Business Ethics Ethical Decision Making and Cases Mindtap Course List 13Th Edition O C Ferrell Full Chapter

Business Ethics: Ethical Decision
Making and Cases (MindTap Course

List) 13th Edition O. C. Ferrell
Visit to download the full and correct content document:
https://ebookmass.com/product/business-ethics-ethical-decision-making-and-cases-m
indtap-course-list-13th-edition-o-c-ferrell/
Thirteenth Edition
Business ETHICS
Ethical Decision Making and Cases
O.C. Ferrell
Auburn University
John Fraedrich
Southern Illinois University—Carbondale
Linda Ferrell
Auburn University
Australia • Brazil • Canada • Mexico • Singapore • United Kingdom • United States
Copyright 2022 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
Business Ethics: Ethical Decision © 2022, 2019 Cengage Learning, Inc.
Making and Cases, Thirteenth Edition WCN: 02-300
O.C. Ferrell, John Fraedrich and Linda Ferrell
Unless otherwise noted, all content is © Cengage.
SVP, Higher Education & Skills Product: Erin Joyner ALL RIGHTS RESERVED. No part of this work covered by the copyright herein
may be reproduced or distributed in any form or by any means, except as
Product Director: Joe Sabatino
permitted by U.S. copyright law, without the prior written permission of the
Product Manager: Heather Mooney copyright owner.
Product Assistant: Nick Perez
Learning Designer: Megan Guiliani For product information and technology assistance, contact us at
Cengage Customer & Sales Support, 1-800-354-9706
Content Manager: Kate Begley Reed or support.cengage.com.
Digital Delivery Lead: Charles Nichols

For permission to use material from this text or product, submit all
Director, Marketing: April Danaë requests online at www.cengage.com/permissions.
Marketing Manager: John Carey

Library of Congress Control Number: 2021909682
IP Analyst: Diane Garrity
IP Project Manager: Nick Barrows

ISBN: 978-0-357-51336-1
Production Service: SPi Global Loose-leaf Edition ISBN: 978-0-357-51344-6
Designer: Bethany Bourgeois

Cengage
Cover Image Source: iStock.com/sbelov 200 Pier 4 Boulevard
Boston, MA 02210
USA
Cengage is a leading provider of customized learning solutions

with employees residing in nearly 40 different countries and sales in more
than 125 countries around the world. Find your local representative at:
www.cengage.com.
To learn more about Cengage platforms and services, register or access

your online learning solution, or purchase materials for your course,
visit www.cengage.com.
Printed in the United States of America

Print Number: 01 Print Year: 2021
To James Collins Ferrell and
George Collins Ferrell.
—O.C. Ferrell
To Emma, Matthew, Hyrum, and

Ammon, who are the future generation.
—John Fraedrich
To Brett Nafziger.
—Linda Ferrell
BRIEF CONTENTS
Part 1: An Overview of Business Ethics 1 9: Home Depot Works on Stakeholder

1: The Importance of Business Ethics 1 Relationships 421
2: Stakeholder Relationships, Social Responsibility, and 10: Brewed to Perfection: New Belgium Brewing 431
Corporate Governance 26 11: Google’s Search for Solutions to Privacy Issues 441
3: Sustainability: Social and Ethical Dimensions 53 12: Big-Box Retailer Walmart Makes Big Moves in Social
Responsibility 457
Part 2: Ethical Issues and the
13: Volkswagen Cleans Up Reputation After Emissions
Institutionalization of Business Ethics 84
Scandal 468
4: The Institutionalization of Business Ethics 84
14: Zappos Finds the Perfect Fit 475
5: Emerging Business Ethics Issues 110
15: Starbucks Serves Up Its Social Responsibility
Part 3: The Decision-Making Process 135 Blend 484
6: Ethical Decision Making 135 16: The Hershey Company’s Bittersweet Success 496
7: Individual Factors: Moral Philosophies and 17: Wells Fargo Banks on Recovery 508
Values 158 18: Whole Foods Market Refreshes Its Commitment to
8: Organizational Factors: The Role of Ethical Culture and Stakeholders 516
Relationships 184 19: The NCAA Enforces Penalties in College
Athletics 526
Part 4: Implementing Business Ethics
20: Enron: Not Accounting for the Future 535
in a Global Economy 208
9: Developing and Implementing an Effective Ethics Endnotes 546
Program 208 Glossary 576
10: Global Business Ethics Issues 235
Index 583
11: Ethical Leadership 269
12: Technology: Ethics and Social Responsibility
Issues 305
Part 5: Cases 330
1: From the Outside In: Corporate Social Responsibility at
Patagonia 332
2: Tesla Accelerates the Transition to Sustainable
Energy 338
3: An Apple a Day: Ethics at Apple Inc. 349
4: TOMS Reinvents the One for One Movement 364
5: CVS Smokes the Competition in Corporate Social
Responsibility 374
6: Bayer Rounds Up Monsanto 387
7: Uber Collides with Controversy 398
8: Herbalife Nutrition Achieves Success by Managing
Risks 407
iv
CONTENTS
Part 1: An Overview of Issues in Social Responsibility 35

Business Ethics 1 Social Responsibility and the Importance of a Stakeholder
Orientation 37
Corporate Governance Provides Formalized Responsibility
Chapter 1: The Importance of Business Ethics 1
to Stakeholders 38
Chapter Objectives, 1 | Chapter Outline, 1
Views of Corporate Governance, 41 • The Role
An Ethical Dilemma 2 of Boards of Directors, 42 • Greater Demands for
Business Ethics Defined 4 Accountability and Transparency, 43 • Executive
Compensation, 43
Why Study Business Ethics? 5
Implementing a Stakeholder Perspective 45
A Crisis in Business Ethics, 5 • Specific Issues, 6 •
The Reasons for Studying Business Ethics, 7 Step 1: Assessing the Corporate Culture, 46 •
Step 2: Identifying Stakeholder Groups, 46 • Step 3:
The Development of Business Ethics 8
Identifying Stakeholder Issues, 46 • Step 4: Assessing
Before 1960: Ethics in Business, 8 • The 1960s: The Organizational Commitment to Stakeholders and
Rise of Social Issues in Business, 9 • The 1970s: Social Responsibility, 47 • Step 5: Identifying Resources
Business Ethics as an Emerging Field, 10 • The 1980s: and Determining Urgency, 47 • Step 6: Gaining
Business Ethics Reaches Maturity, 10 • The 1990s: Stakeholder Feedback, 47
Institutionalization of Business Ethics, 11 • The 2000s:
Contributions of a Stakeholder Perspective 48
Twenty-First Century Business Ethics, 11 • The 2010s:
New Challenges in Business Ethics, 12 • The 2020s and Summary 48
Beyond, 15 Important Terms for Review, 50 | Resolving Ethical
Developing Organizational and Global Ethical Business Challenges, 51 | Check Your EQ, 52
Cultures 16
The Benefits of Business Ethics 16 Chapter 3: Sustainability: Social and Ethical
Ethics Contributes to Employee Commitment, 17 •
Dimensions 53
Ethics Contributes to Investor Loyalty, 18 • Ethics Chapter Objectives, 53 | Chapter Outline, 53
Contributes to Customer Satisfaction, 18 • Ethics An Ethical Dilemma 54
Contributes to Profits, 19
Defining Sustainability 55
Our Framework For Studying Business Ethics 20
How Sustainability Relates to Ethical Decision Making and
Summary 22 Social Responsibility 56
Important Terms for Review, 23 | Resolving Ethical Global Environmental Issues 58
Business Challenges, 24 | Check Your EQ, 25
Atmospherics, 58 • Water, 61 • Land, 62
Chapter 2: Stakeholder Relationships, Social Environmental Legislation 66
Responsibility, and Corporate Governance 26 Environmental Protection Agency (EPA), 67 •
Chapter Objectives, 26 | Chapter Outline, 26 Environmental Regulations, 67
An Ethical Dilemma 27 Alternative Energy Sources 71
Stakeholders Define Ethical Issues in Business 28 Wind Power, 71 • Geothermal Power, 71 • Solar Power,
Identifying Stakeholders, 30 • A Stakeholder 72 • Nuclear Power, 72 • Biofuels, 72 • Hydropower, 73
Orientation, 31 Business Response to Sustainability Issues 73
Social Responsibility and Business Ethics 33 Green Marketing, 74 • Greenwashing, 75
CONTENTS (Continued)
Strategic Implementation of Environmental Chapter 5: Emerging Business Ethics Issues 110

Responsibility 76 Chapter Objectives, 110 | Chapter Outline, 110
Recycling Initiatives, 77 • Stakeholder Assessment, 77 • An Ethical Dilemma 111
Risk Analysis, 77 • The Strategic Environmental Audit, 78
Recognizing an Ethical Issue (Ethical Awareness) 112
Summary 79
Foundational Values for Identifying Ethical Issues 113
Important Terms for Review, 81 | Resolving Ethical
Business Challenges, 82 | Check Your EQ, 83 Integrity, 113 • Honesty, 114 • Fairness, 114
Emerging Ethical Issues and Dilemmas in Business 115
Misuse of Company Time and Resources, 115 • Abusive
Part 2: Ethical Issues and or Intimidating Behavior, 116 • Lying, 118 • Conflicts of
Interest, 119 • Bribery, 119 • Corporate Intelligence, 120
the Institutionalization of • Discrimination, 122 • Sexual Harassment, 123 • Fraud,
Business Ethics 84 124 • Consumer Fraud, 126 • Financial Misconduct, 128
• Insider Trading, 129
Chapter 4: The Institutionalization The Challenge of Determining an Ethical Issue in
of Business Ethics 84 Business 130
Chapter Objectives, 84 | Chapter Outline, 84 Summary 131
An Ethical Dilemma 85 Important Terms for Review, 132 | Resolving Ethical
Business Challenges, 133 | Check Your EQ, 134
Managing Ethical Risk Through Mandated, Core, and
Voluntary Practices 86
Mandated Requirements for Legal Compliance 88
Part 3: The Decision-
Laws Regulating Competition, 90 • Laws Protecting
Consumers, 92 • Laws Promoting Equity and Safety, 94 Making Process 135
The Sarbanes–Oxley (SOX) Act 95
Public Company Accounting Oversight Board, 96 • Chapter 6: Ethical Decision Making 135
Auditor and Analyst Independence, 97 • Whistle-Blower Chapter Objectives, 135 | Chapter Outline, 135
Protection, 98 • Cost of Compliance, 98 An Ethical Dilemma 136
Dodd–Frank Wall Street Reform and Consumer A Framework for Ethical Decision Making in
Protection Act 98 Business 137
Financial Agencies Created by the Ethical Issue Intensity, 137 • Individual Factors, 139 •
Dodd–Frank Act, 99 • Consumer Financial Protection Organizational Factors, 141 • Opportunity, 144 • Business
Bureau, 99 • Whistle-Blower Bounty Program, 99 Ethics Intentions, Behavior, and Evaluations, 146
Laws that Encourage Ethical Conduct 100 Using the Ethical Decision-Making Model to Improve
Federal Sentencing Guidelines for Organizations 101 Ethical Decisions 147
Core or Best Practices 103 Normative Considerations in Ethical
Voluntary Responsibilities, 103 • Cause-Related Decision Making 148
Marketing, 104 • Strategic Philanthropy, 104 • Social Institutions as the Foundation for Normative Values, 148
Entrepreneurship, 105 • Implementing Principles and Core Values in Ethical
The Importance of Institutionalization in Business Decision Making, 151
Business Ethics 105 Understanding Ethical Decision Making 153
Summary 106 Summary 154
Important Terms for Review, 107 | Resolving Ethical Important Terms for Review, 155 | Resolving Ethical
Business Challenges, 108 | Check Your EQ, 109 Business Challenges, 156 | Check Your EQ, 157
vi
Chapter 7: Individual Factors: Moral Part 4: Implementing
Philosophies and Values 158 Business Ethics in a
Global Economy 208
An Ethical Dilemma 159
Moral Philosophy Defined 160 Chapter 9: Developing and Implementing
an Effective Ethics Program 208
Moral Philosophies 162
Instrumental and Intrinsic Goodness, 163 • Teleology, 164
• Deontology, 166 • Relativist Perspective, 167 • Virtue An Ethical Dilemma 209
Ethics, 169 • Justice, 170 The Responsibility of the Corporation to
Applying Moral Philosophy to Ethical Decision Stakeholders 210
Making 173 The Need For Organizational Ethics Programs 211
Cognitive Moral Development and Limitations 174 An Effective Ethics Program 213
White-Collar Crime 176 An Ethics Program Can Help Avoid
Individual Factors in Business Ethics 179 Legal Problems, 213 • Values versus Compliance
Programs, 215
Summary 180
Codes of Conduct 215
Important Terms for Review, 181 |
Ethics Officers 217
Resolving Ethical Business Challenges, 182 |
Check Your EQ, 183 Ethics Training and Communication 218
Systems to Monitor and Enforce Ethical Standards 220
Chapter 8: Organizational Factors: The Role
of Ethical Culture and Relationships 184 Continuous Improvement of an Ethics Program, 222 •
Common Mistakes in Designing and Implementing an
Chapter Objectives, 184 | Chapter Outline, 184 Ethics Program, 222
An Ethical Dilemma 185 The Ethics Audit 223
Defining Corporate Culture 186 The Auditing Process, 224 • Informal Ethics Audits, 225 •
The Role of Corporate Culture in Ethical Decision Integrity Measurement Frameworks, 227 • Implementing
Making 188 Programs, Audits, and Measurements to Sustain an
Ethical Frameworks and Evaluations of Corporate Ethical Culture, 230
Culture, 188 • Ethics as a Component of Corporate Summary 230
Culture, 190 • Compliance Versus Values-Based Ethical Important Terms for Review, 232 | Resolving Ethical
Cultures, 192 • Differential Association, 193 • Whistle- Business Challenges, 233 | Check Your EQ, 234
Blowing, 193
Organizational Structure 197 Chapter 10: Global Business Ethics Issues 235
Group Dimensions of Corporate Structure and Chapter Objectives, 235 | Chapter Outline, 235
Culture 199
Types of Groups, 200 • Group Norms, 201
Global Culture, Values, and Practices 237
Variation in Employee Conduct 202
Economic Foundations of Business Ethics 240
Can People Control Their Actions Within a Corporate
Culture? 203 Economic Systems, 242
Summary 204 Multinational Corporations 245
Important Terms for Review, 205 | Global Organizations to Support Responsible Business 247
Resolving Ethical Business Challenges, 206 | United Nations Global Compact, 247 • Global Business
Check Your EQ, 207 Organizations that Affect Ethical Behavior, 248
vii
CONTENTS (Continued)
Global Ethics Issues 250 Defining Technology 307

