MGMT2130 YHK Fall2020 L6

The instructor reserves the right to revise the syllabus as needed (last updated: September 1, 2020).
MGMT 2130: BUSINESS ETHICS AND SOCIAL RESPONSIBILITY

Fall 2020, L6: Monday 11:30 AM ~ 1:20 PM
Department of Management
School of Business and Management
The Hong Kong University of Science and Technology
Yong H. KIM Peter YIP

Assistant Professor Instructional Assistant
Office: LSK 5071 LSK 5018
Phone: 2358 6172 2358 7892
Email: yhk@ust.hk peteryip@ust.hk
Office hours: Friday 9 AM ~ 10:30 AM
Friday 12 PM ~ 1 PM
Course website: http://canvas.ust.hk
COURSE OVERVIEW
This is an intermediate business ethics course that addresses issues of responsible decision-
making at the business level from a stakeholder management perspective. The key purpose of
this course is to raise awareness and understanding of a select set of complex and challenging
ethical and social issues confronting business leaders. In its broadest sense, the learning
objective for this course is to consider the following two questions. First, what is the role of
the for-profit firm in society? Second, does the firm optimize value creation by focusing
solely on profit, or does it have broader social (or moral) responsibilities?
In particular, we will explore how the firm creates value, broadly defined, by investigating
the concept of strategic corporate social responsibility (Strategic CSR). Strategic CSR draws
on what we know about economic exchange and human psychology to explain how markets
work (or do not) and how value is added (or subtracted) across the range of the firm’s
stakeholders. Understanding these processes allows managers to build a strategic competitive
advantage for the firm. Thus, Strategic CSR is at the center of business success in the 21st
century.
INTENDED LEARNING OUTCOMES

The main objective of this course is to introduce and understand the concept of Strategic
CSR. It is related to, but is fundamentally different from, concepts such as sustainability and
business ethics. While sustainability focuses on resource utilization and ecological
preservation, and business ethics seeks to construct normative prescriptions of right and
wrong, Strategic CSR is a comprehensive, pragmatic philosophy grounded in the day-to-day
operations of the firm. As such, Strategic CSR is central to the firm’s value-creating
activities.
In a dynamic environment that is defined by the actions and decisions of the firm’s broad set
of stakeholders, value is optimized when stakeholders convey and enforce their evolving
needs, while the firm responds to those needs. Thus, these economic and social exchanges are
essentially interactions formed around the collective set of values prevalent in society at any
given point in time. These values determine the decisions we all make and, as a direct result,
the success or failure of for-profit firms. In short, understanding, adopting, and implementing
Strategic CSR is the source of sustainable value creation in today’s business environment.
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COURSE MATERIALS
There will be some lectures and videos, but mainly we explore and challenge our ethical
awareness and reasoning through dialogues with each other. We will also be actively
participating in various experiential exercises.
Suggested Textbook:
Chandler, David. (2019). Strategic Corporate Social Responsibility: Sustainable Value
Creation (5th edition). Thousand Oaks, CA: SAGE.
Note: This textbook can be purchased from the campus bookstore or loaned from the
university library for up to three days. IA and I have a copy, too. This book is my course’s
main textbook, but I do not require you to buy this textbook.
Change Management Simulation:

Change Management Simulation: Power and Influence (version 2, link:
http://hbsp.harvard.edu/product/4345-HTM-ENG) is a single-player online simulation
wherein students play a role at Spectrum Sunglass Company, a sunglass manufacturing firm,
and face the challenges associated with implementing an organization-wide environmental
sustainability initiative. The initiative seeks to change raw material inputs in order to make
the company's products more “green,” and also to address environmental waste issues.
Note: There is a registration fee of (list price) US$45.00 (about HK$350) per student for this
simulation. However, the School of Business and Management will cover the cost for this
simulation for all students who are enrolled to this class. Also, the version 3 of the same
simulation will be published on September 10, 2020 (link:
https://hbsp.harvard.edu/product/7611-HTM-ENG). Once it is published, I will see if the
newer version is comparable to the old one, and if it is worth switching to the newer version.
Strategic CSR Simulation:

