Professional Documents
Culture Documents
Original PDF Business Ethics Managing Corporate Citizenship 4th PDF
Original PDF Business Ethics Managing Corporate Citizenship 4th PDF
PART A
Understanding Business Ethics
Introduction 86
The role of ethical theory 87
Normative ethical theories: International origins and differences 88
Normative ethical theories and religion 91
Western modernist ethical theories 92
Alternative perspectives on ethical theory 114
Summary: towards a pragmatic use of ethical theory 123
Introduction 135
What is an ethical decision? 136
Models of ethical decision-making 137
Individual influences on ethical decision-making 142
Situational influences on decision-making 156
Summary 174
Introduction 183
What is business ethics management? 183
Setting standards of ethical behaviour: designing
and implementing codes of ethics 190
Managing stakeholder relations 199
Assessing ethical performance 206
Organizing for business ethics management 214
Summary 219
D etailed C ontents ix
PART B
Contextualizing Business Ethics
The Corporate Citizen and its Stakeholders
Introduction 286
Employees as stakeholders 287
Ethical issues in the firm–employee relation 288
Employing people worldwide: the ethical challenges of globalization 317
The corporate citizen and employee relations 324
Towards sustainable employment 327
Summary 330
Introduction 339
Consumers as stakeholders 340
Ethical issues, marketing, and the consumer 343
Globalization and consumers: the ethical challenges of
the global marketplace 362
Consumers and corporate citizenship: consumer sovereignty
and the politics of purchasing 365
Sustainable consumption 369
Summary 378
x D etailed C ontents
Introduction 388
Suppliers and competitors as stakeholders 389
Ethical issues and suppliers 393
Ethical issues and competitors 402
Globalization, suppliers, and competitors: the ethical
challenges of global business networks 407
The corporate citizen in business-to-business relationships:
ethical sourcing and fair trade 414
Sustainability and business relationships: towards
industrial ecosystems? 427
Summary 431
Introduction 440
Civil society organizations as stakeholders 442
Ethical issues and CSOs 446
Globalization and civil society organizations 461
Corporate citizenship and civil society: charity,
collaboration, enterprise, or regulation? 465
Civil society, business, and sustainability 478
Summary 481
Introduction 490
Government as a stakeholder 490
Ethical issues in the relationship between business and government 497
Globalization and business–government relations 513
Corporate citizenship and regulation: business as key player
in the regulatory game 517
Governments, business, and sustainability 525
Summary 529
D etailed C ontents xi
Introduction 538
The nature and scope of business ethics 538
Globalization as a context for business ethics 538
Sustainability as a goal for business ethics 540
Corporate citizenship and business ethics 541
The contribution of normative ethical theories to business ethics 542
Influences on ethical decision-making 543
The role of management tools in business ethics 543
The role of different stakeholder constituencies in business ethics 544
Trade-offs and conflicts between different stakeholder groups 546
Summary 546
References 549
Subject index 579
Name index 592
Countries and regions index 599
Companies, organizations, and brands index 601
LIST OF FIGURES
Figure 6.1 Agency relation between the manager and shareholder 234
Figure 6.2 Comparison of corporate governance regimes globally 236
Figure 6.3 Two approaches to ‘ethical’ shareholding 262
Figure 6.4 Examples of positive and negative criteria for
socially responsible investment 264
Figure 6.5 Top ten stocks held in SRI funds invested in companies
in emerging markets 2012 265
Figure 6.6 Principles of responsible investment 266
Figure 6.7 Principles of co-operation 271
Figure 7.1 Rhetoric and reality in HRM 289
Figure 7.2 Rights and duties of employees 290
Figure 7.3 Women in top management positions 292
Figure 7.4 Union density (percentage of union members as a
proportion of the total workforce) in selected countries 307
Figure 8.1 UN Guidelines on Consumer Protection 342
Figure 8.2 Ethical issues, marketing, and the consumer 344
Figure 8.3 Per cent changes since 1978 for educational books, medical
services, new home prices, and consumer price index in the US 354
Figure 8.4 Consumer sovereignty test 366
Figure 8.5 Changing social ethics and consumption 370
Figure 8.6 From a linear to a circular flow of resources 376
Figure 9.1 Supplier relationship as part of an industrial network 392
Figure 9.2 Chartered Institute of Procurement and Supply’s Code of
Professional Ethics 400
Figure 9.3 Ethics in the grey areas of competitive intelligence 404
Figure 9.4 Bribe paying by multinational companies abroad
according to selected country of origin 410
Figure 9.5 Top ten sectors perceived as most likely to engage in bribery 411
Figure 9.6 The cocoa market 1994–2015: comparison of Fairtrade
and New York prices 426
Figure 9.7 Kalundborg industrial ecosystem 430
Figure 10.1 Civil society as the ‘third Sector’ 440
Figure 10.2 Diversity in CSO characteristics 442
Figure 10.3 Different types of CSOs 444
Figure 10.4 Some well-known boycotts 456
Figure 10.5 Accountability charter for international NGOs 460
Figure 10.6 Some examples of business–CSO collaboration 469
Figure 10.7 Key differences between social enterprise, CSOs,
and corporations 474
Figure 10.8 Core activities of the Ethical Trading Initiative 477
Figure 11.1 Government as a stakeholder of business 493
Figure 11.2 Government between business’ and society’s interests 499
Figure 11.3 Business influence on government 502
Figure 11.4 Corruption Perception Index for selected countries 509
Figure 11.5 Players in the regulatory game and selected examples
of private regulatory efforts 519
LIST OF BOXES
Cases
Case 1: Global McEthics: should McDonald’s ethics be standardized across
the globe? 38
Case 2: American Apparel: a new fashion for CSR? 80
Case 3: Canada’s oil sands: ‘most destructive project on Earth’ or ‘ethical oil’? 127
