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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business Review Articles — Social Enterprise and Ethics  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Capital Versus Talent: The Battle That’s Reshaping Business   Add   View  12 pp.  Article Author(s): Martin, Roger; Moldoveanu, Mihnea C. Publication Date: 07/01/2003 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0307B Subjects: Public opinion; Shareholder relations; Business history; Management philosophy; Social issues; Ethics; Social enterprise; Knowledge workers; Social responsibility Academic Discipline: Social enterprise & ethics Product Description: For much of the 20th century, labor and capital fought bitterly for control of the industrialized economy. The titans of industry ultimately won a resounding victory over the unions, but the story doesn't end there. In today's economy, value is largely the product of knowledge and information. Companies cannot generate profits without the ideas, skills, and leadership capabilities of knowledge workers. It's these factors — not technologies, not factories, and certainly not capital — that give the most successful companies their unique advantages. As knowledge workers come to realize this, and see that the demand for their talent outstrips the supply, they are steadily wresting more and more of the profits from shareholders. This time the battle is between the sources of capital and the producers of value, and how it will end is far from clear. With this new battle, we're also witnessing a fundamental change in the political alignment of capital. The Left is now siding with “the common shareholder” against the well-compensated top tier of the labor pool. Shareholders seeing an unprecedented proportion of the return on their investments siphoned off to employees may well ask, Is there no end to it? The growing tensions between shareholders and managers cannot be ignored, and capitalism is at a crossroads — again.    Assessing Corporate Social Responsibility   Added   View  4 pp.  Article Author(s): Brown, Tom Publication Date: 04/01/2001 Product Type: Harvard Management Update Article Product Description: What does it mean to be a socially responsible corporation? In today's business environment, corporate managers and leaders must consider the social impact their decisions and activities have on their employees, their competitors, and the world around them. Ask yourself these 10 simple questions to gauge whether or not your employer's values match your own. HBS Number: U0104C Subjects: Business & society; Business etiquette; Business government relations; Community relations; Corporate image; Corporate responsibility; Employee morale; Values Academic Discipline: Social enterprise & ethics    Best of the Good   Add   View  4 pp.  Article Author(s): Mirvis, Philip; Googins, Bradley Publication Date: 12/01/2004 Product Type: Harvard Business Review Article Product Description: According to professors Philip Mirvis and Bradley Googins, companies are all over the place in how they define citizenship. HBS Number: F0412F Subjects: Corporate responsibility; Organizational behavior; Social enterprise; Social issues Academic Discipline: Social enterprise & ethics    Beyond Greening: Strategies for a Sustainable World   Add   View  12 pp.  Article Stuart L. Hart HBS Number: 97105 Type: Article Publication Date: 1/1/1997 Supplementary Materials: Corporate strategy; Developing countries; Environmental protection; Growth strategy; New process; Product introduction; Technology    Big Business and the National Purpose   Add   View  15 pp.  Article Drucker, Peter F. Public expectations with regard to big-business enterprise are rising sharply, and business leaders must prepare themselves to meet this challenge. Big companies are no longer private affairs, but community assets, and are expected to promote the country's competitiveness in world markets and innovate policies in new areas such as semi-free markets. They must also develop a code of conduct that reflects the double role of executives as businessmen and professionals. HBS Number: 62204 Type: Harvard Business Review Article Publication Date: 3/1/1962 Subjects: Business & society; Ethics; Executive compensation; Government & business; McKinsey Award Winners; National competitiveness    Building the Green Way   Add   View  12 pp.  Article Author(s): Lockwood, Charles Publication Date: 06/01/2006 Product Type: Harvard Business Review Article HBS Number: R0606J Subjects: Conservation; Corporate responsibility; Environmental protection; Ethics; Green buildings; Recycling; Strategic planning; Waste disposal; Workplace design Academic Discipline: Social enterprise & ethics Product Description: Just five or six years ago, the term “green building” evoked visions of barefoot, tie-dyed, granola-munching denizens. There's been a large shift in perception. Of course, green buildings are still known for conserving natural resources by, for example, minimizing on-site grading, using alternative materials, and recycling construction waste. But people now see the financial advantages as well. Well-designed green buildings yield lower utility costs, greater employee productivity, less absenteeism, and stronger attraction and retention of workers than standard buildings do. Green materials, mechanical systems, and furnishings have become more widely available and considerably less expensive than they used to be — often cheaper than their standard counterparts. So building green is no longer a pricey experiment; just about any company can do it on a standard budget by following the 10 rules outlined by the author. Reliable building-rating systems like the U.S. Green Building Council's rigorous Leadership in Energy and Environmental Design (LEED) program have done much to underscore the benefits of green construction. LEED evaluates buildings and awards points in several areas, such as water efficiency and indoor environmental quality. Other rating programs include the United Kingdom's Building Research Establishment's Environmental Assessment Method and Australia's Green Star. Green construction is not simply getting more respect; it is rapidly becoming a necessity as corporations push it fully into the mainstream over the next five to    Business Ethics: A View from the Trenches   Add   View  22 pp.  Article Author(s): Badaracco, Joseph L., Jr.; Webb, Allen Publication Date: 01/01/1995 Product Type: CMR Article Publisher: California Management Review Product Description: Presents results from a study of how young managers define ethical issues, think about these issues, and resolve them. Several patterns emerge from this study. First, in many cases, young managers received explicit instructions from their middle-manager bosses or felt strong organizational pressures to do things that they believed were sleazy, unethical, or sometimes illegal. Second, corporate ethics programs--codes of conduct, mission statements, hot lines, and so forth--proved to be of little help to these young managers. Third, many of them believed that their companies' executives were out-of-touch on ethical issues, either because they were too busy or because they sought to avoid responsibility. Fourth, the young managers resolved the dilemmas they faced largely on the basis of personal reflection and individual values, not through reliance on corporate credos, company loyalty, the exhortations and examples of senior executives, or philosophical principles or religious reflection. Ironically, however, while the interviewees typically described their experiences as difficult or even traumatic, many believed they had learned important lessons about themselves and their work. HBS Number: CMR050 Subjects: Ethics; Managerial behavior Academic Discipline: Social enterprise & ethics    Business Ethics: Four Spheres of Executive Responsibility   Add   View  16 pp.  Article Author(s): Badaracco, Joseph L., Jr. Publication Date: 04/01/1992 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR036 Subjects: Ethics; Executives Academic Discipline: Social enterprise & ethics Product Description: Many people believe that there is some single, overarching approach to business ethics: e.g., serve the shareholders, serve the stakeholders, or follow your conscience. In reality, however, the search for a grand, unifying principle of management morality often leads to frustration and cynicism. The moral dilemmas managers face are, in essence, clashes among very different spheres of responsibility. This article describes each of these spheres and presents a framework for resolving conflicts among them.    Business Leadership Lessons from the Cleveland Turnaround   Add   View  22 pp.  Article Author(s): Austin, James E. Publication Date: 10/01/1998 Product Type: CMR Article Publisher: California Management Review Product Description: The rescue and revitalization of Cleveland provides a benchmarking opportunity for how business leaders can help meet the challenge of renewing our cities. This article addresses four questions: What is the role of business leaders in urban revitalization? How can business leaders organize themselves effectively for collective action? What are the key considerations in formulating a community development strategy? How can such a strategy be best implemented? These questions are examined by focusing on the experience of the business CEO organization ``Cleveland Tomorrow,'' which has played a major role for over two decades in the rebirth of Cleveland. HBS Number: CMR137 Subjects: Business & society; Community development; Leadership; Social enterprise; Urban development Academic Discipline: Social enterprise & ethics    Business’s Dirty Little Secret   Add   View  3 pp.  Article Author(s): Baker, Raymond W.; Collingwood, Harris Publication Date: 02/01/2002 Product Type: Harvard Business Review Article Product Description: Ethical considerations aside, U.S. companies damage their long-term business interests when they turn a blind eye to the "dirty money" that flows through their coffers. Policy strategist Raymond Baker explains why. HBS Number: F0202C Subjects: Ethics; Strategic planning Academic Discipline: Social enterprise & ethics    Can a Corporation Have a Conscience?   Add   View  10 pp.  Article Goodpaster, Kenneth E.; Matthews, John B., Jr. A corporation can and should have a conscience. Organizational agents such as corporations should be no more and no less morally responsible (rational, self-interested, altruistic) than ordinary persons. The analogy that holds between the individual and the corporation makes it possible to project to corporations the concept of moral responsibility as it applies to persons. HBS Number: 82104 Type: Harvard Business Review Article Publication Date: 1/1/1982 Subjects: Corporate responsibility; Ethics; Management philosophy    Can Public Trust in Nonprofits and Governments Be Restored?   Add   View  16 pp.  Article Herzlinger, Regina E. We entrust nonprofit and governmental organizations with society's most important functions--educating our minds, uplifting our souls, and protecting our health and safety. Lately, however, the public's faith in these institutions has been seriously undermined by revelations of wrongdoing and mismanagement. Can anything be done to restore the public's confidence? Regina Herzlinger argues forcefully that the answer lies in accountability. She points out that nonprofits and governments lack the mechanisms that compel accountability in the business world. Thus they require regulatory oversight to help them accomplish their social missions effectively, efficiently, and responsibly. HBS Number: 96207 Type: Harvard Business Review Article Publication Date: 3/1/1996 Subjects: Ethics; Federal government; Financial reporting; Nonprofit organizations; Public relations; Social enterprise    Can You Trust Your Law Firm?   Add   View  4 pp.  Article Author(s): Koniak, Susan; Fryer, Bronwyn Publication Date: 11/01/2002 Product Type: Harvard Business Review Article Product Description: Is your corporate law firm really acting in your company's best interests? Legal ethics scholar Susan Koniak advises managers to make sure their outside counsel understands that the goal is not to push the limits of the law. Then they should get their legal advice in writing, record all oral communications, and seek second opinions. HBS Number: F0211C Subjects: Ethics; Legal aspects of business; Legal services Academic Discipline: Social enterprise & ethics    Case of the High-Risk Safety Product   Added   View  10 pp.  