Free KingJewels: Ethical Leadership in Practice Case Study Solution | Assignment Help

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Written by Gary F. Smith
Publish Date: 2024-11-03

Harvard Case - KingJewels: Ethical Leadership in Practice

"KingJewels: Ethical Leadership in Practice" Harvard business case study is written by MacY Wong, Amy Lau, Raymond Wong. It deals with the challenges in the field of Organizational Behavior. The case study is 14 page(s) long and it was first published on : Mar 13, 2006

At Fern Fort University, we recommend a comprehensive approach to address the ethical dilemmas and leadership challenges faced by KingJewels. This approach will focus on strengthening the company's ethical foundation, fostering a culture of transparency and accountability, and empowering employees to act ethically in all situations.

2. Background

KingJewels, a successful jewelry company, is facing a critical ethical dilemma. The founder, Mr. King, is struggling to balance his desire for growth and profitability with his commitment to ethical sourcing practices. The company's sourcing manager, Ms. Lee, is concerned about the potential for unethical practices in the supply chain, particularly regarding the use of child labor. This situation highlights a clash between the company's values and its pursuit of economic success.

The main protagonists in this case are Mr. King, the founder and CEO, and Ms. Lee, the sourcing manager. Their differing perspectives on ethical sourcing and the company's future direction create tension and raise crucial questions about leadership, decision-making, and organizational culture.

3. Analysis of the Case Study

This case study can be analyzed through the lens of various frameworks, including:

  • Ethical Frameworks: The case presents a classic ethical dilemma between utilitarianism (maximizing overall benefit) and deontology (following moral principles). Mr. King's approach leans towards utilitarianism, prioritizing economic growth, while Ms. Lee prioritizes deontological principles, advocating for ethical sourcing practices.
  • Leadership Styles: Mr. King exhibits characteristics of a transactional leader, focusing on rewards and punishments to achieve goals. Ms. Lee, on the other hand, embodies a transformational leadership style, emphasizing ethical values and inspiring others to act with integrity.
  • Organizational Culture: The case highlights the importance of a strong ethical culture. KingJewels' current culture appears to be driven by a profit-centric approach, potentially neglecting ethical considerations.
  • Power and Influence: The case demonstrates the power dynamics within the organization. Mr. King, as the founder and CEO, holds significant power and influence, while Ms. Lee, as a junior employee, faces challenges in advocating for ethical practices.

4. Recommendations

To address the ethical challenges and foster a sustainable and ethical future for KingJewels, we recommend the following:

  1. Establish a Clear Ethical Code and Framework: Develop a comprehensive ethical code that clearly defines the company's values and principles regarding sourcing, labor practices, and environmental sustainability. This code should be communicated to all employees and integrated into all business operations.
  2. Implement a Robust Due Diligence Process: Establish a thorough due diligence process for all suppliers, including rigorous audits to ensure compliance with ethical standards. This process should involve independent verification and reporting to ensure transparency and accountability.
  3. Promote Ethical Leadership: Develop a leadership training program that emphasizes ethical decision-making, conflict resolution, and stakeholder engagement. This program should encourage leaders to act as ethical role models and empower employees to speak up about ethical concerns.
  4. Foster Open Communication and Dialogue: Create a culture of open communication where employees feel comfortable raising ethical concerns without fear of retribution. Encourage dialogue and debate on ethical issues, fostering a shared understanding of the company's values.
  5. Empower Employees: Develop a system for employees to report ethical violations anonymously. This system should be accessible, transparent, and responsive to ensure that concerns are addressed promptly and effectively.
  6. Engage with Stakeholders: Establish a stakeholder engagement strategy that includes regular communication and collaboration with customers, suppliers, investors, and NGOs. This engagement will build trust and transparency, fostering a shared commitment to ethical practices.
  7. Embrace Innovation and Sustainability: Explore innovative sourcing practices and technologies that promote sustainability and ethical sourcing. This could include investing in fair trade initiatives, supporting local communities, and adopting eco-friendly manufacturing processes.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with KingJewels' core values of quality, craftsmanship, and customer satisfaction. By embracing ethical sourcing practices, the company can enhance its reputation and build long-term sustainability.
  • External Customers and Internal Clients: Ethical sourcing practices are increasingly important to customers, who are demanding transparency and accountability from businesses. By addressing these concerns, KingJewels can attract and retain customers while also fostering employee engagement and loyalty.
  • Competitors: Many competitors are already embracing ethical sourcing practices, making it essential for KingJewels to stay competitive in the long run.
  • Attractiveness - Quantitative Measures: Implementing ethical sourcing practices can lead to cost savings in the long term by reducing risks associated with unethical suppliers. It can also enhance brand reputation, leading to increased sales and market share.

6. Conclusion

By implementing these recommendations, KingJewels can navigate its ethical challenges and establish itself as a leader in ethical business practices. This approach will not only protect the company's reputation but also create a more sustainable and responsible future for the business and its stakeholders.

7. Discussion

Other alternatives include:

  • Ignoring the ethical concerns: This would be a short-term solution but could lead to reputational damage and legal consequences.
  • Exiting the market: This is a drastic solution that would not address the underlying ethical issues.

Key assumptions of the recommendations include:

  • The company is committed to ethical practices and willing to invest in the necessary resources.
  • Employees are receptive to change and willing to embrace ethical principles.
  • Stakeholders are supportive of the company's efforts to improve its ethical practices.

8. Next Steps

  • Develop a timeline for implementing the recommendations.
  • Create a dedicated team to oversee the implementation process.
  • Communicate the recommendations to all stakeholders.
  • Monitor progress and make adjustments as needed.

By taking these steps, KingJewels can successfully navigate its ethical challenges and build a strong foundation for a sustainable and responsible future.

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Case Description

KingJewels, one of the leading jewelry manufacturing and trading companies in Hong Kong, was having another profitable year. With its operations director essentially running the company in Hong Kong while the owner and CEO focused his energies on expanding the business into international markets, an opportunity had arisen for foul play. Accounting records had been manipulated and some senior staff were found to have forged shipping documents and accepted bribes from suppliers in exchange for awarding contracts. To complicate matters further, the professional and personal relationships between some key players in the company were blurred, making it even more difficult for the eventual whistle blower to decide her course of action. Illustrates the importance of corporate governance and internal control, even for SMEs, and especially when senior management members of the company concerned had ties that extended beyond professional relationships.

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