Based on case studies prepared at the Harvard Business School, the article analyses the content of university courses on business history. Its aim is to answer the question whether or not business history courses are used for discussing the problems of CSR or moral dilemmas behind strategic decisions made by managers. The article argues that the chance of enhancing the understanding of social problems on the part of the managers and shaping their responsiveness to them, (...) created by the presence of courses on history in the academic curriculum, remains, to a large extent, unrealised. Teaching materials are still influenced by the Chandlerian paradigm and thus focus on changes in organisational structures and strategies of large multinational companies. They pay little attention to the social environment of business, rarely pose questions on the motivations of human actions or value hierarchies and avoid discussions on the social consequences of management decisions. (shrink)

A robust body of literature analyzes the shift of academic science toward more business-oriented models. This paper presents the findings of an empirical study investigating basic scientists’ attitudes toward publicly funded basic research at the Harvard Medical School and affiliated institutions. The study finds that scientists at the Harvard Medical School construe publicly funded basic research as inquiries that, whether use oriented or not, must be governed by the cognitive and social norms of the traditional (...) mode of knowledge production. They recognize that academic science is vulnerable to access by external capital but maintain that it remains distinct from research done in the private sector. Overall, the study demonstrates that important segments of academia have preserved a traditional approach to knowledge production, which is yet to be transformed by the entrepreneurial turn. (shrink)

(2007). The Blackboard and The Bottom Line: Why Schools Can't Be Businesses. Larry Cuban. Cambridge, MA: Harvard University Press. 2005. Pp. 253. $23.95. Educational Studies: Vol. 41, No. 3, pp. 268-276.

With increasing public demand for ethical accountability, business schools are experiencing difficulty incorporating relevant training into their programmes. Rakesh Khurana, professor of organizational behaviour at Harvard Business School, has provided an historical account explaining how business schools initially promoted and then abandoned a specific professional identity for their students, which would have included a set of ethical values. It is possible to begin to revive this initial project by incorporating certain philosophical approaches to teaching ethics. (...) The philosophies of both Martin Heidegger and John Dewey can be used to steer such professional training. In combination, Heidegger’s existential demand for responsibility and Dewey’s pragmatic concern for the social environment provide pedagogical techniques and guidelines for successful instruction. (shrink)

This address uses the question “Is business ethics getting better?” as a heuristic for discussing the importance of history in understanding business and ethics. The paper uses a number of examples to illustrate how the same ethical problems in business have been around for a long time. It describes early attempts at the Harvard Business School to use business history as a means of teaching students about moral and social values. In the end, (...) the author suggests that history may be another way to teach ethics, enrich business ethics courses, and develop the perspective and vision in future business leaders. (shrink)

In 1929 the newly-reorganized Rockefeller Foundation funded the work of a cross-disciplinary group at Harvard University called the Committee on Industrial Physiology. The committee’s research and pedagogical work was oriented towards different things for different members of the alliance. The CIP program included a research component in the Harvard Fatigue Laboratory and Elton May’s interpretation of the Hawthorne Studies; a pedagogical aspect as part of Wallace Donham’s curriculum for Harvard Business School; and Lawrence Henderson’s work (...) with the Harvard Pareto Circle, his course Sociology 23, and the Harvard Society of Fellows. The key actors within the CIP alliance shared a concern with training men for elite careers in government service, business leadership, and academic prominence. But the first communications between the CIP and the Rockefeller Foundation did not emphasize training in human biology. Instead, the CIP presented itself as a coordinating body that would be able to organize all the varied work going on at Harvard that did not fit easily into one department, and it was on this basis that the CIP became legible to the President of Harvard, A. Lawrence Lowell, and to Rockefeller’s Division of Social Sciences. The members of the CIP alliance used the term human biology for this project of research, training and institutional coordination. (shrink)