Bribery, 250 • Antitrust Activity, 254 • Internet Technology Ethics, 308 • Technologies to Watch, 309
Security and Privacy, 255 • Human Rights, 257 Ethics Issues in Technology 314
• Healthcare, 258 • Supply Chain, 259 • Labor
and Right to Work, 259 • Compensation, 260 • Privacy, 315 • Intellectual Property, 317 •
Consumerism, 261 Cybercrime, 318 • The Digital Divide, 320 •
Biotechnology, 320
The Importance of Ethical Decision Making
in Global Business 262 Managing Ethics Issues in Technology 322
Summary 264 The Future of Technology Ethics 324
Important Terms for Review, 265 | Summary 326
Resolving Ethical Business Challenges, 266 | Important Terms for Review, 327 |
Check Your EQ, 268 Resolving Ethical Business Challenges, 328 |
Check Your EQ, 329
Chapter 11: Ethical Leadership 269
Part 5: Cases 330
Defining Ethical Leadership 271
Requirements for Ethical Leadership 273 Case 1: From the Outside In: Corporate Social
Benefits of Ethical Leadership 276 Responsibility at Patagonia 332
Ethical Leadership and Organizational Culture 277 Case 2: Tesla Accelerates the Transition to Sustainable
Energy 338
Power, 279 • Motivating Ethical Behavior, 282
Case 3: An Apple a Day: Ethics at Apple Inc. 349
Managing Ethical Business Conflicts 283
Case 4: TOMS Reinvents the One for One
Conflict Management Styles, 283
Movement 364
Ethical Crisis Management and Recovery 286
Case 5: CVS Smokes the Competition in Corporate Social
Ethical Leaders Empower Employees 288 Responsibility 374
Ethical Leadership Communication 289 Case 6: Bayer Rounds Up Monsanto 387
Ethical Leadership Communication Skills, 290
Case 7: Uber Collides with Controversy 398
Leader–Follower Relationships 293
Case 8: Herbalife Nutrition Achieves Success by Managing
Ethics Programs and Communication, 293 • Power Risks 407
Differences and Workplace Politics, 294 • Feedback, 295
Case 9: Home Depot Works on Stakeholder
Leadership Styles and Ethical Decisions 296 Relationships 421
The RADAR Model 298 Case 10: Brewed to Perfection: New Belgium
Summary 300 Brewing 431
Important Terms for Review, 302 | Case 11: Google’s Search for Solutions to Privacy
Resolving Ethical Business Challenges, 303 | Issues 441
Check Your EQ, 304
Case 12: Big-Box Retailer Walmart Makes Big Moves in
Chapter 12: Technology: Ethics and Social Responsibility 457
Social Responsibility Issues 305 Case 13: Volkswagen Cleans Up Reputation After
Chapter Objectives, 305 | Chapter Outline, 305 Emissions Scandal 468
An Ethical Dilemma 306 Case 14: Zappos Finds the Perfect Fit 475
viii
Case 15: Starbucks Serves Up Its Social Responsibility Case 19: The NCAA Enforces Penalties in College
Blend 484 Athletics 526
Case 16: The Hershey Company’s Bittersweet Case 20: Enron: Not Accounting for the Future 535
Success 496
Endnotes 546
Case 17: Wells Fargo Banks on Recovery 508
Glossary 576
Case 18: Whole Foods Market Refreshes Its Commitment
to Stakeholders 516 Index 583
ix
Preface
The 13th edition of Business Ethics: Ethical Decision Making and Cases is a complete and
comprehensive revision and includes the most up-to-date content and cases as well as a new
chapter on technology ethics. We provide current coverage of changes in the ethical, legal,
social, and political environments. As the first ethics textbook with a managerial framework,
we continue to address ethical decision making in an organizational context.
Our approach is to help students understand and participate in effective ethical deci-
sion making in organizations. We approach business ethics from an applied perspective,
focusing on conceptual frameworks, risks, issues, and dilemmas that will be faced in the real
world of business. We prepare students for the challenges they will face in understanding
how organizational ethical decision making works. We describe how ethical decisions in
an organization involve collaboration in groups, teams, and discussions with peers. Many
decisions fall into gray areas where the right decision may not be clear and require the use
of organizational resources and the advice of others. Our approach helps prepare students
to understand and address ethical dilemmas in their careers. One approach to business eth-
ics education is to include only a theoretical foundation related to ethical reasoning. Our
method is to provide a balanced approach that includes the concepts of ethical reasoning as
well as the organizational environment that influences ethical decision making.
The 13th edition provides new examples and cases that make foundational concepts come
to life. Each chapter has been revised based on the latest research and best practices available.
A new chapter, “Technology: Ethics and Social Responsibility Issues,” has been added to exam-
ine technology and its economic impact, understand how technology creates ethics issues,
examine ways to manage ethics issues in technology, and explore the future of technology
ethics. There are five new cases, and the remaining cases have been completely revised. Most of
the case titles are new, reflect current developments, and are designed to engage students. The
five new cases are Tesla Accelerates the Transition to Sustainable Energy; From the Outside In:
Corporate Social Responsibility at Patagonia; TOMS Reinvents the One for One Movement;
Home Depot Works on Stakeholder Relationships; and The Hershey Company’s Bittersweet
Success. All of the new cases were developed with the author’s oversight and are crafted to
provide students an opportunity to apply what they are learning to real-world business ethics
challenges. They are also designed to enhance critical thinking skills.
Using a managerial framework, we explain how ethics can be integrated into strategic
business decisions. This framework provides an overview of the concepts, processes, manda-
tory, core, and voluntary business practices associated with successful business ethics pro-
grams. Some approaches to business ethics are excellent as exercises in intellectual reasoning,
but they cannot deal with the many actual issues and considerations that people in business
organizations face. Our approach supports ethical reasoning and the value of individuals
being able to face ethical challenges and voice their concerns about appropriate behavior.
Employees in organizations are ultimately in charge of their own behavior and need to be
skillful in making decisions in gray areas where the appropriate conduct is not always obvious.
We have been diligent in this revision to provide the most relevant examples of how
the lack of business ethics has challenged our economic viability and entangled countries
and companies around the world. This book remains the market leader because it addresses
the complex environment of ethical decision making in organizations and pragmatic, actual
Preface xi
business concerns. Every individual has unique personal principles and values, and every
organization has its own set of values, rules, and organizational ethical culture. Business
ethics must consider the organizational culture and interdependent relationships between
the individual and other significant persons involved in organizational decision making.
Without effective guidance, a businessperson cannot make ethical decisions while facing a
short-term orientation, feeling organizational pressure to perform well and seeing rewards
based on outcomes in a challenging competitive environment.
By focusing on individual issues and organizational environments, this book gives stu-
dents the opportunity to see the roles and responsibilities they will face in business. The past
decade has reinforced the value of understanding the role of business ethics in the effective
management of an organization. Widespread misconduct reported in the mass media every
day demonstrates that businesses, governments, nonprofits, and institutions of higher learn-
ing need to address business ethics.
Our primary goal has always been to enhance the awareness and the ethical deci-
sion-making skills that students will need to make business ethics decisions that con-
tribute to responsible business conduct. By focusing on these concerns and issues of
today’s challenging business environment, we demonstrate that the study of business
ethics is imperative to the long-term well-being of not only businesses but also our
economic system.
Philosopy of This Text

The purpose of this book is to help students improve their ability to make ethical decisions
in business by providing them with a framework that they can use to identify, analyze, and
resolve ethical issues in business decision making. Individual values and ethics are important
in this process. By studying business ethics, students begin to understand how to cope with
conflicts between their personal values and those of the organization.
Many ethical decisions in business are close calls. It often takes years of experience in
a particular industry to know what is acceptable. In this book, we do not provide ethical
answers but instead attempt to prepare students to make informed ethical decisions. First,
we do not moralize by indicating what to do in a specific situation. Second, although we pro-
vide an overview of moral philosophies and decision-making processes, we do not prescribe
any one philosophy or process as best or most ethical. Third, by itself, this book will not
make students more ethical, nor will it tell them how to judge the ethical behavior of others.
Rather, its goal is to help students understand and use their current values and convictions
in making business decisions and to encourage everyone to think about the effects of their
decisions on business and society.
Many people believe that business ethics cannot be taught. Although we do not
claim to teach ethics, we suggest that by studying business ethics, a person can improve
ethical decision making by identifying ethical issues and recognizing the approaches
available to resolve them. An organization’s reward system can reinforce appropriate
behavior and help shape attitudes and beliefs about important issues. For example, the
success of some campaigns to end racial or gender discrimination in the workplace
provides evidence that attitudes and behavior can be changed with new information,
awareness, and shared values.
Content and Organization

In writing Business Ethics, 13th Edition, we strived to be as informative, complete, acces-
sible, and up-to-date as possible. Instead of focusing on one area of ethics, such as moral
philosophy or social responsibility, we provide balanced coverage of all areas relevant to the
current development and practice of ethical decision making. In short, we have tried to keep
pace with new developments and current thinking in teaching and practices.
xii Preface
The first half of the text consists of 12 chapters, which provide a framework to identify,
analyze, and understand how businesspeople make ethical decisions and deal with ethical
issues. Several enhancements have been made to chapter content for this edition. Some of
the most important are listed in the next paragraphs.
Part 1, “An Overview of Business Ethics,” includes three chapters that help provide a
broader context for the study of business ethics. Chapter 1, “The Importance of Business
Ethics,” has been revised with many new examples and survey results to describe issues
and concerns important to business ethics. Chapter 2, “Stakeholder Relationships, Social
Responsibility, and Corporate Governance,” has been significantly reorganized and updated
with new examples and issues. Chapter 3, “Sustainability: Social and Ethical Dimensions,”
is a chapter on sustainability that examines the ethical and social responsibility dimensions
of sustainability.
Part 2, “Ethical Issues and the Institutionalization of Business Ethics,” consists of two
chapters that provide the background that students need to identify ethical issues and
understand how society, through the legal system, has attempted to hold organizations
responsible for managing these issues. Chapter 4, “The Institutionalization of Business
Ethics,” examines key elements of core or best practices in corporate America today along
with legislation and regulation requirements that support business ethics initiatives.
The chapter is divided into three main areas: mandated, core, and voluntary practices.
Chapter 5, “Emerging Business Ethics Issues,” provides expanded coverage of ethical
issues in the context of organizational ethics and highlights emerging ethical issues and
dilemmas in business.
Part 3, “The Decision-Making Process” consists of three chapters, which provide a
framework to identify, analyze, and understand how businesspeople make ethical deci-
sions and deal with ethical issues. Chapter 6, “Ethical Decision Making,” has been revised
and updated to reflect current research and understanding of ethical decision making
and contains a section on normative considerations in ethical decision making. Chapter
7, “Individual Factors: Moral Philosophies and Values,” has been updated and revised to
explore the role of moral philosophies and moral development as individual factors in the
ethical decision-making process. Chapter 8, “Organizational Factors: The Role of Ethical
Culture and Relationships,” considers organizational influences on business decisions, such
as role relationships, differential association, and other organizational pressures, as well as
whistle-blowing.
Part 4, “Implementing Business Ethics in a Global Economy,” looks at specific mea-
sures that companies can take to build an effective ethics program as well as how these
programs may be affected by global issues, leadership, and technology issues. Chapter
9, “Developing and Implementing an Effective Ethics Program,” has been refined and
updated to discuss corporate best practices for developing effective ethics programs and
examine the role of the ethics audit. Such audits can help companies pinpoint problem
areas, measure their progress in improving conduct, and even provide a “debriefing”
opportunity after a crisis. Chapter 10, “Global Business Ethics Issues,” has been updated
to reflect the complex and dynamic events that occur in global business. This chapter
will help students understand the major issues involved in making decisions in a global
environment. Chapter 11, “Ethical Leadership,” defines ethical leadership and discusses
its impact on organizational culture. Reviewers indicated that they wanted more infor-
mation provided on the importance of leadership to an ethical culture, and this chap-
ter answers these requests. Chapter 12, “Technology: Ethics and Social Responsibility
Issues,” examines technology and its economic impact as well as the ethical implications
of technology.
Part 5 consists of 20 cases that bring reality into the learning process. Five of these
cases are new to the 13th edition, and the remaining 15 have been revised and updated. The
companies and situations portrayed in these cases are real; names and other facts are not
disguised; and all cases include developments up to the beginning of 2021. By reading and
analyzing these cases, students can gain insight into ethical decisions and the realities of
making decisions in complex situations.
Preface xiii
Text Features
Many tools are available in this text to help both students and instructors in the quest to
improve students’ ability to make ethical business decisions.
• Each chapter opens with an outline and a list of learning objectives.
• Immediately following is “An Ethical Dilemma” that should provoke discussion about
ethical issues related to the chapter. The short vignette describes a hypothetical incident
involving an ethical conflict. Questions at the end of the “Ethical Dilemma” section
focus discussion on how the dilemma could be resolved.
• Each chapter has a “Debate Issue” that reflects current ethical issues in business and
challenges students to take a stand. These debate issues have been found to stimulate
thoughtful discussion relating to content issues in the chapter. Topics of the debate
issues include the downsides of technology, workplace bullying, white-collar crime, the
impact of ethical conduct to financial performance, privacy in the workplace, and the
impact of carbon emission restrictions.
• Each chapter has a “Business Ethics in the Real World” boxed feature that makes foun-
dational concepts come to life through ethics issues in the real world of business. Topics
include bid rigging, auditing, sustainability, drones, and more. Companies discussed
include Ernst & Young, Airbus, and Patagonia, among others.
• At the end of each chapter are a chapter summary and an important terms’ list, both of
which are handy tools for review. Also included at the end of each chapter is a “Resolving
Ethical Business Challenges” section. The vignette describes a realistic drama that helps
students experience the process of ethical decision making. The “Resolving Ethical
Business Challenges” minicases presented in this text are hypothetical; any resemblance
to real persons, companies, or situations is coincidental. Keep in mind that there are
no right or wrong solutions to the minicases. Each chapter concludes with a series of
questions that allow students to test their EQ (Ethics Quotient).
• In Part 5, following each real-world case are questions to guide students in recognizing
and resolving ethical issues. For some cases, students can conduct additional research
to determine recent developments because many ethical issues in companies take years
to resolve.
Effective Tools for Teaching and Learning