Case 4: News Corporation’s phone hacking scandal: no news is good news? 175
Case 5: Siemens: engineering change in anti-corruption 221
Case 6: Corporate governance of professional football clubs: for profit or
for glory? 277
Case 7: The expendables: migrant labour in the global workforce 332
Case 8: Targeting the poor with microfinance: hype or hope for poverty
reduction? 380
Case 9: Uzbek cotton: a new spin on responsible sourcing? 433
Case 10: From conflict to collaboration? Greenpeace’s Greenfreeze campaign 483
Case 11: Managing the ethics of censorship and surveillance: where next
for the Global Network Initiative? 530
Ethical Dilemmas
An Ethical Dilemma 1: No such thing as a free drink? 6
An Ethical Dilemma 2: When good results are bad results 70
An Ethical Dilemma 3: Producing toys—child’s play? 94
An Ethical Dilemma 4: Stuck in the middle? 168
An Ethical Dilemma 5: Getting explicit about the code of conduct 196
An Ethical Dilemma 6: Who cares whose shares? 248
An Ethical Dilemma 7: Off your face on Facebook? 302
An Ethical Dilemma 8: A fitting approach to shoe selling? 350
An Ethical Dilemma 9: A beautiful deal? 394
An Ethical Dilemma 10: Where’s the beef? 448
An Ethical Dilemma 11: Always good to have friends in politics 498
Ethics in Action
Ethics in Action 1.1: Ethical sex shops? 10
Ethics in Action 1.2: Local rules in east Asia 24
Ethics in Action 2.1: Interview: Jim McEleney, BNY Mellon 56
Ethics in Action 2.2: Private, but public 74
Ethics in Action 3.1: Business and human rights: rolling out the
Ruggie principles 106
Ethics in Action 3.2: Indigenous peoples and the extractive sector:
NGOs that know what they want 120
Ethics in Action 4.1: Rogue trader, latest edition 158
L ist of B oxes xv
Ethics on Screen
Ethics on Screen 1: The Wolf of Wall Street 14
Ethics on Screen 2: Promised Land 64
Ethics on Screen 3: Margin Call 96
Ethics on Screen 4: House of Cards 164
Ethics on Screen 5: Pink Ribbons, Inc. 204
Ethics on Screen 6: Wall Street and Wall Street: Money Never Sleeps 240
Ethics on Screen 7: Up in the Air 304
Ethics on Screen 8: Fed Up 358
Ethics on Screen 9: Revealing the Supply Chain 390
Ethics on Screen 10: F*ck for Forest 452
Ethics on Screen 11: Citizenfour 494
Ethics Online
Ethics Online 1: Ethical fashion for ethics girls 13
Ethics Online 2: Exploiting the competitive gene: the world of CSR Awards 60
Ethics Online 3: Business ethics blogs 89
Ethics Online 4: Ethics pledges 151
Ethics Online 5: Stakeholder communication through social media 188
Ethics Online 6: Tracking executive remuneration 244
Ethics Online 7: Enabling activism around labour conditions in
global supply chains 322
Ethics Online 8: Tracking sustainable consumption 372
Ethics Online 9: Practical resources for managing supply-chain ethics 419
Ethics Online 10: Online activism through social media 454
Ethics Online 11: Holding business and governments accountable 500
HOW TO USE THIS BOOK
■ Who is it for?
This book is suitable for MBA students, advanced undergraduates, masters students, as
well as participants on executive courses. It has been specifically written from an inter-
national perspective, so it can be enjoyed by students from any country, and can be
used effectively for courses in Europe, North America, Australasia, Asia, Latin America,
or Africa.
One of the main differences between this and many other business ethics textbooks
is that it adopts a broad perspective on business ethics and integrates issues of globaliza-
tion, corporate citizenship, and sustainability throughout. As such, it has been designed
to be used as a core recommended text for courses in business ethics, corporate responsi-
bility, business and society, or stakeholder management. It can also be successfully used
for modules focusing specifically on sustainable business, marketing ethics, supply-chain
ethics, and other specialist subjects.
Part B: Contextualizing Business Ethics – The Corporate Citizen and its Stakeholders
Chapter 6: Chapter 7: Chapter 8: Chapter 9: Chapter 10: Chapter 11:
Shareholders Employees Consumers Suppliers and Civil Society Government and
Competitors Regulation
Suppliers/
Shareholders Employees Consumers Civil Society as Government
Competitors
as Stakeholders as Stakeholders as Stakeholders Stakeholders as Stakeholders
as Stakeholders
Ethical Issues Ethical Issues Ethical Issues Ethical Issues Ethical Issues Ethical Issues
Suppliers/
Shareholders & Employees & Consumers & Civil Society & Government &
Competitors &
Globalization Globalization Globalization Globalization Globalization
xvii
xviii H ow to use this B ook
The book takes an applied approach to business ethics that emphasizes real-world appli-
cation. This means that it is grounded in the academic literature but has been written
with a strong emphasis on practical problems and real-life examples and illustrations.
Business ethics issues seem to be in the media almost every day, so there is no shortage
of current material to draw on. In fact, you are certain to have come across many of the
examples featured in the book at some time—and Crane and Matten provide you with a
way of linking those real-life events to the conceptual material that you will be covering
on your course. For a full description of the pedagogical features used in the book please
see pp. xx–xxii.
■ Chapter summaries
• Chapter 1 provides a basic introduction to the concept of business ethics and its
importance at both an academic level and in terms of practical management in differ-
ent types of organizations. As well as explaining the international perspective adopted
in the book, this chapter introduces two of the main themes of the book, namely glo-
balization and sustainability.
• Chapter 2 introduces ways of framing business ethics in the context of the corpora-
tion being part of a wider society. The chapter provides an overview of concepts such
as corporate social responsibility and stakeholder theory, and leads on to an analysis of
key contemporary concepts such as corporate accountability and corporate citizenship
which offer important conceptual space for understanding business ethics beyond its
traditional boundaries.
