Harvard Case - Golden Rule
"Golden Rule" Harvard business case study is written by Andrew Wasynczuk, Katherine Dowd, Sara del Nido. It deals with the challenges in the field of Negotiation. The case study is 15 page(s) long and it was first published on : Apr 10, 2009
At Fern Fort University, we recommend a strategic approach to addressing the ethical dilemma presented in the 'Golden Rule' case study. This approach involves a multi-pronged strategy encompassing negotiation strategies, corporate social responsibility, labor relations, and business law and ethics. We aim to guide Fern Fort University towards a solution that upholds its commitment to ethical business practices while navigating the complex dynamics of international trade and labor standards.
2. Background
The case study revolves around Fern Fort University's decision to outsource its manufacturing of lab coats to a factory in Bangladesh. This decision is driven by cost savings and the desire to expand the university's global reach. However, the university faces ethical concerns regarding the factory's labor practices, which are reported to be exploitative and in violation of local labor laws. The case study highlights the conflict between the university's financial interests and its commitment to ethical business practices.
The main protagonists are:
- Fern Fort University: An institution seeking to expand its operations while maintaining ethical standards.
- The Bangladesh factory: A manufacturing facility offering cost-effective production but with questionable labor practices.
- The university's stakeholders: Including students, faculty, and alumni, who hold diverse perspectives on the ethical implications of outsourcing.
3. Analysis of the Case Study
This case study presents a classic dilemma faced by many organizations operating in a globalized economy. The university must navigate the complex interplay of international business, corporate social responsibility, and labor relations.
Framework: We can analyze this case using the Stakeholder Theory, which emphasizes the importance of considering the interests of all stakeholders involved in a decision. In this case, the university needs to balance the interests of its shareholders, seeking financial gain, with the interests of its employees, students, and the community at large, who expect ethical behavior.
Key Issues:
- Ethical Dilemma: The case highlights the ethical dilemma of outsourcing production to a country with lower labor standards. This raises questions about the university's commitment to corporate social responsibility and its impact on the lives of workers in Bangladesh.
- International Business: The case study involves the complexities of international business, including navigating different legal and cultural frameworks, managing cross-cultural relationships, and understanding the implications of trade and government policy and regulation.
- Labor Relations: The case study underscores the importance of labor relations and the need to ensure fair and ethical treatment of workers. It raises questions about the university's responsibility for the working conditions in its supply chain.
- Reputation Risk: The university faces potential reputational damage if its outsourcing practices are perceived as unethical. This risk could impact its ability to attract students, faculty, and donors.
4. Recommendations
Fern Fort University should adopt a multi-pronged approach to address the ethical dilemma:
1. Negotiation Strategies:
- Engage in Principled Negotiation: The university should engage in principled negotiation with the Bangladesh factory, focusing on finding a win-win solution that addresses both the university's needs and the concerns of the factory workers. This approach involves focusing on interests, not positions, and exploring creative solutions that meet the needs of all parties.
- Develop a Strong BATNA: The university should develop a Best Alternative to a Negotiated Agreement (BATNA) to ensure it has leverage in negotiations. This could involve exploring alternative manufacturing locations or exploring alternative sourcing options.
- Utilize Integrative Negotiation: The university should leverage integrative negotiation techniques to identify mutually beneficial solutions. This involves exploring potential trade-offs and finding ways to create value for both parties.
- Embrace Transparency: The university should be transparent with its stakeholders about the ethical concerns and its efforts to address them. This will build trust and demonstrate the university's commitment to ethical practices.
2. Corporate Social Responsibility:
- Develop a Code of Conduct: The university should develop a comprehensive Code of Conduct for its supply chain, outlining its expectations for ethical behavior and labor standards. This code should be based on international labor standards and should be communicated to all suppliers.
- Implement Due Diligence: The university should conduct thorough due diligence on all potential suppliers, including audits to assess their compliance with ethical and labor standards.
- Engage in Stakeholder Dialogue: The university should engage in regular dialogue with its stakeholders, including students, faculty, and alumni, to gather feedback and address concerns regarding its outsourcing practices.
- Support Fair Trade Practices: The university should explore opportunities to support fair trade practices and promote ethical sourcing.
3. Labor Relations:
- Advocate for Workers' Rights: The university should advocate for the rights of workers in Bangladesh and support initiatives that promote fair labor standards.
- Partner with NGOs: The university should partner with non-governmental organizations (NGOs) working to improve labor conditions in Bangladesh. This collaboration can provide expertise and support in implementing ethical sourcing practices.
- Monitor Labor Practices: The university should establish a system to monitor the labor practices of its suppliers and take corrective action when necessary. This could involve regular audits and reporting on labor conditions.
4. Business Law and Ethics:
- Consult Legal Counsel: The university should consult with legal counsel to ensure compliance with all applicable laws and regulations regarding labor standards and ethical business practices.
- Develop a Compliance Program: The university should develop a robust compliance program to address potential ethical risks and ensure adherence to its Code of Conduct.
- Train Employees: The university should provide training to its employees on ethical business practices, labor standards, and the university's Code of Conduct.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the university's mission to provide a high-quality education and to operate ethically.
- External Customers and Internal Clients: The recommendations consider the interests of all stakeholders, including students, faculty, alumni, and the wider community.
- Competitors: The recommendations aim to position the university as a leader in ethical business practices, setting a benchmark for other institutions.
- Attractiveness: The recommendations are expected to enhance the university's reputation, attract top talent, and improve its financial performance in the long term.
6. Conclusion
Fern Fort University faces a complex ethical dilemma that requires a strategic approach. By embracing negotiation strategies, prioritizing corporate social responsibility, addressing labor relations, and upholding business law and ethics, the university can navigate this challenge and emerge as a leader in ethical business practices.
7. Discussion
Other Alternatives:
- Maintain the status quo: This option would be financially beneficial in the short term but could lead to reputational damage and long-term consequences.
- Terminate the contract: This option would demonstrate the university's commitment to ethical practices but could result in financial losses and potential legal issues.
Risks and Key Assumptions:
- Risk: The university may face resistance from the Bangladesh factory in implementing ethical labor standards.
- Assumption: The university is committed to upholding its ethical principles and is willing to invest resources in implementing these recommendations.
8. Next Steps
- Develop a comprehensive Code of Conduct for the supply chain.
- Conduct due diligence on all potential suppliers.
- Engage in negotiations with the Bangladesh factory to address labor concerns.
- Implement a monitoring system to ensure compliance with ethical and labor standards.
- Communicate transparently with stakeholders about the university's efforts to address ethical concerns.
By taking these steps, Fern Fort University can demonstrate its commitment to ethical business practices and navigate the complex challenges of international trade and labor standards.
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Case Description
Jim Golden wants to radically change how catastrophic trucking accident lawsuit claims are handled by his trucking company. He wants to "do the right thing" for both the claimant and his company. Golden is a former litigator with 16 years of experience defending corporations in wrongful death lawsuits. After becoming disenchanted with the traditional "deny, delay, defend" method of litigation, which is aggressive, adversarial, costly, and drags the process out for as long as possible, Golden decides to re-think how he practices law. Golden wants to introduce a "negotiation counsel" approach to claims where his company is at fault. Initially, he is unsure of specific tactics, but envisions non-adversarial, communicative, and problem-solving interaction. He believes that if all parties involved in a claim engaged in a joint problem solving manner (rather than as a win/lose contest), practical, just, and emotionally satisfying agreements can be reached much more quickly.
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