a model of global ethics, a rationale for the development of global ethics, and the implications of the model for research and practice.

As transnational interactions increase, cross-cultural conflict concerning ethical issues is inevitable. This article presents a model for assisting decision makers in selecting appropriate strategies for addressing cross-cultural ethical conflict. A theoretical framework for the model is developed based on the literature on international business ethics and on conflict resolution. The model is illustrated through several case examples. Implications for future research and practice are discussed.

There is a rapidly growing interest in the topic of sustainability as it relates to long‐term business performance that optimizes the “triple bottom line”: economic, environmental, and social outcomes. This article articulates a multilevel conceptual model for executing a business strategy for sustainability primarily through the design and implementation of human resource management practices. The model builds on open systems theory, the resource based view of the firm, and the concept of line of sight to identify certain key organizational capabilities, (...) group competencies, and individual abilities and other characteristics that combine to drive organizational performance when pursuing a sustainability strategy. The article concludes with a discussion of implications of the model for theory, research, and practice. (shrink)

In this article, seven strategies for dealing with cross-cultural ethical conflict are described. Conflict situations are classified on the basis of centrality and consensus on the values involved, influence of the decision maker, and urgency. A contingency model suggests appropriate strategies for different situations. The model is applied to representative cases of cross-cultural ethical conflict.