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PART 1 AN OVERVIEW OF BUSINESS ETHICS |
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1 | (58) |
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Chapter 1 The Importance of Business Ethics |
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1 | (27) |
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11 | |
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1 | (1) |
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2 | (2) |
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4 | (1) |
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Why Study Business Ethics? |
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5 | (4) |
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A Crisis in Business Ethics |
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5 | (1) |
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6 | (1) |
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The Reasons for Studying Business Ethics |
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7 | (2) |
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The Development of Business Ethics |
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9 | (5) |
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Before 1960: Ethics in Business |
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9 | (1) |
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The 1960s: The Rise of Social Issues in Business |
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10 | (1) |
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The 1970s: Business Ethics as an Emerging Field |
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11 | (1) |
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11 | (1) |
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The 1990s: Institutionalization of Business Ethics |
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12 | (1) |
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The Twenty-First Century of Business Ethics |
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12 | (2) |
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Developing an Organizational and Global Ethical Culture |
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14 | (1) |
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The Benefits of Business Ethics |
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15 | (4) |
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Ethics Contributes to Employee Commitment |
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16 | (1) |
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Ethic Contributes to Investor Loyalty |
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17 | (1) |
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Ethics Contributes to Customer Satisfaction |
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18 | (1) |
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Ethics Contributes to Profits |
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19 | (1) |
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Our Framework for Studying Business Ethics |
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19 | (3) |
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22 | (1) |
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Important Terms for Review |
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23 | (1) |
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Resolving Ethical Business Challenges |
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24 | (1) |
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25 | (3) |
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Chapter 2 Stakeholder Relationships Social Responsibility and Corporate Governance |
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28 | (31) |
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28 | (253) |
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281 | |
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29 | (1) |
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Stakeholders Define Ethical Issues in Business |
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30 | (6) |
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32 | (1) |
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A Stakeholder Orientation |
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33 | (3) |
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Social Responsibility and Business Ethics |
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36 | (2) |
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Issues in Social Responsibility |
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38 | (2) |
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Social Responsibility and the Importance of a Stakeholder Orientation |
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40 | (1) |
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Corporate Governance Provides Formalized Responsibility to Stakeholders |
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41 | (7) |
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Views of Corporate Governance |
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44 | (1) |
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The Role of Boards of Directors |
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45 | (1) |
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Greater Demands for Accountability and Transparency |
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46 | (1) |
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47 | (1) |
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Implementing a Stakeholder Perspective |
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48 | (2) |
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Step 1 Assessing the Corporate Culture |
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48 | (1) |
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Step 2 Identifying Stakeholder Groups |
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48 | (1) |
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Step 3 Identifying Stakeholder Issues |
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49 | (1) |
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Step 4 Assessing Organizational Commitment to Stakeholders and Social Responsibility |
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49 | (1) |
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Step 5 Identifying Resources and Determining Urgency |
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50 | (1) |
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Step 6 Gaining Stakeholder Feedback |
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50 | (1) |
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Contributions of a Stakeholder Perspective |
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50 | (1) |
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51 | (2) |
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Important Terms for Review |
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53 | (1) |
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Resolving Ethical Business Challenges |
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54 | (1) |
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55 | (4) |
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PART 2 ETHICAL ISSUES AND THE INSTITUTIONALIZATION OF BUSINESS ETHICS |
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59 | (68) |
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Chapter 3 Emerging Business Ethics Issues |
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59 | (34) |
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59 | (1) |
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59 | (1) |
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60 | (1) |
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Recognizing an Ethical Issue (Ethical Awareness) |
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61 | (2) |
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Foundational Values for Identifying Ethical Issues |
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63 | (2) |
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63 | (1) |
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63 | (1) |
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64 | (1) |
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Ethical Issues and Dilemmas in Business |
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65 | (18) |
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Misuse of Company Time and Resources |
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66 | (1) |
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Abusive or Intimidating Behavior |
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66 | (3) |
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69 | (1) |
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69 | (1) |
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70 | (1) |
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71 | (1) |
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72 | (2) |
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74 | (1) |
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75 | (4) |
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79 | (1) |
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80 | (1) |
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81 | (1) |
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Intellectual Property Rights |
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81 | (1) |
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82 | (1) |
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The Challenge of Determining an Ethical Issue in Business |
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83 | (1) |
