學門類別
政大
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Did I Just Cross the Line and Harass a Colleague?
- Winsol: An Opportunity For Solar Expansion
- Porsche Drive (B): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- TNT Assignment: Financial Ratio Code Cracker
-
Avoiding Ethical Danger Zones
Today's business leaders regularly face complex ethical challenges that impact them, their businesses, and other stakeholders. Unfortunately, they often unconsciously make decisions using underlying principles that predispose them to biases and errors in judgment. By recognizing some of these challenges, they can learn to avoid 'ethical danger zones' and become more effective leaders. The authors explain that developing a framework to improve ethical decision making entails a focus on three key areas: quality, breadth, and honesty. By identifying and confronting the biases outlined herein, managers can make more rational and ethical decisions