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1. Journal of Business Ethics Education: Volume > 1 > Issue: 1
Norman E. Bowie What I Try to Achieve by Teaching Business Ethics
2. Journal of Business Ethics Education: Volume > 1 > Issue: 1
Bruce Macfarlane Introduction to Education Materials
3. Journal of Business Ethics Education: Volume > 1 > Issue: 2
D. Vidaver-Cohen Fish Starts to Rot from Head: The Role of Business School Deans in Curriculum Planning for Ethics
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This article examines the role of the business school Dean in curriculum planning for ethics. First it explores why Deans must take the lead to introduce required professional responsibility courses in the business curriculum. Next it addresses how Deans can exercise both formal and informal authority to accomplish this task Finally, the article concludes with ways Deans can further promote the ethics message—both within and outside their institutions.
4. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Duane Windsor A Required Foundation Course for Moral, Legal, and Political Education
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Corporate scandals reveal the need for deep transformation of management education so as to profess and promote moral leadership. AACSB and business schools bear partial fault for the recent situation. New 2003 AACSB accreditation standards do highlight business ethics. But the 2003 standards undermine moral, legal and political education by defining “ethics” narrowly and tending to signal pure “infusion” in place of any independent foundation coursework. This paper states a case for an independent foundation course, required universally at undergraduate and graduate levels of business or management education, addressing businesses in societies, legal environment of business and business ethics. Independent foundation instruction by specialists should be followed universally by systematic infusion of these areas throughout business curricula. Neither standalone coursework nor pure infusion is satisfactory. The paper discusses roles, content and location of a required foundation course—followed by systematic infusion—for moral, legal and political education of future managers.
5. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Wayne Norman Put an Ethicist on the Team!: A Promising But Neglected “Third Way” to Teach Ethics in a Business School
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How can business schools best prepare their students to deal with the ethical challenges they will face in the ‘real world’? For three or four decades members of business (and other professional) schools have debated the relative merits of teaching ethics in a stand-alone “foundational” course or teaching a little bit of ethics “across the curriculum” in every course. This paper explores a third option—having an ethicist as a member of a team that teaches an integrated approach to management—which combines the advantages of the two traditional options while avoiding some of their shortcomings. The paper begins with a lengthy discussion about the interdisciplinary nature of the field of business ethics and about the pedagogical implications of this conception of the field. And it concludes with a case study of the team-teaching approach at the Sauder School of Business of University of British Columbia.
6. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Norman E. Bowie Special Issue: The Stand Alone Course in Business Ethics
7. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Heidi von Weltzien Høivik Learning Experiences from Designing and Teaching a Mandatory MBA Course on Ethics and Leadership
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The paper describes the particular design of a mandatory course in business ethics for MBA students at the Norwegian School of Management. The title “Ethics, Values, and Integrity in Management” instead of “business ethics” was chosen on purpose in order to allow students—who all come with extensive job experience—to distinguish on their own between moral leadership and ethics management by the end of the course. The ultimate goal of the course is to help students understand the normative demands of good leadership without sacrificing either managerial effectiveness or ethics. Especially, when the international student body consists of participants from different parts of the world, it was important to make sure that students could relate ethics to the concept of leadership based on their own cultural traditions. A short survey conducted for this paper among the alumni MBA students yielded information about the usefulness of the course after it has been running for 10 years. The survey confirmed increased ethical awareness and the usefulness of skills for moral reflections and decision making.
8. Journal of Business Ethics Education: Volume > 1 > Issue: 2
Laura P. Hartman, Edwin M. Hartman How to Teach Ethics: Assumptions and Arguments
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The American Assembly of Collegiate Schools of Business has called for stronger ethics programs. There are two problems with this battle cry. First, the AACSB rejects, with weak arguments, the single best way to get ethics into the curriculum. Second, the AACSB can only vaguely describe some unpromising alternatives to that strategy. A number of leading business ethicists have challenged the AACSB to defend and clarify its views, to little avail. The proposed Procedures and Standards cannot by themselves bring about any significant change in the teaching of business ethics. There is a gap between the AACSB’s professed objectives and the means for achieving the objectives and determining whether they are being achieved. The Statement about Curriculum Content gives great prominence to the teaching of business ethics, but the interpretation of the statement, especially in the standards for measuring achievement, shows how improbable it is that the proposed Procedures and Standards will have the desired impact. We must recognize the constraints on the AACSB as we consider current standards and the controversy over a free-standing course versus an integrated curricular approach. The evident conclusion is a call, not only to the AACSB but to all business school educators, to set the stage for strengthened ethics education rather than to have standards imposed on us from outside.
9. Journal of Business Ethics Education: Volume > 10
Dennis Masaka Ethics of Black Market Trading in the Context of a Political Economy of Crisis: The Case for Zimbabwe
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This present paper analyses the ethical implications of the upward growth of black market trading in Zimbabwe in the context of its political economy of crisis that was predominant from 2000 to 2008. It argues that the growth of black market trading during the stated period can be situated in the prevailing political economy of crisis and strained state-market relations. Poor policy decisions by government as well as the imposition of targeted sanctions on the country by the United States of America (USA) and European Union (EU) contributed to this crisis. Grounded on the theoretical framework of political economy, such an analysis of the ethical implication of black market trading is necessary for students of business ethics not only because black market trading has had some significant implications on the economy of Zimbabwe, but also because it leads us to question the extent to which people take ethics to be of importance in business.
