Skip to main content
SpringerLink
Log in

An Ethical Perspective on Corporate Leadership in Emerging Economy Contexts: Setting the Scene for Future Research

  • Chapter
  • First Online:
Book cover International Business and Emerging Economy Firms

  • 837 Accesses

Abstract

Due to the lack of effective formal institutions, emerging economies appear to be a particularly challenging environment for corporate leadership to adopt ethical values and practices. This chapter presents a critical narrative account of extant literature addressing: 1) the ethical components of leadership in a philosophical perspective, 2) ethical challenges of leadership in an emerging economy context, and 3) the extent to which existing empirical research has captured such ethical challenges. The chapter then suggests a future research agenda adopting an integrated, multiple-perspective view on leadership ethics; a multi-level analysis linking microprocesses of leadership and macro-, institutional effects such as CSR; a greater emphasis on qualitative and longitudinal studies of leadership in international business settings, as they address the dynamic nature of emerging economy contextual reality.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 119.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 159.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 159.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Angus-Leppan, T., Metcalf, L., & Benn, S. (2010). Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership. Journal of Business Ethics,93(2), 189–213.

    Article  Google Scholar 

  • Antonakis, J., & House, R. J. (2002). The full-range leadership theory: The way forward. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (2nd ed., pp. 3–34). Bingley: Emerald Group.

    Google Scholar 

  • Ardichvili, A., & Dirani, K. M. (2017). Leadership development in emerging market economies. In A. Ardichvili & K. M. Dirani (Eds.), Leadership development in emerging market economies (pp. 1–12). New York: Palgrave Macmillan.

    Chapter  Google Scholar 

  • Ardichvili, A., Jondle, D., Kowske, B., Cornachione, E., Li, J., & Thakadipuram, T. (2012). Ethical cultures in large business organizations in Brazil, Russia, India and China. Journal of Business Ethics,105(4), 415–428.

    Article  Google Scholar 

  • Ardichvili, A., & Zavyalova, E. K. (2017). Leadership development in the Russian Federation. In A. Ardichvili & K. M. Dirani (Eds.), Leadership development in emerging market economies (pp. 37–54). New York: Palgrave Macmillan.

    Chapter  Google Scholar 

  • Aycan, Z. (2006). Paternalism: Towards conceptual refinement and operationalization. In K. S. Yang, K. K. Hwang, & U. Kim (Eds.), Scientific advances in indigenous psychologies: Empirical, philosophical and cultural contributions (pp. 445–466). Cambridge: Cambridge University Press.

    Chapter  Google Scholar 

  • Aycan, Z., Schyns, B., Sun, J.-M., Felfe, J., & Saher, N. (2013). Convergence and divergence of paternalistic leadership: A cross-cultural investigation of prototypes. Journal of International Business Studies,44(9), 962–969.

    Article  Google Scholar 

  • Bachmann, B. (2017). Ethical leadership in organizations−Concepts and implementation. Cham: Springer.

    Book  Google Scholar 

  • Bass, B. M. (1997). Does the transactional—Transformational leadership paradigm transcend organizational and national boundaries? American Psychologist,52(2), 130–139.

    Article  Google Scholar 

  • Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behaviour. Leadership Quarterly,10(2), 181–217.

    Article  Google Scholar 

  • Batmanghlich, C. A. (2015). Why leaders fail ethically: A paradigmatic evaluation of leadership. Cham: Springer.

    Book  Google Scholar 

  • Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics,139(3), 517–536.

    Article  Google Scholar 

  • Behrens, A. (2010). Charisma, paternalism and business leadership in Latin America. Thunderbird International Business Review,52(1), 21–29.

    Article  Google Scholar 

  • Behrens, A. (2013). Thoughts on business leadership in emerging markets: A side effect of economic colonialism or simply poor management? Thunderbird International Business Review,55(2), 227–234.

    Article  Google Scholar 

  • Bhalla, V., Orglmeister, C., & Tong, D. (2016). What makes family businesses in emerging markets so different? BCG Perspectives. The Boston Consulting Group.

    Google Scholar 

  • Blunt, P., & Jones, M. L. (1997). Exploring the limits of Western leadership theory in East Asia and Africa. Personnel Review,26(1/2), 6–23.

    Article  Google Scholar 

  • Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology,89(5), 901–910.

