Management development: developing ethical corporate culture in three organisations

Abstract

PurposeThe purpose of this investigation was to look at three organisations (a naval shore establishment, a police academy, and a small, family‐owned engineering firm) and see to what extent they had developed a culture that was both ethically and socially responsive.Design/methodology/approachThe investigation was carried out by speaking to key players, observing their organisations and by detailed analysis of the documents which related to this study.FindingsThe findings revealed that the Navy has a set of values (HHCIL) which overlap with the more general values of the Department of Defence (imPLICIT). The Western Australian Police Service has an approach to developing an ethical corporate culture which includes the establishment of a dedicated unit, and running discussion groups and seminars. The family‐owned and operated engineering business relies more heavily on an indirect approach based on following traditional family values.Research limitations/implicationsPursuing the topic of what makes a just war, particularly in today's political climate, was one possibility for further research. There were limitations to the study; these were mainly due to issues of confidentiality and in broaching sensitive topics to both Navy and Police senior officers.Originality/valueThree conditions were essential for developing an ethical corporate culture: CEOs were ultimately responsible for the ethicality of their organisations; formal training programs were necessary to impart the required knowledge; and formal mechanisms were essential to facilitate the reporting of any behaviour of organisational members that was deemed to be wrong, unethical or illegal.