Abstract
The objective of the paper is to study ethical stances taken by Indian managers on issues related to redundancy and to compare them with those of UK. The responses of Indian and UK managers to ethical issues are assessed using a research instrument called ‘Redundancy’ against eight ethical stances. The findings suggest that Indian managers in comparison to UK managers take ethical puzzle stance less frequently when responding to ethical issues at work. The UK managers tend to look at the issue with a systematic approach collecting enough data for identifying the most suitable answer whereas the Indian managers experience a tension between their ethical beliefs and those they are required to apply at work. Nevertheless, Indian managers show important ethical considerations from family and other social connections.