    Article  Google Scholar 

  • Bowie, N. E. (1998). A Kantian theory of meaningful work. Journal of Business Ethics,17(9), 1083–1092.

    Article  Google Scholar 

  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly,17(6), 595–616.

    Article  Google Scholar 

  • Burns, J. M. (1978). Leadership.New York: Harper Torch Books.

    Google Scholar 

  • Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review,32(3), 946–967.

    Article  Google Scholar 

  • Carsten, M. K., & Uhl-Bien, M. (2013). Ethical followership: An examination of followership beliefs and crimes of obedience. Journal of Leadership and Organisational Studies,20(1), 49–61.

    Article  Google Scholar 

  • Carsten, M. K., Uhl-Bien, M., West, B. J., Patera, J. L., & McGregor, R. (2010). Exploring social constructions of followership: A qualitative study. The Leadership Quarterly,21(3), 543–562.

    Article  Google Scholar 

  • Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of Management,40(3), 796–819.

    Article  Google Scholar 

  • Chin, T. (2013). How ethical leadership encourages employee voice behaviour in China: The mediating role of organisational harmony. International Business Research,6(10), 15–24.

    Article  Google Scholar 

  • Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 302–327). Thousand Oaks, CA: Sage.

    Google Scholar 

  • Ciulla, J. B. (2005). Integrating leadership with ethics: Is good leadership contrary to human nature? In J. P. Doh & S. A. Stumpf (Eds.), Handbook on responsible leadership and governance in global business (pp. 159–179). Cheltenham, Glos: Edward Elgar.

    Google Scholar 

  • Ciulla, J. B. (2013). Introduction: Theoretical aspects of leadership ethics. In J. B. Ciulla, M. Uhl-Bien, & P. H. Werhane (Eds.), Leadership ethics (pp. xxv–xxxvii). London: Sage.

    Google Scholar 

  • Ciulla, J. B., & Forsyth, D. R. (2011). Leadership ethics. In A. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl-Bien (Eds.), The Sage handbook of leadership (pp. 229–241). London: Sage.

    Google Scholar 

  • Cosans, C. E., & Reina, C. S. (2018). The leadership ethics of Machiavelli’s Prince. Business Ethics Quarterly,28(3), 275–300.

    Article  Google Scholar 

  • Den Hartog, D., et al. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? The Leadership Quarterly, 10(2), 219–256.

    Google Scholar 

  • De Roeck, K., & Farooq, O. (2018). Corporate social responsibility and ethical leadership: Investigating their interactive effect on employees’ socially responsible behaviours. Journal of Business Ethics,151(4), 923–939.

    Article  Google Scholar 

  • Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly,25(1), 36–62.

    Article  Google Scholar 

  • Doh, J., Rodrigues, S., Saka-Helmhout, A., & Makhija, M. (2017). International business responses to institutional voids. International Journal of Business Studies,48(3), 293–307.

    Article  Google Scholar 

  • Donaldson, T., & Dunfee, T. (1994). Toward a unified conception of business ethics: Integrative social contracts theory. The Academy of Management Review,19(2), 252–284.

    Article  Google Scholar 

  • Driver, J. (2009). The history of utilitarianism. Standford encyclopedia of philosophy. Retrieved from https://plato.stanford.edu/entries/utilitarianism-history/. Accessed on 1 September 2018.

  • Du, S., Swaen, V., Lindgreen, A., & Sen, S. (2013). The roles of leadership styles in corporate social responsibility. Journal of Business Ethics,114(1), 155–169.

    Article  Google Scholar 

  • Eisenbeiss, S. A. (2012). Rethinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly,23(5), 791–808.

    Article  Google Scholar 

  • Farh, J. L., & Cheng, B. S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. In J. T. Li., A. S. Tsui, & E. Weldon (Eds.), Management and organizations in the Chinese context (pp. 85–127). London, UK: Macmillan.

    Google Scholar 

  • Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology,1, 149–190.

    Article  Google Scholar 

  • Foong, A., & Lim, T. (2011). HR risks in emerging markets: A panel discussion focusing on the BRIC countries. HR Connect—Asia Pacific, 4(3), 1–7. Retrieved from http://www.aon.com/thought-leadership/asia-connect/Attachments/leadership-and-talent/Organization_2011May_APAC_HR_Risks_in_Emerging_Markets.pdf. Accessed on 1 September 2018.

