Tiago

Business Horizons (2011) 54, 315—324

www.elsevier.com/locate/bushor

Engaging values in international business practice
Sandra L. Williams
College of Education, University of Illinois, 1310 S. Sixth Street, Champaign, IL 61820, U.S.A.

KEYWORDS
International business; Ethics; Cross-cultural; Work values; Organizational strategy

Abstract Managerial decisions and behaviors in the international business arena have ethical implications across cultures and countries. The need for ethics and core values in business practice has been heightened by continued business scandals and ethical managerial lapses that have violated public trust. Global businesses can offer practical guidance and set ethical examples for others to follow by establishing corporate values beyond written business codes. Four key work values (Honesty, Fairness, Concern of Others, and Achievement) known to be present in businesses across cultures, are put forth as a baseline start for multinational corporation leaders. Offered is a process for making the core values unique to an organization, and for adopting and training managers in the use of core values. Presented is evidence of managerial implementation of the core work values, and managers’ alignment of work values with organizational strategies. By addressing the values and principles of their workplaces, international businesses can achieve cross-cultural ethical practices, managerial alignment, and global social responsibility. # 2011 Kelley School of Business, Indiana University. All rights reserved.

1. Experiences, expectations, and workplace values
Managers and business leaders constantly face professional decisions that have ethical implications related to organizations, employees, and customers (Tepper, 2010). As organizations expand and conduct business globally, those decisions affect a broader marketplace and a more diverse employee population. On what basis can managers make professional decisions that honor diverse