Internet e-ethics in confrontation with an activists' agenda: Yahoo! on trial

A prolonged confrontation between Yahoo! Inc. and French anti-racism activists who ask for the removal of Nazi items from auction sites as well as restricted access to neo-Nazis sites is analyzed. We present the case and its development up to the decision of Yahoo! Inc. to remove the items from yahoo.com following a French court’s verdict against the firm. Using a business ethics approach, we distinguish the legal, technical, philosophical and managerial issues involved in the case and their management by Yahoo! We conclude on the difficulty of governing relations with society from corporate and legal affairs departments at the headquarters level, and on the clash of two visions over the regulation of social freedom.E-business, e-ethics, auctions, legal compliance, internet regulation, freedom of expression, media crisis

Processes and consequences in business ethical dilemmas: The oil industry and climate changes

This paper proposes a framework to examine business ethical dilemmas and business attitudes towards such dilemmas. Business ethical dilemmas can be understood as reflecting a contradiction between a socially detrimental process and a self-interested profitable consequence. This representation allows us to distinguish two forms of behavior differing by whether priority is put on consequences or on processes. We argue that these forms imply very different business attitudes towards society: controversial or competitive for the former and aligned or cooperative for the latter. These attitudes are then analyzed at the discursive level in order to address the question of good faith in business argumentation, i.e. to which extent are these attitudes consistent with actual business behaviors. We argue that consequential attitudes mostly involve communication and lobbying actions aiming at eluding the dilemma. Therefore, the question of good faith for consequential attitudes lies in the consistency between beliefs and discourse. On the other hand, procedural attitudes acknowledge the dilemma and claim a change of the process of behavior. They thus raise the question of the consistency between discourses and actual behavior. We apply this processes/consequences framework to the case of the oil industry’s climate change ethical dilemma which comes forth as a dilemma between ‘emitting greenhouse gases’ and ‘making more profits’. And we examine the different attitudes of two oil corporations-BP Amoco and ExxonMobil-towards the dilemma.Business ethical dilemma, procedural rationality, consequential rationality, oil industry, climate change, Kyoto protocol

Can we develop responsible leaders?

Resumen: El autor sostiene que el desarrollo de "líderes globalmente responsables" es un imperativo categórico y presenta los desafíos que enfrentan las escuelas de negocios para desarrollarlos. Luego, estudia la posibilidad de extraer alguna lección de China y de Singapur, y finalmente, propone acciones alternativas para desarrollar líderes responsables

¿Podemos formar líderes responsables?¿Podemos aprender algo de China y Singapur?

The author proposes that the development of "globally responsible leaders" is a categorical imperative and develops what are the challenges faced by business schools to develop such leaders. Then, he explores whether some learning could possibly be drawn from China and from Singapore, and in the last part, he proposes alternative actions to develop responsible leaders.El autor sostiene que el desarrollo de "líderes globalmente responsables" es un imperativo categórico y presenta los desafíos que enfrentan las escuelas de negocios para desarrollarlos. Luego, estudia la posibilidad de extraer alguna lección de China y de Singapur, y finalmente, propone acciones alternativas para desarrollar líderes responsables

¿Podemos formar líderes responsables? ¿Podemos aprender algo de China y Singapur?

The author proposes that the development of "globally responsible leaders" is a categorical imperative and develops what are the challenges faced by business schools to develop such leaders. Then, he explores whether some learning could possibly be drawn from China and from Singapore, and in the last part, he proposes alternative actions to develop responsible leaders.El autor sostiene que el desarrollo de "líderes globalmente responsables" es un imperativo categórico y presenta los desafíos que enfrentan las escuelas de negocios para desarrollarlos. Luego, estudia la posibilidad de extraer alguna lección de China y de Singapur, y finalmente, propone acciones alternativas para desarrollar líderes responsables

Interview with Henri‐Claude de Bettignies

Purpose – An interview with Professor Henri‐Claude de Bettignies focusing on the development of China into a hugely influential world power and the opportunities and challenges facing western companies seeking to do business in China. Design/methodology/approach – An interview took place. Findings – Identifies the most significant problem areas and emphasizes the importance of cultural insight and need for careful selection of the best managers to send to China to ensure they can cope with uncertainty. Originality/value – Forecasts tensions and further calls for protectionism resulting from China's growing global presence and suggests three scenarios as to how Chinese society may evolve in the future

Béthel 61 : impressions d'un participant

Bettignies Henri-Claude de. Béthel 61 : impressions d'un participant. In: Bulletin de psychologie, tome 15 n°202, 1962. pp. 466-469

Maitriser le changement dans l'entreprise.

(Collection Insead013/190ERRORMULTIPLE26

Jianbao Questioning His Values? (A)

Jianbao, a conscientious middle manager at a state-owned enterprise, learns the ugly truth about the behavior of a trusted senior colleague, Ren, whom he once considered his mentor. Now, Jianbao must walk a fine line and find a way to balance his loyalty to Ren against the risks to the company, while also safeguarding his own career. He chooses to write a letter describing Ren’s misappropriations to the parent company’s Disciplinary Inspection Committee. This scenario is presented in Case A. In Case B, the approach backfires. Should he have handled the matter differently? Did he do the right thing but in the wrong way