Business ethics is a much debated issue in contemporary America. As many ethical improprieties gained widespread attention, organizations tried to control the damage by institutionalizing ethics through a variety of structures, policies, and procedures. Although the institutionalization of ethics has become popular in corporate America, there is a lack of research in this area. The relationship between the cultural dimensions of individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity and the perceptions of managers regarding the institutionalization of ethics is investigated in this study. This research also examined whether managers' level of cognitive moral development and locus of control influenced their perceptions. Data collection was performed through a mail survey of managers in the U.S. and India. Out of the 174 managers of American multinationals who responded to the survey, 86 were Americans and 88 were Indians. Results revealed that managers' perceptions were influenced by the four cultural dimensions. Managerial perceptions regarding the effectiveness of codes of ethics and the influence of referent groups varied according to their nationality. But, managers from both countries found implicit forms of institutionalizing ethics, such as organizational systems, culture, and leadership to be more effective in raising the ethical climate of organizations than explicit forms …

This report focuses on relations between the United States and India, a relationship deepened in the Clinton and G. W. Bush Administrations. Continuing U.S. interest in South Asia focuses on ongoing tensions between India and Pakistan, the proliferation of nuclear weapons and ballistic missiles, human rights issues, caste-based discrimination, and India's economic expansion.

Script from the WBAP-TV/NBC station in Fort Worth, Texas, relating a news story.

This report examines India-Iran relations and U.S. interests. India's growing energy needs and its relatively benign view of Iran's intentions will likely cause policy differences between New Delhi and Washington. India seeks positive ties with Iran and is unlikely to downgrade its relationship with Tehran at the behest of external powers, but it is unlikely that the two will develop a broad and deep strategic alliance. India-Iran relations are also unlikely to derail the further development of close and productive U.S.-India relations on a number of fronts.

Front: Text describes action on various war fronts: Solomon Islands, New Guinea, Aleutians, China, India, Western Europe, Yugoslavia, Mediterranean, Russia. Large world map is keyed to text and illustrates time zones around the world. Map insets show Solomon Islands, Russian front. Includes photographs: view of Tulagi; German fighter; Facing the Nazis; Sniper suit; A traitor covers up; Club for U.S. forces on London. Back: British Battle Dress. Includes 6 photograhs, 4 drawings with accompanying text.

This report discusses the background of the G-20 (an international forum for discussing and coordinating economic policies) and some of the issues that it has addressed. It includes historic background on the work of the G-20, information about how the group operates, overviews of G-20 summits, major issues that the group is likely to address and the likely effectiveness of the G-20 in the near future. The members of the G-20 include Argentina, Australia, Brazil, Canada, China, France, Germany, India, Indonesia, Italy, Japan, Mexico, Russia, Saudi Arabia, South Africa, South Korea, Turkey, the United Kingdom, the United States, and the European Union.

Letter from Robert E. Haran to Harris Kempner discussing the Seasons Navigation Corporation's cargo ship abilities and the possibility of creating a contract for shipping cotton.

Letter from D. W. Kempner to Thos. L. James discussing three cotton merchants, who were about to stop at Sugarland Industries in Sugar Land, Texas for a tour of their farms and refinery.

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Interview with John Fosque, an executive at Caltex Petroleum Corporation, concerning his experiences as a long-time employee of Caltex (1936-1967).