Chapter 5: Ethics and Social Responsibility in International Business International Business, 4th Edition Griffin & Pustay 5-1 ©2004 Prentice Hall Chapter Objectives_1 Describe the nature of ethics Discuss ethics in cross-cultural and international contexts Identify the key elements in managing ethical behavior across borders Discuss social responsibility in crosscultural and international contexts 5-2 ©2004 Prentice Hall Chapter Objectives_2 Identify and summarize the basic areas of social responsibility Discuss how organizations manage social responsibility across borders Identify and summarize the key regulations governing international ethics and social responsibility 5-3 ©2004 Prentice Hall Exporting Jobs or Abusing People? Minute Maid Tropicana Nestle Nike 5-4 ©2004 Prentice Hall Ethical Behavior Ethical behavior usually refers to behavior that conforms to generally accepted social norms. 5-5 ©2004 Prentice Hall Ethical Generalizations Individuals have their own personal belief systems People from the same cultural context will tend to hold similar beliefs Behaviors can be rationalized Circumstances affect adherence to belief systems National culture is intertwined with ethics 5-6 ©2004 Prentice Hall Figure 5.1 Ethics in a Cross-Cultural Context Behavior of Organization Toward Employees Behavior of Employees Toward Organization Cultural Context Behavior of Employees and Organization Toward Other Economic Agents 5-7 ©2004 Prentice Hall How an organization treats its employees Hiring and firing practices Wages and working conditions Employee privacy and respect 5-8 ©2004 Prentice Hall Many safety and health hazards exist in this Siberian aluminum smelter. 5-9 ©2004 Prentice Hall How employees treat the organization Conflicts of interest Secrecy and confidentiality honesty 5-10 ©2004 Prentice Hall How employees and the organization treat other economic agents Customers Competitors Stockholders Suppliers Dealers Labor unions 5-11 ©2004 Prentice Hall Managing ethical behavior Guidelines and codes of ethics Ethics training Organizational practices and corporate culture 5-12 ©2004 Prentice Hall Guidelines and Codes of Ethics Written statements of the values and ethical standards that guide the firm’s actions Examples – Johnson & Johnson – Toyota – General Mills 5-13 ©2004 Prentice Hall Acceptability of Bribery Acceptable – – – – Russia China Taiwan South Korea Unacceptable – – – – Australia Sweden Switzerland Austria The U.S., Japan, and Italy fell between the two extremes. 5-14 ©2004 Prentice Hall Areas of Social Responsibility Organizational stakeholders Natural environment General social welfare 5-15 ©2004 Prentice Hall Corporate Excellence L.L. Bean Toyota Lands’ End Dell Computer DaimlerChrysler BP 5-16 ©2004 Prentice Hall A joint venture between AngloAmerican and the Zambian government seeks to mine copper while minimizing harm to the environment 5-17 ©2004 Prentice Hall Map 5.1 Social Responsibility Hot Spots 5-18 ©2004 Prentice Hall Figure 5.3 Approaches to Social Responsibility Most Responsible Least Responsible Obstructionist 5-19 Defensive Accommodative Proactive ©2004 Prentice Hall Obstructionist Stance Do as little as possible to address social or environmental problems Deny or avoid responsibility Examples – Astra – Nestle – Danone 5-20 ©2004 Prentice Hall Defensive Stance Do what is required legally, but nothing more Corporate responsibility is to generate profits Example – Philip Morris 5-21 ©2004 Prentice Hall Accommodative Stance Meet ethical and legal requirements and more Agree to participate in social programs Match contributions by employees Respond to requests from non-profits No proactive behavior to seek such opportunities 5-22 ©2004 Prentice Hall Proactive Stance Strong support of social responsibility Viewed as citizens of society Seek opportunities to contribute Examples – McDonald’s – The Body Shop – Ben & Jerry’s 5-23 ©2004 Prentice Hall Managing Social Responsibility Planning Decision Making Consideration Evaluation 5-24 ©2004 Prentice Hall Implementing Social Responsibility Formal organizational dimensions: Legal Compliance Ethical Compliance Philanthropic Giving 5-25 ©2004 Prentice Hall Informal Dimensions of Social Responsibility Leadership Organizational culture Whistle-blowing 5-26 ©2004 Prentice Hall Corporate Social Audit Tool for the evaluation of social responsibility effectiveness Formal and thorough analysis of the firm’s social performance Conducted by task force of high-level managers 5-27 ©2004 Prentice Hall Steps in Corporate Social Audit Define social goals Analyze resources devoted to each goal Determine degree of achievement for each goal Make recommendations 5-28 ©2004 Prentice Hall Regulating International Ethics and Social Responsibility Foreign Corrupt Practices Act (FCPA) Alien Tort Claims Act Anti-Bribery Convention of the Organization for Economic Cooperation and Development International Labor Organization (ILO) 5-29 ©2004 Prentice Hall