- Opinion & Analysis
- Read Time: 7 min
Many executives talk about corporate reputation and brand as if they are one and the same. They are not, and confusing the two can lead to costly mistakes.
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Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?
New research indicates that there are five steps that can help business leaders increase CSR’s effectiveness as a lever for talent management.
The wave of corporate scandals symbolized by Enron Corp.’s downfall spurred federal and state authorities to clamp down on white-collar criminals. There are now more investigators, stiffer penalties and greater oversight for many corporate activities.
When companies act dishonestly, the psychological costs outweigh any short-term gains. Dishonesty ultimately decreases repeat business and increases worker turnover and employee theft. Degradation of a company’s reputation, adverse effects on employee values and increased surveillance of workers through expensive new systems eat at an organization’s health. The authors offer proof that honesty is still the best policy.
I am shocked,shocked to find that gambling is going on in here!” The disingenuousness of Captain Renault’s outrage in the movieCasablanca isn’t lost on the audience, who know that Renault knows exactly what has been going on in Rick’s Café.
For the past two decades, business leaders have focused exclusively on shareholder value. In a time of terrorism and corporate scandal, a much broader vision is imperative, as Yale School of Management Dean Jeffrey E. Garten explains.
In the wake of the past year's reports of numerous corporate misdeeds, relatively few businesses have thought about making substantive voluntary changes in their ways of working. And, among companies that have made changes, the actions are general rather than specific.
In this article, the authors make the case that corporate misdeeds are symptoms of a syndrome of selfishness that has taken hold of our business institutions, our societies and our minds. Drawing on history, literature, philosophy and management thinking, they argue that the syndrome is built on a series of half-truths — or fabrications — each of which has driven a debilitating wedge into society.
Accounting watchdogs have long warned that providing nonaudit services can compromise an auditor's independence. Now they have some numbers to support their case.
U.S. prosecutors are imposing giant fines and imprisoning managers when regulatory compliance problems arise. Know how to protect your company and yourself when a legal crisis hits.
How can managers improve the ethical quality of their decisions and ensure that their decisions will not backfire? The authors discuss three types of theories that will help executives understand how they make the judgments on which they base their decisions. By understanding those theories, they can learn how to make better, more ethical decisions.
When someone asks, “What is your bottom line?” few negotiators tell the truth. But how much bluffing is ok? Business negotiations law is infused with ethical considerations. Author G. Richard Shell outlines the basic elements of legal fraud, illustrating the evolving concepts with numerous cases in which negotiators have been penalized for what some consider merely unethical behavior. “An ethical sensibility, far from being a ‘luxury’ in business negotiations, may be a negotiator’s best counselor,” Shell writes.
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