EBOOK - Business Ethics - A Manual Managing a Responsible Business Enterprise in Emerging Market Economics
1 thg 11, 2024 | 15:52

EBOOK - Business Ethics - A Manual Managing a Responsible Business Enterprise in Emerging Market Economics



This manual includes 10 chapters, which are arranged in five parts.

The five parts organize the chapters according to the flow of business ethics program design and implementation, from defining key terms and addressing global standards and best practices, through evaluating the business ethics program as a part of organizational learning. Chapters build on each other, but they may be read alone if the reader is interested in a particular topic.

Part I, “The Responsible Business Enterprise,” develops a working definition of the responsible business enterprise (RBE). Chapter 1, “Responsible

Business Conduct in an Emerging Economy,” addresses the challenges business enterprises face, especially in emerging market economies. It concludes

that to be part of the solution to the problems facing businesses, enterprises

need to improve their business performance, contribute to the social capital

of their communities, and work with leaders in government and civil society

to develop a market-oriented legal framework and reliable judicial institutions. Chapter 2, “Responsible Management and the Responsible Business

Enterprise,” describes the emerging global standards of performance and

reporting and the benefits of having a business ethics program. 

Part II, “The Business Ethics Program,” introduces the reader to the elements of a business ethics program and its nature as a business strategy.

Chapter 3, “Responsible Business Conduct as Strategy,” treats the key concepts and components of a business ethics program and shows how owners and

managers can approach a business ethics program as a strategy. Chapter 4,

“Creation of a Business Ethics Program,” introduces owners and managers to

the process of developing, reviewing, and approving a business ethics program.

Foreword   xiii

Part III, “Structuring the Business Ethics Program,” details the emerging global standards and best practices of responsible business conduct.

Chapter 5, “Standards, Procedures, and Expectations for the Responsible

Business Enterprise,” discusses responsible board-level governance policies

and management-level vision and value statements, and it describes how to

implement standards, procedures, and expectations. Chapter 6, “Business

Ethics Infrastructure,” discusses the structures and systems that owners and

managers use to implement a business ethics program. Chapter 7, “Business

Ethics Communications and Feedback,” discusses the challenges of communicating with an enterprise’s stakeholders about standards, procedures, and

expectations, as well as about the enterprise’s performance.

Part IV, “Putting Business Ethics into Practice,” describes how management aligns its practices on an enterprise’s core beliefs and follows through

on the expectations created through its business ethics program. Chapter 8,

“Aligning the Responsible Business Enterprise,” examines how an enterprise

needs to have the right employees and agents performing the right tasks in

pursuit of its purpose. It explores how the RBE responds when things go

wrong through the fault of its employees and agents or otherwise. Chapter

9, “Responsible Business Conduct and Practices,” pays particular attention

to the challenges of being a responsible business enterprise in an emerging

market economy, especially dealing with government procurement and contracting, influencing government legislation and regulation, and working

with other business leaders and civil society to develop a market-oriented

legal framework and reliable judicial institutions.

Part V, “Achieving Responsible Business Conduct,” helps owners and managers determine whether their business ethics program is achieving measurable goals. Chapter 10, “Program Evaluation and Organizational Learning,” emphasizes the importance of evaluating a business ethics program as an integral part of organizational learning and of what it means to be an RBE. 








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This manual includes 10 chapters, which are arranged in five parts.

The five parts organize the chapters according to the flow of business ethics program design and implementation, from defining key terms and addressing global standards and best practices, through evaluating the business ethics program as a part of organizational learning. Chapters build on each other, but they may be read alone if the reader is interested in a particular topic.

Part I, “The Responsible Business Enterprise,” develops a working definition of the responsible business enterprise (RBE). Chapter 1, “Responsible

Business Conduct in an Emerging Economy,” addresses the challenges business enterprises face, especially in emerging market economies. It concludes

that to be part of the solution to the problems facing businesses, enterprises

need to improve their business performance, contribute to the social capital

of their communities, and work with leaders in government and civil society

to develop a market-oriented legal framework and reliable judicial institutions. Chapter 2, “Responsible Management and the Responsible Business

Enterprise,” describes the emerging global standards of performance and

reporting and the benefits of having a business ethics program. 

Part II, “The Business Ethics Program,” introduces the reader to the elements of a business ethics program and its nature as a business strategy.

Chapter 3, “Responsible Business Conduct as Strategy,” treats the key concepts and components of a business ethics program and shows how owners and

managers can approach a business ethics program as a strategy. Chapter 4,

“Creation of a Business Ethics Program,” introduces owners and managers to

the process of developing, reviewing, and approving a business ethics program.

Foreword   xiii

Part III, “Structuring the Business Ethics Program,” details the emerging global standards and best practices of responsible business conduct.

Chapter 5, “Standards, Procedures, and Expectations for the Responsible

Business Enterprise,” discusses responsible board-level governance policies

and management-level vision and value statements, and it describes how to

implement standards, procedures, and expectations. Chapter 6, “Business

Ethics Infrastructure,” discusses the structures and systems that owners and

managers use to implement a business ethics program. Chapter 7, “Business

Ethics Communications and Feedback,” discusses the challenges of communicating with an enterprise’s stakeholders about standards, procedures, and

expectations, as well as about the enterprise’s performance.

Part IV, “Putting Business Ethics into Practice,” describes how management aligns its practices on an enterprise’s core beliefs and follows through

on the expectations created through its business ethics program. Chapter 8,

“Aligning the Responsible Business Enterprise,” examines how an enterprise

needs to have the right employees and agents performing the right tasks in

pursuit of its purpose. It explores how the RBE responds when things go

wrong through the fault of its employees and agents or otherwise. Chapter

9, “Responsible Business Conduct and Practices,” pays particular attention

to the challenges of being a responsible business enterprise in an emerging

market economy, especially dealing with government procurement and contracting, influencing government legislation and regulation, and working

with other business leaders and civil society to develop a market-oriented

legal framework and reliable judicial institutions.

Part V, “Achieving Responsible Business Conduct,” helps owners and managers determine whether their business ethics program is achieving measurable goals. Chapter 10, “Program Evaluation and Organizational Learning,” emphasizes the importance of evaluating a business ethics program as an integral part of organizational learning and of what it means to be an RBE. 








LINK DOWNLOAD

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