Monthly Archives: September 2018

Nestle, Slavery, and Consumer Cost

The story below is about Nestle’s reaction to an Australian bill requiring companies to report on the risk of slavery in their supply chains. Nestle is pointing out that additional reporting means additional costs, and that in some cases those

Nestle, Slavery, and Consumer Cost

The story below is about Nestle’s reaction to an Australian bill requiring companies to report on the risk of slavery in their supply chains. Nestle is pointing out that additional reporting means additional costs, and that in some cases those

“Dragonfly” Brings Google Into Conflict With Employees

Google seems to be at odds with its own employees (some of them? Most of them?) over a possible foray into China. >>> LINK: Google’s censored search engine for China is sparking a moral crisis within the company (by Alexia

“Dragonfly” Brings Google Into Conflict With Employees

Google seems to be at odds with its own employees (some of them? Most of them?) over a possible foray into China. >>> LINK: Google’s censored search engine for China is sparking a moral crisis within the company (by Alexia

Drug Company Changes Behaviour by Changing Incentives

This story is a good example of one of the levers that (some) organizations have at their disposal to reduce unethical behaviours on the part of employees — namely, to change the way employees are incentivized. On the other hand,

Drug Company Changes Behaviour by Changing Incentives

This story is a good example of one of the levers that (some) organizations have at their disposal to reduce unethical behaviours on the part of employees — namely, to change the way employees are incentivized. On the other hand,

A Moral Requirement to Raise Prices?

This is perhaps an instance of an executive who is either bad at reasoning about ethics, or bad at talking about it. The CEO quoted in the story below says both: “I think it is a moral requirement to make

A Moral Requirement to Raise Prices?

This is perhaps an instance of an executive who is either bad at reasoning about ethics, or bad at talking about it. The CEO quoted in the story below says both: “I think it is a moral requirement to make

“Scalping” Tickets with Ticketmaster’s Blessing (for a Fee)?

Attempting to profit in a secondary market for event tickets is often called by the pejorative name “scalping”—suggesting that the seller of tickets in the secondary market is injuring the customer who buys those tickets. In this Variety piece republished

“Scalping” Tickets with Ticketmaster’s Blessing (for a Fee)?

Attempting to profit in a secondary market for event tickets is often called by the pejorative name “scalping”—suggesting that the seller of tickets in the secondary market is injuring the customer who buys those tickets. In this Variety piece republished

University Development Office Business Ethics: The Ohio State University Edition

Non-profits and universities are not immune to controversies that have business ethics at their core. Here, TaxProf Blog reports on a dispute between the surviving family of Michael Moritz and the development office at The Ohio State University. In 2001,

University Development Office Business Ethics: The Ohio State University Edition

Non-profits and universities are not immune to controversies that have business ethics at their core. Here, TaxProf Blog reports on a dispute between the surviving family of Michael Moritz and the development office at The Ohio State University. In 2001,

AI Ethics According to Accenture: The Algorithm as Citizen (and More)

There is a lot of controversy surrounding the idea of corporate personhood. Are artificial intelligence (AI) algorithms persons, too? In this Forbes piece, the author recounts advice given by international consulting firm Accenture about how to think about and deploy

AI Ethics According to Accenture: The Algorithm as Citizen (and More)

There is a lot of controversy surrounding the idea of corporate personhood. Are artificial intelligence (AI) algorithms persons, too? In this Forbes piece, the author recounts advice given by international consulting firm Accenture about how to think about and deploy