Business Ethics 1st Edition - The Sustainable and Responsible Way

DedicationList of boxesList of tablesList of figuresList of major cases at the end of each chapterOnline resourcesAbout the authorPrefaceList of acronymsAcknowledgementsPART I Introduction and theories1 Introduction, history, and purpose of businessOpening case – Morality changes over time1.1 Morality and ethicsMoralityEthics1.2 Origin of ethics, a short history of ethical thought, and how it is perceived around the world1.3 Classification of ethics1.4 Making sense of ethics and morality1.5 Three levels of moral judgement processingAbstract or general principlesIntermediate-level conceptsConcrete-level concepts1.6 Business ethicsHistory of the development of business ethicsIs business ethics getting better?The business case for business ethicsIs ethics good for business?1.7 Purpose of businessFrom purpose to actionChallengesSummaryCase study 1.1 Enron: The rise and fall – A case where purpose statement was not put into actionCase study 1.2 LEGO: The iconic toy company – A case where purpose statement was put into actionRecommended readings2 Contested values and stakeholder managementOpening case – The minibus-taxi industry of South Africa2.1 Introduction2.2 Contested values2.3 Ethics and law2.4 Why be ethical?2.5 Shareholder and stakeholder links to business viabilityThe shareholder link to business viabilityThe stakeholder link to business viability2.6 Globalisation and stakeholders2.7 Small and medium enterprises and stakeholders2.8 Criticisms of the stakeholder theoryChallenges for vulnerable stakeholders2.9 Prioritising stakeholders2.10 A suggested stakeholder management process2.11 Alternative viewpoints of the stakeholder theoryCreating shared valuesUbuntuSummaryCase study 2.1 – The Brent Spar caseCase study 2.2 – The Cipla and generic drugs caseRecommended readings3 Ethical approaches: Understanding normative ethical theoriesOpening case – The trolley problem3.1 Introduction3.2 Ethical egoism3.3 Utilitarianism, also known as teleology or consequentialismUtilitarian ethics in business3.4 Deontological ethicsDeontological ethics in business3.5 Ethics of rights3.6 Ethics of justice3.7 Virtue ethicsVirtue ethics in business3.8 Ethics of care3.9 Discourse ethics3.10 Postmodern ethics3.11 Ethical pluralismSummaryCase study 3.1 – Boeing B737 Max crashesCase study 3.2 – Why the Taj Mahal Palace and Tower Hotel employees risked their livesRecommended readings4 Ethical decision-making: Understanding descriptive ethical theoriesOpening case – Zinc plating of metal fittings4.1 Introduction4.2 Introducing ethical decision-making4.3 Ethical decision-making models4.4 The Comprehensive Ethical Decision-Making modelMoral issue framing and normsRest’s Four Component model of ethical decision-making4.5 Influencing factorsSituational factorsIndividual factors4.6 Cognitive moral development4.7 Organisational factorsProcessesEmotions and intuitionsHeuristicsMoral exemplarsReflectionMoral rationalisation, moral decoupling, and moral couplingMoral imaginationThree levels of moral judgement4.8 So, why do good leaders sometimes make unethical decisions?4.9 Limitations of and reflections on ethical decision-making tools and modelsSummaryCase study 4.1 – Merck: River blindnessCase study 4.2 – Merck: The Vioxx caseRecommended readings5 Business ethics across culturesOpening case – The gig economy5.1 IntroductionCultureHofstede’s cultural dimensionsThe GLOBE study5.2 Business ethics across cultures5.3 Business ethics in African-centric culturesUbuntuKgotlaIndaba5.4 Business ethics in Confucian-centric culturesGuanxiConcepts that underpin business ethics in Confucian-centric culturesEvolution of business ethics in China5.5 Business ethics in the Indo-centric culturesThe Jugaad culture in IndiaConcepts that underpin business ethics in Indo-centric culturesEvolution of business ethics in India5.6 Business ethics in Islamic-centric culturesWastaConcepts that underpin business ethics in Islamic-centric culturesEvolution of business ethics in Islamic-centric cultures5.7 Research findings for cross-cultural effects on business ethics5.8 Incorporating effects of culture on business ethics in the Comprehensive Ethical Decision-Making modelSummaryCase study 5.1 – Six business scenariosCase study 5.2 – Fast fashion ethical issuesRecommended readingsPART II Ethical issues in business6 Typical ethical issues of managers and organisationsOpening case – The gap between bribery laws and reality6.1 Introduction6.2 Bribery and corruptionDefinitions and explanationsUnderstanding bribery and corruption from research findingsWhat can be done?6.3 Conflicts of interestDefinition and explanationsUnderstanding conflicts of interest from research findingsWhat can be done?6.4 Diversity, equity, and inclusion in the workplaceDefinition and explanationsUnderstanding workplace diversity issues from research findingsWhat can be done?6.5 Hiring and recruitmentDefinition and explanationsUnderstanding