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How do you climb the corporate ladder? A multi-regional analysis of the ethical preferences for influencing superiors

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dc.contributor.authorDavid A. Ralstonen_US
dc.contributor.authorCarolyn P. Egrien_US
dc.contributor.authorIrina Naoumovaen_US
dc.contributor.authorFlorian Wangenheimen_US
dc.contributor.authorPing Ping Fuen_US
dc.contributor.authorMaría Teresa De La Garza Carranzaen_US
dc.contributor.authorLaurie Miltonen_US
dc.contributor.authorTania Casadoen_US
dc.contributor.authorPrem Ramburuthen_US
dc.contributor.authorMahfooz Ansarien_US
dc.contributor.authorLiesl Riddleen_US
dc.contributor.authorHo Beng Chiaen_US
dc.contributor.authorIlya Girsonen_US
dc.contributor.authorMalika Richardsen_US
dc.contributor.authorIan Palmeren_US
dc.contributor.authorDavid M. Brocken_US
dc.contributor.authorArif Butten_US
dc.contributor.authorNarasimhan Srinivasanen_US
dc.contributor.authorMarina Dabicen_US
dc.contributor.authorArunas Starkusen_US
dc.contributor.authorVojko V. Potocanen_US
dc.contributor.authorHarald Herrigen_US
dc.contributor.authorTevfik Dalgicen_US
dc.contributor.authorHung Vu Thanhen_US
dc.contributor.authorPhillip Hallingeren_US
dc.contributor.authorFrancisco Castroen_US
dc.contributor.authorOlivier Furreren_US
dc.contributor.authorYong Lin Moonen_US
dc.contributor.authorChristine Kuoen_US
dc.contributor.authorMario Moltenien_US
dc.contributor.authorAndre Pekertien_US
dc.contributor.authorMoureen Tangen_US
dc.contributor.authorPaulina Wanen_US
dc.contributor.authorTomasz Lenartowiczen_US
dc.contributor.authorAna Maria Rossien_US
dc.contributor.authorIsabelle Maignanen_US
dc.contributor.authorRuth Mayen_US
dc.contributor.authorDonna Ledgerwooden_US
dc.contributor.authorMark Weberen_US
dc.contributor.authorWade Danisen_US
dc.contributor.authorAlan Wallaceen_US
dc.contributor.otherUniversity of Oklahomaen_US
dc.contributor.otherSimon Fraser Universityen_US
dc.contributor.otherThe University of Tennessee Systemen_US
dc.contributor.otherTU Dortmund Universityen_US
dc.contributor.otherChinese University of Hong Kongen_US
dc.contributor.otherInstituto Tecnologico de Celayaen_US
dc.contributor.otherUniversity of Calgaryen_US
dc.contributor.otherWestern Universityen_US
dc.contributor.otherUniversidade de Sao Paulo - USPen_US
dc.contributor.otherUniversity of New South Wales (UNSW) Australiaen_US
dc.contributor.otherUniversiti Sains Malaysiaen_US
dc.contributor.otherGeorge Washington Universityen_US
dc.contributor.otherNational University of Singaporeen_US
dc.contributor.otherUniversity of Westminsteren_US
dc.contributor.otherPennsylvania State Universityen_US
dc.contributor.otherUniversity of Technology Sydneyen_US
dc.contributor.otherBen-Gurion University of the Negeven_US
dc.contributor.otherLahore University of Management Sciencesen_US
dc.contributor.otherUniversity of Connecticuten_US
dc.contributor.otherJosip Juraj Strossmayer University of Osijeken_US
dc.contributor.otherAalborg University and Scholar at Centre for International Business and Economic Researchen_US
dc.contributor.otherUniverza v Mariboruen_US
dc.contributor.otherGrenoble Ecole de Managementen_US
dc.contributor.otherUniversity of Texas Systemen_US
dc.contributor.otherNational Economics Universityen_US
dc.contributor.otherMahidol Universityen_US
dc.contributor.otherUniversidade do Portoen_US
dc.contributor.otherRadboud University Nijmegenen_US
dc.contributor.otherSeoul National Universityen_US
dc.contributor.otherYuan Ze Universityen_US
dc.contributor.otherUniversita Cattolica del Sacro Cuoreen_US
dc.contributor.otherUniversity of Queenslanden_US
dc.contributor.otherLingnan University, Hong Kongen_US
dc.contributor.otherFlorida Atlantic Universityen_US
dc.contributor.otherClinica de Stress e Biofeedbacken_US
dc.contributor.otherINGen_US
dc.contributor.otherUniversity of Dallasen_US
dc.contributor.otherUniversity of North Texasen_US
dc.contributor.otherUniversity of Minnesota Systemen_US
dc.contributor.otherGeorgia State Universityen_US
dc.date.accessioned2018-06-21T08:13:10Z
dc.date.available2018-06-21T08:13:10Z
dc.date.issued2005-12-01en_US
dc.description.abstractWe investigate upward influence ethics in 35 societies. A global converging was found on the acceptability of different types of upward influence ethics. Differences among the regions, and societies within each region, as well as this overarching trend of consistency, were also found. Additionally, macro-level (economic wealth), as well as the micro-level (egalitarian commitment- conservatism), factors provide predictive power for this model. Thus, our findings provide evidence that a global model should be based on multiple-level variables.en_US
dc.identifier.citationAcademy of Management 2005 Annual Meeting: A New Vision of Management in the 21st Century, AOM 2005. (2005)en_US
dc.identifier.other2-s2.0-84889708246en_US
dc.identifier.urihttps://repository.li.mahidol.ac.th/handle/20.500.14594/16473
dc.rightsMahidol Universityen_US
dc.rights.holderSCOPUSen_US
dc.source.urihttps://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=84889708246&origin=inwarden_US
dc.subjectDecision Sciencesen_US
dc.titleHow do you climb the corporate ladder? A multi-regional analysis of the ethical preferences for influencing superiorsen_US
dc.typeConference Paperen_US
dspace.entity.typePublication
mu.datasource.scopushttps://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=84889708246&origin=inwarden_US

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