This paper presents the use of the Giving Voice To Values (GVV) pedagogical approach for educating entrepreneurial leaders. First, we introduce a new framework for entrepreneurial leadership and review the three principles of this framework. Second, we discuss how the GVV pedagogical approach provides a unique way to educate entrepreneurial leaders. Finally, we describe how Babson College plans to use the GVV approach in our curricula.

Despite the emphasis on moral intuition in the research literature, little attention has been given to the ways in which moral intuition can be educated within management settings (Dane & Pratt 2007). In this paper, I discuss an experiential learning approach that links Robin Hogarth’s (2001, 2008) work on the learning of intuition with Mary Gentile’s (2010) educational program on values-based leadership, Giving Voice To Values (GVV). Building on Hogarth’s proposal that intuitions are primarily acquired and thus shaped by our experiences, GVV offers a pedagogical framework for reflective, experiential learning. Specific attention is given to the themes of learning environments, how these structures shape intuitions, and how students can identify these structures using the GVV emphasis on examination of past experiences.

Spaulding vs. Zimmerman is a lawsuit that raised the issue of the extent of how much information a negotiator can withhold from the other side and still remain within the bounds of ethical propriety. The author took the case and fashioned it into an exercise an organization can use as a vehicle for members to analyze their personal ethical choices under difficult, real world circumstances. The exercise is powerful and may be administered at any level of management training. It is disguised as a negotiation, so the ethical issues are obscured by the parties’ negotiation goals and tactics. The debriefing will lead to productive discussions about personal ethics/values decisions. The exercise can be as simple or complex as the moderator chooses. The general fact sheet, the employee’s facts, and the employer’s facts are attached in the Appendix. The user is encouraged to copy them (or modify them) for their specific needs.

The “Mind Matters” case study presents an opportunity for students in a wide range of courses such as business ethics, organizational behavior, leadership, marketing, and strategy to recognize and contemplate the difficult planning, the ethical challenges, and the high level of creativity necessary in many business decisions when bringing a new product or service to market. Also, this case study encourages its readers to formulate solutions and provide answers for complexproblems fraught with ethical dilemmas.

Even with the rich inventory of GVV cases available, faculty may want to develop their own teaching materials. One option is to add GVV questions onto current teaching notes for existing cases to bring in an ethical dimension or to flesh out the complexity of a decision. Another option is to write your own case entirely. This article discusses the benefits of both paths, and shares best practices for doing so.

As a final project for a business and society course, students presented analyses of ethical dilemmas in business settings; each dilemma was different, chosen either from the student’s personal business experience or from a recent business news event. Students identified multiple decision criteria (financial, ethical, etc.) relevant to the dilemma and then recommended a decision, reflecting a prioritizing of the multiple decision criteria. The goal of this research was to learn whether personal experience led to different decision priorities. Analyses from 121 students taken from six semesters of the course were sorted by choice of topic, as well as by which decision criterion was given top priority. Results showed significant differences (Chi-square value of 38.50562, significance level of 5.45963E-10) between the personal examples and the news examples. Students typically put ethical concerns first when analyzing news events. However, whenit came to personal events, more self-serving concerns often took priority. These disparate results suggest that even when knowledge is gained from study of theory and cases, it may not be applied to dilemmas that arise in students’ own experiences.

When using cases to teach corporate strategy and ethical decision-making, the aim is to demonstrate to students that leadership decision-making is at its most effective when all affected stakeholders are considered, from shareholders and employees, to the local, national, and global societies in which the company operates. This paper challenges the obstructive perception of many Corporate Social Responsibility (CSR) advocates that the interests of private organizations in the alleviation of social problems should not be vested, but instead should originate from charitable purposes. We evaluate an alternative approach to the role of business in contributing to social progress - Creating Shared Value (CSV), and present a case study that illuminates key features of CSV. We share pedagogical strategies for a classroom discussion of the Zynga.org case that encourage students to investigate the merits and hurdles of CSV as a pathway to harmonize the twin goals of economic value creation and social change.

