...Business of the Olympics and Bribery Unit 2 IP- International Legal and Ethical Issues in Business Rachel Davis American Intercontinental University The Big Business of the Olympics and Bribery Since the winter of November 1998, there have been serious allegations made regarding the involvement of the Salt Lake Organizing Committee and the questionable lobbying methods which were used to entice the International Olympics Committee to select Salt Lake City as the site of the 2002 Winter Olympics. There can be a very fine line between what is considered lobbying and bribery, and this situation walks this line narrowly. There are few differences between the acts of bribery and lobbying, but the few details are enough to separate one from legal implications. Lobbying is typically described as giving money as contribution to political groups in exchange for hoped-for favorable treatment when certain legislative and political decisions are made (Lobbying vs. Bribery,2010). When a business, corporation, or individual gives property or money in exchange for a specific return, it is considered bribery (Lobbying vs. Bribery, 2010). It can also be said that lobbying is, in many cases, looked at as an attempt to change existing rules or policies, while bribery is usually an attempt to get around these rules or policies (Bribe or Lobby?(it's a matter of development), 2005). Any argument that could be made by the SLOC defending their payments as justified lobbying would be futile. There...
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...American Political Science Review Vol. 105, No. 1 February 2011 doi:10.1017/S0003055410000523 Bribes, Lobbying, and Development BARD HARSTAD Northwestern University JAKOB SVENSSON Stockholm University hen faced with a regulatory constraint, firms can either comply, bribe the regulator to get around the rule, or lobby the government to relax it. We analyze this choice, and its consequences, in a simple dynamic model. In equilibrium, when the level of development is low, firms are more inclined to bend the rule through bribery but they tend to switch to lobbying when the level of development is sufficiently high. Bribery, however, is associated with holdup problems, which discourage firms from investing. If the holdup problems are severe, firms will never invest enough to make lobbying worthwhile. The country may then be stuck in a poverty trap with bribery forever. The model can account for the common perception that bribery is relatively more common in poor countries, whereas lobbying is relatively more common in rich ones. In India, as elsewhere in the developing world, the old business of corruption is meeting a new rival: the Washington-style business of persuasion — –International Herald Tribune, May 31, 2006 ◦ W L obbying and corruption have been the subject of tremendous public interest and research. Surprisingly, these two means of influencing regulation have either been studied separately or viewed as basically being one and the same. The question of...
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...advantage of the free market system. Political corruption exists in various ways such as bribery, theft, bureaucratic corruption, system corruption and many more, which often executes in the most profound but complex ways. The causes of corruption is hard to simplify since political corruption always have deeply rooted in a region’s policies, bureaucracies, systems and not surprisingly history. However, the costs of it can be easily identify by looking at the most of the time below-par performance of both public and private sector. This happens when government interfere when they do not need to, therefore undermine implementation of both public policies and free market system. By the standard of irrefutable of a great nation, who can believe that the great nation of United States of America is corrupt? There sure have been couples of financial scandal in the past but there have never been a time where United States senator or other political officers to be involved in side dealing, vote-trading, log rolling and any kind of special favors between the rich and the officer that result in greater monetary or non monetary gains. Therefore, some might be wondering, why political corruption now is threatening the liberalism and capitalism of this great nation? The answer is the destructive system that involve enormous campaign costs, political contributions or donations, influence of lobbying firms or...
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...In recent years, the United States political system has become more and more of a running joke on the world stage. When we compare our leaders and elections to what the founding fathers envisioned, we find that almost every safe guard they put into place has been overturned or a loophole has been found allowing corruption to bypass it. It’s hard to think that the founding father could have imagined the tools big money politicians use today: Media that reaches billions of people a day and can completely shape the opinion a viewer has on a candidate in seconds, lobbyists that use corporate funds to gain the support of a politician through forms of legal bribery, and giant temples of bureaucracy where nobody can do anything and nobody is responsible. To end this tirade of rulers that don’t represent the people, to end the fact that the candidate with the most money wins the most campaigns, we must seek a political system that does not allow for the corrupting force of greed. If we are to be governed by our fellow men, those few should be a noble few, uncorrupt and willing to put aside personal interests for the national good....
