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Find ethics case studies on bribery, sourcing, intellectual property, downsizing, and other topics in business ethics, corporate governance, and ethical leadership. (For permission to reprint articles, submit requests to [email protected] .)

In this business ethics case study, Swedish multinational company IKEA faced accusations relating to child labor abuses in the rug industry in Pakistan which posed a serious challenge for the company and its supply chain management goals.

A dog may be humanity’s best friend. But that may not always be the case in the workplace.

A recent college graduate works in the finance and analytics department of a large publicly traded software company and discovers an alarming discrepancy in sales records, raising concerns about the company’s commitment to truthful reporting to investors. 

What responsibility does an employee have when information they obtained in confidence from a coworker friend may be in conflict with the needs of the company or raises legal and ethical questions.

A manager at a prominent multinational company is ethically challenged by a thin line between opportunity for economic expansion in a deeply underserved community, awareness of child labor practices, and cultural relativism.

A volunteer providing service in the Dominican Republic discovered that the non-profit he had partnered with was exchanging his donor money on the black market, prompting him to navigate a series of complex decisions with significant ethical implications.

The CFO of a family business faces difficult decisions about how to proceed when the COVID-19 pandemic changes the business revenue models, and one family shareholder wants a full buyout.

An employee at an after-school learning institution must balance a decision to accept or decline an offered gift, while considering the cultural norms of the client, upholding the best interests of all stakeholders, and following the operational rules of his employer. 

A senior vice president for a Fortune 500 savings and loan company is tasked with the crucial responsibility of representing the buyer in a multi-million dollar loan purchase deal and faces several ethical challenges from his counterpart representing the seller.

Extensive teaching note based on interviews with Theranos whistleblower Tyler Shultz. The teaching note can be used to explore issues around whistleblowing, leadership, the blocks to ethical behavior inside organizations, and board governance.

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Case Study: Protect Your Company or Your Cousin?


• Joseph L. Badaracco

A manager gets inside information that could affect the future of her firm.

After a long week, all Marguerite Espinoza wanted to do was shut down her computer. It was 5:30 on Friday afternoon, and she’d just finished her workday as a customer experience manager at Spring Fire, a manufacturer of outdoor smokeless firepits. But she was supposed to log in to her extended family’s weekly Zoom call, a tradition they’d started at the beginning of the pandemic.

• Joseph L. Badaracco is the John Shad Professor of Business Ethics at Harvard Business School, where he has taught courses on leadership, strategy, corporate responsibility, and management. His books on these subjects include New York Times bestseller Leading Quietly , Defining Moments , and his latest book, Step Back: How to Bring the Art of Reflection into Your Busy Life (HBR Press, 2020).

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Ethical Business Practices: Case Studies and Lessons Learned

Introduction

Ethical business practices are a cornerstone of any successful company, influencing not only the public perception of a brand but also its long-term profitability. However, understanding what constitutes ethical behavior and how to implement it can be a complex process. This article explores some case studies that shine a light on ethical business practices, offering valuable lessons for businesses in any industry.

Case Study 1: Patagonia’s Commitment to Environmental Ethics

Patagonia, the outdoor clothing and gear company, has long set a standard for environmental responsibility. The company uses eco-friendly materials, promotes recycling of its products, and actively engages in various environmental causes.

Lessons Learned

• Transparency : Patagonia is vocal about its ethical practices and even provides information on the environmental impact of individual products.
• Consistency: Ethics are not an “add-on” for Patagonia; they are integrated into the very fabric of the company’s operations, from sourcing to production to marketing.
• Engagement: The company doesn’t just focus on its practices; it encourages consumers to get involved in the causes it supports.

Case Study 2: Salesforce and Equal Pay

Salesforce, the cloud-based software company, took a stand on the gender pay gap issue. They conducted an internal audit and found that there was indeed a significant wage disparity between male and female employees for similar roles. To address this, Salesforce spent over $6 million to balance the scales.

