Compliance and ethics programs: competitive advantage through the law

This paper aims to address whether deploying compliance and ethics programs will assist US organizations in implementing the internal mechanisms necessary to achieve a competitive advantage from the law. My focus will be on the US legal system, as the corporate compliance and ethics programs examined are based on mitigation provisions contained in the US Federal Sentencing Guidelines. In particular, I propose that organizations can attain a sustainable competitive advantage from the law by considering the following questions: Do compliance and ethics programs assist organizations in achieving a better understanding of the law? Are compliance and ethics programs a cost-effective approach for coping with an organization’s legal issues? Can compliance and ethics programs aid organizations by preventing these legal issues from occurring in the future? Will compliance and ethics programs support organizations in reframing legal issues as business opportunities?     

A Corporate Culture Pattern to Manage Business Ethics

Within the general frame of proposals for an adequate management of business ethics, this paper is based on the vision of corporate culture as a pattern to achieve such purpose. If we consider ethics as a specific value of corporate culture, we may resort to the mechanism of cultural change and implementation in order to manage ethics. Despite the difficulties it entails in terms of time and money investment, this procedure is one of the safest ways to reach ethical values which are known, shared and then practiced by all the members of a corporation, whatever the category. From this central standpoint, and basing ourselves on our own proposal for the management of culture, we shall describe which specific steps must be taken in order to achieve a set of ethical values which are both realistic and furthermore shared by all collaborators of an organization.     

An organizational climate regarding ethics: the outcome of leader values and the practices that reflect them

In this article, we argue that the organizational climate regarding ethics — the shared perception of what is ethically correct behavior and how ethical issues should be handled within an organization — is an outgrowth of the personal values and motives of organizational founders and other early organizational leaders. We begin by arguing that one common label for the climate regarding ethics construct — “ethical climate” — is inappropriate. We also argue that climate regarding ethics has an impact on organizational outcomes, including organizational outcomes that do not have explicit ethical components. We propose that this impact largely occurs through the mediating mechanisms of organizational cohesion and morale. We conclude by discussing the variety of antecedents and outcomes related to climate regarding ethics.     

über die Wertsch?tzung der Wertsch?tzung in Organisationswelten. Oder: Wie man sein Glück in der Arbeit verspielen kann

In this text a point of view is criticized, which the researchers and consultants Mirko Zwack, Audirs Muraitis an Jochen Schweitzer-Rothers argue for in their article published in OSC 4/2011. They say, a personal appreciation cannot be expected in organizations. This text holds the opposite point of view: Without mutual appreciation neither an organization cannot functioning well nor members can be satisfied. Such appreciating construction of reality in organizations needs to integrate knowledge according of ethics, happiness, organization as an interacting system, power and play.     

A Corporate Culture Pattern to Manage Business Ethics

Within the general frame of proposals for an adequate management of business ethics, this paper is based on the vision of corporate culture as a pattern to achieve such purpose. If we consider ethics as a specific value of corporate culture, we may resort to the mechanism of cultural change and implementation in order to manage ethics. Despite the difficulties it entails in terms of time and money investment, this procedure is one of the safest ways to reach ethical values which are known, shared and then practiced by all the members of a corporation, whatever the category. From this central standpoint, and basing ourselves on our own proposal for the management of culture, we shall describe which specific steps must be taken in order to achieve a set of ethical values which are both realistic and furthermore shared by all collaborators of an organization. This revised version was published online in July 2006 with corrections to the Cover Date.     

Working Adults and Personal Business Ethics in South East Asia: a Comparative Study in Thailand and Vietnam

Global leaders and managers have been facing new challenges in the twenty-first century since globalization has created a much more integrated and borderless business environment. One of the key issues that they constantly deal with is business ethics. The global economy has made ethical issues become more complex and challenging. Businesses nowadays face urgent demands to act ethically and responsibly. In order for global leaders and managers to manage such a cultural diverse and complex workforce, they must have the ability to understand these complex issues and act ethically. They also need to possess adequate leadership skills to lead an ethical organization in a multinational environment. Thus, understanding and recognizing the cultural differences as well as the ethical standards of people in different countries are critical to the success of global leaders and managers. The purpose of this study is to investigate the perception of working professionals on business ethics in the two high-context cultures in South East Asia: Thailand and Vietnam. Using the Univariate Analysis of Variance method and adopting the widely-used Clark and Clark’s Personal Business Ethics Scores (PBES) measure, this study will compare the level of ethical maturity of the respondents based on a variety of variables including gender, business law course taken, code of conduct, ethics training, and government work experience. The authors will provide a thorough literature review on business ethics as well as the current ethical issues, i.e., bribery and corruption, in the two countries, together with practical suggestions and implications for educators, managers, and employees.     

