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The practical reality theory and business ethics in non-Western context:evidence from JordanIn both the Islamic and the Arab World, teachings of Islam influence allaspects of life. In fact the Moslem life is formed by Islamic values and norms ofmoral conduct. Almost every Moslem can recite verses from the Holy Koran(Moslem bible) or from the sayings of Prophet Mohammed (Hadeeth) that urgepeople to be honest and practice ethics in all aspects of life including business.Rice (1999) identifies the main ethical principles in Islam. These are unity,trusteeship and justice, and balance.Unity is related to the emphasis made by the Holy Koran and Hadeeth thatpeople are brothers and sisters. No difference between Arabs or non-Arabs orwhite person or black person. The criterion of honor on the sight of God isrighteousness and honest living (Hanafy and Sallam, 1988).The second principle is trusteeship and justice. People are viewed as trusteesof the earth on behalf of God. Conspicuous consumption is not tolerated. Therich therefore, are trustees (Chapra, 1992). However, this does not mean thatprivate property is not allowed. The rich can enjoy their wealth but this canonly be done after fulfilling the needs of the poor. Zakah, which is somewhatsimilar to tax, a compulsory charitable giving paid by the rich to the needypeopleTo what extent do Jordanian business managers adhere to businessethics?JMD22,8682Journal of Mgmt Development 2003.22:679-693.. Are the ethical orientations of Jordanian business managers similar to, ordifferent from, the ethical orientations of business managers in othercountries in the region?. Is there any association between company features and ethicalorientations of the respondents?. Is there any relationship between personal/demographic characteristicsand ethical orientations of the respondents?. What views do Jordanian business managers hold regarding the linkbetween business ethics and capability of their firms to do business?To ensure that the instrument was valid for the Jordanian environment itwas piloted on ten managers who came from different sectors. The researcherinterviewed those managers and, based on their responses, modified thevignettes.
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