Spring 2016 Ethical and Legal Challenges of the Modern Corporation: Law and Business*1 New York University Syllabus BSPA-GB.3301.30/ Law-LW 10387.001

Term: Spring 2016 Dates: February 10- May 4 Meeting Times: Wednesday 6-9pm Classroom: Furman Hall, Room 210 Professors: Karen Brenner/ Helen Scott Office: 44 West 4th Street, Suite 7-146/ Vanderbilt Hall, Room 338 Office Hours: By appointment Email: [email protected] / [email protected] Teaching Assistant : Amanda Bloch Kernan Email : [email protected]

Course Objectives:

This course addresses the ethical and legal challenges of the modern corporation through three lenses: the individual, institutional, and societal, and includes faculty and students from both the Stern School of Business and New York University School of Law. The emphasis of the course is on the individual’s legal and ethical responsibilities in interacting with the corporation- navigating real world market pressures considering moral and social psychology, ethical norms, and legal imperatives, the institutional perspective, including organizational and cultural norms, and societal implications. Students will also be asked to consider the role, design, and institutionalization of ethics and compliance cultures and programs in global business. The objective is to facilitate professional interaction and joint work between students from both schools.

Professional and leadership challenges arise from perceived conflicts among duties to or expectations of oneself, the firm, and civil society, ethical and cultural norms, the norms applicable to practitioners of particular occupations, and, in some cases, legal imperatives.

1 The course satisfies the Stern Professional Responsibility requirement and the following Stern specializations: law and business, and global business.

1 We will examine business circumstances that give rise to these conflicts and the role of the law, business practices, market pressures, cultural, ethical and psychological norms and reasoning in resolving such issues and in establishing standards of leadership and professional and institutional accountability. The course is intended to help the student recognize these issues and to develop a set of analytical perspectives and tools for making judgments when such issues arise.

Subjects of study include professional dilemmas and moral accountability, truth and disclosure, conflicts of interest, bribery, agency and fiduciary duty, whistle blowing, ethics and compliance programs, corporate investigations, corporate citizenship and global business issues. The student in this course will be expected to exercise professional judgment through discussion and analysis of cases, as indicated on the attached schedule of class assignments.

As this topic continues to present new and interesting case material, it is likely that during the semester we may interrupt our planned syllabus and take time to discuss issues that are occurring in real time. Students are encouraged to be current with business and legal literature and to bring some of these cases to class for discussion.

READINGS:

1.Course Pack: You may purchase this at the NYU Bookstore. 2.Willful Blindness, Margaret Heffernan, Walker Publishing Company, Inc., N.Y. (2011). 3.The Balance of the readings is available under the “Resources” tab on NYU Classes.

GRADING:

The weights for the student’s overall grade are: Class Participation 30% Class Presentations 40% Three Written Short Papers 30%

(No more than 35% of students will receive a grade of A or A-)

CLASS PARTICIPATION:

2 Students are expected to prepare for class discussion by thoroughly reading and analyzing the assigned materials before each class. In-class discussions are an essential part of the course. All students are responsible for being prepared to discuss all of the study questions before coming to class. Students will be expected to present the assigned materials as a basis for discussion.

CLASS PRESENTATIONS: On the first day of the class each student will be assigned to a team and a case for presentation later in the semester. The teams will be asked to prepare a 20-minute presentation of the case. The presentation should incorporate a discussion of market conditions, psychological, ethical, cultural, organizational and legal considerations. The presentation should integrate the course material as relevant to the case, with a particular focus on conflicting duties. After the presentation, the team is expected to lead the class in a 5-minute discussion. The team is required to submit a “hard-copy” of the presentation to the professors at the beginning of the discussion and EACH member of the team is REQUIRED to submit a confidential team evaluation at the conclusion of the presentation. Options surrounding the presentation format will be discussed in greater detail the first day of class. Your presentation may not exceed 25 slides (including title page, table of contents…)

SHORT PAPERS: (3-4 pages typed and double-spaced, not including citations) Each student should prepare a written analysis of one study question of your choice from three different classes. The papers must be posted on NYU Classes before the class addresses the topic in class. The papers must be submitted on or before sessions 3, 5, and 8. The papers will be evaluated based upon the systematic and thorough application of the relevant course concepts. Papers that integrate the concepts and vocabulary from class and the readings will be more highly valued.

