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Volume 38 Winter 2018 Spring 2018
Volume 37 Winter 2017 Spring 2017 Summer 2017 Fall 2017
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Ethics and Social Responsibility
Helen Drinan: Giving voice to her values
Cynthia Alice Ingols, Mary Little Shapiro
May 19, 2010
Accepted in Volume: 31 Issue: 2 (Spring 2011)
In early 2006, Helen Drinan, Senior Vice President, Human Resources, Caritas Christi Health Care, Boston, received two sexual harassment charges against the organization’s CEO and President Robert Haddad. While she knew she was legally charged with acting, she faced a complicated situation: the hospital system is owned and operated by the Archdiocese of Boston with Cardinal O’Malley as the Chairman of the Board; and these charges came soon after the priest molestation cases which rocked the Catholic Church of Boston. In Case A, Drinan presented the well-documented results from an independent investigator into the sexual harassment charges against Haddad. Although Drinan’s investigator presented clear evidence as to Haddad’s guilt, the Cardinal decided to launch a second investigation, using the Church’s lawyers. Drinan, interpreting this action as a delaying or avoidance tactic, decided that she must act, even given the significant potential career-threatening consequences of doing so. Drinan decided to stand up to power and act on her values. But, what should she say, to whom and how should she frame this critical conversation? In Case B, students learn how Drinan acted in this tough, politically charged situation and the outcome of her actions. Keyword 1: implementation case Keyword 2: Giving Voice to Values
Stratton Auto
Margaret J Naumes, William Naumes
Aug 17, 2010
Accepted in Volume: 31 Issue: 2 (Spring 2011)
John Calhoun, one of two brothers who are the owners and senior managers of Stratton Auto, has been contacted by Tyler Mann, the owner of one of the firms that wholesales their unwanted used cars. Mann has informed Calhoun that he has been asked for a kickback to supply good condition used cars from Stratton Auto at a discount, by Blake Power, a Sales Manager at Stratton Auto. Mann also states that he had previously provided a small kickback for the purchase of one car, but Power was now asking for much more for several late model cars. Calhoun investigates the situation and is reminded of a similar incident that had occurred, where the guilty manager had been given a second chance after recanting his actions. Calhoun asks a senior Sales Manager for his reaction and advice. Calhoun questions the senior manager’s objectivity due to his social interaction with Power. After discussing the situation with his brother, who is attending a dealers convention out of state, John Calhoun confronts Blake concerning the situation. Blake admits to the facts as stated, but does not apologize for his actions. Calhoun is concerned that firing Power might be a problem since it is now close to Christmas. He is also concerned with the impact any decision will have on his employees. Both brothers pride themselves on their ethical, employee, and community oriented practices. The case concludes with Calhoun wondering what to do. Keywords, 1.Ethical decision making;2.Employee relations;3.Symptoms v. underlying problems;4.Organizational culture;5.Customer relations.
Striking at the Queen
Carolyn Conn, Kay Aundrea Guess
Sep 16, 2010
Accepted in Volume: 31 Issue: 2 (Spring 2011)
The focus of this case is a series of ethical dilemmas faced by three undergraduate students, in their pursuit of solutions to perceived mismanagement, financial misdeeds, and possible fraud by their university’s administrators. After Calvin Collins, Kent Russell, and Daniel Morris (who became known as the Tech-3) accidentally found confidential university payroll records discarded in a non-secure area, they took the records and their concerns to several administrators. Because they were rebuffed by university officials, the students “went public” to the news media and on to the state capitol. After their public cry for the resignation of the university president, the three students were put on probation and two of the three were arrested on criminal charges. University administrators attempted to break up the solidarity of the three students. After several months of “fighting the good fight,” several enticements were offered to Collins by a university trustee. Collins must decide whether to accept the enticements and persuade his friends they should give up their fight to improve conditions at the university. If they continue to demand change, they would be going against extremely challenging obstacles. The administration make it impossible for them to complete their degrees. Continuing their battle will involve much personal sacrifice. Was it time for the students to give up? Had they already gone too far?
