1 Apr 2011
The April 2011 issue of the Harvard Business Review focuses on understanding and learning from failure. One article, " Good people often let bad things happen. Why?" by Max H. Bazerman and Ann E. Tenbrusel, features the five barriers to an ethical organization and confirms once again just how dangerous silence and hidden bias can be to corporations of any size.
categories: Corporate Culture
17 Nov 2010
"Many people have argued that America has lost its moral compass, that we have what amounts to an ethics crisis in the country. They claim that we have become or are in danger of becoming a society that is self-centered, inward-focused, and uncaring about the plight of the rest of the world."
categories: Corporate Culture
28 Oct 2010
There is no doubt that greater transparency is coming to the independent or social sector — also known as the non-profit sector. But, meaningful openness and transparency are still not well understood even by those who proselytize their benefits.
categories: Corporate Culture
18 Sep 2010
The foundation of any ethics and compliance program is the code of conduct.
categories: Corporate Culture, The Character of Management
5 May 2009
To be sure, public trust is declining, not only within companies, but across many of our institutions—government, the news and other media, nonprofits, the major professions and educational institutions—but the focus of our concern here is the eroding trust of employees in their own companies and their leadership.
categories: Corporate Culture
27 Apr 2009
The unwillingness of employees to report misconduct or volunteer their good ideas for helping their companies to improve products and services lies in their lack of trust that good will come from speaking up. Their mistrust, as Detert and Edmonson found, may be a result of their own personal experience, their knowledge of the negative consequences suffered by others who spoke up, or a culture of collective myths, which may be rooted in fact or only in their fears.
categories: Corporate Culture
9 Apr 2009
In our first blog (January 1, 2008), we asked, Why do employees continue to remain silent in the face of corporate ethical lapses? We cited data from the Ethics Resource Center’s 2007 National Business Ethics Survey which found that more than half (56%) of employees witnessed what they believed to be serious misconduct in the previous twelve months, and nearly half of them (42%) refused to report that misconduct to anyone.
categories: Corporate Culture
20 Feb 2009
New research by Wharton School Management Professor Maurice Schweitzer and three colleagues documents how ambitious corporate goal setting can cause more harm than good. Moreover, he concludes that not only is it overprescribed but it helps to drive destruction of an organization's ethical culture increasing risk and corruption.
categories: Corporate Culture