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COURSE SCHEDULE: SESSION #1 PROFESSIONAL DILEMMAS & MORAL ACCOUNTABILITY

READINGS: 1. Legal Ethics, Deborah L. Rhode and David Luban 2. Economic Theories of Regulation: Normative vs. Positive, Linda N. Edwards & Franklin R. Edwards 3. Reinventing Ethics, Howard Gardner 4. Willful Blindness, Introduction and Chapter 1 5. The Price of Lobster Thermidor 6. Incentives and Ideology, June Rhee, June 23, 2014 7. Practical Wisdom- The Right Way to Do the Right Thing, Barry Schwartz and Kenneth Sharpe- Chapters 1, 2, Pages 147-154

Study Questions: 1. Why do causes of market failures tend to bring about laws or regulations to counter their effects? 2. Based on the Edwards article which market failures or imperfections are present in the “Lobster Thermidor” case? 3. Based on the Rhode and Luban reading how might different ethical theories address the market failures in the “Lobster Thermidor” case? 4. As described by Heffernan, what are the sources of willful blindness and what are its implications for ethical reasoning? 5. Describe, based upon “Practical Wisdom,” the optimal tradeoff between adopting rules and relying on individual discretion.

TRUTH & DISCLOSURE

READINGS: 1. Is Business Bluffing Ethical, Albert Z. Carr 2. The Business of Ethics, Norman Chase Gillespie 3. Bluffing, Jim T. Priest 4. Willful Blindness, Chapter 3 5. Doctors Who Don’t Speak Out, Barry Meier, NY Times, February 15, 2013

4 6. Impugning the Integrity of Medical Science, Catherine D. DeAngelis & Phil B. Fontanarosa 7. What Doctors Aren’t Disclosing, Arlene Weintraub 8. The Difference Between Puffery and Fraud, Peter J. Henning

Study Questions: 1. Is business bluffing ethical? Within what limits? 2. What methods of psychological and ethical reasoning seem most appropriate to “Doctors Who Don’t Speak Out?” 3. Is there anything ethically wrong about the actions of the medical writers as described in “What Doctors Aren’t Disclosing”? Is disclosure an effective cure for the problem these actions describe?

SESSION # 2

TRUTH & DISCLOSURE/CORPORATE DECISION MAKING

READINGS: 1. A.H. Robins: Dalkon Shield, A.R. Gina & Terry Sullivan 2. The Class-Action Quandary: Cash Payment, No Apology, Meryl Gordon 3. Saying Sorry, But for What? Abigail Zuger, M.D., July 14, 2014, International NY Times 4. The Organizational Apology, Maurice E. Schweitzer, Alison Wood Brooks, and Adam D. Galinsky, September 2015, HBR 5. As Drug Industry’s Influence Over Research Grows, So Does The Potential For Bias, Peter Whoriskey, The Washington Post, November 24, 2012 6. Breaking the Seal on Drug Research, Katie Thomas, NY Times, June 29, 2013

Study Questions: 1. Should A. H. Robins have introduced the Dalkon Shield when it did (“A.H.Robins”)? Create a timeline of events for the case and determine whether another path should have been chose, when and why. 2. At what point should A.H. Robins have apologized? What should they be seeking to achieve? 3. From a corporate and societal perspective, how would you remedy the conflicts evident in “As Drug Industry’s Influence…?” Does the model proposed in “Breaking the Seal” remedy the concerns?