• Self-Audit: It’s crucial for companies to actively review their practices. What you don’t know can indeed hurt you, and ignorance is not an excuse.
• Taking Responsibility: Rather than sweeping the issue under the rug, Salesforce openly acknowledged the problem and took immediate corrective action.
• Long-Term Benefits: Fair treatment boosts employee morale and productivity, leading to long-term profitability.

Case Study 3: Starbucks and Racial Sensitivity Training

In 2018, Starbucks faced a public relations crisis when two Black men were wrongfully arrested at one of their Philadelphia stores. Instead of issuing just a public apology, Starbucks closed down 8,000 of its stores for an afternoon to conduct racial sensitivity training.

Lessons   Learned

• Immediate Action : Swift and meaningful action is critical in showing commitment to ethical behavior.
• Education: Sometimes, the problem is a lack of awareness. Investing in employee education can avoid repeated instances of unethical behavior.
• Public Accountability: Starbucks made their training materials available to the public, showing a level of transparency and accountability that helped regain public trust.

Why Ethics Matter

Ethical business practices are not just morally correct; they have a direct impact on a company’s bottom line. Customers today are more informed and more sensitive to ethical considerations. They often make purchasing decisions based on a company’s ethical standing, and word-of-mouth (or the digital equivalent) travels fast.

The case studies above show that ethical business practices should be a top priority for companies of all sizes and industries. These are not isolated examples but are representative of a broader trend in consumer expectations and regulatory frameworks. The lessons gleaned from these cases—transparency, consistency, engagement, self-audit, taking responsibility, and education—are universally applicable and offer a robust roadmap for any business seeking to bolster its ethical standing.

By implementing ethical business practices sincerely and not as a marketing gimmick, companies not only stand to improve their public image but also set themselves up for long-term success, characterized by a loyal customer base and a motivated, satisfied workforce.

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1.6: Case Studies

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Gray Matters

Source: Photo courtesy of Sasha Wolff, www.flickr.com/photos/sashawolff/3388815964.

To foster ethical discussion and understanding in the workplace, the Lockheed Martin company developed a quiz for employees called “Gray Matters.” The quiz is multiple choice, with a range of points awarded (or subtracted) depending on the response. Subsequently, the approach has been adopted by a wide range of corporations. Here’s a typical question matched with its possible answers and the corresponding points:

Six months after you hired an assistant accountant who has been working competently and responsibly, you learn that she departed from the truth on her employment application: she claimed she had a college degree when she didn’t. You’re her manager; what should you do?

• Nothing because she’s doing her job just fine. (–10 points)
• Bring the issue to the human resources department to determine exactly how company policy determines the situation should be handled. (10 points)
• Fire her for lying. (5 points)
• Carefully weigh her work performance, her length of service, and her potential benefit to the company before informing anyone of what happened or making any recommendations. (0 points)

Exercise \(\PageIndex{1}\)

• The three principle components of business ethics are facts, values, and arguments. What are the facts pertinent to an ethical evaluation of this case? Is there any information not contained in the question that you’d like to have before making a decision about what should be done?
• From the facts and information provided, can you sketch a set of values and chain of reasoning justifying the answer that the quiz’s original authors sanctioned as the right one? (Leave the decision in the hands of the HR department and existing company policy.)
• You get some points for C (firing her). What values and reasoning may lead to that determination?
• According to the quiz authors, the worst answer is A. Maybe they’re wrong, though. What values and reasoning may lead to the conclusion that doing “nothing because she’s doing her job just fine” is an excellent response?
• Would it be reasonable to say that, ethically, this is an issue just between you and the woman who you hired after she lied on her résumé?
• If you expand the answer about who’s involved to include other workmates at the company, as well as the company’s clients and shareholders, does that change the ethical perspective you have on what should be done with the lying (but capable) coworker?
• Would you categorize response B (bring the issue to HR to determine exactly how company policy determines the situation should be handled) as leading to a decision more based on morality or more based on ethics? Explain.
• Would you categorize response D (carefully weigh her work performance, her length of service, and her potential benefit to the company before informing anyone of what happened or making any recommendations) as leading to a decision more based on morality or ethics? Explain.

