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With limited intracultural ethical research in evidence this paper contributes to the theoretical discussion of expatriate ethical acculturation. Of particular interest to this study are the ethical attitudes of subcultural groups, particularly managers, who because of overseas assignment or immigration, are operating outside their usual national location. Research was undertaken to investigate whether ethical divergence or convergence, through acculturation, exists with ex patriate managers, and over what time period. Two locations, Hong Kong and Canada, were chosen for comparative study and the results indicated an interesting dichotomy. Ethical convergence, the adopting of host country ethical values, is evident with Hong Kong Chinese expatriate managers in Canada but did not occur with North American expatriates in Hong Kong. For the expatriate Chinese manager the research findings indicate that Hong Kong Chinese managers now residing in Canada develop a unique set of ethical attitudes that are significantly different from those of local managers in Hong Kong yet also significantly different from the attitudes held by local Canadian managers. A subtle form of ethical convergence is occurring. No significant relationship was found between ethical acculturation and the length of time being an expatriate Hong Kong Chinese manager in Canada except on two issues. For these issues the longer the time spent in Canada the greater the rise in ethical attitudes. A heterogeneous group of expatriate managers in Hong Kong was also evaluated and while predicate similarities existed between expatriates from China and Macau, statistically significant differences in ethical perceptions were found between the general population of expatriate managers (i.e. American, Australasian, British etc.,) and local Hong Kong Chinese managers.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000611. When citing the article, please cite: Gael M. McDonald, C.J. Roberts, (1990), “The Brand-naming Enigma in the Asia Pacific Context”, European Journal of Marketing, Vol. 24 Iss: 8, pp. 6 - 19.

The decision‐making process in business frequently involves ethical considerations. Although ethics often come down to personal decisions, those decisions ultimately affect the corporate image of an organisation. It has been shown that sound ethics are good for business, and therefore it is important that managers encourage their staff to recognise and to implement the company′s ethical priorities. This article looks at practical ways for managers to establish ethical priorities at three levels: an individual level, a group level and an organisational level. Each of these levels is explored, and the benefits and disadvantages of different action‐related strategies for encouraging an ethical awareness will vary among companies, industries and cultures – no single method is universally appropriate. However, all managers should consider how ethical standards can best be introduced and communicated throughout their organisation. Ethics is not just a “flavour of the month” – it is here to stay, and presents a challenge to all managers.

The constructs of relativism and absolutism have a significant role to play in the development of ethical theory; however, they are commonly simplified in their depictions and are philosophically more complex than we give them credit for. The purpose of this paper is to undertake an in‐depth examination of ethical relativity and ethical absolutism before concluding with a discussion of which research implications warrant further investigation.

A descriptive, historical, anthological approach has been taken.

Ethical relativism is regrettably subject to a proliferation of related terminology and, in many instances with different meanings ascribed to similar terms. In addition, ethical relativity appears to attract different research perspectives that are heavily dependent on their academic origins. A clear distinction needs to be made between ethical and situational relativity. It is suggested that relativism is present in the process of moral justification and that ethical relativism should be analyzed from three levels: the individual level, the role and group level, and the cultural levels. The over‐riding objection to ethical relativism rests on the consequences of accepting relativism, which undermines the existence and strength of global moral standards and the inherent positioning of ethical absolutism. Absolutism does not deny the existence of multiple moral practices evident around the world, but proposes that variations in ethical actions could still be rooted in common universal moral standards based on our requirements as human beings and the necessities of long‐term survival.

The ensuing discussions of relativism and absolutism open up a rich vein of research opportunities and suggest caution is required in regard to research methodologies. From a methodological perspective, care needs to be taken. For example, using hypothetical ethical dilemmas that are often unrelated to a specific industry or cultural setting has resulted in many researchers observing situational relativity rather than true ethical relativity.

This paper specifically examines whether there are differences in underlying and basic moral standards even though similarities in ethical behaviour have been determined, or whether differing ethical actions could, as the absolutists believe, originate from common universal standards despite apparent differences in perceptions and actions across cultures.

Some of the issues confronted by marketers in determining the appropriateness of brand names in the Asia Pacific region are discussed. More specifically, the concern is with the impact of rich and diverse cultural environments upon conventional wisdom in relation to the brand‐naming process and related marketing policy pertaining to operations in the region.

An examination of marketing terms and strategies with copious case histories and examples of firms who have become market leaders in their field or (in some instances) have had their fingers burnt. Concludes by looking at strategic decision making and marketing as a means to gain reasonable returns given the appropriate circumstances.

While most people agree that the inculcation of ethical awareness is desirable, the means of stimulating this awareness vary among companies, industries and cultures. The fundamental question surrounding the difference between social responsibility and ethics is addressed. Guidelines for establishing ethical priorities from both the individual, group and organisational perspectives are provided.

Increased competition in the consumer goods marketplace has resulted in too many brands chasing too few consumers. In an attempt to ease pressure on margins, and both brand and product range profitability, marketers would be well advised to reinspect their policies towards brand naming and the attendant costs associated with those policies. Is it really necessary for each new product to be individually named? If it is, then what are the strategic and financial implications of this decision? Why is it that the practice in some companies is to resort to a string of unrelated brand names whereas the practice elsewhere is to use an umbrella family name, with or without, a brand name as a suffix? The answers to such questions are by no means obvious and closer inspection of the issues relating to naming policy fails to yield any consensus let alone a definitive approach. This article seeks to depict the alternative naming strategies engaged by marketers and to focus on those considerations that would favour a family name in preference to an individualised brand name. The article concludes with recommendations that are drawn from current literature and the experience of marketers with a view to determining those circumstances that may influence the formulation of a more appropriate naming policy.

Discusses research in the literature about the expatriate manager as a unit of resource. The research to date has largely addressed concerns for the high failure rate and costs of expatriate assignments, suggestions for improving methods of personnel selection; comparative studies of expatriate and local managers; and recommendations for improving expatriate success. Notes that rarely are the problems of expatriate personnel addressed collectively, particularly with a focus on Asia. Discusses effectiveness of expatriate assignments within the totality of four distinctive phases: selection; preparation; acculturation; and repatriation. Provides a valuable foundation for providing organizational recommendations to enhance the success of future expatriate placements.