MindTap. MindTap is a digital learning solution that powers students from memoriza-
tion to mastery. MindTap is a personalized teaching experience that gives you complete
ownership of your course. With it, you can challenge all students, build their confidence,
and empower them to be unstoppable.
• Access Everything You Need in One Place. Cut down on prep with MindTap’s
preloaded, organized course materials. Teach more efficiently with interactive
multimedia, concept quizzes, assignments, and more. And give your students the power
to read, listen, and study on their phones, so they can learn on their terms.
• Empower Your Students to Reach Their Potential. Twelve distinct metrics give you
actionable insights into student engagement. Identify topics troubling your entire class
and instantly communicate with struggling students. And students can track their
scores to stay motivated toward their goals. Together, you can accelerate progress.
• Your Course, Your Content. Only MindTap gives you complete control over your course.
You have the flexibility to reorder textbook chapters, add your own notes, and embed a
variety of content including OER. Personalize course content to your students’ needs.
They can even read your notes, add their own, and highlight key text to aid their progress.
xiv Preface
• A Dedicated Team Whenever You Need Them. MindTap isn’t just a tool, it’s backed
by a personalized team eager to support you. We help you set up your course and tailor
it to your specific objectives, so you’ll be ready to make an impact from day one. And
we’ll be standing by to help you and your students until the final day of the term.
Cengage Instructor Center. You can find the following teaching tools on the password-
protected instructor site.
• Case Notes. Case notes for every chapter provide additional context around each
case, discussion questions, and resource links. This tool includes talking points to help
instructors lead student discussion and debate.
• PowerPoints. PowerPoint continues to be a very popular teaching device, and a spe-
cial effort has been made to upgrade the PowerPoint program to enhance classroom
teaching. Lecture slides, containing such content as tables, graphs, and data, have been
created to provide instructors with up-to-date content to supplement in-class chapter
discussion. Lecture slides for students are also available via MindTap.
• Instructor’s Manual. The Instructor’s Manual contains a wealth of information.
Teaching notes for every chapter include a brief chapter summary, detailed lecture
outline, chapter objectives, key terms, links to relevant YouTube videos along with
suggested discussion questions, and notes for using the “Ethical Dilemma” and
“Resolving Ethical Business Challenges” sections.
• Role-Play Exercises. The 13th edition provides eight behavioral simulation role-play
exercises developed for use in the business ethics course. Role-play exercises simulate a
complex, realistic, and timely business ethics situation. Students form teams and make
decisions based on an assigned role. The role-play exercise complements and enhances
traditional approaches to business learning experiences because it (1) gives students
the opportunity to practice ethical decision-making; (2) recreates the power, pressures,
and information that affect decision making at various levels of management; and
(3) provides students with a team-based experience that enriches their understanding of
group processes and dynamics. The role-play exercises can be used with classes of any size.
• Cengage Learning Testing Powered by Cognero. This is a flexible online system that
allows you to author, edit, and manage test bank content from multiple Cengage Learn-
ing solutions; create multiple test versions in an instant; and deliver tests from your
LMS, your classroom, or wherever you want.
• Case Bank. Four short cases are available on the Cengage Instructor Center: The
Challenges of Expense Account Fraud, The Cocoa Exchange Finds a Sweet Spot in the
Supply Chain, The Container Store: An Employee-Centric Retailer, and The Ethics
Program at Eaton Corporation.
• Additional Teaching Resources. The Center for Ethical Organizational Cultures
in the Raymond J. Harbert College of Business at Auburn University offers teaching
resources, including cases and debate issues, that are not included with the textbook.
These resources have been developed by the authors to allow open-source access to
enhance customization in teaching. The Center for Ethical Organizational Cultures pro-
vides other information related to business ethics education. The teaching resources can
be accessed at https://harbert.auburn.edu/research-faculty/centers/center-for-ethical-
organizational-cultures/index.html.
• Ethical Leadership Certification. Students also have the ability to receive ethical
leadership certification from the National Association of State Boards of Accountancy
(NASBA) Center for Public Trust. This program encompasses six modules of online
content (delivered through Brain-shark, containing videos, graphics, and a voiceover).
At the end of each of the six modules, students will take an online examination through
NASBA. When students complete all six modules successfully, they will receive NASBA
Center for the Public Trust Ethical Leadership Certification. As business ethics increases
in importance, such certification can give your students an edge in the workplace. For
more information, visit https://learning.thecpt.org/.
Preface xv
Acknowledgments
A number of individuals provided reviews and suggestions that helped to improve this text.
We sincerely appreciate their time and effort.
Carolyn Ashe Walter Hill

University of Houston—Downtown Green River Community College
Laura Barelman Jack Hires
Wayne State College Valparaiso University
B. Barbara Boerner David Jacobs
Brevard College Morgan State University
Serena Breneman R. J. Johansen
University of Arkansas at Pine Bluff Montana State University—Bozeman
Lance Brown Jeff Johnson
Miami Dade College Athens State University
Judie Bucholz Eduard Kimman
Guilford College Vrije Universiteit
Hoa Burrows Janet Knight
Miami Dade College Purdue North Central
Robert Chandler Anita Leffel
Lipscomb University University of Texas at San Antonio
April Chatham-Carpenter Barbara Limbach
University of Northern Iowa Chadron State College
Leslie Connell Victor Lipe
University of Central Florida Trident Tech
Peggy Cunningham Nick Lockard
Dalhousie University Texas Lutheran College
Carla Dando Terry Loe
Idaho State University Kennesaw State University
James E. Donovan Nick Maddox
Detroit College of Business Stetson University
Douglas Dow Isabelle Maignan
University of Texas at Dallas Dutchwaters B.V.
Philip E. Esler Phylis Mansfield
University of Gloucestershire Pennsylvania State University—Erie
Joseph M. Foster Robert Markus
Indiana Vocational Technical Babson College
College—Evansville Therese Maskulka
Lynda Fuller Kutztown University
Wilmington University Randy McLeod
Robert Giacalone Harding University
University of Richmond Francy Milner
Suresh Gopalan University of Colorado
Winston-Salem University Ali Mir
Karen Gore William Paterson University
Ivy Technical College Debi P. Mishra
Charles E. Harris, Jr. Binghamton University State University of
Texas A&M University New York
Kenneth A. Heischmidt Patrick E. Murphy
Southeast Missouri State University University of Notre Dame
xvi Preface
Lester Myers Karen Smith

Georgetown University Columbia Southern University
Catherine Neal Filiz Tabak
Northern Kentucky University Towson University
Cynthia Nicola Debbie Thorne
Carlow College Texas State University—San Marcos
Carol Nielsen Wanda V. Turner
Bemidji State University Ferris State College
Sharon Palmitier Gina Vega
Grand Rapids Salem State College
Community College William C. Ward
Lee Richardson Mid-Continent University
University of Baltimore David Wasieleski
William M. Sannwald Duquesne University
San Diego State University Jim Weber
Ruth Schaa Duquesne University
Black River Technical College Ed Weiss
Zachary Shank National-Louis University
Central New Mexico Joseph W Weiss
Community College Bentley University
Cynthia A. M. Simerly Jan Zahrly
Lakeland Community College University of North Dakota
We wish to acknowledge the many people who assisted us in writing this book. We are
deeply grateful to Kelsey Reddick for helping to manage the chapter revision, supporting in
the revision of MindTap activities and textbook supplements, and for helping to develop the
cases and revise the case notes. Additionally, we thank Gwyn Walters for her work on the
cases. Finally, we express appreciation to the administration and to colleagues at the Auburn
University and Southern Illinois University at Carbondale for their support.
We invite your comments, questions, or criticisms. We want to do our best to provide
teaching materials that enhance the study of business ethics. Your suggestions will be sin-
cerely appreciated.
– O.C. Ferrell
– John Fraedrich
– Linda Ferrell
Chapter 1
Chapter Objectives
•• Explore conceptualizations
of business ethics from an
The Importance of
organizational perspective
•• Examine the historical foundations
and evolution of business ethics
Business Ethics •• Provide evidence that ethical
value systems support business
performance
•• Describe the extent of ethical
misconduct in the workplace and the
pressures for unethical behavior
Chapter Outline
1-1 Business Ethics Defined
1-2 Why Study Business Ethics?
1-2a A Crisis in Business Ethics
1-2b Specific Issues
1-2c The Reasons for Studying
Business Ethics
1-3 T
he Development of Business
Ethics
1-3a Before 1960: Ethics
in Business
1-3b The 1960s: The Rise of
Social Issues in Business
1-3c The 1970s: Business Ethics
as an Emerging Field
1-3d The 1980s: Business
Ethics Reaches Maturity
1-3e The 1990s: Institutionalization
of Business Ethics
1-3f The 2000s: Twenty-First
Century Business Ethics
1-3g The 2010s: New Challenges
in Business Ethics
1-3h The 2020s and Beyond
1-4 D
eveloping Organizational and
Global Ethical Cultures
1-5 The Benefits of Business Ethics
1-5a Ethics Contributes to
Employee Commitment
1-5b Ethics Contributes to
Investor Loyalty
1-5c Ethics Contributes to
Customer Satisfaction
1-5d Ethics Contributes to Profits
1-6 O
ur Framework for Studying
Business Ethics
iStock.com/sbelov
An Ethical Dilemma*
Madison slips into bed in the early hours of the “Just keep quiet,” Caroline says. “Mark was just
morning after a long day at Alpha Beta Corporation. She stressed. Haven’t you said things when you were drunk
automatically opens the TikTok app on her phone to watch with someone videoing you? Besides, who are you going
a few videos. As she scrolls, a notification pops up of a to squeal to? Remember, he who squeals usually gets
new follower. The name is unfamiliar, so she taps the made into pork patties as well,” quipped Caroline.
profile and browses. “What if I send an anonymous email to Terry with the
As she continues, a video of someone link to the TikTok video?” says Madison.
recognizable appears. Madison watches it a second Caroline counters with, “Yeah, and Mark may or may
time and realizes it’s her coworker, Mark. As the not get fired. But remember that Terry and Mark were
video plays, Mark is visible wearing an AB Corporation buddies in college. Who knows what Mark has on Terry and
shirt, talking to friends, and playing truth or dare. It vice versa? And if someone reverse checks your email, you
becomes apparent that Mark and his friends are visibly may not be as anonymous as you think,” says Caroline.
intoxicated. She turns up the volume and hears Mark “You would still be snitching, and Mark would still
talking about a possible merger/acquisition of AB as probably get fired. Think of his family. They are counting
well as some salty language about AB and some of the on him to support them. It was just a silly TikTok video.
managers. Who really cares that much about it? It’s not worth
“Alpha Beta really sucks. Work, work, work, for little anyone losing their job, is it?” adds Caroline.
pay. And I always have to listen to Terry, AB’s golden “But if I don’t speak up, more and more people
child, about his problems, his hit list, and how he’s going will see the video, and it could be really damaging to
to be promoted or fire us if he doesn’t get what he wants. the company. No one is supposed to know of the merger
He even told me AB is going to buy Viper Inc. With our because it could cause employees to panic,” said Madison.
customer database and Viper’s IPTV and VPN third-party Caroline pursed her lips and lowered her voice and
services, we’ll kill the competition,” slurred Mark. At the says, “Look, I wasn’t going to say anything, but that’s
end of the video, Mark falls on the ground, taking others actually my profile you found, not Mark’s. I was with him
with him. at the bar filming the video with a few other coworkers.
Though Madison doesn’t particularly like Terry, she He doesn’t even know I posted it. If you do anything, I
is concerned about the video, Mark’s comments about may be on the chopping block.”
Terry, his AB shirt, and that he spoke about something What should Madison do in this situation?
that was confidential. She knows, via the code of conduct
and various meetings, that when you wear AB’s logo, you Questions | Exercises
represent the firm and not just yourself. 1. Identify the issues Madison has to resolve.
“That idiot,” Madison murmurs, and then she notices 2. What is Madison’s responsibility to the firm and Terry?
the number of views on the video: several thousand. 3. Do you think Madison should report Mark and
The next day, Madison eats lunch with Caroline, her Caroline?
friend and coworker, and tells her all about Mark and the
video. *This case is strictly hypothetical; any resemblance to real persons,
“What do you think I should do?” asks Madison. companies, or situations is coincidental.
T
he ability to anticipate and deal with business ethics issues and dilemmas has become
a significant priority in the twenty-first century. In recent years, a number of well-
publicized scandals resulted in public outrage about deception, fraud, and distrust in
business and a subsequent demand for improved business ethics, greater corporate responsi-
bility, and laws to protect the public. The publicity and debate surrounding highly publicized
legal and ethical lapses at well-known firms highlight the need for businesses to integrate
ethics and responsibility into all business decisions. On the other hand, most businesses have
a few major ethical lapses and are rarely recognized in the mass media for their good con-
duct. Companies doing business based on responsible and ethical decisions do not generate
media interest. The reality of such inattention for rewarding good practices can lull firms
and employees into complacency, leaving them vulnerable to ethical lapses. Minor lapses
are often forgotten—only to be resurrected into larger, more impactful ethical or legal issues
and dilemmas by media sources down the line. The result is bad press and distrust from
stakeholders. Organizations need to develop an ethical culture and deal with instances of
minor lapses in conduct.
Highly visible business ethics issues influence the public’s attitudes toward business and
destroy trust. Ethically charged decisions are a part of everyday life for those who work in
organizations at all levels. Business ethics is not just an isolated personal issue; codes, rules,
and informal communications for responsible conduct are embedded in an organization’s
operations. This means ethical or unethical conduct is the province of everyone who works
in an organization, from the lowest level employee to the CEO.
Making good business ethical decisions is just as important to business success as mas-
tering management, marketing, finance, and accounting. While education and training
emphasize functional areas of business, business ethics is often viewed as easy to master,
something that happens with little effort. You will hear the suggestion that business ethics is
just doing what is right. All you have to do is remember your values and stick to them. The
exact opposite is the case. Decisions with an ethical component are an everyday occurrence
requiring people to identify issues and make quick decisions. Ethical behavior in business
requires understanding and identifying issues, areas and types of risk, and approaches to
making choices in an organizational environment. Businesses need to be vigilant and under-
stand both their employees and other groups of employees outside the firm. They need to
understand the drivers of positive behavior and how to help those who have difficulty in
adhering to codes of conduct. On the other hand, people can act unethically simply by fail-
ing to identify a situation that has an ethical issue. Ethical blindness results from individuals
who fail to sense the nature and complexity of their decisions.1
Some approaches to business ethics look only at the philosophical backgrounds of indi-
viduals and the social consequences of decisions. This approach fails to address the complex
organizational environment of businesses and pragmatic business concerns. By contrast, our
approach is managerial and incorporates real-world decisions that impact the organization
and stakeholders. Our book will help you better understand what, how, and why ethics is
important in the business world.
It is important to learn how to make decisions in the internal environment of an organi-
zation to achieve personal and organizational goals. But business does not exist in a vacuum.
As stated, decisions in business have implications for investors, employees, customers, sup-
pliers, and society. Ethical decisions must take these stakeholders into account, for unethical
conduct can negatively affect people, companies, industries, and society as a whole. Our
approach focuses on the practical consequences of decisions and on positive outcomes that
have the potential to contribute to individuals, business, and society at large. The field of
business ethics deals with questions about whether specific conduct and business practices
are acceptable. For example, should a salesperson omit facts about a product’s poor safety
record in a sales presentation to a client? Should accountants report inaccuracies they dis-
cover in an audit of a client, knowing the auditing company will probably be fired by the
client for doing so? Should an automobile tire manufacturer intentionally conceal safety
concerns to avoid a massive and costly tire recall? Regardless of their legality, others will
certainly judge the actions in such situations as right or wrong, ethical or unethical. By its
very nature, the field of business ethics is controversial, and there is no universally accepted
4 Part 1: An Overview of Business Ethics
approach for resolving its dilemmas. All organizations have to deal with misconduct, but
some highly visible misconduct creates damaging publicity for firms. Wells Fargo expe-
rienced a loss of confidence when its sales department opened new accounts for clients
without their knowledge.2 The opportunity for the sales department to manipulate clients
was created by an unethical culture that top managers supported. The result was loss of trust
and closed accounts as well as loss of many potential clients.
Before we get started, it is important to state our approach to business ethics. First, we
do not moralize by stating what is right or wrong in a specific situation, although we offer
background on normative guidelines for appropriate conduct. Second, although we provide
an overview of group and individual decision-making processes, we do not prescribe one
approach or process as the best or most ethical. However, we provide many examples of suc-
cessful ethical decision making. Third, by itself, this book will not make you more ethical,
nor will it tell you how to judge the ethical behavior of others. Rather, its goal is to help you
understand, use, and improve your current values and convictions when making business
decisions so that you think about the effects of those decisions on business and society.
Our approach will help you understand what businesses are doing to improve their ethical
conduct. To this end, we aim to help you learn to recognize and resolve ethical issues within
business organizations. As a manager, you will be responsible for your decisions and the
conduct of the employees you supervise. For this reason, we provide a chapter on ethical
leadership. The framework we developed focuses on how organizational decisions are made
and ways companies can improve their ethical conduct. This process is more complex than
many think. People who believe they know how to make the “right” decision usually come
away with more uncertainty about their own decision skills after learning about the com-
plexity of ethical decision making. This is a normal occurrence, and our approach will help
you evaluate your own values as well as those of others. It will also help you to understand
the nature of business ethics and incentives found in the workplace that change the way you
make decisions in business versus at home.
In this chapter, we first develop a definition of business ethics and discuss why it has
become an important topic in business education. We also discuss why studying busi-
ness ethics can be beneficial. Next, we examine the evolution of business ethics in North
America. Then we explore the performance benefits of ethical decision making for busi-
nesses. Finally, we provide a brief overview of the framework we use for examining business
ethics in this text.
1-1 Business Ethics Defined