Who Made Your iPhone?

Source: Photo courtesy of Tobias Myrstrand Leander, http://www.flickr.com/photos/s8an/5207806926/

Connie Guglielmo, a reporter for Bloomberg news services, begins an article on Apple this way: “Apple Inc. said three of its suppliers hired 11 underage workers to help build the iPhone, iPod and Macintosh computer last year, a violation it uncovered as part of its onsite audit of 102 factories.” Connie Guglielmo, “Apple Says Children Were Used to Build iPhone, iPod (Update1),” Bloomberg , February 27, 2010, accessed May 11, 2011, http://www.bloomberg.com/apps/news?pid=newsarchive&sid=aiEeeQNHkrOY .

Her story adds details. The underage workers were fifteen in places where the minimum legal age for employment is sixteen. She wasn’t able to discover the specific countries, but learned the infractions occurred in one or more of the following: China, Taiwan, Thailand, Malaysia, Singapore, South Korea, the Czech Republic, and the Philippines.

Following the discovery, the employees were released, and disciplinary action was taken against a number of the foreign suppliers. In one case, Apple stopped contracting with the company entirely.

The story closes with this: “Apple rose $2.62 to $204.62 yesterday in Nasdaq Stock Market trading. The shares more than doubled last year.”

Exercise \(\PageIndex{2}\)

• The ethical question is whether Apple ought to contract (through suppliers) fifteen-year-olds to work on factory floors. Is the fact that the stock price has been zooming up a pertinent fact, or does it not affect the ethics? Explain.
• From the information given and reasonable assumptions about these factories and the living conditions of people working inside them, sketch an ethical argument against Apple enforcing the age workplace rule. What fundamental values underwrite the argument?
• From the information given and reasonable assumptions about these factories and the living conditions of people working inside them, sketch an argument in favor of Apple enforcing the age workplace rule. What fundamental values underwrite the argument?
• Within the context of the Apple situation, what’s the difference between making a decision in terms of the law and in terms of ethics?
• What is an advantage of following the local customs when making economic decisions like the one confronting Apple?
• Does the custom of employing young workers in some countries change your ethical consideration of the practice in those places? Why or why not?
• The person is able to understand right and wrong.
• The person acts to cause (or fails to act to prevent) a wrong.
• The person acts knowing what they’re doing.
• The person acts from their own free will.

Assuming it’s unethical for fifteen-year-olds to work factory shifts making iPhones, who bears responsibility for the wrong?

• Do the fifteen-year-olds bear some responsibility? Explain.
• Does Steve Jobs, the CEO of Apple? Explain.
• Are shareholders guilty? Explain.
• Do people who use iPhones bear responsibility? Explain.

Since 2006, students at the Columbia Business School have been required to pledge “I adhere to the principles of truth, integrity, and respect. I will not lie, cheat, steal, or tolerate those who do.”

This is a substantial promise, but it doesn’t sound like it’ll create too many tremendous burdens or require huge sacrifices.

A somewhat more demanding pledge solidified in 2010 when a group of business school students from Columbia, Duke Fuqua, Harvard, MIT Sloan, NYU Stern, Rensselaer Lally, Thunderbird, UNC Kenan-Flagler, and Yale met to formalize the following MBA Oath:

As a business leader I recognize my role in society.

• My purpose is to lead people and manage resources to create value that no single individual can create alone.
• My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow.

Therefore, I promise that:

• I will manage my enterprise with loyalty and care, and will not advance my personal interests at the expense of my enterprise or society.
• I will understand and uphold, in letter and spirit, the laws and contracts governing my conduct and that of my enterprise.
• I will refrain from corruption, unfair competition, or business practices harmful to society.
• I will protect the human rights and dignity of all people affected by my enterprise, and I will oppose discrimination and exploitation.
• I will protect the right of future generations to advance their standard of living and enjoy a healthy planet.
• I will report the performance and risks of my enterprise accurately and honestly.
• I will invest in developing myself and others, helping the management profession continue to advance and create sustainable and inclusive prosperity.

