Download Ethical

Survey
yes no Was this document useful for you?
   Thank you for your participation!

* Your assessment is very important for improving the work of artificial intelligence, which forms the content of this project

Document related concepts

Social theory wikipedia, lookup

Community development wikipedia, lookup

Social psychology wikipedia, lookup

Social Bonding and Nurture Kinship wikipedia, lookup

Accountability wikipedia, lookup

Postdevelopment theory wikipedia, lookup

Unilineal evolution wikipedia, lookup

Corporate social responsibility wikipedia, lookup

History of the social sciences wikipedia, lookup

Third Way wikipedia, lookup

Origins of society wikipedia, lookup

Social norm wikipedia, lookup

Moral disengagement wikipedia, lookup

Global justice wikipedia, lookup

Other (philosophy) wikipedia, lookup

Transcript
Student Version
Linking Strategy, Ethics
and Social Responsibility
• In crafting and executing a strategy that
delivers value to both customers and
shareholders, does a firm have a duty to:
 Act in an ethical manner?
 Demonstrate socially responsible behavior by being
a committed corporate citizen?
 Adopt business practices that conserve natural
resources, protect the interest of future generations,
and preserve the well-being of the planet?
9-2
Crafting and Executing Legal,
Moral, and Ethical Strategies
A Firm’s Ethical
Duties to Its
Stakeholders
To always act in a legal,
ethical and moral
manner in its relations
with all stakeholders
To demonstrate socially
responsible behavior
by being a committed
corporate citizen
To adopt business
practices that conserve
natural resources and
protect the interest of
future generations
9-3
What Do We Mean By Business Ethics?
• Business ethics
 Is the application of ethical principles and standards
to the actions and decisions of business organizations
and the conduct of their personnel.
• How do ethics and business ethics differ?
 Ethical principles in business are not different
materially different from ethical principles in general.
• Business actions
 Are judged by general ethical standards of society.
 Are not subject to more permissive standards.
9-4
Drivers of Unethical Strategies
and Business Behavior
The view that “the
business of business is
business, not ethics”
Overzealous pursuit
of wealth and other
selfish interests
Reasons for
Unethical
Behaviors
Heavy pressures on
managers to meet
performance targets
A company culture that
fosters illegal and
unethical conduct
9-5
The Business Case for Ethical Strategies
• Deliberate pursuit of unethical strategies and
tolerance of unethical conduct is a risky and
costly practice from both a shareholder
perspective and a reputational standpoint.
• Adopting ethical strategies and engaging
only in ethical conduct are simply good
business.
• The Sarbanes-Oxley Act (2002)
 Requires that publically-traded firms have a code of
ethics or else explain in writing to the Securities and
Exchange Commission why they do not.
9-6
Ensuring a Strong Commitment to
Business Ethics In Companies with
International Operations
Applying ethical
standards across
countries and cultures
The School of Ethical
Universalism
The School of Ethical
Relativism
Integrative Social
Contracts Theory
9-7
Ensuring a Strong Commitment to
Business Ethics In Companies with
International Operations
• Three schools of thought about the extent to
which the ethical standards travel across
cultures and whether multinational firms can
apply the same set of ethical standards in all
of the locations where they operate:
 Ethical Universalism
 Ethical Relativism
 Integrative Social Contracts Theory
9-8
The School of Ethical Universalism
• According to the school of ethical
universalism…
 Some concepts of what is right and what is wrong are
universal and transcend most all cultures, societies,
and religions.
 All societies, companies, and individuals are
accountable to a set of universal ethical standards.
 Where basic moral standards really do not vary
significantly according to local cultural beliefs,
traditions, or religious convictions, a multinational
company can develop a code of ethics that it applies
more or less evenly across its worldwide operations..
9-9
The School of Ethical Relativism
• This school of ethical thought holds that…
 What is to be deemed ethical or unethical behavior
must be judged by local social and moral standards.
 It is appropriate for local moral standards to take
precedence over ethical standards in a company’s
home market.
• The risks of ethical relativism
 The assumption that local morality is an adequate
guide for ethical behavior.
 Loss of the moral basis for enforcing companywide
ethical standards across the differing markets of a
multinational firm.
9-10
Integrative Social Contracts Theory
• The ethical standards a firm should uphold
are governed by:
1. A limited number of universal ethical principles that
are widely recognized as putting legitimate ethical
boundaries on actions and behavior in all situations.
2. The circumstances of local cultures, traditions, and
values that further prescribe what constitutes ethically
permissible behavior and what does not.
9-11
Ethics: It Is Not As Easy As It Seems
• Integrative social contracts theory provides:
 That “first order” universal ethical norms always take
precedence over “second order” local ethical norms
when local norms are more permissive.
• Ethical “gray areas”
 There are many instances where cross-country
differences in ethical norms create situations where it
is tough to draw a line in the sand between right and
wrong decisions, actions, and business practices.
9-12
Strategy, Corporate Social Responsibility
and Environmental Sustainability
• Engaging in corporate social responsibility
involves the firm’s assumption of a series of
responsibilities:
 Economic responsibility to shareholders
 Legal responsibility to comply with the laws of the
countries where it operates
 Ethical responsibility to abide by society’s norms
 Discretionary philanthropic responsibility to meet the
unmet needs of society
9-13
Common Corporate Social
Responsibility (CSR) Initiatives
• Efforts to employ an ethical strategy and observe ethical
principles in operating the business
• Making charitable contributions, supporting community service
endeavors, engaging in broader philanthropic initiatives, and
reaching out to make a difference in the lives of the
disadvantaged.
• Actions to protect the environment and, in particular, to
minimize or eliminate any adverse impact on the environment
stemming from the firm’s own business activities.
• Actions to create a work environment that enhances the quality
of life for employees.
• Actions to build a workforce that is diverse with respect to
gender, race, national origin, and other aspects that different
people bring to the workplace.
9-14
Corporate Social Responsibility
and the Triple Bottom Line
Corporate Social
Responsibility
People, planet,
profit
Triple bottom line
performance
9-15
What Do We Mean by Sustainability and
Sustainable Business Practices?
• Environmental sustainability strategies:
 Entail actions to operate businesses to protect and
enhance natural resources and ecological support
systems, to guard against outcomes that endanger
the planet, and to be sustainable for centuries.
 Are directed at improving a firm’s triple bottom line
(TBL)—its performance on economic, environment,
and social metrics.
9-16
Crafting Social Responsibility and
Sustainability Strategies
• To be socially responsible involves deciding:
 What charitable contributions to make
 What kinds of community service projects to




emphasize
What environmental actions to support
How to make the firm a good place to work
Where and how workforce diversity will fit into the
picture
Which other worthy causes and projects that benefit
society will the firm support
9-17
The Business Case for
Socially Responsible Behavior
• Reasons why the exercise of corporate
social responsibility is good business:
 Such actions can lead to increased buyer patronage.
 A strong commitment to socially responsible behavior
reduces the risk of reputation-damaging incidents.
 Socially responsible actions yield internal benefits
(e.g., employee recruiting, retention, and training
costs) and can improve operational efficiency.
 Well-conceived social responsibility strategies work to
the advantage of shareholders.
9-18