Comparative Analysis of Globalization of Three Modes of Business Perceptions: Transmoral, Transethical, and Translegal

Article excerpt

EXECUTIVE SUMMARY

This article assesses the potential of three modes of managerial perceptions as means for improving performance in a global corporation. Transmoral, transethical, and translegal characteristics are recognized as three determinants of how global managers think, decide, and behave, more or less rationally, emotionally, and sensationally in an international corporation. In global businesses, some decisions are similar from one home culture to another host culture, and in other cases, they are different. There is no unified way to do global business. There are similarities and differences in doing businesses. There are three objectives to be achieved in this article while discussing the challenge of these three modes of perceptions. First, it discusses the main motivational factors why normative moral behavior occurs in the international business through an individual's decision and action. Secondly, it analyzes the cognitivistic ethical judgments of how pluralistic decisions are made and actions occur on the basis of group religious faith and subcultural value systems. Thirdly, it discusses how translegal systems emerge and operate from home and host countries according to joint partnership of mutual legal aspirations. Finally, the article presents a model for creating and maintaining an empirical transmoral, transethical, and translegal cultures.

INTRODUCTION

Transmoral, transethical, and translegal principles for doing businesses in the contemporary complex global markets are viewed as the result of challenges in emphasizing more on acquisition of knowledge-wealth, competition, and newly upgraded technologies. Those corporations that understand the new international rules for doing business in a free world economy will prosper; those that cannot may perish (Mohrman and Mitroff, 1987: 37). A sense of prosperity inspires global corporations to appropriately search for opportunities those new socio-multicultural considerations to be explored. The basic perception is that instant reform in the global multicultural business consideration is emerging. Ethical and moral philosophies of global businesses mandate corporations to become legitimate not simply because they are efficient, effective, and productive, but also because they represent holistic worldwide accountable entities to humanity. Today global enterprise leaders who act together can do more than anyone could do singly for the goodness of humanity.

While global business challenges must competitively be met by international managers, they need to be concerned about stability, survival, and profitability of their corporations. This article focuses on three modes of global transmoral codes of behavior, transethical codes of conducts and translegal managerial social responsibility and accountability. More specifically, this article will (1) analyze some immoral, unethical, and illegal motives of top international managers, (2) highlight the importance of global moral, ethical, and legal corporate responsibilities, (3) to establish a holistic moral, ethical, and legal climate within the global markets, (4) present a new model for creating and maintaining a moral, ethical, and legal global multicultural economy.

THE NEW GLOBAL BUSINESS IMAGE

It is now a commonly accepted truism that global businesses are more than international entities engaged in manufacturing and selling products and/or rendering services to customers for making profit. It is, also, perceived that global enterprises are holistic embodiments of multicultural values and beliefs of different stakeholders who shape their existence. More particularly, global businesses are synergistic expressions of those who have offered their resources and efforts to conduct their business affairs within and beyond home and host countries. Global enterprises provide products and services for consumers for receiving fees. Furthermore, global businesses are expendable and successful - at best because of different cultural perceptions ~ can always slip out of hand (Parhizgar, 1999: 43). …

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