In exercising my professional duties according to these principles, I recognize that my behavior must set an example of integrity, eliciting trust and esteem from those I serve. I will remain accountable to my peers and to society for my actions and for upholding these standards. “The MBA Oath,” MBA Oath, accessed May 11, 2011, http://mbaoath.org/about/the-mba-oath .

Exercise \(\PageIndex{3}\)

• The second introductory clause of the MBA Oath is “My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow.” “The MBA Oath,” MBA Oath, accessed May 11, 2011, http://mbaoath.org/about/the-mba-oath . What’s the difference between seeing this as a positive ethical stand in favor of a broad social responsibility held by those in business, and seeing it as arrogance?
• Looking at the MBA Oath, can you list a set of values that are probably shared by those responsible for its creation?
• What values underlie paulnyc’s perspective?
• How is paulnyc’s vision different from the one espoused in the oath?

Is it plausible to assert that JerryNY shares most of the values of those who wrote the MBA Oath, it’s just that he sees a different business attitude as the best way to serve those values? If so, explain. If not, why not?

I would refuse to take that oath…on principle. The idea that an individual’s proper motive should be to serve “the greater good” is highly questionable. This altruistic ethic is what supported the collectivist of communism and national socialism. If my life belongs first and foremost to “the greater good,” it follows that the greatest virtue is to live as a slave. A slave’s existence, after all, is devoted primarily for the benefit of his master. The master can be a plantation owner or a King or an oligarchy or a society that demands your servitude.

The only oath I’d be willing to take is, “I swear, by my life and my love of it, that I will never live for the sake of another man, nor ask another man to live for mine.” Eric, May 30, 2009 (10:35 a.m.), comment on Leslie Wayne, “A Promise to Be Ethical in an Era of Immorality,” New York Times , May 29, 2009, accessed May 11, 2011, community.nytimes.com/comments/www.nytimes.com/2009/05/30/business/30oath.html?sort=oldest.

In your own words, contrast the values the MBA Oath supporters espouse with the values the commenter Eric espouses.

Is it unethical to take the pledge without expecting to adhere to it simply because you think it will help in your job search, or is that strategy just a different kind of ethics? Explain.

When he says business school students are programmed, what does he mean? If someone is programmed to be an opportunistic parasite in business, can we blame them for what they do? If so, how? If not, who should be blamed?

Assume the MBA Oath does stress the importance of the greater good, and you too are going into the economic world with that as a privileged value. How could you respond to the argument that you really should be doing nursing or something more obviously serving the general good?

• According to the Times , B-schoolers aren’t lining up for the MBA Oath: only about 20 percent take the pledge. How could you convince the other 80 percent to sign on?

I.M.P. (It’s My Party)

“Look at them!” he said, his eyes dancing. “That’s what it’s all about, the way the people feel. It’s not about the sellout performances and the caliber of the bands who appear here. It’s about the people who buy tickets, having a good time.” Avis Thomas-Lester, “A Club Owner’s Mojo,” Washington Post , December 28, 2009, accessed May 11, 2011, http://views.washingtonpost.com/on-success/what-it-takes/2009/12/seth_hurwitz.html .

Source: Photo courtesy of Kevin Dooley , http://www.flickr.com/photos/pagedooley/4530723795/ .

That’s Seth Hurwitz quoted in the Washington Post , talking about his 9:30 Club, a small venue playing over-the-hill bands on the way down, and fresh acts scratching their way up.

The story’s curious detail is that even though Hurwitz calls his company I.M.P. (It’s My Party), he doesn’t spend much time at his club. In fact, he’s almost never there. Part of the reason is that his workday begins at 6 a.m., so he’s actually back in bed preparing for the next day before his enterprise gets going in earnest each night. His job is straightforward: sitting in the second floor office of his suburban DC home, he scrutinizes the music publications and statistics, probing for bands that people want to see and that won’t charge too much to appear. He told the Post that he won’t book an act as a favor, and he won’t flatter a group into playing his club to keep them away from the competition by overpaying them. “I don’t subscribe,” he says, “to doing shows that will lose money.”

