NUCB's mission is to educate innovative and ethical leaders who possess a ʻFrontier Spiritʼ and to create knowledge that advances business and society. As one of the core courses of a leading globally engaged business school, this course aims to underpin NUCB's mission and future purpose.

Students should possess multi-cultural transferable skills that developing an appetite for reflective, adaptive and collaborative learning. This course examines business from an ethical perspective. In particular, it explores the existence of corporations in liberal democracies; ethical concerns surrounding multinational corporations and globalisation; various issues of applied ethics (e.g., corporate social responsibility, sustainable management, ESG); and the management of business ethics. The main concepts and theories underpinning the business ethics field will be introduced, and you will have the opportunity to use these in understanding business related issues. Considerable emphasis will be placed on student participation in class, with the aim of promoting ethical reflection on the many important issues that surround business-society relations. Ultimately, the aim of the course is to enable you to recognise and reflect upon complex ethical problems with a view to enhancing your analytical, decision-making, and managerial skills.

By taking part in this course, students will be able to recognize moral issues in business decisions, analyze the benefits and harms brought by business decisions on different stakeholder groups, and devise strategies to respond to ethical dilemmas in businesses as well as measures to prevent unethical actions and behaviors from happening. Finally, students will be able to debate systematically with multi-sided understanding of international management on business ethics/CSR.

*本学の教育ミッションを具現化する形で設定されています。

Specifically, this course develops a knowledge and understanding of:

- Divergence of business and business ethics (e.g., West vs. Asia including Japan, Korea and China)
- Business ethics and institutional/cultural changes
- Issues of applied ethics
- Ethical theory
- The private and public political environment of corporations
- Managing business ethics

The course develops the following intellectual skills:

- The cognitive skills of critical thinking, analysis and synthesis, including the ability to identify assumptions, evaluate statements in terms of evidence, to detect false logic or reasoning, to identify implicit values, and to define terms adequately and to generalise appropriately.
- Effective qualitative problem solving and decision making skills.
- The ability to create, evaluate and access a range of options, together with the capacity to apply ideas and knowledge to a range of business and other situations.
- Understanding of the link between theoretical and empirical work on international business.
- The ability to research both country and case-study material

This course develops these professional and practical skills:

- Qualitative research skills.
- The ability to apply ethical theory to business problems and phenomena.
- The effective use of communication and information technology (CIT) skills for business applications.
- Self awareness, openness and sensitivity to diversity in terms of people, cultures, business and management issues.
- Effective performance within a team environment, including leadership, team building, influencing and project management skills.
- The ability to conduct research into business and management issues, either individually or as part of a team, including a familiarity with a range of business data and research resources and appropriate methodologies.

Finally, this course develops these transferable (key) skills:

- Effective oral and written communication skills in a range of traditional and electronic media.
- Effective self-management in terms of time, planning and behaviour, motivation, self-starting, individual initiative and enterprise.
- Learning to learn and developing an appetite for reflective, adaptive and collaborative learning.
- The interpersonal skills for effective listening, negotiating, persuasion and presentation.
- The ability to research key issues
- The ability to combine theoretical and empirical analysis

教育手法 Teaching Method		% of Course Time
インプット型 Traditional		10 %
参加者中心型 Participant-Centered Learning	ケースメソッド Case Method	90 %
	フィールドメソッド Field Method	0 %
合計 Total		100 %

Course prerequisites
Participants should allow at least 3 hours of preparation time per case.
A laptop computer is required for electronic distribution of handouts on the day of the class.
Even though this course does not use a textbook, the students will learn theories, notions and models in the fields of business ethics, global CSR and sustainable management etc.

Preparation report
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report based on the assignment questions for each case.
Submission method : via Google Classroom.
Submission deadline: Before the class begin (Day 1, Day 2, Day 3 and Day 4).

Final Case Study Report (Individual)
Deadline : To be announced on the first class day.
Feedback: Marked assessment rubrics will be returned to participants.