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84 | (1) |
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Important Terms for Review |
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85 | (786) |
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Resolving Ethical Business Challenges |
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871 | |
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88 | (5) |
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Chapter 4 The Institutionalization of Business Ethics |
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93 | (34) |
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93 | (1) |
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93 | (1) |
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94 | (1) |
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Managing Ethical Risk through Mandated and Voluntary Programs |
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95 | (2) |
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Mandated Requirements for Legal Compliance |
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97 | (8) |
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Laws Regulating Competition |
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99 | (2) |
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Laws Protecting Consumers |
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101 | (3) |
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Laws Promoting Equity and Safety |
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104 | (1) |
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The Sarbanes-Oxley (SOX) Act |
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105 | (3) |
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Public Company Accounting Oversight Board |
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107 | (1) |
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Auditor and Analyst Independence |
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107 | (1) |
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Whistle-Blower Protection |
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107 | (1) |
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108 | (1) |
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Dodd-Frank Wall Street Reform and Consumer Protection Act |
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108 | (2) |
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Financial Agencies Created by the Dodd-Frank Act |
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108 | (1) |
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Consumer Financial Protection Bureau |
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109 | (1) |
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Whistle-Blower Bounty Program |
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109 | (1) |
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Laws That Encourage Ethical Conduct |
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110 | (1) |
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Federal Sentencing Guidelines for Organizations |
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111 | (3) |
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114 | (3) |
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Voluntary Responsibilities |
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114 | (1) |
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115 | (1) |
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116 | (1) |
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116 | (1) |
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The Importance of Institutionalization in Business Ethics |
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117 | (1) |
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118 | (2) |
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Important Terms for Review |
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120 | (1) |
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Resolving Ethical Business Challenges |
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121 | (1) |
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122 | (5) |
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PART 3 THE DECISIONMAKING PROCESS |
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127 | (88) |
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Chapter 5 Ethical Decision Making |
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127 | (26) |
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127 | (1) |
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127 | (1) |
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128 | (1) |
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A Framework for Ethical Decision Making in Business |
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129 | (10) |
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129 | (2) |
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131 | (2) |
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133 | (3) |
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136 | (2) |
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Business Ethics Intentions Behavior and Evaluations |
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138 | (1) |
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Using the Ethical Decision-Making Model to Improve Ethical Decisions |
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139 | (1) |
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Normative Considerations in Ethical Decision Making |
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140 | (5) |
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Institutions as the Foundation for Normative Values |
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141 | (2) |
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Implementing Principles and Core Values in Ethical Decision Making |
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143 | (2) |
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Understanding Ethical Decision Making |
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145 | (1) |
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146 | (1) |
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Important Terms for Review |
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147 | (1) |
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Resolving Ethical Business Challenges |
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148 | (1) |
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149 | (4) |
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Chapter 6 Individual Factors: Moral Philosophies and Values |
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153 | (30) |
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153 | (1) |
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153 | (1) |
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154 | (1) |
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155 | (2) |
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157 | (10) |
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Instrumental and Intrinsic Goodness |
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157 | (2) |
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159 | (2) |
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161 | (2) |
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163 | (1) |
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164 | (2) |
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166 | (1) |
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Applying Moral Philosophy to Ethical Decision Making |
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167 | (2) |
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Cognitive Moral Development and Its Problems |
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169 | (2) |
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171 | (3) |
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Individual Factors in Business Ethics |
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174 | (1) |
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175 | (2) |
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Important Terms for Review |
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177 | (1) |
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Resolving Ethical Business Challenges |
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178 | (1) |
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179 | (4) |
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Chapter 7 Organizational Factors: The Role of Ethical Culture and Relationships |
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183 | (32) |
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183 | (1) |
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183 | (1) |
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184 | (1) |
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Defining Corporate Culture |
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185 | (2) |
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The Role of Corporate Culture in Ethical Decision Making |
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187 | (10) |
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Ethical Frameworks and Evaluations of Corporate Culture |
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189 | (1) |
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Ethics as a Component of Corporate Culture |
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190 | (1) |
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Compliance versus Values-Based Ethical Cultures |
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191 | (2) |
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193 | (1) |