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GIFTS, SIDE DEALS & CONFLICTS OF INTEREST

READINGS: 1. Willful Blindness, Chapters 5 and 8 2. Buynow Stores, Bruce Buchanan 3. Physicians and Drug Representatives: Exploring the Dynamics of the Relationship, Susan Chimonas, Troyan A. Brennan & David J. Rothman 4. Doctors Warned on ‘Divided Loyalty,’ Robin Pear, NY Times, December 26, 2012 5. Blind Spots: The Roots of Unethical Behaviour at Work, Max Bazerman and Ann Tenbrunsel

Study Questions: 1. Make a list of all the gift practices described in “Buynow Stores.” In your judgment, which of these, if any, are inappropriate? Use psychological and ethical concepts and methods to support your position. 2. What principles/guidelines would you determine are appropriate for physicians as employees of hospitals with duties to patients and employers and when interacting with drug representatives or other providers of product/ information? Why would you recommend such guidelines?

SESSION # 3

GIFTS, BRIBERY & CORRUPTION CONTROL READINGS: 1. A Resource Guide to the U.S. Foreign Corrupt Practices Act, Sections 1,2,5,7,8, November 14, 2012 2. The Changing Role of Criminal Law in Controlling Corporate Behavior, pages, ix, 1-6, 38, 41-67, and 94 3. For Global Drug Manufacturers, China Becomes a Perilous Market, Katie Thomas, NY Times, July 16, 2013 4. Glaxo Used Travel Firms for Bribery, China Says, David Barboza, NY Times, July 15, 2013 5. 2015 Mid-Year Update on Corporate Non-Prosecution Agreements (NPAs) and Deferred Prosecution Agreements (DPAs), Gibson Dunn, July 8, 2015, Pages 1-19

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6. Former Head of Glaxo in China Is Accused of Bribery, David Barboza and Katie Thomas, NY Times, May 13, 2014 7. Glaxo Says It Will Stop Paying Doctors to Promote Drugs, Katie Thomas, NY Times, December 16, 2013 8. Why Judges Should Monitor Enforcement Settlements, Ryan Mc Connell and Michelle Jee, Corporate Counsel, June 17, 2014 9. Chasing Compliance, Sue Reisinger, Corporate Counsel, March 1, 2014 10. Bribery Act 2010, Chapter 23, Sections 1-8, (Pages 1-6) 11. Despite Prosecutions, Corruption Levels Stay the Course, Robert Appleton, Corporate Counsel, September 1, 2015

Study Questions: 1.Do you agree with the current trend towards the deferred prosecution of white-collar crime (“2015 Mid-Year,” “Why Judges,” and “Chasing Compliance”)? What are the societal and organizational implications? 2. What were the institutional structures at Glaxo that allowed the situation to develop? 3. What are the similarities and differences between the FCPA and the UK Bribery Act? How should organizations respond?

PROFESSIONAL ROLES

READINGS: 1. Commissions on Sales at Brock Mason, Tom L. Beauchamp 2. Responsibility Yes, But to Whom, Lawrence Zicklin 3. Can Bankers Behave? William D. Cohan, The Atlantic, May 2015 4. Seven Years Later, Wall Street Hasn’t Learned Anything, Bourree Lam, The Atlantic, May 20, 2015 5. Why Wall Street Can’t Handle the Truth, Mike Mayo 6. Solitude and Leadership, William Deresiewicz, The American Scholar 7. More Protection for a Nest Egg Has Some Brokers Upset, Tara Siegel Bernard, NY Times, September 18, 2015

7 8. Learning to Speak Up When You’re From a Culture of Deference, Andy Moinsky, HBR Blog Network, July 7, 2014 9. Corporate Lawyers Can Be More Than Naysayers-in-Chief, Christine Bader, The Atlantic, May 8, 2015

Study Questions: 1. In the “Brock Mason” case, Mr. Tithe, the branch manager, describes the situation with the widow as “unfortunate” but not “unfair.” Do you agree? Use ethical methods and concepts to justify your position. What duties does a broker owe to a client? 2. Is the situation at Brock Mason similar to that in the “Responsibility Yes, But to whom” case? 3. Identify an example from “Learning to Speak Up…” What were the enablers that facilitated the speaker?

