0000000000424741

AUTHOR

Isabelle Maignan

showing 2 related works from this author

Ethical preferences for influencing superiors: A 41-society study

2009

With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables. Journal of International Business Studies (2009) 40, 1022–1045. doi:10.1057/jibs.2008.109

Economics and EconometricsStrategy and ManagementOrganizational cultureSample (statistics)International businesscross-cultural managementGlobal modelSDG 17 - Partnerships for the GoalsManagement of Technology and Innovationresponsabilità sociale d'impresaSettore SECS-P/07 - ECONOMIA AZIENDALEEconomicsRelational EnterpriseBusiness and International ManagementCSRHierarchybusiness.industryMultilevel model/dk/atira/pure/sustainabledevelopmentgoals/partnershipsPublic relationsGeneral Business Management and AccountingCorporate Social Responsibilityinfluence strategiesMultiple criteriaCorporate social responsibilitybusinessSocial psychologyJournal of International Business Studies
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The Differences in Values Between Managers of the European Founding Countries, the New Members and the Applicant Countries:

2007

Advocates for a social Europe are worried that the accession of ex-Eastern Bloc countries into the European Community would lead European corporations to emphasize a financial orientation rather than a societal orientation. We examined this question in a study of the values orientations of 3,836 managers in 16 countries representing established EU, new EU, and candidate EU country groups. Within-Europe managerial values convergence was found in a relatively high openness to change and low self-enhancement values. However, we found divergent values such that managers in established EU countries were more self-transcendent and less conservative than their counterparts in new EU and candidate …

Sustainable developmentFinanceEuropean communitybusiness.industryStrategy and Management05 social sciencesConvergence (economics)Eu countriesAccessionOrientation (mental)0502 economics and businessEconomicsOpenness to experienceCorporate social responsibility050211 marketingbusiness050203 business & managementEuropean Management Journal
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