Managing Business Ethics: Making Ethical Decisions

Table of Contents:
Preface Acknowledgments About the Authors PART I: INTRODUCTION TO ETHICAL DECISION-MAKING—THE INDIVIDUAL Chapter 1. A Commonsense Approach to Business Ethics Introduction: Ethics Is Tough! What Ethics Is About Ethical Decisions and Ethical Dilemmas Someone May Be Hurt Intuition Versus Reasoning A Commonsense Method of Making Ethical Choices: The Weight-of-Reasons Framework Understanding the Framework Medical Products: The Complicated Business of Addressing Risks Applying the Framework Some Pointers in Using the Framework Use the Framework Organically Summary and Conclusion Key Terms and Concepts Case Applications Notes Chapter 2. Using Ethical Reasoning Introduction: Approaches to Ethics Utilitarianism Deontology: Rights and Duties Combining Utilitarianism and Deontology Virtue Theory Other Ethical Perspectives Summary and Conclusion Key Terms and Concepts Case Applications Notes Chapter 3. Thinking, Fast and Slow: Ethical Intuitions and Reasoning Introduction Fast Versus Slow Thinking in Ethics Self-Interest Ethical Intuitions Combining Fast and Slow Thinking: The Weight-of-Reasons Framework Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes PART II: THE ORGANIZATIONAL CONTEXT FOR ETHICAL DECISION-MAKING Chapter 4. Managing Social Influences on Ethical Decision-Making Introduction The Problem of Conformity Obedience to Authority Conformity Due to Groupthink Challenging Unethical Behavior in Organizations: Voice, Whistle-Blowing, and Exiting Applying the Weight-of-Reasons Framework to Close the Circle Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes Chapter 5. From Short-Term Fixes to Long-Term Solutions Introduction Building Learning Into Decision Processes Systems Thinking Both/And Thinking Moral Imagination Team Decision-Making Ethical Decision-Making and Uncertainty: The Incremental Approach Ethical Learning Spirals Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes Chapter 6. Building Ethical Organizations Introduction Ethics Programs Compliance-Based and Values-Based Ethics Programs Diversity Programs Ethics Programs and the Weight of Reasons Ethical Organizations Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes PART III: THE SOCIETAL CONTEXT FOR ETHICAL DECISION-MAKING Chapter 7. Legal Compliance and Beyond Introduction Legal Considerations and the Interests of Stakeholders Existing Laws That Protect the Rights and Interests of Stakeholders Ethics Means Going Beyond Compliance Approaches to Going Beyond Compliance Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes Chapter 8. The Role of Stakeholders in Ethical Decision-Making Introduction Stakeholders, Ethics, and Priorities Shareholder Theory Stakeholder Theory Does It Pay to Be “Good”? Managing Stakeholder Relationships Stakeholders and the Weight-of-Reasons Framework Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes Chapter 9. Ethics, Strategy, and Grand Challenges Introduction Addressing Grand Challenges Through Ethical Decision-Making Ethical Innovations to Address Grand Challenges: Three Approaches Summary and Conclusion Key Terms and Concepts Cases Related to the Reading Case Applications Notes PART IV: CASES Chapter 10. Cases Introduction Bayer: The Acquisition of Monsanto BP: The Big Oil Spill: What Went Wrong Dow–DuPont: The Bhopal Disaster Facebook: Privacy and the Public Interest Ford: Safety Recalls General Mills: Nutrition Google: Doing No Harm Google: Problems With Sexual Harassment Intel: Mobileye Mallinckrodt: The Opioid Crisis Merck and J&J: Problems With Consumer Safety Microsoft: Addressing Bribery VW: Dieselgate Walmart: Sustainability Wells Fargo: Can It Come Back? Whole Foods: Conscious Capitalism Further Readings Notes Glossary Index

About the Author :
Alfred A. Marcus is the Edson Spencer Endowed Professor in strategy and technological leadership in the Strategic Management and Entrepreneurship Department at the Carlson School of Management, the University of Minnesota, and the Technological Leadership Institute in the University of Minnesota’s Institute of Technology. He is the author of Innovations in Sustainability: Fuel and Food, published by Cambridge University Press in 2015 and the author of Strategies for Managing Uncertainty: Booms and Busts in the Energy Industry, published by Cambridge University Press in 2019. Innovations in Sustainability won the “Outstanding Book” award in 2016 for the ONE division at the Academy of Management. He was coeditor of a special 2011 fall issue of the California Management Review on regulatory uncertainty and the natural environment. From 1995 to 2001, he was chair of the Strategic Management and Organization Department at the Carlson School. He has consulted with numerous major corporations and has received grants from government agencies. Since 2006, he also has taught in the MBA program of the Technion Israel Institute of Technology. He received his bachelor’s and master’s degrees from the University of Chicago and his PhD from Harvard University. In 2005 and 2015, he won the outstanding teacher of the year award in the Carlson School MBA programs, and he has won a similar award at the Technion.