Article Chew, W. Bruce; Blodgett, Timothy B. MDC Industries must decide whether to buy a new and safer wallboard technology. With almost the same flame-retardant qualities as other wall and ceiling panels, Smoke-Safe had the advantage of giving off almost no fumes or smoke in fire tests. Most fire-related deaths are from smoke, not flames. Smoke-Safe would cost about the same to manufacture as MDC's current wallboard. However, MDC had several other good options for spending the $5 million Smoke-Safe's inventor was asking. And the prospect of lobbying to change the building codes in order to market Smoke-Safe was daunting. With only 18% of the wallboard market, MDC might not have the clout to influence major cities to revise their codes. Six experts in marketing, law, and ethics advise MDC Industries on how it can balance ethical and business imperatives. HBS Number: 92303 Type: Harvard Business Review Article Publication Date: 5/1/1992 Subjects: Building materials industry; Ethics; HBR Case Discussions; Legal aspects of business; Local government; Product safety; Regulated industries    Case of the Willful Whistle-Blower   Add   View  8 pp.  Article Seymour, Sally Jim, an employee of the nuclear division of Fairway Electric, discovered a report written fifteen years ago about a flaw in the design of their Radon II nuclear reactor. The flaw did not present a safety hazard but was expensive to fix. The company had not told customers about the report. After getting no response from the CEO, Jim took the story to a local newspaper. Word soon got out that Jim was a whistle-blower. This created much negative feeling toward Jim within his department. The CEO asked the vice president of the nuclear division to talk with Jim, pressuring him either to transfer to another office or, preferably, to quit. Jim refused. How should the situation have been handled? Experts from human resource management, public relations, and industry tell what they would have done in this situation. HBS Number: 88111 Type: Harvard Business Review Article Publication Date: 1/1/1988 Subjects: Ethics; HBR Case Discussions; Human resources management; Organizational behavior; Personnel management; Public relations; Terminations    Climate Business/Business Climate   Add   View  20 pp.  Article Author(s): Porter, Michael E.; Reinhardt, Forest L.; Schwartz, Peter; Esty, Daniel C.; Slater, Alyson; Bortz, Christina; Hoffman, Andrew J.; Schendler, Auden; Bakhshi, Vicki; Krajeski, Alexis; Roosevelt, Theodore, IV; LLewellyn, John; Correa, Maria Emilia; Way, Ma Publication Date: 10/01/2007 Product Type: Harvard Business Review Article HBS Number: F0710A Subjects: Business & society; Business government relations; Competitive advantage; Corporate responsibility; Energy consumption; Environmental protection; Global economy; Greenhouse effect; Risk assessment; Risk management; Strategic planning; Strategic positioning Academic Discipline: Social enterprise & ethics Product Description: Climate change will affect everything businesses do, as government efforts to mitigate carbon emissions cause their prices to rise steeply. This special edition of Forethought takes a hard-nosed look at the risks and opportunities of climate change. Michael E. Porter and Forest L. Reinhardt argue that the effects of climate change on companies' operations are now so tangible and certain that the issue is best addressed with the tools of the strategist, not the philanthropist. Reinhardt also posits, in another article, that success in a carbon-constrained world will be determined by innovation and acumen, requiring companies to make bold moves. Peter Schwartz explains that firms that do business in vulnerable regions can advance their interests if they help those areas adapt to global warming. Daniel C. Esty notes increasing pressure on corporations to reduce emissions, predicting that companies that fail to do so will face grave consequences. Andrew J. Hoffman says that corporations need to know what regulatory issues are at stake — and where. Alyson Slater of Global Reporting Initiative discusses the challenges and benefits of voluntary disclosure. Auden Schendler cautions companies buying up renewable energy ce    Collaborating with Activists: How Starbucks Works with NGOs   Added   View  27 pp.  Article Author(s): Argenti, Paul Publication Date: 11/01/2004 Product Type: CMR Article Publisher: California Management Review Product Description: Analyzes the company's ultimate decision to sell Fair Trade coffee and subsequently work with other NGOs to ensure that small farmers receive a living wage, in an effort to live up to the standards Starbucks set for itself in the area of social responsibility. Provides a brief overview of the changing environment for corporations and NGOs. Discusses the battle between Global Exchange and Starbucks over Fair Trade, including factors that led to the confrontation between Global Exchange and Starbucks, Starbucks' alternatives in the face of Global Exchange's threat, Starbucks' decision, and ensuing events. Also presents collaboration as a growing and important alternative to confrontation in business-NGO relations and offers seven lessons managers can take away from Starbucks' experience. HBS Number: CMR299 Subjects: Activists; Corporate responsibility; Social issues; Strategic alliances Academic Discipline: Social enterprise & ethics    Corporate Social Responsibility: Whether or How?   Add   View  26 pp.  Article Author(s): Smith, N. Craig Publication Date: 07/01/2003 Product Type: CMR Article Publisher: California Management Review Product Description: Corporate social responsibility (CSR) is not a new idea. However, CSR has never been more prominent on the corporate agenda than it is today. Examines the pressure for increased corporate attention to CSR and whether it is warranted and likely to be sustained. Differentiates between the business case for CSR and the normative case and concludes that individual firms must assess the extent to which the general business case for CSR applies to their specific circumstances. For some firms, CSR may be a major influence on corporate strategy. HBS Number: CMR262 Subjects: Corporate responsibility; Corporate strategy; Social issues; Strategy formulation Academic Discipline: Social enterprise & ethics    Crisis in Conscience at Quasar   Add   View  10 pp.  Article Fendrock, John J. An actual case history emphasizes the personal and business ethics managers currently face. Interviews gain insight into the reactions of three managers who were aware that their superiors were falsifying records for the home office. The managers suggested greater communication between the home office and the company office in order to avoid a similar occurrence. HBR readers respond in Sequel to Quasar Stellar, #68504. HBS Number: 68203 Type: Harvard Business Review Article Publication Date: 3/1/1968 Subjects: Ethics; HBR Case Discussions    Debriefing Lynn Sharp Paine and Elliot Schrage: On the Front Lines   Add   View  4 pp.  Article Author(s): McNulty, Eric Publication Date: 08/01/2004 Product Type: Harvard Management Update Article Product Description: Among the clearest messages to come out of the misdeeds and lapses in judgment that have lately rocked corporate America is that responsibility for compliance and ethics can no longer be confined to the boardroom, the general counsel's office, or the HR department. Indeed, these issues are increasingly recognized as core management concerns. At many organizations, the specific role of individual managers in ethics and compliance is just beginning to take shape. This debriefing with Lynn Sharp Paine, professor of business administration at Harvard Business School, and Elliot Schrage, a lawyer and business adviser at the Council on Foreign Relations, helps you understand better the emerging landscape and how managers at all organizational levels fit in. HBS Number: U0408E Subjects: Compliance; Ethics; Managerial behavior; Organizational development Academic Discipline: Social enterprise & ethics    Disaster Relief, Inc.   Add   View  16 pp.  Article Author(s): Thomas, Anisya; Fritz, Lynn Publication Date: 11/01/2006 Product Type: Harvard Business Review Article HBS Number: R0611G Subjects: Charities; Corporate responsibility; Disaster recovery; Philanthropy; Social enterprise Academic Discipline: Social enterprise & ethics Product Description: When disaster strikes, many corporations respond generously. After the 2004 tsunami, for instance, U.S. firms alone contributed more than half of a billion dollars in cash and in-kind donations. But a host of reactive efforts don't produce the best results — and may even get in the way. To make the most of their humanitarian efforts, companies need to address two fundamental questions: What kind of aid do we want to contribute — philanthropic (money and in-kind donations) or integrative (backroom, operational assistance)? And how do we want to contribute it — by working one-on-one with a single agency or by joining a consortium? The permutations of those two decisions lead to four different approaches, each with its own strengths and challenges. Single-company philanthropic partnerships work well when there's a good match between what a company wants to contribute and what an agency needs, as with Coca-Cola's donations of water to the Red Cross. More diffuse, but also potentially more effective, are the benefits of joining a multicompany philanthropic partnership, which enables the resources of many firms to be matched to the missions of many agencies. More difficult to establish but more fundamental in its impact is a single-company integrative partnership, in which a corporation works to improve the way an aid agency operates, as the logistics giant TNT has done to help the distribution efforts of the World Food Programme. And most difficult to implement — but potentially most effective — is a multicompany integrative partnership, which brings to bear the collective best pra    Discipline of Building Character   Add   View  20 pp.  Article Author(s): Badaracco, Joseph L., Jr. Publication Date: 03/01/1998 Product Type: Harvard Business Review Article HBS Number: 98201 Subjects: Business & society; Decision making; Ethics; Group dynamics; Management philosophy Academic Discipline: Social enterprise & ethics Product Description: What is the difference between an ethical decision and what the author, Harvard Business School Professor Joseph Badaracco, Jr., calls a defining moment? An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A defining moment challenges us in a deeper way by asking us to choose between two or more ideals in which we deeply believe. Such decisions rarely have one “correct” response. Taken cumulatively over many years, they form the basis of an individual's character. Defining moments ask executives to dig below the busy surface of their lives and refocus on their core values and principles. Once uncovered, those values and principles renew their sense of purpose at the workplace and act as a springboard for shrewd, pragmatic, politically astute action. Three types of defining moments are particularly common in today's workplace. The first type is largely an issue of personal identity. The second type concerns groups as well as individuals. The third kind involves defining a company's role within society. By learning to identify each of those three situations, managers can learn to navigate right-versus-right decisions successfully. The author asks a series of practical questions that will help managers take time out to examine their values and then transform their beliefs into action. By engaging in this process of self-inquiry, managers will be gaining the tools to tackle their most elusive, challenging, and essential business dilemmas.    Discipline of Building Character (HBR OnPoint Enhanced Edition)   Added   View  20 pp.  Article Author(s): Badaracco, Joseph L., Jr. Publication Date: 09/01/2002 Product Type: HBR OnPoint Article HBS Number: 1725 Subjects: Business & society; Decision making; Ethics; Group dynamics; Management philosophy Academic Discipline: Social enterprise & ethics Product Description: This is an enhanced edition of HBR article 98201, originally published in March/April 1998. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. What is the difference between an ethical decision and what the author, Harvard Business School Professor Joseph Badaracco, Jr., calls a defining moment? An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A defining moment challenges us in a deeper way by asking us to choose between two or more ideals in which we deeply believe. Such decisions rarely have one “correct” response. Taken cumulatively over many years, they form the basis of an individual's character. Defining moments ask executives to dig below the busy surface of their lives and refocus on their core values and principles. Once uncovered, those values and principles renew their sense of purpose at the workplace and act as a springboard for shrewd, pragmatic, politically astute action. Three types of defining moments are particularly common in today's workplace. The first type is largely an issue of personal identity. The second type concerns groups as well as individuals. The third kind involves defining a company's role within society. By learning to identify each of those three situations, managers can learn to navigate right-versus-right decisions successfully. The author asks a series of practical questions that will help managers take time out to examine their values and then transform their beliefs into action. By engaging in this process of self-inquiry, managers will be gaining    DNA: Handle with Care   Add   View  3 pp.  