The paper completes a trilogy of papers, under the title: “A Quasi-Personal Alternative to Some Anglo-American Pluralist Models of Organisations: Towards an Analysis of Corporate Self-Governance for Virtuous Organisations”. The first two papers of the three are published in Philosophy of Management, Volumes 10,3 and 11,2. This last paper argues that three dominant Anglo-American organisational theories which see themselves as “business ethics-friendly,” are less so than they seem. It will be argued they present obstacles to collective corporate moral agency. (...) They are: 1) the dominant “soft pluralist” organisational theory of Bolman and Deal, published in 1984 and more recently expressed in Reframing Organisations: Artistry, Choice, and Leadership, 5th edition, 2013, which is based on “reframing,” and which we will call reframing theory (RT); 2) the Business Ethics deployment of Stakeholder Management Theory (SMT) associated with R. Edward Freeman, and several colleagues, dominant in the same period (1984-); and 3) to a much lesser degree, an adapted version of SMT in the Integrated Social Contract Theory (ISCT) of Donaldson and Dunfee (Ties That Bind, Harvard Business School Press (1999)). This paper suggests a return, from RT, SMT, and ISCT, to an older “participative-structuralist” Neo-Aristotelian virtue-ethics based account, based on an analogy between “natural” persons, and organisations as “artificial” persons, with natural persons seen as “flat” architectonically related sets of capacity in complementary relation, and organisations as even flatter architectonic hierarchies of groups of incumbents in roles. This quasi-personal model preserves the possibility of corporate moral agency and some hierarchical and lateral order between leadership groups and other functional roles in the ethical governance of the whole corporation, as a collective moral agent. The quasi-person model would make possible assigning degrees of responsibility and a more coherent interface of Ethics, Organisational Ethics, and Management Theory; the reconfiguring of the place of business in society; an alternate ethico-political basis for Corporate Social Responsibility; and a rethinking of the design of the business corporate form, within the practice and institutions of business, but embedded in a state as representing the community. (shrink)

Based on a model used in the Harvard Business School course on leadership, the three key elements of decision making (the Three Pillars) are strategy, law and ethics. This book shows students how to use the Three Pillars to make successful business decisions that manage risk (the Law Pillar) and create value (the Strategy Pillar) in a responsible manner (the Ethics Pillar). Through the Three Pillar framework, students will understand why law is a positive, value-creating force (...) that enables them to succeed in business. The book applies this practical framework to six areas of the law that, according to surveys, are most important to business leaders: employment law, product liability, government regulation, intellectual property, contracts and dispute resolution. The book includes many end-of-chapter scenarios that enable students to practice their decision-making skills using the Three Pillars model. (shrink)

This paper will build on a recent article appearing in the Harvard Business Review that blamed the alleged crisis in management education on the scientific model that has been adopted as the sole means of gaining knowledge about human behavior and organizations. The solution, they argue, is for business schools to realize that business management is not a scientific discipline but a profession, and deal with the things a professional education requires. We will expand on this (...) article and discuss its implications by looking at the scientific model from a philosophical perspective and dealing with the issue of whether management is a profession. Our discussion of these issues has implications for our understanding of business in society and the design of the business school curriculum. (shrink)

How do individuals respond when they perceive that their family business has been built upon unethical business conduct? Drawing on an expanded version of Hirschman’s typology of generic responses to declining situations (Exit, Voice and Loyalty: Responses to Decline in Firms, Organizations, and States, Harvard University Press, Cambridge, MA, 1970), which includes responses of Exit, Voice, Loyalty, and Neglect, we offer a model that predicts probability of intended response behavior as a function of normative obligation (i.e., what (...) one perceives ought to be done), managerial discretion (i.e., what one perceives can be done), and successor commitment to the firm. The model is tested on 124 business school students exposed to a scenario depicting an inherited ethical dilemma occurring in a family business from Arthur Miller’s play All My Sons, and shows support for elements of the proposed framework. Most notable is a significant negative relationship between normative firm-directed commitment and the response of Neglect. (shrink)

This paper applies Wempe’s (2005, Business Ethics Quarterly 15(1), 113–135) boundary conditions that define the external and internal logics for contractarian business ethics theory, as a system of argumentation for evaluating current or prospective institutional arrangements for arriving at the “good life,” based on the principles and practices of social justice. It does so by showing that a more dynamic, process-oriented, and pluralist ‘dialogic twist’ to Donaldson and Dunfee’s (2003, ‘Social Contracts: sic et non’, in P. Heugens, H. (...) van Oosterhout and J. Vromen (eds.), The Social Institutions of Capitalism: Evolution and Design of Social Contracts (Cheltenham, UK, Edward Elgar Publishing, Ltd.) pp. 109–126; 1999, Ties that Bind: A Social Contracts Approach to Business Ethics (Boston, MA, Harvard Business School Press); 1995, Economics and Philosophy 11(1), 85–112; 1994, Academy of Management Review 19(2), 252–284.) integrated social contracting theory (ISCT) of economic ethics will further develop this promising and influential approach to moral reasoning, ethical decision-making, and stakeholder governance. This evolutionary, interactive learning-based model of ethical norm generation via dialogic stakeholder engagement is particularly appropriate within economic communities that are experiencing value conflict and pressures for institutional change. (shrink)

