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#businessethics — Public Fediverse posts

Live and recent posts from across the Fediverse tagged #businessethics, aggregated by home.social.

  1. Eric Trump’s China Visit: Balancing Family, Business, and Geopolitics

    Eric Trump, overseeing the family’s business empire as an executive vice president, will accompany his father, former…
    #Politics #bitcoin #businessethics #Chinavisit #conflictofinterest #cryptocurrency #DonaldTrump #erictrump #geopolitics #hunterbiden #TrumpOrganization #U.S.-ChinaRelations
    europesays.com/2920203/

  2. Understanding MLM regulations is key to building a compliant and sustainable direct selling business. From FTC guidelines to the DSA Code of Ethics, along with acts like CAN-SPAM and the Consumer Review Fairness Act, these frameworks ensure transparency, protect consumers, and promote ethical business practices across the industry.

    globalmlmsolution.com/blog/in-

    #MLMCompliance #DirectSelling #BusinessEthics #FTC #DSA #MLMRules #LegalCompliance #NetworkMarketing #ConsumerProtection

  3. New from The Examiner:
    “A Slovak’s American Misadventure” — a deep dive into a transatlantic saga involving staged activism, corporate pressure tactics, and a failed $23m extortion attempt.
    A striking example of how performative outrage can carry real-world consequences.
    Read here: the-examiner.com/a-slovaks-ame
    #Journalism #BusinessEthics #InvestigativeReporting

  4. The Tokyo District Public Prosecutors' Office and the Fair Trade Commission searched Eneos Wing's Tokyo branch in a second day of raids as part of a probe into alleged price-fixing of gas oil sold to businesses. japantimes.co.jp/news/2026/03/ #japan #crimelegal #ftc #businessethics #eneos #oil

  5. Вот хэштеги для аналитического доклада по Элизабет Холмс:

    #ElizabethHolmes #Theranos #FraudCase #InvestorScam #USJustice #PrisonSentence #CorporateFraud #LegalStatus #FinancialCrime #OSINT #InvestorProtection #WhiteCollarCrime #CorporateAccountability #TheranosScandal #USCourts #FinancialRegulation #FraudInvestigation #BusinessEthics #ScamAlert #CorporateLiability

    Могу сделать ещё более «острую» версию с акцентом на масштаб и последствия скандала.

  6. Thomas Pritzker Steps Down as Hyatt Executive Chairman Amid Epstein Revelations

    Hyatt Hotels Chairman Thomas Pritzker resigns after U.S. files show links to Jeffrey Epstein. Learn why he stepped down and who is taking his place.

    #Hyatt, #ThomasPritzker, #JeffreyEpstein, #Resignation, #BusinessEthics

    newsletter.tf/hyatt-chairman-p

  7. Thomas Pritzker Steps Down as Hyatt Executive Chairman Amid Epstein Revelations

    Hyatt Hotels Chairman Thomas Pritzker resigns after U.S. files show links to Jeffrey Epstein. Learn why he stepped down and who is taking his place.

    #Hyatt, #ThomasPritzker, #JeffreyEpstein, #Resignation, #BusinessEthics

    newsletter.tf/hyatt-chairman-p

  8. Thomas Pritzker, the chairman of Hyatt Hotels, has decided to leave his role. This comes after new government papers showed he knew Jeffrey Epstein. Pritzker said he made a mistake by staying in touch with Epstein and Ghislaine Maxwell.

    #Hyatt, #ThomasPritzker, #JeffreyEpstein, #Resignation, #BusinessEthics

    newsletter.tf/hyatt-chairman-p

  9. Thomas Pritzker, the chairman of Hyatt Hotels, has decided to leave his role. This comes after new government papers showed he knew Jeffrey Epstein. Pritzker said he made a mistake by staying in touch with Epstein and Ghislaine Maxwell.

    #Hyatt, #ThomasPritzker, #JeffreyEpstein, #Resignation, #BusinessEthics

    newsletter.tf/hyatt-chairman-p

  10. A spotlight has fallen on Prudential Life Insurance’s fully commission-based remuneration system, which is thought to have been a factor that led some of its employees to commit fraud over more than three decades. japantimes.co.jp/business/2026 #business #companies #prudentiallife #insurance #corporategovernance #fraud #lifeinsurance #businessethics

  11. Lakota philosophy refers to money as "Green Frog Skin"—a poignant warning against mistaking a medium of exchange for the life force it represents.