*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。

講師用内規準拠 Method of Assessment	Weights
コールドコール Cold Call	10 %
授業内での挙手発言 Class Contribution	40 %
クラス貢献度合計 Class Contribution Total	50 %
予習レポート Preparation Report	10 %
小テスト Quizzes / Tests	0 %
シミュレーション成績 Simulation	0 %
ケース試験 Case Exam	0 %
最終レポート Final Report	40 %
期末試験 Final Exam	0 %
参加者による相互評価 Peer Assessment	0 %
合計 Total	100 %

評価の留意事項　Notes on Evaluation Criteria

Preparation before class and active participation in both small group discussion and open class discussion are expected. The preparation report and the case exam will be graded by the comprehensiveness and depth of arguments. The final course grading will follow a forced distributed curve when the number of participations is larger than 10.

• N/A「N/A」N/A（N/A）

Lecturer's papers (Selected SSCI journal)

1) KIM, R. C. (2024). Re-envisioning Corporate Social Responsibility Education from a Multicultural Perspective: From Pyramid to Hourglass. The International Journal of Management Education 22 (3).
https://www.sciencedirect.com/science/article/pii/S1472811724001174

2) KIM, R. C. (2022). Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility, 31(2), 346-362.
https://onlinelibrary.wiley.com/doi/full/10.1111/beer.12414

3) KIM, R. C., SAITO, A., & AVVARI, M. (2020). Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice. Asian Business & Management, 19, 379–406. https://link.springer.com/article/10.1057/s41291-019-00064-4

4) KIM, R. C. (2018). Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) Collaborate for a Better World? Insights from East Asia. Sustainability, 10(11), https://www.mdpi.com/2071-1050/10/11/4128.

5) KIM, R.C. YOO, K. I., & UDDIN, H. (2017). The Korean Air Nut Rage Scandal: Domestic versus International Responses to a Viral Incident. Business Horizons, 61(4), 533-544. https://www.sciencedirect.com/science/article/pii/S0007681318300338

6) KIM, R.C., & MOON, J. (2015). Dynamics of corporate social responsibility in Asia: Knowledge and norms. Asian Business & Management, 14(5), 349-382. https://link.springer.com/article/10.1057/abm.2015.15

7) KIM, C.H., AMAESHI, K., HARRIS, S., & SUH, C-J. (2013). CSR and the National Institutional Context: The Case of South Korea. Journal of Business Research, 66(12), 2581-2591. https://www.sciencedirect.com/science/article/abs/pii/S014829631200149X

8) BOLTON, S., KIM, R. C., & O’GORMAN, K. D. (2011). Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study. Journal of Business Ethics, 101(1), 61-74. https://link.springer.com/article/10.1007/s10551-010-0709-5

9) KIM, C.H., & SCULLION, H. (2011). Exploring the links between corporate social responsibility and global talent management: a comparative study of the UK and Korea. European Journal of International Management, 5(5), 501-523. https://www.inderscienceonline.com/doi/abs/10.1504/EJIM.2011.042176


Books:

1) Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford University Press. (ISBN: 9780198810070)

2) Rasche, A., Morsing, M., Moon, J., & Kourula, A. (2023). Corporate Sustainability: Managing Responsible Business in a Globalised World. Cambridge University Press. (ISBN (Print) 9781009100403, 9781009114929; ISBN (Electronic) 9781009118644)

Class discussion will follow a more structured and theoretically based manner.

（実務経験 Work experience）

Refereed Articles

• (2024) Re-envisioning Corporate Social Responsibility Education from a Multicultural Perspective: From Pyramid to Hourglass. The International Journal of Management Education 22(3):
• (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan. Strategic Analysis 46(4):
• (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility 31(2):
• (2020) Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice. Asian Business & Management 19

Refereed Proceedings

• (2024). Values Above the Shareholder-Stakeholder Twist: Why do Asian Top Business Leaders Speak Differently?. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
• (2024). How to Improve CSR Education in Multicultural Settings: Questioning Carroll’s Pyramid of CSR Model. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
• (2024). We Are a Family, Not a Business: Can’t Family Business Be Sustainable “Across” Generations?. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
• (2023). Retention of Millennial and Gen Z Employees: Does CSR Matter?. 2023 AoM Proceedings .2023 Academy of Management (AoM) Conference . 1. 2. Boston, USA