Kerry Pedigo

International Ethical Dilemmas Confronting Australian Managers: Implications for the Training and Development of Employees Working Overseas

Globalisation has seen diverse cultures becoming increasingly entwined and interdependent as business organisations operate in a borderless world. When organisations operate internationally they often find that countries differ in what is considered wrong or right. The objectives of the research were to identify cross‐cultural ethical dilemmas confronting Australian managers, and explore the strategies they utilise in dealing with those dilemmas in their international operations. The study raises the questions of whose ethics should be applied, and whether a set of universal ethical norms should be or can be developed. The discussion emanating from such questions also raises important issues for the training and ongoing management of employees undertaking business in the international environment. A total of 70 Australian managers from the mining, textile and information technology industries participated in this research, representing a cross‐section of Australian industry groups from the primary, secondary and tertiary sectors undertaking business in the international arena. The research utilised a conceptual framework that emerged from the moral philosophies represented in the international business arena Thr research utilised a conceptual framework that emerged from the moral philosophies represented in the international business arena, namely ethical relativism (Bowie 1996; Kohls & Buller 1994; Bowie & Duska 1990; Dobson 1990) imperialism (Gopalkrishnan 2001; Donaldson 1996b; De George 1993) and universalism (Beauchamp & Bowie 2001; Donaldson 1996b).

Dilemmas and dictates: managers tell their stories about international business ethics

Explores the nature and type of ethical dilemmas experienced by western Australian managers engaged in import/export operations. Highlights the strategies used by these managers in terms of what can be done to resolve ethical conflicts in subsequent cross‐cultural business activities. Employs a qualitative research method, the critical Incident Technique, to provide a rich and powerful picture of the challenges and strategies found. Generates a matrix which brings together the manager’s recommendations on essential ethical actions and practices with particular ethical problems.

What’s Happening in Your Neighborhood? An Experiential Exercise for Teams

This article describes an interactive experiential group problem-solving exercise. It has had considerable impact on students’ understanding of team function and membership. It enables them to learn, in a practical and unforgettable manner, that effective teams have certain key characteristics. The main feature of the exercise is that students must depend on each other for information. Without everyone’s contribution, the problem remains unsolved. Usual problem-solving methods are inadequate, creativity is essential—and it is great fun! The exercise gives students a means of measuring the effectiveness of their own group processes, and acts as a motivator in further developing the groups and teams to which they belong.

Australian managers' experience of global human rights issues

Purpose – The purpose of this paper is to explore the experiences of Australian managers in relation to human rights issues and corporate responsibility inherent in their international business operations.Design/methodology/approach – The paper reports findings from a qualitative research study; data were gathered from 70 face‐to‐face interviews with managers in the mining, textile and information technology industries who conducted international operations. The research method used was the critical incident technique, allowing interviewees to recall their observations and anecdotes in dealing with their perceived ethical dilemmas when operating offshore.Findings – Human rights issues represented a serious dilemma for the Australian managers participating in this research. Findings in this study suggest that such issues, and resultant perceived dilemmas around their management, included child labour, hazardous working conditions, discrimination and exploitation of workers. The issues present self‐reported...