U.S. CEOs of SBUs in Luxury Goods Organizations: A Mixed Methods Comparison of Ethical Decision-Making Profiles
This study involved using a mixed method research design to examine the moral philosophy difference between the ethical decision-making process of CEOs in U.S.-led and non-U.S.-led within the luxury goods industry. The study employed a MANOVA to compare the ethical profiles between the two leader ty...
| Main Author: | |
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| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Springer
2018
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| In: |
Journal of business ethics
Year: 2018, Volume: 149, Issue: 2, Pages: 443-518 |
| Further subjects: | B
Responsible Leadership
B cross-cultural differences B Moral Development B Corruption B Business Ethics B MNC characteristics B Leadership ethical leadership B Anti-corruption legislation B Luxury goods B Ethical decision making B Ethics B The luxury experience B Unethical and corrupt behavior causes B moral philosophies B Conscious capitalism B The luxury strategy B Value |
| Online Access: |
Volltext (lizenzpflichtig) |
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| 520 | |a This study involved using a mixed method research design to examine the moral philosophy difference between the ethical decision-making process of CEOs in U.S.-led and non-U.S.-led within the luxury goods industry. The study employed a MANOVA to compare the ethical profiles between the two leader types (US and non-US led) and a phenomenological qualitative process to locate themes that give indication as to the compatibility of the luxury strategy values and practices with the principles and concepts of responsible leadership and conscious capitalism. As the luxury goods industry is facing the first slowdown since 2000, pressure to achieve sales targets in the U.S. to make up for losses in other markets will place these CEOs under extreme pressure from their headquarters. These leaders must possess the ethical decision-making capability to balance legal and moral dilemmas unique to multinational luxury goods organizations while delivering business results in a challenging environment. Results of the study show no evidence of difference in the ethical decision-making profiles between the two groups of leaders. The themes and emergent findings resulting from the qualitative analysis indicate a profound incompatibility between the values informing decision-makers using the luxury strategy and those employed by leaders operating within the principles and parameters of responsible leadership and conscious capitalism. Recommendations for future research include replicating the study with a larger sample, within a different geographic region or comparing leaders using the luxury strategy to those using conscious capitalism. | ||
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| 650 | 4 | |a Leadership ethical leadership | |
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| 650 | 4 | |a The luxury experience | |
| 650 | 4 | |a The luxury strategy | |
| 650 | 4 | |a Luxury goods | |
| 650 | 4 | |a MNC characteristics | |
| 650 | 4 | |a cross-cultural differences | |
| 650 | 4 | |a Unethical and corrupt behavior causes | |
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| 650 | 4 | |a Moral Development | |
| 650 | 4 | |a Ethical decision making | |
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| 650 | 4 | |a Value | |
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