morals
A person’s personal To understand business ethics, you must first recognize that most people do not have specific
philosophies about what is definitions they use to define ethics-related issues. The terms morals, principles, values, and
right or wrong ethics are often used interchangeably, and you will find this is true in companies as well.
Consequently, there is much confusion regarding this topic. To help you understand these
business ethics
Comprises organizational
differences, we discuss these terms.
principles, values, and norms For our purposes, morals refer to a person’s personal philosophies about what is right
that may originate from or wrong. The important point is that when one speaks of morals, it is personal or singular.
individuals, organizational Morals relate to you and you alone. You may use your personal moral convictions in mak-
statements, or from the legal ing ethical decisions in any context. Business ethics comprises organizational principles,
system that primarily guide values, and norms that may originate from individuals, organizational statements, or from
individual and group behavior the legal system that primarily guide individual and group behavior in business. Principles
in business are specific and pervasive boundaries for behavior that should not be violated and often
principles become the basis for rules. Some examples of principles could include human rights, free-
Specific and pervasive dom of speech, and the fundamentals of justice. Values are enduring beliefs and ideals that
boundaries for behavior that are socially enforced. Several desirable or ethical values for business today are teamwork,
should not be violated trust, and integrity. Morals, values, and principles describe positive or good traits that are
values often applied to the business organization or industry. When they are identified and applied,
Enduring beliefs and ideals they usually represent what is called “best practices.” Investors, employees, customers, inter-
that are socially enforced est groups, the legal system, and the community often determine whether a specific action or
standard is ethical or unethical. Although these groups influence the determination of what
is ethical or unethical for business, they also can be at odds with one another. Even though
this is the reality of business and such groups may not necessarily be right, their judgments
influence society’s acceptance or rejection of business practices.
Ethics is defined as behavior or decisions made within a group’s values or morals. In our ethics
case, we are discussing decisions made in business by groups of people that represent the busi- Behavior or decisions made
ness organization. One can have business ethics such as healthcare, accounting, marketing, within a group’s values or
management, or financial ethics. But one can also have engineering, architectural, or publish- morals
ing ethics as related to different disciplines or associations. The important concept in business
ethics is that right and wrong behavior is defined by the group, which might be a company
or an industry. Because the Supreme Court defined companies as having limited individual
rights, it is logical such groups have an identity that includes core values.3 This is known
as being part of a corporate culture. Within this culture, there are rules and regulations—
both written and unwritten—that determine what decisions employees consider right or
wrong as it relates to the firm. Such evaluations are judgments by the organization and are
defined as its ethics (or, in this case, their business ethics). One difference between an ordi-
nary decision and an ethical one lies in “the point where the accepted rules no longer serve,
and the decision maker is faced with the responsibility for weighing values and reaching
a judgment in a situation which is not quite the same as any he or she has faced before.”4
Another difference relates to the amount of emphasis decision makers place on their own
values and accepted practices within their company. Consequently, values and judgments
play a critical role when we make ethical decisions.
Building on these definitions, we begin to develop a concept of business ethics. Most
people agree that businesses should hire individuals with sound moral principles. However,
some special aspects must be considered when applying ethics to business. First, to survive
and contribute to society, businesses must earn a profit. There is no conflict or trade-offs
between profits and business ethics. For instance, Canon, Intel, and Volvo are highly profit-
able companies that have earned a reputation for ethical conduct.5 Second, to be successful,
businesses must address the needs and desires of stakeholders. The good news is that the
world’s most ethical companies often have superior stock performance.6 To address these
unique aspects of the business world, society has developed rules—both legal and implicit—
to guide businesses in their efforts to earn profits in ways that help individuals or society and
contribute to social and economic well-being.
1-2 Why Study Business Ethics?

1-2a A Crisis in Business Ethics
Business ethics has become a major concern. The Ethics & Compliance Initiative (ECI)
conducts the Global Business Ethics Survey (GBES) that measures workplace integrity in
leading world economies. Sample sizes average 1,000 employees per country and gather
reliable data on key ethics and compliance outcomes to help identify and better understand
the ethics issues that are important to employees. The GBES measures workplace integrity as workplace integrity
the pressure to compromise organizational standards, observed misconduct, reporting of The pressure to compromise
misconduct when observed, and retaliation against reports. Table 1–1 provides an overview organizational standards,
of observed misconduct in the United States. observed misconduct,
Business ethics decisions and activities have come under greater scrutiny by many dif- reporting of misconduct when
observed, and retaliation
ferent stakeholders, including consumers, employees, investors, government regulators, and
against reports
special interest groups.7 Figure 1–1 shows the percentage of global respondents who say
they trust a variety of businesses in various industries. Financial services have some of the
lowest ratings, indicating that the financial sector has not been able to restore its reputation
since the most recent recession. There is no doubt negative publicity associated with major
misconduct lowered the public’s trust in certain business sectors.8 Decreased trust leads
to a reduction in customer satisfaction and customer loyalty, which in turn can negatively
impact the firm or industry.9
Table 1–1 Observed Misconduct in the U.S. Workforce
Observed misconduct 49%
Abusive behavior 22%
Lying to employees and external stakeholders 25%
Conflicts of interest 23%
Health violations 22%
Pressure to compromise standards 30%
Report observed misconduct 81%
Experience retaliation for reporting 79%

Source: Ethics and Compliance Initiative, Global Business Ethics Survey, The State of Ethics & Compliance in the Workplace, March 2021,
(Arlington, VA: Ethics and Compliance Initiative, 2021), 16–22.
1-2b Specific Issues

There are a number of ethical issues that must be addressed to prevent misconduct. Misuse
of company resources, abusive behavior, harassment, accounting fraud, conflicts of inter-
est, defective products, bribery, product knock-offs, and employee theft are all problems
cited as potential risk areas. For example, former British Airway executive Steven Clark was
indicted for accepting bribes in exchange for offering contracts at JFK airport to Ground
Services International (GSI), a ground handling company. The bribery was concealed by
phony invoices, and money was laundered through fake companies.10
Generally, ethics plays an important role in the public sector as well. In government or
political ethics, several politicians and high-ranking officials have experienced significant
negative publicity. Israeli prime minister Benjamin Netanyahu was indicted on bribery and
fraud charges for exchanging official favors for positive publicity. Though the charges could
potentially lead to a 10-year prison sentence, Netanyahu denies the charges and says he
will remain as prime minister.11 Some officials have even resigned in disgrace over ethical
indiscretions. For example, Martin Sandoval, an Illinois senator of 16 years, resigned while
under investigation for bribery and fraud.12
These examples demonstrate the legal aspect of business ethics. Within political ethics,
those who do not violate the law but nonetheless are judged to be unethical can be expelled,
censured, or reprimanded. For example, expulsion usually occurs if a g overnment official is
convicted of a crime. Former New York Congressman Charles B. Rangel was censured for
improper solicitation of funds, inaccurate financial disclosure statements, and failure to pay
Figure 1–1 Global Trust in Industry Sectors
Technology 68%
Food and Beverage 65%
Telecommunications 61%
Automotive 60%
Consumer Packaged Goods 60%
Energy 59%
Financial Services 52%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Source: Edelman, Edelman Trust Barometer 2021, https://www.edelman.com/sites/g/files/aatuss191/files/2021-01/2021-edelman-trust-
barometer.pdf (accessed March 11, 2021).
taxes.13 A reprimand and fine can occur, as was the case for former California representative
Laura Richardson who used official resources for personal purposes in her reelection cam-
paign and faced a $10,000 fine.14 Such political scandals demonstrate that political ethical
behavior must be proactively practiced at all levels of public service.
Every organization has the potential for unethical behavior. For instance, William
Singer, the founder of a college preparatory business, was the mastermind behind the largest
college admissions prosecution ever by the Department of Justice. He accepted millions of
dollars in order to falsify standardized test results and bribe athletic coaches and university
administrators at universities such as Stanford and Yale. More than 50 people were charged
in the admissions scandal, including celebrities, business leaders, and college coaches.15
Even nonprofits can be subject to ethical lapses. William Weatherby, former president of
Christian-based nonprofit Feed My Lambs, stole more than $500,000 for personal use. The
funds were intended to go toward the education of underprivileged children.16 This incident
highlights the need for greater accountability for nonprofit leaders as well.
Whether they are made in the realm of business, politics, science, or sports, most deci-
sions are judged as right or wrong, ethical or unethical. Regardless of what an individual
believes about a particular action, if society judges it to be unethical or wrong, new legisla-
tion usually follows. Whether correct or not, that judgment directly affects a company’s
ability to achieve its business goals. You should be aware that the public is more tolerant of
questionable consumer practices than of similar business practices. Double standards are at
least partly due to differences in wealth and the success between businesses and consumers.
The more successful a company, the more the public is critical when misconduct occurs.17
For this reason alone, it is important to understand business ethics and recognize ethical
issues.
1-2c The Reasons for Studying Business Ethics

Studying business ethics is valuable for several reasons. Business ethics is more than an
extension of an individual’s own personal values. Many people believe if a company hires
good people with strong values, then it will be a “good citizen” organization. But as we show
throughout this text, an individual’s personal moral values are only one factor in the ethical
decision-making process. True, moral values can be applied to a variety of situations in life,
and some people do not distinguish everyday ethical issues and dilemmas from business
ones. Our concern, however, is with the application of principles, values, and standards in
the business context. Many important issues are not related to a business context, although
they remain complex moral dilemmas in a person’s own life. For example, although abortion
and human cloning are moral issues, they are not an issue in most business organizations.
Professionals in any field, including business, must deal with individuals’ personal
moral dilemmas because such dilemmas affect everyone’s ability to function on the job. A
moral dilemma is defined as a situation where the person is faced with multiple choices, all of moral dilemma
which are undesirable as defined by the person. A value dilemma is the same, only that the Two or more morals in conflict
individual’s beliefs are grounded in societal norms. Normally, a business does not dictate a with one another
person’s morals. Such policies would be illegal. Only when a person’s morals influence his or value dilemma
her performance on the job does it involve a dimension within business ethics. Two or more beliefs/ideals in
Just being a good person and having sound personal values may not be sufficient to han- conflict with one another
dle the ethical issues that arise in a business organization. Although truthfulness, honesty,
fairness, and openness are often assumed to be self-evident and accepted, business-strategy
decisions involve complex and detailed discussions. For example, there is considerable
debate over what constitutes antitrust, deceptive advertising, and violations of the Foreign
Corrupt Practices Act that defines bribery in global business. A high level of personal moral
development may not prevent an individual from violating the law in a complicated orga-
nizational context where even experienced lawyers debate the exact meaning of the law. For
instance, the National Labor Relations Board ruled that employees have the right to use
company email systems to discuss working conditions and unionization as long as it is not on
company time. Employer groups claim that employees have plenty of options for discussing
these topics and maintain that it will be hard to ensure employees are not using company
computer servers for these purposes during work hours. The right of employees versus
employers is more controversial and will continue to need clarification from the courts.18
Some approaches to business ethics assume ethics training is for people whose per-
sonal moral development is unacceptable, but that is not the case. Because organizations
are culturally diverse and personal morals must be respected, ensuring collective agreement
on organizational ethics (that is, codes reasonably capable of preventing misconduct) is as
vital as any other effort an organization’s management may undertake. Failure to establish
shared values and ethics codes will result in a wide range of conduct when faced with the
same ethical issues.
Many people with limited business experience suddenly find themselves making deci-
sions about product quality, advertising, pricing, sales techniques, hiring practices, and
pollution control. The morals they learned from family, religion, and school may not pro-
vide specific guidelines for these complex business decisions. In other words, a person’s
experiences and decisions at home, in school, and in the community may be quite differ-
ent from his or her experiences and decisions at work. Many business ethics decisions are
close calls. In addition, managerial responsibility and ethical leadership for the conduct of
others requires knowledge of ethics and compliance processes and systems. Years of expe-
rience in a particular industry may be required to know what is acceptable. For example,
when are advertising claims more exaggeration than truth? When does such exaggeration
become unethical? Unilever Australia came under fire for an ice cream advertisement in
New Zealand that said, “Ice cream makes you happy.” Although Unilever Australia defended
the tagline as puffery—an exaggerated claim that customers should not take seriously—the
Advertising Standards Authority ordered the company to remove the ad because it could
undermine the health of consumers by linking ice cream and level of happiness.19
Studying business ethics will help you begin to identify ethical issues when they arise
and recognize the approaches available for resolving them. You will learn more about the
ethical decision-making process and about ways to promote ethical behavior within your
organization. By studying business ethics, you may also begin to understand how to cope
with conflicts between your own personal values and those of the organization in which you
work. As stated earlier, if after reading this book you feel a little more unsettled about poten-
tial decisions in business, your decisions will be more ethical, and you will have knowledge
within this area.
1-3 The Development of Business Ethics

The study of business ethics in North America has evolved through distinct stages and
continues to evolve in the twenty-first century (see Table 1–2).
1-3a Before 1960: Ethics in Business

Before 1960, the United States endured several agonizing phases of questioning the concept
of capitalism. In the 1920s, the progressive movement attempted to provide citizens with a
“living wage,” defined as income sufficient for education, recreation, health, and retirement.
Businesses were asked to check unwarranted price increases and any other practices that
would hurt a family’s living wage. In the 1930s came the New Deal that specifically blamed
business for the country’s economic woes. Business was asked to work more closely with
the government to raise family income. By the 1950s, the New Deal evolved into Presi-
dent Harry S. Truman’s Fair Deal, a program that defined such matters as civil rights and
environmental responsibility as ethical issues that businesses had to address. Government
relationships, social issues, and economic fairness were major concerns in the first half of
the twentieth century.
Until 1960, ethical issues related to business were often discussed within the domain
of theology or philosophy or in the realm of legal and competitive relationships. Religious
leaders raised questions about fair wages, labor practices, and the morality of capitalism. For
example, Catholic social ethics, expressed in a series of papal encyclicals, included concern
Table 1–2 Timeline of Ethical and Socially Responsible Concerns
1960s 1970s 1980s 1990s 2000s 2010s and 2020s