SESSION # 4

PROFESSIONAL ROLES

READINGS: 1. The Midnight Journal Entry, Anne T. Lawrence 2. The Epistemology of Corporate Securities Lawyering: Beliefs, Biases and Organizational Behavior, Donald C. Langevoort 3. Old City Enterprises, Lawrence Zicklin 4. At Center of Fraud, WorldCom Official Sees Life Unravel, Susan Pulliam 5. Why I am Leaving Goldman Sachs, Greg Smith 6. Fund Manager in London Who Dodged Train Fares Is Barred From Financial Jobs, Jenny Anderson, NY Times, December 15, 2014

Study Questions: 1. Which professional duties might be at issue in “Old City Enterprises”? Is Ed Stevens (“Old City”) acting properly in terms of shareholders interests and ethical standards? How/would you address this issue at the upcoming board meeting? 2. In securities matters, who acts as gatekeepers? In such a role, whose interests are served? How do other dimensions of professional roles and responsibilities complicate this role? (You may consider a particular professional role)

8 3. As described by Langevoort, how does cognitive bias develop and what are its implications for managerial professionals and corporate attorneys? 4. Is the relationship between broker and client more similar to doctor/patient and lawyer/client or an independent contracting relationship between willing buyer and willing seller? 5. In “The Midnight Journal Entry” what professional duties does Richard Okumoto owe? Which of these duties have the highest priority and why? 6. Should employees conduct outside of work, as described in “Fund Manager,” affect their employment? What guidelines would you suggest?

WHISTLEBLOWING & LOYALTY

READINGS: 1. The Very Idea of a Conceptual Scheme, Patricia H. Werhane 2. Whistle blowing and Professional Responsibility, Sissela Bok 3. The Return of Qui Tam, Priscilla R. Budeiri 4. Sweeping New Whistleblower Incentives and Protections in Financial Reform Bill 5. The Aircraft Brake Scandal, Kermit Vandivier 6. Airline Safety: A Whistleblowers Tale, Stanley Holmes 7. Willful Blindness, Chapters 6, 7 and 11 8. Boss’s Remark, Employee’s Deed and Moral Quandary, James B. Stewart, NY Times, July 5, 2013 9. The Engineer’s Lament, Malcolm Gladwell, The New Yorker, May 4, 2015

Study Questions: 1. Are the provisions from SOX and Dodd-Frank adequate as a counterweight against corporate and professional cultures as described by Werhane, Heffernan, and Gladwell? 2. What are the elements involved in whistle blowing, according to Bok, and what conflicts are imbedded in such an act? 3. Consider the position of Searle Lawson in “The Aircraft Brake Scandal” case. Create a time line of events and determine at what point, if any, he should have blown the whistle to someone outside B.F. Goodrich. Why do you think that the outcome in the “Airline Safety” case was so different for Mark Lund?

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SESSION # 5

REGULATORY COMPLIANCE

READINGS:

1. Who Is the Client? : The Corporate Lawyer’s Dilemma, Ralph Jonas 2. A Nightmare Deferred, Vanessa Blum 3. Filip Memorandum, Principles of Federal Prosecution of Business Organizations 4. Individual Accountability for Corporate Wrongdoing, Sally Q. Yates, Deputy Attorney General, September 9, 2015 5. Case Expands Type of Lies Prosecutors Will Pursue, Alex Berenson 6. In the Crossfire: Prosecutors’ Tough New Tactics Turn Firms Against Employees, Laurie P. Cohen 7. Deals and Consequences, Landon Thomas Jr. 8. Cooperating With the DOJ: A Shift in Policy, Michael P. Kelly, Corporate Counsel, April 21, 2015 9. Enhancing Financial Stability by Improving Culture in the Financial Serves Industry, William C. Dudley, Federal Reserve Bank of New York, October 20, 2014 10. White Collar and Regulatory Enforcement: What to Expect In 2015, Wachtell, Lipton, Rosen & Katz, January 28, 2015, Pages 1-4, 8-10 11. The Difficulty in Holding Executives Accountable, Peter J. Henning, July 21, 2014, International NY Times 12. The Prospects for Pursuing Corporate Executives, Peter J. Henning, September 14, 2015, NY Times