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194 | (3) |
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Leaders Influence Corporate Culture |
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197 | (6) |
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Power Shapes Corporate Culture |
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198 | (2) |
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Motivating Ethical Behavior |
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200 | (1) |
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201 | (2) |
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Group Dimensions of Corporate Structure and Culture |
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203 | (3) |
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204 | (1) |
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205 | (1) |
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Variation in Employee Conduct |
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206 | (2) |
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Can People Control Their Actions within a Corporate Culture? |
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208 | (1) |
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209 | (1) |
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Important Terms for Review |
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210 | (1) |
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Resolving Ethical Business Challenges |
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211 | (1) |
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212 | (3) |
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PART 4 IMPLEMENTING BUSINESS ETHICS IN A GLOBAL ECONOMY |
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215 | (165) |
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Chapter 8 Developing an Effective Ethics Program |
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215 | (26) |
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214 | (1) |
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215 | (1) |
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216 | (1) |
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The Responsibility of the Corporation to Stakeholders |
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217 | (2) |
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The Need for Organizational Ethics Programs |
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219 | (2) |
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An Effective Ethics Program |
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221 | (4) |
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An Ethics Program can Help Avoid Legal Problems |
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222 | (2) |
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Values versus Compliance Programs |
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224 | (1) |
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225 | (3) |
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228 | (1) |
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Ethics Training and Communication |
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228 | (3) |
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Systems to Monitor and Enforce Ethical Standards |
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231 | (4) |
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Continuous Improvement of an Ethics Program |
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232 | (1) |
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Common Mistakes in Designing and Implementing an Ethics Program |
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233 | (2) |
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235 | (1) |
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Important Terms for Review |
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236 | (1) |
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Resolving Ethical Business Challenges |
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237 | (1) |
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238 | (3) |
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Chapter 9 Managing and Controlling Ethics Programs |
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241 | (33) |
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241 | (1) |
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241 | (1) |
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242 | (1) |
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Implementing an Ethics Program |
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243 | (2) |
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245 | (1) |
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Benefits of Ethics Auditing |
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246 | (8) |
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Ethical Crisis Management and Recovery |
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249 | (1) |
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Measuring Nonfinancial Ethical Performance |
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250 | (3) |
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Risks and Requirements in Ethics Auditing |
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253 | (1) |
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254 | (10) |
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Secure Commitment of Top Managers and Board of Directors |
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256 | (1) |
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Establish a Committee to Oversee the Ethics Audit |
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256 | (1) |
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Define the Scope of the Audit Process |
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257 | (1) |
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Review Organizational Mission Values Goals and Policies and Define Ethical Priorities |
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257 | (2) |
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Collect and Analyze Relevant Information |
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259 | (3) |
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262 | (1) |
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263 | (1) |
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The Strategic Importance of Ethics Auditing |
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264 | (3) |
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267 | (1) |
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Important Terms for Review |
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268 | (1) |
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Resolving Ethical Business Challenges |
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269 | (1) |
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270 | (4) |
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Chapter 10 Globalization of Ethical Decision Making |
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274 | (36) |
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274 | (1) |
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274 | (1) |
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275 | (1) |
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Global Culture, Values, and Practices |
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276 | (3) |
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Economic Foundations of Business Ethics |
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279 | (6) |
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281 | (4) |
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Multinational Corporations |
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285 | (2) |
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Global Cooperation to Support Responsible Business |
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287 | (3) |
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International Monetary Fund |
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287 | (1) |
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United Nations Global Compact |
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288 | (1) |
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289 | (1) |
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290 | (11) |
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290 | (1) |
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291 | (2) |
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293 | (1) |
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Internet Security and Privacy |
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294 | (1) |
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295 | (1) |
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296 | (2) |
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298 | (1) |
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298 | (1) |
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299 | (2) |
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The Importance of Ethical Decision Making in Global Business |
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301 | (2) |
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303 | (1) |
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Important Terms for Review |
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304 | (1) |
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Resolving Ethical Business Challenges |
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305 | (1) |
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306 | (4) |
