The Resource Based View Analysis

The Resource Based View Analysis This report reviews empirical studies of the resource-based view (RBV) and examines the benefits and limitations of RBV as the best strategy route in the developing a firms strategy. By having a clear and focused strategic intent, it mobilises an organisation towards achieving the desire position. Through analysing its internal and external environment using the resource based view and Porters industry analysis respectively, firm would be able to achieve sustainable competitive advantage. The key to a resource based view is through an understanding the relationships between resources, capabilities, competitive advantage, and economic rent. The RBV identified characteristics of advantage-creating resources such as value, rarity, imitability and Organisation (Clulow et al, 2007; Barney, 1991). In contrast, porters industry analysis focuses on lower cost and product differentiation in achieving sustainable competitive advantage. Despite the conflicting issues, the resource based view has examined issues and new directions that will help to clarify the value and boundaries of the RBV by integrating with Porters industry analysis. Porters framework and the RBV of the firm basically perceived the primary role of strategy as achieving a unique competitive advantage (Hax A. C. and Wilde II D. L., 2003). Thus, both frameworks can complement each other as they emphasise in different dimensions of strategy (Hax A. C. and Wilde II D. L., 2003). (200 Words) Introduction The resource based view of the firm (RBV) is one of the contemporary strategic management concepts to develop a firms strategy. The primary objective of this report is to accept or reject the contention that resource-based view analysis (RBV) has a strong relationship with firms performance in achieving a sustainable competitive advantage. This report reviews the literature on competitive advantage and firm performance. It is divided into five main components. The first section summarizes the literature on competitive advantage from two viewpoints, the Resource Based View (RBV) and Porters Industry Analysis (IA). The second section discusses on the strengths of the RBV in reviews with the literature on strategic intent, threshold resources, capabilities, competitive advantage, core competencies, sustainable competitive advantage and VRIO. The third section illustrates Porters IA in reviews with cost, differentiation, and market focus. The fourth section deliberates the criticisms of the RBV and illustrates how researchers have or have not overcome some of these boundaries. The fifth section is a review of an integration of the RBV and Porters IA in the proposed model of core competencies, competitive advantage and firm performance (Chabert J. M., 1998) (185 Words) The Resource Based View of the Firm Thompson et Al (2010) point out that RBVÂ  [1]Â  uses a companys VRIOÂ  [2]Â  strengths and competitive capabilities to deliver value to customers in way that rivals find it difficult to match. The RBV emphasises the internal capabilities of the organisation in formulating strategy to achieve a SCAÂ  [3]Â  in its markets and industries (Henry, 2008). It holds that firms can earn sustainable abnormal returns if and only they have superior resources and those resources are protected by some form of isolating mechanism preventing their diffusion throughout industry (Value Based Management.net, 2011). The Resourced Based View Assumptions The RBV of firms is based on two main assumptions involved resource diversity and resource immobility (Barney, 1991; Mata et al, 1995). According to Mata et al. (1995), resource diversity concerns whether different firms possess bundles of different resources and capabilities; while resource immobility refers to a resource is difficult to obtain by competitors because it is inelastic in supply or costly. These two assumptions can be used to determine whether an organisation is able to create a SCA by providing a framework for determining whether a process or technology provides a real advantage over the marketplace (Brown, 2007). Thus, the RBV tends to focus on the types of resources and the characteristics of these resources that make them strategically important, the dynamic capability perspective which focuses on how these resources need to change over time to maintain their market relevance (Powell, 2007). The RBV as the best strategy route in developing a firms strategy Today managers are moving manufacturing offshore to lower costs of labour, rationalising product lines to capture global scale economies, instituting quality circles and just in time production, and adopting Japanese human resource practices. It was believed that the application of concepts like strategic fit (between resources and opportunities), generic strategies (low cost, differentiation and market focus) and the