Abstract
Participants take the role of a team leader and must decide to whom they should give a promotion amongst four competing “employees.” All team members have different relationships with the team leader. As a result, it will be hard to decide who constitutes the “right” candidate for promotion. The case exemplifies how different justice principles and different ethical norms within relationships might be at stake. It enables participants to understand these fairness considerations. The case is not about ethical misconduct; rather, it makes us aware that many decisions taken in a business conduct might be difficult, and often there is no “right” decision. Further, the case can be used as an experiential exercise.
| Original language | English |
|---|---|
| Number of pages | 3 |
| Project No. | 411-061-1 |
| Publication status | Published - 2011 |
Publication series
| Series | RSM Case Development Centre |
|---|---|
| Number | 411-061-1 |
Bibliographical note
Based on generalised experience; 3 pages.Follow the 'handle' link to access the Case Study on RePub.
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Series
- RSM Case Development Centre