Hewlett

Case Solution for Hewlett-Packard and a Common Supplier Code of Conduct

Complete Case details are given below :
Case Name :      Hewlett-Packard and a Common Supplier Code of Conduct
Authors :           Anne T. Lawrence
Source :             North American Case Research Association (NACRA)
Case ID :            NA0019
Discipline :        Business Ethics
Case Length :    07 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Should Hewlett-Packard cooperate with other firms in the electronics industry to develop a common code of conduct for suppliers? HP, a leading provider of personal computing, imaging, and printing products, had developed a comprehensive set of labor, environmental, and human rights standards for its suppliers. However, the company remained concerned about its reputational vulnerability and lack of supplier compliance. Ken Larson, HP’s Manager of Corporate Social Responsibility, considered whether the company could best advance its interests through industry collaboration on a common code of conduct.

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Case Solution for Unauthorized Disclosure: Hewlett-Packard’s Secret Surveillance of Directors and Journalists

Complete Case details are given below :
Case Name :      Unauthorized Disclosure: Hewlett-Packard’s Secret Surveillance of Directors and Journalists
Authors :           Anne T. Lawrence, Randall D. Harris, Sally Baack
Source :             North American Case Research Association (NACRA)
Case ID :            NA0050
Discipline :        Business Ethics
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, Hewlett-Packard (HP) admitted it had hired outside investigators to spy on members of its board of directors and journalists to uncover the source of several leaks of confidential board deliberations. The investigators used methods, including “pretexting” (using an assumed identity in order to access others’ telephone records), which were possibly illegal and almost certainly unethical. This case uses company e-mails, internal reports, meeting minutes, and published memoirs and interviews to present various perspectives on HP’s leak investigations, including those of its non-executive chairman, CEO, former CEO, board members, managers, and investigators. What problem was HP attempting to address? Did the board’s behavior conform to accepted standards of good corporate governance? Were the investigation’s methods ethical? What, if anything, should the company and its chairman, Patricia Dunn, have done differently? How could HP’s new CEO, Mark Hurd, best assure effective governance and ethical behavior in the future?

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