Hurwitz has been connected with music in one way or another for almost as long as he can remember. The Post relates some of his early memories:

He rigged a system to broadcast radio from his basement to his parents and brothers in the living room. “I used to bring my singles into class and play them,” Hurwitz said. When he was 16, he decided he wanted to be a deejay and got his chance when alternative rock station WHFS gave him a spot. “It was from 7:45 to 8—fifteen minutes,” he said, laughing. “But that was okay because I wanted to be on the radio, and I had my own show, as a high school student.” He said he was fired “for being too progressive.” Avis Thomas-Lester, “A Club Owner’s Mojo,” Washington Post , December 28, 2009, accessed May 11, 2011, http://views.washingtonpost.com/on-success/what-it-takes/2009/12/seth_hurwitz.html .

It’s a long way from getting fired for playing music too obscure for alternative radio to where Hurwitz is now: putting on concerts by bands selected because they’ll make money.

Exercise \(\PageIndex{4}\)

• What, if anything, is Hurwitz the older concert promoter compromising to get ahead? Is there an ethical objection that could be raised here? If so, what? If not, why not?
• When Hurwitz was a deejay, he played records that led people to change the station. Then the station changed him. Is this an example of business regulating itself? Is there an ethical side to this, or is it just the way money works? Explain.
• From the information given, would you judge that Hurwitz is successful in business? Why or why not?
• Are all these questions part of institutional business ethics or personal business ethics? Explain.
• Do people who run their own company have an ethical responsibility to separate friends from business?
• One nice thing about Hurwitz working upstairs in his own house is that he can show up for work in the morning in his pajamas. Should all places of business be like that—with people free to wear whatever they want for work? Explain your answer from an ethical perspective.
• If you go to a concert on a Wednesday and are too hung over to make it to work on Thursday, what should you tell your boss on Friday? That you were hung over? That your car broke down? Something else? Justify.
• Should Hurwitz accept some responsibility and blame for absent employees? Explain.

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Apple Suppliers & Labor Practices

Is tech company Apple, Inc. ethically obligated to oversee the questionable working conditions of other companies further down their supply chain?

With its highly coveted line of consumer electronics, Apple has a cult following among loyal consumers. During the 2014 holiday season, 74.5 million iPhones were sold. Demand like this meant that Apple was in line to make over $52 billion in profits in 2015, the largest annual profit ever generated from a company’s operations. Despite its consistent financial performance year over year, Apple’s robust profit margin hides a more complicated set of business ethics. Similar to many products sold in the U.S., Apple does not manufacture most its goods domestically. Most of the component sourcing and factory production is done overseas in conditions that critics have argued are dangerous to workers and harmful to the environment.

For example, tin is a major component in Apple’s products and much of it is sourced in Indonesia. Although there are mines that source tin ethically, there are also many that do not. One study found workers—many of them children—working in unsafe conditions, digging tin out by hand in mines prone to landslides that could bury workers alive. About 70% of the tin used in electronic devices such as smartphones and tablets comes from these more dangerous, small-scale mines. An investigation by the BBC revealed how perilous these working conditions can be. In interviews with miners, a 12-year-old working at the bottom of a 70-foot cliff of sand said: “I worry about landslides. The earth slipping from up there to the bottom. It could happen.”

Apple defends its practices by saying it only has so much control over monitoring and regulating its component sources. The company justifies its sourcing practices by saying that it is a complex process, with tens of thousands of miners selling tin, many of them through middle-men. In a statement to the BBC, Apple said “the simplest course of action would be for Apple to unilaterally refuse any tin from Indonesian mines. That would be easy for us to do and would certainly shield us from criticism. But that would also be the lazy and cowardly path, since it would do nothing to improve the situation. We have chosen to stay engaged and attempt to drive changes on the ground.”

