MOR 573 Ethical and Social Issues in Business - USC Marshall

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121. What were the factors accounting for Deloitte & Touche’s poor track record withwomen’s careers?2. What explains the progress they have made?3. What should Copeland do?Optional background readings: William A. Darity, Jr., and Patrick L. Mason, “Evidence on discrimination inemployment: Codes of color, codes of gender,” J. Economic Perspectives, Spring 1998 James J. Heckman, “Detecting Discrimination,” J. Economic Perspectives, Spring 1998Thurs Mar 13: UnionsCase: Sprint: La Conexion Familiar (A) (Ivey 9A97C001)Assignment questions:1. What is the problem that Sprint faces?2. What should Sprint management do? What implications will this decision have on thefuture of its long distance service market?3. How important is the Communications Workers of America’s potential reaction to anydecision Sprint makes?Optional background readings: Barry Hirsch, “What do unions do for economic performance?” Journal of LaborResearch (Summer 2004) J. P. Ferguson and T. A. Kochan, “Sequential failures in workers’ right to organize,” MITMarch 2006 M. Levitt, Confessions of a union buster (Crown, 1993)Tues Mar 25: CommunityCase: Canyon Johnson Urban Fund (HBS 706-442)Assignment questions:1. What are Canyon Johnson Urban Fund’s internal rates of return for the Sunset and theHollywood projects? (CJUF believes it can obtain debt financing at a 5% interest ratefor a term of 25 years. In your valuation of Hollywood and Highland, disregard thefund’s option for partial ownership of the hotel.)2. Which project should Turner choose?Optional background readings: Michael E. Porter. “Realizing the Inner City Retail Opportunity: Progress and NewDirections,” report by ICIC and the Boston Consulting Group, 2006Thurs Mar 27: Activist organizationsCase: Anatomy of a corporate campaign: Rainforest Action Network and Citigroup (A, B)(Stanford P-42A, P-42B)Assignment questions:1. Was it strategically wise for RAN to launch a campaign on project finance? Can RANrealistically expect to affect project finance, which is provided by banks around theworld?2. Was Citigroup a good or bad target for RAN? Why not focus on project contractorsthemselves?3. At the end of the B case, should Citibank have adopted its new policy? How should itimplement that policy?4. How should RAN enforce and monitor Citigroup’s compliance? Is Citigroup’s reportingpledge adequate?5. What strategy should RAN use to obtain agreements with The Liquidators?
13Optional background readings: D. Spar, L. T. La Mur, “The power of activism: Assessing the impact of NGOs on globalbusiness” California Management Review Spring 2003Tues April 1: Workshop on rough-cut presentationsThurs April 3: Workshop on rough-cut presentationsTues April 8: Social entrepreneursCase: Green Dot public schools: To collaborate or compete? (HBS 307-086)Assignment questions:Optional background readings: Note on student outcomes in US public education (HBS 307-068) J. Kozol, The Shame of the Nation: The Restoration of Apartheid Schooling in America(2005), Letters to a Young Teacher (2007)ORGANIZATIONAL GOVERNANCEThurs April 10: Integrating social and business goalsCase: Patagonia (HBS 703-035)Assignment questions:1. Evaluate Patagonia’s strategy2. How important to Patagonia’s strategy is its environmental position?3. How fast can Patagonia grow? How fast should it grow?4. How would Patagonia’s strategy differ if it were publicly held?Optional background readings: The social enterprise spectrum: Philanthropy to commerce (HBS 396-343)Tues April 15: When it all goes sourCase: Restoring trust at WorldCom (HBS 404-138)Assigned readings: Corporate reform in the United States (HBS 304-091) E. Spitzer, “Business ethics, regulation, and the “ownership society,’” National PressClub, Jan 31, 2005Assignment questions:1. What are the three or four central objectives that Bradeen hopes to achieve with theproposals on “Restoring trust”?2. Will these proposals be effective in preventing another WorldCom or will they devolveinto a mere checklist?3. Are Bradeen’s recommendations aimed at avoiding major misconduct or improving firmperformance?4. Which of the five board models is ideal from the point of view of Capellas, the newlyappointed CEO? From the point of view of a prospective board member? Which will beencouraged by Bradeen’s proposals?5. Would you sign the Undertaking and Pledge as Capellas did? As the CEO of any publiccompany? As a prospective director? As an employee?Optional background readings: J. S. Demski, “Corporate conflicts of interest,” J. Ec. Perspectives, Spring 2003
Page 1 and 2: MOR 573Ethical and Social Issues in
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Page 5 and 6: 5Papers unclaimed by a student will
Page 7 and 8: 7TOPICS, ASSIGNED READING, ASSIGNME
Page 9 and 10: 9 L. Lessig, “The people own idea
Page 11: 11 Bill Baue, “Emissions trading
Page 15 and 16: 15APPENDIX: PROJECT DETAILSTeam mee
Page 17 and 18: 17MOR 573Project Presentation Gradi

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