Carolina Pad and the Bloggers
Steven Cox, Catherine Anderson, Bradley W. Brooks
Oct 12, 2010
Accepted in Volume: 31 Issue: 2 (Spring 2011)
April Whitlock, director of brand management for Carolina Pad, had received several requests for financial remuneration from Internet bloggers in exchange for their blogging about Carolina Pad products on their websites and other promotional options. The requests were for relatively small amounts (none more than $1000) that would be used for travel to upcoming blogger conferences. Whitlock believed that paying the bloggers’ travel expenses would offer her company a significantly higher rate of return on her promotional dollars than would advertising or other traditional forms of promotion. Whitlock felt the pressure of a difficult ethical dilemma. Assuming Whitlock is correct in her belief that funding the bloggers’ requests would offer Carolina Pad a significantly higher rate of return, the decision to agree to these requests centered on the ethical issues and not financial concerns. From an ethical perspective, this case requires at least two evaluations. The student must first assess the ethical concerns of funding the bloggers’ requests. The student must subsequently evaluate if those ethical concerns are significant enough not to fund the bloggers’ requests. ethics, social responsibility, corporate responsibitiy, new media, blogoshere
Mundell & Associates, Inc.: Resolving the Tensions in a Culture of Communion
John Begley Gallagher
Mar 24, 2011
Accepted in Volume: 31 Issue: 2 (Spring 2011)
Mundell & Associates is a family-owned, high tech service business that finds its purpose in the ideal of transforming the business into a community of persons characterized by mutual help and practicing all aspects of reciprocity. Founder and CEO, John Mundell, took his inspiration from the Economy of Communion (EOC), a worldwide social and economic experiment emphasizing a business model simultaneously committed to free market competition and to principles of Christian social thought. EOC challenged John to combine his passion for excellence in engineering, his concern for the environment and his own entrepreneurial instincts in service of an organizational mission with corporate social responsibility in its DNA. But John has always been uncertain about the force with which to articulate the company’s mission and values, particularly with new or prospective employees. His business has recently experienced some employee turnover which can become a crucial problem for such a high tech business, and he wonders if a stronger and clearer expression of mission and purpose might make things worse, or better.
The Carlson Company and Global Corporate Citizenship: The protection of children in the tr
H. Richard Eisenbeis, Robyn Linde
Apr 18, 2011
Accepted in Volume: 31 Issue: 2 (Spring 2011)
This case considers the decision-making process of Marilyn Carlson Nelson, CEO and president of Carlson Companies, a global marketing, travel and hospitality company, as she weighed the companies’ commitment to preventing child sex trafficking against a lucrative business opportunity in an area of Costa Rica notorious for child trafficking. Marilyn was faced with the decision of whether Carlson should expand its Regent hotel chain into an area blighted by child prostitution, much of it driven by powerful hostile stakeholders and tourist demand, or abandon the project altogether. Given that Carlson Companies has taken a leadership position in the travel and tourism industry, the issue becomes whether Carlson should expand into an area blighted by child prostitution. Will it be possible for a Regency hotel in Papagayo to simultaneously be profitable and still allow Carlson to fulfill its obligation to prevent child sex tourism?
Tara Lyn Ceranic
May 13, 2011
Accepted in Volume: 31 Issue: 2 (Spring 2011)
Ken Grossman walked into Bill Bales’ office hoping to find an answer. Grossman, the owner of Sierra Nevada Brewing Company was considering the new reality that he was facing, and he brought the dilemma to Bales, his CFO. Grossman had made a commitment to environmental sustainability, the overriding cultural norm of his organization. Initially, the decision to install the five-phase solar array was made expecting California to provide tax incentives that would save the company a substantial amount of money on the installation. Grossman had received word that the company had run up against the “cap” for the State of California, which meant that they would no longer receive any subsidies for green power installments. With one phase of the installation yet to go, the question of possibly putting the money elsewhere kept nagging at Ken. Previous incentives meant the return on their environmental investments had always been fairly rapid, which enabled the company to continue aggressively pursuing their dedication to preserving the natural environment. Now, however, what to do? Finishing the solar array would be costly. Time to payback more than doubled from seven years to fifteen without the incentives from California State. As it stood, the brewery was light years ahead of industry standards and had completed the installation of the majority of the array. Corporate social responsibility, Environmental responsibility, Green technologies, Ethical decision-making
Not-for-Profit and Social Work
Barnaba Institute
John A Seeger, Marie Rock
Mar 14, 2011
Accepted in Volume: 31 Issue: 2 (Spring 2011)
Frank N. Barnaba had over thirty years experience in rescuing people from sex trafficking situations. He had founded a non-profit, CORP, for that purpose several decades ago, to serve New York City and outlying areas. After being asked to concentrate on fundraising for the non-profit by the Department of Justice, with a reduced role in education, Barnaba resisted and then decided to retire from CORP in 2006. As an alternative, he and some friends co-founded a small non-profit organization, the Barnaba Institute, to educate communities and society in general about domestic human trafficking and to provide outreach and rescue services to people who wanted to escape. Barnaba’s friends wanted to capture his knowledge and expertise so that others could be taught how to rescue victims of sex trafficking. This case describes the background of Frank N. Barnaba; how he came to rescue runaways and prostitutes from sex trafficking; and how he started another non-profit that would suit his needs and those of the target population. The case illustrates some of the growing pains of the Barnaba Institute, including revenue generation; reliance on volunteers; and public education about domestic sex trafficking and child prostitution. The case describes the strategies being used by the organization’s staff and board of directors to accomplish the organization’s mission and goals. It also addresses barriers to fundraising, including public distaste for the subject of domestic sex trafficking.

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