In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers’ working conditions, Apple continues to face criticism as consumer demand for iPhones and other products continues to grow.

Discussion Questions

1. Do you think Apple should be responsible for ethical lapses made by individuals further down its supply chain? Why or why not?

2. Should Apple continue to work with the suppliers in an effort to change practices, or should they stop working with every supplier, even the conscientious ones, to make sure no “bad apples” are getting through? Explain your reasoning.

3. Do you think consumers should be expected to take into account the ethical track record of companies when making purchases? Why or why not?

4. Can you think of other products or brands that rely on ethically questionable business practices? Do you think consumers are turned off by their track record or are they largely indifferent to it? Explain.

5. Would knowing that a product was produced under ethically questionable conditions affect your decision to purchase it? Explain with examples.

6. If you were part of a third-party regulating body, how would you deal with ethically questionable business practices of multinational corporations like Apple? Would you feel obligated to do something, or do you think the solution rests with the companies themselves? Explain your reasoning.

Related Videos

Ethical Fading

Ethical fading occurs when we are so focused on other aspects of a decision that its ethical dimensions fade from view.

Bibliography

Apple ‘failing to protect Chinese factory workers’ http://www.bbc.com/news/business-30532463

How Apple could make a $53 billion profit this year http://money.cnn.com/2015/07/17/technology/apple-earnings-2015/

Global Apple iPhone sales from 3rd quarter 2007 to 2nd quarter 2016 (in million units) http://www.statista.com/statistics/263401/global-apple-iphone-sales-since-3rd-quarter-2007/

Despite successes, labor violations still haunt Apple http://www.theverge.com/2015/2/12/8024895/apple-slave-labor-working-conditions-2015

Reports – Supplier Responsibility – Apple https://www.apple.com/supplier-responsibility/progress-report/

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• Arthur Andersen Case Studies in Business Ethics Provided by Carnegie Mellon Tepper School of Business, during the period 1987-94 Arthur Andersen funded a $5 million joint project with 525 universities to raise awareness of ethical issues in business. This collection of 90 case studies is one product of that effort. All participating universities, including Carnegie Mellon, have license to use these materials and reproduce them as needed for instructional purposes.
• The Ethics & Compliance Initiative (ECI) ECI is a membership association and research institution that empowers organizations to build and sustain the programs that are proven to increase integrity in organizations. They help leaders create strong ethical workplace cultures and successful businesses that do the right thing.
• Ethics Unwrapped Ethics Unwrapped is a free educational program that combines the latest ethics research with top experts and creative zing to make learning easy, memorable, and fun. This accessible, research-based resource is used around the world by more than 1,700 colleges and universities, in hundreds of businesses and organizations, and by tens of thousands of ethics learners. This program has been made possible by generous contributions from the Pratt Endowment, the Teagle Foundation, the The University of Texas at Austin, and the McCombs School of Business.
• Markkula Center for Applied Ethics The Markkula Center for Applied Ethics has been the leader in applied ethics since 1986. Our comprehensive approach to enlightening people and organizations through materials offered on our website, customized engagements with organizations, and our commitment to Santa Clara University students to be trained in applied ethics has continued to increase our impact. Our Framework for Ethical Decision-Making is recognized by the people and organizations that reach out to the Center for resources as a clear and helpful process to make better decisions.
• MIT- Management Sloan School Teaching Resources Library provides links to multiple leadership and Ethics Case Studies.
• Society of Business Ethics Diverse, global group of students, scholars and business professionals from all disciplines, interested in the research, discussion, teaching and application of ethical business practices.
• Ted Rogers Leadership Centre -the ethical Leadership Case Study Collection The Ted Rogers Leadership Centre’s Case Collection, developed in collaboration with experienced teaching faculty, seasoned executives, and alumni, provides instructors with real-life decision-making scenarios to help hone students’ critical-thinking skills and their understanding of what good leaders do. Cases come in both long and short forms. The long cases provide instructors with tools for delving deeply into subjects related to a variety of decision making and organizational development issues. The short cases, or “minis,” are quick in-class exercises in leadership.
• Warrington College of Business - Poe Business Ethics Center Collection of External resources on ethics in business
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Business Ethics: Cases Analysis and Solutions Case Study

