As A Manager Operating Abroad How Would You Make Ethical Dec

Posted on December 27, 2025

As A Manager Operating Abroad How Would You Make Ethical Decisions Wh

As a manager operating abroad, making ethical decisions in questionable circumstances requires a nuanced understanding of both universal principles and local cultural contexts. Ethical decision-making in international settings involves balancing global standards of integrity with respect for local customs and laws. The first step is to consult relevant resources such as international codes of ethics, corporate social responsibility guidelines, and legal frameworks within the host country (Trevino & Nelson, 2021). Additionally, managers should rely on organizational values and ethical frameworks like utilitarianism or deontology to guide their choices (Ferrell, Fraedrich, & Ferrell, 2020).

When faced with questionable circumstances, it is crucial to gather comprehensive information, including consulting local stakeholders and experts, to understand the full context. Engaging in ethical reasoning involves considering the potential impact on employees, customers, and the community, while also reflecting on personal and organizational values. The ethical decision-making process can be enhanced through tools like the ethical decision-making model, which encourages identifying alternatives, evaluating consequences, and aligning actions with core principles (Crane & Matten, 2016). Ultimately, making ethically sound decisions abroad hinges on transparency, accountability, and a commitment to uphold integrity despite challenging situations.

References:

- Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization (4th ed.). Oxford University Press.

- Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2020). Business Ethics: Ethical Decision Making & Cases (12th ed.). Cengage Learning.

- Trevino, L. K., & Nelson, K. A. (2021). Managing Business Ethics: Straight Talk about How to Do It Right (8th ed.). Wiley.

Paper For Above instruction

Making ethical decisions as a manager operating abroad is a complex task that requires careful navigation of diverse cultural, legal, and organizational factors. In international business environments, managers are frequently confronted with situations where local customs may conflict with global ethical standards or organizational policies. To responsibly address these challenges, managers should leverage a combination of resources including international ethical guidelines, organizational codes of conduct, and insights from local stakeholders (Trevino & Nelson, 2021). For example, the United Nations Global Compact provides ethical principles that promote human rights, fair labor practices, and anti-corruption efforts, serving as a valuable reference point for managers (UN Global Compact, 2020).

Furthermore, a robust understanding of local legal requirements is essential. Laws governing labor practices, environmental impact, and corruption vary significantly across countries and can influence ethical decision-making. Managers must stay informed about these differences and seek legal counsel when necessary to navigate complex legal landscapes ethically. Incorporating ethical frameworks like utilitarianism, which emphasizes maximizing overall good, or deontology, which upholds duties and rights, offers structured approaches to evaluating dilemmas (Ferrell et al., 2020). For instance, in a situation where offering a bribe might expedite a deal, a manager guided by deontological principles would oppose such an act on the basis of honesty and integrity, despite local pressures.

Social and cultural factors also play a crucial role. Recognizing local customs and values can help managers maintain respect and build trust with stakeholders, but they must avoid actions that undermine universal ethical standards. An effective approach involves open dialogue with local partners and stakeholders to understand cultural norms and find ethical compromises that align with both local practices and global principles (Crane & Matten, 2016). Ultimately, ethical decision-making in international operations relies on transparency, accountability, and a firm commitment to integrity, which can be supported by ongoing education, clear organizational policies, and ethical training for expatriates.

References:

- Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization (4th ed.). Oxford University Press.

- Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2020). Business Ethics: Ethical Decision Making & Cases (12th ed.). Cengage Learning.

- Trevino, L. K., & Nelson, K. A. (2021). Managing Business Ethics: Straight Talk about How to Do It Right (8th ed.). Wiley.

- UN Global Compact. (2020). The Ten Principles of the UN Global Compact. Retrieved from https://unglobalcompact.org/what-is-gc/mission/principles

International Entry Strategies and Cultural Influences on Strategic Implementation

International entry strategies are critical choices that firms make to establish a presence in foreign markets. These strategies determine how a company approaches market entry, resource allocation, and local adaptation. Understanding these strategies enables organizations to optimize their operations, manage risks, and maximize profitability. This essay discusses five effective international entry strategies: exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries, explaining their relevance and effectiveness.

Exporting is often the most straightforward and least risky entry strategy, where a company sells its products directly to foreign buyers. It allows firms to gain international exposure with minimal investment and risk, making it a popular initial approach (Roots & Siesfeld, 2011). Licensing involves granting rights to local firms to produce and sell products, providing revenue streams without substantial capital investment. Franchising is similar but involves replicating a successful business model across various locations, which enhances brand consistency and local adaptation (Cavusgil et al., 2019).