  • Gandossy, B., Greenslade, S., & Kao, T. (2009). Managing leadership in turbulent times—Why and how the global top companies for leaders optimize leadership talent in emerging markets. White paper. Hewitt Associates. Retrieved from http://www.aon.com/attachments/thought-leadership/Managing_Leadership_Turbulent_Times_033009.pdf. Accessed on 1 September 2018.

  • González, A. M. (2003). Ethics in global business and in a plural society. Journal of Business Ethics,44(1), 23–36.

    Article  Google Scholar 

  • Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level, multi-domain perspective. The Leadership Quarterly,6(2), 219–247.

    Article  Google Scholar 

  • Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly,22(6), 1165–1185.

    Article  Google Scholar 

  • Hernandez, M., & Sitkin, S. B. (2011). Who is leading the leader? Follower influence on leader ethicality. In D. De Cremer & A. E. Tenbrunsel (Eds.), Behavioural business ethics: Ideas on an emerging field (pp. 81–100). New York: Routledge.

    Google Scholar 

  • Hersey, P., & Blanchard, K. H. (1969). Management of organizational behaviour. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Hollander, E. P. (1995). Ethical challenges in the leader–follower relationship. Business Ethics Quarterly,5(1), 55–65.

    Article  Google Scholar 

  • Hoskisson, R. E., Eden, L., Lau, C. M., & Wright, M. (2000). Strategy in emerging economies. The Academy of Management Journal,43(3), 249–267.

    Google Scholar 

  • Hoskisson, R. E., Wright, M., Filatotchev, I., & Peng, M. W. (2013). Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies,50(7), 1295–1321.

    Google Scholar 

  • House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly,16(3), 321–339.

    Article  Google Scholar 

  • House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to project globe. Journal of World Business,37(1), 3–10.

    Article  Google Scholar 

  • Jackson, T. (2016). Paternalistic leadership: The missing link in cross-cultural leadership studies? International Journal of Cross Cultural Management,16(1), 3–7.

    Article  Google Scholar 

  • Judge, T. A., Piccolo, A. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly,20(6), 855–875.

    Article  Google Scholar 

  • Kant, I. (1964). Groundwork of the metaphysic of morals (H. J. Paton, Trans.). New York: Harper & Row (original work published 1785).

    Google Scholar 

  • Kaptein, M. (2017). The moral entrepreneur: A new component of ethical leadership. Journal of Business Ethics. Advance online publication. https://doi.org/10.1007/s10551-017-3641-0.

    Article  Google Scholar 

  • Khan, A., Muttakin, M. B., & Siddiqui, J. (2013). Corporate governance and corporate social responsibility disclosures: Evidence from an emerging economy. Journal of Business Ethics,114(2), 207–223.

    Article  Google Scholar 

  • Khuntia, R., & Suar, D. (2004). A scale to assess ethical leadership of Indian private and public sector managers. Journal of Business Ethics,49(1), 13–26.

    Article  Google Scholar 

  • Kirkpatrick, S., & Locke, E. (1991). Leadership: Do traits matter? The Executive,5(2), 48–60.

    Google Scholar 

  • Knights, D., & O’Leary, M. (2006). Leadership, ethics and responsibility to the other. Journal of Business Ethics,67, 125–137.

    Article  Google Scholar 

  • Koo, H., & Park, C. (2018). Foundation of leadership in Asia: Leader characteristics and leadership styles review and research agenda. Asia Pacific Journal of Management,35(3), 697–718.

    Article  Google Scholar 

  • Kowalczyk-Hoyer, B., Akhmadullina, L., Knapen, N., Simeone, G., Srinivasan, S., Wong, B., et al. (2016). Transparency in corporate reporting: Assessing emerging market multinations. Transparency International. Retrieved from https://www.transparency.org/files/content/feature/2016_TRACEMM_FAQ_EN.pdf. Accessed on 1 September 2018.

  • Kragh, S. U. (2012). The anthropology of nepotism: Social distance and reciprocity in organizations in developing countries. International Journal of Cross-Cultural Management,12(2), 247–265.

    Google Scholar 

  • Lamoureux, K. (2013). Cultivating a global leadership pipeline: Merck accelerates development of leaders in emerging markets. Case study, Bersin by Deloitte. Harvard Business School.

