ETHICAL CROSS CULTURAL CHANGE AND LEADERSHIP: A STUDY OF ENTREPRENEURIAL BUSINESSES IN LATVIA, POLAND, UKRAINE, THE U.K., AND THE USA

Change is a never-ending cycle, and change in a place of work can be a very difficult item to adjust to. Planning has a great deal to do with change. If the environment surrounding business were unchanging, then there would be little need for planning (Sibson, 1992). It is ongoing change and an increasing rate of change, that make ethical change leadership much more important today than even a few years ago (Sibson, 1992). Making any kind of change to an organization does not just effect that one department, it effects the whole organization. When making a change in an organization the entrepreneur should consider how it shall influence the entire organizations in terms of the financial and human resources. Every organization has a tolerance for change, a limit to how much change the organization can deal with in a given period of time (Sibson, 1992). Planning information supports sound decisions about how to change and when not to change (Sibson, 1992). In the present study we examine the changes that organizations have undergone as they have emerged in to the capitalistic system. We use data from the U.S.A. [most capitalistic], the U.K., Poland, Latvia, and Ukraine [least capitalistic] in order to see how successful and unsuccessful entrepreneurs have sought to deal with change and how this has changed over time. Information from this study can be used in order to educate entrepreneurs in emerging markets as to how to more effectively change their organizations to deal with the increased market freedom.