Content about Business ethics

March 26, 2012
The Global Mindset

Professionals who lived abroad for several years have learned to develop a global mindset the hard way, often experiencing painful failures, being forced to re-evaluate the way they approach foreign markets. Training employees and giving them the tools needed to develop the global mindset needed to succeed prior to engaging in international endeavors is by far the most effective way to conduct international business and retain employees.

By Valerie Berset-Price

February 20, 2012
Best Practices: T&D for Global JVs and M&As

Between 50 and 70 percent of international joint ventures (IJVs) fail, yet the number of IJVs, mergers, and acquisitions continues to increase. It is estimated that companies are making a combined investment of upward of $500 billion a year in these high-risk/high-reward ventures. What must not be overlooked is the role Training and Development can play in increasing the likelihood that these ventures will be more rewarding and less risky.

By Neal Goodman, Ph.D.

Between 50 and 70 percent of international joint ventures (IJVs) fail, yet the number of IJVs, mergers, and acquisitions continues to increase. It is estimated that companies are making a combined investment of upward of $500 billion a year in these high-risk/high-reward ventures. What must not be overlooked is the role Training and Development can play in increasing the likelihood that these ventures will be more rewarding and less risky. Here is one current example:

December 15, 2011
Ethical Lessons from the Penn State Case

Penn State’s story of bad decisions and bad behavior sparked a national debate about personal moral conduct and the school’s perceived institutional failure to do the right thing. Since none of us are immune from acting unethically, what can we do to ensure our workplaces are not caught in our own failures of judgment, of action, and of inaction?

By Darnell Lattal, Ph.D., CEO and President, Aubrey Daniels International (ADI)

Penn State’s story of bad decisions and bad behavior sparked a national debate about personal moral conduct and the school’s perceived institutional failure to do the right thing. There were tremendous failures of judgment, of action, and of inaction. Since none of us are immune from acting unethically, what can we do to ensure our workplaces are not caught in our own failures of judgment, of action, and of inaction?

November 17, 2011
Insightful Ethics Training Can Be a Game Changer

With a tone at the top that reinforces the importance of a strong ethical culture, and employees who have participated in relevant and engaging ethics training, companies can take a significant step toward greater profitability and long-term success.

By Pat Quinn, Managing Director, and Pamela Verick, Director, Protiviti Inc.

During prosperous economic times, ethical business principles may be overlooked when the next moneymaking deal seems right around the corner. When cash is flowing, few extol the virtues of a strong corporate culture and how it contributes to long-term business success. Yet, many learn in hindsight the value of these principles.

October 12, 2011
Anti-Bribery Training Is Key

Anti-bribery courses are an annual requirement for most large organizations, particularly now as legislators focus on offenses even more intently. Considering your average employee takes an anti-bribery course once a year, how do you ensure this hot topic receives the same level of attention from your busy employee as it currently receives from legislators?

By Matt Plass, Interactive Services’ Chief Learning Officer

In 2007, there were 38 prosecutions under the Foreign Corrupt Practices Act (FCPA). Know how many prosecutions we saw in 2010? Almost double the 2007 figures with 74 prosecutions in 2010—not including 150 investigations that are still open.

July 20, 2011
A New Paradigm for Stakeholder Engagement

Whether they are customers, sales partners, or employees, all are looking for relationships with organizations they can trust, organizations that care, organizations that align with their values. Too often, the real story is that businesses view people as a means to their profit end rather than as stakeholders in creating shared value, according to Mary Beth McEuen, author of “The Game Has Changed: A New Paradigm for Stakeholder Engagement” white paper.  A new framework for stakeholder engagement is needed—a framework anchored in the latest research relative to human drives and behavior.

By Mary Beth McEuen

The game has changed.