Research into the proper mission of business falls within the context of theoretical and applied ethics. And ethics is fast becoming a part of required business school curricula. However, while business ethics research occasionally appears in high‐profile venues, it does not yet enjoy a regular place within any top management journal. I offer a partial explanation of this paradox and suggestions for resolving it. I begin by discussing the standard conception of human nature given by neoclassical (...) economics as disseminated in business schools; showing it is a significant obstacle to an accurate conception of ethics and how this limits consideration of sustainability and corporate social responsibility. I then examine the scope of the top management journals, showing how their empirical and descriptive focus leaves little room for ethics, which is an essentially conceptual and prescriptive discipline. Finally, I suggest avenues for research into the ethical mission of business, generally—and sustainability and CSR, in particular—by appeal to the precepts of Harvard Business School’s Master’s in Business Administration ethics oath modeled on the medical and legal professions. (shrink)

Recent scandals at Enron, WorldCom and Global Crossing have put the ethical spotlight on corporate malfeasance as never before. However, these are the situations in which management knew that they made the wrong choice. As professor Joseph Badaracco of Harvard Business School points out, the real ethical dilemmas arise when people must choose between right and right — where both choices can be justified, yet one must be chosen over the other. Whether or not to reprice stock (...) options represents one such ethical dilemma. Repricing can help exodus of talented employees and motivate them to improve firm performance. However, it alienates shareholders and other workers of the company who are left unprotected from the adverse economic consequences of a stock price decline.In this paper we examine the ethics and the economics of stock option repricing. We find that repricing runs counter to two key tenets of business ethics — distributive justice and ordinary decency. To examine the economics of repricing, we draw upon agency theory to identify situations where repricing has the potential to benefit shareholders. However, a survey of empirical research reveals that these benefits do not translate into reality. Repricing does not improve employee retention or firm performance. In addition, managers benefit by opportunistically timing the repricing. Due to weaknesses in corporate governance such as lack of independence and conflicts of interest, the current repricing practice seems to be at odds with the objective of shareholder wealth maximization, and at a more fundamental level, a violation of board's fiduciary duty to shareholders. We offer suggestions that mitigate the ethically undesirable effects of repricing in the wider context of prevailing corporate governance and regulatory environment. We believe that these suggestions, if properly implemented, can transform repricing from a greed-inspired evil to a valuable compensation tool to retain employees, boost their morale, and enhance stockholder wealth. (shrink)

The Internet furore over Intel’s flawed Pentium chip provides an important case study of the ethical ambiguity of internet communications and the legitimacy of certain forms of “electronic activism”. Joseph Badaracco, Jr., is John Shad Professor of Business Ethics at the Harvard Business School and his co‐author is a former Research Associate at Harvard and currently on the editorial staff of Inc. magazine.

Social contract theory offers a powerful method and metaphor for the study of organizational ethics. This paper considers the variant of the social contract that has arguably gained the most attention among business ethicists: integrative social contracts theory or ISCT [Donaldson and Dunfee: 1999, Ties That Bind (Harvard Business School Press, Boston)]. A core precept of ISCT - that consent to membership in an organization entails obligations to follow the norms of that organization, subject to the (...) moral minimums of basic human rights - is a reasonable and appealing notion. One potential challenge for those attempting to apply this idea, however, lies in the dynamic nature of social norms. Organizational norms evolve, often through the conscious efforts of community members and leaders. As currently formulated, ISCT offers a framework that under-appreciates the evolving nature of moral norms. In this paper, we extend ISCT by considering the circumstances under which the terms of and parties to social contracts change. We also consider a number of principles that should be considered as the terms and parties to organizational social contracts change. (shrink)