传统中国式治理的几个特点

传统中国式治理的特点,表现为以群体利益为本位的人本思想,以伦常道德为核心的伦理治理,以血缘、乡谊为纽带的治理组织。在当代中国,传统中国式治理仍然显示出强大的生命力。结合中国文化特点和现代化社会的要求对传统的中国式治理加以改造,对构建中国特色的公司治理模式无疑具有重要的现实意义。     

New contributions from old sources: Recovering Barnard’s science and revitalizing the Carnegie School

Scholars have called for the Carnegie School to revisit fundamental ideas such as decision, behavioral plausibility (Gavetti, Levinthal, & Ocasio, 2007, p. 531), and the individual (Cohen, 2007). In essence, these calls urge greater realism, beyond the School’s founding concepts such as satisficing and bounded rationality, which differentiated organization science from economics. This paper argues that revisiting the School’s ties to Chester Barnard advances work along these lines because of Barnard’s experiential method and his findings on the subjective and objective nature of, and on the personal and impersonal forces entailed in, organization. The paper begins by discussing the insufficient recognition of the School’s ties to Barnard and the emphasis on Herbert Simon’s translation of Barnard at the expense of the original Barnard. Then, based on Barnard’s unpublished and lesser known works (O’Connor, 2012, p. 112–170), it shows the scope and depth of Barnard’s contributions: a new “organic applied social science” (Barnard’s phrase, Wolf, 1995a) founded on a subjective relationship to scientific knowledge and ordinary action that Barnard called “personal responsibility.” Likewise, this science emerged from Barnard’s relationship to his own experience, specifically, his pursuit of a science to explain his and others’ experience of organization.     

The contribution: Case study and teaching note

Huntington University has depended on its tuition for most of its operations and thus was not prepared for the gift it was about to receive. After considerable discussion at the Board of Visitors meeting of Huntington's School of Management about the importance of ethics in the curriculum, one retiring corporate head, Dan Jordan, challenged the school to make a significant effort to assume responsibility for the ethical qualities of its graduates. Jordan offered the school its largest contribution ever—which he restricted to the area of ethics. The dean of the college of management, Peter McElroy, now faced an enviable problem: how to spend the income from this gift in a way that conformed to the wishes of the donor and best served the needs of his college.     

Unsicherheiten im Beratungsdiskurs

Uncertainties in discourses of consulting. Why consultees need philosophy — pragmatism for exampleThe author demonstrates, in which way the pragmatism, particularly the philosophy of John Dewey with his aspects of epistemology, theory of acting, theory of learning, theory of democracy and ethics, can help, how people in organisations can learn to act intelligently and successfully in processes of consulting, although just today uncertainties are wide-spread.     

Does It Pay to Be Moral? How Indicators of Morality and Competence Enhance Organizational and Work Team Attractiveness

Based on a social identity analysis, the authors argue that people are attracted to teams and organizations with positive features. Such features can refer to the competence and achievements of the organization, or to its moral values and ethical conduct. However, in work contexts, ethics and achievements do not necessarily go together. The paper reports three studies that examine the relative and combined impact of perceived competence vs morality of a team or organization on its attractiveness to individuals. Study 1 (n = 44) reveals that students prefer to seek employment in a moral rather than a competent organization, when forced to choose between these organizational features on a bipolar scale. Study 2 (n = 100) replicates these findings in a design where the competence and morality of a fictitious organization were manipulated orthogonally. Study 3 (n = 89) examines responses to experimental task teams that systematically differed from each other in their competence and morality. Results of all three studies converge to demonstrate that the perceived morality of the team or organization has a greater impact on its attractiveness to individuals than its perceived competence. The authors discuss the theoretical and practical implications of these findings.     

Organization of the planning department in a divisionalized concern

This article is based upon an assignment carried out by the author concerned with organization for planning in a company formed as a result of a merger. Possible organizational solutions are discussed and the recommendations of the author and his colleague outlined.     