Environmental Employee Bribes Sweatshops and Cybercrime Uses of big data
issues militancy and illegal unsafe working
contracting conditions in third-
practices world countries
Civil rights Human rights Influence Rising corporate Financial Social media and
issues issues peddling liability for personal misconduct networking exposing new
damages (for areas of vulnerability
example, cigarette
companies)
Increased Covering up Deceptive Financial Global issues, Tension between

employee– rather than advertising mismanagement product safety, increasing transparency
employer correcting and fraud bribery and protecting privacy
tension issues
Changing Disadvantaged Financial Organizational Sustainability Responsible use of technology

work ethic consumers fraud (for ethical misconduct in the workplace
example,
savings and
loan scandal)
Rising Transparency Intellectual Diversity, equity, and inclusion

drug use issues property theft
Source: Adapted from Ethics & Compliance Initiative, “Business Ethics and Compliance Timeline,” www.ethics.org/resources/free-toolkit/ethics-timeline (accessed December 6, 2019).
for morality in business, workers’ rights, and living wages; for humanistic values rather than
materialistic ones; and for improving the conditions of the poor. The Protestant work ethic
encouraged individuals to be frugal, to work hard, and to attain success in the capitalistic
system. Such religious traditions provided a foundation for the future field of business ethics.
The first book on business ethics was published in 1937 by Frank Chapman Sharp and
Philip G. Fox. The authors separated their book into four sections: fair service, fair treatment
of competitors, fair price, and moral progress in the business world. This early textbook
discusses ethical ideas based largely on economic theories and moral philosophies. However,
the section’s titles indicate the authors also take different stakeholders into account. Most
notably, competitors and customers are the main stakeholders emphasized, but the text also
identifies stockholders, employees, business partners such as suppliers, and government
agencies.20 Although the theory of stakeholder orientation would not evolve for many more
years, this earliest business ethics textbook demonstrates the necessity of the ethical treat-
ment of different stakeholders.
1-3b The 1960s: The Rise of Social Issues in Business

During the 1960s, American society witnessed the development of an antibusiness trend
because many critics attacked the vested interests that controlled the economic and politi-
cal aspects of society—the so-called military–industrial complex. The 1960s saw the decay
of inner cities and the growth of ecological problems such as pollution and the disposal of consumers’ bill of rights
toxic and nuclear wastes. This period also witnessed the rise of consumerism—activities From President John F.
Kennedy’s 1962 “Special
undertaken by independent individuals, groups, and organizations to protect their rights as
Message on Protecting the
consumers. In 1962, President John F. Kennedy delivered a “Special Message on Protecting Consumer Interest” that
the Consumer Interest” that outlined four basic consumer rights: the right to safety, the right outlined four basic consumer
to be informed, the right to choose, and the right to be heard. These came to be known as rights: the right to safety, the
the Consumers’ Bill of Rights. right to be informed, the right
The modern consumer movement is generally considered to have begun in 1965 with to choose, and the right to be
the publication of Ralph Nader’s Unsafe at Any Speed that criticized the auto industry as a heard
whole, and General Motors Corporation (GM) in particular, for putting profit and style
ahead of lives and safety. GM’s Corvair was the main target of Nader’s criticism. His con-
sumer protection organization, popularly known as Nader’s Raiders, fought successfully for
legislation requiring automobile makers to equip cars with safety belts, padded dashboards,
stronger door latches, head restraints, shatterproof windshields, and collapsible steering
columns. Consumer activists also helped secure passage of consumer protection laws such as
the Wholesome Meat Act of 1967, the Radiation Control for Health and Safety Act of 1968,
the Clean Water Act of 1972, and the Toxic Substance Act of 1976.21
After Kennedy came President Lyndon B. Johnson and the “Great Society,” a series of
programs that extended national capitalism and told the business community the U.S. gov-
ernment’s responsibility was to provide all citizens with some degree of economic stability,
equality, and social justice. Activities that could destabilize the economy or discriminate
against any class of citizens began to be viewed as politically unethical and unlawful.
1-3c The 1970s: Business Ethics as an Emerging Field

Business ethics began to develop as a field of study in the 1970s. Theologians and philoso-
phers laid the groundwork by suggesting certain moral principles could be applied to busi-
ness activities. Using this foundation, business professors began to teach and write about
corporate social corporate social responsibility (CSR), an organization’s obligation to maximize its positive
responsibility (CSR) impact on stakeholders and minimize its negative impact. Philosophers increased their
An organization’s obligation to involvement, applying ethical theory and philosophical analysis to structure the discipline
maximize its positive impact of business ethics. Companies became more concerned with their public image, and as social
on stakeholders and minimize demands grew, many businesses realized they needed to address ethical issues more directly.
its negative impact
The Nixon administration’s Watergate scandal focused public interest on the importance
of ethics in government. Conferences were held to discuss the social responsibilities and
ethical issues of business. Centers dealing with issues of business ethics were established.
Interdisciplinary meetings brought together business professors, theologians, philosophers,
and businesspeople. President Jimmy Carter attempted to focus on personal and adminis-
trative efforts to uphold ethical principles in government. The Foreign Corrupt Practices
Act (FCPA) was passed during his administration, making it illegal for U.S. businesses to
bribe government officials of other countries. Today, this law is the highest priority of the
U.S. Department of Justice.
By the end of the 1970s, a number of major ethical issues had emerged, including
bribery, deceptive advertising, price collusion, product safety, and ecology. Business ethics
became a common expression. Academic researchers sought to identify ethical issues and
describe how businesspeople might choose to act in particular situations. However, only
limited efforts were made to describe how the ethical decision-making process worked and
to identify the many variables that influence this process in organizations.
1-3d The 1980s: Business Ethics Reaches Maturity

In the 1980s, business academics and practitioners acknowledged business ethics as a field of
study, and a growing and varied group of institutions with diverse interests promoted it. Cen-
ters for business ethics provided publications, courses, conferences, and seminars. R. Edward
Freeman was among the first scholars to pioneer the concept of stakeholders as a founda-
tional theory for business ethics decisions. Freeman defined stakeholders as “any group or
individual who can affect or is affected by the achievement of the organizations objectives.”22
Freeman’s defense of stakeholder theory had a major impact on strategic management and
corporations’ views of their responsibilities. Business ethics were also a prominent concern
within leading companies such as General Electric, Hershey Foods, General Motors, IBM,
defense industry
initiative on business Caterpillar, and S. C. Johnson & Son, Inc. Many of these firms established ethics and social
ethics and conduct policy committees to address ethical issues.
An organization developed to In the 1980s, the Defense Industry Initiative on Business Ethics and Conduct was developed
guide corporate support for to guide corporate support for ethical conduct. In 1986, 18 defense contractors drafted
ethical conduct principles for guiding business ethics and conduct.23 The organization has since grown to
nearly 80 members. This effort established a method for discussing best practices and work-
ing tactics to link organizational practice and policy to successful ethical compliance. The
initiative includes six principles. First, it supports codes of conduct and their widespread
distribution. These codes of conduct must be understandable and cover their more substan-
tive areas in detail. Second, member companies are expected to provide ethics training for
their employees as well as continuous support between training periods. Third, defense
contractors must create an open atmosphere in which employees feel comfortable reporting
violations without fear of retribution. Fourth, companies need to perform extensive internal
audits and develop effective internal reporting and voluntary disclosure plans. Fifth, the
initiative insists that member companies preserve the integrity of the defense industry. And
sixth, member companies must adopt a philosophy of public accountability.24
The 1980s ushered in the Reagan–Bush era, with the accompanying belief that self-
regulation, rather than regulation by government, was in the public’s interest. Many tariffs
and trade barriers were lifted, and businesses merged and divested within an increasingly
global atmosphere. Thus, while business schools were offering courses in business ethics, the
rules of business were changing at a phenomenal rate because of less regulation. Corpora-
tions that once were nationally based began operating internationally and found themselves
mired in value structures where accepted rules of business behavior no longer applied.
1-3e The 1990s: Institutionalization of Business Ethics

The administration of President Bill Clinton continued to support self-regulation and free
trade. However, it also took unprecedented government action to deal with health-related
social issues such as teenage smoking. Its proposals included restricting cigarette advertising,
banning cigarette vending machine sales, and ending the use of cigarette logos in connection
with sports events.25 Clinton also appointed Arthur Levitt as chairman of the Securities and
Exchange Commission (SEC) in 1993. Levitt unsuccessfully pushed for many reforms that, if
passed, could have prevented the accounting scandals exemplified by Enron and WorldCom
in the early twenty-first century.26
Federal Sentencing Guidelines for Organizations (FSGO), approved by Congress in Novem- federal sentencing
ber 1991, set the tone for organizational ethical compliance programs in the 1990s. The guidelines for
guidelines, which were based on the six principles of the Defense Industry Initiative on organizations (fsgo)
Guidelines that codified into
Business Ethics and Conduct, broke new ground by codifying into law incentives to reward
law incentives to reward
organizations for taking action to prevent misconduct, such as developing effective internal
organizations for taking
legal and ethical compliance programs.27 Provisions in the guidelines mitigate penalties for action to prevent misconduct,
businesses striving to root out misconduct and establish high ethical and legal standards.28 such as developing effective
On the other hand, under FSGO, if a company lacks an effective ethical compliance program internal legal and ethical
and its employees violate the law, it can incur severe penalties. The guidelines focus on firms compliance programs
taking action to prevent and detect business misconduct in cooperation with government
regulation. At the heart of the FSGO is the carrot-and-stick approach—that is, by taking
preventive action against misconduct, a company may avoid onerous penalties should a
violation occur. A mechanical approach using legalistic logic will not suffice to avert serious
penalties. The company must develop corporate values, enforce its own code of ethics, and
strive to prevent misconduct. The law develops new amendments almost every year. We will
provide more detail on the FSGO’s role in business ethics programs in Chapters 4 and 8.
1-3f The 2000s: Twenty-First Century Business Ethics

Although business ethics appeared to become more institutionalized in the 1990s, new evi-
dence emerged in the early 2000s that not all business executives and managers had fully
embraced the public’s desire for high ethical standards. After George W. Bush became presi-
dent in 2001, highly publicized corporate misconduct at Enron, WorldCom, Halliburton,
and the accounting firm Arthur Andersen caused the government and the public to look for
new ways to encourage ethical behavior.29 Accounting scandals, especially falsifying financial
reports, became part of the culture of many companies. Firms outside the United States, such
as Royal Ahold in the Netherlands and Parmalat in Italy, became major examples of global
Another random document with
no related content on Scribd:
au plus justement qu’il peurent ce jour tous les
camps, et y misent jusques as vespres bien bas. Au
20 soir, ensi que li rois d’Engleterre devoit aller au souper,
retournèrent li doi chevalier devers le roy, et
fisent juste raport de tout ce que il avoient veu et
trouvé. Si disent que onze chiés de princes estoient
demoret sus le place, quatre vingt banerés et douze
25 cens chevaliers d’un escut, et environ trente mil
hommes d’autres gens. Si loèrent li rois d’Engleterre,
li Princes ses filz et tout li signeur grandement Dieu,
et de bon corage, de le belle journée que il leur avoit
envoiie, que une puignie de gens que il estoient, ens
30 ou regart des François, avoient ensi desconfis leurs
ennemis. Et par especial li rois d’Engleterre et ses
filz complaindirent longement le mort dou vaillan
[191] roy de Behagne, et le recommendèrent grandement
et chiaus qui dalés lui estoient demoret. Si arrestèrent
encores là celle nuit, et le lundi au matin il ordonnèrent
dou partir.
5 Et fist li dis rois d’Engleterre, en cause de pité
et de grasce, tous les corps des grans signeurs,
qui là estoient demoret, prendre et oster desus le
terre et porter en un monastère priés de là, qui
s’appelle Montenai, et ensepelir en sainte terre. Et
10 fist à savoir sus chiaus dou pays que il donnoit
triewes trois jours pour cerchier le camp de Creci et
ensevelir les mors; et puis chevauça oultre par devers
Moustruel sus Mer. Et si mareschal coururent
devers Hedin, et ardirent Waubain et Serain; mès
15 au chastiel ne peurent il riens fourfaire, car il est
trop fors, et si estoit bien gardés. Si se logièrent ce
lundi sus le rivière de Hedin, au lés devers Blangis.
Et l’endemain il passèrent oultre, et chevaucièrent
devers Boulongne; si ardirent en leur chemin le ville
20 de Saint Josse et le Nuef Chastiel, et puis Estaples, le
Delue et tout le pays de Boulenois. Et passèrent entre
les bos de Boulongne et le forest de Hardelo, et vinrent
jusques à le grosse ville de Wissan. Là se loga
li dis rois et li princes et toute li hos, et s’i rafreschirent
25 un jour; et le joedi s’en partirent, et s’en
vinrent devant le forte ville de Calais. Or, parlerons
un petit dou roy de France, et compterons comment
il persevera.
§ 287. Quant li rois Phelippes fu partis de la

30 Broie, ensi que ci dessus est dit, à moult seule gent,
il chevauça celle nuit tant que le dimence il vint en
[192] le bonne cité d’Amiens, et se loga dehors en l’abbeye
dou Gart. Quant li rois fu là arrestés, li baron et li
signeur de France et de son conseil, qui demandoient
pour lui, y arrestèrent ossi, ensi que il venoient. Encores
5 ne savoit li dis [rois[358]] le grant perte des nobles
et des proçains de son sanc que il avoit perdus. Ce dimence
au soir, on l’en dist le vérité. Si regreta grandement
monsigneur Charle son frère, conte d’Alençon,
son neveu le conte de Blois, son serourge le
10 bon roi de Behagne, le conte de Flandres, le duch
de Loeraingne, et tous les barons et les signeurs, l’un
apriès l’autre.
Et vous di que messires Jehans de Haynau estoit
adonc dalés lui, et cils en qui il avoit le plus grant
15 fiance. Et liquelz fist un moult biel service à monsigneur
Godemar dou Fay, car li rois estoit si fort courouciés
sus lui que il le voloit faire pendre; et l’euist
fait sans faute, se n’euist esté li dis messires Jehans
de Haynau, qui li brisa son aïr et escusa le dit monsigneur
20 Godemar. Et estoit la cause que li rois disoit
que cilz s’estoit mauvaisement acquittés de garder le
Blanke Take, et que par sa mauvaise garde li Englès
estoient passet oultre en Pontieu: pour quoi il avoit
receu celle perte et ce grant damage. Au pourpos
25 dou roy s’enclinoient bien li aucun de son conseil,
qui volsissent bien que li dis messires Godemars
l’euist comparet, et l’appelloient traitteur; mès li
genlilz chevaliers dessus nommés l’escusa, et de
raison par tout. Car comment peuist il avoir deffendu
30 ne resisté à le poissance des Englès, quant toute
[193] li fleur de France mise ensamble n’i peurent riens
faire?
Si passa li rois son mautalent adonc, au plus biel
qu’il peut, et fist faire les obsèques, l’un après l’autre,
5 de ses proçains. Et puis se parti d’Amiens, et donna
toutes manières de gens d’armes congiet, et retourna
devers Paris.
Et jà avoit li rois d’Engleterre assegiet le forte ville
de Calais.
FIN DU TEXTE DU TOME TROISIÈME.

