Business Ethics: Case Studies and Selected Readings, 7th ed.
Business Ethics: Case Studies and Selected Readings, 7th ed.
Business Ethics: Case Studies and Selected Readings, 7th ed.
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
Licens<strong>ed</strong> to:<br />
Alphabetical Index | 573<br />
On Rationalizing <strong>and</strong> Labeling: The Things We Do That Make Us Uncomfortable, but We<br />
Do Them Anyway (Reading 1.5) 22–26<br />
On Sweatshops, Nike, <strong>and</strong> Kathie Lee (<strong>Case</strong> 5.6) 326–332<br />
On-the-Job Fetal Injuries (<strong>Case</strong> 6.12) 374–376<br />
The Options for Whistle-Blowers (Reading 4.22) 279<br />
P=f(x) The Probability of an Ethical Outcome Is a Function of the Amount of Money Involv<strong>ed</strong>:<br />
Pressure (Reading 2.6) 62–63<br />
The Pack of Gum (<strong>Case</strong> 1.18) 43<br />
The Parable of the Sadhu, Pressure, Small Windows of Opportunity, <strong>and</strong> Temptation (Reading 1.2) 4–10<br />
Paul Wolfowitz <strong>and</strong> the World Bank (<strong>Case</strong> 9.7) 538–540<br />
Peanut Corporation of America <strong>and</strong> Salmonella (<strong>Case</strong> 7.14) 462–463<br />
Pfizer <strong>and</strong> the $2.3 Billion Fine for Sales Tactics (<strong>Case</strong> 7.15) 464–465<br />
Plant Closings, Downsizings, Company Closings, Government Takeovers, Bankruptcies, <strong>and</strong><br />
Pensions (<strong>Case</strong> 6.5) 358–360<br />
A Primer on Accounting Issues <strong>and</strong> <strong>Ethics</strong> <strong>and</strong> Earnings Management (Reading 4.19) 262–272<br />
A Primer on Covenants Not to Compete: Are They Valid? (Reading 8.1) 495–496<br />
A Primer on Product Liability (<strong>Case</strong> 7.8) 441–443<br />
A Primer on Sarbanes–Oxley (Reading 4.11) 212–216<br />
A Primer on the FCPA (Reading 5.10) 340–342<br />
Product Dumping (<strong>Case</strong> 5.5) 325–326<br />
The Prosecutors Who Withheld Evidence: The Senator’s Trial (<strong>Case</strong> 9.17) 551<br />
Puffing Your Resume (<strong>Case</strong> 1.12) 37–38<br />
The R<strong>ed</strong> Cross, New York, <strong>and</strong> Ground Zero (<strong>Case</strong> 10.5) 568<br />
The Regulatory Cycle, Social Responsibility, <strong>Business</strong> Strategy, <strong>and</strong> Equilibrium (Reading 3.9) 117–121<br />
The Rigg<strong>ed</strong> Election (<strong>Case</strong> 2.15) 86<br />
Royal Dutch <strong>and</strong> the Reserves (<strong>Case</strong> 4.8) 199–200<br />
Salt Lake City, the Olympics, <strong>and</strong> Bribery (<strong>Case</strong> 5.12) 344–350<br />
School of Thought on Social Responsibility (Reading 3.7) 111–113<br />
Sears <strong>and</strong> High-Cost Auto Repairs (<strong>Case</strong> 7.20) 481–486<br />
Seinfeld in the Workplace (<strong>Case</strong> 6.14) 380–381<br />
Siemens <strong>and</strong> Bribery, Everywhere (<strong>Case</strong> 5.11) 342–344<br />
Simmons, Mervyn’s, <strong>and</strong> the Private Equity Firms That Bankrupt Them (<strong>Case</strong> 8.8) 511–513<br />
Sleeping on the Job <strong>and</strong> on the Way Home (<strong>Case</strong> 6.2) 353–354<br />
The Slippery Slope, the Blurr<strong>ed</strong> Lines, <strong>and</strong> How We Never Do Just One Thing (Reading 1.6) 26–27<br />
Slotting: Facilitation, Costs, or Bribery? (<strong>Case</strong> 7.18) 472–477<br />
The Social Responsibility of <strong>Business</strong> Is to Increase Its Profits (Reading 3.1) 91–96<br />
Some Simple Tests for Resolving Ethical Dilemmas (Reading 1.8) 29–34<br />
Some Steps for Analyzing Ethical Dilemmas (Reading 1.9) 34<br />
Spe<strong>ed</strong>ing on the Job: Obeying the Rules: Why We Do <strong>and</strong> Don’t (<strong>Case</strong> 1.17) 42–43<br />
Spring Break, Beer, <strong>and</strong> Alcohol on Campus (<strong>Case</strong> 7.2) 430–432<br />
A Stakeholder Theory of the Modern Corporation (Reading 3.2) 96–101<br />
Stanford University <strong>and</strong> Government Overhead Payments (<strong>Case</strong> 9.10) 542–545<br />
Starwood, Hilton, <strong>and</strong> the Suspiciously Similar New Hotel Designs (<strong>Case</strong> 8.3) 501–504<br />
Stem-Cell Research (<strong>Case</strong> 7.22) 487–489<br />
Stock Options, Backdating, <strong>and</strong> Disclosure Options: What Happen<strong>ed</strong> Here? (Reading 4.9) 200–206<br />
A Structur<strong>ed</strong> Approach for Solving Ethical Dilemmas <strong>and</strong> Trying Out Your Ethical Skills on<br />
Some <strong>Business</strong> <strong>Case</strong>s (Reading 2.10) 72–73<br />
Subprime Loans: The Under-the-Radar Loans That Fell<strong>ed</strong> a Market (<strong>Case</strong> 7.4) 434–437<br />
The Subprime Saga: Bear Stearns, Lehman, Merrill, <strong>and</strong> CDOs (Reading 4.5) 176–183<br />
Taser <strong>and</strong> Stunning Behavior (<strong>Case</strong> 9.15) 547–548<br />
Tiffany, Louis Vuitton, eBay, L<strong>and</strong>lords, <strong>and</strong> Knock-Offs (<strong>Case</strong> 8.9) 514–518<br />
Toro <strong>and</strong> Its Product Liability Program (<strong>Case</strong> 7.23) 489–490<br />
Toyota, the CEO, the Assistant, <strong>and</strong> Inaction (<strong>Case</strong> 6.15) 381–382<br />
Toyota: Sudden Acceleration or Bad Drivers or Pesky Floor Mats? (<strong>Case</strong> 7.12) 458–461<br />
The Trading Desk, Perks, <strong>and</strong> “Dwarf Tossing” (<strong>Case</strong> 6.7) 362–363<br />
Transnational Shipping <strong>and</strong> the Pirates (<strong>Case</strong> 5.3) 322–323<br />
Travel Expenses: A Change for Extra Income (<strong>Case</strong> 2.13) 84–85<br />
Two Sets of Books on Safety (Reading 6.1) 353<br />
Tylenol: Decades of Dilemmas (<strong>Case</strong> 7.9) 444–447<br />
The Types of Ethical Dilemmas: From Truth to Honesty to Conflicts (Reading 1.4) 17–22<br />
Copyright 2011 Cengage Learning. All Rights Reserv<strong>ed</strong>. May not be copi<strong>ed</strong>, scann<strong>ed</strong>, or duplicat<strong>ed</strong>, in whole or in part. Due to electronic rights, some third party content may be suppress<strong>ed</strong> from the eBook <strong>and</strong>/or eChapter(s).<br />
Editorial review has deem<strong>ed</strong> that any suppress<strong>ed</strong> content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Change language