How do you climb the corporate ladder? A multi-regional analysis of the ethical preferences for influencing superiors

Authors

• David A. RALSTON, University of Oklahoma, United States
• Carolyn P. EGRI, Simon Fraser University, Canada
• Irina NAOUMOVA, University of Tennessee, United States
• Florian WANGENHEIM, Universität Dortmund, Germany
• Ping Ping FU, Chinese University of Hong Kong, Hong Kong
• María Teresa DE LA GARZA CARRANZA, Instituto Tecnológico de Celaya
• Laurie MILTON, The University of Calgary; The University of Western Ontario
• Tania CASADO, University of São PauloFollow
• Prem RAMBURUTH, University of New South Wales
• Mahfooz ANSARI, University Science MalaysiaFollow
• Liesl RIDDLE, George Washington University
• Ho Beng CHIA, National University of Singapore
• Ilya GIRSON, University of Westminster
• Malika RICHARDS, Pennsylvania State University
• Ian PALMER, University of Technology-Sydney
• David M. BROCK, Ben-Gurion University
• Arif BUTT, Lahore University of Management SciencesFollow
• Narasimhan SRINIVASAN, University of Connecticut
• Marina DABIC, University of Osijek
• Arunas STARKUS, Centre for International Business and Economic Research-Vilnius
• Vojko V. POTOCAN, University of Maribor
• Harald HERRIG, ESC—Grenoble
• Tevfik DALGIC, University of Texas-Dallas
• Hung VU THANH, National Economics University
• Phillip HALLINGER, Mahidol University
• Francisco CASTRO, CEMPRE, Universidade do Porto
• Olivier FURRER, University of Nijmegen
• Yong Lin MOON, Seoul National University
• Christine KUO, Yuan-Ze University
• Mario MOLTENI, Catholic University of Milan
• Andre PEKERTI, University of Queensland
• Mo Lin, Moureen TANG, Lingnan University, Hong KongFollow
• Man Kei, Paulina WAN, Lingnan University, Hong KongFollow
• Tomasz LENARTOWICZ, Florida Atlantic University
• Ana MARIA ROSSI, Clinica De Stress E Biofeedback
• Isabelle MAIGNAN, ING Bank, Amsterdam, The Netherlands
• Ruth MAY, University of Dallas
• Donna LEDGERWOOD, University of North Texas
• Mark WEBER, University of Minnesota
• Wade DANIS, Georgia State University
• Alan WALLACE

Document Type

Conference paper

Source Publication

Academy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, AOM 2005

Publication Date

1-1-2005

Keywords

Cross-cultural, Ethical behaviors, Upward influence

Abstract

We investigate upward influence ethics in 35 societies. A global converging was found on the acceptability of different types of upward influence ethics. Differences among the regions, and societies within each region, as well as this overarching trend of consistency, were also found. Additionally, macro-level (economic wealth), as well as the micro-level (egalitarian commitment- conservatism), factors provide predictive power for this model. Thus, our findings provide evidence that a global model should be based on multiple-level variables.

DOI

10.5465/AMBPP.2005.18779161

Publisher Statement

Access to external full text or publisher's version may require subscription.

Additional Information

Paper presented at the 65th Annual Meeting of the Academy of Management (AOM 2005), 5-10 August 2005, Honolulu, Hawaii.

Full-text Version

Publisher’s Version

Language

English

Recommended Citation

Ralston, D. A., Egri, C. P., Naoumova, I., Wangenheim, F., Fu, P. P., De La Garza Carranza, M. T., ... Wallace, A. (2005). How do you climb the corporate ladder? A multi-regional analysis of the ethical preferences for influencing superiors. In Academy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, AOM 2005. doi: 10.5465/AMBPP.2005.18779161