hiring issues from research findingsWhat can be done?6.6 DownsizingDefinition and explanationsUnderstanding downsizing issues from research findingsWhat can be done?6.7 OutsourcingDefinitions and explanationsUnderstanding outsourcing issues from research findingsWhat can be done?SummaryCase study 6.1 – Starbucks closed stores nationwide for racial-bias educationCase study 6.2 – Outsourcing in tourismRecommended readings7 Sustainability and the ESG criteriaOpening case – Patagonia7.1 Introduction7.2 Historical developments in sustainability7.3 Sustainability – definitions and explanations7.4 Sustainable development – current concepts and statusThe Anthropocene Epoch and planetary boundariesThe three pillars of sustainabilityThe IPAT equationSustainable Development GoalsThe phase model of sustainabilityB Corp certificationGreenhouse gas emission accounting7.5 Ethical frameworks for sustainability7.6 Sustainable business practicesWaves, phases, and approachesTypes of organisational structures7.7 Major areas of business for adopting sustainable practicesAccounting and financeMarketingProduction and manufacturingSuggested sustainability practices7.8 Future trends in sustainability7.9 Environmental, social, and governance – history, issues, and what’s next?HistoryConcernsWhat’s next for sustainability, sustainable business, and the ESG criteria?SummaryCase study 7.1 – Sustainability complexities in food production and consumptionCase study 7.2 – Rare earth metals, batteries, and electric vehiclesRecommended readings8 Corporate social responsibility and world benefitOpening case – Global and local social responsibility8.1 Introduction8.2 Corporate social responsibilityRelationship between business ethics and corporate social responsibilityDefinitions of CSRHistorical developments in CSROperationalising CSR8.3 Businesses as agents of world benefitCorporate social innovationSocial entrepreneurshipSummaryCase study 8.1 – CSR in controversial industries – specifically the gambling industryCase study 8.2 – Jaipur RugsRecommended readings9 Global strategies and ethicsOpening case – Forced labour in medical gloves supply chain9.1 Introduction9.2 Specific issues in global strategies of DMNEs and EMNEsKnowledge managementForeign workersLiability of foreignnessObtaining government-controlled resourcesModern slaveryInternational transfer pricingCorporate governanceSummaryCase study 9.1 – Walmart and its challengesCase study 9.2 – MNE contributions to the worldRecommended readings10 Responsible leadership in business ethicsOpening case – Chetna Sinha and the Mann Deshi Mahila Sahakari Bank10.1 Introduction – why responsible leadership?10.2 Definition of and understanding responsible leadership10.3 Components and competencies of responsible leadership10.4 Research findings of responsible leadership in various areasOrganisational commitment and responsible leadershipRetaining talent with help from responsible leadershipReputation management10.5 Effects of corporate irresponsibility10.6 Future directions for responsible leadershipImagining what ‘could’ (instead of ‘should’) be doneInfluence of artificial intelligence on responsible leadershipSummaryCase study 10.1 – Purdue Pharma and the OxyContin scandalCase study 10.2 – Novo NordiskRecommended readingsPART III New horizons11 Spirituality in managementOpening case – What are tech giants doing in the realm of spirituality in the workplace?11.1 Introduction11.2 What is spirituality? Definitions and understandingDefinitionsUnderstanding spirituality11.3 What spirituality is not – differentiating spirituality from spiritualism and religiositySpiritualismReligiosity11.4 Influence of spirituality on business and ethics – some key evidence11.5 Workplace spirituality – concepts, processes, and leadership11.6 Applications of spirituality in the workplace11.7 Incorporating spirituality in the CEDM modelSummaryCase study 11.1 – Aravind Eye Care HospitalsCase study 11.2 – Phil Jackson’s coaching philosophyRecommended readings12 Future issues and directionsOpening case – Vermeer’s masterpiece ‘Girl with a Pearl Earring’12.1 Introduction12.2 Evolution of industry and business ethics concepts12.3 Views from the pioneers of business ethics12.4 Thoughts on future of business ethicsThe intersection of law and business ethicsThe intersection of strategy and ethicsExploring unethical business models12.5 Ethics and the future of work12.6 Ethical issues in technologyFrom greenwashing to machinewashingThe problem of ethical proliferation for each technologyApplication of care ethics to the future of work with robotsAlgorithmsEthics of blockchainEthics of smart farmingArtificial intelligence12.7 Main issues and debates on the ethics of AI and robotics12.8 Corporate digital responsibilitySummaryCase study 12.1 – Space ethicsCase study 12.2 – AI considerations in SDGs and emerging economiesEnd of the bookQuotes to ponder uponQuestions to ponder uponRecommended readingsGlossaryReferencesIndex