The study explores outcomes associated with a business ethics curriculum over an intervention with undergraduate business students—completion of a required course in the conceptual foundations of business ethics. A case study analysis provided results that were coded using a rubric based on the Four Component Model of Morality and address development of moral reasoning capacity. Initial findings indicate statistically significant change in each of four categoriesof analysis of the case response, related to the moral development scale. Findings are useful in assessing outcomes, suggesting curriculum design and providing information for further research of moral reasoning with business students.

This paper discusses a role playing ethics case suitable for business students in which participants must balance shareholder and stakeholder concerns. Students take on the role of operations manager and are challenged to consider the effects of their choices on the local society as they balance the demands of stockholders, employees, and family when the concerns of the groups come into conflict. The exercise helps students understand the need to consider the ethicalcomponents of business decisions and the difficulties of handling values in conflict. Students learn more about their own values through playing the role of manager. Suggested discussion questions are provided. This note also reviews some of the extant literature on the goals of stakeholder versus shareholder wealth and the role of ethics, and it discusses areas of common ground between the stakeholder/shareholder theories.

Rapid development of e-learning courses for ethics-and-compliance programs led to substantial success in producing engaging multimedia training toolkits aimed at breaking through barriers of indifference and distrust by combining learning with fun. However, a pleasant training experience is no guarantee of its ultimate success in improving organizational ethics. Drawing on Paivio’s Dual Coding Theory, this paper presents a model for evaluating multimedia learning from a moral viewpoint. The main argument advanced in the paper is that entertaining multimedia training modules, as commonly offered in the business world, may deliver an unintended message which runs counter to the very goal of ethics training. The Rocked or Shocked? videogame—a multimedia-based ethics training module—will serve as a case study for detecting the complicated role of entertainment in ethics training and examining the ethical meanings conveyed through the pictorial/event channel. The paper concludes with recommendations for the design of multimedia ethics training.

Scholars are increasingly interested in possible relationships between aesthetics and ethics and in the pedagogical value of art. This paper considers some specific works of art and explores their multi-faceted relation to ethics and morality. I argue that art has both positive and negative relationships to ethics and morality (which I distinguish in a very rough way as the paper progresses). Art works of various sorts may productively be used in the business ethics classroom,but instructors need to keep in mind the multivalent relationship between art, on the one hand, and ethics and morality on the other.

The B case jumps ahead several years and outlines the turnaround efforts SBM undertook to address its grave missteps: shifting to a consumer-oriented, integrity-focused management style; providing greater transparency and communication; and establishing a corporate ethics committee and a Snow Brands Code of Conduct. In June 2002, after much consideration and reflection on Snow Brand’s issues (as outlined in the A case), Hiwasa joined its new board as its sole outside director, serving as the impetus for the changes the company made. Her appointment indicated SBM was indeed serious about reform and revitalization.

This paper discusses how the teaching of ethics can be interwoven with the most basic concept in finance: time value of money. Although valuation formulas yield precise numerical answers, they require many assumptions about future economic conditions. If decision makers use false information or erroneous assumptions, they will arrive at an incorrect value estimate, even if the calculations are performed correctly. Thus, the valuation process can be manipulated byunscrupulous participants. This concept is illustrated with references to recent events. Examples appropriate for classroom use are included in an appendix.

In the C case, the turnaround at SBM has been effected. Most significant is the company’s realization that it exists to serve the consumer and, through that service, the broader society. This brief case outlines the successes Hiwasa pushed SBM management to accomplish and introduces the challenges the company faced in 2009: primarily, continuing to build its corporate social responsibility approach and addressing environmental and social issues.

This paper examines the effectiveness of ethics education provided by Malaysian universities. A total of 264 accounting students attending ethics courses in public and private universities responded to a pre and post questionnaire (treatment group) and another 57 students who did not complete an ethics course (control group) were included for comparative purposes. Statistical analysis reveals that business ethics courses are effective as students demonstrate higherlevel of ethical sensitivity upon completion of the course. In contrast, the control group students demonstrate lower levels of ethical sensitivity. Students in the “good” and “average” academic performance category, females, and Malay students, gained most from an ethics education. Students from public universities were also found to benefit more than their private university counterparts. The results contribute to the dearth of research in this area and present a case for introducing compulsory business ethics courses in all Malaysian universities offering accounting programs.