strategy hierarchy (goals, strategies, and tactics) have often aided the process of CAÂ  [4]Â  (Hamel and Prahalad 1989; Andrews, 1971). Most companies have approached competitor analysis that focuses on the existing resources like human, technical and financial of present competitors. Whereas, the only threat those companies aware are those with the resources to erode margins and market share in the future. There are few Japanese companies possessed RBV, manufacturing volume or technical competence of U.S. and European leaders. For instance, Canons first halting step s in reprographics business looked pitifully small compared with the $4 billion Xerox powerhouse (Hamel and Prahalad 1989). Strategic Intent Strategic intent envisions a desired leadership position and establishes the criterion the organisation will use to chart its progress where Komatsu set out to encircle Caterpillar. The concept emphasises an active management process that involved focusing the organisations attention on the essence of winning, motivating people by communicating the value of the target, leaving rooms for individual and team contributions, sustaining enthusiasms by providing new operational definitions as circumstances change and using intent consistently to guide resource allocations (Hamel and Prahalad, 1989). Strategic intent captures the essence of winning. For example, the Apollo program where landing a man on the moon ahead of the Soviets was as competitively focused as Komatsus drive against Caterpillar. It is stable over time, in order to challenge global leadership; one of the most critical tasks is to lengthen the organisations attention span. It provides consistency to short term action, which leaving a room for reinterpretation as new opportunities emerge (Hamel and Prahalad, 1989). A firm is said to have a CA when the firm can produce more economically and higher customer satisfaction, and thus enjoy superior performance relative to its competitors (Barney, 1991; Peteraf, 1993). Whereas, Porter (1985) defined CA as the ability to earn returns on investment consistently above the average for the industry by focusing on the companys external competitive environment and how they position themselves against that structure (Halawi L. A., Aronson J. E, and McCarthy R. V., 2005). In contrast, the RBV of strategy points not to industry structure but to the unique cluster of RCÂ  [5]Â  that each organisation possesses (Henry, 2008; Collis and Montgomery 1995; Stalk et al, 1992). Firms Outperform and Maintain Competitive Advantage The Benefits of RBV RBV is best applied for the kind of assessment of a firms existing resource portfolio discussed by Barney (2001) or when exploiting the firms stock of resources to move into new product markets, as in the tradition of Penrose (1959) (Sheehan and Foss, 2007). There are two fundamental reasons for making the RC of the firm the foundation for its strategy. First, it provides the basic direction for a firms strategy and second, they are the primary source of profit for the firm. The RBV perceives the value derived from management skills, information capabilities, and administrative processes can also be regarded as scarce factors able to generate economic rents (Sheehan and Foss, 2007). The concept of a dynamic capability was developed to explain why some firms have been able to outperform their competitors over long periods of time and despite significant changes in the marketplace (Teece et al, 1997). Firms as bundle of Resources Threshold resources are defined as the unique combination of assets and capabilities within a firm that enable firms to develop and implement strategies to meet customers minimum requirements and to improve its overall performance (Scholes J. G., and Whittington, R., 2008). It can be classified as either tangible or intangible resources. Tangible resources refer to the physical assets that a firm possesses and can be characterised as physical resources. In order to add value, these physical resources must be capable to respond to marketplace changes. Intangible resources comprise of human and organisational capitals. It may be embedded in routines and practices that have developed over time within the organisation (Henry, 2008). It includes knowledge based economy, the tacit knowledge and specialist skills of many employees which are difficult for competitors to imitate (Henry, 2008). Nonaka and Takeuchi (1995) differentiate between knowledge that can be seen as tacit and explicit. An explicit knowledge or knowing about is shown through communication that can be readily transferred therefore it requires some form of protection like copyright. Whereas, tacit knowledge or know how cannot be codified and it is revealed through its application and acquired through practices such as beliefs and perspectives (Henry, 2008). RBV and Organisational learning The RBV stresses the significance