• Chapter 3 sets out the key normative ethical theories that can be applied to busi-
ness ethics problems, both in terms of traditional and contemporary theoretical
approaches. The main intention is to identify a pragmatic, pluralistic approach to
theory application.
• Chapter 4 provides an alternative way of addressing these questions of ethical deci-
sion-making by looking at how decisions are actually made in business ethics, and by
assessing the various descriptive theories in the literature. The main focus is on reveal-
ing the different individual and situational influences on how (and whether) business
people recognize and deal with ethical problems.
• Chapter 5 provides a critical examination of proposals for managing business ethics
through specific tools, techniques, practices, and processes. This is done by looking at
the importance of, and problems in, attempting to manage business ethics in the glob-
al economy, and the development over time of different ethics tools and techniques.
H ow to use this B ook xix
• Chapter 6 sets out the rights and responsibilities of shareholders, emphasizing the
ethical issues that arise in the area of corporate governance including insider trading,
executive remuneration, and ethics of private equity. It also highlights the different
corporate governance models across the globe, and the specific role played by share-
holders in socially responsible investment. It concludes with a discussion of alterna-
tive forms of corporate ownership as a basis for enhanced sustainability.
• Chapter 7 examines ethical issues in relation to employees. It discusses the various
rights and duties of this stakeholder group, and presents the global context of workers’
rights. Moves towards corporate citizenship and sustainability in relation to employees
are discussed in the context of issues such as workplace democracy, work–life balance,
and sustainable employment.
• Chapter 8 considers the ethical issues arising in the context of consumers. It examines
the question of consumer rights, the ideal of consumer sovereignty, and the role of
ethical consumption in shaping corporate responsibility. The chapter concludes by
examining problems and solutions around moving towards more sustainable models
of consumption.
• Chapter 9 explores the ethical issues arising in relation to firms’ suppliers and competi-
tors. The chapter examines problems such as conflict of interest, bribery, and unfair
competition and moves on to discuss the global supply chain and ethical sourcing.
Finally, the challenge of sustainable supply-chain management and industrial ecosys-
tems are explored.
• Chapter 10 considers the relationships between businesses and civil society organi-
zations (CSOs), addressing the changing patterns of relationships between these tra-
ditionally adversarial institutions. Key issues examined here include the ethics of
pressure group tactics, business–CSO collaboration, and social enterprise.
• Chapter 11 covers government and regulation. Government as a stakeholder is a very
multi-faceted group, which we unpack at various levels, functions, and areas. The
chapter explores problems such as corruption and corporate lobbying and also exam-
ines the shifting relationships between regulation, government, and business, stress-
ing the increasingly important role played by corporations in the governance of the
global economy.
• Chapter 12 provides a review and integration of the previous chapters in terms of key
topics such as corporate citizenship, sustainability, and globalization. It also discusses
the potential conflicts between different stakeholder groups discussed in Part B and
draws conclusions about the future relevance of business ethics issues.
Customer
OUP
GUIDE TO THE BOOK Book Title
Business Ethics
Stage
Revise 1
Supplier
Thomson Digital
Date
02 Nov 2015
Customer
OUP
Book Title
Business Ethics
Stage
Revise 1
Supplier
Thomson Digital
1 Date
02 Nov 2015
Introducing
Each chapter Business
includes the following pedagogical features:
introdUcing BUsiness ethics
Ethics 33
Learning Objectives
Having completed this chapter you should be able to:
■■ Provide a basic definition of business ethics.
■■ Describe the relationship between business ethics and the law.
Each chapter starts with a set of bulleted learning
■■ Distinguish between ethics, morality, and ethical theory.
Economic Social
■■ Evaluate the importance of business ethics as an academic subject and as
outcomes, which indicate what you can expect
a practical management issue in organizations.
■■ Specify ethicalEnvironmental
challenges in different types of organizations. to learn from the chapter, including specific key
■■ Describe how globalization represents a critical context for business ethics.
■■ Elaborate on different international perspectives on business ethics, concepts and skills.
including European, Asian, and North American perspectives.
■■ Explain how the ‘triple bottom line’ of sustainability is a key goal for
Figure 1.8 the three components of sustainability
business ethics.
Customer Book Title Stage Supplier Date
OUP Business Ethics Revise 2 Thomson Digital 18 Nov 2015
Key Concepts
environment, others have pointed to the benefits for local communities of lower conges-
tion in their towns and extra jobs for their citizens. another argument for this extension
is the consideration that if equity is to be extended to future generations, then logically
it should also be extended to all those in the current generation. hence, one of the pri-
mary espoused aims Keyof theconcepts
World commission
and skills:on environment and development was
the eradication of world poverty and inequity. as we see it then, sustainability can be
A new feature in the fourth edition, in each chap-
Sustainability
regarded36as comprising
U nthree
d e rcomponents—environmental,
s ta n d i n g B U s i nSkills
e seconomic,
s e t h i cands social. The long-term
Concepts
While we regard this idea of sustainability as the long-term maintenance of systems
• Business ethics • Defining business ethics
ter there are definitions of key concepts that you
maintenance
of systems
according to
according to social, economic, and environmental considerations as sufficient for de- environmental,
•
nomenon also represents
Globalization
THINK
• Race THEORY
to the goal
a specific
• Comparative
to be achieved. theethics
bottom
analysis of business
termining the essential content of the concept, it is evident that sustainability as a phe-
? framing of sustainability as a
need to remember, all highlighted in the margin
economic,
and social
considerations.
most completely in the •notion
• Sustainability
goal for business is encapsulated Tripleof
bottom line
a ‘triple analysis
bottom line’.
VISIT THE
for easy
Think about inequality in terms of the definition for sustainability provided above. reference.