Strategic CSR Simulation (link: http://www.strategiccsrsim.com/) is an online simulation
developed to test students’ abilities to apply the stakeholder theory frameworks we discuss in
class in a realistic corporate setting. In the simulation, you will act as the newly appointed
Corporate Responsibility and Ethics Officer (CREO) for a fictional cell phone company, K-
Tai Inc.
Note: There is a registration fee of US$14.95 (about HK$116) per student, and students are
required to pay it themselves directly from the simulation website. If you have economic
hardship, please directly email IA and/or me (whoever you feel more comfortable reaching
out to) before 11:59AM (HKT) on September 25, 2020 (Friday), so that I can try to find an
alternative funding source for you. You do not need to provide any proof of economic
hardship. I have a research grant that can cover about 20% of students’ simulation
registration fee, and it will be used on a first-come, first-serve basis. Outside of economic
hardship-related reasons, if you do not want to pay for this simulation, please consider taking
MGMT2130 taught by different instructors who do not use this simulation in their class.
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Lecture Videos, Lecture Notes, and Other Relevant Materials:

After each class, an unedited lecture video will be posted on Canvas as soon as Zoom
processes it. Zoom needs usually an hour or so to process a 2-hour-long video. A printer-
friendly version of teaching slides will be posted on Canvas ahead of each class, starting from
week #2. On Friday or Saturday, I will post the following week’s teaching slides on Canvas.
Links to all pre-class readings are shown in the WEEKLY READINGS, ACTIVITIES, &
ASSIGNMENTS section (if applicable; all of them are free). You should review the materials
before class.
OUR MUTUAL RESPONSIBILITIES

It will take our collective efforts – yours and mine – to make this course useful and enjoyable.
Your responsibilities are to:

 Read and prepare for the assigned materials before class
 Be an attentive listener and active participant in group and class discussions
 Contribute your best effort in individual and group activities
 Complete assignments as scheduled and with the highest level of integrity
 Come to class on time
In turn, I pledge to:

 Deliver teaching materials in clear and organized ways
 Lead and facilitate meaningful class discussions
 Treat each student with respect
 Evaluate your performance fairly
ACADEMIC INTEGRITY
Academic integrity is a critical value of the University community. You are expected to
uphold the HKUST Academic Honor Code (http://ugadmin.ust.hk/integrity/honor.html) and
show the highest level of integrity in your work. No cheating behaviors will be tolerated.
Copying other people’s work without proper citation and acknowledgment, allowing others to
copy your work, disclosing quiz items/answers to others (including to students in the same
section or in a different section), impersonating another student, or any other forms of
academic dishonesty can lead to an “F” in the course and a mark of academic dishonesty on
the student record. A confirmed second violation of academic integrity can lead to dismissal
from the University and a permanent mark of academic dishonesty on your official transcript.
If you or your friends/classmates encounter problems with the course work, seek help from
the instructors or the IA. We are here to support you.
ACCOMMODATIONS FOR STUDENTS WITH DISABILITIES

The University is committed to and is responsible for providing equal opportunity for
participation in all programs, services and activities. Students with disabilities who need
special accommodation should inform me of their needs at the beginning of the semester so
that appropriate accommodations can be provided.
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CLASS ATTENDANCE POLICY

Attendance is strongly expected and is critical to your success in this course. At the same
time, I understand that occasionally students may have legitimate, unavoidable reasons that
may prevent them from attending class. Accordingly, you will find that the assessments
provide you with some degree of flexibility in terms of class absence (e.g., using only 3 out
of 4 quiz scores). There is no separate “class attendance score” that is directly counted
towards your final grade. I will not formally check class attendance. You do not have to
submit doctor’s notes and other excuses for absences. However, there is no alternative way to
make up for missed in-class, live quizzes and other activities.
Sitting in virtually other sections’ classes is not allowed. Students are fully responsible for
proactively and entrepreneurially demonstrating the achievement of course learning goals,
even when absences are necessary or reasonable. For instance, if you missed a class, you can
study the textbook, watch the lecture video, review the simulation materials, etc., so that you
can still perform well in the subsequent quizzes and simulations.
CLASS PARTICIPATION POLICY