Business schools around the globe are seeking effective ways of incorporating business ethics into their programs (Melé 2008, Swanson 2004). Indications from both the market and accrediting bodies suggest best-practice programs will include ethics education. However, the debate continues as to whether meaningful learning is best achieved through stand-alone ethics experiences or via an integrated theme across the program of study (Tesfayohannes & Driscoll 2010, Wilhelm 2005). While many examples of required ethics-experiences can be found, to date, there is only one business school that we are aware of that has implemented a required full-term postgraduate ethics course based on the Giving Voice To Values (GVV) (Gentile 2008) philosophy and content.The purpose of this article is to share the tacit knowledge gained in the authors’ experience of implementing such a course at the University of Western Australia’s Business School.

We describe the ethical leadership dilemmas confronting Verdant Power. Formed in 2000, this New York City marine renewable energy company develops projects and technology that delivers electricity directly into the local power grid. Set in early 2010, the case outlines the tensions, challenges and costs (both financial and time) that management faces as it attempts to commercialize a technology in an industry with strict and rigid regulatory policies. The key teaching objectives of the case include a) understanding the leadership role that the company must assume in paving the way for regulatory reform for US-based marine renewable technology ventures, and b) appreciating the importance and implications of sustainability given the pursuit of the financial and environmental mission of the founders.

Beginning with the idea that digital storytelling can be a useful tool for moral sensemaking and development for undergraduates, the paper reviews the process of digital storytelling and details how the lead author incorporated a digital storytelling project into a course on leadership ethics. The paper provides a theoretical basis for the project in Gentile’s (2010, 2011) work on Giving Voice to Values, and in perspectives from aesthetics, phenomenology, and personal narrative. This is followed by two autoethnographic narratives of the experience: one from the course designer and professor who discusses his motivation for the project and the moral dilemma he faced in assigning it, and another from one of the students in the class who investigates the challenges she faced in engaging a deeply-felt moral dilemma in a public way. Finally, the paper discusses the implications for this approach with respect to leadership development and research.

This paper reports research carried out in a New Zealand university to revisit the question of whether national culture influences the perceptions of business students about ethical dimensions in somewhat ambiguous cases. Although this study demonstrated mixed results, the identified patterns in the data provide useful insight into the perceptions of diverse cultural groups. There are two main findings. First, the study provides an example which demonstrates that althoughHofstede’s (1991) dimensions of individualism and collectivism illustrate important differences, using these dimensions without consideration of the micro-context within geographical borders may result in variable outcomes. Second, the qualitative data revealed greater variability within cultures than would have been the case using purely quantitative data. Despite the similarity of the educational qualification these students receive, their perceptions of ethical and moral dilemmas in workplace scenarios do vary, primarily explained as an appeal to a deontological or teleological rationale, within as well as between cultural cohorts. Such insight into cultural differences is an integral component for those educators involved in curriculum development in the future.

Instructors of business ethics now have a wealth of cases and other pedagogical material to draw on to contribute to achieving ethics learning goals now required at most business schools. However, standard ethics case pedagogy seems to provide more guidance regarding the form and process for getting to a good answer than on the ethical content of the answer itself. Indeed, instructors often withhold their own judgments on what is a good answer so as not to indoctrinate students with the instructor’s views. To answer our question on what is a good answer to an ethical question, we asked three master teachers of business ethics to share their perspectives on a good answer. Their answers revealed stark differences—regarding the starting point of business ethics, the purpose of business, prioritization of analytical disciplines, and research methods—but also a common thread demanding that a good answer articulates a student's own moral voice. Moral voice is a genuine expression of an individual’s considered moral judgment that is reflective of personal values and cognizant of professional expectations. Cultivating the expression of moral voice goes beyond formal and theoretical proficiency to overcome human tendencies toward idealism, insincerity, and rationalization. Moral voice does not by itself fill the gap in business ethics pedagogy on the content of a good answer, but it demands that students support an answer that they can genuinely believe in while encouraging instructors to cultivate in their students sincerity and engagement, conscience, and a sense of self that are indispensable to genuine ethical commitment.

The 2008 financial crisis has raised serious ethical questions about behaviors associated with the free market system and the effectiveness of undergraduate business ethics education. We offer opposing interpretations of the crisis, a “Markets Work” and a “Critical” perspective, in order to provide students with an opportunity to examine their ethical assumptions. We frame our discussion around legitimacy; therefore, we utilize an institutional theory lens to frame the processes by which financial organizations are rewarded with social legitimacy for using “proper” structures and following “appropriate” procedures and punished when they do not. By presenting these two opposing narratives of the crisis, we provide a richer framework for discussing the crisis and relating it to the larger issue of corporate malfeasance. We draw upon a wealth of readily available, easily accessible material. We identify films, readings, and provide notes that may use to set the direction and tenor of classroom discussion.