    After 40 years in accounting and finance, I see the same pattern in organizational life: a "pleonexia" where the pursuit of more drives out actual meaning.

    I’m exploring these intersections of wisdom traditions and modern business.

    terraphilosophica.substack.com
    #Philosophy #Ethics #Theology #IndigenousWisdom #BusinessEthics

  12. Collect what you need. Delete what you don't. Respect privacy by default.
    That's how you build trust that lasts.
    #DataMinimization #PrivacyByDesign #BusinessEthics

  13. “Little Boxes” popularized by #PeteSeeger and written by #MalvinReynolds is literally a satirical song about conformity, the middle class, and suburbs.

    There is no folk song that you can choose that would ever be appropriate for a commercial. It’s an insult to the entire genre, not just to the memories of these two musicians, to use this song in this way.

    Time for a blog post because I’m very upset.

    #FolkMusic #PeteSeeger #LittleRedSongbook #IWW #Business #Marketing #BusinessEthics

  14. I don’t know if it’s one of his kids or just a random publishing company, but whoever is controlling the song rights to Pete Seeger’s music has decided to completely defile his memory by letting Dunkin Donuts use a song about the horrors of commercialism and capitalism destroying individuality in a new cutesy coffee commercial.

    This is so wrong on so many levels.

    #FolkMusic #PeteSeeger #LittleRedSongbook #IWW #Business #Marketing #BusinessEthics (or lack thereof)

  15. Workplace bullying is not only a productivity problem but a moral test—and this paper argues that bystanders are more likely to act constructively when guided by conscience (synderesis) than by consequence-based ethics alone.

    Feel free to give it a read.
    Vveinhardt J, Deikus M. Synderesis vs. Consequentialism and Utilitarianism in Workplace Bullying Prevention. Social Inclusion 2025, 13, 8406. doi.org/10.17645/si.8406

    #WorkplaceBullying #Mobbing #BusinessEthics #MoralPsychology #OpenScience

  16. Elon Musk’ın 56,milyar dolarlık maaş paketi, mahkeme tarafından 1,$ sembolik ceza ile yeniden değerlendirildi. Kurumsal ücret politikalarında şeffaflık ihtiyacı, bu kararla bir kez daha gündeme gird. Detaylar link.

    🚩 #ElonMusk #ExecutiveCompensation #CorporateGovernance #Transparency #CEO #BusinessEthics

  17. If any of my academic connections need a guest speaker for the spring semester, I’m working on an article about how Arizona Beverage Company is potentially devaluing their entire brand by making a deal with Circle K to commit price discrimination in the weirdest way possible. And people at my institution aren’t going wild for it so I need to try it on a different audience.

    #AcademicChatter #Academia #DisabledAcademic #Economics #PricingTheory #ConsumerBehavior #BusinessEthics #Business

  18. Aristotle: "The greatest crimes are committed not from necessity, but from excess."

    Tesla shareholders just approved a $1 trillion package for someone worth $473 billion.

    This isn't about Musk. It's about pleonexia—unlimited desire—and what happens when "enough" ceases to exist.

    New essay: terraphilosophica.substack.com

    #BusinessEthics #Aristotle #Philosophy #CorporateGovernance #Pleonexia

  19. Apparently, Chess.com is pioneering the art of charging you precisely what you don’t want to pay 💸 based on where you live 🌍. In a shocking revelation, businesses aim to make money... who knew? 🤯 This "case study" could have been summed up in two words: Price Gouging. 🎯
    mobeigi.com/blog/economics/che #Chesscom #Pricing #PriceGouging #BusinessEthics #ConsumerAwareness #ChessNews #HackerNews #ngated

  20. #CallForPapers: The Sustainable #Corporation

    Conference, #Groningen, Jan 2026

    Can agents in corporations cooperate for sustainability? How can a theory of collective agency accommodate conflict, coercion, competition, power dynamics, and structural injustices? Can corporations and markets be organized such that value creation is compatible with competition in a global market?

