The first factor is how much people in that culture are willing to trust strangers in everyday social interactions. The variations we observed - in both the criteria that managers used to assess trustworthiness and the way they collected information to make that assessment - are associated with two cultural factors. Our findings have been published in The International Journal of Conflict Management.Īlthough not everyone in a cultural region determines trustworthiness in the same way, the cultural similarities and differences we observed led us to several conclusions, building on the previous work of one of us (Jeanne). We asked them, “How do people in your culture determine if a potential business partner is trustworthy?” Their answers revealed systematic cultural differences in how trustworthiness is judged that have implications for how managers should approach these partnerships. These managers were diverse in terms of gender and age, and they represented various industries and business functions. To answer these questions, we interviewed 82 managers from 33 different nations in four regions of the world identified by the World Bank as the engines of the global economy: East Asia, the Middle East and South Asia, North America and Europe, and Latin America. But, how do managers decide whether to trust a potential partner outside of their business? And how does culture influence this decision-making process? Business partners who trust each other spend less time and energy protecting themselves from being exploited, and both sides achieve better economic outcomes in negotiations. Together, our Building Forever pillars will help us achieve our vision for a better future for people and our planet.Trust is the social glue that holds business relationships together. Through these pillars we strive to protect the natural world, partner for thriving communities, accelerate equal opportunity, and lead ethical best practices across the industry. Layered on to this foundation, we are focused on Building Forever through four core pillars, with a powerful vision for each. Our approach is built on concrete foundations, priorities and initiatives that have helped form our strategy, our ethos and our DNA for decades, such as our commitment to the protection of human rights and safety. From our mining operations in Botswana, Namibia, South Africa and Canada, through to the stores where we sell our diamonds, Building Forever guides our work, our decisions and our behaviours. It is our blueprint to a better future – one that is fairer, safer, cleaner and healthier, where safety, human rights and ethical integrity continue to be paramount, where communities thrive, and where the environment is protected.īuilding Forever sits at the heart of everything we do.
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Leading Ethical Practices Across Industry: 2030 Sustainability Goals.