On March 26, 2013, Dr. Josef Wieland, Professor of Zeppelin University and Director of the Leadership Excellence Institute, delivered a lecture entitled “Implementing an Effective Values Management System: Standards, Concepts, Best Practice” at the Moonlight Hall of Yingjie Exchange Center. The lecture, sponsored by WEIB, is one of the series of activities for China-Germany academic exchange. Over 100 students and professors from Peking University attended the lecture. The guests of the lecture include Prof. Tu Weiming, Director of the Institute for Advanced Humanistic Studies, Mr. Karl Schlecht, Chair of the Board of the KSG Foundation, Prof. Klaus Leisinger of the University of Basel, and Prof. Glenn Shive of the Chinese University of Hong Kong.
Prof. Tu Weiming moderated the lecture, introduced Prof. Wieland, and presented constructive ideas on the collaboration between WEIB and its German partners. Afterwards, Professor Wieland described the possibility of an effective values management system based on the case study of Sany in the context of global management.
Professor Wieland first differentiated standard ethics and descriptive ethics, pointing out the huge gap between the two. The former, he said, is the rationally ideal situation; the latter is the outcome of practical conducts. In his view, business ethics is the very media communicating the two kinds of ethics. In the context of global management culture, Professor Wieland started from the question of enacting global management standards, discussed the various aspects of the globally shared value system in the field of economic ethics, and outlined the value matrix consisting of efficiency, communication, cooperation, and morality. He then pointed out that the value system of business ethics follows fuzzy logic and often depends on the practical situations.
The uniqueness of Prof. Wieland’s view on business ethics lies in its differentiation of three important stages: the first stage is intercultural management, referring to business activities based on the exchange of various homogenous, closed regional cultures. The assumption of this concept is the difference between “us” and the “others.” The consequence of such management is understanding and tolerance among different business cultures. The second stage is multicultural management, featuring characteristics of subcultures and minorities. The last stage is transcultural management. Its characteristics are interdependence and intertwined global culture. The assumption of this concept is internalization of differences; the consequence is acknowledgement and appreciation, as well as the tie of global human business activities, forming a virtuous cycle of global values system.