A complete understanding of the complex issues we will cover in class relies on interactive
discussion and debate. Class participation is valuable as it gives you the opportunity to
contribute to the learning in this class and to learn from others. Class discussions provide the
opportunity to practice speaking and persuasive skills, as well as the ability to listen.
Effective class comments may address questions raised by others, integrate material from this
and other courses, draw on real-world experiences and observations, or pose new questions to
the class. High-quality participation involves knowing when to speak and when to listen or
allow others to speak. Comments that are vague, repetitive, unrelated to the current topic,
disrespectful of others, or without sufficient foundation are discouraged.
The best class comments…

 Make or raise issues that are relevant to the current focus of the class
 Show curiosity and a willingness to experiment
 Offer support for arguments and/or use data to support conclusions
 Take into consideration the ideas already offered by others
The vast majority of your grade (i.e., 98.5 points out of 100 points), however, will reflect and
come from your performance on the quizzes, assignments, and exercises. A mix of individual
assessment categories provides flexibility for students with different strengths. For the
composition of the class participation score, please refer to the ASSESSMENTS section.
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STUDENT FEEDBACK
I welcome feedback on my teaching throughout the semester. You are encouraged to contact
IA or me any time when you have questions, suggestions, or if you would like to seek advice.
OFFICE HOURS AND EMAIL INQUIRY GUIDELINES

As of August 31, 2020, the University is discouraging face-to-face activities. Therefore, until
further notice, all office hours will be held virtually.
Any student is welcomed to attend a weekly office hour. Please email me before or during
weekly office hours so I can send you the meeting ID and the passcode for an individual
Zoom meeting. Alternatively, you can send me a Zoom calendar invite so you host a meeting
during scheduled office hours. For details on scheduling a Zoom meeting and sending an
invitation, please see: https://itsc.ust.hk/services/workplace-services/video-
conferencing/zoom-meeting/schedule-meeting.
I receive many, many emails from students during the semester, and I try to respond to them
in a timely manner. However, I have limited access to emails in the evening: emails that land
in my inbox after 6pm will most likely not be read by me on that day. I may not be able to
reply to emails on the weekend or on public holidays. I also have limited access to emails on
Mondays and Tuesdays (due to teaching). Most emails will be returned within two (2) to
three (3) working days. If I did not reply to your email inquiry within five (5) working days
(sorry in advance if it happens), please re-send your original email to me.
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ASSESSMENTS
Note: Total course assessments are based on a 100-point scale. All times shown below are
based on Hong Kong Standard Time (GMT+8). I teach multiple sections of this class.
Different sections have different deadlines. To ensure fairness, I am giving roughly equal
amount of preparation and study time to students who are taking this class on different
days/times. Please pay attention to the deadlines shown in your section’s syllabus.
Quizzes: 37.5 points

 Breakdown: 3 out of 4 quizzes x 12.5 points per quiz
 There are four online quizzes (using the Qualtrics platform), which will start at the
beginning of the class on weeks #4, #7, #11, and #13. Each quiz will feature a
combination of multiple choices and 1~3 short essays.
o Quiz #1
 Will start at the beginning of the class on September 28 (Monday) and
will end 15 minutes after the class began on that day.
 Study material: What we covered in class from weeks #1, #2, and #3
 If you were added to this class during the add/drop period,
please make sure that you have fully made up for what you
missed on week #1 and/or #2.
o Quiz #2
 Will start at the beginning of the class on October 19 (Monday) and
o Quiz #3
 Will start at the beginning of the class on November 16 (Monday) and
o Quiz #4
 Will start at the beginning of the class on November 30 (Monday) and
 Study material: What we covered in class from weeks #11 and #12
o Only the three highest scores (out of four) will be counted toward your final
grade.
 Your quiz score will be released through Canvas normally 2 weeks after the quiz.
o MCQs are graded automatically. I read all essays.
o You have the right to review and appeal your score/grade. I will set a formal
appeal period once my department releases our end-of-term schedule. Please
hold such an inquiry until I announce the appeal schedule and process.
o There is no partial score for essays unless I explicitly mention in the question.
 Logistics
o I will send your individual Qualtrics link 30 minutes before the class begins on
those four days. Do not share this link with others.
o I will announce the passcode at the beginning of the class on Zoom. After 15
minutes, I will close the Qualtrics survey.
o If you are late, you will have less time to complete the quiz.
o On the first page, I will tell you the exact number of questions in the quiz (e.g.,
“Today’s quiz consists of 7 MCQs and 2 short essays.”). I will also tell you
how many points each question is worth of (e.g., “Each MCQ is worth 1.5
points. One essay is worth 1.5 points. Another essay is worth 2 points.”). This
information should help you with time management.
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o On the last page, make sure you click “” on the bottom right corner to
submit your responses. Once you do that before the survey is closed, you will
see a “Submitted!” message. After that, you can close this tab/page.
 IA will send you a confirmation email shortly after the quiz.
 If you do not submit your responses in time before I close the session,
Qualtrics will record it as an incomplete session, and I will consider it
a missed quiz by you (i.e., you will score 0 points on that particular
quiz).
 This is an online and open-book quiz (because I cannot enforce a closed-book quiz). You
are free to review course materials during this 15-minute-window. However, discussing
quizzes with others (either in this section or other sections) is considered cheating and is
against the University's Honor Code. This includes both during the quiz and after the
quiz. Also, during the quiz:
o You cannot go back to previous pages after you advanced to the next page.
o Different students will see different questions of the same/similar difficulty
level.
o Everyone must turn on his/her camera. This is the only time during the
semester that I require you to turn on your camera. If your camera is off during
a quiz, IA or I will first give you a waring/reminder. If there is no immediate
response or reasonable justification, I will void that quiz’s score (i.e., you will
score 0 points on that particular quiz).
 There is no alternative way to make up for missed Qualtrics quizzes.
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Change Management Simulation: 19 points