of developing and enhancing those resources that are distinctive, in particular, distinctive capabilities (Olavarrieta and Ellinger, 1997). Ten3 Business e-Coach (2001) defined capabilities as the capacity for a set of resources to interactively perform a business process. Capabilities, are the type of resources that is a source to SCA because they are based on organisational routines and processes, which are socially complex, knowledge-based (explicit and tacit) and difficult to observe and imitate. A firm is able to possess dynamic and operational capabilities, where dynamic capabilities are defined as those processes that allowed the firm to change its resource base in some ways to meet the differences in strategic and competitive challenges (Zubac et al, 2010; Helfat et al, 2007). The concept of a dynamic capability was developed to explain why some firms have been able to outperform their competitors over long periods of time and despite significant changes in the marketplace (Teece et al, 1997). It is specific and identifiable processes involved conceptualisation, product development, strategic decision making and alliancing (Eisenhardt and Martin, 2000, p. 1105). Conversely, operational capability is the firms capacity to combine, assemble and deploy the firms assets using pre-determined activities, routines, processes and the skills of its employees to make products and services that are a source of potential profits to the firm available to its customers (Spanos and Lioukas, 2001). However a firm will usually focus on certain capabilities consistent with its strategy such as if a firm is pursuing a differentiation strategy, they would focus on new product development, whereas a firm which adopting low cost strategy would focus on improving manufacturing process efficiency (Henry, 2008). Capabilities, however, are not built in short term basis, they are dependent on a firms personnel, its knowledge and understanding of the marketplace and customers requirements and operations (Olavarrieta and Ellinger, 1997). The Competitive Advantage of RBV Competitive advantages and disadvantages in resources are equivalent to strengths and weaknesses respectively, which stimulate cost and differentiation advantages or disadvantages in competitive product markets (Valentin K. E., 2001). An understanding of industry structure guides managers toward productive possibilities for strategic action, which may include positioning the company to be better cope with the current competitive forces, anticipating and exploiting shifts in the forces, and shaping the balance of forces to create a new industry structure that is more favourable to the company (Porter, 2008). The CA gained by these key intangible assets and capabilities is then reflected in superior performance of the firm in financial terms such as higher profits, increased sales or market share (Clulow et al, 2007; Hunt and Morgan, 1995; Collis and Montgomery, 1995; Fahy, 2002; Wilcox-King and Zeithaml, 2001). The Competencies of an Organisations Henry (2008) evaluated competency as the internal capabilities that firms require in order to be able to compete in the marketplace. In addition, Zubac et al (2010) defined CCÂ  [6]Â  as the collective learning of individual members within the firm and their ability to work across organisational boundaries. Prahalad and Hamel (1990, p. 82) stated that: The skills that together constitute core competence must coalesce around individuals whose efforts are not so narrowly focused that they cannot recognise the opportunities for blending their functional expertise with those of others in new and interesting ways. Thus, a CC or strategic capability can be thought as a collection of features that a firm possesses which enable them to achieve CA. Honda and BMW are examples of the organisations that have achieved CC in a way they configure their value chain respectively (Henry, 2008). RBV and Sources of Sustainable Competitive Advantage (SCA) Barney (1991) suggested that there can be heterogeneity or firm-level differences among firms that allow some of them to SCA. Ten3 Business e-Coach (2001) describes SCA as the continued benefit when an organisation is implementing a value-creating strategy that is not being implemented by current or potential competitors and when these competitors are unable to imitate the benefits of this strategy. Therefore, the RBV emphasises strategic choice, changing the management of the firm with the important task of identifying, developing and deploying key resources to maximise returns (Powell, 2007). Bharadwaj et al. propose a framework of SCA for a firm is derived from the assets and capabilities of the firm. The extent of the service firms SCA is basically determined by the degree of imitability inherent in the firms resources. Kerin et al (1992) presented an integrative framework of the literature on first mover