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CHAPTER 10 • BUSINESS ETHICS/SOCIAL RESPONSIBILITY/ENVIRONMENTAL SUSTAINABILITY 313

United Technologies has a 21-page code of ethics and a vice president of business
ethics. Baxter Travenol Laboratories, IBM, Caterpillar Tractor, Chemical Bank,
ExxonMobil, Dow Corning, and Celanese are firms that have formal codes of business
ethics. A code of business ethics is a document that provides behavioral guidelines that
cover daily activities and decisions within an organization.
Merely having a code of ethics, however, is not sufficient to ensure ethical business
behavior. A code of ethics can be viewed as a public relations gimmick, a set of platitudes,
or window dressing. To ensure that the code is read, understood, believed, and remembered,
periodic ethics workshops are needed to sensitize people to workplace circumstances in
2
which ethics issues may arise. If employees see examples of punishment for violating the
code as well as rewards for upholding the code, this reinforces the importance of a firm’s
code of ethics. The Web site www.ethicsweb.ca/codes provides guidelines on how to write
an effective code of ethics.

An Ethics Culture
An ethics “culture” needs to permeate organizations! To help create an ethics culture,
Citicorp developed a business ethics board game that is played by thousands of employees
worldwide. Called “The Word Ethic,” this game asks players business ethics questions,
such as how do you deal with a customer who offers you football tickets in exchange for a
new, backdated IRA? Diana Robertson at the Wharton School of Business believes
the game is effective because it is interactive. Many organizations have developed a code-
of-conduct manual outlining ethical expectations and giving examples of situations that
commonly arise in their businesses.
Harris Corporation and other firms warn managers and employees that failing to
report an ethical violation by others could bring discharge. The Securities and Exchange
Commission (SEC) recently strengthened its whistle-blowing policies, virtually mandating
that anyone seeing unethical activity report such behavior. Whistle-blowing refers to poli-
cies that require employees to report any unethical violations they discover or see in the
firm.
An unidentified whistle-blower in 2009 filed a lawsuit against Amgen Inc., accusing
the biotechnology company of illegal marketing of its blockbuster drugs Enbrel and
Aranesp. The drug company Wyeth co-markets Enbrel with Amgen, and was named as a
defendant too, along with wholesale drug distributor AmerisourceBergen Corp., online
health-information provider WebMD Health Corp., and others. The federal whistle-blower
law protects the identity of the plaintiff. In the drug industry, such suits are often filed by
former employees.
One reason strategists’ salaries are high is that they must take the moral risks of the
firm. Strategists are responsible for developing, communicating, and enforcing the code of
business ethics for their organizations. Although primary responsibility for ensuring
ethical behavior rests with a firm’s strategists, an integral part of the responsibility of all
managers is to provide ethics leadership by constant example and demonstration.
Managers hold positions that enable them to influence and educate many people. This
makes managers responsible for developing and implementing ethical decision making.
Gellerman and Drucker, respectively, offer some good advice for managers:

All managers risk giving too much because of what their companies demand from
them. But the same superiors, who keep pressing you to do more, or to do it better, or
faster, or less expensively, will turn on you should you cross that fuzzy line between
right and wrong. They will blame you for exceeding instructions or for ignoring their
warnings. The smartest managers already know that the best answer to the question
“How far is too far?” is don’t try to find out. 3
A man (or woman) might know too little, perform poorly, lack judgment and
ability, and yet not do too much damage as a manager. But if that person lacks char-
acter and integrity—no matter how knowledgeable, how brilliant, how successful—
he destroys. He destroys people, the most valuable resource of the enterprise. He
destroys spirit. And he destroys performance. This is particularly true of the people