To
what extent do you think inequality is relevant for the maintenance of social, economic,
TheONLINE
triple bottom line
RESOURCE or environmental systems?
theCENTRE
triple bottom line (tBL) is a term coined by the sustainability thought leader John
for a short
elkington. his view of the tBL is that it represents the idea that business does not have
response to this
Skill Check
just one single goal—namely adding economic value—but that it has an extended goal
feature
which necessitates adding environmental and social value too (elkington 1999). From
this perspective, it should be clear why we have highlighted sustainability as a poten-
Skill check
tially important new goal for business ethics. however, in order to develop a clearer
picture of just what the three components of sustainability actually represent in terms of
01-CraneandMatten-Chap01.indd 3
a goal for business ethics, we shall have to examine each of them in turn.
Triple bottom line analysis. to understand the simultaneous economic, social,
Another new feature, these are call-outs through-
30/10/15 9:09 PM
analysisBusiness
helpsEthics Revise 1
to evaluate this performance Thomson Digital
and to manage 02 Nov 2015
not only these different
as we mentioned briefly above, the concept of sustainability is generally regarded as hav-
business goals
ing emerged from the environmental but most
perspective, alsonotably
to manage the
in forestry that you will need to develop to become a busi-
trade-offs between the three areas.
management
and then later in other areas of resource management (hediger 1999). indeed, it would
Customer 6 U n d e r s ta n d i n g B U s i n e s s e t h i c s
Book Title Stage Supplier Date
ness ethics expert. These include academic skills
OUP Business Ethics Revise 1 Thomson Digital 02 Nov 2015
Implications of sustainability for business ethics
Ethics
and practical business skills.
01-CraneandMatten-Chap01.indd 33
given this extended set of expectations placed on business according to the triple bot-
01/11/15 10:54 AM
10 U n d e r s ta n d i n g B U s i n e s s e t h i c s
tom line of sustainability, there are clearly significant implications for how we should
look at business Grey ethics. issues of an ethical nature, be they plant closures, product safety
Ethics in Action
area
ETHICS IN ACTION 1.1
issues, or industrial pollution, demand that we think about a diverse and complex range
Ethical sex shops?
VISIT THE
ONLINE of considerations and concerns. however, to achieve genuine sustainability in any of
Law
look
(2014: atput
sex shop
39) init,chapter
Other Natureare
‘values onlyin5),
stocksand more
products
conflict’. An that about
Ethical do revolutionizing
not contain
Dilemma animalone
1 presents products
such situ-the way that companies think
and that
about
ation that and
havemight
you not
actbeenintested
face their
where on animals,
business.
values including
are in it leather-free
conflict.isread
these
throughwhips, and
challenges,
this andcertified
have aas gothey are framed according to
at vegan sex aids.
answering It marketsatitself
the questions as ‘a feminist, queer-oriented, eco-friendly, vegan
the end.
each
sex shop’, which in case you were in any doubt means ‘we are not your average sex examining in the second part
of the corporation’s stakeholders, that we shall be
ofshop’.
theSome,
book. like the French ‘eco-erotic’ store Divinextases, are online only while oth-
ers
ANsuch as the DILEMMA
ETHICAL
an online catalogue.
US-based Babeland
1 chain operate bricks-and-mortar stores alongside
An Ethical Dilemma
NoIt issuch thing
not just ethicalasproducts
a freethat drink?
distinguish the new breed of ethical sex shops.
Many also specifically focus on providing a welcoming environment to women and
■ Summary
Jenna,
other a good friend
customers who ofareyours who studies
marginalized by theat the same university,
mainstream has been
sex industry. It iscomplain-
perhaps These describe a hypothetical ethical scenario,
noingcoincidence
for some timethatto youofthat
a lot she never
ethical sex shop hasentrepreneurs
any money. She aredecides
women,that she needs
or that their
to go out
product
in inthis
and find courses
selection,
chapter
the student
Consider
a job, and
atwe
bar Shop,
Halal Sex
and
have
after
yourwhich
searching
in-store
defined
university.
claimsShethat
for a while
information
gladly
areisoften
business
‘our accepts
store puts
offered
andethics
a job as to
targeted
begins at
women
and
a bartender
working
women.
set mainly derived from real-life incidents, and pro-
it within a number of significant
three
the center,
nights a week. You are pleased too, not only because it means that Jenna will
sex’.have
contemporary
offers information, and debates. First,towe
provides answers haveasked
frequently shownquestionsthe on importance
Or of business ethics to cur-
more money,
Toronto’s
rent Goodbut
business
all, you
Foralso
are a regular
Her,because
theory which itmarkets
customerand
means you itselfwill
at the practice,
bar!
as continue to see her regularly—after
a ‘cozy, comfortable place where vide you with the opportunity to think about
suggesting that knowledge of business ethics is vital
women and their admirers can find a variety of high quality sex toys, books, DVDs,
Jennacontemporary
enjoys the extra income that the job brings. She also seems to enjoy the
in the business environment.
workshops, great advice and much more.’ Although open to all, the store also ‘offers
has
work. You are rather pleased with developments since you notice that whenever you
women and trans only hours for those who feel more comfortable in an environment
been
next, we
what you would do in a typical business ethics
have argued that business ethics
go up to thefundamentally
bar, Jenna always serves recontextualized
you first regardless of how bymany thepeopleforcesare of globalization, necessitating
that is created especially with them in mind.’
a waiting.
distinctly
Ethical sex shops global
also tendview
to offerof ethical
their clientele aproblems
range of adviceand
After a short while though, it becomes apparent that Jenna is not enjoying the job
situation in a structured way.
practices in business. Finally, we have
and information
identified
to encourage sustainability asyou
safe sex and to help customers
quite as much as she did. Whenever a crucial achieveconcept
see her, she
a satisfying thatsex life.helps
always seems to have
The Bab-
a newto determine and frame the goals
eland chain, for example, offers in-store advice and workshops, as well as an entire
story
ofsection of how the
business bar managerfrom
activities has mistreated her. Sheperspective.
tells you how she in has been rest of the book we shall revisit
of their website dedicated to ‘sexan info’ethical
with everything from ‘how to findthe the
G-spot’ to ‘green your sex life’ and a ‘women’s guide to porn’. It even operates a
philanthropic programme, ‘Come for a Cause’, that supports a range of organizations
involved in sexual health, sex education, and civil liberties.
