The paper presents a comprehensive survey and critique of literature on human values and ethics in business across diverse cultures. According to the author, the key issue in this discourse is not about whose values and morality, but about what values and morality. The author argues for a holistic paradigm in this discourse, grounded in deep philosophy and drawing upon the spiritual values of humanism. The consumerist, market economy Western models of ethics cannot be the only answer to values issues (...) surfacing in the wake of increasing economic globalization. The most exciting thing about international business is that it offers the opportunity to discover the human values that resonate through all cultures.1 What is more ethical—considering all nations as if they were same or accepting different standards of behaviour in different contexts? (shrink)

The relevance of the guna theory to applications of Western management practice is seen in this paper as an insight holding capacity to guide managerial behaviour. In its essence, the guna theory depicts values which constitute human personality into a sattwa-rajas delineation of deepened understanding, giving direction to action and which, in turn, illustrates negative values likely to cause obstruction. For managers to appreciate this level of understanding, while simultaneously sensing those values which inhibit purposeful action, may be regarded as (...) containing strength in a more intuitive, subjective way than values of moral judgement adopted to guide managerial action in the West. As such, the guna theory has deep relevance in the face of egotistical, contractual or legal values, so often defining the parameters of Western management. (shrink)

Bottom of the Pyramid strategies recognize for the first time that global companies can contribute to the alleviation of worldwide poverty by adopting non-traditional and mostly non-Western models of business involvement. It is now widely accepted that poverty and hunger arise not because there are no goods or food, but because billions of people lack income to purchase them. It is also a common belief that the private sector can play a significant role in lifting the poor from the margins (...) of the market system. This would require strategic and mindset shifts in global companies leading to a very different path where their operations intersect with the greater good of communities, societies, and nations. Successful engagement in the untapped market space at the base of the global income pyramid calls for completely new capabilities, responsibilities, and values. Alliance building with local and non-traditional partners, promoting bottom-up solutions and understanding social sustainability are some of these new managerial challenges. This article reflects on some of the critical challenges of global companies and global managers in their strategic engagement at the BOP and explores how large firms can become involved in the pursuit of social capital acquisition and how new approaches of public–private partnerships in reformulating the profit-performance links, the downscaling of products or services without compromising their quality and integrity, the bridging of the information and infrastructure gap, educating, and empowering the poor, together with innovations through technological adaptations can be managed through the embracing of new mindsets. A number of frameworks are presented with a view to contributing to the debate and outlining new value objectives for global companies. (shrink)

This paper overviews the role of tradition in the structure, processes and behaviour of Chinese work organ izations. The traditional value frameworks combining Confucian, Taoist and Buddhist principles and prac tices had long been the surrogate of a well-defined legal structure in China. Social interaction based on the strong guanxi bonds dominates the managerial culture and such vehicles of social capital development are prerequisites of any substantive partnership building with China. The analysis presented in this overview attempts to explore the (...) reasons for relative underdevelopment of managerial autonomy and innovation, and the predominance of collective face and networking. It is suggested that there are a number of strengths in the Chinese traditions that may be helpful in the emerging managerial transitions, while pointing out areas where breaking with the past may be necessary. This paper signals the importance of more research in Asian management to alleviate the ethnocentric basis of Western-oriented mainstream management. (shrink)

How can a manager or an organization refine and enrich its global mindset orientation? A radically different frame of aligning people, strategy and purpose may be through the extension and enrichment of a global mindset rather than strategy or structure. This article explores the concept of global mindset from a new perspective and forwards a number of specific action frames for managers to reflect on. The article contends that the negative effects of contemporary globalization can only be overcome through the (...) enrichment of global vision of managers everywhere. As for applicability, the article argues that mindset development can only contribute to the sustainability of organizations and societies. (shrink)

Journal of Human Values, Volume 28, Issue 2, Page 164-166, May 2022. C. Panduranga Bhatta and Pragyan Rath, The Art of Leading in a Borderless World. New Delhi: Bloomsbury, 2020, 323 pp., ₹435. ISBN: 9389867193.