Study Questions: 1.What are the implications for whistleblowing in the context of the definition of cooperation in the Filip memorandum and the Yates memorandum? 2. What are the implications to corporate culture in light of the evolving standards of cooperation?

CORPORATE INVESTIGATIONS

10 READINGS: 1. Corporate Investigations- Challenges in Corporate Governance, Karen Brenner, http://ssrn.com/abstract=1684238 2. Hidden Impact of the Dodd-Frank Act, John C. Coffee, Jr. July 15, 2010 3. The S.E.C., Whistle-Blowers and Sarbanes-Oxley, Peter J. Henning, New York Times Dealbook, November 9, 2010 4. SEC Adopts Rules to Establish Whistleblower Program, May 25, 2011 http://www.sec.gov/news/press/2011/2011-116.htm 5. Wal-Mart Hushed Up a Vast Mexican Bribery Case, David Barstow, New York Times, April 21, 2012 6. Executive Investigations: Best Practices for Mitigating Risk and Liability, Randy C. Gepp, Corporate Counsel, September 4, 2015 7. The Mounting Costs of Internal Investigations, Peter J. Henning 8. How Wal-Mart Used Payoffs to Get Its Way in Mexico, David Barstow and Alejandra Xanic von Bertrab, NY Times, December 17, 2012

Study Questions: 1. What are the organization’s challenges in investigating fraud (include Wal-Mart case in discussion)? How should the Wal-Mart investigation have been structured (identify challenges and apply principles of “Executive Investigation…”)? 2. The Dodd-Frank Act of 2010 directs the SEC to reward whistleblowers. Because tips are an effective means for identifying misconduct, should companies consider a reward system for tips leading to discovery of fraud? What are the implications of such a system?

SESSION # 6

CORPORATE CITIZENSHIP & PROFESSIONAL ROLES

READINGS:

1. Restricted Reasons and Permissible Violations, Arthur Applbaum 2. Challenging the Long-Held Belief in ‘Shareholder Value,’ Jesse Eisinger 3. The Social Responsibility of Business is to Increase Its Profits, Milton Friedman 4. Our Schizophrenic Conception of the Business Corporation, William T. Allen

11 5. Drug Firms See Poorer Nations as Sales Cures, Avery Johnson 6. Philip Morris’ Global Race, Nanette Byrnes and Frederik Balfour 7. Willful Blindness, Chapters 4, 10 and 12 8. Preventing Bad Behavior at Your Company, Dan Currell and Aaron Kotok, Corporate Counsel, March 17, 2015

Study Questions:

1. According to Applebaum, when may it be appropriate for a professional to restrict his/her moral reasoning in deliberations? 2. According to Heffernan, how can the power of monetary incentives alter moral decision- making? 3. Contrast and compare Allen’s (“Schizophrenic Conception”) definitions of a corporation. Which conception of the business corporation do you think currently dominates and why?