    #CfP deadline: before Nov 1

    rug.nl/filosofie/organization/

    #sustainability #BusinessEthics #CorporateResponsibility #PPE

  21. Conscience, Cynicism, and the Cultivation of Toxicity in Organisations

    Toxic leaders flourish not from malice alone but organisational complicity. Their actions breed employee burnout, counterproductive behaviour, and pervasive cynicism, eroding psychological safety and innovation. Addressing toxicity demands ethical leadership development, genuine psychological safety, and transparent accountability—transforming workplaces from cautionary tales of managerial failure into models of organisational resilience and integrity.

    Toxic leadership is hardly a novelty—human history is littered with egotists, autocrats, and petty tyrants. Today’s toxic leaders, however, sport crisp suits rather than robes, preside over meeting rooms rather than courts, and have exchanged decrees for passive-aggressive emails. What remains consistent is the petty backstabbing Still, the notion of toxic leaders exerting a malign influence remains alarmingly pervasive—despite almost every organisation having soaring prose about the importance of ethical behaviour. Indeed, far from a decline in toxic leadership because of values statements being posted in every break room, organisations are proving highly effective incubators rather than inhibitors of toxic leadership. Rewarding those whose behaviours undermine rather than uphold organisational well-being.

    At the core of toxic leadership lies a troubling dichotomy of charisma and cruelty—leaders who publicly project virtues such as decisiveness and confidence while privately tormenting their employees. These Jekyll and Hyde managers create climates of unpredictability, significantly raising employee anxiety. The result? Workplaces teeming with insecurity, mistrust, and collective burnout. Indeed, employees often report emotional exhaustion under such leadership styles, describing it vividly as a daily lottery of moods.

    The paradox, humorously tragic, is that toxic leaders rarely perceive themselves as problematic. They host seminars on ‘team cohesion’ without irony, applaud values like accountability in town halls while privately undermining subordinates, and might even win leadership awards, oblivious to their destructive wake. In short, self-awareness among these leaders remains astonishingly scarce, their consciences outsourced to HR departments or the bottom line with the result that ‘people tend to see the talk only as window dressing’.

    Organisational Consequences of Toxic Leadership

    The ripple effects of toxic leadership spread alarmingly fast. Organisations are not simply collections of employees—they are interconnected ecosystems. Thus, the tone set at the top inevitably flows to the entire organisational culture.

    At the individual level, emotional exhaustion is a critical consequence, manifesting as burnout, anxiety, and reduced organisational commitment. Employees report chronic fatigue, cynicism, and detachment, symptoms that soon translate into tangible organisational losses—declines in productivity, creativity, and innovation. Art Padilla, Robert Hogan, Robert B. Kaiser identified five features of destructive leadership:

    1. Destructive leadership is seldom absolutely or entirely destructive: there are both good and bad results in most leadership situations.
    2. The process of destructive leadership involves dominance, coercion, and manipulation rather than influence, persuasion, and commitment.
    3. The process of destructive leadership has a selfish orientation; it is focused more on the leader’s needs than the needs of the larger social group.
    4. The effects of destructive leadership are outcomes that compromise the quality of life for constituents and detract from the organization’s main purposes.
    5. Destructive organisational outcomes are not exclusively the result of destructive leaders, but are also products of susceptible followers and conducive environments.

    These features manifest in a toxic triangle:

    From Padilla, Hogan and Kaiser (2007): The Toxic Triangle

    Moreover, toxic leadership is correlated with increased counterproductive work behaviours, ranging from minor incivilities to outright sabotage. Employees, feeling unjustly treated, may resort to passive-aggressive resistance, reduced cooperation, or even malicious compliance—deliberately following flawed instructions to highlight managerial incompetence. In this environment, even routine tasks become battlegrounds of subtle rebellion and mistrust.

