Search

The objective of this paper is to examine the ' Code of Ethics Quality' ( CEQ) in the largest companies of Australia, Canada and the United States. For this purpose, a proposed CEQ construct has been applied. It appears from the empirical findings that while Australia, Canada and the United States are extremely similar in their economic and social development, there may well be distinct cultural mores and issues that are forming their business ethics practices. A research implication derived from the performed research is that the construct provides a selection of observable and measurable elements in the context of CEQ. The construct of CEQ consists of nine measures divided into two dimensions (i.e. staff support and regulation). They should not be seen as a complete list. On the contrary, it is encouraged that others propose and elaborate revisions and extensions. A practical implication of this paper is a structure of what and how to examine the CEQ in a managerial setting. It may assist companies in their efforts to establish, maintain and improve their ethical culture, norms and beliefs within the organization and supporting them in their ethical business practices with different stakeholders in the marketplace and society. The dimensions and measures of the construct may be used as a frame of reference for further research. They may be useful and applicable across contexts and over time using similar samples when it comes to large companies, as small- or medium-sized ones may not have considered all areas nor have the elements in place. This is a research limitation, but it provides an opportunity for further research. [ABSTRACT FROM AUTHOR]

How much ownership is enough to exert strategic control over partners in the global marketplace? Top management frequently will attempt to have strategic influence over partners when it comes to the strategic direction of the organization. The question becomes, 'what gives one partner control over another, and where does that power come from in the relationship?' This research examines the issue of strategic control in organizations in Australia and the United States to determine how to control global relationships. The research found that: (1) ownership is positively related to the degree of strategic control; (2) directness of ownership is positively related to the degree of strategic control; (3) dispersion is negatively related to the degree of strategic control; (4) board membership is positively related to the degree of strategic control; and (5) strategic control between U.S. and Australian organizations/relationships is different. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]