The Internet, Intel and the Vigilante Stakeholder

The Internet furore over Intel's flawed Pentium chip provides an important case study of the ethical ambiguity of internet communications and the legitimacy of certain forms of "electronic activism". Joseph Badaracco, Jr., is John Shad Professor of Business Ethics at the Harvard Business School and his co-author is a former Research Associate at Harvard and currently on the editorial staff of Inc . magazine.     

AN EVALUATION OF PROCESS‐ORIENTED SUPPLY CHAIN MANAGEMENT FRAMEWORKS

Supply chain management (SCM) is implemented by integrating corporate functions using business processes within and across companies. Several process‐oriented frameworks for SCM have been proposed but only two of these provide sufficient detail to enable implementation. We evaluate the Supply‐Chain Operations Reference (SCOR) framework and The Global Supply Chain Forum (GSCF) framework using four criteria and identify their relative strengths and weaknesses.     

通向市场的新道路

对于传统的市场营销人员来说,组织本身即意味着架构:不同的产品、销售渠道和客户群。但对于新型的营销组织而言,在瞬息万变的市场环境中,传统的架构已经不能推动价值的攀升     

韩国海关预约审价安排（一）

企业所采用的估价方法可否同时被海关和税务两个机构所接受，是否存在一种方法，同时适用于海关部门和税务机关？韩国海关在预约审价安排政策上所做的工作，为问题的破解作了积极的尝试。     

Whistle-Blowing for Profit: An Ethical Analysis of the Federal False Claims Act

This paper focuses on the 1986 Amendments to the False Claims Act of 1863, which offers whistle-blowers financial rewards for disclosing fraud committed against the U.S. government. This law provides an opportunity to examine underlying assumptions about the morality of whistle-blowing and to consider the merits of increased reliance on whistle-blowing to protect the public interest. The law seems open to a number of moral objections, most notably that it exerts a morally corrupting influence on whistle-blowers. We answer these objections and argue that the law is not objectionable on these grounds. Since there are no compelling moral objections to the law, it is appropriate and acceptable to judge the law in terms of its economic costs and benefits. We assess the most salient of these and conclude that the benefits outweigh the costs. We suggest that a mechanism similar to the Act should be considered for protecting stockholders’ interests in the private sector. We conclude by making several proposals for improving the existing legislation. The authors' names are listed in alphabetical order. An earlier version of this paper was presented to the Society for Business Ethics August 2004.     

Wirksame Unterstützung: Strategische Kontrolle mit dem Analytic Hierarchy Process

Zusammenfassung  Die Zukunft ist ungewiss und wird von vielen Entscheidern unterschiedlich bewertet. Wie k?nnen wir zukünftige Entwicklungen für die t?gliche Arbeit in der Gesch?ftswelt handhabbar machen? Hilfen bietet ein Entscheidungsprozess, der die Analytic Hierarchy Process-Methode via Internet verwendet. Wie er genutzt werden kann, um Gesch?ftstrends der Zukunft im Hinblick auf heute f?llige Entscheidungen auszuwerten, zeigt ein Beispiel aus dem Schweizer Bankensektor. Dr. Holger Lütters Kompetenzbereichsleiter Informations- und Projektmanagement an der Kalaidos Fachhochschule in Zürich Dipl.-Kfm. J?rg Staudacher Externer Doktorand am Lehrstuhl für innovatives Markenmanagement der Universit?t Bremen     

Common Thread: The Impact of Mission on Ethical Business Culture. A Case Study

What is the impact of mission on ethical business culture? This question was analyzed through a qualitative case study of a large nonprofit organization in the human services industry with a solid history of ethical business practices and consistent use of a values-based decision-making model. This research explored ethical decision making, ethical business culture, and congruence between enacted and espoused institutional values. Institutional values were identified, and the following pair of research questions was examined: To what extent were incongruent values found between espoused and enacted values? To what extent did incongruent values impact the ethical business culture? Incongruent enacted values were present in the culture, but negative impact was diminished by a larger number of congruent enacted values. Additional findings revealed that an intense commitment to the mission by all employees was the common thread that wound throughout the organization’s ethical business culture and essentially abrogated the undesirable effects of incongruent and negative values.