 Breakdown: 3 points for coursepack registration + up to 12 points for simulation + 4
points for debrief form
 Change Management Simulation: Power and Influence (version 2, link:
http://hbsp.harvard.edu/product/4345-HTM-ENG) is a single-player online simulation
wherein students play a role at Spectrum Sunglass Company, a sunglass manufacturing
firm, and face the challenges associated with implementing an organization-wide
environmental sustainability initiative. The initiative seeks to change raw material inputs
in order to make the company's products more “green,” and to address environmental
waste issues. The simulation provides students with opportunities to learn how to achieve
the greatest percentage of adopters within the company while simultaneously using the
fewest resources. That is, the more adopters you achieve given the resources you have,
the better you will perform on the simulation.
 The simulation runs on Harvard Business Publishing's website. While PCs/laptops are
preferred, you can still use iPads or other tablets to run the simulation.
 3 points will be given out to everyone who successfully registered for the simulation (i.e.,
have this simulation in your Harvard Business Publishing coursepack). Otherwise, you
will receive no point for registration.
o Simulation registration due: October 2 (Friday), 11:59 AM
 Please refer to “[Announcement] Individual Simulation Instruction”
and “How to register for a coursepack as a student.pdf” on Canvas for
details.
 These documents will be posted on Canvas prior to September
23 (Wednesday). I need to know the exact headcount so that I
can place an order to share these documents. As soon as the
add/drop period ends, I will ask SBM to place an order for the
entire class.
 Contact IA or me before the registration deadline if you encounter any
problems.
o Pre-simulation readings: Please go through all these materials before the class.
After you log in, in the PREPARE section, you will be able to view:
 The “How to Play” video
 The “How to Play” guide
 The “Foreground Reading”
 Scenario Introduction*
o Please note that IA or I need to give you a separate clearance to have the
“Scenario Introduction” page appear. Otherwise, you can only see up to the
Foreground Reading. We will go to the website and grant access to this page
time to time.
o I expect October 2 (Friday), 11:59 AM to be the last time IA or I will grant
access to the “Scenario Introduction” page. Please complete your signup by
October 2 (Friday), 11:59 AM. I will ensure everyone who registered for the
simulation by that time/date will have access to all simulation materials.
 5 points will be given out to everyone who completes, either successfully or
unsuccessfully, the simulation in week #5.
o First simulation completion due: October 5 (Monday), 1:20 PM
 5 points will be given out to everyone who simply completes, either successfully or
unsuccessfully, the simulation in week #6.
o Second simulation completion due: October 12 (Monday), 1:20 PM
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o This simulation has multiple scenarios. On this week, we will use a slightly
different scenario from the one you did in the previous week.
 2 points will be given out to everyone who successfully completes the second simulation
(i.e., accomplishes the simulation objective, which is achieving 18 or more adopters in or
less than a 96-week span on the platform) in week #6, and 0 points otherwise.
 4 points will be given out to everyone who completes the “Change Management
Simulation Debrief Form” via Qualtrics (3~4 questions; takes about 20 minutes).
o Students who complete this form between October 12 (Monday), 1:20 PM and
October 30 (Friday), 11:59 AM will be given 3 points, and 0 points otherwise.
If you complete this form in time, you will get full 3 points as long as what
you wrote is sensible. For example, if a form’s content is just “asdasd” or
“1004”, I will not consider it a completed form.
o Qualtrics link for the Change Management Simulation Debrief Form will be
sent out on/around October 9 (Friday) via Qualtrics email.
 This form should be completed after the second trial is done, but I will
send out the Qualtrics survey link before the second trial takes place in
case you want to start working on it early.
 Please email IA if you did not receive the email with the link for the
Debrief Form by October 12 (Monday), 1:20 PM.
o Use this Debrief Form as a low-pressure trial run for the final video reflection,
which you will have to submit after completing the other (Strategic CSR)
simulation. The questions shown in this Debrief Form, for example, may be
used as a template or a guideline as you later prepare for the video reflection.
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Strategic CSR Simulation: 27 points

