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How Do Power and Status Differ in Predicting Unethical Decisions? A Cross-National Comparison of China and Canada.

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Title: How Do Power and Status Differ in Predicting Unethical Decisions? A Cross-National Comparison of China and Canada.
Authors: Liu, Yongmei1 (AUTHOR), Chen, Sixuan1 (AUTHOR), Bell, Chris2 (AUTHOR), Tan, Justin2,3 (AUTHOR) jtan@schulich.yorku.ca
Source: Journal of Business Ethics. Dec2020, Vol. 167 Issue 4, p745-760. 16p. 1 Diagram, 5 Charts, 2 Graphs.
Subject Terms: *Corporate culture, Power (Social sciences), Ethical decision making, Social status, Organizational behavior
Abstract: This study examines the varying roles of power, status, and national culture in unethical decision-making. Most research on unethical behavior in organizations is grounded in Western societies; empirical comparative studies of the antecedents of unethical behavior across nations are rare. The authors conduct this comparative study using scenario studies with four conditions (high power vs. low power × high status vs. low status) in both China and Canada. The results demonstrate that power is positively related to unethical decision-making in both countries. Status has a positive effect on unethical decision-making and facilitates the unethical decisions of Canadian participants who have high power but not Chinese participants who have high power. To explicate participants' unethical decision-making rationales, the authors ask participants to justify their unethical decisions; the results reveal that Chinese participants are more likely to cite position differences, whereas Canadian participants are more likely to cite work effort and personal abilities. These findings expand theoretical research on the relationship between social hierarchy and unethical decision-making and provide practical insights on unethical behavior in organizations. [ABSTRACT FROM AUTHOR]
Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: How Do Power and Status Differ in Predicting Unethical Decisions? A Cross-National Comparison of China and Canada.
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  Data: <searchLink fieldCode="AR" term="%22Liu%2C+Yongmei%22">Liu, Yongmei</searchLink><relatesTo>1</relatesTo> (AUTHOR)<br /><searchLink fieldCode="AR" term="%22Chen%2C+Sixuan%22">Chen, Sixuan</searchLink><relatesTo>1</relatesTo> (AUTHOR)<br /><searchLink fieldCode="AR" term="%22Bell%2C+Chris%22">Bell, Chris</searchLink><relatesTo>2</relatesTo> (AUTHOR)<br /><searchLink fieldCode="AR" term="%22Tan%2C+Justin%22">Tan, Justin</searchLink><relatesTo>2,3</relatesTo> (AUTHOR)<i> jtan@schulich.yorku.ca</i>
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  Data: <searchLink fieldCode="JN" term="%22Journal+of+Business+Ethics%22">Journal of Business Ethics</searchLink>. Dec2020, Vol. 167 Issue 4, p745-760. 16p. 1 Diagram, 5 Charts, 2 Graphs.
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  Data: *<searchLink fieldCode="DE" term="%22Corporate+culture%22">Corporate culture</searchLink><br /><searchLink fieldCode="DE" term="%22Power+%28Social+sciences%29%22">Power (Social sciences)</searchLink><br /><searchLink fieldCode="DE" term="%22Ethical+decision+making%22">Ethical decision making</searchLink><br /><searchLink fieldCode="DE" term="%22Social+status%22">Social status</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+behavior%22">Organizational behavior</searchLink>
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: This study examines the varying roles of power, status, and national culture in unethical decision-making. Most research on unethical behavior in organizations is grounded in Western societies; empirical comparative studies of the antecedents of unethical behavior across nations are rare. The authors conduct this comparative study using scenario studies with four conditions (high power vs. low power × high status vs. low status) in both China and Canada. The results demonstrate that power is positively related to unethical decision-making in both countries. Status has a positive effect on unethical decision-making and facilitates the unethical decisions of Canadian participants who have high power but not Chinese participants who have high power. To explicate participants' unethical decision-making rationales, the authors ask participants to justify their unethical decisions; the results reveal that Chinese participants are more likely to cite position differences, whereas Canadian participants are more likely to cite work effort and personal abilities. These findings expand theoretical research on the relationship between social hierarchy and unethical decision-making and provide practical insights on unethical behavior in organizations. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
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  Data: <i>Copyright of Journal of Business Ethics is the property of Springer Nature and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1007/s10551-019-04150-7
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      – Code: eng
        Text: English
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        StartPage: 745
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      – SubjectFull: Corporate culture
        Type: general
      – SubjectFull: Power (Social sciences)
        Type: general
      – SubjectFull: Ethical decision making
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      – SubjectFull: Social status
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      – SubjectFull: Organizational behavior
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            NameFull: Chen, Sixuan
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            NameFull: Bell, Chris
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              Text: Dec2020
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              Y: 2020
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