10. Journal of Business Ethics Education: Volume > 10
Robert J. Hanlon, Stephen Frost Teaching Corporate Social Responsibility, Human Rights and Corruption: A Survey of 343 Faculty at the Top 20 Business Schools in the Financial Times Global MBA Rankings
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This paper aims to test whether business schools are teaching business students about corporate social responsibility, human rights and corruption. The purpose is to understand if a business school environment facilitates or impedes the learning experience of business ethics. Grounded in constructivist learning theory, we hypothesize that business schools are ineffective learning environments for teaching human rights. A questionnaire was then disseminated to 2,852business teachers at the top 20 Financial Times Global MBA ranked business schools concerning human rights and corruption. Findings suggest that the majority of the 343 respondents hold a narrow understanding of human rights and corruption. In fact, educators are contributing to a learning environment that struggles to incorporate any meaningful or explicit study of human rights and corruption. We conclude that without a greater commitment to teaching the ethics behind human rights and corruption in business school, graduates will continuously fail to understand how their business decisions could negatively impact the communities in which they work.
11. Journal of Business Ethics Education: Volume > 10
Kate Fitch Public Relations Student Perceptions of Ethics
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Public relations is often perceived as unethical, yet professional associations and educators position the industry as an ethical profession. The aim of this paper is to investigate the perceptions of public relations students (N = 45) in a communication school in Australia towards ethics. Research involving a survey and a focus group found that students perceived public relations ethics depended on a negotiation between practitioners’ responsibilities to stakeholders and theirclient or employer organisation, and broader societal expectations. They perceived professional codes of ethics to be of limited value and the development of ethical understanding as incremental over the course of their studies. The findings suggest ethics should be scaffolded in public relations education, the social impact of public relations activity should be emphasised and the limitations of professional codes highlighted.
12. Journal of Business Ethics Education: Volume > 10
John Schatzel, Claus Dierksmeier Teaching Business Ethics Through Social Audit Simulations
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This paper reports on a preliminary investigation of the pedagogical uses and possibilities of interactive ethics audit simulations. We want to foster experience-based learning in business ethics and examine how simulated social audits of corporations can be useful supplements to traditional textbook-oriented pedagogy. We argue that social audit simulations may offer many benefits for business ethics instruction, especially when it comes to developing ethical literacy for institutionally complex and morally complicated multi-stakeholder scenarios. We conclude that ethics education based on broadly accepted standards of social accountability (SA8000, GRI, ISO 26000, SOX 404) should be advanced through audit-simulation technology. Thus certain decision-making problems, which students might encounter in the real world, can be studied in the classroom. Our research contributes to the field in several ways. It describes a new avenue for self-directed learning that encourages critical thinking about ethical issues and complex stakeholder scenarios in an enjoyable, interesting and safe way. Moreover, it emphasizes “soft” skill development, and empowers students to advance their skills through exploration, practice, and learning from their mistakes. By advancing the pedagogical toolkit of educators, this new interactive technology can improve awareness of how codes of business ethics should work in the real world and inspire further scholarly debate and research.
13. Journal of Business Ethics Education: Volume > 10
Jo Ann Oravec Gaming Google: Some Ethical Issues Involving Online Reputation Management
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Using the search engine Google to locate information linked to individuals and organizations has become part of everyday functioning. This article addresses whether the “gaming” of Internet applications in attempts to modify reputations raises substantial ethical concerns. It analyzes emerging approaches for manipulation of how personally-identifiable information is accessed online as well as critically-important international differences in information handling. Itinvestigates privacy issues involving the data mining of personally-identifiable information with search engines and social media platforms. Notions of “gaming” and “manipulation” have negative connotations as well as instrumental functions, which are distinguished in this article. The article also explores ethical matters engendered by the expanding industry of reputation management services that assist in these detailed technical matters. Ethical dimensions of online reputation are changing in the advent of reputation management, raising issues such as fairness and legitimacy of various information-related practices; the article provides scenarios and questions for classroom deliberation.
14. Journal of Business Ethics Education: Volume > 10
Nava Subramaniam, Lisa McManus, Robyn Cameron Using a Web-Based, Longitudinal Approach for Teaching Accounting Ethics Education
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Purpose: The purpose of this paper is to provide a description of an innovative web-based ethics module that was designed to integrate ethics education across four accounting courses over two years (second and third year courses) in a large Australian tertiary institution. Approach: The approach taken in designing the ethics web-based module was to base the foundations of the module on Rest’s (1976) ethical behavior model with the adoption of a longitudinal approach to thecoverage of financial reporting ethical issues. Practical Implications: The key objectives of the module are to improve students’ awareness and sensitivity to accounting ethics, and to foster student learning in an interesting and stimulating manner, leading to in-depth understanding of accounting ethics. Originality/value of paper: This paper provides a description of an original web-based approach to delivering ethics education to accounting students across four university courses. Its value lies in not only the innovative and interactive ethics education approach but also in providing feedback from students and the profession.