 Breakdown: 4 points for tutorial and pre-simulation exercises + up to 23 points for
simulation
 Strategic CSR Simulation (link: http://www.strategiccsrsim.com/) is an online simulation
developed to test students’ abilities to apply the stakeholder theory frameworks we
discuss in class in a realistic corporate setting. In the simulation, you will act as the newly
appointed Corporate Responsibility and Ethics Officer (CREO) for a fictional cell phone
company, K-Tai Inc. As the firm’s new CREO, you will work within a budget to set up
the CREO’s office, employ personnel, and respond to various scenarios that are presented
to you over multiple years of operations. The scenarios emerge from the firm’s wide
range of stakeholders, and the CREO’s responses have consequences at the individual,
firm, and industry levels. The focus of the simulation, therefore, is to present you with a
range of issues that you should address from a broad stakeholder perspective. Think
through the implications of each decision for each of the firm’s stakeholders, attempting
to create the most value for as many stakeholder groups as possible.
 4 points will be given out to everyone who completes these three pre-simulation exercises
before the deadline, and 0 points otherwise.
o Simulation tutorial
o Pre-simulation memo (under 500 words)
o Ethics transgressions survey
o Pre-simulation exercises completion due: October 16 (Friday), 11:59 AM
 In order to register to the Strategic CSR Simulation, you will need to
get a Simulation ID from me. I will announce this information via
Canvas prior to October 2 (Friday) or whenever I obtain the Simulation
ID from the simulation owners (whichever is earlier).
 The simulation presents you with a range of issues that you should address from a broad
stakeholder perspective. The more you take into account the interests and needs of the
firm’s broad range of stakeholders, the better you will perform on the simulation.
 There are 5 years of operations in the simulation. After each year’s simulation session,
you will receive a summary of your individual results and (quantitative and qualitative)
feedback. You can also see how others are performing. The scores on the platform are
cumulative. For example, the score you receive after submitting year 2 decisions will be
where you start in year 3.
 For each of the 5 years of operation, 4 points will be given out to everyone who
successfully completes the simulation, and 0 points otherwise.
o In each year, students are required to submit their decisions.
 There is also an optional summary memo wherein you briefly explain
the decisions you made each round. These memos are optional, but are
recommended as they will help you better prepare for video reflection.
o I expect students to start AND end the Strategic CSR simulation in class.
However, students can start preparing early.
o Strategic CSR Simulation Year 1:
 Simulation page opens on October 15 (Thursday). 1:20 PM.
 Completion deadline is October 19 (Monday), 1:20 PM.
 Results will be available to you on October 22 (Thursday), 1:20 PM.
 Simulation page opens on October 29 (Thursday), 1:20 PM.
 Completion deadline is November 2 (Monday), 1:20 PM.
 Results will be available to you on November 5 (Thursday), 1:20 PM.
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 Simulation page opens on November 5 (Thursday), 1:20 PM.
 Simulation page opens on November 12 (Thursday), 1:20 PM.
 Simulation page opens on November 19 (Thursday), 1:20 PM
 1.5 points will be given out to students whose final (after year 5) total stakeholder score is
equal to or beyond 1,000 (NB: This is the key performance indicator on this simulation
platform). An additional 1.5 points will be given out to students whose final (after year 5)
total stakeholder score is equal to or beyond 1,100.
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Video Reflection: 15 points