DEVELOPING AND INSTITUTIONALIZING ETHICAL CULTURES

Readings: 1. Managing for Organizational Integrity, Lynn Sharp Paine 2. Blind spots, Chapter 6 3. Business Ethics and Stakeholder Analysis, Kenneth E. Goodpaster 4. The GC as Lawyer-Statesman, Ben W. Heineman, Jr. 5. Up to Code: Does Your Company’s Conduct Meet World-Class Standards?, Lynn Paine, Rohit Deshpande, Joshua D. Margolis, and Kim Eric Bettcher, Harvard Business Review, December 2005 6. Francisco D’Souza of Cognizant, on Finding Company Heroes, NY Times, August 31, 2013, Corner Office 7. When Trying to Follow the Rules Isn’t Enough, James B. Stewart, NY Times, September 20, 2013 8. GM’s Rival Could Teach It a Lesson, Joe Nocera, NY Times, June 27, 2014 9. Fostering an Ethical Organization from the Bottom Up and the Outside In, Megan F. Hess and Earnest Broughton, Kelley School of Business, 2014

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1.In designing an ethical culture and an ethics and compliance program, what guidelines and principles (including moral and social psychology, ethics, and the law) would inform your structure? 2.How would you institutionalize an ethical culture throughout the organization?

SESSION # 7 MORAL STANDARDS ACROSS BORDERS

READINGS: 1. The UN Declaration of Human Rights 2. The Challenge of Cultural Relativism, James Rachels 3. Values in Tension: Ethics Away From Home, Thomas Donaldson 4. US Bill of Rights 5. Human Rights on the Eve of the 21st Century, Dalai Lama 6.Caux Round Table Principles for Responsible Business 7. The Creation and Destruction of Value, The Globalization Cycle, Harold James, pgs. 269- 277 8. UN Guiding Principles for the Implementation of the UN ‘Protect, Respect, and Remedy’ Framework, pgs. 1-4 and 12-20 9. Guiding Principles on Business and Human Rights, Implementing the United Nations “Protect, Respect and Remedy” Framework, pgs. 13-26 and 33-34 10. ILO Declaration on Fundamental Principles and Rights at Work 11. Great Lakes: Great Decisions, Darden Business Publishing, University of Virginia, UV1171 12. Willful Blindness, Chapter 9

Study Questions:

1. According to Rachels, what is the challenge of cultural relativism and how does it impact a corporation’s global actions? 2. Do human rights exist? If so, as the CEO of a corporation, or counsel advising the CEO, how would you apply these ideas to other countries (“Philip Morris’ Global Race” and “Great Lakes”)?

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CORPORATE CITIZENSHIP: SUPPLY CHAINS

1. Lives Held Cheap in Bangladesh Sweatshops, Barry Bearak 2. In China, Human Costs are Built Into an iPad, Charles Duhigg and David Barboza 3. Signs of Changes Taking Hold in Electronics Factories in China, Keith Bradsher and Charles Duhigg, NY Times, December 26, 2012 4. In Praise of Cheap Labor: Bad Jobs at Bad Wages, Paul Krugman 5. OECD Guidelines for Multinational Enterprises, May 25, 2011, pgs. 13-20, 27-28, 31 6. US Retailers Offer Plan for Safety at Factories, Steven Greenhouse and Stephanie Clifford, NY Times, July 10, 2013 7. How Gap Inc. Engaged With Its Stakeholders, N. Craig Smith, Sean Ansett and Lior Erez, MIT Sloan Management Review, Summer 2011 Vol. 52 No. 4 SMR393 8. Fast and Flawed Inspections of Factories Abroad, Stephanie Clifford and Steven Greenhouse, NYTimes, September 1, 2013 9. Stalemate Over Garment Factory Safety in Banglaesh, Steven Greenhouse and Julfikar Ali Manik, NY Times, June 25, 2014 10. Business as Usual is Not an Option, Sarah Labowitz and Dorothee Baumann-Pauly, April 2014 (Pages 6-11, 16-17, 26-29, 30-38) 11. Why Corporations Fail to Do the Right Thing, Christine Bader, The Atlantic, April, 2014 12. Companies Struggle to Comply With Rule on Conflict Minerals, Lynnley Browning, September 7, 2015, NY Times

Study Questions: 1.How would you characterize the responsibilities of corporations in managing their supply chains? What ethical and or legal principles inform your response? What role do lawyers have in the process? 2. Compare and contrast the adequacy of the US and European responses to safety issues at factories in Bangladesh. What ethical and legal principles inform their response?