advantage, suggesting that the realisation of SCA, through market pioneering, is contingent on the resources that a firm possesses (Olavarrieta and Ellinger, 1997). Strategic resources and Superior performances As a source of CA, RC must have four attributes which is VRIO in order to outperform others. A resource must be valuable as it enables the firm to conceive or implement strategies that improve its efficiency and effectiveness through lower costs and incline of revenue (Ecofine, 2010). Substitutability refers that there must be no strategically equivalent valuable resources that can be exploited to implement the same strategies (12manage, 2008). For instance, Wal-Mart sells most of the same merchandise as its major competitors, but the effectiveness and innovation of its logistics system ensures that it is the market leader in its field. Wal-Marts valuable and imitability point-of-purchase inventory control systems and cross-docking distribution plants have resulted in competitive advantage relative to its major US competitor, K-Mart (Olavarrieta and Ellinger, 1997; Barney, 1995). Porters Framework Porters Industry Analysis There are three sources that is irreproducible such as market structure that limits entry, a companys history which by definition will require time to replicate and tacitness in relationships refers to the routines and behaviours which cannot be imitate since the organisations themselves are unsure how they work (Henry, A., 2008). Porters mentioned that there are only two generic studies to compete either through low cost or product differentiation that lead to superior performance (Hax A. C. and Wilde II D. L., 2003). To assist managers in understanding, improving, and implementing a low cost or differentiation strategy, Porter (1985) developed the value chain framework; it is a generic activity template that is used to decompose the firm into the individual activities it undertakes to create value for the customer (Sheehan and Foss, 2007). Economies of Scale Cost leadership is achieved through the aggressive pursuit of economies of scale, product and process simplification, and significant product market share that allows companies to exploit experience and learning effects (Hax A. C. and Wilde II D. L., 2003). Dell being one of the organisation are protected by scale economies in their direct-sales method, efficient lean-manufacturing approach, expertise in logistics and supply-chain management. Hence, these capabilities provide it with CA and which its competitive rivals have found difficult to imitate (Henry, 2008). Differentiation and Core Competencies A differentiation demand for creating a product that customer perceives as highly valuable and unique (Hax A. C. and Wilde II D. L., 2003). The first-mover advantage refers to firms which benefit from the learning and experience they acquire as a result of being first in the marketplace like Toyota has achieved CC in the production of petrol-and-electric hybrid cars (Henry, 2008). Hence, a CC should provide access to a wide variety of markets, make significant contribution to perceived customer benefits of the end products and difficult to imitate. Honda is one of the organisations that focuses on the technical excellence of 4-cycle engines, have enabled it to leverage its CC to compete in markets from motorcycles to automobiles to a broad range of gasoline-engine products (Grant, M. R., 2001). Market focus Strategy can be viewed as building defences against the competitive forces or finding a position in the industry where forces are weakest. For instance, Paccar, a firm with heavy-truck market, has chosen to focus on one group of customers that is owner-operators. They have customised every single part of the value chain to work well with the forces in its segment. Thus, Paccar has earned a long-run return on equity above 20 % (Porter, 2008). Criticisms RBV Implications The RBV of the firm is a contemporary theory that provides insights on both strategic and organizational issues. An often-recurring critique on the RBV is that its core logic contains circular reasoning in the specification of the relationship between rents and resources (Truijens, 2003). Foss (2000) argued that the VRIO attributes in the RBV that valuable and rare resources can be sources of SCA is tautological. RBV has little attention on the important issues of how resources can develop and change over time. Likewise, the dynamic role played by individuals within organisations is often assumed to be self-evident and therefore seldom addressed (Henry, 2008). Another critique is that it is not sufficient clear in the RBV on how resources contribute to firm-level value creation and that operationalisation is therefore difficult (Sheehan and Foss, 2007; Priem and Butler, 2001) The RBV emphasises on the role of human capital in the creation of CA, which at the same time caused issues for accountants