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...relationships with political actors. By using network theory, the study presents a conceptual framework and aims to augment the knowledge on the internationalisation of the firms' political activities. The variety in management actions are discussed by the two variables of influence and adaptation, which have become connected to the two fundamental variables in internationalisation of the firms, namely commitment and knowledge. By comparing the management behaviour of seven small- and medium-sized enterprises (SMEs) and three multinationals (MNEs), the study shows how smaller exporting firms vs. MNEs manage their relationships with political actors. The outcome of the analysis contains results elevating general aspects on the political behaviour of the firms in the European market. D 2001 Elsevier Science Inc. All rights reserved. Keywords: Political environment; Internationalisation; Networking; MNEs vs. SMEs; The European Union and firms 1. Introduction While models on management in international business have paid much attention to firms and their business interaction with business actors, the interdependencies between firms and political...
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...Financial Reporting and Disclosure Corporate governance framework should ensure that timely and accurate disclosure is made on all material matters regarding the corporation, including the financial situation, performance, ownership, and governance of the company Importance of Corporate Governance Disclosures * Stakeholders are paying more attention to what is reported * The global financial crisis has sharpened the lens through which corporate governance structures are held to account and expectations around transparency. * To drive improvements in reputation * Public understanding of structure and activities * Relationships with the communities * Environmental issues Public disclosure is typically required, at a minimum, on an annual basis though some countries require periodic disclosure on a semi-annual or quarterly basis, or even more frequently in the case of material developments affecting the company. Companies often make voluntary disclosure that goes beyond minimum disclosure requirements in response to market demand. A strong disclosure regime that promotes real transparency is a pivotal feature of market-based monitoring of companies and is central to shareholders’ ability to exercise their ownership rights on an informed basis. Experience in countries with large and active equity markets shows that disclosure can also be a powerful tool for influencing the behaviour of companies and for protecting investors. A strong disclosure regime...
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...FINANCIA MANAGEMENT NOTES TOPIC 1 SCOPE OF FINANCE FUNCTIONS The functions of Financial Manager can broadly be divided into two: The Routine functions and the Managerial Functions. Managerial Finance Functions Require skilful planning, control and execution of financial activities. There are four important managerial finance functions. These are: a) Investment of Long-term asset-mix decisions These decisions (also referred to as capital budgeting decisions) relates to the allocation of funds among investment projects. They refer to the firm’s decision to commit current funds to the purchase of fixed assets in expectation of future cash inflows from these projects. Investment proposals are evaluated in terms of both risk and expected return. Investment decisions also relates to recommitting funds when an old asset becomes less productive. This is referred to as replacement decision. b) Financing decisions Financing decision refers to the decision on the sources of funds to finance investment projects. The finance manager must decide the proportion of equity and debt. The mix of debt and equity affects the firm’s cost of financing as well as the financial risk. This will further be discussed under the risk return trade-off. c) Division of earnings decision The finance manager must decide whether the firm should distribute all profits to the shareholders, retain them, or distribute a portion and retain a portion. The earnings must also be distributed...
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...Code of Business Ethics: Our core values in action Our Code of Business Ethics reinforces our core values and drives our culture of compliance, ethical decision making and accountability. Our core values shape the culture and define the character of our company. They guide how we behave and make decisions. Contents 5 6 Our Code at a Glance Stewardship To navigate, use the links provided in these sections: Contents (page 2); Our Code at a Glance (page 5); and the Index of Key Terms (page 42); as well as the Accenture policies listed throughout the document and the links at the bottom of each page. To zoom in and out, use the magnifier and back buttons. 10 Best People 14 Client Value Creation 18 One Global Network 24 Respect for the Individual 28 Integrity 36 A Model for Making Ethical Decisions 40 Our Responsibilities 41 Where to Go for Help 42 Index of Key Terms This file is in A4 format. The print feature on the navigation bar sets to your print settings. For further information, access our Policies Website. 2 | Accenture Code of Business Ethics Print Questions ? To All Accenture People: For more than 50 years, our success has been based on a core set of beliefs, behaviors and values that have transcended both generations and geographies. From our earliest days as technology pioneers to our position today as a Fortune Global 500 industry leader—collaborating with our clients to help them become high-performance businesses and governments—Accenture’s men...