 At the end of the semester (and after the completion of all five strategic CSR simulation
sessions), each student will be asked to submit a video reflection.
o This video reflection is all about the Strategic CSR Simulation. You are not
required to include what you did in the Change Management Simulation.
 Length: 6~7 minutes
 Format: You can be creative in what to put in the video or how to film it. For example,
you can create a Zoom meeting/webinar, record yourself presenting, and then submit the
recorded mp4 file. You can use your phone camera to film yourself. You can convert a
pptx file into a video file. Just make sure the video file can be played in common media
player software (e.g., VLC media player).
 This video reflection replaces in-class (individual or group) presentation that would have
taken place under usual circumstances. I do want to hear what you are saying and see
what you want to show me clearly and easily. That said, this video reflection is not a
visual art competition. There is absolutely no need to invest in fancy video editing,
special effects, or VR or 3D encoding.
 Video reflection submission due (via Canvas): December 3 (Thursday), 1:20 PM
o Late submission penalty:
 50% penalty if the video reflection is submitted after the deadline but
within 48 hours from the deadline.
 I will not accept late submission beyond 48 hours from the deadline.
 Details and Evaluation Guidelines for Video Reflection
o After the completion of all five strategic CSR simulation sessions, you will be
asked to submit a video reflection. The video reflection is worth 15 points (out
of 100) of your grade. This video reflection replaces in-class (individual or
group) presentation that would have taken place under usual circumstances.
o The video reflection should include explanation and justification of (1) what
decisions you made and (2) what you (as an individual) learned from those
decisions, drawing on the concepts and lessons we covered and discussed in
class.
 You will not have time to review and provide justification for all
decisions across five years. You may focus on a subset of decisions.
 I expect students to identify one or a few key issues in their video
reflection. A key issue is a question, topic, or a theme that was central
and important (“key”) to decisions you made and experiences you had
in the Strategic CSR Simulation. A key issue can be about one decision
or a bundle of decisions -- especially if you find a common theme
among them. Different people had different simulation experiences;
they will find different key issues. I suspect people will find key issues
for different reasons. Some will find something more personally
relatable; others will choose based on the qualitative feedback they
received; others will choose based on the impact on total stakeholder
score; others may use issue-prioritization model I briefly covered early
in the semester; others for other idiosyncratic reasons. I do not have
any preference for a particular way of identifying a key issue. In other
words, the way in which you choose a key issue will not impact your
video reflection score.
o Your video reflection will be graded on clarity, depth, and sensible use of
class content. To help you develop/prepare your video reflection, my
evaluation guidelines for the video reflection are also in the next page.
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Video Reflection Evaluation Guidelines (Total: 15 points)
I. Quality of “Explanation and Justification of Decisions You Made” Reflection (6.5

points)
 Do “explanation and justification” accurately summarize and reflect the actual decisions
the student submitted? (1.5 points)
 Is there a focus on key issues? (1 point)
 Does the presentation explain how the key issues were determined? (1 point)
 Are concepts, ideas, lessons, and theories covered in MGMT2130 appropriately used to
identify the key issues? (1.5 points)
 Are these [concepts, ideas, lessons, and theories covered in MGMT2130] correctly
explained? (1.5 points)
II. Quality of “Lessons Learned” Reflection (6 points)

 Do “lessons learned” follow logically from the Explanation/Justification and grounded in
the decision records and arguments presented? (2 points)
 Are examples and specific facts used to support key points? (2 points)
 Are these [examples and specific facts] relevant, clear, and concise? (2 points)
III. Quality of Delivery/Presentation (2.5 points)

 Are the arguments in the presentation well organized, clear, consistent, and complete? (1
point)
 Is the delivery engaging and persuasive? (1 point)
 Is the presentation length between 6 and 7 minutes? (0.5 points)
Note: Contact IA and me before the deadline if you encounter any problems.
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Class Participation: 1.5 points

