BADARACCOJR, J. L. and WEBB, A. P.
Business ethics: a view from the trenches
California Management Review 37 (2), 8-28
(Winter 1995)
In the business ethics classroom, scholars study devi-
ance, corporate crime, and the effectiveness of efforts
to shape a company's ethical climate. The view from
the trenches is very different, and offers little comfort.
The task of establishing sound ethical norms for an
organization requires unremitting effort. The ethical
climate of an organization is extremely fragile. Young
managers are more likely to believe that a code means
what it says if the code is enforced. The need is to
undertake studies to understand the role of business
ethics in organizations and for making it more effec-
tive.
PUFFER, S. M. and MCCARTHY,D. J.
Finding the common ground in Russian and
American business ethics
California Management Review 37 (2), 29-46
(Winter 1995)
The Western world has w e l c o m e d Russia's attempts
to develop a market-based economy but has been dis-
mayed at the present unethical, even criminal behav-
iour among many sectors of Russian business. In
addition, American companies have found certain
actions undesirable which to the Russian, coming
from a different background, appear acceptable. Man-
agers from Russia and the West should at the outset
work at developing a mutually acceptable ethical
environment. This means understanding the areas of
agreement and disagreement. Developing the com-
mon ground essential for successful business
relationships is possible.
BARON, D. P.
Integrated strategy: market and non-market
components
California Management Review 37 (2), 47-65
(Winter 1995)
A business strategy must make sense in terms of
exploiting the capabilities of a firm while being con-
sistent with the characteristics of its e n v i r o n m e n t - -
both the market and non-market components. A busi-
ness strategy has both market, or competitive, and
non-market components. The main emphasis of the
strategy formulation process has been on the market
environment and competitive strategy, but for many
firms the non-market component can be equally
important. Non-market strategies should not only be
formulated and implemented effectively, they must
also be integrated with market strategies. In each case
the issues, interests, organizations and information
which characterize each must be understood.
KOTTER, J. P.
Leading change: why transformation efforts fail
Harvard Management Review 73 (2), 59-67
(March/April 1995)
The most general lesson that can b e learned from
corporate change cases is that the change process goes
through a series of phases that in total usually requires
a considerable length of time. Critical mistakes in any
phase can have a devastating impact. The need is to
establish a sense of urgency, to create and com-
municate a vision, and to institutionalize n e w
approaches. Victory must not be decliared too soon.
Even successful change efforts are messy and full of
surprises. A vision of the change process can reduce
the error rate. Fewer errors can spell the difference
between success and failure.
POUND, J.
The promise of the governed corporation
Harvard Management Review 73 (2), ~9-98
(March/April 1995)
Corporate governance is not about power; it is about
finding ways to ensure that decisions are made effec-
tively. Errors arise from the simple realities of human
decision-making and organizational behaviour. The
need is to ensure a focus not on monitoring managers
but on improving decision-making. Three con-
s t i t u e n c i e s - m a n a g e r s , shareholders, the b o a r d - -
should all have a voice. The reforms must be in place
well before a crisis. The power and promise of the
governed corporation are clear. Decisi0n-making pro-
cesses are more robust, pluralistic and adaptable and
there are more n e w ideas. Corporations are healthier,
more self-renewing and more flexible.
COPLIN, W. D. and O'LEARY, M. K.
On the threshold of the 21st century: a surprising
wealth of business opportunities
Planning Review 23 (2), 36-44 (March/April 1995)
A decade of political changes that have enhanced the
climate for free market capitalism has brought about
unprecedented international business opportunities
in every region in the world. The political and econ-
omic risk for 101 countries is charted.
PLANNING IN SPECIFIC COMPANIES AND
SITUATIONS--ALLIANCES
DRANOVE,D. and SHANLEY,M.
Cost reductions or reputation enhancement as
motives for mergers: the logic of multi-hospital
systems
Strategic Management Journal 16 (1),: 55-74
(January 1995)
Local multi-hospital systems may reduce costs by eli-
minating redundancies and cutting i administrative
costs. Integration may also lower coists for patients.
I
Long Range Planning Vol. 28 June 1995