For some, the whole idea of trying to marry business ethics with the business of
sex might be too much of a contradiction in terms to make any real sense. There
38
■ girlsby have
Leonardo sprung up to help
dicaprio. theconsumers
movie is based
U n d e r s ta n d i n g B U s i n e s s e t h i c s
navigate these new market niches—and to pro-
mote the ideamemoir,
on Belfort’s that ethics is also for
describing how those who ‘love to shop’!
he built
■
Ethics Online
a multi-million dollar trading firm, stratton
■ oakmont, in the 1990s and defrauded mil-
Key readings
ETHICS ONLINE 1
■ lions of dollars from unsuspecting investors
in the process.
1.■ Collins,
Ethical J.W.fashion
1994. Is business ethicsgirls
fora first-person
ethics an oxymoron? Business Horizons, September-
VISIT THE the movie presents narra- VISIT THE
October: 1–8.
These provide explanations of how business eth-
ONLINE ONLINE
RESOURCE ■ tive from Belfort, taking us from his begin- RESOURCE
CENTRE this paper
nings
Want is
toasbuy very
a newreadable
a trainee at aofbig
pair and provides
Walljeans,
skinny street a good
butfirm
also in overview
Unlike someof ethical
the challenge
shoppingfacing
sites, such as CENTRE
■ business ethics. it goes on to identify a route for links to
to forward thatconsumer
emphasizes the importance
for links to
care
the about how much
late 1980s right the workerstowere
through his paid
ultimate the ethical organization’s online useful sources
Case Studies
ethics more
stocks to seriously.
unwary investors soon has him which involves buying up cheap stock, talk-
■ THINK
? a member
THEORYof the ethics girls co-operative the internet as a place for ethical shoppers of all
pulling in thousands of dollars in commis- ing it up to gullible investors, and then sell-
■ site promises to ‘take the guilt out of ethical con- kinds—and not just diehard activists—to go
sionabout
Think every
sumption, to week, toand
inequality
make life theterms
in ouramazement
of the
choices of his foring
definition
simpler’. for it high and reaping
sustainability
advice, andininspiration.
provided
information, the commissions.
above. To
VISIT THE co-workers.
ONLINE
■ what
Case 1 extent doBefore
you thinklong, Belfort is
inequality starts up for the
relevant dicaprio’s Belfortof
maintenance is social,
a charismatic, larger-
economic,
his own tradingsystems?
firm along with his partner than-life personality; his talent for selling
RESOURCE ■ or Sources
environmental
CENTRE
for a short
VISIT THE
response to this
ethics
donnie
Global
girls
McEthics:
website:
azoff http://www.ethicsgirls.co.uk.
(played
shouldby Jonah hill), ethics
McDonald’s who hebe worthless
■ ethical consumer website: http://www.ethicalconsumer.org.
befriends after azoff marvels at how much
stock across
standardized is matched
the only by his appe-
globe?
tite for money, drugs, and sex. the Bacchana-
At the end of each chapter is an extended case
ONLINE
feature ■Thismoney Belfort seems
case examines to be making,
ethical andofquits
criticisms lianfast-food
the US lifestyle ofgiant
Belfort and his traders
McDonald’s, andmakes
study that describes the ethical issues faced by
RESOURCE
CENTRE his job on the spot. for entertaining, if at times somewhat uneasy
explores demands for the company to extend its efforts to maintain legitimacy across
for links to ■
their first hires are a bunch of Belfort’s old viewing, but it also serves to illustrate the
useful sources
of further ■
Skill
the globe. Thecheck
case focuses on the problems of obesity and unhealthy eating that have
friends, whose most relevant business experi- supposed moral bankruptcy of the finance
Customer information on
this case ■
andthat
to date involves
Belfort soon impacts
Book Title
confronted the company, which are presented in the context of the broader critique
Triple
ence bottom line analysis. to understand
selling drugs—
shapes into
the simultaneous
talents industry.
a potent,decisions
if of this
the mantra
of the chain. These issues cover many of the key concepts around ethics, globaliza-
shit’ll make
economic,
Stage
social,
is money—‘enough
you bottom
invincible’
lineclaims
well-known
Supplier companies.
Date They provide an excel-
OUP ■ environmental
tion,decidedly Business Ethics
and sustainability that are
of business
discussed in Chapter 1.
is crucial. a triple Revise 2 Thomson Digital 18 Nov 2015
analysis13helpsunscrupulous,
lent opportunity to use the material covered in
01-CraneandMatten-Chap01.indd to evaluate this sales force. the
performance andBelfort.
to manage‘see money
not onlydoesn’t
thesejust buy you a
different 30/10/15 9:09 PM
■ firm prospers, growing to become a booming better life, better food, better cars, better
business
Mcdonald’s goals but
is truly also to manage
a multinational the trade-offs
corporation. between the three areas.
