A Study on the Relationship between Business Ethics and Job Satisfaction, and the Moderating Effect of Cross-Cultural Management - Compare to the Subsidiaries Companies of the U. K. and Japan MNE in Taiwan

Abstract

This article examined the relationship between business ethics and job satisfaction, and the moderating effects of cross-cultural management systems, as displayed among Taiwanese subsidiary companies of British and Japanese multinational enterprises (MNEs). A total of 550 managers from Taiwanese subsidiary companies of British and Japanese MNEs (150 British subsidiaries and 400 Japanese subsidiaries) were surveyed to understand corporate culture differences. The questionnaire response rate was 38.18% (232), with 210 usable for analysis. Our empirical results indicated that there was a positive relationship between enterprises that managers deemed to be ethical and their own job satisfaction. Also supported is the finding of the moderating effect of cross-cultural management on the relationship between business ethics and job satisfaction, an approach endorsed within ethics literature. The findings indicated that organizational leaders could integrate business ethic systems as a means to generate a favorable work environment which enhances organizational outcomes.