Strategy and Performance Management
Neu-Ulm University of Applied Sciences
August 6, 2025
After this section, you should have a solid understanding of
A single individual can usually only commit small sins; a large firm can commit grandiose ones. Claes Gustafsson in Mintzberg (2014)
If you have integrity, nothing else matters. If you don’t have integrity, nothing else matters. Alan Simpson, Institute for Business Ethics
Ethics is the branch of philosophy that involves systematizing, defending, and recommending concepts of right and wrong conduct (Wikipedia contributors 2023).
The right conduct includes those lines of actions that are desirable in terms of the objectives and moral values of our society (Bowen and Johnson 1953).
Morality is an aspect of culture—different cultures have different moral systems.
Moral values also change over time.
Is there a moral (or social) responsibility for firms?
If so, what is the extend and type of the responsibiliy?
Firms function in the context of a wider social environment, which imposes on them certain moral demands and responsibilities (Mintzberg 2014).
Business ethics is about doing the right thing in business.
Business ethics refers to the principles of right and wrong conduct within organizations that guide decision making and behavior (David and David 2016).
Understanding the foundations of ethics and values, why do these concepts become strategically relevant for organizations?
Following concerns make the idea of an ethical strategy relevant:
Core principle:
Good ethics is good business.
Bad ethics can derail even the best strategic plans.
Strategic decisions affect multiple stakeholders across extended time horizons with amplified consequences.
This amplification effect makes organizational ethics both more complex and more critical than individual ethical decisions.
Two current social and cultural changes create ethical conflicts and dilemmas of strategic concern (Mintzberg 2014):
Rapid technological development, e.g.
Environmental changes, e.g.
Corporate Social Responsibility (CSR) has evolved from consideration of issues beyond narrow requirements (Davis 1973) to societal expectations of organizations (Carroll 1979) to policies reflecting wider societal good (Matten and Moon 2008).
CSR is context-specific organizational actions and policies that take into account stakeholders’ expectations and the triple bottom line of economic, social, and environmental performance. Aguinis and Glavas (2012)
CSR captures three core features (Moon 2014):
Responsibilities of organizations to society (i.e., being accountable) and for society (i.e., compensation and value add) as well as good business practices.
Studies suggest a U-shaped relationship between social and financial performance: moderate CSR can positively impact performance, but excessive CSR may have diminishing returns (Barnett and Salomon 2012).
The U-shaped relationship suggests organizations must make strategic choices about CSR investment levels:
underinvestment risk (missing stakeholder value creation opportunities)
optimal investment zone — CSR aligned with capabilities and stakeholder priorities
overinvestment risk (resources diverted without proportional benefit)
Given that there are grounds for ethical strategic concerns, it is desirable to develop ethics sensitivity in the company:
Practical framework for implementing ethical strategy:
CSR affects customer willingness to pay, cost structures, employee satisfaction, and supplier relationships.
Ethics and CSR considerations should, thus, be integrated into both external and internal audits as sources of opportunities and threats, strengths and weaknesses.
Does it pay to be socially responsible?
Take 20 minutes to discuss the insights you gained from reading Barnett and Salomon (2012).
Prepare to …
Case example: Patagonia’s $10 million tax cut donation to environmental causes:
The following questions are designed to review and consolidate what you have learned and are a good starting point for preparing for the exam.