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Journal of Business Ethics Education

Volume 5, 2008
Mainstreaming Corporate Responsibility

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Displaying: 1-20 of 23 documents

1. Journal of Business Ethics Education: Volume > 5
John Hooker In This Volume
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teaching and research articles
2. Journal of Business Ethics Education: Volume > 5
William J. Wilhelm Integrating Instruction in Ethical Reasoning into Undergraduate Business Courses
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This article presents findings from a series of research studies designed to identify classroom teaching practices that can enhance moral reasoning of undergraduate students in business foundational courses. The research, conducted over five semesters at a Midwestern university, resulted in the development of teaching methods and materials that can, when properly sequenced and integrated into undergraduate business courses, increase levels of student moral reasoning as measured by the revised version of the Defining Issues Test (DIT-2). Findings in this research demonstrate that faculty members who are not specialists in business ethics can effect positive increases in student moral reasoning in non-ethics business courses. However, significant time and effort must be invested in case-based moral decision making, and grade incentives for students to engage the use of an ethical decision-making framework are required.
3. Journal of Business Ethics Education: Volume > 5
Julio García del Junco, Juan García Álvarez de Perea Evidence-Based Administration in the Teaching of Business Ethics
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The literature has recognised the fundamental role of teaching business ethics to students earning business administration degrees, but it is hard to find a methodology for teaching this topic successfully. We propose a new management tool—evidence-based administration—for the study of business ethics. The method developed on the basis of this management tool provides a practical vision to the students, motivates them, and favours the development of multiple facets of their education.
case studies
4. Journal of Business Ethics Education: Volume > 5
N. Craig Smith, Gilbert Lenssen Mainstreaming Corporate Responsibility: An Introduction to the Special Issue
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5. Journal of Business Ethics Education: Volume > 5
N. Craig Smith, Robert J. Crawford Unilever and Oxfam: Understanding the Impacts of Business on Poverty (A) and (B)
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In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010. Unilever had long been present in many of these markets and increasingly had come to see that its future growth would depend upon its contribution to addressing issues of social and economic development in developing countries, including poverty. Oxfam, one of the world’s most prominent nongovernmental organizations (NGOs), was focused in its campaigning and other activities on the alleviation of poverty. Thus, despite the often adversarial relationship between corporations and NGOs, the two organizations shared a common interest and this formed the basis for their collaboration. The goal was to examine the role of business in poverty reduction and study, specifically, Unilever’s operations in Indonesia. The Unilever and Oxfam (A) case describes how this collaboration came about and provides background on Unilever, Unilever Indonesia (UI) and Oxfam, including its recent campaigns against the pharmaceutical and coffee industries. It also examines the role of NGOs and outlines the challenge of poverty in developing countries, the Millennium Development Goals, and the UN Global Compact. The case shows the difficulties inherent in better understanding the role of MNCs in poverty alleviation as well as in formulating an effective collaboration between corporations and NGOs.
6. Journal of Business Ethics Education: Volume > 5
Tanguy Jacopin, Serge Poisson-de Haro, Joan Fontrodona IBERDROLA: A Utility’s Approach to Sustainability and Stakeholder Management
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This case examines how IBERDROLA, Spain’s leading electricity supplier, shifted the company’s strategic focus to concentrate on sustainability and turned it into a source of competitive edge in a liberalized market. Largely pre-empting the industry obligations that came out of the Kyoto agreement, IBERDROLA decided to put sustainability at the heart of the company’s decision-making processes. IBERDROLA sold off its most polluting facilities and all non-core activities to concentrate on becoming the greenest player on the market. Its success was due to its willingness to walk the talk, to get stakeholders on side, and to demonstrate its determination to be a corporate citizen. An important element of the strategy was to establish a working relationship with important NGOs and effect their involvement with IBERDROLA’s activities. An early and uneasy partnership with WWF/Adena over the production of green energy proved a sharp learning curve for both parties. Then in 2004 a relatively minor event triggered a chain of reactions that led to a revolution in the company’s policy of stakeholder integration. A small group of protected birds was killed when they flew into the blades at one of IBERDROLA’s wind power facilities. When previous similar crises had occurred, IBERDROLA had dealt with them through the time-honoured methods of dialogue and confrontation. This time, IBERDROLA decided to initiate a new approach. They invited SEO/BirdLife (the Spanish Ornithology Society), the oldest Spanish NGO dedicated to the environment, to undertake a study into the implications of similar installations on bird conservation and the environment. The intention is for this collaboration to lead to a strategic agreement between both parties.
7. Journal of Business Ethics Education: Volume > 5
Francesco Perrini, Angeloantonio Russo illycaffè: Value Creation through Responsible Supplier Relationships
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Corporate social responsibility (CSR) is gaining momentum in the business world, but several issues continue to challenge managers in charge of sustainability. Supply chain management is one area in which CSR-related activities could potentially drive the process of sustainability within firms. This case presents the way that illycaffè, an Italian coffee producer, has approached CSR. Since 1991, the company has focused on developing a new relationship with Brazilian coffee producers based on networking translated into knowledge transfer—Brazilian producers became responsible for their operations all along the supply line—and innovation translated into quality—one supplier talks about how illycaffè persuaded him he was capable of producing a Ferrari among coffees instead of a Fiat. These two factors not only drive the supplier relationship, but also serve as the drivers of illycaffè’s sustainability strategy. Lessons for managers relate to benefits for the business, for society and for stakeholders, and questions arise about how to replicate illycaffè’s success and create value through values.
8. Journal of Business Ethics Education: Volume > 5