Article Author(s): Andrews, Lori B.; Fryer, Bronwyn Publication Date: 04/01/2001 Product Type: Harvard Business Review Article Product Description: Lori Andrews, a professor of science, technology, and law, discusses the legal and ethical issues surrounding genomics. She explains what executives need to know about handling sensitive genetic information and technologies. HBS Number: F0104D Subjects: Biotechnology; Ethics; Genetic engineering; Interviews; Legal aspects of business Academic Discipline: Social enterprise & ethics    Do Well by Doing Good? Don’t Count on It   Added   View  4 pp.  Article Author(s): Elfenbein, Hillary Anger; Margolis, Joshua D. Publication Date: 01/01/2008 Product Type: Harvard Business Review Article HBS Number: F0801D Subjects: Profitability; Social responsibility; Values Academic Discipline: Social enterprise & ethics Product Description: Research over 35 years shows only a weak link between socially responsible corporate behavior and good financial performance. However, there's no evidence of risk in doing good, only in being exposed for misdeeds.    Does New Age Business Have a Message for Managers?   Add   View  12 pp.  Article Nichols, Martha New Age entrepreneurs are redefining the way business is conducted, placing environmental and moral needs and job satisfaction at or near the top of the corporate mission. Today's company is a place where managers encourage employees to do community work on office time and where everyone creates products that they themselves love. This view of work may seem overly idealistic to many, but New Age ideals are growing in popularity among today's workers whose futures seem increasingly uncertain in the wake of layoffs and restructurings. While the founders of companies like Tom's of Maine or The Body Shop believe they are making the world a better place, writers like Paul Hawken and Charles Handy have discovered a more pragmatic use of New Age ideals, as a way for business people to think about their organizations. HBS Number: 94206 Type: Harvard Business Review Article Publication Date: 3/1/1994 Subjects: Business & society; Entrepreneurship; Ethics; Leadership; Management philosophy; Values    Doing Well by Doing Good   Add   View  5 pp.  Article Author(s): Birchard, Bill Publication Date: 12/01/1999 Product Type: Harvard Management Update Article Product Description: Corporate citizenship has grown far beyond the annual United Way fund. Companies are addressing concerns such as human rights, animal welfare, and community development. Why? Being socially aware is a good way to differentiate yourself from your competitors in an increasingly competitive marketplace. It does not come easy, however, and requires that organizations hold themselves accountable to multiple stakeholders--employees, local communities, etc. This article from the coauthor of Counting What Counts: Turning Corporate Responsibility to Competitive Advantage defines some steps for integrating corporate citizenship into a corporation. HBS Number: U9912C Subjects: Business & society; Corporate responsibility Academic Discipline: Social enterprise & ethics    End of Corporate Imperialism   Add   View  16 pp.  Article C.K. Prahalad ; Kenneth Lieberthal HBS Number: 98408 Type: Article Publication Date: 7/1/1998 Supplementary Materials: China; Country analysis; Developing countries; Emerging markets; India; International business; International marketing; Multinational corporations; South America    Energy-Credit Buyers Beware   Add   View  4 pp.  Article Author(s): Schendler, Auden Publication Date: 09/01/2006 Product Type: Harvard Business Review Article HBS Number: F0609E Subjects: Electric power; Environmental trends; Renewable energy Academic Discipline: Social enterprise & ethics Product Description: Companies are buying millions of dollars' worth of renewable energy credits (RECs) to offset the carbon produced by the electricity they use. But RECs have little effect on the environment, the author says.    Ethical Conflicts at Enron: Moral Responsibility in Corporate Capitalism   Add   View  15 pp.  Article Author(s): Watkins, Sherron S. Publication Date: 07/01/2003 Product Type: CMR Article Publisher: California Management Review Product Description: Sherron Watkins, who was selected as one of Time magazine's "Person of the Year" for her role as the whistleblower in the Enron scandal, presents her personal opinions on what went wrong at Enron as well as what is wrong with the whole system that this country's equity market relies on to function properly. Not only did Enron's management and consultants fail the company's shareholders and employees, but the market and watchdog agencies also failed to protect shareholder interests as well. The successful functioning of the capitalist system requires the exercise of moral as well as economic and political responsibility. HBS Number: CMR259 Subjects: Accountability; Corporate responsibility; Ethics; Fraud; Shareholder relations Academic Discipline: Social enterprise & ethics    Ethical Leader’s Decision Tree   Added   View  3 pp.  Article Author(s): Bagley, Constance E. Publication Date: 02/01/2003 Product Type: Harvard Business Review Article Product Description: If you spring for optional pollution-control devices at your overseas plant, have you violated your duty to maximize shareholder value? Here's a framework that can help clarify this and other ethical dilemmas. HBS Number: F0302C Subjects: Decision making; Ethics; Leadership; Pollution control; Values Academic Discipline: Social enterprise & ethics    Ethical Managers Make Their Own Rules   Add   View  6 pp.  Article Cadbury, Adrian Inside companies and beyond them, business and ethics still demand managers to make tough decisions. Concerns about doing business in South Africa, how to handle plant closures, issues involving personnel matters--none is new. What is new is the interest the public takes in business decisions and the pressure it applies--pressure that tempts boards and managers to sidestep hard choices. Managers must be open to the role ethics plays in decision making. Know where you stand on issues as an individual. Weigh all the competing interests carefully. Then simply get on with doing business and let your actions speak for themselves. This article won HBR's 1986 Ethics in Business Prize. HBS Number: 87502 Type: Harvard Business Review Article Publication Date: 9/1/1987 Subjects: Decision making; Ethics    Ethical Roots of the Business System   Add   View  10 pp.  Article Sherwin, Douglas S. Business is an institution to which our society assigns a certain sphere of activity--to secure the social good of economic efficiency. The values that govern the conduct of business must be conditioned by the purpose of the business institution. Business leaders therefore have the responsibility of running their companies in such a way as to realize their most economic performance. That means taking the needs and the concepts of purpose of each of the system's members into account. It does not mean making profit the primary goal. HBS Number: 83616 Type: Harvard Business Review Article Publication Date: 11/1/1983 Subjects: Ethics;    Ethics in Negotiation: Oil and Water or Good Lubrication?   Add   View  10 pp.  Article Reitz, H. Joseph; Wall, James A., Jr.; Love, Mary Sue Is ethical negotiating not only "the right thing to do," but also effective in achieving desired outcomes? Various ethical criteria (the Golden Rule, Universalism, Utilitarianism, Distributive Justice) are used to evaluate ten commonly used negotiation tactics (lies, puffery, deception, weakening the opponent, strengthening one's own position, nondisclosure, information exploitation, change of mind, distraction, and maximization). Some negotiating ploys are unqualifiedly unethical; some are inherently ethical; some are contingently ethical. Unethical bargaining can reap onetime benefits, but in the long run it damages relationships, sullies reputations, and actually closes the door on many potentially fruitful transactions. HBS Number: BH004 Type: Business Horizons Article Publication Date: 5/15/1998 Geographic Setting: Business Horizons/Indiana University Subjects: Ethics; Negotiations; Organizational behavior Publisher: Business Horizons/Indiana University    Ethics in Practice   Add   View  8 pp.  Article Andrews, Kenneth R. Business ethics is a challenge with three parts: 1) developing managers as moral individuals; 2) building an environment in which standards and values are central to the company's strategy, just as economic purpose is; and 3) formulating and implementing policies that support ethical performance--as well as safeguards to assure they are observed. The essence of management responsibility is to make decisions when there are no clear choices or absolute answers. HBS Number: 89501 Type: Harvard Business Review Article Publication Date: 9/1/1989 Subjects: Corporate responsibility; Ethics; Uncertainty; Values    Ethics Without the Sermon   Add   View  13 pp.  Article Nash, Laura L. A set of twelve questions provides executives with a framework to test pragmatically the ethical content of business decisions. The inquiry draws on traditional philosophical frameworks while avoiding the utopian and anticapitalistic bias prevalent in current applied business philosophy. The ethical inquiry method articulates corporate responsibilities and lays them open for examination. HBS Number: 81609 Type: Harvard Business Review Article Publication Date: 11/1/1981 Subjects: Business philosophy; Corporate responsibility; Decision making; Ethics; Managerial behavior    Finding the Common Ground in Russian and American Business Ethics   Add   View  20 pp.  Article Puffer, Sheila M.; McCarthy, Daniel J. Business ethics in Russia are changing as is the very nature of Russian business itself. This article compares Russian and American conceptions of ethics in business using a framework of ethical and unethical practices in both countries. While Americans may consider some current Russian business practices to be questionable or even unethical, they may fail to appreciate that the reverse is true as well. The article also presents a series of recommendations for American managers doing business with Russians to assist them in interpreting their own, as well as Russian, business behavior in order to develop business practices that will be ethically acceptable to both. HBS Number: CMR134 Type: CMR Article Publication Date: 1/1/1995 Geographic Setting: California Management Review Subjects: Cross cultural relations; Eastern Europe; Ethics; Managerial behavior Publisher: California Management Review    From Spare Change to Real Change: The Social Sector as Beta Site for Business In   Added   View  12 pp.  Article Kanter, Rosabeth Moss Corporations are continually looking for new sources of innovation. Today several leading companies are beginning to find inspiration in an unexpected place: the social sector. That includes public schools, welfare-to-work programs, an HBS Number: 99306 Type: Harvard Business Review Article Publication Date: 5/1/1999 Subjects: Community development; Corporate responsibility; Innovation; Partnerships; Public sector; R&D; Social change; Social enterprise; Social services; Urban development    Get Aggressive About Passivity   Add   View  4 pp.  Article Author(s): Samuelson, Judith; Gentile, Mary Publication Date: 11/01/2005 Product Type: Harvard Business Review Article Product Description: If managers always acted on their values, heroic whistle-blowing might never be required. But, research shows, people don't think that doing the right thing is part of their jobs. HBS Number: F0511A Industry Setting: Dairy industry Subjects: Corporate culture; Ethics; Human behavior; Organizational behavior; Psychology; Whistleblowers Academic Discipline: Social enterprise & ethics    Getting Sound Advice on Social Initiatives   Add   View  4 pp.  Article Author(s): Grover, Steven Publication Date: 06/01/2008 Product Type: Harvard Business Review Article HBS Number: F0806B Subjects: Social responsibility; Academic Discipline: Social enterprise & ethics Product Description: Burger King has found a low-key but surprisingly effective way to deal with consumer concerns about animal welfare: Establish an advisory panel of outside experts who can help analyze and filter ideas for initiatives.    Green Reporting   Add   View  4 pp.  