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...Business risks facing mining and metals 2012–2013 Organizations that succeed do so because they are best able to optimize the risk and reward equation for both strategic and operational issues. Contents The Ernst & Young business risk radar for mining and metals Executive summary The top 10 business risks 1. Resource nationalism 2. Skills shortage 3. Infrastructure access 4. Cost inflation 5. Capital project execution 6. Social license to operate Editorial — Prospects and perils: facing up to political risks in mining and metals 7. Price and currency volatility 8. Capital management and access 9. Sharing the benefits 10. Fraud and corruption 3 4 10 11 14 17 20 23 26 28 32 35 38 40 Under the radar Getting prepared 42 46 The Ernst & Young business risk radar for mining and metals Up from 2011 Down from 2011 Same as 2011 New entry The risks closest to the center of the radar are those that pose the greatest challenges to the mining and metals sector in 2012 and into 2013. The business risk report Mining and metals 2012–2013 3 Executive summary 4 The business risk report Mining and metals 2012–2013 A more complex and extreme risk environment “The bottom line is that if returns start to wane, then there is a greater imperative for organizations to tightly and more effectively manage their risks to maintain an adequate risk/reward balance.” Mike Elliott Global Mining and Metals Leader, Ernst & Young On the surface, the top...
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...Globalization measures the three main dimensions of globalization: 1. Economic globalization * Actual flows (37%) * Trade (percentage of GDP) * Foreign direct investement, flows (percentage of GDP) * Portfolio investement (percentage of GDP) * Income payments of foreign nationals (percentage of GDP) * Restrictions * Hidden import barriers * Mean tariff rate * Taxes on international trade (percentage of current revenue) 2. Social (39%) * Data on personal contact * Data on information flows 3. political. (25%) * Embassieses 3. Types of globalization 1. Globalization of products 2. Globalization of markets Active vs passive globalization Globalization can also be passive. Companies that do not want to globalize could also be affected by globalization. Companies might lose everything if they do not globalize 4. What are the drivers of globalization * Technological: Telecom, transport,… * Barriers to trade have reduced: The decline of barriers for the free flow of goods Doha Round 5. Positive and negative Positive * Globalization stimulates economic growth raises the incoms of...
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...PART II INSTRUCTOR’S NOTES ON TEXT CASES CASE GUIDE CHAPTER CASE | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 1–1 Starbucks – Going Global Fast | X | X | | X | X | | | | | | X | X | | | | | | | | 1–2 Nestlé – The Infant Formula Incident | | X | X | X | X | | | X | | | X | X | | | | | | | | 1–3 Coke and Pepsi Learn to Compete in India | | | | X | X | X | | | | | X | X | | | | | | | | 1-4 Marketing Microwave Ovens to a New Market Segment | | | | X | X | | | | | | X | X | | | | | | X | | 2–1 The Not-So-Wonderful World of EuroDisney | | | | X | | X | X | X | | | X | | | | | | | X | | 2-2 Cultural Norms, Fair and Lovely, and Advertising | | | | X | X | | | X | | | X | X | | | | | | | | 2–3 Starnes-Brenner Machine Tool Company – To Bribe or Not to Bribe | | | | | X | | X | | | | | | | | | | X | | | 2-4 Ethics and Airbus* | | | | X | X | X | X | | | | | | X | | | | | | | 2–5 Coping with Corruption in Trading with China | | | | | X | X | X | | | | | | | | | | | | | 2–6 When International Buyers and Sellers Disagree | | | | | | | X | | | | | | | | X | | | | | 2-7 McDonald’s and Obesity | ...
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...CORPORATE SOCIAL RESPONSIBILITY IN THE PHARMACEUTICAL INDUSTRY: BETWEEN TREND AND NECESSITY by Cecile Oger BSc. (Honours) Chemistry with Business Administration Kingston University London, UK, 1995 A thesis presented to Ryerson University In partial fulfillment of the requirements for the degree of Master of Business Administration In the program of Master of Business Administration Toronto, Ontario, Canada, 2009 © Cecile Oger 2009 Library and Archives Canada Bibliothèque et Archives Canada Published Heritage Branch Direction du Patrimoine de l’édition 395 Wellington Street Ottawa ON K1A 0N4 Canada 395, rue Wellington Ottawa ON K1A 0N4 Canada Your file Votre référence ISBN: 978-0-494-59035-5 Our file Notre référence ISBN: 978-0-494-59035-5 NOTICE: AVIS: The author has granted a nonexclusive license allowing Library and Archives Canada to reproduce, publish, archive, preserve, conserve, communicate to the public by telecommunication or on the Internet, loan, distribute and sell theses worldwide, for commercial or noncommercial purposes, in microform, paper, electronic and/or any other formats. . The author retains copyright ownership and moral rights in this thesis. Neither the thesis nor substantial extracts from it may be printed or otherwise reproduced without the author’s permission. L’auteur a accordé une licence non exclusive permettant à la Bibliothèque et Archives Canada de reproduire, publier...