    Beyond individual impacts, toxic leadership fosters widespread organisational cynicism. Cynicism emerges when employees see glaring discrepancies between espoused organisational values and actual practices. Practices which fall into what Elizabeth E. Umphress and John B. Bingham called ‘Unethical Pro-organisational Behaviours’ which are unethical acts intended to benefit the organisation yet ‘violate core societal values, mores, laws, or standards of proper conduct’. Promises of transparency seem laughable when information is withheld or distorted; calls for teamwork become hollow when competition is covertly rewarded. Such cynicism erodes the organisational identity, leaving employees disillusioned and detached.

    Psychological safety also crumbles under toxic leadership. Defined as an environment where interpersonal risk-taking is safe, psychological safety is crucial for innovation and learning. Toxic leaders, however, stifle dissent, punish mistakes, and discourage open dialogue. The humorous irony here—if one could laugh through the misery—is that organisations often lament a lack of innovation while simultaneously tolerating a culture of fear.

    Strategies for Mitigating Toxic Leadership

    Addressing toxic leadership requires organisations move beyond mere symptom management to systemic reform. However, three strategies emerge consistently in research: leadership development, promoting psychological safety, and establishing transparent accountability.

    First, leadership development programs must go beyond superficial training sessions on communication skills—so anyone thinking they can send the manager off for a few days and all will be well are deluding themselves and harming employees. Instead, programs should foster genuine moral reflection, self-awareness, and ethical sensitivity. True moral development occurs gradually through practical reflection and experience rather than through sporadic ethics seminars. Organisations must facilitate environments where leaders openly acknowledge mistakes, learn from them, and foster empathy. Leaders who embrace vulnerability and authenticity encourage others to do likewise, transforming cultures from fear-based to trust-based.

    Secondly, promoting psychological safety is essential. Organisations should explicitly reward open communication and constructive dissent, acknowledging employees who challenge harmful behaviours or problematic decisions. Psychological safety can be fostered through practices like blameless post-mortems, regular 1:1s to seek in-depth feedback (anonymous feedback surveys will never suffice), and training managers to respond constructively to criticism. Such environments not only reduce toxicity but actively promote innovation, collaboration, and mutual respect.

    Finally, accountability must be transparent and impartial. Clear policies regarding unacceptable behaviour should be enforced consistently and publicly, irrespective of a leader’s status or performance—e.g., their sales numbers are great, but their behaviour is toxic ≠ keep them in the role. This approach requires courage from senior management—often needing them to confront difficult truths about their own managerial shortcomings or those of valued colleagues. Yet, visible accountability is the most powerful antidote to toxic leadership, sending a strong message that values like respect, fairness, and integrity are non-negotiable. As one finance industry executive observed:

    If there’s a situation within the corporation of sexual harassment where [the facts are] proven and management is very quick to deal with the wrongdoer . . . that’s leadership. To let the rumor mill take over, to allow someone to quietly go away, to resign, is not ethical leadership. It is more difficult, but you send the message out to the organization by very visible, fair, balanced behavior. That’s what you have to do.

    Quoted in Treviño, Hartman and Brown (2000): Moral Person and Moral Manager

    Cultivating Our Own Monsters

    Toxic leadership, though disturbingly prevalent, is neither inevitable nor irreversible. But this requires that everyone in an organisation understands amoral behaviour is not merely an individual failing, it is a systemic cultural issue. Bad things happen because good people remain silent. The underlying causes of toxic leadership—poor conscience formation, unchecked cynicism, and deficient moral discernment—demand comprehensive, sustained organisational responses. For which, there are many powerful tools available: genuine ethical reflection, building psychologically safe environments, and establishing transparent accountability systems.

    Perhaps the poignant lesson to emerge from studying toxic leadership is that we inadvertently cultivate our own monsters—leaders who are not inherently malicious but whose flaws are enabled and rewarded by our silence, our acquiescence, our ability to make excuses for their behaviour. Acknowledging this complicity is the first step toward meaningful reform.

    Ultimately, the objective is clear: not simply to eradicate toxic leadership but to build organisations where ethics, empathy, and genuine leadership thrive. Only then can we rewrite the corporate script—transforming what too often feels like a melodrama into a compelling success story.

    Good night, and good luck.

    Diogenes Searching for an Honest Man (c. 1780) attributed to J. H. W. Tischbein is licensed under Public Domain.