Article Kolk, Ans A good environmental-reporting process can make a firm more environmentally responsible and more competitive--in the marketplace and in the war for talent. HBS Number: F00102 Type: Harvard Business Review Article Publication Date: 1/1/2000 Subjects: Corporate responsibility; Environmental protection    Guidelines for Social Return on Investment   Add   View  22 pp.  Article Author(s): Lingane, Alison; Olsen, Sara Publication Date: 05/01/2004 Product Type: CMR Article Publisher: California Management Review Product Description: Presents 10 standard guidelines for calculating social return on investment (SROI) -- quantitative summaries of companies' social and environmental impacts, actual or projected. SROI is a technique for summarizing the value of companies' environmental and social benefits in terms of a dollar value equivalent. Using data and examples from 88 actual business plans, this article discusses common errors in such assessments and makes recommendations for standardizing them. The aim is to make SROI metrics more comprehensive, credible, and useful for entrepreneurs, managers, and analysts. Such a common framework would also enable investors to compare the social impact of different firms within the same industry. HBS Number: CMR287 Subjects: Corporate responsibility; Environmental protection; Return on investment; Social enterprise; Social issues Academic Discipline: Social enterprise & ethics    How Free Are Free Agents?   Add   View  8 pp.  Article Badaracco, Joseph L., Jr. In Black and White on Wall Street, Joseph Jett, the trader blamed for Kidder Peabody's controversial demise in 1994, tells his side of the story. But his account is more than just a tale of racism and greed. Reviewer Joseph L. Badaracc HBS Number: 99602 Type: Harvard Business Review Article Publication Date: 11/1/1999 Subjects: Book reviews; Career advancement; Discrimination; Ethics; Fraud; Securities trading; Values    How Selfish Are People - Really?   Add   View  7 pp.  Article Warsh, David This book review of Robert Axelrod's The Evolution of Cooperation and Robert H. Frank's Passions Within Reason questions whether "self-interest" is really the definition of ethical behavior, as past thinkers such as Adam Smith and Charles Darwin would have us believe. HBS Number: 89314 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Ethics; Values    How to Make Tough Ethical Calls (Guest Column)   Add   View  3 pp.  Article Author(s): Seglin, Jeffrey L. Publication Date: 02/01/2000 Product Type: Harvard Management Update Article Product Description: New York Times columnist Jeffrey L. Seglin helps managers cope with common ethical dilemmas. HBS Number: U0002D Subjects: Decision making; Ethics; Legal aspects of business; Values Academic Discipline: Social enterprise & ethics    I Was Greedy, Too   Add   View  8 pp.  Article Author(s): Coutu, Diane L. Publication Date: 02/01/2003 Product Type: Harvard Business Review Article Product Description: Americans are outraged at the greediness of Wall Street analysts, dot-com entrepreneurs and, most of all, chief executive officers. How could Tyco's Dennis Kozlowski use company funds to throw his wife a million-dollar birthday bash on an Italian island? How could Enron's Ken Lay sell thousands of shares of his company's once high-flying stock just before it crashed, leaving employees with nothing? Even America's most popular domestic guru, Martha Stewart, is suspected of having her hand in the cookie jar. To some extent, our outrage may be justified, writes HBR senior editor Diane Coutu. And yet, it's easy to forget that just a couple years ago these same people were lauded as heroes. It could easily be argued that it was public indulgence in corporate money lust that largely created the mess we're now in. It's time to take a hard look at greed, both in its general form and in its peculiarly American incarnation, says Coutu. If Federal Reserve Board Chairman Alan Greenspan was correct in telling Congress that "infectious greed" contaminated U.S. business, then we need to try to understand its causes--and how the average American may have contributed to it. Why did so many of us fall prey to greed? Can we be sure it won't happen again? HBS Number: R0302B Subjects: Business & society; Business philosophy; Corporate responsibility; Ethics; Human behavior; Psychology; Social issues Academic Discipline: Social enterprise & ethics    Information Privacy & Marketing: What the US Should/Shouldn’t Learn from Europe   Add   View  27 pp.  Article Author(s): Smith, H. Jeff Publication Date: 01/01/2001 Product Type: CMR Article Publisher: California Management Review Product Description: The United States and Europe exhibit very different approaches to information privacy--a condition of limited access to identifiable information about individuals--from both regulatory and managerial perspectives. Grounded in different cultural values and assumptions about the meaning of privacy (a "human rights" issue in Europe versus a contractual issue in the United States), these differences have led to regulatory and managerial conflicts. In this article, the differences between the two approaches are explored. U.S. corporations would be well served to embrace some of the premises of the European perspective. However, the United States would be poorly served by the creation of a federal regulatory structure such as some commonly found in Europe. HBS Number: CMR190 Subjects: Europe; Internet; Marketing information systems; Right of privacy Academic Discipline: Social enterprise & ethics    Is Business Bluffing Ethical?   Added   View  8 pp.  Article Carr, Albert Z. Business, like poker, is often a game of strategic bluffs. The worlds of private and business life are separate and demand separate codes of ethics. The pressure to deceive is felt everywhere in business and deceptions are ethically justifiable. If public opinion and legal authorities raise a clamor, industry will create and enforce its own code to avoid government regulation. Blatantly unethical practices only serve to spoil the consumer environment in the long run. Aggression and competition are built into our society and business provides a useful outlet for them. The individual is pressured in many of these instances and must subordinate his feelings to carry out the objective. Departing from the strict truth and the golden rule is part of the strategy of business. HBS Number: 68102 Type: Harvard Business Review Article Publication Date: 1/1/1968 Subjects: Business & society; Ethics    Lofty Missions, Down-to-Earth Plans   Added   View  16 pp.  Article Author(s): Rangan, V. Kasturi Publication Date: 03/01/2004 Product Type: Harvard Business Review Article Product Description: Most nonprofits make program decisions based on a mission rather than a strategy. They rally under the banner of a particular cause. And because their causes are so worthwhile, they support any programs that are related to their core missions. It's hard to fault people for trying to improve the state of the world, but that approach to making decisions is misguided. Acting without a clear, long-term strategy can stretch an agency's core capabilities and push it in unintended directions. The fundamental problem is that many nonprofits don't have a strategy; instead, they have a mission and a portfolio of programs. But they hardly make deliberate decisions about which programs to run, which to drop, and which to turn down for funding. What most nonprofits call ``strategy'' is really just an intensive exercise in resource allocation and program management. This article outlines for nonprofits a four-step process for developing strategy. The first step is to create a broad, inspiring mission statement. The second step is to translate that core mission into a smaller, quantifiable operational mission. The third step is to create a strategy platform; that is, the nonprofit decides how it will achieve its operational mission. Decisions about funding and client, program, and organizational development are all made here. And step four is making reasoned, strategic decisions about which programs to run and how to run them. HBS Number: R0403J Subjects: Decision making; Mission statements; Nonprofit organizations; Nonprofit sector; Planning; Social enterprise; Strategy formulation; Strategy implementation Academic Discipline: Social enterprise & ethics    Mainstreaming Corporate Social Responsibility: Developing Markets for Virtue   Add   View  28 pp.  Article Author(s): Berger, Ida E.; Cunningham, Peggy H.; Drumwright, Minette E. Publication Date: 08/01/2007 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR375 Subjects: Corporate responsibility; Corporate strategy; Marketing strategy; Social issues; Values Academic Discipline: Social enterprise & ethics Product Description: Investigates what it means for corporate social responsibility (CSR) to be “mainstreamed” in a company. Rather than a single 'best practice,' narratives provided by managers revealed that mainstreaming can be understood in terms of three distinct CSR orientations: the business-case model, the syncretic stewardship model, and the social values-led model. These different orientations and approaches to mainstreaming CSR are the result of three interrelated factors: an “external market for virtue,” an “internal market for virtue,” and the established culture of the company. For business case and social values-led firms, incentives can be developed that encourage them to gravitate toward the syncretic stewardship orientation, which may well represent the most sustainable dimension of CSR.    Managing Ethics and Legal Compliance: What Works and What Hurts   Add   View  23 pp.  Article Trevino, Linda Klebe; Weaver, Gary R.; Gibson, David G.; Toffler, Barbara Ley This survey of employees at six large American companies asked the question: "What works and what hurts in corporate ethics/compliance management?" The study found that a values-based cultural approach to ethics/compliance management w HBS Number: CMR146 Type: CMR Article Publication Date: 1/1/1999 Geographic Setting: California Management Review Subjects: Compliance; Ethics; Legal aspects of business; Values Publisher: California Management Review    Managing for Organizational Integrity   Added   View  14 pp.  Article Paine, Lynn Sharp Ethics is as much an organizational as a personal issue. Managers who fail to provide leadership and institute systems that facilitate ethical conduct share responsibility with those who knowingly benefit from corporate misdeeds. Execu HBS Number: 94207 Type: Harvard Business Review Article Publication Date: 3/1/1994 Subjects: Corporate law; Corporate responsibility; Ethics; Legal aspects of business; Liability    Managing the Crisis You Tried to Prevent   Add   View  16 pp.  Article Norman R. Augustine HBS Number: 95602 Type: Article Publication Date: 11/1/1995 Supplementary Materials: Leadership; Management of crises    Managing the Gray Areas: An Interview with Joseph L. Badaracco, Jr.   Add   View  5 pp.  Article Author(s): Gifford, Dun, Jr.; Badaracco, Joseph L., Publication Date: 07/01/1998 Product Type: Harvard Management Update Article Product Description: Managers are often faced with decisions that don't fit within a simplistic "right versus wrong" view of the world. Instead, they are presented with situations that could go either way. In this interview with writer Dun Gifford, Jr., Harvard Business School Professor Joseph Badaracco, Jr. discusses the decisions managers must make when faced with a "defining moment," a situation that demands a choice between two ethically and morally compelling options. A person's response to such a situation can irretrievably define that person in terms of what is morally important. Using examples from his book, Defining Moments: When Managers Must Choose Between Right and Right, Badaracco demonstrates the importance of considering how a manager's group members and others will interpret decisions made in tough situations. Badaracco also distinguishes between various types of defining moments and advises managers to take sufficient time for self-inquiry and to rely on instinct and emotion to help make these difficult decisions. HBS Number: U9807B Geographic Setting: Industry Setting: Subjects: Decision making; Ethics; Interviews Academic Discipline: Social enterprise & ethics    Moral Mazes: Bureaucracy and Managerial Work   Add   View  14 pp.  Article Jackall, Robert The theory that success is commensurate with effort is an enduring belief in our society. So is the idea that hard work builds character. What becomes of men and women in large corporations in which success is not necessarily connected with hard work? Interviews with managers and executives in several big companies reveal that bureaucracy, the prevailing organizational form of our society and economy, breaks apart the old connection between work and salvation and erodes all standards of morality except its own. McKinsey Award Winner. HBS Number: 83507 Type: Harvard Business Review Article Publication Date: 9/1/1983 Subjects: Ethics; McKinsey Award Winners; Values    Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership   Added   View  16 pp.  