VARIANTES.
§ 181. P. 1, ligne 1: Vous avés.—Ms. d’Amiens: Vous avés bien

chy dessus oy parler d’un respit et d’unes trieuwes qui furent
données et acordéez entre le roy englès et le roy David d’Escoce et
leur pays, sauf tant que li castiaux de Struvelin et li castiaux de
Rosebourcq, que messires Guillaumme de Montagut aida jadis à
parfaire et fortefiier contre les Escos, estoient mis hors de le trieuwe,
de quoy, revenut le roy englès en Engleterre, li Escot bastirent
tantost un siège devant Struvelin, et tant l’assaillirent et
constraindirent que il couvint le dit castiel rendre as Escos. Et s’en
partirent chil qui dedens estoient et qui loinguement l’avoient tenut
contre les dis Escos, simplement, car riens dou leur n’enportèrent.
Assés tost apriès la prisse de Struvelin, li biaux castiaux de
Rosebourcq fu emblés de nuit et escielléz, et pris li castellains qui le
gardoit, et jusques à six Englès avoecq lui, et li demorans tous ochis,
de quoy li rois englès fu de ces avenues moult courouchiéz et dist
bien que il l’amenderoit temprement et le feroit chier comparer as
Escos.
Ossi vous avés chi dessus oy parler coumment li roys englès
amoit si ardamment la belle contesse de Sallebrin, qu’il ne s’en pooit
ne savoit consillier, coumment que li comtes de Sallebrin, ses maris,
fu li ungs des plus privés de son consseil et li ungs de chiaux qui le
plus loyaument l’avoit tous jours servi. Si advint que pour l’amour de
la ditte damme et pour le grant desirier qu’il avoit de lui veoir, et sus
le couleur ossi pour remoustrer à ses gens le despit que li Escot li
avoient fait et encorres se mettoient il en painne dou faire tous les
jours qu’il avoient reconcquis le fort castiel de Rosebourcq et tout le
pays jusques à le chité de Bervich, et pour avoir sour ce le consseil
de ses gens quel cose on l’en volroit conssillier, il avoit fait criier une
grant feste de jouste à le Candeler, l’an mil trois cens quarante deux,
qui devoit durer quinze jours, en le cité de Londrez, et avoit mandet
par tout son royaumme et autre part, si acertes que il pooit, que tout
seigneur, baron, chevalier, escuier, dammes et dammoiselles y
venissent, si chier qu’il avoient l’amour de lui, sans nulle
escuzanche. Et coummanda especiaument au comte de Salebrin
que il ne laissast nullement que la comtesse sa femme n’y fust et
que elle n’amenast touttez lez dammes et dammoiselles que elle
pooit avoir entours lui. Li dis coens li ottria vollentiers, car il n’y
penssoit mies che qu’il y avoit. Et la bonne dame ne l’osa escondire,
mès elle y vint mout à envis, car elle penssoit bien pour quoy
c’estoit; et si ne l’osoit descouvrir à son marit, car elle se sentoit bien
si avisée et si atemprée que pour oster le roy de ceste oppinion. Et
devés savoir que là fu la comtesse de Montfort, et estoit jà arivée en
Engleterre un grant tamps devant la feste, et avoit fait sa complainte
au roy moult destroitement. Et li rois li avoit en couvent de renforcier
son comfort, et le faisoit sejourner dallés madamme le royne, sa
femme, pour atendre le feste et le parlement qui seroit à Londrez.
Fº 73 vº.
—Ms. de Rome: En ce temps estoit publiie une très grosse feste
qui devoit estre en la chité de Londres de quarante chevaliers et de
quarante esquiers dedens, parmi le roiaulme d’Engleterre et aussi
en Alemagne, en Flandres, en Hainnau et en Braibant. Et avoient
tout chevalier et esquier qui venir i voloient, de quelconques pais
que il fuissent, sauf conduit alant et retournant. Et estoit la feste
ordonnée à la relevée de la roine Phelippe d’Engleterre d’un fil que
elle avoit eu: si ques auquns de ces chevaliers qui estoient venu de
France en Escoce, s’en retournèrent par Londres arrière en lor pais
sans peril et sans damage. Fº 88.
§ 182. P. 2, l. 28: Ceste feste.—Ms. d’Amiens: Ceste feste fu

grande et noble que on n’avoit mies en devant veue plus noble en
Engleterre. Et y furent li comtez Guillaumme de Haynnau et
messires Jehans de Haynnau, ses onclez, et des Haynuiers, avoecq
les dessus dis, li sirez d’Enghien, messires Robers de Bailloeil, li
sirez de Lens, li castellains de Havrech, li sirez de Gonmigniez, li
sirez de Sars, li sirez de Faignuellez, li sirez de Mastaing, li sirez de
Chin, li sirez de Wargni, messires Sansses de Biaurieu, li sirez de
Montegni et messires Oufflars de Ghistellez. Et eult à le dite feste
bien douze comtes, huit cens chevaliers, cinq cens damez et
pucellez, touttez de hault linage. Et fu bien dansée et bien joustée
par l’espasse de quinze jours, sauf tant que uns moult gentilz et
jouenes bachelers y fu tués au jouster par grant mesavenue: che fu
messires Jehans, aisnés fils à monseigneur Henri, visconte de
Biaumont en Engleterre, biau chevalier jone, hardi; et portoit d’asur
semet de fleur de lis d’or à ung lion d’or rampant et ung baston de
gheullez parmy l’escut. Touttes les dammes et damoisellez furent de
si riche atour que estre pooient, chacune seloncq son estat, excepté
madamme Aelis, la comtesse de Sallebrin. Celle y vint le plus
simplement atournée quelle peult, par tant qu’elle ne volloit mies que
li roys s’abandonnast trop de lui regarder, car elle n’avoit penssée ne
vollenté d’obeir au roy en nul villain cas qui pewist tourner à le
deshonneur de li, ne de son marit.
Or vous noummeray lez contez d’Engleterre qui furent à ceste
feste, ossi bien que je me sui hastés de noummer les Haynuyers;
premiers, messires Henris au Tor Col, coens de Lancastre, messires
Henris, ses filz, comtez Derbi, messires Robers d’Artois, comtes de
Richemont, li coens de Norrenton et de Clocestre, li comtez de
Warvich, li comtes de Sallebrin, li comtez de Pennebrucq, li comtez
de Herfort, li comtez d’Arondiel, li comtez de Cornuaille, li comtez de
Okefort, li comtez de Sufforch et le baron de Stanfort, et tant de
barons et de chevaliers que li noummiers seroit uns detris.
Ainschois que ceste noble et grant feste fust departie, li roys
Edouwars eut et rechupt pluisseurs lettrez qui venoient de pluisseurs
seigneurs et de divers pays, de Gascoingne, de Bayone, de
Bretaingne, de Flandrez de par d’Artevelle à qui il avoit grant amour,
et des marces d’Escoce, dou signeur de Parsi et dou seigneur de
Ros, et ossi des bourgois et de le cité de Bourdiaux sus Geronde,
qui moult estoient constraint dez Franchois par terre et par aige, si
ques li roys respondi, par le consseil de tous ses hommez, voirez de
son consseil, as dis messaigez, si à point que chacuns s’en
contenta. Encorrez de rechief auques sus le partement de le feste,
ungs messages vint en grant haste deviers le roy et li apporta
nouvellez et lettrez de par monseigneur Edouwart de Bailloel,
cappitainne et souverain de le cité de Bervich. Et disoient ces lettrez
que li Escot faisoient ung très grant appareil et grant mandement
pour entrer environ Pasquez en Engleterre, et que sour ce il
ewissent consseil. Ensi eult li rois grant mestier d’avoir bon avis; car
sus l’estet qui venoit, trop de guerrez li apparoient de tous lés, car
ossi devoit li trieuwe fallir de li et dou roy de Franche, qui fu prise et
accordée à Arras en Pikardie, si comme il est chy desus contenus
en ceste histoire. Or eut li roys englès pluisseurs ymaginations, car
briefment il volloit secourir et comforter la comtesse de Montfort, ensi
que juret et proummis li avoit; et se ne fust che que il tendoit à aller
sus Escoche, il fust en propre personne adonc venus en Bretaigne.
Si ordonna et pria à monseigneur Robert d’Artois, son cher cousin,
que il y volsist aler et prendre tant de gens d’armes et d’archiers que
pour resister contre monseigneur Carle de Blois et reconcquerir le
pays concquis. Messires Robers li acorda vollentiers et fist sour ce
ses pourveances. Fos 73 vº et 74.
—Ms. de Rome: A celle feste vinrent de Hainnau li contes
Guillaumes, frères à la roine Phelippe, et messires Jehans de
Hainnau son oncle, li sires d’Enghien, li sires de Ligne, li sires de
Haverech, li sires de Gommegnies et pluisseurs chevaliers de
Hainnau et de Hollandes. Et durèrent les festes quinse jours. Et vint
dedens les festes la contesse de Montfort, qui amena Jehan son fil
et sa fille. Dont li rois ot grant joie et dist à la contesse: «Ma cousine,
vous me laisserés ces deux enfans, et je lor serai
pères.»—«Monseigneur, respondi la contesse, pour ce les ai je
amenés, et je les vous donne.» Li rois les mist tantos avoecques la
roine sa fenme. Li fils avoit neuf ans, et la fille quatre ans.
Celle feste fu bien joustée et bien festée. Et en ot le pris des
chevaliers de dehors li contes de Hainnau, et de ceuls de dedens
messires Renauls de Gobehen; et des esquiers d’Engleterre Jehan
de Qopelant; de ceuls de dedens et de ceuls de dehors, uns
esquiers de Flandres qui se nonmoit Franqe de Halle, et adonc le
retint li rois d’Engleterre, et devint son honme li dis esquiers.
La feste se fust bien portée, mais il avint de cas de fortune que
mesires Jehans de Biaumont d’Engleterre, ainnés fils à messire
Henri de Biaumont, fu mors à ces joustes, dont on fu durement
courouchié.
A celle feste furent ordonné de par le roi et son consel liquel
iroient en Gascongne, à Bourdiaus et à Baione, et liquel en Bretagne
avoecques la contesse de Montfort, et liquel iroient tenir la frontière
d’Escoce, car li rois d’Escoce estoit retournés de France en son
pais; si ques on supposoit en Engleterre que il vodroit guerriier: pour
tant i voloient les Englois pourveir. Si i furent ordonné d’aler tenir la
frontière à l’encontre des Escoçois et demorer en la bastide de
Rosebourch messires Guillaumes de Montagut qui depuis fu contes
de Sasleberi; et aussi d’aler tenir la frontière contre les Irlandois
furent ordonné li contes d’Ormont et li contes de la Marce. Ces
festes passées, tout li signeur estrangier prissent congiet au roi et à
la roine et se departirent d’Engleterre, et retourna casquns en son
pais. Li contes de Hainau et mesires Jehans de Hainnau son oncle
montèrent à port à Ourvelle et arivèrent à Dourdresc en Hollandes.
Si demora li contes ens ou pais de Hollandes, et aussi fist son oncle,
qui sires estoit de Sconenehove et de la Hode, et li Hainnuier
retournèrent en Hainnau. Ensi furent faites ces departies. Fº 88 vº.
P. 3, l. 8: tués à jouster.—Ms. B 6: Et l’ochist le conte de Haynau,
mais amender ne le povoit. P. 219.
P. 5, l. 8 et 9: le signeur de Boursier.—Le nom de ce chevalier est
omis dans les mss. A 1 à 6, fº 101.
§ 183. P. 5, l. 16: En ce temps.—Ms. d’Amiens: Encorres fu il

consilliet au roy que il envoiast l’evesque de Lincolle deviers le roy
David d’Escoce, son serourge, pour tretier une trieuwe à durer deux
ans ou troix, car tant de grosses besoingnes li appairoient à l’estet
prochain que il ne poroit mies bonnement à touttes respondre. Li
roys ne s’acordoit mies à ce consseil et disoit que ce seroit à trop
son grant blamme se il requeroit les Escos de trieuwe; mès ses
conssaulx li disoit: «Salve se grace,» car il avoit par tant de foix ars
et courut sus les Escos que de ce ne pooit avoir nul reprouvier, et
que c’estoit grans sens pour un seigneur, quant il a troix ou quattre
guerrez, et il en poet l’une atrieuver, l’autre amoiener, le tierce
apaisier, et le quarte guerriier: si ques li roys, par le consseil de sez
hommez, pria à l’evesque de Lincolle que il y volsist aller. Et chils
l’acorda vollentiers. Enssi se departi ceste feste. Li comtes
Guillaumez de Haynnau et messires Jehans de Haynnau prissent
congiet au roy et à le roynne, et s’en retournèrent arrière en leur
pays avoecquez leurs gens. Si envoya li roys le seigneur de Fil
Wautier, le seigneur de Pont Cardon, messire Jehans Camdos, qui
estoit adonc jones bacelers, le seigneur de Multonne, le seigneur de
Brassetonne, le seigneur de Lantonne et pluiseurs autrez, à tout
deux cens armurez de fier et cinq cens archiers, à Bourdiaux et à
Baione, pour aidier à deffendre le frontierre contre le comte de Lille,
le comte de Pierregoth, le comte de Quarmain, le comte de
Commignez, le comte de Villemur, le seigneur de la Barde, le comte
de Bruniqiel et pluiseur aultre qui là tenoient les camps et y
faissoient très forte guerre et herioient si chiaux de Bourdiaux, que il
n’osoient wuidier hors de leur ville. Or lairons ung petit à parler de ce
et retourons à l’evesque de Lincolle, et quel cose il trouva en
Escoce, et coumment il fu respondus dou dessus dit mesage qu’il
portait de par le roy d’Engleterre, son seigneur.
Il est bien voirs que li evesques de Lincolle esploita tant par ses
journées qu’il vint à Bervich, où il fu liement recheus de monseigneur
Edouwart de Bailloeil, qui en estoit cappittainne. Là sejourna li
evesques tant que ungs hiraux d’Engleterre eut estet en Escoce
querre ung sauf conduit au roy qui se tenait en Haindebourcq, pour
le dit evesque et toutte se mesnie: si ques sus le sauf conduit li
evesquez se parti et s’en vint devers le roy David et les barons et
seigneurs d’Escoce. Il fu volentiers oys de tout ce qu’il leur
remoustra, et li respondirent qu’il en aroient avis. Si fu la responsce
telle et faite d’un baron d’Escoche, messire Archebaux Douglas, et
dist: «Sire, li rois mon seigneur et tous ses conssaux ont bien oy ce
que vous requerés. C’est li entension dou roy nostre seigneur et de
ses hommez, que nul respit vous n’enporterez ne arrés; car nous
sommes tout pourveu de gueriier sus le roy d’Engleterre et sus son
pays, et de contrevengier les despis et dammaiges qu’il nous a fais.»
Et quant li evesques de Lincolle entendi che, si fu tous courouchiéz
et se repenti moult, quant onequez y avoit entré pour faire messaige.
Si se parti adonc des Escos sans congiet et sans amour, et s’en
revint au plus tost qu’il peult en Engleterre et trouva le roy à Londrez
et une partie de son consseil à qui il fist relation de son messaige. Et
quant li roys l’eut oy, si fu durement courouchiés et dist bien que,
tout maugré lui et son consseil, on li avoit envoiiet, et que jammais
cilx blasmes ne lui seroit absolz. Tant estoit li roys yreux que à
painnes le pooit on appaisier, et dist que jammès n’aresteroit, si aroit
si menet les Escos et si destruit leur pays, que jammais ne seroit
recouvret, en quel aventure qu’il dewist mettre che qui dechà le mer
estoit. Si envoiia tantost as pors et as havenes de mer coummander
que on ne laiaist nullui passer jusques à tant que on oroit autres
nouvellez. Et fu par ensi detriiés li voiaiges de monseigneur Robert
d’Artois et de la comtesse de Montfort qui en grant destrèce de coer
estoit de ces avenues. Ossi chil qui devoient aller en Gascoingne
furent contremandet. Et fist li roys ung especial mandement et
coumandement à estre touttez mannierres de gens portant armes, à
Ewruich, le jour de le Pasque ou trois jours apriès; et qui en
deffauroit, il perderoit sa terre, le royaume d’Engleterre et l’amour
dou roy. Fº 74.
P. 6, l. 17: Ewruich.—Mss. A 1 à 6: Bervich. Fº 101 vº.
§ 184. P. 6, l. 21: Li jours.—Ms. d’Amiens: A che especial

