Question 5: Culture and Conflict in Organizational Integrity.

These works contributed significantly to the development of the Organizational Integrity approach. Arranged by importance to the topic rather than alphabetically or chronologically, they-and other works-may be secured through this site in association with Amazon.com.

Culture defined: Culture affects ethics and policy on many levels. On a global basis, Huntington maintains that the principal differences between people are cultural, and that the world is dividing along cultural lines. Hofstede presages this by finding deep, persisting cultural differences within a multinational organization with a strong organizational culture (IBM). Earley and Erez simplifies the Hofstede approach and demonstrates how it might be applied by a multi-national manager. Lewis brings an understanding of the world's principal cultures to the multinational manager. Brockman points to a developing "culture" composed of those scientists who are able to communicate directly to the public as a whole. Hofstede, Geert. Cultures and Organizations: Software of the Mind. London: McGraw-Hill Book Company, 1991.

• Huntington, Samuel P. The Clash of Civilizations and the Remaking of World Order. New York: Simon & Schuster, 1996.
• Earley, P. Christopher, and Miriam Erez. The Transplanted Executive: Why You Need to Understand How Workers in Other Countries See the World Differently. New York: Oxford Univ. Press, 1997.
• Lewis, Richard D. When Cultures Collide: Managing Successfully Across Cultures. London: Nicholas Brealey, 1996.

Cultures have a history and structure:

• Solomon, Robert C. Ethics and Excellence: Cooperation and Integrity in Business. New York: Oxford University Press, 1992.

Cultural matrix:

• Earley, P. Christopher, and Miriam Erez. The Transplanted Executive: Why You Need to Understand How Workers in Other Countries See the World Differently. New York: Oxford Univ. Press, 1997.