The case recounts the ongoing conflict between Vedanta Alumina and the indigenous people and environmentalists over the mining and refining of aluminium at Niyamgiri in Orissa in India. Vedanta Alumina is a subsidiary of FTSE listed Vedanta Resources Plc. The company acquired a license for mining alumina from the state owned Orissa Mining Corporation and began work on the project that would make it the world’s largest integrated producer of aluminium. Sincethe very beginning, this project has faced stiff resistance from the endangered indigenous tribes of the area and the environmentalists for its adverse impact. The case depicts the several ups and downs of both the company and the resistance movement and the methods employed by each of them during the decade old struggle that has been fought over continents and is now a very charged political issue in India. The case also illustrates how the state and political leadership has, at times supported the indigenous people, and at other times the corporate interests.

The past decade has seen an increasing number of critiques of business schools and the education they provide, particularly at the MBA level. In this paper, we summarize the limitations of a minimalist approach to business ethics education and then provide a new direction that enlarges its scope and reframes its educational goals, course content, and analytical methods to inculcate higher-order aspirations among students. We propose that the outcome of business ethics education should be a desire among students to use business to enhance the well-being of all stakeholders, repair damage done to the economy, society, and the environment, and leave the world better than they found it.

Larry Barnes, Executive Director of the Southwest Missouri Baptist Association (SMBA), received a telephone call that no executive wants to receive. The pastor at Hilltop Baptist Church reported suspicions of embezzlement by the church bookkeeper. Whatever decision Barnes made in advising the pastor would impact Hilltop, the church members, the SMBA, and a number of stakeholders, including himself. His primary duty as Executive Director was to provide guidance and advice to pastors of SMBA churches, help them expand, and assist in establishing new churches. However, did his professional responsibilities encompass this situation? If not, did he have an ethical obligation to help? What if his involvement caused legal and financial problems for the SMBA? What was the likelihood the bookkeeper and her family might sue the SMBA and Barnes? Many Hilltop Church members were personal friends of Barnes. He worried about jeopardizing hisfriendship with them, particularly if the accusations were incorrect. An equally important concern was whether Hilltop Church would continue to exist. Financial problems had plagued the church in recent years and the relationship between the pastor and members was already contentious. An embezzlement scandal could cause the 150 year old church to close its doors. Barnes had to decide whether to get involved and, if so, what to recommend as a course of action to Hilltop’s pastor.

This article presents a discussion of the presentation of utilitarianism in textbooks and research articles within the field of business ethics. My objective is twofold. First, I will demonstrate that the presentation of utilitarianism, by a substantial number of prominent business ethicists, is characterized by a lack of precision and includes faulty descriptions. In this regard, I focus on presentations of utilitarianism in relation to distributive principles and on the demanding nature of utilitarianism. Second, I will demonstrate that these imprecise and faulty presentations result in a misguided critique of utilitarianism and dubious conclusions within the field of business ethics. Here, I will discuss and reject conclusions regarding utilitarianism and its relation to capitalism, theclaim that utilitarianism is not much more sophisticated than a simple majority vote and that utilitarianism is in accordance with harmful actions such as bribery and child labor.

A cross sectional study of a sample of Australian accounting students during 2011 is used to test whether the relationship concept of guanxi is accepted as a social networking concept across cultures. While favour-seeking guanxi appears to be equally important across cultural groups (as a universal set of values), its negative variant, rent-seeking guanxi continues to be sanctioned to a greater extent by students holding temporary visas from Mainland China. Contrary to the findings of Fan, Woodbine, and Scully (2012) involving Chinese auditors, this study of Australian and Chinese students did not identify favour-seeking guanxi as a factor influencing ethical judgment, whereas rent-seeking guanxi was strongly significant as a predictor of judgment making for Australian students. Major concerns are expressed about the need to sensitize Chinese students to make them more aware of unethical practices prevalent in their home country. These findings have significant implications for educators delivering ethics courses to cohorts that include international students as well as the professional bodies involved in designing development programs.