In this case, the girl was faced with a professional dilemma, which was to break the rules set by the supervisor, but in favor of improving performance. The most significant factors for the decision are the supervisor’s prohibition on personal communication, the need for the girl to learn a new program, and the remaining free time at the end of the work day. A girl’s decision to violate the supervisor’s instructions may, at worst, affect the girl, who will be reprimanded. The boss would like the software not to be used for personal purposes, and the girl would like to learn all of the shading nuances as quickly as possible. The options in this situation include: consciously breaking the rule, risking her career, enlisting the help of colleagues, as well as learning the software on her own. The first and last options would be a loss of time or reputation, so the most appropriate scenario is to ask more experienced people in the office for help.

Sophia’s case raises the problem of using her job benefits for personal gain. Significant to the solution are the fact that her son needs to print documents, the lack of a tracking system in the program, and the fact that her son brought his own paper. In the worst case, the use of the printer will cause it to wear out more or the girl’s deed may be noticed. The woman would like to be able to print personal documents so that it goes unnoticed and does not have any negative consequences. Options include not using a working printer, using it with management permission, and secretly printing papers (Moriarty, 2021). The second scenario is the best; the girl should ask her supervisor and use the equipment with his permission.

Nora’s problem is to take advantage of access to information at work through personal connections. Nora’s friend’s intention to get the job and the girl’s knowledge of all the interview questions are significant for the decision. In the worst-case scenario, the arrangement between Alice and Norv is found out at the firm. The girl would like to help her friend, but without facing the consequences of this action. Options for action include handing over all the information she has to Nora and refusing her friend. Moreover, it is possible to pass on only a portion of the information that would leave Alice needing to prove herself to HR and make the interview useful to the companyz; the latter option is the most sensible

Andres is faced with a choice between sharing information about her colleague, causing her trouble, or not telling the supervisor anything. Significant to the decision is the fact that Andres heard the conversation and the reason why the girl plans to abuse the program. In the worst-case scenario for Andrea, the supervisor learns both about the abuse and that the former knew about the abuse. The man would like to avoid having to deceive the supervisor and, in doing so, not to set the girl up. Options include the employee completely covering up the violation, telling the supervisor about the latter, and confirming the rumors without revealing names. Andres should confirm the supervisor’s concern by not naming the employee.

Max’s ethical problem is to make a decision about the abuse of authority. The facts of this situation are that the company gives the computers to the school every year, that no records are kept of the equipment being written off, and the son’s urgent need for a computer. In the worst-case scenario, Max’s bosses will find out about his actions and fine or fire him. Max would like to make the least effort to provide his child with the technology he needs to learn. Options for behavior include abuse of authority and theft of the computer, buying it with personal money. Moreover, it is possible to make an agreement with his superiors to buy back the equipment at a discount; the last scenario is the most rational.

Moriarty, J. (2021). Business Ethics . Routledge.

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IvyPanda. (2024, April 25). Business Ethics: Cases Analysis and Solutions. https://ivypanda.com/essays/business-ethics-cases-analysis-and-solutions/

"Business Ethics: Cases Analysis and Solutions." IvyPanda , 25 Apr. 2024, ivypanda.com/essays/business-ethics-cases-analysis-and-solutions/.

IvyPanda . (2024) 'Business Ethics: Cases Analysis and Solutions'. 25 April.

IvyPanda . 2024. "Business Ethics: Cases Analysis and Solutions." April 25, 2024. https://ivypanda.com/essays/business-ethics-cases-analysis-and-solutions/.

1. IvyPanda . "Business Ethics: Cases Analysis and Solutions." April 25, 2024. https://ivypanda.com/essays/business-ethics-cases-analysis-and-solutions/.

Bibliography

IvyPanda . "Business Ethics: Cases Analysis and Solutions." April 25, 2024. https://ivypanda.com/essays/business-ethics-cases-analysis-and-solutions/.

