Academic literature addressing the topic of business ethics has paid little attention to cross-cultural studies of business ethics. Uncertainty exists concerning the effect of culture on ethical beliefs. The purpose of this research is to compare the ethical beliefs of managers operating in South Africa and Australia. Responses of 52 managers to a series of ethical scenarios were sought. Results indicate that despite differences in socio-cultural and political factors there are no statistically significant differences between the two groups regarding their (...) own ethical beliefs. Results thus support the view that culture has little or no impact on ethical beliefs. (shrink)

We conceptualise a framework that incorporates psychological and non-psychological factors influencing pro-environmental behaviour. We conducted qualitative investigations in five sectors in South Africa, where individuals and groups are dealing with significant environmental issues, including climate change, biodiversity loss and land-use change. We found three fundamental elements necessary for behavioural change to be realised: awareness (A) is defined as an understanding that society and earth systems are connected; motivation (M) involves the personal and operational drivers that encourage an individual or organisation (...) to respond to new levels of awareness; and pathways (P) recognise the practical solutions and opportunities that facilitate actual change. AMP was built up from thirty-eight variables that cut across between three and five of the case studies, which were further grouped into fourteen categories. The inter-connectedness of AMP suggests that for pro-environmental behaviour to occur, attention cannot be focused on satisfying one of the elements in isolation. This is the first attempt to integrate theory from social psychology, sociology, organisational theory and management in a conceptual framework for pro-environmental behaviour. The AMP framework is useful for supporting practitioners or change-agents designing environmental sustainability initiatives. (shrink)

This paper examines the issue of ethics policy in organizations. While the actions of top management may be the single most important factor in fostering corporate behaviour of a high ethical standard, there should be policy where policy is needed. The perceptions of three managerial groups — top- marketing- and purchasing managers — are compared regarding firstly, whether they see a need for policy on a range of ethically contentious issues, and secondly whether they believe there is policy covering these (...) issues in their own organizations. No significant differences between the three groups of managers were found, either with regard to their perceptions of needs for policy, or as far as the existence thereof is concerned. However, an overall comparison of need for policy and the existence of policy showed a significant difference on the scenarios presented to respondents. Furthermore, the study identifies grey areas of ethics in business where managers believe policy is needed, but is not perceived to exist. The use of an ethics policy matrix in organizations is suggested as a practcial tool for the examination of ethically contentious issues. (shrink)