任勇:把企业做“小”

避免出现"大企业病"和官僚作风"怎么能这样?!"东风日产乘用车公司副总经理任勇在电话中生气地说道,"任何员工,哪怕他是扫地的,都有权利随时进出这个门!"这位在商场历练多年,脾气耿直、雷厉风行但性情温和的老总,脸上浮现出少有的怒容。此时,他正在外地出差。     

Managed care information needs: a summary perspective

The key to survival in managed care is management of financial risk. You need to know what is in your contract and what you are obligated to do for which population during which period. Information systems can be an enormous help in managing managed care contracts and the financial risks they entail, but poorly selected and configured information systems will do little good for the organization that licenses them. The most important activity of a physician executive who is moving his or her organization into managed care contracting is to lead the process to define the functional requirements for information the organization will need to manage managed care contracts successfully.     

Leading an organization through change. Interview by Barbara J. Linney

Robert Jamplis, MD, FACPE, has been President and CEO of the Palo Alto Medical Foundation for the past 30 years. During those years, he has led his group through many of the changes that are just occurring in other medical group practices--movement away from long hospital stays and toward large integrated health care systems. In an interview conducted late in 1994, the author asked Dr. Jamplis to describe the major changes that have taken place in his organization during his tenure and the leadership skills he used to make them happen. His comments are summarized in the following report.     

Building an integral metatheory of management

The increasing fragmentation of organization theory seems not to be responding to the challenges and complexities of organizations and society. This article contends that integral theory can make an important contribution to our discipline and presents a metatheory that integrates all previous organizational knowledge in an integral, balanced and non-marginalizing framework. Using metatriangulation techniques it reviews management and organization theories, classifies them according to their underlying paradigms and integrates them in a new metatheory. The resulting theory called “3D Management” maintains that there are 3 basic and irreducible dimensions of management: science, arts and ethics which refer respectively to the techno-economical, the aesthetic-emotional and the moral aspects of organizational reality. The fourth management dimension, the spiritual dimension, integrates the Big Three in an essential unit and strives for unity and meaning. An assessment of the theory and a concluding discussion of its contributions and potential applications is provided.     

Strategic planning—Which style do you need?

Strategic planning is now a large and diverse activity practised in many different kinds of organizations. This article provides an overview of the field with a summary of the five main schools of thought each with its own business philosophy and a range of practical approaches and techniques. These basic styles are concerned with planning as a central control system, a framework for innovation, an organizational change process, a political activity, and a way of exploring the future. Most planning systems have a dominant style or focus and this emphasis needs to be adjusted in response to changes which are occurring continually in the organization and in the external environment. The article is designed to help the senior manager or corporate planner to assess the state of planning in his organization and to see where there are important gaps in the enterprise's capability for planning which might be filled by the launching of new initiatives. The article also offers an agenda of approaches for consideration by the executive who wishes to move his enterprise from a conventional 5-year planning and budgeting system towards a more comprehensive process of managing organizational change and development.     

Business Ethics as Practice

In this article we develop a conceptualization of business ethics as practice. Starting from the view that the ethics that organizations display in practice will have been forged through an ongoing process of debate and contestation over moral choices, we examine ethics in relation to the ambiguous, unpredictable, and subjective contexts of managerial action. Furthermore, we examine how discursively constituted practice relates to managerial subjectivity and the possibilities of managers being moral agents. The article concludes by discussing how the ‘ethics as practice’ approach that we expound provides theoretical resources for studying the different ways that ethics manifest themselves in organizations as well as providing a practical application of ethics in organizations that goes beyond moralistic and legalistic approaches.     

Organisieren. Was geschieht da und wie kann man es beeinflussen?

Five new publications are reviewed in this article. In his monograph Ortmann illustrates how organizations deal with morals. The functioning of human service organizations is the focus of the new omnibus volume by Thomas Klatetzki V. Ameln, Kramer and Stark critically analyse the performance of organization development. The group dynamic community takes a look at organization dynamics and Weick and Sutcliffe propose how the unexpected can be managed.     

Hold or fold?

This article examines some of the problems of the health care organizations we serve and that support us. While external problems can besiege an organization, the fundamental building block for success is to develop physician buy-in and a well-functioning team. The author describes how his IPA failed because the physicians in his organization didn't bond sufficiently, and for a sustained period, to carry out business operations. What are the warning signals that might help you decide whether to stay or move on? An IPA must have: (1) A clearly articulated vision of what success will look like, one that is accepted by its members; (2) effective leadership; (3) clear evidence of adaptability and flexibility; (4) financial stability; and (5) good data available to physicians. There can be other evidence of trouble you need to watch for. In some areas, hospitals and health plans are hostile to physician initiatives. Don't rely on politically motivated decisions--they are too easily changed. If you plan to be a leader for your physician organization, focus on creating or revising the internal architecture of the group.