in terms of total business and intangible asset valuation (Toms, 2010). Accountants similarly are concerned with controls which prevent misappropriation of resources that ultimately are shareholders property. Thus, a theory of value also needs to be one of accountability (Toms, 2010). Conclusion Activity drivers and resources share many similarities, both resources and drivers influence a firms cost and differentiation position, and both need managerial involvement in the sense that drivers must be made controllable, while resources must be organized (Sheehan and Foss, 2007). Although these frameworks have often been presented as conflicting views; they can contribute greatly to the development of a strong business strategy. Since they emphasised different dimensions of strategy, they can complement each other. By integrating these frameworks, it enables activity-based view solves implementation issues that are unresolved when using the RBV (Sheehan and Foss, 2007; Barney and Arikan, 2001). It enhances many of the individual weaknesses of the two views. The activity-based view is weak in its assumptions about factor markets, which would be addressed by the RBV (Sheehan and Foss, 2007; Teng and Cummings, 2002). Thus, Porters industry analysis remains crucial and the choice should not be seen as one of either but rather one of complementarity. (2371 Words)

Feminism Essay -- essays research papers

Both Virginia Woolf, in a speech addressing a graduating all women class, and Naomi Wolf, in her text The Beauty Myth, contemplate feminism from an economic viewpoint. While Woolf believes women need money and a room of their own to have economic independence, Wolf gives credence to the fact that the beauty industry is hindering the independence of women. Through male pomposity, the conventional lives of women, obsession with physical appearance, and the reality that beauty is diverse, both Woolf and Wolf explain the significance of our world's economy. Women have always been economically dependent on men. Any land or money that was in a woman's possession was given to her father or husband. Women have stayed at home working as housewives, cleaning house, and taking care of children. Of course, there have been women who have worked outside of the house, but Woolf sees that kind of work as enslavement. Not much money was made, and not many occupations were open to women. ". what still remains with me. was the poison of fear and bitterness which those days bred in me. To begin with, always to be doing work that one did not wish to do, and to do it like a slave," (Woolf 348). Therefore Woolf concludes that women need to be independent from men, and in order to do so women need to have money of their own. This statement is without a doubt biased, as Woolf is limiting her thesis to those women who have an income without working. Consequently, working women can never really be liberated. One may ask why women have been the poor ones. Why have women been dependent on men, and not men on women? Why haven't women been able to thrive and prosper like men have? The answer lies in the fact that men blow themselves out of proportion. Woolf's theory is that women have been seen as mirrors. "Women have served all these centuries as looking glasses possessing the magic and delicious power of reflecting the figure of man at twice its natural size," (Woolf 346). Because men see women as inferior, men feel superior. If a woman were to stand up for herself and lessen the power of the looking glass, men wouldn't have the feeling of predominance that they occupy now. "The looking-glass vision is of supreme importance because it charges the vitality; it stimulates the nervous system. Take it away and man may die," (Woo... ...s I was writing this paper, an ad for a "Jenny Jones Weight Loss" program came on. Lose nineteen pounds for nineteen dollars, Jenny Jones promises. And a couple days ago heavier people were protesting an ad 24-hour Fitness had exhibited, "When the aliens come, they will eat the fat ones first." Even my nine-year-old sister wonder why her stomach sticks out, she wonders what she can do to be thinner. It's affecting the younger generation. On the other hand, I look at my mother who is successful. She is a single mother who works in a predominantly male occupation, raising three children on her own. In some ways women have progressed, in some ways women have digressed. As women, we need to crack the mirror Virginia Woolf indicated as apparent in our domain. We need to set Shakespeare's sister free, and make the choice to have money and a room of our own. And as Naomi Wolf presented, we need to look for diversity in beauty. We need to become aware of the decrease in self-confidence that is happening in women, and do something about it. While it certainly is not going to happen today, or even tomorrow, on behalf of all women, I hope it happens soon.