 Students who participated in in-class discussion (e.g., responding to my question; or
responding to a classmate’s comment) will receive 1.5 points.
o If you participated in in-class discussion, please email IA on the same day that
you participated. Please briefly describe at about what time you spoke and
what you spoke so about that IA can verify your participation from the lecture
video.
o Class participation score for in-class discussion is capped at 1.5 points for the
entire semester.
o While I do monitor the chat box on Zoom during the lecture, what you write in
the chat box will not be counted toward your class participation score.
GRADE DISTRIBUTION
Distribution of course grades will be based on the University policies and Department
guidelines. Generally, and historically, the distribution of grades looks like this:
Grade Level of Achievement Percentage

A+, A, A- Excellent performance 0-27%
B+, B, B- Good performance 35-45%
C+, C, C- Satisfactory performance 28-38%
D Marginal pass 0-9%
F Fail 0-6%
Relatedly, I should mention that the University (since 2008) no longer have students graded
based on their relative ranking among other students in the same course (a.k.a grading on a
curve). For details about relevant information on University’s grading policies, please visit
http://qa.ust.hk/aos/index.html.
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COURSE SCHEDULE OVERVIEW
Week Date Topic Notes

1 September 7 Introduction to the Course
What is CSR? Why is it
2 September 14 Add/drop period: 7 – 19 September
important?
Ethics and Decision-
3 September 21 Making Online Individual Exercise
Stakeholder Theory (1)
4 September 28 Stakeholder Theory (2) Quiz #1
5 October 5 Change Management (1) Change Management Simulation (1)
Change Management (2) Change Management Simulation (2)
6 October 12 Strategic CSR Pre-simulation
Exercises
Implementing CSR Quiz #2
7 October 19
Strategic CSR Simulation Year 1
Change Management Simulation
8 October 26 NO CLASS Debrief Form
Corporate Rights and Strategic CSR Simulation Year 2

9 November 2
Responsibilities
Who Owns the Firm? Strategic CSR Simulation Year 3
10 November 9
Markets and Profit Quiz #3
11 November 16 Compliance and Strategic CSR Simulation Year 4
Accountability
Strategic CSR and Strategic CSR Simulation Year 5
12 November 23
Sustainable Value Creation
13 November 30 Course Summary Quiz #4
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WEEKLY READINGS, ACTIVITIES, & ASSIGNMENTS
Week #1: Introduction to the Course

o Pre-class reading
 Please read the entire syllabus carefully. There is nothing else for you to
prepare.
 On Canvas, you will see that there is one assignment (“student index card
(not graded)”). Do not worry -- this is something we will do together in
our first class.
o In-class reading
 Business Roundtable “Statement on the Purpose of a Corporation”
(2019 edition), available from:
https://opportunity.businessroundtable.org/wp-
content/uploads/2019/12/BRT-Statement-on-the-Purpose-of-a-
Corporation-with-Signatures.pdf
o Student index cards

 I will distribute (via Zoom) empty student index cards in class.
 Please fill it, attach a recent photo on it, make it a PDF, and submit it via
Canvas. We will do this together in the virtual classroom.
 These cards are used only for the purpose of me trying to memorize your
names.
 If you missed this class, please email IA to get an empty card.
 I encourage you to submit the student index card, although
submitting or not submitting it does not carry any weight into your
final grade.
 The option to submit the student index card via Canvas will expire at
11:59 PM (HKT) on September 30, 2020 (Wednesday).
Week #2: What is CSR? Why is it important?

o Pre-class reading
 Textbook chapter 1
 Aneel Karnani, “The case against corporate social responsibility.” Wall
Street Journal (August 23, 2010). A PDF version of the document will be
posted on Canvas on the previous week’s Friday or Saturday.
 Aneesh Raghunandan and Shiva Rajgopal, “Is There Real Virtue Behind
the Business Roundtable’s Signaling?”, Wall Street Journal (December 2,
2019). A PDF version of the document will be posted on Canvas on the
previous week’s Friday or Saturday.
 Business Roundtable “Statement on the Purpose of a Corporation” (1997
edition), available from: http://www.ralphgomory.com/wp-
content/uploads/2018/05/Business-Roundtable-1997.pdf
Week #3: Ethics and Decision-making & Stakeholder Theory (1)