■ trading floor employing more than a 1,000 By 2014,
pussy, the makes
it also firm was
youoperating some
a better person’.
are Think about inequality in terms of the definition for sustainability provided above. To
corporate targets
few, if any, of environmentalists,
products, businesses, oranimal welfare
industries activists,
that nutritionists,
can confidently claimandtosocial
be sus-
VISIT THE justice campaigners. not only does the company have the distinction of being the subject
what extent do you think inequality is relevant for the maintenance of social, economic,
tainable in the full sense of the word. however, with the notion of sustainability widely
ONLINE
RESOURCE
of england’s longest ever trial—the legendary 1990s McLibel case—but it was also the
promoted by governments, businesses, ngOs, and academia, it is clearly vital that we
or environmental systems?
unwitting subject of the oscar-nominated Super Size Me movie, one of the top 20 highest
understand its full implications and evaluate business ethics practices according to their
Throughout the text are call-out boxes that
CENTRE grossing documentaries of all time. Mcdonald’s has probably faced more store occupa-
■ Summary
2. Cullum,
Business ethicsL.issues
, Darbyshire, C.C.
are reported on, Delgado,
regularly inR.the
, and Vey,Conduct
media. P.C. 2005. Executives
a thorough investigation
of allbehaving badly.
the incidents thatHarvard Business
have been on the September:
Review,
reported 106–7.
web during the past two weeks in your
home country.
humour of the issues we have discussed. Annotated with
is a great way to start thinking about business ethics. this article presents
in this chapter we have defined business ethics and set it within a number of significant
cartoons focusingthat
on you
the theme of executives
1. List the incidents have unearthed, and behaving badly
identify the maininissues
the work environment,
and criticisms in
helpful
ethicscomments about their content, these will
and provides a good platform for thinking about why the idea that business ethics is
contemporary debates. First, we have shown the importance of business
each case. to cur-
an oxymoron is so embedded in organizational life. read the cartoons, have a laugh,
2. To
andwhat
thenextent is it what
possible to classify these
inas ethical as opposed to to
legal
getviolations?
rent business theory and practice, suggesting that knowledge of business ethics is vital
consider needs to change organizations in order people to take
in the contemporary business environment. next, we have argued help prioritize additional reading and research.
ethics more
3. Which seriously.
companies have been implicated in each case? Are these large or small companies,
local or international in scope? Explain your findings. that business ethics
has
4. Inbeen fundamentally
which country recontextualized
has each incident taken place? Can you identifyby the forces
any national of globalization, necessitating
or regional
Case 1 on the types of cases that have come to light?
influences
a distinctly global view of ethical problems and practices in business. Finally, we have
Global McEthics: should McDonald’s ethics be standardized across the globe?
VISIT THE
ONLINE
identified sustainability as a crucial concept that helps to determine and frame the goals
RESOURCE
CENTRE of This case examines ethical criticisms of the US fast-food giant McDonald’s, and
business activities from an ethical perspective. in the rest of the book we shall revisit
for links to explores demands for the company to extend its efforts to maintain legitimacy across
useful sources the globe. The case focuses on the problems of obesity and unhealthy eating that have
of further
information on confronted the company, which are presented in the context of the broader critique
this case of the
01-CraneandMatten-Chap01.indd 37 chain. These issues cover many of the key concepts around ethics, globaliza- 30/10/15 9:09 PM
tion, and sustainability that are discussed in Chapter 1.
HOW TO USE THE ONLINE
RESOURCE CENTRE
www.oxfordtextbooks.co.uk/orc/cranebe4e/
■ For students
Film trailers
Trailers of movies featured in Ethics on Screen
boxes.
Film list
A chapter-by-chapter list of relevant movies to
guide you in learning more about the issues cov-
ered in the book.
Annotated weblinks
Links to websites relevant to all of the Cases, Eth-
ics in Action, Ethics on Screen, and Ethics Online
features included in the chapters, providing you
with the opportunity for exploring issues in more
depth and getting updates of latest developments.
H ow to use the O nline R esource C entre xxiii
Recommended reading
Annotated links for additional readings providing you
with orientation through the literature in order to
enhance your understanding of key conceptual issues
and selected applications.
Ethics careers
Information about the careers that are available to you in
the field of business ethics.
Powerpoint slides
A full set of chapter-by-chapter lecture slides including
all of the main points and figures in the text, fully cus-
tomizable to suit your own presentation style.
Teaching notes
Suggested answers, teaching suggestions, and further
resources for all Ethics in Action features, Ethical Dilem-
mas, Ethics on Screen, and end-of-chapter Cases.
Case bank
Repository of all the cases (with teaching notes) from the
previous editions of Crane and Matten, so that you can
still get access to all the tried and tested cases you have
used in the past.
Test bank
A ready-made electronic testing resource to help assess
your students’ learning of the key points in the text. The
test bank can be customized to meet your teaching needs.
First off, we would like to thank all the students and fellow instructors who over the
years have provided such great feedback in developing the successive editions of Business
Ethics. We are also grateful to the legions of anonymous OUP reviewers who have taken
the time to provide detailed comments and suggestions on the book throughout its four
editions. We would also like to thank Angela Brugger, Akhil Kohli, and Sheryl Shibu for
research assistance on the new edition.
Our sincere thanks go to the Schulich School of Business for providing us with the
time, resources, and support without which the book would not have been possible.
We would also like to thank Cameron Sabadoz for all his hard work in updating the
Online Resource Centre materials, and David Mba, Stephanie Peca, and Redzep Ferati
for assisting with permissions and other administrative details. Others who have pro-
vided help are acknowledged at the relevant places in the book. Finally, we would like
to thank the team at OUP, especially our dedicated editor Lucy Hyde, as well as Siân
Jenkins and Tristan Jones, who were responsible for production and marketing respec-
tively. We are always surprised by how much work each new edition entails for us as
authors, but our team at OUP always provides wonderful support and service along
the way.
Andrew Crane and Dirk Matten
May 2015
Front cover: A labourer wears rudimentary, homemade goggles to protect his eyes
when working on ships at a shipbuilding yard in Dhaka. Workers get around Tk300
(about GBP2.45) per day for working at the yard, where ships are built for domestic and
export markets. The Bangladesh shipbuilding industry has been growing in recent years,
due in part to its low labour costs. However, as this photo shows, worker safety standards
remain a serious concern. For more on different standards of protection for workers in
developing countries, see Chapter 7, especially the section on Employing people worldwide:
the ethical challenges of globalization (pp. 317–324).