    Google Scholar 

  • Li, Y., Yao, F. K., & Alstrom, D. (2015). The social dilemma of bribery in emerging economies: A dynamic model of emotion, social value, and institutional uncertainty. Asia Pacific Journal of Management,32, 311–334.

    Article  Google Scholar 

  • Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., & Orton, J. D. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Management Department Faculty Publications, 8.

    Google Scholar 

  • Lin, C. (2008). Demystifying the chameleonic nature of Chinese leadership. Journal of Leadership and Organizational Studies,14(4), 303–321.

    Article  Google Scholar 

  • Liu, H. (2017). Reimagining ethical leadership as a relational, contextual and political practice. Leadership,13(3), 343–367.

    Article  Google Scholar 

  • Luo, Y., & Tung, R. L. (2007). International expansion of emerging market economies: A springboard perspective. Journal of International Business Studies,38(4), 481–498.

    Article  Google Scholar 

  • Luo, Y., & Zhang, H. (2016). Emerging market MNEs: Qualitative review and theoretical directions. Journal of International Management,22(4), 333–350.

    Article  Google Scholar 

  • Machiavelli, N. (1985). The Prince (H. Mansfield, Trans.). Chicago: University of Chicago Press.

    Google Scholar 

  • Mark, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society—A relational perspective. Journal of Business Ethics,66(1), 99–115.

    Article  Google Scholar 

  • Martínez, J. B., Fernández, M. L., & Fernández, P. M. R. (2016). Corporate social responsibility: Evolution through institutional and stakeholder perspectives. European Journal of Management and Business Economics,25(1), 8–14.

    Article  Google Scholar 

  • Meyer, K. E. (2004). Perspectives on multinational enterprises in emerging economies. Journal of International Business Studies,35(4), 259–276.

    Article  Google Scholar 

  • Meyer, K. E., & Peng, M. W. (2016). Theoretical foundations of emerging economy business research. Journal of International Business Studies,47(1), 3–22.

    Article  Google Scholar 

  • Michaelson, C. (2010). Revisiting the global business ethics question. Business Ethics Quarterly,20(2), 237–251.

    Article  Google Scholar 

  • Muyia, M. H. A., & Nafukho, F. M. (2017). Leadership development for frontier societies: Reflections from Kenya. In A. Ardichvili & K. M. Dirani (Eds.), Leadership development in emerging market economies (pp. 229–244). New York: Palgrave Macmillan.

    Chapter  Google Scholar 

  • Nguyen, H. T., & Meyer, K. E. (2004). Managing partnerships with state-owned joint venture companies: Experiences from Vietnam. Business Strategy Review,15(1), 39–50.

    Article  Google Scholar 

  • Orlitzky, M., Schmidt, F., & Rynes, S. (2003). Corporate social and financial performance: A meta-analysis. Organization Studies,24(3), 403–441.

    Article  Google Scholar 

  • Pasricha, P., Singh, B., & Verma, P. (2017). Ethical leadership, organic organisational cultures and corporate social responsibility: An empirical study in social enterprises. Journal of Business Ethics,151(4), 941–958.

    Article  Google Scholar 

  • Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.

    Book  Google Scholar 

  • Price, T. L. (2003). The ethics of authentic transformational leadership. The Leadership Quarterly, 14(1), 67–81.

    Article  Google Scholar 

  • Price, T. L. (2008). Leadership ethics: An introduction. New York, NY: Cambridge University Press.

    Book  Google Scholar 

  • Price, T. L. (2017). A “critical leadership ethics” approach to the ethical leadership construct. Leadership, 0(0), 1–20.

    Google Scholar 

  • Puffer, S. M., & McCathy, D. J. (2008). Ethical turnarounds and transformational leadership: A global imperative for corporate social responsibility. Thunderbird International Business Review,50(5), 303–314.

    Article  Google Scholar 

  • Ralston, D. A., Terpstra-Tong, J., Maignan, I., Napier, N. K., & Nguyen, V. T. (2006). Vietnam: A cross-cultural comparison of upward influence ethics. Journal of International Management,12(1), 85–105.

    Article  Google Scholar 

  • Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics,63(4), 345–359.

    Article  Google Scholar 

  • Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W., Kwan, H. K., & Peng, C. (2011). What ethical leadership means to me: Asian, American, and European perspectives. Journal of Business Ethics,101(3), 435–457.

