Senior Manager at Martin Marietta consider two issues: how to evaluate the company seven-year-old ethics program, and how to deal with the employees, the fear of retaliation – real or imagined – for alerting the Corporate Ethics Office to potential problems. The case describes the company’s ethics program, the process of integration into the organization and the reactions and views of key executives. Should provide in-depth knowledge of a company’s approach to managing business ethics … Read more »

Senior Manager at Martin Marietta consider two issues: how to evaluate the company seven-year-old ethics program, and how to deal with the employees, the fear of retaliation – real or imagined – for alerting the Corporate Ethics Office to potential problems. The case describes the company’s ethics program, the process of integration into the organization and the reactions and views of key executives. Aims to give approach to managing corporate ethics in depth knowledge of a company and enable students to assess the impact of the program. Exposes students to a range of issues involved in managing programs like the one in place at Martin Marietta.
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Lynn Sharp Paine
Source: Harvard Business School
14 pages.
Publication Date: Sep 14, 1992. Prod #: 393 016 PDF-ENG
Martin Marietta: Managing Corporate Ethics (A) HBR case solution