Robert Brown, David Grayson innocent: Values and Value
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innocent drinks was a three-man start-up in the UK in 1998. It now operates in a number of European countries and has become an iconic brand. From its early years, innocent has made sustainability and ethical business practices, an integral part of its identity, alongside its wholesome fruit smoothie products, viral marketing campaigns and humorous, self-deprecating advertising. It has built strong consumer loyalty and become a powerful role model for other young entrepreneurs. As it starts its second decade, with more competition from own labels and global drinks companies; and as it expands in to more continental European markets, it is challenged to maintain and develop further its ethical business practices and commitment to sustainability. Do the three founders who retain majority ownership of their company sell their stake—and if they stay, how do they keep innocent, innocent?
9. Journal of Business Ethics Education: Volume > 5
Mette Morsing, Dennis Oswald Novo Nordisk A/S: Integrating Sustainability into Business Practice
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“In an age where companies are scrutinised and transparency is the only way to gain trust,” says Novo Nordisk CEO Lars Rebien Sørensen, “social responsibility is vital to maintain a business advantage.” This case examines how transparency underlines the application of Novo Nordisk’s sustainability policy—how it is integrated, administered, monitored and measured throughout the organisation. It looks closely at one of Novo Nordisk’s business units, Diabetes Finished Products, to see the process in action. Novo Nordisk is a pharmaceutical company specialising in diabetes care and hormone therapy. Since 2003, commitment to sustainability has been a keynote of company policy, supported by the Novo Nordisk Way of Management, a tool developed to help managers provide the leadership in sustainability within the organisation. But how far is it really possible to influence sustainability at the operational level through management control systems? And how effective are systems like the Novo Nordisk Way of Management in supporting sustainability organisation-wide?
10. Journal of Business Ethics Education: Volume > 5
Johanna Mair, Jordan Mitchell Waste Concern: Turning a Problem into a Resource
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As of September 2005, the co-founders of Waste Concern, an organisation dedicated to improving waste recycling in Bangladesh, are considering making a change to their model in order to get approval from the municipal government for a large-scale composting site. Since its inception in 1995, Waste Concern has followed a decentralised composting model whereby each composting site is a small-scale operation processing 3 tons of organic waste per day. In this model, they have relied on land and waste supply from the Dhaka City Council (DCC) municipal government. Now, they are working with Dutch-based World Wide Recycling BV (WWR) to set up a 700-ton per day composting plant, which will enable them to earn tradable certificates for US$11 per ton of reduced methane gas, making it the first in the world to garner credits through composting waste under the United Nations Clean Development Mechanism (CDM). To launch the composting site, they face the hurdle of getting DCC’s approval. They have three alternatives: (1) follow through with the original plan whereby the municipality would supply both the land and waste, which entails waiting for DCC’s approval; (2) purchase the land for the composting site and rely on the municipality for a waste supply; or, (3) purchase the land and take on the responsibility of waste collection themselves. In their considerations, they need to weigh the financial and social aspects and determine an appropriate structure for their organisation.
11. Journal of Business Ethics Education: Volume > 5
Aileen Ionescu-Somers, Ulrich Steger Revenue Flow and Human Rights: A Paradox for Shell Nigeria
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The case describes Shell’s evolution within the context of sensitive human rights issues related to oil exploration and exploitation in Nigeria. Given that much of the revenue from Nigerian oil resources was being “siphoned” off by corrupt state governors, the case focuses on issues relevant to government transparency and corruption. It describes Shell’s involvement in the Extractive Industries Transparency Initiative (EITI) and its collaboration with the Nigerian Government to instigate a more transparent reporting on oil revenues. However, since two senior Shell executives involved in EITI and negotiations with the government are about to retire from the company, the prospect of briefing their successors on the complexity of the Nigerian situation brings a number of questions, that still remain to be answered, “to the table”. Learning objective: Participants learn about the invasive nature of corruption and its effect on human rights, but more specifically about the role of a multinational versus the role of the government when trying to deal with such issues. Participants will also learn a great deal about the complexity of sustainability issues for corporations, particularly human rights issues. There is also learning about the scope and limits of corporate responsibility, and the difficulties that all players face in tough market conditions and on a “non-level playing field”. Participants can develop new insights on ways of operating responsibly, creating valuable partnerships and interacting in a global, but socially responsible, context.
themed section: business ethics education in china
12. Journal of Business Ethics Education: Volume > 5
Zhou Zucheng Business Ethics Education in China’s MBA Curriculum
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13. Journal of Business Ethics Education: Volume > 5
Wang Xingchao The Status of Ethics Courses in the Business School Curriculum
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14. Journal of Business Ethics Education: Volume > 5
Xinwen Wu Balancing the Humanistic and Scientific Sides of Business Ethics Education
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15. Journal of Business Ethics Education: Volume > 5
Zhang Dayou Quality Control for MBA Business Ethics Teaching in China
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16. Journal of Business Ethics Education: Volume > 5
Zhang Yinghang The Basic Mission of Business Ethics Education
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17. Journal of Business Ethics Education: Volume > 5
Zhang Zentigan Methodology and Teaching Module Design in Business Ethics
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18. Journal of Business Ethics Education: Volume > 5
Zhu Bixiang Review: Introduction to Business Ethics by Chen Bingfu and Zhou Zucheng
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19. Journal of Business Ethics Education: Volume > 5
Li Zhengming Review: Business Ethics by Xu Dajian
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20. Journal of Business Ethics Education: Volume > 5
Zhang Xingfu Review: Introduction to Business Ethics by Zhang Yinghang
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