American Values essay

How American Family Values have change on the last 20 years The values of the cozy mid-80’s American family entertained us and sold us refrigerators, cars, and cigarettes, but they were the exception, not the rule. This was the world of the white suburban minority that exerted media dominance over the rest of the nation. Televison took them into our living rooms, convincing us this was the American family. In reality, this was the world of â€Å"separate but equal† family values. This was the world of living on the right or the wrong side of the tracks family values. These were the values that put minorities in the from of the bus.These were never the actual family values of the period. They were the values we were sold by the newly developing television industry. The nostalgic family values of the 80s are the subject of legend and myth. During the mid-Twentieth Century middle and upper class White Americans prospered. This is what is depicted in Life Magazine, The Dina h Shore Show, and Ed Sullivan's Sunday night TV extravaganza. Minority Americans, poor Americans, single Americans valued survival, not prosperity, and struggled against the glamorized stereotype for opportunity. Family values change because times and families change.Those who so fondly point to the â€Å"Happy Days† as the symbol of American family values fail to consider the majority of American families of the time period. In the real world of the nostalgic 80s, most families did not live in three-bedroom suburban homes and drive new automobiles. Have all heard it said many times before, â€Å"Oh well, times have changed, and we must change along with them. † The title of this article alone is enough to make one laugh a sarcastic snicker. The truth of the matter is that as much as people seem to have a need to believe it to be so, times do not change. People change.People have become more complacent in these modern days. Anything goes, and if anyone dares speak out in disagreement, the politically correct police will be on them in a New York second. It is true, one word of displeasure voiced against another’s lack of morality will win the speaker an instant title as an ill-informed, unyielding, old fashioned, bigot. Skirts too short†¦Ã¢â‚¬ you are so old fashioned. † Bad language shows lack of creativity and intellect†¦ â€Å"It’s just a word. †Ã‚   Teenage role model performing a public lap dance†¦ even the out of touch, Hollywood, best friend type of dad answers, â€Å"Oh well, that's what teenagers do these ays. † And all of those worshiping this one man suddenly jump to his defense, and begin parroting his horrible parenting skills. This is howAmerica was founded on Christian principles, but would you know it to look around? With the moral degradation in America, maybe it's time we took a look at our values. First, let's define morals: Moral applies to personal character and behavior, espec ially sexual conduct: â€Å"Our moral sense dictates a clearcut preference for these societies which share with us an abiding respect for individual human rights† (Jimmy Carter).Ethical stresses idealistic standards of right and wrong: â€Å"Ours is a world of nuclear giants and ethical infants† (Omar N. Bradley). Virtuous implies moral excellence and loftiness of character: â€Å"The life of the nation is secure only while the nation is honest, tru thful, and virtuous† (Frederick Douglass). Righteous emphasizes moral uprightness; when it is applied to actions, reactions, or impulses, it often implies justifiable outrage: â€Å"He was†¦ stirred by righteous wrath† (John Galsworthy). Values are the beliefs of a group of people shared as a whole, unlike morals which are individual to every person. Generally, an emotional investment coincides with the values. Typically, the term is used by the media to refer to Christian values, but in a 1998 Harris sur vey it was defined as â€Å"loving, taking care of, and supporting each other† by 52% of women and 42% of men, as â€Å"knowing right from wrong and having good values† by 38% of women and 35% of men, and as the traditional family by 2% of women and 1% men.The survey also noted that 93% of women thought that society should value all types of families. [3] [edit] Conservative definitions Since 1980, the Republican Party has used the issue of family values to attract socially conservative voters. [4] While family values remains a rather vague concept, social conservatives usually understand the term to include some combination of the following principles (also referenced in the 2004 Republican Party platform):[5] * Promotion of â€Å"traditional marriage† and opposition to sex outside of conventional marriage, ncluding pre-marital sex, adultery, polygamy, bestiality, and incest[6][7][8][9] * Support for a roll back of aspects of feminism and support for a traditio nal role for women in the family. [10][citation needed] * Opposition to same-sex marriage[5] * Support for traditional education and parental involvement in that education, including such things as vouchers for private, non-secular education. 