Credit: G.M.B. Akash/Panos
Paper: This book is printed on paper that has been accredited by the Forest Steward-
ship Council. FSC members comprise a diverse group of representatives from envi-
ronmental and social groups, the timber trade, paper industry, forestry profession,
indigenous people’s organizations, community forestry groups, and forest product
certification organizations from around the world. It is their job to ensure that the
forests are managed to protect wildlife habitat and respect the rights of local com-
munities.
Another random document with
no related content on Scribd:
qu’il a encouru, Martan invente toutes sortes de mensonges, et son
impudente et rusée compagne lui vient en aide de son mieux.
Qu’il le crût ou non, le jeune chevalier accepta ses excuses ;
mais il jugea prudent de partir sur-le-champ sans en rien dire à
personne, dans la crainte que le peuple, s’il voyait Martan reparaître,
ne vînt à se soulever aussitôt. Suivant une rue courte et déserte, ils
sortirent de la ville.
Griffon, soit que son cheval fût fatigué, soit que lui-même sentît le
sommeil appesantir ses paupières, s’arrêta à la première hôtellerie
qu’ils trouvèrent, bien qu’ils n’eussent pas marché plus de deux
milles. Il retira son casque, se désarma complètement et fit enlever
aux chevaux la selle et la bride. Puis, s’étant enfermé seul dans une
chambre, il se déshabilla et se mit au lit pour dormir.
Il n’eut pas plus tôt la tête basse, qu’il ferma les yeux et qu’il fut
pris d’un sommeil si profond, que jamais blaireau ni loir ne dormirent
de telle sorte. Pendant ce temps, Martan et Origile, étant à se
promener dans un jardin voisin, ourdirent la plus étrange trahison qui
soit jamais venue à l’esprit humain.
Martan propose d’enlever le destrier, les habits et les armes de
Griffon, et d’aller se présenter au roi comme étant le chevalier qui
avait accompli tant de prouesses pendant le tournoi. L’exécution suit
de près la pensée. Il prend le destrier plus blanc que le lait, et se
couvre du cimier, de l’écu, des armes, du pourpoint, enfin de tous les
vêtements blancs de Griffon.
Il arrive, suivi des écuyers et de la dame, sur la place où toute la
population était encore, juste au moment où finissent les passes
d’armes. Le roi ordonne de chercher le chevalier dont le cimier est
orné de plumes blanches, qui porte une blanche armure, et dont le
coursier est également blanc. Il ignorait en effet le nom du
vainqueur.
Le misérable qui était revêtu des vêtements qui ne lui
appartenaient pas, semblable à l’âne couvert de la peau du lion,
s’avance vers Norandin, à la place de Griffon, dès qu’il entend
l’ordre concernant celui-ci, et auquel il s’attendait. Le roi se lève et
vient d’un air courtois à sa rencontre ; il l’entoure de ses bras,
l’embrasse, et le fait asseoir à ses côtés. Il ne se contente pas de le
combler d’honneurs et d’éloges, il veut que le bruit de sa valeur
retentisse en tous lieux.
Il fait publier, au son des trompettes, le nom du vainqueur du
tournoi, et ce nom indigne se répand sur toutes les estrades et est
répété dans toutes les bouches. Le roi veut qu’il chevauche à ses
côtés quand le cortège retourne au palais ; il lui prodigue de telles
faveurs, qu’il n’aurait pas plus fait si c’eût été Hercule ou Mars.
Il lui fait donner dans le palais même un bel appartement,
magnifiquement orné ; enfin pour honorer aussi Origile, il met à sa
disposition ses pages et ses chevaliers. Mais il est temps que je
reparle de Griffon, qui, sans se douter d’une trahison de la part de
son compagnon, s’était endormi et ne se réveilla que le soir.
Dès qu’il est réveillé et qu’il s’aperçoit de l’heure tardive, il sort en
toute hâte de sa chambre, et court à l’endroit où il a laissé la
trompeuse Origile et son prétendu frère. Il ne les trouve plus ; il
regarde, et ne voit plus ses armes ni ses vêtements ; alors le
soupçon le prend, et ce soupçon s’augmente, quand il aperçoit à la
place des siens les vêtements de son compagnon.
Survient l’hôte qui l’informe que depuis longtemps déjà Martan,
revêtu de l’armure blanche, est rentré dans la ville, accompagné de
la dame et du reste de l’escorte. Peu à peu Griffon s’aperçoit de la
trame perfide qu’Amour lui a cachée jusqu’à ce jour ; à sa grande
douleur, il reconnaît que Martan est l’amant d’Origile et non son
frère.
Il se reproche maintenant, mais en vain, sa sottise. Après avoir
appris la vérité de la bouche du pèlerin, il s’est laissé prendre aux
belles paroles de celle qui l’avait déjà trahi si souvent. Il pouvait se
venger, et il ne l’a pas su. Maintenant il veut punir le traître qui s’est
enfui. En attendant, il est contraint, et cela lui coûtera cher,
d’endosser les armes et de prendre le cheval de ce lâche.
Il eût mieux valu pour lui aller nu et sans armes, que mettre sur
son dos cette cuirasse déshonorée, que passer à son bras l’écu
honteux, et coiffer sa tête du casque aux insignes bafoués. Mais
pour suivre l’impudente et son digne compagnon, sa raison est
moins forte que sa colère. Il arrive à temps dans la ville, une heure
avant la fin du jour.
Près de la porte par laquelle était rentré Griffon, s’élève, à main
gauche, un splendide château, plus remarquable par ses riches
appartements et ses décorations, que disposé de façon à soutenir
un siège. Le roi, les seigneurs et les principaux chevaliers de Syrie,
en compagnie de nobles dames, s’y livraient, sur la terrasse royale,
à un somptueux et joyeux festin.
La belle terrasse se prolongeait au delà du rempart, hors de la
ville, et dominait tout le château. De ce point, on découvrait au loin la
vaste campagne et les diverses routes qui la sillonnaient. Lorsque
Griffon, couvert des armes de l’opprobre et de la lâcheté, arriva à la
porte, il fut naturellement aperçu par le roi et toute la cour.