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...Sustainability Reporting Guidelines & Oil and Gas Sector Supplement © 2000-2012 GRI Version 3.1/OGSS Final version The Oil and Gas Sector Supplement is based on the G3.1 Sustainability Reporting Guidelines © 2000-2012 GRI Version 3.1/OGSS Final version Oil and Gas Sector Supplement Sustainability Reporting Guidelines RG & OGSS Table of Contents Overview of the Guidance provided in this Document for the Oil and Gas Sector Human Rights Society Product Responsibility 43 47 52 Preface Sustainable Development and the Transparency Imperative General Reporting Notes Data Gathering Report Form and Frequency Assurance 10 Glossary of Terms Acknowledgments 12 12 13 14 54 54 55 56 58 Introduction Introductory Section for the Oil and Gas Sector Overview of Sustainability Reporting The Purpose of a Sustainability Report Orientation to the GRI Reporting Framework Orientation to the GRI Guidelines Applying the Guidelines Part 1 Defining Report Content, Quality, and Boundary Guidance for Defining Report Content Principles for Defining Report Content Principles for Defining Report Quality Guidance for Report Boundary Setting 16 17 22 26 Part 2 Standard Disclosures Strategy and Profile 1. Strategy and Analysis 2. Organizational Profile 3. Report Parameters 4. Governance, Commitments, and Engagement 5. Management Approach and Performance Indicators Economic Environmental Social: Labor Practices and Decent Work 40 29 29 30 30 31 33 34 36 ...
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...Contents overview List of figures List of tables List of mini case studies Acknowledgements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Introduction to International Marketing The International Marketing Environment The International Marketing Information and Research Process International Competitive Marketing Strategies Market Selection Decisions and Entry Strategies Management of Exporting and Importing International Marketing Operations and Planning Product and Brand Decisions for International Marketing Service Strategies for International Marketing International Channels of Distribution and Logistics Management Pricing Decisions in International Markets Integrated International Marketing Communications International Business-To-Business Marketing Retail Internationalization and Marketing The Internet and International Marketing Ethics and International Marketing Index xix xxi xxiii xxiv 1 34 68 104 138 172 209 239 274 303 335 367 401 430 454 478 507 Contents List of figures List of tables List of mini case studies Acknowledgements 1 Introduction to International Marketing Introduction The nature of international marketing Contextual determinants of international marketing Historical development Definition of international marketing Relationship with other business fields A theoretical framework for international marketing Approaches to internationalization Factors causing internationalization The process of firms’ internationalization A holistic approach The motivation...
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...Five Functional Areas Of Human Resource Management Five Functional Areas of Human Resource Management (HRM) HRM has five functional areas that include: Staffing, Human Resource Development (HRD), Compensation and Benefits, Safety and Health, and Employee and Labor Relations. Staffing Achieving organizational objectives requires having the proper number of employees with the appropriate skills. Staffing accomplishes this objective through four tasks. The first task is job analysis, which examines specific job functions in determining the skills, duties and knowledge required for each position. The second task is ensuring that the required numbers of employees, with the appropriate skills, are available when needed organizations engage in Human Resource Planning (HRP). The third task is recruitment, which is the process of attracting enough skilled people to apply for jobs in the organization. Fourth, the last step in the staffing process, is selection. This involves choosing the best suited individuals to fill the open positions in the firm. Human Resource Development (HRD) Six functions, including training, development, career planning, career development, organization development and performance appraisal, make up Human Resource Development (HRD). * Training: is a process designed to provide employees with the knowledge and skills needed for their present job. Focusing on long-term learning needs is development. The ongoing process of career planning sets career goals for...
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