This paper examines the issue of teaching of ethics in management education with specific reference to the debate on this and pedagogic interventions in India and the United States. It describes, among others, the initiative taken at Harvard Business School to teach ethics to MBA students as well as the effort made by the Indian Institute of Management, Calcutta to teach ethics and human values to the students. It is argued that all these pedagogic initiatives can help (...) us to be more reflective about the predicament of ethics in our practice of management in particular and life in general. In conclusion, it is argued that the universe of discourse of ethics must be broadened whereby ethical orientation does not refer to one's minimalist concern of being legally correct but to pursuing actively the well-being of others, especially of those who do not matter much to the managers of systems. (shrink)

The commercialization of egg freezing for fertility preservation spawned a market in information and education as much as in clinical services. Even before there was a technically viable mode to freeze eggs, Christy Jones envisioned “educational seminars” as a key “marketing and education” programmatic strategy in her 2004 contest-winning business plan for an egg freezing company at Harvard Business School. A decade and a half after Jones first proposed them, in-person informational events have become an industry (...) trend. Given the transparent objective of recruiting paying clients, these events must inevitably combine persuasion with education. Through participant observation at three such information sessions held by different clinics in a large city in the eastern US, I present an analysis of their content and form. The article examines the extent to which these events adhered to guidelines on securing informed consent and how the form of these events produce a complex blend of affect and sociality that likely affect how information is received. I argue that egg freezing informational events employ subtle techniques of persuasion that cultivate anxiety and link egg freezing to desirable traits or lifestyles through social enactment. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:Response to Elvira Panaiotidi, “The Nature of Paradigms and Paradigm Shifts in Music Education”Wenyi W. KurkulAt the beginning, I would like to congratulate Elvira Panaiotidi on her interesting paper and on her proposal to move beyond the long-running debates that began in the mid-1990s between Bennett Reimer and David Elliott and their respective supporters. I also applaud her affirmation that, beyond the numerous debates within the music-education philosophy community, (...) the ultimate goal is to put the theories to work in schools or, in other words, to convert theories into operative paradigms.Echoing her affirmation, I shared her article with a class of my graduate students after I received the invitation to respond to this paper. All of my graduate students are current schoolteachers in the greater Washington, DC metropolitan area in the United States. Some of them are young teachers; others have decades [End Page 114] of teaching experience. As a university professor, I have always been thrilled by how much my thoughts are inspired by my students—by their stories, writing, discussions, dialogues, and sometimes very challenging questions in class. Their concern for their daily jobs and their students constantly remind me of our responsibilities to the children in the schools. However, with our schools and students in mind, I have to ask the music education philosophy community a question: Is "producing a unified concept of music," or "searching for a unified approach," or even aiming to "develop a unified approach in music education" as proposed by Panaiotidi what we truly need?In her paper, Panaiotidi discusses the debate over the approaches in music education by Reimer and Elliott in the context of paradigm shifts. The term, "paradigm shift," was introduced by Thomas Kuhn in 1962 in his highly influential book, The Structure of Scientific Revolutions. Kuhn proposes that almost every significant break-through in the field of scientific endeavor is first a break with tradition, with old ways of thinking, with old paradigms. For example, until the germ theory was developed, there was a high percentage of deaths during childbirth and scientists were not sure why. Likewise, in military settings, more people were dying from small wounds and diseases than from the major traumas experienced on the frontlines. But as soon as the germ theory was developed, a whole new paradigm—a better, improved way of understanding what was happening—made dramatic and significant improvements in the practice of medicine possible.The United States today is the setting for another fruitful and powerful example of a dramatic paradigm shift. The traditional concept of government had been monarchical, based on the divine right of kings. It was not until centuries later that a significant break-through paradigm was developed: government of the people, by the people, and for the people. A constitutional democracy was born that unleashed tremendous human energy and ingenuity. This new paradigm, over time, generated personal empowerment, free enterprise, a higher standard of living, freedom and liberty, and influence and hope unequaled in the history of the world.Stephen R. Covey, the author of a popular book in the late 1980s, The Seven Habits of Highly Effective People, cites Kuhn's conception of paradigm shift to illustrate his own ideas. He describes an experiment at the Harvard Business School in which an instructor passed out a picture of a young woman to half of the class and a picture of an old woman to the other half. The students were asked to look briefly at the picture and pass it back. The professor then asked the class to describe the woman as he projected on a screen a picture of a woman that was a combined image of the "old" and "young" women. Needless to say, the students debated the age of the woman. If they had seen the "young" version, [End Page 115] they could see only a young woman now, and vice-versa. Each student was adamant about his or her position. They did not see the image in another way until the lines were pointed out to demonstrate the features of the old and young woman. Covey cites this exercise to prove the powerful conditioning effects of one... (shrink)

