Ethics is just about doing the right thing: Shell shocked and IBM goes fact‐finding

Abstract

Purpose

To discuss organizations’ approaches to company values and ethics, an important aspect of which should be finding out from employees what their perceptions are – asking them “What do we stand for?”

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

If you are a big company like Shell, getting front‐page news and mentions on prime‐time TV for all the wrong reasons, it's understandable why you make massive efforts to give priority to ethical strategies and to make sure they're well understood and accepted both externally and internally. The fact that Shell was already working on the studies and actions which crystallized into its present stakeholder approach to management well before it was rocked by the Ken Saro‐Wiwa and Brent Spar controversies did nothing to lessen the negative impact, but few would doubt that the vociferous criticism hurried the process along.

Originality/value

The experiences noted in the articles provide a basis of discussion for organizations to decide the values, ethics and principles that they will adhere to as they go about their business.

Citation

(2005), "Ethics is just about doing the right thing: Shell shocked and IBM goes fact‐finding", Strategic Direction, Vol. 21 No. 7, pp. 14-17. https://doi.org/10.1108/02580540510598963