11] * Opposition to legalization of abortion and support for policies that instead encourage abstinence and adoption[12] * Support for â€Å"abstinence education† exclusively regarding risks associated with early sexual activity such as teen pregnancies and sexually transmitted diseases[5] while not teaching such topics of sex education as human sexual behavior, safe sex and birth control[13] * Support for policies that are said to protect children from obscenity and exploitation[14][15][16][17][18][19][20] Social and religious conservatives often use the term â€Å"family values† to promote conservative ideology that supports traditional morality or Christian values. [21] American Christians often see their religion as the source of morality and consider the nuclear family to be an essential element in society. Some conservative family values advocates believe the government should endorse Christian morality,[22] for example by displaying the Ten Commandments or allowing teachers to conduct prayers in public schools.Religious conservatives often view the United States as a â€Å"Christian nation†[23] For example, â€Å"The American Family Association exists to motivate and equip citizens to change the culture to reflect Biblical truth and traditional family values. â€Å"[24] These groups variously oppose abortion, pornography, pre-marital sex, homosexuality, certain aspects of feminism[25], cohabitation, separation of church and state, and depictions of sexuality in the media. [edit] Liberal definitions Although the term â€Å"family values† remains a core issue for the Republican Party, in recent years the Democratic Party has also used the term, though differing in its definition. For exa mple, in his acceptance speech at the 2004 Democratic National Convention, John Kerry said â€Å"it is time for those who talk about family values to start valuing families. [26] The Democratic Party definitions of family values often include items that specifically target working families such as support of: * a living wage * universal health care * the acceptance of adoption by gays * the acceptance of the non-traditional family (single parent households, same-sex marriages) * social programs and financial aid for families Other liberals have used the phrase to support such values as family planning, affordable child care, and maternity leave. For example, groups such as People For the American Way, Planned Parenthood, and Parents and Friends of Lesbians and Gays have attempted to define the concept in a way that promotes the acceptance of single-parent families, same-sex monogamous relationships and marriage.This understanding of family values does not promote conservative moral ity, instead focusing on encouraging and supporting alternative family structures, access to contraception and abortion, increasing the minimum wage, sex education, childcare, and parent-friendly employment laws, which provide for maternity leave and leave for medical emergencies involving children. [27] While conservative sexual ethics focus on preventing premarital or non-procreative sex, liberal sexual ethics are typically directed rather towards consent, regardless of whether or not the partners are married. [28 * The American Heritage ® Dictionary of the English Language, Fourth Edition Copyright  © 2000 by Houghton Mifflin Company. * * Journal of Law, Policy and the Family 2006 Anne Revillard

2.Gilmore Whistleblowing In The Given Situation Lends Itself

2. Gilmore whistleblowing in the given situation lends itself to much ethical debate. For this discussion, one should assume SCE is in violation of the AICPA Code of Professional Conduct by recognizing revenue in the current period as detailed in the previous issue. To first consider the ethics of Gilmore whistleblowing, it is essential to define the steps that should be taken by her before she considers whistleblowing. For this, one can use the standard on ethical conflicts outlined in the AICPA Code of Professional Conduct. In this instance, the conflict in question surrounds around the pressure from internal management to do an unethical action (AICPA Code of Professional Conduct). This is the situation which Gilmore is involved in, due†¦show more content†¦This leads to three options Gilmore can take in the given situation. The first option is for Gilmore to do nothing to address the issue and continue her employment with SCE. The second alternative is for her to resign from SCE. The final route she has is whistleblowing under the assumption she exhausted all internal options. As a spot check, the first alternative would be unethical. As stated in the final step of evaluating ethical conflicts, one should consider leaving the relationship with the given organization, so they are not in violation of the code. As determined in the previous issue, SCE was in violation of the code by recognizing revenue in the current period. Therefore, Gilmore would be associated with this violation by staying in employment with SEC. This means she would potentially face fines or disciplinary actions from the SEC as well as the State Board of Accountancy. Solely based on this code section, Gilmore does have a reasonable case for walking away and not whistleblowing. However, there are other pieces of literate that needs to be addressed before coming to this conclusion in entirety. To start, one must first address laws surrounding whistleblowing before looking at ethic-based authorities. While there is not a law that requires one to whistle blow, there are laws that have been put in place to ensure thatShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesStephen P. Robbins, Timothy A. Judge. — 15th ed. p. cm. Includes indexes. ISBN-13: 978-0-13-283487-2 ISBN-10: 0-13-283487-1 1. Organizational behavior. I. Judge, Tim. II. Title. HD58.7.R62 2012 658.3—dc23 2011038674 10 9 8 7 6 5 4 3 2 1 ISBN 10: 0-13-283487-1 ISBN 13: 978-0-13-283487-2 Brief Contents Preface xxii 1 2 Introduction 1 What Is Organizational Behavior? 3 The Individual 2 3 4 5 6 7 8 Diversity in Organizations 39 Attitudes and Job Satisfaction 69 Emotions and Moods 97