SESSION # 8 CORPORATE CITIZENSHIP: TAXES

14 1. G.E.’s Strategies Let It Avoid Taxes, Altogether, David Kocieniewski, New York Times, March 24, 2011 2. How Apple Sidesteps Billions in Taxes, Charles Duhigg and David Kocieniewski 3. UK Lawmakers’ Report Criticizes Google’s Tax Affairs, Tom Bergin, Reuters, June 12, 2013 4. Wake Up and Smell the Coffee, The Economist, December 15, 2012 5. Criticized on Taxes, Starbucks Will Move European Offices to London, David Jolly, New York Times, April 16, 2014 6. New Corporate Tax Shelter: A Merger Abroad, David Gelles, New York Times, October 8, 2013 7. Switching Names to Save on Taxes, Floyd Norris, NY Times, April 3, 2014 8. At Walgreen, Renouncing Corporate Citizenship, Andrew Ross Sorkin, NY Times, June 30, 2014 9. EU tax: Tough Love for Multinationals’ Sweetheart Deals, Christian Oliver, July 13, 2015, FT

Study Questions: 1. Given the jurisdictional opportunities available to corporations to limit their tax expense what ethical and legal principles should inform their decision with respect to tax strategy? What are the societal implications for such a decision?

CORPORATE CITIZENSHIP: CORPORATE POLITICAL CONTRIBUTIONS; SAY ON PAY

READINGS: 1.Corporate Governance After ‘Citizens United,’ John C. Coffee, Jr., New York Law Journal, March 18, 2010 2. The Political Case Again Out-Sized Executive Pay, Ben W. Heineman, Jr. Harvard Business Review, December 2, 2011 3. Killing Conscience: The Unintended Behavioral Consequences of ‘Pay for Performance,’ Lynn A. Stout, March 2013 4. The Wallet as Ethics Enforcer, Gretchen Morgenson, NY Times, April 5, 2014

Study Questions: 1. What societal and corporate challenges are raised by corporate political activity (CPA)? What is the best way to organize the CPA function in light of these challenges?

15 2. Are political speech decisions fundamentally different from ordinary business decisions, and if so, how should these be managed from a corporation’s or societal (regulator’s) standpoint? 3. What are the concerns regarding compensation? Is “say-on-pay” likely to address some of these issues? What are the societal implications? 4. What are the unintended behavioral consequences of current pay for performance plans (“Killing Conscience”)? What are the institutional implications? 5. What are the implications of expanded claw back provisions (“The Wallet”) on organizational behavior and on society? What are the unintended consequences?

TEAM PRESENTATIONS

ADDITIONAL READINGS (NOT REQUIRED):

Convention on Combating Bribery of Foreign Public Officials in International Business Transactions, OECD, http://www.oecd.org/dataoecd/4/18/38028044.pdf Good Practice Guidance on Internal Controls, Ethics, and Compliance, OECD, February 18, 2010, http://www.oecd.org/dataoecd/5/51/44884389.pdf SEC Enforcement Manual, January 13, 2010 http://www.sec.gov/divisions/enforce/enforcementmanual.pdf UK Ministry of Justice Guidance UK Bribery Act http://www.justice.gov.uk/downloads/guidance/making-reviewing-law/bribery-act-2010- guidance.pdf What Money Can’t Buy, The Moral Limits of Markets, Michael J. Sandel Blindspots- Why We Fail to do What’s Right and What to Do About It, Max H. Bazerman and Ann E. Tenbrunsel Giving Voice to Values, Mary C. Gentile High Performance With High Integrity, Benjamin W. Heineman, Jr. Ties That Bind, Donaldson/Dunfee

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