Review:Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders. Book by Warren G. Bennis and Robert J. Thomas. Published by Harvard Business School Press, Boston, Massachusetts, 2002, 224 pp., ISBN: 1 57851 582 3,.

Over the past few years, the business world has been wracked by corporate scandals. With news of a new scandal an almost weekly occurrence, one cannot help but wonder: “Is business success synonymous with a lack of morality?” With a resounding “no,” Bowen H. “Buzz” McCoy, former partner at Morgan Stanley, shows that ethical business leadership is possible and, moreover, desirable. Seeking inspiration from an eclectic range of sources, such as Dante, Kant, and Peter Drucker, and drawing (...) from his own career as a successful investment banker, the author examines how business leaders—and those who aspire to be business leaders—can flourish in a corporate environment without shedding personal values or compromising integrity. Living Into Leadership: A Journey in Ethics is based on the author’s actual life experiences, personal ethical dilemmas, and concerns. This groundbreaking work incorporates classroom materials developed by the author for ethics programs at various business schools, including Stanford, UC Berkeley, the University of Southern California, UCLA, and Notre Dame. The central question this book considers is how to pursue an engaged business career while living a balanced life and continuing to grow as an integrated person. McCoy acts as a “mentor” for readers, providing personal and professional guidance on the development of a personal business plan for life. The book presents the case for creating a moral compass that allows one to make decisions under uncertainty, lead a life of integrity, establish the practice of ethics both personally and in society, and know when to embrace change and when to hold one’s ground. It includes an abbreviated version of the author’s acclaimed work, the seminal Harvard Business Review article, “The Parable of the Sadhu,” and shows readers how to prepare in advance for dilemmas they may face, both in their private and professional lives. (shrink)

Assurance of Learning (AoL) is a critical component of AACSB accreditation because students need to demonstrate skills acquired in the programs they enroll in. The purpose of this paper is to describe how a business school developed its ethics assessment program to fulfill the requirement of AoL when seeking AACSB accreditation. Three learning goals were identified based on the literature, assessment rubrics were created based on learning goals, and a Harvard Business Case was used as the (...) assessment tool. The result of the first round of summative assessments showed that almost all students at least met the standard of these three learning goals. To close the loop, an ethics module and a one-hour video were added to a junior-level course. In the second round of summative assessment, we added a marginal level of competency to the rubric. We conclude with a plan for future student learning and assessment. (shrink)

Volume 24, Issue 10, October 2024, Page 80-82.

Three years ago Robert Saltonstall, Jr., Associate Vice President for Operations at Harvard University, faced an increasingly common problem in business and institutions today when he severed 68 long-service, wage employees to solve a problem of low productivity in a particular trade group. He did this using relatively conventional and creative techniques. But now three years later, he asked Nona Lyons of the Harvard Graduate School of Education, who is researching the ethical dimensions of executives' decisions, (...) to assist him in evaluating how these employees felt about the process. The employees' loyalty in spite of everything has caused Saltonstall to rethink the ethics of both his decision and its execution. In this article Saltonstall asks and answers many of the questions executives face when challenged to handle work reduction decisions in a more ethical way. And Lyons assists him with commentary on some of the current research on moral decision-making which will help executives to understand why they find some of their decisions to be moral dilemmas. The article challenges executives to think about reorganization decisions in a participative way and suggests seven central issues executives should consider before commencing a participative approach. The article reaches no specific conclusion, but introduces some new ways to think about lay-off decisions and their ethical implications for those affected. (shrink)