    #Accountability #BusinessEthics #EmployeeWellbeing #EthicalLeadership #Leadership #LeadershipDevelopment #ManagementPsychology #OrganisationalChange #OrganisationalCulture #PsychologicalSafety #ToxicLeadership

  22. Ever watched a colleague cling to a failing strategy like it's a badge of honour? But in business, as in probability, sticking to your first instinct isn't always smart—it's often a trap. 🎲 Enter the Monty Hall paradox, a powerful metaphor for organisational leadership.

    robert.winter.ink/why-great-ma

    #Management #Leadership #DecisionMaking #Strategy #BusinessEthics #MontyHall #RationalThinking #SunkCostFallacy

  23. Sources reveal that 11x, an AI-powered sales automation startup backed by a16z & Benchmark, has been misrepresenting its customer base & financial performance. #AI #SalesAutomation #StartupNews #VC #a16z #Benchmark #TechNews #Funding #BusinessEthics

  24. Alpine Profit Under Investigation

    Alpine Profit faces allegations of financial misconduct. Investors and traders need to be aware of the ongoing investigation and its potential impact.

    🔗 Full report: cybercriminal.com/investigatio

    #FraudInvestigation #ScamAlert #FinancialScam #CyberCrime #InvestorAlert #AlpineProfit #BusinessEthics #StayInformed #BreakingNews

  25. Consult another financial expert to gain an unbiased perspective on the situation when an accountant has acted contrary ton your best interests. Comment if you've had to deal with accountant misconduct.

    Read the article 👉 lttr.ai/ANTbl

    #ProfessionalMisconduct #Accountant #Ethics #BusinessEthics

  26. An #Ontario court has been hearing a #legal case against #BarrickGold for its role in the killing of over 77 at its #NorthMara #GoldMine in #Tanzania.

    Cassels Chair in #MiningLaw and Finance at Western #Law, Sara Ghebremusse joined Talking #ForeignPolicy to discuss the case against Barrick, the difficulty of holding #CanadianMining companies accountable in #Canadian courts and how Ottawa promotes a controversial international #mining industry.

    m.youtube.com/watch?v=AU934E9t

    #CDNpoli #EnvironmentalRacism #Murders #Ecocide #CorporateGreed #GreedKills #IndustrialMining #Geopolitics #GlobalNorthAbuses #GlobalSouth #Africa #SocialJustice #EcoJustice #Accountability #BusinessEthics #Immoral #Unethical #CorporateCrimes

  27. An #Ontario court has been hearing a #legal case against #BarrickGold for its role in the killing of over 77 at its #NorthMara #GoldMine in #Tanzania.

    Cassels Chair in #MiningLaw and Finance at Western #Law, Sara Ghebremusse joined Talking #ForeignPolicy to discuss the case against Barrick, the difficulty of holding #CanadianMining companies accountable in #Canadian courts and how Ottawa promotes a controversial international #mining industry.

    m.youtube.com/watch?v=AU934E9t

    #CDNpoli #EnvironmentalRacism #Murders #Ecocide #CorporateGreed #GreedKills #IndustrialMining #Geopolitics #GlobalNorthAbuses #GlobalSouth #Africa #SocialJustice #EcoJustice #Accountability #BusinessEthics #Immoral #Unethical #CorporateCrimes

  28. An #Ontario court has been hearing a #legal case against #BarrickGold for its role in the killing of over 77 at its #NorthMara #GoldMine in #Tanzania.

    Cassels Chair in #MiningLaw and Finance at Western #Law, Sara Ghebremusse joined Talking #ForeignPolicy to discuss the case against Barrick, the difficulty of holding #CanadianMining companies accountable in #Canadian courts and how Ottawa promotes a controversial international #mining industry.

    m.youtube.com/watch?v=AU934E9t

    #CDNpoli #EnvironmentalRacism #Murders #Ecocide #CorporateGreed #GreedKills #IndustrialMining #Geopolitics #GlobalNorthAbuses #GlobalSouth #Africa #SocialJustice #EcoJustice #Accountability #BusinessEthics #Immoral #Unethical #CorporateCrimes