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Chapter 11 Ethical leadership |
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310 | (35) |
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310 | (1) |
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310 | (1) |
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311 | (1) |
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Defining Ethical Leadership |
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312 | (3) |
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Requirements for Ethical Leadership |
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315 | (2) |
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Benefits of Ethical Leadership |
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317 | (1) |
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Ethical Leadership and Organizational Culture |
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318 | (2) |
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Managing Ethical Business Conflicts |
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320 | (3) |
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Conflict Management Styles |
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321 | (2) |
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Ethical Leaders Empower Employees |
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323 | (1) |
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Ethical Leadership Communication |
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324 | (4) |
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Ethical Leadership Communication Skills |
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325 | (3) |
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Leader-Follower Relationships |
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328 | (3) |
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Ethics Programs and Communication |
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329 | (1) |
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Power Differences and Workplace Politics |
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330 | (1) |
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330 | (1) |
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Leadership Styles and Ethical Decisions |
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331 | (3) |
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334 | (2) |
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336 | (2) |
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Important Terms for Review |
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338 | (1) |
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Resolving Ethical Business Challenges |
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339 | (1) |
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340 | (5) |
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Chapter 12 Sustainability: Ethical and Social Responsibility Dimensions |
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345 | (35) |
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345 | (1) |
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345 | (1) |
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346 | (1) |
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347 | (1) |
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How Sustainability Relates to Ethical Decision Making and Social Responsibility |
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348 | (2) |
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Global Environmental Issues |
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350 | (7) |
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350 | (2) |
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352 | (2) |
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354 | (3) |
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Environmental Legislation |
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357 | (6) |
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Environmental Protection Agency (EPA) |
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358 | (1) |
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Environmental Regulations |
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358 | (5) |
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Alternative Energy Sources |
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363 | (3) |
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363 | (1) |
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364 | (1) |
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364 | (1) |
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364 | (1) |
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365 | (1) |
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365 | (1) |
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Business Response to Sustainability Issues |
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366 | (1) |
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367 | (1) |
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368 | (1) |
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Strategic Implementation of Environmental Responsibility |
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369 | (4) |
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369 | (1) |
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370 | (1) |
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371 | (1) |
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The Strategic Environmental Audit |
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372 | (1) |
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373 | (1) |
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Important Terms for Review |
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374 | (1) |
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Resolving Ethical Business Challenges |
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375 | (1) |
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376 | (4) |
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380 | (263) |
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Case 1 Monsanto Attempts to Balance Stakeholder Interests |
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382 | (14) |
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Case 2 Starbucks Mission: Social Responsibility and Brand Strength |
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396 | (11) |
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Case 3 Walmart Manages Ethics and Compliance Challenges |
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407 | (20) |
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Case 4 Sustainability Challenges in the Gas and Oil Industry |
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427 | (10) |
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Case 5 New Belgium Brewing: Engaging in Sustainable Social Responsibility |
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437 | (10) |
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Case 6 National Collegiate Athletic Association Ethics and Compliance Program |
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447 | (14) |
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Case 7 Google: The Quest to Balance Privacy with Profit |
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461 | (22) |
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Case 8 Zappos: Stepping Forward in Stakeholder Satisfaction |
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483 | (13) |
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Case 9 Enron: Questionable Accounting Leads to Collapse |
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496 | (12) |
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Case 10 Lululemon: Encouraging a Healthier Lifestyle |
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508 | (9) |
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Case 11 Frauds of the Century |
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517 | (11) |
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Case 12 Insider Trading at the Galleon Group |
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528 | (9) |
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Case 13 Whole Foods Strives to Be an Ethical Corporate Citizen |
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537 | (14) |
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Case 14 Apple Inc.'s Ethical Success and Challenges |
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551 | (15) |
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Case 15 PepsiCo's Journey Toward an Ethical and Socially Responsible Culture |
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566 | (15) |
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Case 16 Ethical Leadership at Cardinal IG: The Foundation of a Culture of Diversity |
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581 | (9) |
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Case 17 Belle Meade Plantation: The First Nonprofit Winery Engages in Social Entrepreneurship |
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590 | (9) |
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Case 18 Managing the Risks of Global Bribery in Business |
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599 | (12) |
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Case 19 Multilevel Marketing under Fire: Herbalife Defends Its Business Model |
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611 | (20) |
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Case 20 The Mission of CVS: Corporate Social Responsibility and Pharmacy Innovation |
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631 | (12) |
Index |
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643 | |