Cover image for Ethics and corporate social responsibility : why giants fall
Ethics and corporate social responsibility : why giants fall
Sims, Ronald R.
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Publication Information:
Westport, Conn. : Praeger, 2003.
Physical Description:
vi, 318 pages ; 25 cm
Ethical business missteps: the former and current state of affairs -- The nature of business and managerial ethics -- Understanding corporate citizenship: social responsibility, responsiveness, and performance -- A stakeholder approach to socially responsible and ethical behavior -- Why unethical behavior occurs in organizations -- Unethical behavior in action: Beech-Nut, E.F. Hutton, and the Case of John Gutfreund at Salomon Brothers -- Enron: how a failure of leadership, culture, and unethical behavior brought a giant to its knees -- Making sense of stakeholder culpability in the Enron demise -- Ethical turnaround in action: Warren Buffett at Salomon Brothers -- Institutionalizing ethics: a proactive approach to countering unethical behavior -- Developing and maintaining ethical employee-employer relationships -- Restoring ethics consciousness to the workplace.
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HF5387 .S569 2003 Adult Non-Fiction Non-Fiction Area

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Ethical failures are rooted in leadership failure, the lack of a corporate culture in which ethical concerns have been integrated, and unresponsiveness to key organizational stakeholders. This book seeks to enhance our understanding of the causes of ethical debacles in an era when ethical missteps can often lead to corporate bankruptcies or worse. Sims offers practical solutions for mitigating damage and preventing such problems from happening in the first place. He also explains how to institutionalize ethics throughout an organization.

Sims asserts that organizations wishing to behave ethically must do more than harbor good intentions. Such companies must implement policies that inculcate the corporate culture with ethical values. They must also commit to ethical behavior in all interactions with internal and external stakeholders, including investors, customers, employees, and the community.

Author Notes

Ronald R. Sims is the Floyd Dewey Gottwald Senior Professor in the Graduate School of Business at the College of William and Mary

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Sims (business, College of William and Mary, and author of 20 books) believes that ethics in business can be restored by establishing a culture of doing the right thing, creating a climate for whistle-blowing, providing a forum for dialogue and good moral conversation, getting leadership commitment, recognizing unethical behavior, and institutionalizing good ethical behavior. Sims comes to these conclusions after analyzing ethics research and studying the ethical impact of major corporate stakeholders, such as boards of directors, management, nonmanagerial employees, stockholders, analysts, auditors, governments, local communities, and the general public. Sims also discusses why unethical behaviors occur by focusing on Kohlberg's theory of moral development, locus of control, groupthink, and stress. Case studies on Enron, Beech-Nut, E.F. Hutton, and Salomon Brothers follow. Two large chapters are devoted to Enron. The Salomon Brothers case includes details of its ethical problems and its ethical turnaround. Tim Hatcher's Ethics and HRD (CH, Jan'03) provides a more global, environmental, and technological perspective. Sims's book is well referenced with occasional tables showing corporate time lines, theories, and stakeholders. ^BSumming Up: Recommended. Business professors, undergraduate and graduate students, and practitioners. G. E. Kaupins Boise State University

Table of Contents

Acknowledgmentsp. vii
Chapter 1 Ethical Business Missteps: The Former and Current State of Affairsp. 1
Chapter 2 The Nature of Business and Managerial Ethicsp. 11
Chapter 3 Understanding Corporate Citizenship: Social Responsibility, Responsiveness, and Performancep. 39
Chapter 4 A Stakeholder Approach to Socially Responsible and Ethical Behaviorp. 71
Chapter 5 Why Unethical Behavior Occurs in Organizationsp. 95
Chapter 6 Unethical Behavior in Action: Beech-Nut, E. F. Hutton, and the Case of John Gutfreund at Salomon Brothersp. 125
Chapter 7 Enron: How a Failure of Leadership, Culture, and Unethical Behavior Brought a Giant to Its Kneesp. 147
Chapter 8 Making Sense of Stakeholder Culpability in the Enron Demisep. 181
Chapter 9 Ethical Turnaround in Action: Warren Buffett at Salomon Brothersp. 211
Chapter 10 Institutionalizing Ethics: A Proactive Approach to Countering Unethical Behaviorp. 241
Chapter 11 Developing and Maintaining Ethical Employee-Employer Relationshipsp. 271
Chapter 12 Restoring Ethics Consciousness to the Workplacep. 299
Indexp. 313