例如，从教育机构和管理的角度来看，剽窃被认为是北美教育机构的一个问题(Bartels et al.， 1998;陈等，1998)。同样的价值也被推广到工作组织中，当一个人陈述一个想法时，他明白需要引用他的资料并给予原作者应有的信任。另一方面，世界上其他的教育机构都很强调死记硬背。学生们会死记硬背资料，然后在工作中使用这种大规模的死记硬背，他们会意识不到频繁引用的必要性，甚至会认为这是知识进步的阻碍。现在，当管理者意识到文化差异时，他们就能更好地对伦理进行连续的理解。
How Managerial Perspectives Could Influence Good Ethics Based on Culture
Managerial perspectives on culture would be beneficial for ethical decision making promotion in the organization in the following ways. Firstly, it will help the managers be more responsive to how conflicting goals between an organization and its employees exist. The conflicting goals can be understood by managers as merely a misintereptation based on culture. Seconldy, it helps the management to perceieve the form of ethical issues that seem less blameable from a cultural standpoint and it can train its resources accordingly (Pitta et al., 1999). For instance, from the educational institution and management perspective, plagiarism is considered an issue in North American educational institutions (Bartels et al., 1998; Chen, et al., 1998). The same value also is pushed onto work organizations where a person presenting an idea understands the need to cite his sources and give due credit to the original author. On the other hand in other educational insittutons around the world much emphasis is given to memorization of sources. Students would memorize sources and then use this vast memorization in their work and they would fail to appreciate the need for frequent citations and might even consider that a hindersnace to knowledge progress. Now where the managers are aware of cultural difference they can better romote a continuum of understanding on ethics.
Buck et al. (2001) in his work attempts to present three elements when it comes to promoting ethical decision making irrespective of cultural influnces. Now this work is presented for educational background but is equally applicable in organizations and institutuions standard protocol. Firstly, the advisors or managers must ensure that they do not pick the two extremes of being neutral or being prescriptive. Being neutral is that standpoint where the person operate in a neutral model where they are reluctant to enforce rules on student (Buck et al, 2001). In this context of discussion, employees of an organization considered analogous to the students that Buck et al (2001) refers to, might be free to do whatever they want. Very minimal guidance is given to them and they are expected to catch on to the expected ethical standards irrespective of their cultural standpoints. On the other hand in the case of an advisor or manager who is overtly prescriptive, there could be a tendency to use authority in order to make opinions, judegements and recommednations. This is again a managerial flaw as people working in such organizations believe their viewpoint is not being respected. In very culturally sensitive situations the employees even believe that their organization is not being culturally accommodative. It is necessary for managers to work in a balanced way between neutral and prescriptive. This balanced style of working will ensure that the person in question is able to work on a successful team. The managers can be more encouraging when they understand cultural implications on ethical decision making. However, in this case it can be said that a balance between encouraging behavior and discouraging behavior would be appropriate. Finally as Buck et al. (2001) presents there is a division between judgemental behavior and non-judegemental behavior. This would also need to be critically understood based on context.