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The UBS case outlines how individual ambition and lax organisational standards and oversight can lead to consistent unethical behaviour resulting in a crippling loss at a large investment bank. Even though the industry had as recently as 2007 been subject to the ramifications of similar behaviour with Jerome Kerviel's 4.9 billion euros loss at Societe Generale, the UBS case highlights how quickly internal controls and ethical concerns can be overlooked. Intense external concerns, driven by a weakening economy, and institutional pressure, due to declining profits, forced internal controls and thorough explanations to be neglected in order to pursue profit. The case also highlights how weak corporate culture and unclear organisational structure can facilitate unethical behaviour. While individuals in Adoboli's role would be expected to lose money on occasion, personal incentive, both from financial gain and organisational advancement, drove Adoboli to conceal his losses from the bank.

This is part of a case series. This case explores the process a social venture went through in raising funds to expand its business. The case focuses on the risks and opportunities of possible funding methods, and actions that can be taken to protect key values throughout the process. The case provides an opportunity to debate the challenges involved in growing socially responsible businesses, how social responsibility can be embedded in a company's value chain, and whether corporate size benefits or constrains an organization's ability to operate in a socially responsible way.

Supplement to case LBS195

The Westons reflect on how they have changed and on the lessons they have learned.

This is part of a case series. This case takes two perspectives on the same set of case facts about a military logistics supplier gone wrong: one from the perspective of the Department of Defense contractor ('Bill') and one from the perspective of the Kuwaiti-based supplier ('Rohit'). The case develops fictional characters to help elicit class discussion and teaching opportunities on issues of (1) how difficult it is to manage complicated ethical issues across national and cultural boundaries, and in stressful environments such as regions embroiled in military conflict, (2) how these contexts elicit in-group favouritism and out-group biases, and (3) how overcoming these limitations in global environments requires expanding one's circle of moral regard. The case involves fictional characters but the content of the case is based on publicly available information about Agility Corporation, a Kuwaiti-based supplier of food and transport for the US Department of Defense who has been indicted for fraud.

Supplement to case LBS190 This is part of a case series. This case takes two perspectives on the same set of case facts about a military logistics supplier gone wrong: one from the perspective of the Department of Defense contractor ('Bill') and one from the perspective of the Kuwaiti-based supplier ('Rohit'). The case develops fictional characters to help elicit class discussion and teaching opportunities on issues of (1) how difficult it is to manage complicated ethical issues across national and cultural boundaries, and in stressful environments such as regions embroiled in military conflict, (2) how these contexts elicit in-group favouritism and out-group biases, and (3) how overcoming these limitations in global environments requires expanding one's circle of moral regard. The case involves fictional characters but the content of the case is based on publicly available information about Agility Corporation, a Kuwaiti-based supplier of food and transport for the US Department of Defense who has been indicted for fraud.

Chris and Alison Weston describe how they, a well-educated middle class couple, ended up committing mail fraud, for which they each served a year and a half in federal prison. The case highlights for students how otherwise upstanding individuals much like themselves can commit crimes without being truly aware that they are doing it.

Prepare students to make ethically charged decisions by exploring moral disengagement, a process that enables individuals to engage in negative behaviors, from small misdeeds to great atrocities, without believing they are causing harm or doing wrong.

Moral disengagement is a process that enables people to engage in negative behaviors, from small misdeeds to great atrocities, without believing that they are causing harm or doing wrong. When Conrad Black, the fallen Canadian mogul convicted of multiple counts of fraud and obstruction of justice, claims that he "would never dream of committing a crime in a thousand years," moral disengagement is what allows him to make that claim and believe it. This note provides an overview of the eight mechanisms of moral disengagement as first described by Albert Bandura, and provides examples of how they operate in our daily lives.