Business Ethics in Emerging Markets: Evidence from Mongolia
Based on a questionnaire survey, this study is the first to
systematically focus on Mongolian managers’ perceptions of BE. As such,
this paper (1) examines Mongolian managers’ views of BE, (2) compares
BE perceptions in Mongolia to those in the USA, Japan and Korea, and
(3) identifies differences and similarities between the four national groups.
We find that unethical practices exist and are quite common in Mongolia,
where nearly half of the respondents have experienced ethical conflicts
during their career. These conflicts mostly arose in relation to respondents’
superiors and colleagues and were related to fairness or discrimination.
The results indicate that in their (un)ethical decision-making, Mongolian
mangers are situational, but also place importance on the behaviour of their
superiors. Finally, situational questions revealed that unlike respondents
from the other three national groups, Mongolian managers do not see
a significant difference between their own BE attitudes and those of an
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