o Pre-class reading: Textbook chapter 3
o Online Individual Exercises

 We will do 1~2 online exercises together.
16
 Your performance in these exercises does not carry any weight into your
final grade.
 Please make sure you have access to your UST email, so you can receive
an individualized Qualtrics link.
 Due to copyright issues, the exercise materials will not be posted on
Canvas (and Zoom recording will be paused during the exercise).
Week #4: Stakeholder Theory (2)

o Pre-class reading: Textbook chapter 4
o Quiz #1
Week #5: Change Management (1)

o Pre-class reading
 “Fire Starters” (https://www.fastcompany.com/38400/fire-starters)
 Change management simulation materials
 The “How to Play” video
 The “How to Play” guide
 The “Foreground Reading”
 Scenario Introduction
o Change Management Simulation (1)
Week #6: Change Management (2)

o Pre-class reading
 Summary of Malcolm Gladwell’s “The Tipping Point”
 You can choose one between the two
o https://innovationlabs.com/tipping_point.pdf
o https://brandgenetics.com/the-tipping-point-speed-
summary/
o Change Management Simulation (2)
Week #7: Implementing CSR

o Pre-class reading
 Textbook Appendix (“Implementing CSR”)
o Quiz #2
o Strategic CSR Simulation Year 1
Week #8: NO CLASS

o Change Management Simulation Debrief Form
Week #9: Corporate Rights and Responsibilities

o Pre-class reading
Week #10: Who Owns the Firm?

o Pre-class reading
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Week #11: Markets and Profit & Compliance and Accountability

o Pre-class reading
 Textbook chapters 7 & 8
o Quiz #3
Week #12: Strategic CSR & Sustainable Value Creation

o Pre-class reading
 Textbook chapters 10 & 12
Week #13: Course Summary

o Pre-class reading: None
o Quiz #4
[Optional] If you would like to be in a breakout room with certain classmates during any of
the simulations (i.e., Change Management Simulation (1) and (2), or Strategic CSR
Simulation Years 1-5), one person from that group (2 or more people) can email IA by the
previous week’s Friday 11:59 AM to request. The rest of the class will remain in the main
classroom, where I will primarily be.
18

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The instructor reserves the right to revise the syllabus as needed (last updated: September 1, 2020).

MGMT 2130: BUSINESS ETHICS AND SOCIAL RESPONSIBILITY

Yong H. KIM Peter YIP

INTENDED LEARNING OUTCOMES

Change Management Simulation:

Strategic CSR Simulation:

Lecture Videos, Lecture Notes, and Other Relevant Materials:

OUR MUTUAL RESPONSIBILITIES

Your responsibilities are to:

In turn, I pledge to:

ACCOMMODATIONS FOR STUDENTS WITH DISABILITIES

CLASS ATTENDANCE POLICY

CLASS PARTICIPATION POLICY

The best class comments…

OFFICE HOURS AND EMAIL INQUIRY GUIDELINES

Quizzes: 37.5 points

Change Management Simulation: 19 points

Strategic CSR Simulation: 27 points

o Strategic CSR Simulation Year 3:

Video Reflection: 15 points

Video Reflection Evaluation Guidelines (Total: 15 points)

I. Quality of “Explanation and Justification of Decisions You Made” Reflection (6.5

II. Quality of “Lessons Learned” Reflection (6 points)

III. Quality of Delivery/Presentation (2.5 points)

Class Participation: 1.5 points

Grade Level of Achievement Percentage

COURSE SCHEDULE OVERVIEW

Week Date Topic Notes

Corporate Rights and Strategic CSR Simulation Year 2

WEEKLY READINGS, ACTIVITIES, & ASSIGNMENTS

Week #1: Introduction to the Course

o Student index cards

Week #2: What is CSR? Why is it important?

Week #3: Ethics and Decision-making & Stakeholder Theory (1)

o Online Individual Exercises

Week #4: Stakeholder Theory (2)

Week #5: Change Management (1)

Week #6: Change Management (2)

Week #7: Implementing CSR

Week #8: NO CLASS

Week #9: Corporate Rights and Responsibilities

Week #10: Who Owns the Firm?

Week #11: Markets and Profit & Compliance and Accountability

Week #12: Strategic CSR & Sustainable Value Creation

Week #13: Course Summary

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