This book answers the question of how soft factors such as corporate cultures and individual and corporate values can be transparently steered. With its C4 management tool and reflecting the seven driving forces of corporate culture, the Values Cockpit is a powerful solution designed to steer all dimensions and processes of a company, pursuing a lean approach. The book links strategic approaches on how to steer a company towards excellence with insights into the driving forces of human thoughts and actions. (...) It subsequently introduces the Values Cockpit, which allows individual corporate cultures to be developed and controlled on the basis of a rational approach. "This intriguing book breaks new ground in suggesting that values can be managed quite as systematically as any other centrally important asset" Rebecca Henderson, John and Natty McArthur Professor, Harvard University "... a deeply articulate, profoundly relevant explication of the role played by the culture of commerce... rich with actionable tools, insights and clear examples..." Richard J Hill IV, Founder, Gabriel Consulting Group, LLC "One seldom sees practical advice on HOW strong values can be automatically practiced on a daily basis by all concerned. That is what makes this remarkable book so refreshing... his book is taking the seminal findings of Jim Collins on building great companies a step further..." Julian Clarke, Chartered Accountant and Management Consultant, European Business Ethics Network Ireland "... a brilliant yet succinct guide to teach the significance of values-development in sustainable business management..." Professor Dr. Haifeng Huang, Assistant Dean, Peking University HSBC Business School, Shenzhen, China "He admirably rejects the fatalist interpretation of the immoral might of markets and replaces it with a counter-narrative of why and how companies can be part of the solution rather than part of the problem." Professor Dr. Claus Dierksmeier, Director of the Global Ethic Institute, Eberhard Karls University of Tübingen "The values cockpit gives readers a coherent and comprehensive toolkit to help them prepare their companies for lasting success." Dr. Kurt Schmalz, C.E.O and Managing Partner J. Schmalz GmbH, Glatten, Germany. (shrink)

The purpose of the article is to encourage (and in certain ways to initiate) an intellectual debate on how business schools can meet the intellectual challenge resulting from the financial crisis. We argue that this will involve questioning the traditional paradigms of management research, will require broadening the intellectual foundation of business school activities, and will trigger revision processes to incorporate the derived learning points into degree and non-degree programs. European business schools have to cope with (...) these challenges during a phase of intense financial pressures, which may create the temptation of adopting myopic development strategies. The points made in this article may appear to be explicitly prescriptive, but they should be taken as an attempt to foster an open debate on the issues vital for the future development of the business school sector. (shrink)

We live in a world of massive change, and each decade appears to move faster and faster. It is not just the inventions that are picking up speed, but the adoption of technologies is increasing by businesses and consumers. The early adaptors switch to general consumption at an increasing pace. Part of the increase in adoption is attributed to challenges such as a pandemic. Nevertheless, in general, the concepts of a VUCA (volatile, uncertain, complex, and ambiguous) are becoming a standard (...) year-on-year driven by the exponential growth of knowledge and, therefore, technology (Jari & Lauraeus, 2019). As this chapter will explain, this exponential growth in technology would not be possible without the creative surge upon us. Organizations are promoting out-of-the-box thinking and creativity. Historically, creativity was only necessary for the arts and philosophical thinkers. Creativity has moved to its rightful place as part of our problem solving. No discussion of disruption is complete without addressing the work of Harvard professor Dr. Christensen, who for over 20 years has looked in detail at the phenomenon of disruption at the technology and business model levels. Christensen was not just aware of some new technologies’ disruptive nature and provided guidelines on how organizations should view different disruptive technologies (Christensen, 1997; Christensen, 2015; Christensen et al., 2018). Academic institutions and business schools need to embrace creativity and technology as part of the core skill sets required for successful organizations. (shrink)

Some business schools have come under considerable criticism for what observers see as their complicit involvement in the corporate scandals and financial crises of the last 15 years. Much of the discussion about changes that schools might undertake has been focused on curriculum issues. However, revisiting the curriculum does not get at the root cause of the problem. Instead, it might create a new challenge: the risk of decoupling the discussion of the curriculum from broader issues of institutional purpose. (...) In this article, we argue that the most pressing need facing business schools is not to teach new courses to be responsive to social demands and stay relevant. Instead, it is to revisit their basic mission—the principles and beliefs on which they were founded—and then to re-evaluate their curriculum design choices in this light. We contrast the Spartan and Athenian educational paradigms as a way of shedding light on the nature of a coherent response. (shrink)