Article Author(s): Trevino, Linda Klebe; Hartman, Laura Pincus; Brown, Michael Publication Date: 07/01/2000 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR183 Subjects: CEO; Corporate governance; Ethics; Leadership Academic Discipline: Social enterprise & ethics Product Description: Executives should not take a reputation for ethical leadership for granted. Based on interviews with senior executives and corporate ethics officers, this article reveals that a reputation for executive ethical leadership rests on two essential pillars: the executive's visibility as a moral person (based upon perceived traits, behaviors, and decision-making processes) and visibility as a moral manager (based upon role modeling, use of the reward system, and communication). Developing a reputation for ethical leadership pays dividends in reduced legal problems and increased employee commitment, satisfaction, and employee ethical conduct. The alternatives are the unethical leader, the hypocritical leader (who talks the talk, but doesn't walk the walk), and the ethically neutral leader (who may be an ethical person, but employees don't know it because the leader has not made ethics and values an explicit part of the leadership agenda). The article also offers guidelines for cultivating a reputation for ethical leadership.    Needed: A New System of Intellectual Property Rights   Add   View  12 pp.  Article Lester C. Thurow HBS Number: 97510 Type: Article Publication Date: 9/1/1997 Supplementary Materials: Government policy; Innovation; Legal aspects of business; Patents; Public policy; R&D; Regulation; Technology    New Corporate Philanthropy   Add   View  16 pp.  Article Smith, Craig Forced to explain why businesses should continue to give money away while laying off workers, contributions managers in hundreds of companies have come up with an approach that ties corporate giving directly to strategy. In those companies, philanthropic and business units have joined forces to develop philanthropic strategies that give their companies a powerful competitive edge. The new corporate philanthropy encourages companies to play a leadership role in social problem solving by funding initiatives that incorporate the best thinking of governments and nonprofit institutions. The new approach to philanthropy is best illustrated by the AT&T Foundation, which has set up a dynamic relationship with the company's business units to support social causes while advancing AT&T's business goals. HBS Number: 94309 Type: Harvard Business Review Article Publication Date: 5/1/1994 Subjects: Corporate responsibility; Ethics; Social enterprise    New Landscape for Nonprofits   Add   View  12 pp.  Article Ryan, William In this article, William P. Ryan, a Cambridge-based consultant to foundations and nonprofit organizations, examines how nonprofits need to adapt to the new competitive environment. For most of this century, society?s caring functions h HBS Number: 99108 Type: Harvard Business Review Article Publication Date: 1/1/1999 Subjects: Government & business; Nonprofit marketing; Nonprofit organizations; Outsourcing; Social change; Social enterprise; Social services    New Meaning of Corporate Social Responsibility   Add   View  11 pp.  Article Author(s): Reich, Robert B. Publication Date: 01/01/1998 Product Type: CMR Article Publisher: California Management Review Product Description: While many contemporary American corporations continue to exemplify high levels of corporate social responsibility, virtually all publicly held firms are finding themselves under growing pressure from the investment community to maximize shareholder value. As a result, the interests of the firm's non-shareholder constituencies are being neglected. The government must step in and function as arbiter, enacting rules and regulations that define what we expect of corporations in the way of such things as working conditions, environmental protection, and job training. But since the political process constitutes the only remaining vehicle for the expression of non-shareholder stakeholders, if corporate managers wish to be free to maximize shareholder value, it is inappropriate for them to also participate in shaping public policy. HBS Number: CMR099 Subjects: Business government relations; Corporate responsibility; Ethics; Public policy Academic Discipline: Social enterprise & ethics    Next Wave of Corporate Community Involvement: Corporate Social Initiatives   Added   View  17 pp.  Article Author(s): Hess, David; Rogovsky, Nikolai; Dunfee, Th Publication Date: 01/01/2002 Product Type: CMR Article Publisher: California Management Review Product Description: The practice of corporate philanthropy has evolved significantly over the past several decades and has now become an integral part of corporate strategy. This article identifies an emerging form of corporate community involvement called "Corporate Social Initiatives" (CSI). These programs differ from their predecessors in that they are connected to the firm's core values, responsive to moral pressures, based on the firm's core competencies, and have clear objectives and means of measurement. Firms are adopting these initiatives as part of a strategy that seeks competitive advantage through reputation assets or as a response to perceived pressures from the moral marketplace. This article explicates the drivers behind the increased interest in CSI, relates CSI to changes in the environment of social expectations for business, reviews potential challenges to CSI programs, and suggests critical factors in the design of successful CSI programs. HBS Number: CMR223 Subjects: Community relations; Competitive advantage; Corporate strategy; Social issues Academic Discipline: Social enterprise & ethics    Nonprofit Sector’s $100 Billion Opportunity   Add   View  12 pp.  Article Author(s): Bradley, Bill; Jansen, Paul; Silverman, Les Publication Date: 05/01/2003 Product Type: Harvard Business Review Article HBS Number: R0305G Subjects: Charities; Fund raising; Nonprofit marketing; Nonprofit organizations; Nonprofit sector; Philanthropy; Service industry; Social enterprise; Social enterprise & ethics Academic Discipline: Social enterprise & ethics Product Description: Imagine what an extra $100 billion a year could do for philanthropic and other nonprofit institutions. According to a new study, the nonprofit sector could free that amount — maybe even more — by making five changes in the way it operates. The study asked two central questions: Does the sector's money flow from its source to its ultimate use as efficiently and effectively as possible? If not, where are the big opportunities to increase social benefit? According to former Senator Bill Bradley and McKinsey's Paul Jansen and Les Silverman, nonprofits could save roughly $25 billion a year by changing the way they raise funds. By distributing funds more quickly, they could put an extra $30 billion to work. Organizations could generate more than $60 billion a year by streamlining and restructuring the way in which they provide services and by reducing administrative costs. And they could free up even more money — an amount impossible to estimate — by better allocating funds among service providers. The authors admit that making those changes won't be easy. The nonprofit world, historically seen as a collection of locally focused charities, has become an enormous sector, but it lacks the managerial processes and incentives that help keep the for-profit world on track. And when the baby boomers start to retire in less than a decade, public budgets will be squeezed even more than they are today. If the nonprofit sector is to help the nation cope with the stresses ahead, it must become more efficie    Parable of the Sadhu   Added   View  8 pp.  Article McCoy, Bowen H. When does a group have responsibility for the well-being of an individual? And what are the differences between the ethics of the individual and the ethics of the corporation? Those are the questions Bowen McCoy wanted readers to explo HBS Number: 97307 Type: Harvard Business Review Article Publication Date: 5/1/1997 Subjects: Ethics; Group dynamics; HBR Classics; Human behavior; Management of crises; Organizational behavior    Path of Kyosei   Add   View  12 pp.  Article Kaku, Ryuzaburo Many global companies believe they have a moral duty to respond to the world's problems but are unsure how to do that and still pursue a reasonable profit for their shareholders. Ryuzaburo Kaku, honorary chairman of Canon, the Japanese technology company, suggests that companies consider kyosei, a business credo that he defines as a "spirit of cooperation" in which individuals and organizations work together for the common good. Kyosei, Kaku claims, has helped Canon make a significant and positive impact on many world problems as the company has grown to become one of the world's preeminent innovators and manufacturers of technology. HBS Number: 97403 Type: Harvard Business Review Article Publication Date: 7/1/1997 Subjects: Business policy; Ethics; Government & business; Japan; Political systems    Path to Corporate Responsibility   Added   View  20 pp.  Article Author(s): Zadek, Simon Publication Date: 12/01/2004 Product Type: Harvard Business Review Article HBS Number: R0412J Industry Setting: Apparel industry; Consumer products Subjects: Apparel; Business & society; Corporate image; Corporate responsibility; Ethics; Global business; International trade; Labor markets; Social issues; Social responsibility; Sports Academic Discipline: Social enterprise & ethics Product Description: Nike's tagline, “Just do it,” is an inspirational call to action for the millions who wear the company's athletic gear. But in terms of corporate responsibility, Nike didn't always follow its own advice. In the 1990s, protesters railed against sweatshop conditions at some of its overseas suppliers and made Nike the global poster child for corporate ethical fecklessness. The intense pressure that activists exerted on the athletic apparel giant forced it to take a long, hard look at corporate responsibility — sooner than it might have otherwise. In this article, Simon Zadek, CEO of the U.K.-based institute AccountAbility, describes the bumpy route Nike has traveled to get to a better ethical place, one that cultivates and champions responsible business practices. Organizations learn in unique ways, Zadek contends, but they inevitably pass through five stages of corporate responsibility, from defensive (“It's not our fault”) to compliant (“We'll do only what we have to”) to managerial (“It's the business”) to strategic (“It gives us a competitive edge”) and, finally, to civil (“We need to make sure everybody does it”). He details Nike's arduous trek through these stages. As he outlines this evolution, Zadek offers valuable insights to executives grappling with the challenge of managing responsible business practices. Beyond just getting their own houses in order, the author argues, companies need to stay ab    Path to Corporate Responsibility (HBR OnPoint Enhanced Edition)   Add   View  20 pp.  Article Author(s): Zadek, Simon Publication Date: 12/01/2006 Product Type: HBR OnPoint Article HBS Number: 1682 Subjects: Apparel; Business & society; Corporate responsibility; Ethics; Global business; International trade; Labor markets; Social issues; Social responsibility; Sports Academic Discipline: Social enterprise & ethics Product Description: Nike's tagline, “Just do it,” is an inspirational call to action for the millions who wear the company's athletic gear. But in terms of corporate responsibility, Nike didn't always follow its own advice. In the 1990s, protesters railed against sweatshop conditions at some of its overseas suppliers and made Nike the global poster child for corporate ethical fecklessness. The intense pressure that activists exerted on the athletic apparel giant forced it to take a long, hard look at corporate responsibility — sooner than it might have otherwise. In this article, Simon Zadek, CEO of the U.K.-based institute AccountAbility, describes the bumpy route Nike has traveled to get to a better ethical place, one that cultivates and champions responsible business practices. Organizations learn in unique ways, Zadek contends, but they inevitably pass through five stages of corporate responsibility, from defensive (“It's not our fault”) to compliant (“We'll do only what we have to”) to managerial (“It's the business”) to strategic (“It gives us a competitive edge”) and, finally, to civil (“We need to make sure everybody does it”). He details Nike's arduous trek through these stages. As he outlines this evolution, Zadek offers valuable insights to executives grappling with the challenge of managing responsible business practices. Beyond just getting their own houses in order, the author argues, companies need to stay abreast of the public's evolving ideas about corporate roles and responsibilities. Organizations t    Pay from Volunteer Service Can Include Career Gains   Add   View  6 pp.  