    Article  Google Scholar 

  • Rost, J. C. (1991). Leadership for the twenty-first century. New York: Praeger.

    Google Scholar 

  • Rost, J. C. (1995). Leadership: A discussion about ethics. Business Ethics Quarterly,5(1), 129–142.

    Article  Google Scholar 

  • Rottig, D. (2016). Institutions and emerging markets: Effects and implications for multinational corporations. International Journal of Emerging Markets,11(1), 2–17.

    Article  Google Scholar 

  • Solomon, R. C. (2003). Victims or circumstances? A defense of virtue ethics in business. Business Ethics Quarterly,13(1), 43–62.

    Article  Google Scholar 

  • Stahl, G. K., Miska, C., Puffer, S. M., & McCarthy, D. J. (2016). Responsible global leadership in emerging markets. In J. S. Osland, M. Li, & M. E. Mendenhall (Eds.), Advances in global leadership (volume 9) (pp. 79–106). Bingley: Emerald Group.

    Google Scholar 

  • Su, C., & Littlefield, J. E. (2001). Entering Guanxi: A business ethical dilemma in Mainland China? Journal of Business Ethics,33(3), 199–210.

    Article  Google Scholar 

  • Swanton, C. (2015). Virtue ethics. International encyclopedia of the social and behavioural sciences, 2. Ed., 25, 147–152.

    Chapter  Google Scholar 

  • Tourigny, L., Han, J., Baba, V. V., & Pan, P. (2017). Ethical leadership and corporate social responsibility in China: A multilevel study of their effects on trust and organisational citizenship behaviour. Journal of Business Ethics, 1–18. Retrieved from https://doi.org/10.1007/s10551-017-3745-6. Accessed on 1 September 2018.

    Article  Google Scholar 

  • Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social process of leadership and organizing. The Leadership Quarterly, 17(6), 654–676.

    Article  Google Scholar 

  • Uhl-Bien, M., & Carsten, M. K. (2007). Being ethical when the boss is not. Organizational Dynamics, 36(2),187–201.

    Google Scholar 

  • UN Global Compact. (2010). Blueprint for corporate social responsibility. Retrieved from https://www.unglobalcompact.org/docs/issues_doc/lead/Blueprint_english.pdf. Accessed on 1 September 2018.

  • Waldman, D. A., de Luque, M. S., Washburn, N., & House, R. J. (2006). Culture and leadership predictors of corporate social responsibility values of top management: A globe study of 15 countries. Journal of International Business Studies,37(6), 823–837.

    Article  Google Scholar 

  • Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: Transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviours in three emerging countries. International Journal of Human Resource Management,14(7), 1083–1101.

    Article  Google Scholar 

  • Wang, A.-C., Chiang, J. T.-J., Chou, W.-J., & Cheng, B.-S. (2017). One definition, different manifestations: Investigating ethical leadership in the Chinese context. Asia Pacific Journal of Management,34(3), 505–535.

    Article  Google Scholar 

  • Wong, K.-C. (2001). Chinese culture and leadership. International Journal of Leadership in Education,4(4), 309–319.

    Article  Google Scholar 

  • Zhu, Y., Sun, L.-Y., & Leung, A. S. M. (2014). Corporate social responsibility, firm regulation, and firm performance: The role of ethical leadership. Asia Pacific Journal of Management,31(4), 925–947.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Business and Management, Aalborg University, Aalborg, Denmark

    Li Thuy Dao

Authors
  1. Li Thuy Dao
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Li Thuy Dao .

Editor information

Editors and Affiliations

  1. Department of Business and Management, Aalborg University, Aalborg, Denmark

    Marin A. Marinov

  2. Aalborg Business School, Aalborg University, Aalborg, Denmark

    Svetla T. Marinova

  3. Faculty of Business Studies, University of Vaasa, Vaasa, Finland

    Jorma A. Larimo

  4. School of Marketing and Communication, University of Vaasa, Vaasa, Finland

    Tiina Leposky

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Dao, L.T. (2020). An Ethical Perspective on Corporate Leadership in Emerging Economy Contexts: Setting the Scene for Future Research. In: Marinov, M.A., Marinova, S.T., Larimo, J.A., Leposky, T. (eds) International Business and Emerging Economy Firms. Palgrave Studies of Internationalization in Emerging Markets. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-24482-8_5

Download citation

Publish with us

Policies and ethics

Search

Navigation