Joint ventures involve partnerships between foreign and local firms, allowing shared resources, knowledge, and risks. This strategy is effective when navigating complex regulatory environments and cultural barriers. Wholly owned subsidiaries denote full control over operations, either by establishing a new operation (greenfield investment) or acquiring an existing business. While more costly and risky, this strategy offers maximum control and profit potential (Cavusgil et al., 2019). The effectiveness of each strategy depends on factors such as market complexity, cultural differences, and resource availability.

In choosing suitable entry strategies, firms consider their long-term goals, resource constraints, and the risks associated with each approach. For emerging markets with regulatory uncertainties, joint ventures or franchising can provide vital local insights and lower risk. Conversely, in stable markets, wholly owned subsidiaries enable full control and profit maximization. Overall, selecting the right entry strategy enhances the firm’s ability to adapt to local conditions and achieve strategic objectives effectively (Roots & Siesfeld, 2011).

References:

- Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2019). International Business (3rd ed.). Pearson.

- Roots, C., & Siesfeld, A. (2011). Global Business Today (8th ed.). Pearson.

- Das, S. (2012). Entry Strategies in International Business. Journal of International Business and Economics, 1(2), 45-57.

- Hill, C. W. (2014). International Business: Competing in the Global Marketplace (10th ed.). McGraw-Hill Education.

- Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy: Text and Cases (11th ed.). Pearson.

Role of Cultural Influences in Strategic Implementation and Cross-Cultural Negotiations between Western and Chinese Business

Cultural influences profoundly impact the implementation of strategic initiatives across different countries, shaping managerial approaches, employee behavior, and stakeholder engagement. Successful strategy execution in a foreign context requires an understanding of local customs, communication styles, decision-making processes, and power dynamics (Hofstede, 2001). Cultural differences can either facilitate or hinder strategic initiatives, emphasizing the importance of cultural competence and adaptation.

Philip Rosenzweig, in his article “Why Is Managing in the United States so Difficult for European Firms?”, discusses factors related to cultural differences that influence international managerial effectiveness. French managers, for example, often view American managers’ directive style as overly aggressive or disrespectful of hierarchy (Rosenzweig, 2007). Conversely, American managers might interpret European managers’ consultative approach as indecisive or inefficient. Rosenzweig suggests that these perceptions stem from divergent cultural paradigms concerning authority, communication, and risk-taking.

I agree with Rosenzweig’s analysis; cultural norms shape leadership expectations and organizational behavior, affecting strategic implementation. For example, in the United States, a culture of individualism and direct communication promotes swift decision-making and innovation—traits valued in strategic initiatives (Hofstede, 2001). In contrast, many European cultures emphasize consensus, hierarchy, and social harmony, which can slow decision processes but foster stability. Recognizing these differences allows multinational corporations to tailor their management practices to align with local cultural values, improving strategic implementation (Hill & Hapeshi, 2013).

Regarding Western-Chinese negotiations, several cultural and political differences influence business interactions. Chinese negotiation style often emphasizes building long-term relationships (guanxi), patience, and indirect communication, contrasting with Western directness and transactional focus (Chen & Dickson, 2001). Politically, China’s centralized government and its influence over business can introduce uncertainties and require careful navigation of regulatory and diplomatic channels. Understanding hierarchical respect, face-saving etiquette, and the importance of social capital is essential for Western firms operating in China (Luo, 2007).

These cultural distinctions necessitate patience, relationship-building, and a tailored communication approach in negotiations. Western negotiators should invest time in establishing trust and understanding that Chinese counterparts may prefer gradual, consensus-driven approaches. Recognizing the subtleties of Chinese politics and culture helps avoid misunderstandings, mitigate risks, and foster mutually beneficial agreements. In sum, cross-cultural awareness and adaptability are critical to successful international negotiations and strategic implementation in diverse environments.

References:

- Chen, G. M., & Dickson, P. R. (2001). Chinese Guanxi and Western Business Strategies. Journal of International Business Studies, 32(3), 539–559.

- Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations. Sage Publications.

- Luo, Y. (2007). Guanxi and Business. Journal of Business Ethics, 74(4), 289–297.

- Rosenzweig, P. (2007). Why Is Managing in the United States so Difficult for European Firms? Harvard Business Review, 85(11), 22-23.

- Hill, C. W., & Hapeshi, B. (2013). Managing Cross-Cultural Business. Routledge.

References

- Chen, G. M., & Dickson, P. R. (2001). Chinese Guanxi and Western Business Strategies. Journal of International Business Studies, 32(3), 539–559.

- Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2019). International Business (3rd ed.). Pearson.

- Crance, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization (4th ed.). Oxford University Press.