Article Author(s): Stauffer, David Publication Date: 08/01/1998 Product Type: Harvard Management Update Article Product Description: Volunteer community service, in addition to the obvious benefits of personal satisfaction, enhanced self-esteem, and the sense of giving something back to one's community, can also provide managers with an opportunity to gain skills and experience that can lead to greater business success and career advancement. Among the bottom-line career benefits are: more ways to learn management skills, exposure to diverse groups of people, opportunities for extending vision and, often, experience in collaborative leadership. This article offers pointers on how to choose a volunteer opportunity that's right for you and mentions resources that will get you connected to community groups. A sidebar provides tips for making the most of your volunteer service. HBS Number: U9808A Geographic Setting: Industry Setting: Subjects: Leadership; Managerial skills; Social enterprise; Volunteers Academic Discipline: Social enterprise & ethics    Philanthropy’s New Agenda: Creating Value   Add   View  12 pp.  Article Porter, Michael E.; Kramer, Mark R. During the past two decades, the number of charitable foundations in the United States has doubled while the value of their assets has increased more than 1,100%. As new wealth continues to pour into foundations, the authors take a tim HBS Number: 99610 Type: Harvard Business Review Article Publication Date: 11/1/1999 Subjects: Business & society; Charities; Nonprofit organizations; Nonprofit sector; Philanthropy; Social enterprise; Strategy formulation; Strategy implementation    Pirates Inside   Add   View  4 pp.  Article Author(s): Buchanan, Leigh Publication Date: 03/01/2006 Product Type: Harvard Business Review Article Product Description: Corporations that talk tough about cracking down on intellectual property theft need to look closely at their own organizations. HBS Number: F0603J Subjects: Copyright; Corporate strategy; Information management; Intellectual property; Organizational behavior; Piracy Academic Discipline: Social enterprise & ethics    Playing by the Rules: How Intel Avoids Antitrust Litigation   Add   View  8 pp.  Article David B. Yoffie ; Mary Kwak HBS Number: R0106H Type: Article Publication Date: 6/1/2001 Supplementary Materials: Antitrust laws; Compliance; Corporate law; Legal aspects of business; Litigation; Monopolies    Political Advantage: Japan’s Campaign for America   Add   View  18 pp.  Article Pat Choate HBS Number: 90503 Type: Article Publication Date: 9/1/1990 Supplementary Materials: Ethics; International business; International trade; Japan; Political process    Public’s Trust in Nonprofit Organizations: The Role of Relationship Marketing and Management   Add   View  21 pp.  Article Author(s): Bryce, Herrington J. Publication Date: 08/01/2007 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR374 Industry Setting: Nonprofit Subjects: Customer relations; Media relations; Nonprofit sector; Public relations Academic Discipline: Social enterprise & ethics Product Description: Connects the impairment of the public's trust in nonprofit organizations to managerial actions in five transactions that lie at the core of the relationship between nonprofits and the public. For each core transaction it asks: What does the public trust mean? How may that trust be impaired by managerial action? What concepts in a relationship-marketing message might help restore that trust? What are the conditions or antecedents that might materially modify the results of any of these messages? Offers important lessons to help clarify, manage, and restore the public's trust in nonprofit organizations when that trust is impaired by managerial action.    Rethinking the New Corporate Philanthropy   Add   View  10 pp.  Article Author(s): Sasse, Craig M.; Trahan, Ryan T. Publication Date: 01/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH219 Subjects: Corporate image; Corporate strategy; Social responsibility; Stakeholders Academic Discipline: Social enterprise & ethics Product Description: More than ever, corporations are expected to practice “citizenship” by engaging in various community or social philanthropy programs. These corporate social responsibility (CSR) programs have broad appeal among business scholars, business executives, and the public. After first setting some theoretical boundaries for CSR as it relates to the legal and strategic management fields, the authors examine how CSR (both its implementation and expectations) can lead to unintended results, compromising the distinct roles business and government play in market-driven, democratic systems.    Social Alliances: Company/Nonprofit Collaboration   Add   View  34 pp.  Article Author(s): Berger, Ida E.; Cunningham, Peggy H.; Drumwright, Minette E. Publication Date: 11/01/2004 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR298 Subjects: Corporate responsibility; Social issues; Strategic alliances Academic Discipline: Social enterprise & ethics Product Description: Companies are increasingly seeing corporate social responsibility as a key to long-term success and are collaborating with nonprofit organizations in various ways to establish themselves as good corporate citizens. Delves into a promising form of company/nonprofit collaboration called social alliances — long-term, collaborative efforts between companies and nonprofits that are designed to achieve strategic objectives for both organizations. The characteristics, factors, and circumstances that enable or impede social alliances are examined through an investigation of 11 social alliances involving 26 organizations. Though social alliances may be fraught with problems, they can be designed, structured, nurtured, and maintained in a manner that enables both to contribute to solving pressing social problems and to fulfilling important strategic objectives for companies and nonprofits.    Social Capital and Capital Gains in Silicon Valley   Add   View  24 pp.  Article Author(s): Cohen, Stephen S.; Fields, Gary Publication Date: 01/01/1999 Product Type: CMR Article Publisher: California Management Review Product Description: Silicon Valley is built on social capital, but it is social capital of a fundamentally different type from the concept of ``deep civic engagement'' that has come to dominate development theory and to influence policy. Social capital in Silicon Valley is best understood as performance-based trust. It emerges among economic and institutional actors in the pursuit of objectives related specifically to innovation and commercialization. In Silicon Valley, the sequence runs from performance to trust, not from community to trust as the civic engagement theorists would have it, Silicon Valley is an open society--open to ideas, to institutions, and especially to people. Community-based trust implies a closed society. The openness of Silicon Valley to foreigners is one of the region's most valuable assets; it has also been the best social capital investment for the home countries. HBS Number: CMR145 Subjects: Community development; Economic development; High technology; Silicon Valley; Social issues Academic Discipline: Social enterprise & ethics    Sustainability at Hewlett-Packard: From Theory to Practice   Add   View  13 pp.  Article Author(s): Preston, Lynelle Publication Date: 04/01/2001 Product Type: CMR Article Publisher: California Management Review Product Description: Sustainability has become a strategic imperative for all businesses in the 21st century. It has become a fundamental market force affecting long-term financial viability and success. Over the past two decades, Hewlett-Packard (HP) has moved along a continuum toward environmental sustainability. During the 1980s, HP was a leader in pollution prevention and control. During the 1990s, HP established a leading product stewardship function. Today, HP is taking big steps to move beyond baseline market expectations and integrate environmental sustainability into its fundamental business strategy. This article explores the processes currently underway at HP as well as the challenges ahead. HBS Number: CMR197 Subjects: Computer industry; Corporate strategy; Environmental protection; Pollution control Academic Discipline: Social enterprise & ethics    The Green Conversation   Add   View  8 pp.  Article Author(s): Harvard Business Review Publication Date: 09/01/2008 Product Type: Harvard Business Review Article HBS Number: R0809C Subjects: Green marketing; Academic Discipline: Social enterprise & ethics Product Description: For three months this spring, HBR Green hosted a six-part series of online commentary and discussion exploring best practices and new thinking in green business strategy. Leaders of the business world — including Brian Walker, CEO of Herman Miller; Judith Samuelson, an executive director at the Aspen Institute; and Stuart Rose, chief executive of Marks & Spencer — asked provocative questions about how environmental issues are affecting key corporate disciplines: operations, corporate governance, marketing, ethics, leadership, and supply chain management. Featured contributors and readers from around the globe — executives of companies large and small, consultants, heads of utilities, academics — answered with robust and lively commentaries. Their contributions taught us that in marketing green products, companies must not lose sight of the basic reasons consumers buy them in the first place; that products that are green from the ground up have fundamentally different economics and markets from products that start dirty and are cleaned up by reengineered processes; that global pooling and exchange of technology are vital to cleaning up supply chains and reducing worldwide greenhouse gas emissions; that going green requires a sustained and unified effort from a diverse set of companies, customers, suppliers, workers, nonprofits, governments, and NGOs. And, as the highlights collected in this special section reveal, no company, industry, or executive will remain untouched.    The Shakedown (HBR Case Study and Commentary)   Add   View  16 pp.  Article Author(s): Bodrock, Phil Publication Date: 03/01/2005 Product Type: Harvard Business Review Article HBS Number: R0503A Subjects: Brief case; Eastern Europe; Ethics; HBR Case Discussions; Taxation Academic Discipline: Social enterprise & ethics Product Description: Customer Strategy Solutions, a California-based developer of order fulfillment systems, is facing a shakedown. Six months after the firm's CEO, Pavlo Zhuk, set up a software development center in Kiev, local bureaucrats say the company hasn't filed all the tax schedules it should have. Moreover, Ukrainian tax officials claim that the company owes the government tax arrears. Zhuk is shocked; he and his colleagues have done everything by the book. This isn't the first time Zhuk has encountered trouble in Ukraine. In the process of getting the development center up and running, a state-owned telecommunications utility had made it difficult for Zhuk to get the phone lines his company needed. Senior telecom manager Vasyl Feodorovych Mylofienko had told Zhuk it would take three years to install the lines in his office — but for a certain price, Mylofienko had added, the lines could be functioning the following week. Even as the picture of rampant bribery and corruption in Ukraine becomes clear, Zhuk still doesn't want to pull out. Of Ukrainian descent, he has dreams of helping to modernize the country. By paying his programmers more than they could make at any local company, he hopes to raise their standard of living. And yet, he isn't sure he can keep compromising his principles for the sake of the greater good. Should Customer Strategy Solutions pay off the Ukrainian tax officials? Commenting on this fictional case study are Alan L. Boeckmann, the chairman and CEO of Fluor Corp.; Rafael Di Tella, a professor at Harvard Business School; Thomas W. Dunfee, the Kolodny Professor of Social Responsibility and a professor of legal studies at Wha    The Shakedown (HBR Case Study)   Add   View  8 pp.  