15. Journal of Business Ethics Education: Volume > 10
R. Greg Bell, K. Matthew Gilley, John Médaille Ethics and Institutions: Taking a Closer Look at Rewards
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The ethical culture of any organization is not simply a reflection of its mission statement or even its code of conduct. Rather, the real ethics of institutions are often embedded in their reward systems. We suggest how ethics professors can lead students to develop a greater understanding of rewards by providing a review of various forms of organizational rewards. We also offer insights into how professors can compare reward systems in their classes. We conclude by addressing a number of pedagogical approaches that are useful in equipping ethics students with awareness and understanding of reward systems’ power and influence on employee attitudes and behaviors surrounding ethical decision making.
16. Journal of Business Ethics Education: Volume > 10
Tara L. Ceranic, Ivan Montiel, Wendy S. Cook Grenada Chocolate Company: Big Decisions for a Young Social Enterprise on a Small Island
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Three partners founded the Grenada Chocolate Company (GCC) in 1999: Mott Green, Doug Browne and Edmond Brown. Several years ago Doug passed away of cancer and in June 2013 Mott suffered a fatal electrocution while repairing a piece of equipment. Edmond was now thrust into the leadership position and left to decide what direction GCC should take. The GCC product line was becoming increasingly popular both on the island and internationally and demand was high,but the original vision for the company was to produce bean-to-bar chocolates while providing a fair wage to the local employees and farmers. Expansion could be an option for Edmond and GCC, but was it possible to expand and stay true to the ideas on which GCC was founded?
17. Journal of Business Ethics Education: Volume > 10
Stacie Chappell, Mark G. Edwards, Dave Webb Sustaining Voices: Applying Giving Voice to Values to Sustainability Issues
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We apply an action-oriented approach to business ethics education, Giving Voice to Values (GVV), to the topic of sustainability. The increasingly problematic impact of unsustainable economic activity is demanding actionable responses from business. However, traditional business ethics education has focussed on awareness and decision-making and neglected action-oriented methods. The GVV curriculum offers an applied and process-driven ethics approach thatcomplements more analytical ethics pedagogies. Because of its focus on action and expressing personal values, GVV can be thought of as largely applicable to the micro-level of interpersonal interactions. This paper illustrates GVV’s potential for much broader application by presenting two caselettes spanning the micro-level of workplace refurbishment to the global-level of the mass dumping of electronic waste. Ways of crafting conversations around these sustainability issues are presented and implications of the GVV approach for both the teaching and practice of sustainability ethics are discussed.
18. Journal of Business Ethics Education: Volume > 10
David Ohreen Rationalism and a Vygotskian Alternative to Business Ethics Education
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Studies have shown ethics education has not systematically improved the moral reasoning of business students and professionals and, therefore, its effectiveness should be seen as deeply questionable. Business ethics education has limited effect, in part, because it rests on rationalistic traditions within normative ethics, business theory, and cognitive psychology. Emphasis is usually placed on student’s rationally thinking about issues as a way of improving their critical analysis and reasoning skills. Yet by focusing primarily on its cognitive dimension, ethics education has tended to underdetermine the importance of social interaction in moral development. As an alternative to traditional business ethics education, using the work of the Russian psychologist Lev Vygotsky, I argue, that peer influence through a dialogical process is a better way to enhance and improve the moral reasoning and judgement of individuals. More specifically, small-group dialogue with peers encourages deep reflection about business dilemmas and has a direct influence on how one thinks about ethics.
19. Journal of Business Ethics Education: Volume > 10
Marlene M. Reed, Rochelle R. Brunson Alleged Board Insider Trading: The Case of Rajat Gupta
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This case recounts the story of Rajat Gupta, a Goldman Sachs board member and seniorpartner emeritus of McKinsey & Co., who was accused by the government of giving critical nonpublicfinancial information to Raj Rajaratnam, Galleon Group founder, during the financial crisisof 2008. The information passed along to Rajaratnam was about a pending $5 billion investment byWarren Buffett’s Berkshire Hathaway in Goldman Sachs at a time when its stock had been faltering.The government alleged that based on this information, Rajaratnam purchased a large number ofshares in the company and then sold them when the deal became public and Goldman’s stock rose.Rajaratnam purportedly made $18 million on these trades.
20. Journal of Business Ethics Education: Volume > 10
A. Scott Carson A Framework for Business Ethics Education
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Business schools are frequently blamed for corporate ethical scandals by failing to develop integrity and critical ethical thinking skills in managers. What should business schools teach to address this? The paper proposes a framework for the development and evaluation of a business ethics curriculum, which is grounded on the AACSB learning goals of ethical understanding, reasoning abilities, managerial knowledge and ethical capacities. The framework is two building blocks in the form of tests, which together provide quality measures for business ethics content and a definition of the scope and depth of knowledge an ethics curriculum should contain. Overall, the framework is a supplement to the AACSB guidelines and its purpose is to be a curriculum development tool.