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ETH 102: Business Ethics (Meyer) : Finding Case Studies

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Case Studies Available from the Internet

• Ethics Unwrapped from UTexas More than 50 case studies match ethics concepts to real world situations. From journalism to performing arts to foreign policy to scientific research to social work, these cases explore a range of current and historic ethical dilemmas, their motivating biases, and their consequences. Each case includes discussion questions, related videos, and a bibliography for further reading.
• Highlighted Cases and Case Studies: Daniels Fund Ethics Initiative Online library of "simple, straightforward business cases focused on principle-based ethics."
• LearningEdge at MIT Sloan Collection of teaching case studies developed by MIT Sloan faculty and students. May be downloaded, copied, distributed free of charge by anyone through creative commons license. Topics include entrepreneurship, leadership and ethics, operations management, strategy, sustainability, and system dynamics.
• Markkula Center for Applied Ethics at Santa Clara University Find case studies and scenarios on a variety of fields in applied ethics.
• Stanford Graduate School of Business - free cases Click on "Narrow your results" and then under Availability select "Available to download at no charge."
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University Module Series: Integrity & Ethics

Module 12: integrity, ethics and law.

  This module is a resource for lecturers  

Case studies.

Choose one or more of the following case studies and lead a discussion which allows students to address and debate issues of integrity, ethics and law. If time allows, let the students vote on which case studies they want to discuss.

For lecturers teaching large classes, case studies with multiple parts and different methods of solution lend themselves well to the group size and energy in such an environment. Lecturers can begin by having students vote on which case study they prefer. Lecturers could break down analysis of the chosen case study into steps which appear to students in sequential order, thereby ensuring that larger groups stay on track. Lecturers may instruct students to discuss questions in a small group without moving from their seat, and nominate one person to speak for the group if called upon. There is no need to provide excessive amounts of time for group discussion, as ideas can be developed further with the class as a whole. Lecturers can vary the group they call upon to encourage responsive participation.

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Supported by the state of qatar, 60 years crime congress.

Behaving ethically requires that we meet the mandatory standards of the law and then go above and beyond them to recognize that an action may be legal but we personally may consider it unacceptable. Ethical reasoning often is more topical than law and reflects the changes in consciousness that individuals and society undergo. Often, ethical thought precedes and sets the stage for changes in the law.

Normative ethical theories are philosophical theories based on reason that tell individuals how they ought to behave. Descriptive ethical theories are based on scientific evidence describing how people tend to behave in a particular context. The theories discussed in this book are normative.

False. In Friedman’s view, a company’s social responsibility consists of enhancing stockholder value.

CSR is the practice of viewing a business within a broader context, as a member of society with certain implicit social obligations, rather than considering the maximization of shareholder wealth as a company’s sole purpose and objective.

In three columns, list stakeholders in order of perceived priority, their perceived interests, and the likely impact of the business decision on them. This will aid comprehension of the decision’s impacts as well as provide justification for the course of conduct ultimately chosen.

The ethical behavior of managers has a positive influence on the value of a variety of components affecting the company’s overall goodwill, including its brand, its workforce, and its customer relationships. Positive goodwill generated by ethical business practices, in turn, generates long-term business success.

Having a single ethical standard maximizes ethical behavior no matter who the other party is and supports an internally consistent rule of behavior toward all family, friends, customers, clients, and others with whom we interact.

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Access for free at https://openstax.org/books/business-ethics/pages/1-introduction

• Authors: Stephen M. Byars, Kurt Stanberry
• Publisher/website: OpenStax
• Book title: Business Ethics
• Publication date: Sep 24, 2018
• Location: Houston, Texas
• Book URL: https://openstax.org/books/business-ethics/pages/1-introduction
• Section URL: https://openstax.org/books/business-ethics/pages/chapter-1

© Mar 31, 2023 OpenStax. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the Creative Commons license and may not be reproduced without the prior and express written consent of Rice University.