Article Author(s): Bodrock, Phil Publication Date: 03/01/2005 Product Type: Harvard Business Review Article HBS Number: R0503X Subjects: Brief case; Eastern Europe; Ethics; HBR Case Discussions; Taxation Academic Discipline: Social enterprise & ethics Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0503Z. The complete case study and commentary is reprint R0503A. Customer Strategy Solutions, a California-based developer of order fulfillment systems, is facing a shakedown. Six months after the firm's CEO, Pavlo Zhuk, set up a software development center in Kiev, local bureaucrats say the company hasn't filed all the tax schedules it should have. Moreover, Ukrainian tax officials claim that the company owes the government tax arrears. Zhuk is shocked; he and his colleagues have done everything by the book. This isn't the first time Zhuk has encountered trouble in Ukraine. In the process of getting the development center up and running, a state-owned telecommunications utility had made it difficult for Zhuk to get the phone lines his company needed. Senior telecom manager Vasyl Feodorovych Mylofienko had told Zhuk it would take three years to install the lines in his office — but for a certain price, Mylofienko had added, the lines could be functioning the following week. Even as the picture of rampant bribery and corruption in Ukraine becomes clear, Zhuk still doesn't want to pull out. Of Ukrainian descent, he has dreams of helping to modernize the country. By paying his programmers more than they could make at any local company, he hopes to raise their standard of living. And yet, he isn't sure he can keep compromising his principles for the sake of the greater good. Should Customer Strategy Solutions pay off the Ukrainian tax officials? Commenting on this fictional case study are Alan L. Boeckmann, the chairman and    Up to Code: Does Your Company’s Conduct Meet World-Class Standards?   Add   View  16 pp.  Article Author(s): Paine, Lynn; Deshpande, Rohit; Margolis, Joshua D.; Bettcher, Kim Eric Publication Date: 12/01/2005 Product Type: Harvard Business Review Article Product Description: Codes of conduct have long been a feature of corporate life. Today, they are arguably a legal necessity — at least for public companies with a presence in the United States. But the issue goes beyond U.S. legal and regulatory requirements. Sparked by corruption and excess of various types, dozens of industry, government, investor, and multisector groups worldwide have proposed codes and guidelines to govern corporate behavior. These initiatives reflect an increasingly global debate on the nature of corporate legitimacy. Given the legal, organizational, reputational, and strategic considerations, few companies will want to be without a code. But what should it say? Apart from a handful of essentials spelled out in Sarbanes-Oxley regulations and NYSE rules, authoritative guidance is sorely lacking. In search of some reference points for managers, the authors undertook a systematic analysis of a select group of codes. In this article, they present their findings in the form of a “codex,” a reference source on code content. The Global Business Standards Codex contains a set of overarching principles as well as a set of conduct standards for putting those principles into practice. This codex is meant to be used as a benchmark by those wishing to create their own world-class code. The provisions of the codex must be customized to a company's specific business and situation; individual companies' codes will include their own distinctive elements as well. What the codex provides is a starting point grounded in ethical fundamentals and aligned with an emerging global consensus on basic standards of corporate behavior. HBS Number: R0512H Subjects: Behavior; Corporate culture; Ethics; Legal aspects of business; Standardization    Values in Tension: Ethics Away from Home   Added   View  12 pp.  Article Donaldson, Thomas What should managers working abroad do when they encounter business practices that seem unethical? Should they, in the spirit of cultural relativism, tell themselves to do in Rome as the Romans do? Or should they take an absolutist approach, using the ethical standards they use at home no matter where they are? Many business practices are neither black nor white but exist in a gray zone, a moral free space through which managers must navigate. Levi Strauss and Motorola have helped managers by treating company values as absolutes and insisting that suppliers and customers do the same. And, perhaps even more important, both companies have developed detailed codes of conduct that provide clear direction on ethical behavior but also leave room for managers to use the moral imagination that will allow them to resolve ethical tensions responsibly and creatively. HBS Number: 96502 Type: Harvard Business Review Article Publication Date: 9/1/1996 Subjects: Bribery; Business etiquette; Cross cultural relations; Developing countries; Ethics; International operations; Values    Venture Philanthropist   Add   View  4 pp.  Article Internet entrepreneur Martin Varsavsky applies what he does best--building high-tech companies--to improving education in Argentina. HBS Number: F00406 Type: Harvard Business Review Article Publication Date: 7/1/2000 Subjects: Education & industry; Philanthropy; South America    Virtue Matrix: Calculating the Return on Corporate Responsibility   Add   View  16 pp.  Article Author(s): Martin, Roger Publication Date: 12/01/2002 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0203E, originally published in March 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. Executives who want to make their organizations better corporate citizens face many obstacles: If they undertake costly initiatives that their rivals don't embrace, they risk eroding their company's competitive position. If they invite government oversight, they may be hampered by costly regulations. And if they adopt wage scales and working conditions that prevail in the wealthiest democracies, they may drive jobs to countries with less stringent standards. Such dilemmas call for clear, hard thinking. To aid in that undertaking, Roger Martin introduces the virtue matrix--a tool to help executives analyze corporate responsibility by viewing it as a product or service. The author uses real-life examples to explore the forms and degrees of corporate virtue. Martin uses the virtue matrix to examine why the public clamor for more responsible corporate conduct never seems to abate. Another issue the author confronts is anxiety over globalization. Finally, Martin applies the virtue matrix to two crucial questions: What are the barriers to increasing the supply of corporate virtue? And what can companies do to remove those barriers? HBS Number: 2438 Subjects: Business government relations; Corporate image; Ethics; Globalization; Politics; Public policy; Public relations Academic Discipline: Social enterprise & ethics    Virtue Matrix: Calculating the Return on Corporate Responsibility   Add   View  12 pp.  Article Author(s): Martin, Roger Publication Date: 03/01/2002 Product Type: Harvard Business Review Article Product Description: Executives who want to make their organizations better corporate citizens face many obstacles: If they undertake costly initiatives that their rivals don't embrace, they risk eroding their company's competitive position. If they invite government oversight, they may be hampered by costly regulations. And if they adopt wage scales and working conditions that prevail in the wealthiest democracies, they may drive jobs to countries with less stringent standards. Such dilemmas call for clear, hard thinking. To aid in that undertaking, Roger Martin introduces the virtue matrix--a tool to help executives analyze corporate responsibility by viewing it as a product or service. The author uses real-life examples to explore the forms and degrees of corporate virtue. Martin uses the virtue matrix to examine why the public clamor for more responsible corporate conduct never seems to abate. Another issue the author confronts is anxiety over globalization. Finally, Martin applies the virtue matrix to two crucial questions: What are the barriers to increasing the supply of corporate virtue? And what can companies do to remove those barriers? HBS Number: R0203E Subjects: Business government relations; Corporate image; Ethics; Globalization; Politics; Public policy; Public relations Academic Discipline: Social enterprise & ethics    We Don’t Need Another Hero   Add   View  8 pp.  Article Author(s): Badaracco, Joseph L., Jr. Publication Date: 09/01/2001 Product Type: Harvard Business Review Article HBS Number: R0108H Subjects: Activists; Alternative dispute resolution; Conflict; Human behavior; Interpersonal relations; Leadership; Problem solving Academic Discipline: Social enterprise & ethics Product Description: Everybody loves the stories of heroes like Martin Luther King, Jr., Mother Teresa, and Gandhi. But the heroic model of moral leadership usually doesn't work in the corporate world. Modesty and restraint are largely responsible for the achievements of the most effective moral leaders in business. The author, a specialist in business ethics, says the quiet leaders he has studied follow four basic rules in meeting ethical challenges and making decisions. The rules constitute an important resource for executives who want to encourage the development of such leaders among their middle managers. The first rule is “Put things off till tomorrow.” The passage of time allows turbulent waters to calm and lets leaders' moral instincts emerge. “Pick your battles” means that quiet leaders don't waste political capital on fights they can't win; they save it for occasions when they really want to fight. “Bend the rules, don't break them” sounds easier than it is — bending the rules to resolve a complicated situation requires imagination, discipline, restraint, flexibility, and entrepreneurship. The fourth rule, “Find a compromise,” reflects the author's finding that quiet leaders try not to see situations as polarized tests of ethical principles. These individuals work hard to craft compromises that are “good enough” — responsible and workable enough — to satisfy themselves, their companies, and their customers. The vast majority of difficult problems are solved through the consistent striving of people working far from the l    We Don’t Need Another Hero (HBR OnPoint Enhanced Edition)   Add   View  16 pp.  Article Author(s): Badaracco, Joseph L., Jr. Publication Date: 09/01/2001 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of the HBR reprint R0108H, originally published in September 2001. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Everybody loves the stories of heroes like Martin Luther King, Jr., Mother Teresa, and Gandhi. But the heroic model of moral leadership usually doesn't work in the corporate world. Modesty and restraint are largely responsible for the achievements of the most effective moral leaders in business. The author, a specialist in business ethics, says the quiet leaders he has studied follow four basic rules in meeting ethical challenges and making decisions. The first rule is "Put things off till tomorrow." The passage of time allows turbulent waters to calm and lets leaders' moral instincts emerge. "Pick your battles" means that quiet leaders don't waste political capital on fights they can't win; they save it for occasions when they really want to fight. "Bend the rules, don't break them" sounds easier than it is--bending the rules to resolve a complicated situation requires imagination, discipline, restraint, flexibility, and entrepreneurship. The fourth rule, "Find a compromise," reflects the author's finding that quiet leaders try not to see situations as polarized tests of ethical principles. HBS Number: 7702 Subjects: Activists; Alternative dispute resolution; Conflict; Human behavior; Interpersonal relations; Leadership; Problem solving Academic Discipline: Social enterprise & ethics    What Can Managers Learn from Nonprofits?   Add   View  4 pp.  Article Author(s): Nelson, Stephen J. Publication Date: 12/01/1999 Product Type: Harvard Management Update Article Product Description: Managers in for-profit businesses are now faced with many of the same issues that nonprofits have faced all along--managing multiple bottom lines and constituencies, inspiring passion in their employees and creating a sense of team, developing human capital, and thriving on constraints. This article provides some time-honored lessons from the nonprofit sector. HBS Number: U9912B Subjects: Nonprofit organizations; Nonprofit sector Academic Discipline: Social enterprise & ethics    What Was Privacy?   Added   View  16 pp.  