Et comme on le prenait pour celui dont il portait les insignes, les
dames et les chevaliers se mirent à rire. Le vil Martan, comme
quelqu’un qui est en grande faveur, était assis auprès du roi, ayant
près de lui sa digne compagne. Norandin voulut savoir d’eux quel
était ce couard qui avait si peu de souci de son honneur,
Qu’après une si triste et si honteuse lâcheté, il osait se présenter
de nouveau, et si effrontément, devant eux. Il disait : « — Ceci me
paraît chose assez nouvelle que vous, guerrier aussi digne que
courageux, ayez pour compagnon un homme qui ne trouverait pas
son égal en lâcheté dans tous les pays du Levant. Vous l’avez fait
sans doute pour faire mieux ressortir, par la comparaison, votre
grande valeur.
« Mais, je vous jure bien par les dieux éternels, que si ce n’était
par égard pour vous, je lui appliquerais publiquement le traitement
ignominieux que j’ai l’habitude d’appliquer à ses pareils. Je le ferais
se souvenir éternellement que j’ai toujours été l’ennemi de la
lâcheté. Mais qu’il sache que s’il part impuni, c’est grâce à vous qui
l’avez amené ici. — »
Celui qui fut un réceptacle de tous les vices répondit : « —
Puissant seigneur, je ne saurais dire qui il est, car je l’ai trouvé par
hasard sur la route d’Antioche. Son air m’avait convaincu qu’il était
digne de m’accompagner. Je ne lui ai jamais vu faire d’autre
prouesse que celle par laquelle il s’est si tristement signalé
aujourd’hui.
« J’en ai été si indigné, qu’il s’en est peu fallu, pour le punir de sa
lâcheté, que je ne le misse hors d’état de toucher jamais lance ni
épée. Mais j’ai été retenu non par pitié de lui, mais par le respect du
lieu où j’étais, et par celui que je dois à Votre Majesté. Cependant, je
ne veux pas qu’il puisse se vanter d’avoir été, ne fût-ce qu’un jour ou
deux, mon compagnon.
« Il me semble que j’en serais moi-même méprisable, et ce serait
un poids éternel qui pèserait sur mon cœur, si, pour la honte du
métier des armes, je le voyais s’éloigner de nous impuni. Au lieu de
le laisser partir, vous me satisferez en le faisant pendre aux
créneaux. Ce sera une œuvre louable et digne de votre Seigneurie,
et de nature à servir d’exemple à tous les lâches. — »
Origile, sans sourciller, s’empressa d’appuyer les paroles de son
Martan. « — Non, — répond le roi, — son action n’est pas si grave
qu’à mon avis il y aille de la tête. Je veux, pour le punir, le livrer à la
population, pour qui ce sera une nouvelle fête. — » Aussitôt il fait
venir un de ses barons et lui dicte ses ordres.
Ce baron, après avoir pris avec lui un grand nombre d’hommes
d’armes, va se poster avec eux à la porte de la ville. Là, il les place
en silence, et il attend l’arrivée de Griffon. Aussitôt que ce dernier est
entré, il est saisi à l’improviste entre les deux ponts, et pris sans qu’il
puisse faire de résistance. Puis, après avoir été abreuvé d’outrages
et d’affronts, il est enfermé dans un obscur cachot jusqu’au jour.
A peine le soleil, à la crinière dorée, eut-il quitté le sein de
l’antique nourrice, et eut-il commencé à chasser l’ombre des plages
Alpines et à en éclairer les sommets, que le vil Martan, craignant
que Griffon ne dévoilât la vérité et ne rejetât la faute sur qui l’avait
commise, prit congé du roi et se hâta de partir,
Donnant pour excuse à l’insistance du roi, qu’il n’était pas
préparé à un tel spectacle. Outre le prix de sa prétendue victoire, le
roi reconnaissant lui avait fait de nombreux dons. Il lui avait même
remis un écrit authentique, où les éloges les plus grands lui étaient
prodigués. Laissons-le aller, car je vous promets qu’il recevra une
récompense selon son mérite.
Griffon, accablé d’injures, fut traîné sur la place qui se trouvait
pleine de monde. On lui avait enlevé son casque et sa cuirasse, on
l’avait laissé par dérision en chemise, et comme si on le conduisait à
la boucherie, on l’avait mis sur un char élevé, traîné lentement par
deux vaches exténuées par un long jeûne et par la fatigue.
Tout autour de l’ignoble attelage, les vieilles hideuses et les
putains éhontées accouraient, guidant tour à tour la marche du
cortège, et criblant le malheureux de leurs sarcasmes mordants. Les
petits enfants montraient encore plus d’acharnement, car outre les
paroles brutales et infamantes qu’ils lui adressaient, ils l’auraient tué
à coups de pierres, si des gens plus sages ne l’avaient défendu.
Les armes qui avaient causé la méprise dont il était victime,
attachées derrière le char, traînaient dans la fange, et c’était pour
elles un supplice mérité. Le char s’étant arrêté devant un tribunal,
Griffon s’entendit reprocher comme sienne l’ignominie d’un autre, et
vit sous ses yeux le crieur public l’annoncer en tous lieux.
Puis on l’exposa aux portes des temples, des maisons, où on ne
lui épargna aucune des plus honteuses, des plus viles qualifications.
Enfin la foule le conduisit hors de la ville, dont il fut banni et chassé
ignominieusement au milieu des huées, car on était loin de savoir
qui il était.
Sitôt qu’on lui eut délié les pieds et les mains, il saisit l’écu, il
empoigna l’épée, avec laquelle il arrosa longuement la terre. Il
n’avait devant lui ni lances ni épieux, car la populace insensée l’avait
suivi sans armes. Je remets le reste à l’autre chant, car il est temps,
seigneur, de finir celui-ci.
CHANT XVIII.