Business and society scholars have analyzed the citizenship activities of private firms, but what of their own institutions? This article introduces the concept of business school citizenship (BSC), examining it as a response to the legitimacy pressures created by competing corporate and university interests in the U.S. management-education context. Theories of corporate and of university social responsibility are used to explain BSC, and these theories form the basis of the argument that such activities can be justified and (...) should be increased. (shrink)

“Humble” and “business school” are not two words you might associate together, but we can address grand challenges only if business school education instills epistemic humility through reflexivity. We hope that this call-to-action challenges educators to consider how we develop future business leaders who are sensitized to the communities around them, open to tackling the range of challenges that the Sustainable Development Goals (SDGs) present to all of society.

In the wake of business scandals at Enron, Arthur Andersen, Global Crossing, Tyco—the list grows daily—there is an increasing sense among employees, executives, investors, and the public that the “anything goes” culture of the New Economy is over. Today, businesses must act responsibly, transparently, and with integrity. Using in-depth case studies and examples from over 50 companies that range from Starbucks to Citigroup, General Motors to General Electric, DuPont to Dell, Ira A. Jackson, former director of the Center for (...) Business and Government at Harvard’s Kennedy School, shows the quantifiable and enduring business advantage to “doing the right thing.” Companies that give back to their employees and society—focusing on values and purpose as well as profitability—often gain commpetitive advantage and improve their brand image, consumer loyalty, and employee satisfaction. Identifying seven principles of making values integral to business processes and practices, PROFITS WITH PRINCIPLES opens the door to a new kind of capitalism, providing a wealth of practical recommendations companies of all sizes can model their own efforts after. (shrink)

There is much more written about how and why business schools could and should talk about business ethics than about how they could “walk the talk.” When ethics is discussed, it is usually in relation to the position of business ethics within the curriculum, rather than about what does and does not constitute ethical behaviour on the part of a business school and its members. This paper seeks to explore how ethics can develop beyond the (...) curriculum, and some methods by which business schools might promote effective ethical self-development. Four basic ethical concepts are used as potential starting points for business school faculty to engage with business ethics beyond the curriculum: moral conflict, role morality, moral codes, and moral climate. Through a discussion of these, eight theses are developed for further discussion and are suggested as a framework for future comparative research about business school ethics. (shrink)

This paper summarizes the consequences of safety and health inattentiveness, and reviews four primary dangers in the workplace. In addition, perspectives of employee health and safety are presented from industry and academia which provide the basis for a strong recommendation to include safety and health issues in business school curricula.

This article echoes those voices that demand new approaches and ‹senses’ for management education and business programs. Much of the article is focused on showing that the polemic about the educative model of business schools has moral and epistemological foundations and opens up the debate over the type of knowledge that practitioners need to possess in order to manage organizations, and how this knowledge can be taught in management programs. The article attempts to highlight the moral dimension of (...) management through a reinterpretation of the Aristotelian concept of practical wisdom. I defend the ideas that management is never morally neutral and that Aristotelian practical wisdom allows the recovery of moral considerations in management practice. I analyze the impact and implications that the introduction of practical wisdom in business schools entails for the conception and objectives of management education. This view reconfigures management education in terms of attention to values, virtues and context. Therefore, management programmes should prepare students to critically evaluate what they hear and to make decisions coherent with their values and virtues. In the final section, I reflect on the pedagogical implications of this approach. I point out that an integrated model of ethics and practical wisdom promotes education of cognition and education of affect as well. I provide an example to illustrate my perspective and to support my conclusions. (shrink)

This study explores the role that business schools have in developing favorable attitudes toward business involvement in corporate social responsibility. Two cohorts of incoming students from two internationally accredited MBA programs in Chile and two cohorts of graduating students from the same institutions were compared in terms of their attitudes toward the role of business in alleviating social ills and the role they assigned to business schools in preparing managers to effectively address social issues. The attitudes (...) expressed by graduates of the two programs changed after program completion. Faculty attitudes toward business involvement in CSR may play a role in the observed differences between the graduates of both institutions. (shrink)

The growing demand for societal impact of teaching, research, and operations necessitates fresh approaches to our analysis of business school rankings. I discuss the Financial Times’ approach and the need for fresh methods, metrics, and standards.