mandement que li roys fist, ne s’osa nulz escuser ne delaiier qu’il ne
fust, et vinrent de tous lés d’Engleterre à Ewruic, et furent là en
Paskèrez; meysmes la comtesse de Montfort, qui poursuivoit sa
besoingne, y vint avoecq monseigneur Robert d’Artois. Tant avoit li
roys englès là de gens, qu’il estoient bien cent mil, c’à piet, c’à
cheval; et tantost le jour de le Pasque passet, il se parti de Ewruich
et prist le chemin dou Noef Castiel sur Tin. Or entendirent li Escot
que li roys englès venoit sur yaus si efforchiement que toutte se
puissance y estoit avoecq lui, et en vollenté que de toutte destruire
et ardoir Escoce sans merchy. Si en furent, je vous di, li plus dou
pays d’Escoce tout effraé, car il sentoient leur pays et leur
besoingnes auques en bon estat, et point ne se veoient fort contre le
puissanche dou roy englès. Si se missent ensemble chil dou pais,
prelas, comtez, barons, chevalier et riche homme dez bonnez villez,
et vous dit qu’il y eut là mainte parolle retournée. Li aucun volloient
le guerre, li autre le respit; et li pluisseur amaissent mieux le pais, se
elle pewist estre. Si tenoient ossi li sage homme dou pays le roy à
outrageusement consilliet, quant telle responsce on avoit fait à
l’evesque de Lincolle, et que fort estoit se à ceste venue et
assamblée dou roy englèz trop cher ne le comparaient. Cez parolles
dessus dittez en plain parlement, present le roy et le grant consseil,
messires Guillaumme de Douglas, messires Jacquemes de Douglas,
ses onclez, messires Archebaux de Douglas, ses cousins, et tout chil
de ce sanch les reputoient à grant ynoranche et à grant faintisse. Et
disoient bien que c’estoient cil d’Escoche qui le plus à perdre avoient
aprièz le roy; mes pour aperdre villez et castiaux et tout leur
hiretaige, jà ne seroient en lieu ne en consseil où li oppinion de le
première responsce dessus faitte fuist brisie ne amoliie, car trop leur
retouroit à grant blamme et à vilain prejudisse à tous jours mès.
A che parlement y eut pluisseurs grosses parolles des uns as
autres, car chil de Douglas y estoient si grant et si cremut, et tant
avoient fait de biaux servicez au royaumme d’Escoche, que touttes
mannierrez de gens les en amoient, et meysmement li roys y
ajoustoit grant foy et grant sceurté. Nonpourquant il congnut assés
que li aucun s’astenoient assés de voir à dire pour le doubtanche
des dessus diz. Si emprist le parole de fait et dist: «Je sui, par le
grasce de Dieu, roi d’Escoche, et le tieng en hiretaige par le
sucession monseigneur Robert de Brus, de bonne memore, mon
chier père, qui vaillanment et poissanment le tint et deffendi, tant
qu’il vesqui, contre les Englèz. Depuis nous ont il fais moult de
dammaiges, lesquelx j’amenderoie vollentiers, se je pooie. Or
sommes nous emfourmet qu’il viennent très puissamment sour nous.
Si vous pri et carge en especial que vous me conssilliéz tellement
que ce soit à l’onneur de my et au commun prouffit de mon
royaumme, et que nuls n’y regarde grandeur, orgoeil, ne linage. Et
se vous sentés que nous soyons puissant pour combattre les
Englèz, se le dittes, et nous metons tout au devant à l’entrée de nos
pays.» Dont en y eut aucuns qui baissièrent les testez, et li aucun
qui se veurent acquitter, respondirent: «Sire, nenil, et ewissiens
encorrez otant de gens que nous avons.»—«Or coumande jou, dist li
roys, puisque combattre ne nous poons et que nous n’en sommes
point d’acort, que ceste besoingne soit dou tout cargie sur moy, sur
le comte de Moret, sus l’evesque de Saint Andrieu et sur l’evesque
d’Abredane.» Adonc tous li coummuns conssaux respondi: «Sire,
vous dittes bien.»
Ensi se departi chils parlemens, non que li roys d’Escoche
donnast congiet à ses gens, mès remforça son mandement de tous
lés; car il ne savoit mies coumment li tretiéz se porteroit entre lui et
le roy englèz. Conssaus entre ces quatre dessus noummés se porta
que li doy evesque, c’est assavoir chilz de Saint Andrieu et chilz
d’Abredane, se partirent d’Aindebourch, fondé et enfourmé quel
cose il devoient dire et faire, et vinrent sus sauf conduit deviers le
roy d’Engleterre à Durem, là où il se tenoit et attendoit ses os, et jà
en y avoit grant fuison au Noef Castiel sur Tin. Quant li doy evesque
d’Escoce dessus noummet furent devant le roy englès et aucun de
son consseil, telz que le comte de Lancastre, le comte Derbi,
monseigneur Robert d’Artois, le comte de Warvich, le comte de
Sallebrin, le comte de Norrenthon et de Clocestre, monseigneur
Richart de Stanfort, le seigneur de Biaucamp et messire Renaut de
Gobehen, ils enclinèrent le roy et tous les seigneurs par mannierre
de reverensce et dissent: «Sire, roys d’Engleterre, nous sommes
deviers vous envoiiet de par le roy d’Escoce, nostre seigneur, et tout
son consseil. On leur a dounnet à entendre que vous estez moult
esmeut de gueriier Escoce, enssi que vous avés fait autrefoix; et
bien est appairant ossi que la responsce que li evesquez de Lincole
vous fist, ne vous est mies bien agreable. Sachiés, sire, que à ce
jour que li evesques fu deviers nostre roy ou nom de vous, li rois,
nos sirez, avoit envoiiet en Franche deviers le roy Phelippe, pour ce
que certainnes convenences et alianches sont entre lui et le roy de
Franche. Et ne puet li roys nostre sirez, dounner, prendre, requerre,
demander ne accepter trieuwe ne respit enviers vous, sans le sceu
dou roy de France. En che s’est il obligiez et acouvenenchiéz par
sierment de roy solempnement juret et saielet. Or sont depuis li
messaiges qui en Franche avoient estet envoiiet, retournet, et puet
nos sirez, par le congiet dou roy de Franche, donner, accorder et
accepter trieuwez et respit jusques à un certain terme durant, dont il
n’est nus besoings de chy dire; mès nous sommes fort de par nostre
roy et tout son consseil de prendre et de dounner une trieuwe ung
an ou deux, s’acors le porte, et de che il vous en plaise à nous
respondre.»
Quant li roys englès eut oys les deux evesquez d’Escoce ensi
parler, si leur dist qu’il en responderoit vollentiers à l’endemain.
Ceste responsce leur souffi assés bien. Dont se conssilla li roys tout
ce jour quel cose en estoit bon affaire. Il voloit briefment, c’estoit
tous ses desirs, chevauchier avant sus Escoce, ou cas qu’il avoit ses
gens semons et assembléz en ceste instance. Touttez foix
finablement ses conssaux regarda et conssidera les besoingnes qu’il
avoit affaire en Franche, en Bretaingne et en Gascoingne, et que
ceste guerre as Escos leur estoit trop coustable et perilleuse à nul
prouffit; car s’il avoient tout ce que li royaummes d’Escoce puet finer,
il n’aroient mies le chevanche d’un droit si grant. Bien y pooient
mettre et peu prendre. Si consillièrent au roy que il presist une
bonne et ferme trieuwe à durer trois ans, puisqu’il l’en requeroient, et
que c’estoit grandement à sen honneur. Tant fu li roys conssilliéz
d’uns et d’autres que finablement une trieuwe fu acordée entre lez
Englès et les Escos, et devoit durer de ce jour jusques à le Saint
Jehan Baptiste, c’on compteroit l’an mil trois cens et quarante trois,
et de là en troix ans, et devoit chacuns tenir che qu’il tenoit. Et
pooient chevalier et escuier d’Escoce prendre les gages au roy
englèz, s’il leur plaisoit. Moult fu la comtesse de Monfort resjoïe de
ceste trieuwe, car par lez Escos avoient jà estet ses besoingnes
arrierées.
Ensi se departi ceste grande chevauchie. Et coumanda li roys au
seigneur de Fil Wautier, à monseigneur Jehan Camdos, au seigneur
de Multonne, au seigneur de Pont Cardon et à chiaux qui en
Gascoingne devoient aller, qu’il presissent leur carge de gens
d’armes et d’archiers et fesissent leur voiage. Dont s’appareillièrent li
dessus noummet signeur et vinrent au port de Hantonne, et
ordonnèrent là leur besoingne, et se missent en mer et singlèrent
deviers Gascoingne.
Or dirons de le comtesse de Montfort qui si bien exploita au roy
englès que li roys pria à monsigneur Robert d’Artois, au comte de
Sallebrin, au comte de Sufforch, au comte de Pennebrucq, au comte
de Kenfort et au baron de Stanfort et as pluisseurs autres, que il
volsissent prendre en cure lez besoingnes de le ditte comtesse, et
yaux partir hasteement d’Engleterre et venir en Bretaingne, et
gueriier tellement qu’il y ewissent honneur et la dame prouffit; et chil
signeur li eurent tout en couvent. Si se partirent dou roy et vinrent en
Cornuaille, et pourveyrent là leur navie pour venir en Bretagne. Si
estoient bien mil hommes d’armes et deux mil archiers et otant de
chevaux. De touttez ces gens estoit messires Robiers d’Artois chiés.
En che tamps escheirent les Pasquez si haut que environ Closes
Pasques eut on l’entrée dou mois de may, de quoy en le moyenné
de ce mois la trieuwe de monseigneur Carle de Blois et la comtesse
de Montfort devoit fallir. Or avoit la chevauchie d’Escoce si detriié la
besoingne de la dessus dite comtesse que la trieuwe estoit jà close,
quant elle se parti d’Engleterre. Si estoit bien messires Carlez de
Blois enfourmés dou pourcach que elle faisoit en Engleterre et de
l’ayde que ly roys englès ly devoit faire. Dont messires Loeys
d’Espaingne, messire Carlez Grimaus et messires Othon Doriie
estoient estaubli sus le mer à l’encontre de Grenesie, à trois mil
Geneuois et à mil hommez d’armes et seize gros vaissiaux
espagnolz, tous armés et tous fretéz, et waucroient sus le mer,
attendans leur revenue. D’autre part, messires Ghautiers de Mauni
et li signeur de Bretaigne et d’Engleterre qui dedens Hainbon se
tenoient, estoient durement esmervilliet de leur comtesse de ce que
elle demoroit tant, et si n’en ooient nullez certainnez nouvellez.
Nonpourquant, mout bien supposoient que elle ne demoroit mies
trop à se grant aise, et ne se doubtoient d’autre cose que elle n’ewist
eu aucun villain encontre sus mer de ses ennemis: se ne savoient
que pensser. Fos 74 vº et 75.
—Ms. de Rome: Mesires Carles de Blois fu enfourmés de verité
que son adversaire, la contesse de Montfort, estoit alée en
Engleterre au seqours, et i avoit mené ses enfans pour là demorer
dalés le roi. Si pensa sus li dis messires Carles moult longement, et
puis apella son cousin mesire Lois d’Espagne, ouquel ils avoit moult
grant fiance, et li dist: «Biaus cousins, ce seroit bon, se vous
l’acordiés, que une armée de gens d’armes de Geneuois et
d’Espagnols fust mise sus en la mer, et là waucrast, en attendant le
retour et la revenue de celle contesse de Montfort qui est alée en
Engleterre. Se nous le poions atraper, nostre gerre en seroit plus
belle.» A ce pourpos respondi li dis messires Lois et dist: «Vous
dites verité, et il en sera ce que vous vodrés, car je sui tous près à
faire vostre plaisir.»—«Grant merchis,» respondi messires Carles.
Depuis ne demora gaires de temps que mesires Lois d’Espagne, qui
bien savoit les usages et coustumes de la mer, se pourvei de barges
et de balengiers, et mist sus la mer son armée, où bien avoit deus
mille honmes parmi les Geneuois et les Espagnols, et disoit que
ceuls de sa partie n’avoient donné nulles trieuves sus mer, fors que
sus terre. Qant la contesse de Montfort ot ordonné toutes ses
besoingnes en Engleterre, et elle sceut quels gens elle aueroit, cinq
cens honmes d’armes et cinq cens archiers, et les devoient conduire
messire Robers d’Artois et li contes de Pennebruq, en lor compagnie
devoient estre li jones sires Espensiers, messires Edouwars,
mesires Guis de Briane, mesires Thomas de Walquefare, li sires de
Tallebot, li sires de Boursier, mesires Robers de Noefville, messires
Jehans Paule, mesires Lois Clifort, mesires Guillaume Chifeton,
mesire Richart de Pont Cardon et pluisseur aultre, et se ordonnèrent
et atendirent tout l’un l’autre à Pleumude.
Qant tout furent venu, gens d’armes et archiers, qui compagnier
devoient mesire Robert d’Artois et la contesse de Montfort, il
entrèrent en lors vassiaus et puis se desancrèrent et se missent en
mer, et orent si bonne aventure que onques ne veirent, ne
trouvèrent, ne encontrèrent la navie des Geneuois et des Espagnols,
des quels mesires Lois d’Espagne estoit chiés et conduisières, dont
depuis il furent moult esmervelliet: et la cause pourquoi ce fu, je le
vous dirai. Un petit avant ce que mesires Robers d’Artois et la
contesse de Montfort se departesissent dou havene de Plumude,
uns grans tourmens se mist sus mer, qui espardi tous ou en partie
les vassiaus à mesire Lois d’Espagne et à Othon Doriie et à Toudou,
et furent plus de quinse jours waucrant sus la mer et prendans terre
de isle en isle, avant que il se peuissent tous remetre ensamble. Et
en celle espasce la contesse de Montfort et mesire Robers d’Artois
entrèrent en Bretagne, et prissent terre ou havene de Brest et de
Hainbon, pour estre mieuls logiet à lor aise, dont messires Gautiers
de Mauni et tout li compagnon orent grant joie de lor revenue. Fº 89.
P. 6, l. 22: Evruic.—Mss. A 1 à 6, 8 et 9, 11 à 14, 18 et 19: Bervich.
Fº 101 vº.—Mss. A 20 à 23: Warwich, Fº 151.—Mss. A 23 à 29:
Everuich. Fº 117 vº.
P. 7, l. 5: Hartecelle.—Mss. A 1 à 6: Harteselle. Fº 101 vº.—Mss. A
20 à 22: Hartesellée. Fº 151.—Mss. A 23 à 29: Hartevelle. Fº 117.
P. 7, l. 6: quatre cens.—Mss. A 8, 9, 11 à 17, 20 à 29: trois cens.
Fº 93.—Mss. A 18, 19: à tout trois cens armeures de fier. Fº 102.
P. 7, l. 19 et 20: à l’encontre de Grenesie.—Mss. A 1 à 6: à
l’encontre, en l’isle de Grenasie. Fº 101 vº.—Mss. A 18, 19: à
l’entrée de Grenesie. Fº 102.—Mss. A 20 à 22: à l’endroit de
Gravelinges. Fº 151 vº.
P. 7, l. 21 à 23: en trente.... revenue.—Mss. A 1 à 6: et trente deux
gros vaisseaux espaignolz tous armez et tous fretez s’ancrèrent sur
la mer, attendans leur venue. Fº 101 vº.
P. 7, l. 22: waucroient.—Mss. A 8, 9, 11 à 17, 20 à 22: s’ancroient.
Fº 93.—Mss. A 18, 19: s’en entrèrent. Fº 102.
§ 185. P. 8, l. 3: Ensi.—Ms. d’Amiens: Ensi que messires Robiers

