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Re-Imagining a Working Definition of Spirituality

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The strategic leadership of ethical behavior in business can no longer be ignored. Executives must accept the fact that the moral impact of their leadership presence and behaviors will rarely, if ever, be neutral. In the leadership capacity, executives have great power to shift the ethics mindfulness of organizational members in positive as well as negative directions. Rather than being left to chance, this power to serve as ethics leaders must be used to establish a social context within which positive self-regulation of ethical behavior becomes a clear and compelling organizational norm and in which people act ethically as a matter of routine. This article frames the responsibility for strategic leadership of ethical behavior on three premises: (1) It must be done - a stakeholder analysis of the total costs of ethical failures confirms the urgency for ethics change; (2) It can be done - exemplars show that a compelling majority of an organization's membership can be influenced to make ethical choices; (3) It is sustainable-integrity programs help build and confirm corporate cultures in which principled actions and ethics norms predominate.
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Is business ethics a contradiction in terms? Absolutely not, says Robert Solomon. In fact, he maintains that sound ethics is a necessary precondition of any long-term business enterprise, and that excellence in business must exist on the foundation of values that most of us hold dear. Drawing on twenty years of experience consulting with major corporations on ethics, Solomon clarifies the difficult ethical choices all people in business face. He uses an "Aristotelian" approach to remind readers that a corporation--like an individual--is embedded in a community, and that corporate values such as fairness and honesty are meaningless until transformed into action. Without a base of shared values, trust and mutual benefits, today's national and international business world would fall apart. In keeping with his conviction that virtue and profit must thrive together, Solomon both examines the ways in which deficient values actually destroy businesses, and debunks the pervasive myths that encourage unethical business practices. Complete with a working catalog of virtues designed to illustrate the importance of integrity in any business situation, this compelling handbook contains a gold mine of wisdom for either the small business manager or the corporate executive struggling with ethical issues.
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Companies in increasing numbers are measuring customer loyalty, employee satisfaction, and other nonfinancial areas of performance that they believe affect profitability. But they've failed to relate these measures to their strategic goals or establish a connection between activities undertaken and financial outcomes achieved. Failure to make such connections has led many companies to misdirect their investments and reward ineffective managers. Extensive field research now shows that businesses make some common mistakes when choosing, analyzing, and acting on their nonfinancial measures. Among these mistakes: They set the wrong performance targets because they focus too much on short-term financial results, and they use metrics that lack strong statistical validity and reliability. As a result, the companies can't demonstrate that improvements in nonfinancial measures actually affect their financial results. The authors lay out a series of steps that will allow companies to realize the genuine promise of nonfinancial performance measures. First, develop a model that proposes a causal relationship between the chosen nonfinancial drivers of strategic success and specific outcomes. Next, take careful inventory of all the data within your company. Then use established statistical methods for validating the assumed relationships and continue to test the model as market conditions evolve. Finally, base action plans on analysis of your findings, and determine whether those plans and their investments actually produce the desired results. Nonfinancial measures will offer little guidance unless you use a process for choosing and analyzing them that relies on sophisticated quantitative and qualitative inquiries into the factors actually contributing to economic results.
Boeing Pays Ongoing Price for Ethical Misconduct Chicago Tribune
  • Susan Chandler
Susan Chandler, " Boeing Pays Ongoing Price for Ethical Misconduct. " Chicago Tribune, December 8, 2003. http://www.smartpros.com/ x41674.xml (accessed January 4, 2004). 23. Maitland, 9.
Will Sarbanes– Oxley Improve Ethics? Strategic Finance
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Curtis C. Verschoor, " Will Sarbanes– Oxley Improve Ethics? " Strategic Finance (March 2004): 15 – 16.
Profits from the Righteous Path
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Cindy Moeckel, " Can Business Ethics Be Measured? " Integrity: The Letter to the KPMG Business Ethics Institute ( Winter 1997): 1, 4. 6. R. Simons, Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (Boston: Harvard Business School Press, 1995).
Ferreting Out Fraud: The Dow Chemical Company's Success Story Strategic Finance
  • Paul Zikmund
Paul Zikmund, " Ferreting Out Fraud: The Dow Chemical Company's Success Story. " Strategic Finance (April 2003): 29–32.
Integrity: The Letter to the KPMG Business Ethics Institute
  • Cindy Moeckel
Cindy Moeckel, "Can Business Ethics Be Measured?" Integrity: The Letter to the KPMG Business Ethics Institute ( Winter 1997): 1, 4.
Top Ethics Officers Say They Don't Train Their Boards in Ethics
  • Stuart Gilman
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  • Frank Navran
  • Jerry Brown
Stuart Gilman, Patricia Harned, Frank Navran, and Jerry Brown, "Ten Things Your Company Can Do to Avoid Being the Next Enron," Ethics Resource Center, September 26, 2002, http://www.ethics.org/10things.html. 10. SmartPros. June 18, 2003. Top Ethics Officers Say They Don't Train Their Boards in Ethics, January 4, 2004. http://www.smartpros.com/ x38717.xml. 11. Dennis Sullivan, "Measuring the Cost of Change." APICS-The Performance Advantage (November 1995): 24 -28. 12. Association of Certified Fraud Examiners. Report to the Nation: Occupation Fraud and Abuse. Austin: Texas, 2002. 13. Association of Certified Fraud Examiners, 12.
Ferreting Out Fraud: The Dow Chemical Company's Success Story
  • Paul Zikmund
Paul Zikmund, "Ferreting Out Fraud: The Dow Chemical Company's Success Story." Strategic Finance (April 2003): 29-32.
Will Sarbanes-Oxley Improve Ethics
  • Curtis C Verschoor
Curtis C. Verschoor, "Will Sarbanes-Oxley Improve Ethics?" Strategic Finance (March 2004): 15 -16.
Boeing Pays Ongoing Price for Ethical Misconduct
  • Susan Chandler
Susan Chandler, "Boeing Pays Ongoing Price for Ethical Misconduct." Chicago Tribune, December 8, 2003. http://www.smartpros.com/ x41674.xml (accessed January 4, 2004).