This article contributes to the current debate regarding management education and research. It frames the current business school critique as a paradox regarding the arguments for ‘self-interest’ versus ‘altruism’ as human motives. Based on this, a typology of management with four representative types labeled: unguided, altruistic, egoistic, and righteous is developed. It is proposed that the path to the future of management education and research might be found by relegitimizing the ‘altruistic’ spirit of the classics of the great (...) Axial Age (900-200 BCE) and marrying those ideas with the self-interest ideal of mainstream management theories based on economics. By advocating this, a business school agenda that is simultaneously rigorous, relevant, and righteous is promoted. (shrink)

We propose Edgar Morin’s notion of transdisciplinarity as a complementary educational perspective for preparing business school students in addressing the complex global socio-economic and environmental challenges that our planet has been facing for some time. Morin’s notion of transdisciplinarity spans various disciplines, both within disciplines and beyond individual disciplines. Morin’s transdisciplinary approach is inquiry driven and presents a systemic/humanistic vision and form of awareness that challenges habitually dualistic and simplistic thinking. Morin’s transdisciplinarity is based on a dialogical and (...) translogical principle that extends classical and rigid logic and that helps students to explore and unify concepts of a simultaneous complementary and contradictory nature. Confronting students with different modes of thinking, imagining and feeling can help them to develop greater self-awareness, critical reflection, and creativity; with various frames of reference; and with an openness toward and confidence in engaging in changes needed to address global challenges in a sustainable and responsible way. (shrink)

The current crisis has come at a cost not only for big business but also for business schools. Business schools have been deemed largely responsible for developing and teaching socially dysfunctional curricula that, if anything, has served to promote and accelerate the kind of ruthless behavior and lack of self-restraint and social irresponsibility among top executives that have been seen as causing the crisis. As a result, many calls have been made for business schools to accept (...) their responsibilities as social institutions and to work toward becoming more socially embedded and better attuned to public interests. In this paper, however, we point to some of the barriers there may be in the way of business schools developing into responsible organizational citizens proper. We argue that there are lines of resistance against responsibilization operating at epistemological, institutional, and organization levels and that we need to take account of barriers on all these levels in order to properly capture the challenges that are involved in making the modern business school amenable to demands for more social responsibility. In terms of working toward overcoming such barriers, we discuss how business education can become more socially embedded via the inclusion of ethical reflection and critical thinking. (shrink)

Faculty continue to address academic dishonesty in their classes. In this follow-up to an earlier study on general perceived faculty student cheating, using a sample of business school faculty, we compared three levels of faculty classification: full-time non-tenure track, full-time tenured/tenure-track, and part-time adjuncts. Results showed that NTTs perceived higher levels for three different types of student cheating, i.e., paper-based, forbidden teamwork, and hiring someone to take an exam. In addition, NTTs were more likely to report a student (...) for cheating. NTTs reported a higher course load and average class size, and average class size was positively related to all five types of cheating measured. Given the predicted increase in NTTs across all disciplines, making sure that all faculty,, have the resources needed to deter student cheating is important. All faculty have an obligation to hold students accountable for their behavior. Individual integrity is paramount; and it is what employers expect. Regardless of the chosen field or discipline, an employer’s expectations, in terms of character, is to hire individuals who possess a level of honesty that is above reproach. Addressing cheating is an obligation that all faculty need to address purposefully. Providing resources to help faculty address cheating is critical. Resources might include conflict resolution training to provide instructors with the necessary guidance so that they can better handle these difficult situations. This is important not only for the student while in school, but also for a university/college’s reputation. (shrink)

Business schools play an instrumental role in laying the foundations for ethical behavior and socially responsible actions in the business community. Drawing on social learning and identity theories and using data collected from undergraduate business students, we found that ethical climate was a significant predictor of unethical behavior, such that students with positive perceptions about their business school’s ethical climate were more likely to refrain from unethical behaviors. Moreover, we found that high moral and institutional (...) identities strengthened the effect of ethical climate on unethical behavior. In addition to novel theoretical contributions to the business ethics and socio-psychology literature, this study offers practical pathways through which business schools can nurture and instill the values and behaviors that ultimately help shape positive organizational ethics. Directions for future research are provided. (shrink)