d’Artois, li comtez de Pennebrucq, li comtez de Sallebrin et li signeur
d’Engleterre et leurs gens, avoecq la comtesse de Montfort, nagoient
par mer au léz deviers Bretaingne, et avoient vent à souhet, au
departement de l’ille de Grenesie, à heure de relevée, il perchurent
le grosse navie des Geneuois, dont messires Loeys d’Espaingne
estoit chiéz. Dont dissent leur maronnier: «Seigneur, armés vous et
ordonnés vous, car vechy Geneuois et Espagnols qui viennent et qui
vous aprochent.» Lors sonnèrent li Englès leur trompettez et missent
les bannierrez et les pignons de Saint Jorge hors dessus leurs mas,
et chacuns barons par lui sa bannierre sus son vaissiel. Si
s’ordonnèrent bien sagement et s’encloirent de leurs archiers, et
puis nagièrent à plain voille enssi que li tamps là portoit; et pooient y
estre environ trente six vaissiaux, que grans, que petis, mès nuls si
grans, ne si fors de trop n’en y avoit que messires Loeys
d’Espaingne en avoit neuf. Et entre ces neuf avoit trois gallées qui
se remoustroient dessus tous lez autres; et en chacune de ces trois
gallées estoient li trois corps des seigneurs, messires Loeys,
messires Carlez, messires Othes. Si s’aprochièrent li vaissiel, et
coummenchièrent Geneuois à traire de leurs arsbalestrez à grant
randon, et li archier d’Engleterre ossi sour eux. Là eut grant tret des
uns vaissiaux as autres, et qui longement dura, et maint homme
navret et blechiet. Et quant li seigneur, li baron, li chevalier et li
escuier s’aprochièrent, et qu’il peurent des lanches et des espées
venir enssamble, adonc y eut dure bataille et crueuse, et trop bien s’i
portoient et esprouvoient li ung et li autre. Là estoit messires Robers
d’Artois, qui y fu très bon chevalier, et la comtesse de Montfort
armée, qui bien valloit ung homme, car elle avoit coer de lion, et
tenoit ung glaive moult roide et bien trenchant, et trop bien s’en
combatoit et de grant couraige. Là estoit messires Loeis d’Espaigne
en une gallée, comme bons chevaliers, qui vassaument et de grant
vollenté requeroit et se combatoit as Englèz, car moult les desiroit à
desconfire, pour lui contrevengier dou dammaige qu’il avoit euv et
recheuv ceste propre année asés priès de là, ou camp de Camperli.
Et y fist, ce sachiés, messires Loeys merveillez d’armes, et bien en
avoit l’avantaige, car il estoit en ung vaissiel qui se remontroit
deseure tous les autres, et si estoit si bons chevaliers par mer et par
terre. Là eurent li baron et li chevallier d’Engleterre ung très dur
encontre et perilleus, car il avoient affaire à forte gens, mais il
avoient bons cappittainnes et seurs chevaliers, bien deffendans et
bien assallans. Là eut fait mainte belle appertise d’armes, maint
homme mort, navré et maint reversé en l’aige, qui oncques puis ne
s’aidèrent. Si dura ceste bataille de relevée tout jusques au soir,
toudis combatant, trayant, lanchant et grans appertises d’armes
faisans. Si les convint sus le soir, par pure necessité, partir l’un de
l’autre et ancrer, car la vesprée se couvri, et une noire nuée monta,
qui l’air obscurchi durement. Lors se missent tout à l’ancre, et
entendirent as blechiés et as navrés remuer, bendeler et remettre à
point; et estoit leur entension que jammais de là ne partiroient, se
seroit li une des parties desconfite. Fº 75 vº.
P. 8, l. 4: Salebrin.—Les mss. A 23 à 33 ajoutent: le conte de
Sufforc, le conte de Kenfort, le baron de Stanfort, le seigneur
Despensier, le seigneur de Boursier. Fº 118.
P. 8, l. 8: Grenesie.—Mss. A 1 à 6: Gresile. Fº 102.—Mss. A 8, 9:
Grèce. Fº 93 vº.—Mss. A 15 à 17: Guenerre. Fº 103.—Mss. A 18,
19: Crète. Fº 102.
P. 9, l. 17 et 18: ou camp de Camperli.—Ces mots manquent dans
les mss. A 1 à 6, fº 102.
§ 186. P. 10, l. 4: Un petit.—Ms. d’Amiens: Ung petit devant

mienuit s’esleva ungs vens, ungs orages si très grans et une pleuve
si très grosse et ung tonnoirez et ungs esclistrez si mervilleux, que il
sambloit proprement que li mondez dewist finner. Et n’y avoit si hardi
ne si preu bacheler, ne qui tant ainmast les armez, qui ne volsist
bien estre à terre, car cez bargez et ces naves hurtoient lez unes as
autrez, et sambloit que elles se dewissent ouvrir et partir. Si
demandèrent consseil li seigneur d’Engleterre à leurs maronniers
quel cose leur estoit bon affaire; et il respondirent que d’iaux traire à
terre au plus tost qu’il poroient, car la fortune estoit si grande sus
mer, que, se li vens les y boutoit, il seroient tout en peril d’estre
noiiet. Dont entendirent il generaument à sachier lez ancrez amont
et les voilles, enssi qu’à demy quartier, et tantost eskipèrent et
eslongièrent il les ennemis qui gisoient devant yaux à l’ancre, qui
ossi n’estoient mies trop asceur. Et se boutèrent ou parfont et
n’osèrent sieuwir les Englès qui aprochoient terre, pour ce que leur
vaissiel estoient si grant que se il ewissent froté à terre en telle
fortune, il fuissent romput. Pour tant se missent il ou plus parfont;
mès à leur departement, il trouvèrent quatre nefs englesses cargies
de chevaux et de pourveanches, qui s’estoient tenut en sus de le
bataille. Si eurent bien consienche, quel tamps ne quel tempès qu’il
fesist, de prendre ces quatre vaissiauls et d’atachier as leurs, et de
prendre le haulte mer pour eskieuwer ce peril. Chilz vens et chil
fortune les bouta, ains qu’il fuist jours, plus de cent lieuwes enssus
dou lieu où il s’estoient combatu, et les nefs englesses arivèrent et
prissent terre à ung petit port assés priès de Vennes, dont il furent
tout resjoy quant il se trouvèrent à terre. Fº 75 vº.
§ 187. P. 11, l. 14: Ensi.—Ms. d’Amiens: Enssi et par ceste grant

fortunne se desrompi la bataille sus mer de monseigneur Robert
d’Artois et se routte à l’encontre de monseigneur Loeys d’Espaigne
et de ses gens. Si n’en scet on à qui donner l’onneur, car il se
partirent tout magret yaux et par le diverseté dou tamps. Touttez
voies, li Englès prissent terre assés priès de Vennes et ysirent hors
des vaissiaux, et missent leurs cevaux sus le sablon, touttez leurs
armeures et leurs pourveanches, et puis eurent consseil et advis dou
sourplus, coumment il se maintenroient. Si ordonnèrent à traire leur
navie deviers Hainbon et yaux aller devant Vennes, car assés
estoient gens pour assegier la dessus dite cité. Si se mirent et
chevauchièrent tout ordonneement celle part. Il n’eurent miez
gramment à aller, quant il y vinrent.
Adonc estoit dedens la cité de Vennes, de par monsigneur
Charlon de Blois, messires Hervis de Lion et messire Oliviers de
Clichon, li sirez de Tournemine et li sires de Lohiach, gardiiens et
cappittainnez de Vennes et dou pays environ. Quant chil seigneur
virent venus li Englès, et que il s’ordonnoient pour y mettre le siège,
si ne furent mies trop effraet, mès entendirent au castiel
premierement, puis as gharittes et as portes, et missent en chacune
porte ung chevalier et dix hommes d’armes, dix archiers et dix
arbalestriers, et s’ordounnèrent assés bien pour tenir et garder le
chité contre tous venans. Or vous parlerons de monseigneur Loeis
d’Espaingne et de se routte. Fos 75 vº et 76.
P. 11, l. 20: prisent terre.—Ms. B 6: Che fu environ le Saint Jehan
Baptiste l’an mil trois cens quarante deux que la guerre estoit jà
ouverte entre la contesse et Charle de Blois. Fº 220.
§ 188. P. 12, l. 16: Saciés.—Ms. d’Amiens: Sachiés que, quant cils
grans tourmens et ceste fortune eurent pris et eslevet et boutet en
mer le dessus dit monseigneur Loeys, il furent toutte ceste nuit et
l’endemain tant c’à nonne, moult tourmenté et en grant aventure de
leurs vies, et pardirent par le tourment deux de leurs petis vaissiaux
chargiés de pourveanchez; mais il en avoient concquis quatre sus
les Englès, plus grans assés. Quant che vint environ nonne, li
tempès cessa, li mers s’aquoisa. Si demandèrent li siegneur as
maronniers auquel lés il estoient plus priès de terre, et il
respondirent: «Dou royaumme de Navarre.» Lors furent li patron
moult esmervilliet, et dissent que li vens les avoit eslongniés enssus
de Bretaingne de six vingt lieuwez. Si se missent là à l’ancre et
atendirent le marée, si ques, quant li flos de le mer revint, il eurent
assés bon vent de quartier pour retourner vers le Rocelle. Et
costiièrent Baione, mès il ne l’osèrent aprochier, et puis toutte le
Gascoingne. Et fissent tant qu’il rapassèrent les reus Saint Mahieu,
et là se missent il à terre, et puis vinrent à Camper Correntin, et là se
reposèrent et rafrescirent pour entendre dez nouvelles. Si
envoiièrent deviers monseigneur Charlon de Bloix, qui se tenoit à
Rennes, à savoir quel cose il volloit que il fesissent. Or lairons nous
d’iaux à parler ung petit. Si vous recorderons dou siège de Vennez
et de monseigneur Robert d’Artois et de ses gens, coumment il se
maintinrent. Fº 76.
—Ms. de Rome: En celle prope sepmainne que li armée
d’Engleterre ariva en Bretagne, fallirent les trieuwes entre mesire
Carle de Blois et la contesse de Montfort.
Quant li dis mesire Carles, qui se tenoit en Nantes, sceut la verité
de la venue des Englois que ils estoient arivet en Bretagne, il pensa
bien que il aueroit la gerre. Si envoia tantos à tous lés, sus la mer,
pour oïr nouvelles de son cousin mesire Lois d’Espagne. Et fu
trouvés à le Bai en Bretagne, et jà savoit il que la contesse estoit
passée et retournée en Bretagne. Si fist tant li dis mesires Lois que il
vint à Rennes et trouva là mesire Carle de Blois, qui i estoit venus à
grant gent d’armes. Si ordonna tantos et pourvei li dis mesires
Carles gens d’armes par toutes ses forterèces, et senti bien que
pour celle saison les Englois tenroient les camps, se poissance de

Business Ethics Ethical Decision Making and Cases Mindtap Course List 13Th Edition O C Ferrell Full Chapter

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Business Ethics Ethical Decision Making and Cases Mindtap Course List 13Th Edition O C Ferrell Full Chapter

Uploaded by

Copyright:

Available Formats

Business Ethics: Ethical Decision

Making and Cases (MindTap Course

Australia • Brazil • Canada • Mexico • Singapore • United Kingdom • United States

Product Assistant: Nick Perez

Digital Delivery Lead: Charles Nichols

Marketing Manager: John Carey

IP Project Manager: Nick Barrows

Designer: Bethany Bourgeois

Cengage is a leading provider of customized learning solutions

To learn more about Cengage platforms and services, register or access

Printed in the United States of America

To Emma, Matthew, Hyrum, and

Part 1: An Overview of Business Ethics 1 9: Home Depot Works on Stakeholder

Part 1: An Overview of Issues in Social Responsibility 35

Strategic Implementation of Environmental Chapter 5: Emerging Business Ethics Issues 110

Summary 204 Multinational Corporations 245

Global Ethics Issues 250 Defining Technology 307

Philosopy of This Text

Content and Organization

Effective Tools for Teaching and Learning

Carolyn Ashe Walter Hill

Lester Myers Karen Smith

1-1 Business Ethics Defined

1-2 Why Study Business Ethics?

Table 1–1 Observed Misconduct in the U.S. Workforce

Observed misconduct 49%

Abusive behavior 22%

Lying to employees and external stakeholders 25%

Conflicts of interest 23%

Health violations 22%

Pressure to compromise standards 30%

Report observed misconduct 81%

Experience retaliation for reporting 79%

1-2b Specific Issues

Figure 1–1 Global Trust in Industry Sectors

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

1-2c The Reasons for Studying Business Ethics

1-3 The Development of Business Ethics

1-3a Before 1960: Ethics in Business

Table 1–2 Timeline of Ethical and Socially Responsible Concerns

1960s 1970s 1980s 1990s 2000s 2010s and 2020s

Increased Covering up Deceptive Financial Global issues, Tension between

Changing Disadvantaged Financial Organizational Sustainability Responsible use of technology

Rising Transparency Intellectual Diversity, equity, and inclusion

1-3b The 1960s: The Rise of Social Issues in Business

1-3c The 1970s: Business Ethics as an Emerging Field

1-3d The 1980s: Business Ethics Reaches Maturity

1-3e The 1990s: Institutionalization of Business Ethics

1-3f The 2000s: Twenty-First Century Business Ethics

§ 287. Quant li rois Phelippes fu partis de la

FIN DU TEXTE DU TOME TROISIÈME.

§ 181. P. 1, ligne 1: Vous avés.—Ms. d’Amiens: Vous avés bien

§ 182. P. 2, l. 28: Ceste feste.—Ms. d’Amiens: Ceste feste fu

§ 183. P. 5, l. 16: En ce temps.—Ms. d’Amiens: Encorres fu il

§ 184. P. 6, l. 21: Li jours.—Ms. d’Amiens: A che especial

§ 185. P. 8, l. 3: Ensi.—Ms. d’Amiens: Ensi que messires Robiers

§ 186. P. 10, l. 4: Un petit.—Ms. d’Amiens: Ung petit devant

§ 187. P. 11, l. 14: Ensi.—Ms. d’Amiens: Enssi et par ceste grant

You might also like