Managers in Peru, South Africa, and the United States were classified into four groups along Singhapakdi et al. (J Bus Ethics 15:1131–1140, 1996) Perceived Role of Ethics and Social Responsibility (PRESOR) scale. In Peru and the United States, individuals in the ethics and social responsibility first category reported greater satisfaction with organizational performance than did those in the profits first category. Moral capitalists—individuals who report high emphases on both social responsibility and profits—reported the highest satisfaction with performance in the United (...) States. Managers in the United States are more likely than their counterparts in Peru and South Africa to reject the mutual exclusivity of prioritizing social responsibility and profits simultaneously. Directions for future research are outlined. (shrink)

Today, capitalism is in question, as the 2013 Academy of Management conference theme claimed. Many view business skeptically because they see capitalism as incompatible with ethics. The same problem pervades the business ethics education classroom. Business ethics can be taught in a way that demonstrates that economics and ethics are compatible and are integrated most directly in the function of management. This essay provides an overview of Ayn Rand’s philosophy as an alternative to current conventions but largely consistent with approaches (...) such as virtue ethics and conscious capitalism. The essay concludes with challenges to teaching Objectivism in business schools. (shrink)

This article describes the development and validation of a scale specifically designed to measure one's propensity for Objectivism. The scale developed in this article assesses metaphysics, epistemology, ethics, and politics. A three-stage process of scale development results in a multidimensional scale that largely supports Rand's original conception of the construct in the United States and Lithuania. Several challenges are identified, including problems with select items referencing specific political preferences and addressing notions of a higher being. Prospects for future research are (...) identified, including tests for associations between Objectivism and individual factors such as leadership style, organizational commitment, and job performance. (shrink)

Strategic managers today are faced with five critical judgment calls when formulating strategies for their companies: (1) Approaching strategy as an art or as a science, (2) publicizing the strategy or maintaining its secrecy, (3) seeking strategic consistency over the long term or maintaining flexibility, (4) embracing strategic risk or avoiding it, and (5) adopting a top-down or a bottom-up approach to strategic planning. This paper compares American and Mexican managers along these five areas. Findings suggest that conventional wisdom on (...) differences between American and Mexican managers in strategy formulation may not be true. Future research directions are also provided. (shrink)