ERC Fellows Publicatons
Publications
The articles available for download below are intended for personal use for informational and/or research purposes. If your corporation or university is interested in distributing these publications in mass quantities, please call 202/737-2258. We would be happy to discuss professional printing options with you.
Leading Corporate Integrity: Defining the Role of the Chief Ethics & Compliance Officer (CECO)
August 13th marked the official release of Leading Corporate Integrity: Defining the Role of the Chief Ethics and Compliance Officer (CECO). Along with ERC and the ERC Fellows, the working group included representatives of the Business Roundtable Institute for Corporate Ethics, the Ethics and Compliance Officer Association (ECOA), the Open Compliance and Ethics Group (OCEG), and the Society of Corporate Compliance & Ethics (SCCE).
Visit www.ethics.org/ceco to view the paper and supporting materials
Enterprise Risk Management: Why Ethics and Compliance Add Value
Available Soon
Ethics Guide for Jobseekers and Employers
Pat Murphy, ERC Academic Fellow from University of Notre Dame, has produced a new ethics guide that is aimed at educating job seekers and employers about ethical behavior during the interview process. The guide's co-sponsors include the ERC Fellows Program, members of the Ethics Curricula group specifically, and the Business Roundtable Institute for Corporate Ethics.
» View and Download the guide
ERC Fellows Publish Mergers & Acquisitions Template
In 2004 the ERC Fellows Program undertook an effort to review what best practice companies were doing in the area of ethics and compliance when their company was considering a new acquisition. In creating this document, the Fellows gathered existing best practices from both ERC and EOA selected member companies.
» View and Download the template
ERC Fellows Reporting Project
This document summarizes the pattern of findings that emerged from a survey that was designed and implemented by the ERC Fellows Reporting Working Group in 2006. The goal of this group was to learn about the factors that influence employees' likelihood of reporting misconduct.
View and Download the report
Rising Above Sweatshops: Innovative Approaches to Global Labor Challenges
by Laura Hartman, published by Greenwood Press
Managing Ethics Upwards
By Michael G. Daigneault, Esq., ERC; Frank J. Navran, ERC; and Jerry Guthrie, BellSouth
In the early 1990's, a position known as the ethics officer emerged in corporate America. The position was created to insure personnel compliance with company standards and procedures as specified in the U.S. Federal Sentencing Guidelines. Under these guidelines, the ethics officer is recognized to be a high-level administrator responsible for briefing senior leadership and monitoring the behavior of company employees.
In the decade that has passed since its inception, the job responsibilities of the ethics office continues to be modified Questions have emerged such as: Where should the ethics officer be placed in the organizational chart? What type of relationship should the ethics officer have with senior leadership? What strategies can the ethics officer use to best shape the ethical climate of the organization?
In Managing Ethics Upwards, the Ethics Resource Center Fellows look to these questions and others to identify the trends that have characterized the role of the ethics officer, the leadership styles of executives, and their relationship with each other in the realization of an ethical workplace. In addition, the shifting role of upper-management is explored within the context of a global economy and overall "global integrity".
Ethics and Compliance in a Global Economy
By Frank Vogl, ERC Board of Directors and Vogl Communications
For many people involved in organizational ethics, including the participants in the Ethics Resource Center (ERC) Fellows Program (Fellows), the focus of expertise has been domestic. However, globalization is gathering momentum, eradicating the meaning of borders in international relations and commerce, and compelling increasing numbers of senior executives in business, academia and non-governmental organizations to broaden their interests to the full global arena.
This publication reflects a desire on the part of the Fellows to contribute to the goal of building an "ethical world." In this regard, many leaders in U.S. businesses and not-for-profit organizations, as reflected in the Fellows group, see this publication as assisting in the quest to define the most appropriate and most effective means of promoting the highest standards of business ethics worldwide.
Insights 2000
By Michael G. Daigneault, Esq.; Frank J. Navran; Jennie Ziegler, all from the ERC
This report offers a focused set of insights, challenges, implications and recommendations emanating from three projects undertaken by the ERC Fellows Program during 1998-99, Ethics as a Leadership Issue, Ethics and Compliance in a Global Economy, and the Integration of Principle into Practice.
Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership
By Linda Klebe Treviño; Laura Pincus Hartman; and Michael Brown, all from The Pennsylvania State University
What is an ethical leader? Is it enough to apply sound ethical practices in your decision-making process without sharing your thoughts with others? How important is one's reputation for ethical leadership and what effect does it have on a company's employees? In Moral Person and Moral Manager, the Ethics Resource Center Fellows have conducted significant research to answer these complex questions.
Being a moral person does not necessarily equate to one becoming a moral manager and it is not enough to assume that one's employees will observe these qualities based on the limited interaction that occurs between manager and employee. A moral person must possess distinct traits and exhibit certain behaviors, but a moral manager must become a visible role model and communicate his ideals about ethics and values openly to all those around him. There is a delicate balance between a moral person and a moral manager and through the use of charts and diagrams the Fellows attempt to make this relationship more tangible while also explaining the advantages and rewards of such an accomplishment.
Conversely, the failure to incorporate such a relationship into one's leadership style may have detrimental effects on both the leader and the company as a whole. The Fellows conducted forty interviews with senior executives and corporate ethics officers and compiled their data to analyze the difference between the role that corporate leaders see themselves occupying and the actual effectiveness of their job performance. For a strong moral manager to emerge, a corporate leader must cease to exist solely as an executive and accept the responsibility as the Chief Ethics Officer. A true C.E.O. or moral manager is a person that maintains strong morals and values within themselves and possesses the ability to instill these ideals in others.
Order a reprint of Moral Person and Moral Manager from: http://www.haas.berkeley.edu/News/cmr/
Integrating Ethics and Compliance Programs: Next Steps for Successful Implementation and Change
By Joshua Joseph, ERC
This report is about next steps for developing more effective business conduct programs. Its aim is to help organizations deliver on program promises and enhance support among leaders and employees.
Based on in-depth interviews with over twenty-five ethics officers at leading organizations, the report identifies common challenges in implementing ethics and compliance programs and suggests ways for organizations to address them. In particular, it focuses on how to better integrate ethics codes, training, help lines and other program elements into everyday business activities.
Insights from the report should help organizations improve the fit between their ethics and compliance goals, and how they implement program practices.
View and Download the Guide