Article Author(s): McCreary, Lew Publication Date: 10/01/2008 Product Type: Harvard Business Review Article HBS Number: R0810J Subjects: Computer networks; Privacy; Technology Academic Discipline: Social enterprise & ethics Product Description: Why is that question in the past tense? Because individuals can no longer feel confident that the details of their lives — from identifying numbers to cultural preferences — will be treated with discretion rather than exploited. Even as Facebook users happily share the names of their favorite books, movies, songs, and brands, they often regard marketers' use of that information as an invasion of privacy. In this wide-ranging essay, McCreary, a senior editor at HBR, examines numerous facets of the privacy issue, from Google searches, public shaming on the internet, and cell phone etiquette to passenger screening devices, public surveillance cameras, and corporate chief privacy officers. He notes that IBM has been a leader on privacy; its policy forswearing the use of employees' genetic information in hiring and benefits decisions predated the federal Genetic Information Nondiscrimination Act by three years. Now IBM is involved in an open-source project known as Higgins to provide users with transportable, potentially anonymous online presences. Craigslist, whose CEO calls it “as close to 100% user driven as you can get,” has taken an extremely conservative position on privacy — perhaps easier for a company with a declared lack of interest in maximizing revenue. But TJX and other corporate victims of security breaches have discovered that retaining consumers' transaction information can be both costly and risky. Companies that underestimate the importance of privacy to their customers or fail to protect it may eventually face harsh regulation, reputational damage, or both. The best thing they can do, says the author, is negotiate directly with    What’s a Business For?   Add   View  8 pp.  Article Author(s): Handy, Charles Publication Date: 12/01/2002 Product Type: Harvard Business Review Article Product Description: In the wake of the recent corporate scandals, it's time to reconsider the assumptions underlying American-style stock-market capitalism. That heady doctrine--in which the market is king, success is measured in terms of shareholder value, and profits are an end in themselves--enraptured America for a generation, spread to Britain during the 1980s, and recently began to gain acceptance in Continental Europe. But now, many wonder whether the American model is corrupt. The American scandals are not just a matter of dubious personal ethics or of rogue companies fudging the odd billion. And the cure for the problems will not come solely from tougher regulations. We must also ask more fundamental questions: Whom and what is a business for? And are traditional ownership and governance structures suited to the knowledge economy? According to corporate law, a company's financiers are its owners, and employees are treated as property and recorded as costs. But whereas that might have been true in the early days of industry, it does not reflect today's reality. Now a company's assets are increasingly found in the employees who contribute their time and talents rather than in the stockholders who temporarily contribute their money. The language and measures of business must be reversed. In a knowledge economy, a good business is a community with a purpose, not a piece of property. HBS Number: R0212C Subjects: Business & society; Business history; Business philosophy; Corporate responsibility; Ethics; Public opinion; Social enterprise; Social issues Academic Discipline: Social enterprise & ethics    What’s a Business For? (HBR OnPoint Enhanced Edition)   Add   View  16 pp.  Article Author(s): Handy, Charles Publication Date: 12/01/2002 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0212C, originally published in December 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. In the wake of the recent corporate scandals, it's time to reconsider the assumptions underlying American-style stock-market capitalism. That heady doctrine — in which the market is king, success is measured in terms of shareholder value, and profits are an end in themselves — enraptured America for a generation, spread to Britain during the 1980s, and recently began to gain acceptance in Continental Europe. But now, many wonder whether the American model is corrupt. The American scandals are not just a matter of dubious personal ethics or of rogue companies fudging the odd billion. And the cure for the problems will not come solely from tougher regulations. We must also ask more fundamental questions: Whom and what is a business for? And are traditional ownership and governance structures suited to the knowledge economy? According to corporate law, a company's financiers are its owners, and employees are treated as property and recorded as costs. But whereas that might have been true in the early days of industry, it does not reflect today's reality. Now a company's assets are increasingly found in the employees who contribute their time and talents rather than in the stockholders who temporarily contribute their money. The language and measures of business must be reversed. In a knowledge economy, a good business is a community with a purpose, not a piece of property. HBS Number: 239X Subjects: Business & society; Business history; Business philosophy; Corporate responsibility; Ethics; Public opinion; Social enterprise; Social issues Academic Discipline: Social enterprise & ethics    What’s the Matter with Business Ethics?   Add   View  8 pp.  Article Stark, Andrew The more business ethics secures its status in campuses across the country, the more bewildering it appears to actual managers. It's not that managers dislike the idea of doing the right thing. As the author argues, far too many business ethicists just haven't offered them the practical advice they need. After some initial stumbles, however, ethicists have begun to get their hands dirty and seriously consider the costs of doing the right thing. Finally, a new business ethics is emerging that acknowledges and accepts the messy world of mixed motives. As a result, novel concepts are springing up: moderation, pragmatism, and minimalism, among others. In each case, the practical analyses offered are not as important as the commitment to converse with real managers in a language relevant to the world they inhabit and the problems they face. HBS Number: 93311 Type: Harvard Business Review Article Publication Date: 5/1/1993 Subjects: Corporate responsibility; Ethics; Management philosophy    Where Babies Come from: Supply and Demand in an Infant Marketplace   Add   View  16 pp.  Article Author(s): Spar, Debora L. Publication Date: 02/01/2006 Product Type: Harvard Business Review Article HBS Number: R0602H Geographic Setting: United States Subjects: Business & society; Corporate law; Legislation; Management; Market analysis; Regulations; Social issues Academic Discipline: Social enterprise & ethics Product Description: Persistent demand from people who have been denied the blessings of parenthood has created an assisted-reproduction market that stretches around the globe and encompasses hundreds of thousands of people. In the United States alone, nearly 41,000 children were born via in vitro fertilization (IVF) in 2001. Roughly 6,000 came from donated eggs, and almost 600 were carried by surrogate mothers. U.S. legislators have been reluctant to regulate this market. As a result, there are no national policies for IVF, which requires creating — and often discarding — embryos, or for many other technologies. State laws vary widely, and many states have no legislation on these subjects whatsoever. Although fertility specialists generally seem delighted to practice in an unregulated gray area, a modicum of regulation and the establishment of agreed-upon norms could lead to substantially lower prices, wider access, and an expansion of the market to the millions who have not yet sought out assisted reproduction. Among those millions are fertile individuals seeking to ensure that they'll be able to produce offspring in the future. For example, the technology already permits young women to freeze their eggs, thus preserving their fertility (in case, for instance, they marry late in life). The fertility trade is in some ways analogous to the markets for personal computers and DVD players, which were initially considered luxury items but migrated to the mass market, earning manufacturers the revenues to finance further innovation. A widening of availability and the intro    Where’s the Green in Green Business?   Add   View  4 pp.  Article Author(s): Schendler, Auden Publication Date: 06/01/2002 Product Type: Harvard Business Review Article Product Description: Anyone who argues that "green" business makes economic sense is bending the truth, says the director of environmental affairs at Aspen Skiing Co. Sustainable business can't occur without a company mandate springing from ethics, not economics. HBS Number: F0206D Subjects: Environmental protection; Environmental regulations; Ethics; Strategic planning Academic Discipline: Social enterprise & ethics    Why "Good" Managers Make Bad Ethical Choices   Added   View  8 pp.  Article Gellerman, Saul W. How can usually honest, intelligent, compassionate human beings act in ways that are callous, duplicitous, dishonest, and wrongheaded? Unethical behavior is found everywhere, and ambitious managers facing murky borderlands between right and wrong sometimes cross over the line. Their decisions ruin people's lives, destroy institutions, and give business as a whole a bad name. But executives can establish effective guidelines to ensure their corporations' survival. There are practical solutions to the rationalizations that give way to unethical behavior. HBS Number: 86402 Type: Harvard Business Review Article Publication Date: 7/1/1986 Subjects: Business & society; Business policy; Ethics; Management philosophy    Why Be Honest if Honesty Doesn’t Pay   Add   View  10 pp.  Article Bhide, Amar V.; Stevenson, Howard H. Conscience explains why most business men and women keep their word and deal fairly with one another. There is no evidence that honesty pays, despite efforts to argue otherwise. As business people, we tell ourselves that dishonesty is punished, but it is hard to find cases in which retaliation is swift and sure, even when wrong has clearly been done. HBS Number: 90501 Type: Harvard Business Review Article Publication Date: 9/1/1990 Subjects: Ethics;    Why Corporations Can’t Control Chicanery   Add   View  8 pp.  Article Author(s): Gellerman, Saul W. Publication Date: 05/15/2003 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Most business schools teach business ethics. But many complain that the schools are not teaching enough of it, or not teaching it well, given the many recent instances of mischief in high places in corporate America. Such a position is naive; personal ethics are "made" well before people reach the point of attending a business school. There are ways, however, to think realistically about the causes of corporate malfeasance and to guard against them. HBS Number: BH090 Subjects: Corporate governance; Corporate responsibility; Ethics Academic Discipline: Social enterprise & ethics    Why Do Companies Succumb to Price Fixing?   Add   View  13 pp.  Article Sonnenfeld, Jeffrey A.; Lawrence, Paul R. In order to maintain commitment to ethical standards, companies must foster professional pride and honest business practices in their employees. Examination of the paper industry price-fixing conspiracy in 1976 indicates that a crowded and mature market, declining demand, and absence of product differentiation can create a ripe climate for price collusion. To avoid this, top managers must recognize these dangerous conditions, clearly communicate their intentions, and by their conduct set a good example for their subordinates. HBS Number: 78409 Type: Harvard Business Review Article Publication Date: 7/1/1978 Subjects: Ethics; Legal aspects of business; Paper industry; Pricing    Why General Mills Mixes in Health Care   Add   View  4 pp.  Article Blodgett, Timothy B. When it comes to social responsibility, most companies are content to write out checks and let it go at that. General Mills is one company that likes to establish operating ventures that involve corporate officers and champion a cause. Such a venture is Altcare, a nonprofit organization designed to find more effective and less expensive ways of caring for elderly people who are frail but do not require acute care. HBS Number: 89204 Type: Harvard Business Review Article Publication Date: 3/1/1989 Subjects: Corporate responsibility; Ethics; Health services; Nonprofit organizations    Working on Nonprofit Boards: Don’t Assume the Shoe Fits   Add   View  12 pp.  Article McFarlan, F. Warren Contrary to popular perception, business people can be benevolent. For instance, one recent study notes that four-fifths of all Harvard Business School graduates are involved with nonprofits, with more than half of those serving on boa HBS Number: 99608 Type: Harvard Business Review Article Publication Date: 11/1/1999 Subjects: Board of directors; Business & society; Corporate governance; Hospital administration; Management styles; Nonprofit organizations; Nonprofit sector; Social enterprise

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