Starbucks’ International Operations Case Study - 1636 Words

1. Analyze entry strategies adopted by Starbucks. Starbucks adopted three different entry strategies: licencing, joint ventures and wholly owned subsidiaries. Looking at the list of the countries in which the company is present and modes of entry to each of them, we can notice that a company hardly ever decides to open their own subsidiary. It is understandable, as this mode of entry is connected with highest risk and costs. Starbucks was able to use this strategy in Canada because of some similarities to the American market. Taking into account small geographical distance between the countries, similar history and culture as well as customers’ values and lifestyles, and the same language, Starbucks could have decided that the risk is†¦show more content†¦It seems that it wanted to adopt the same strategy internationally and open as many stores as possible. However, i think they didn’t exactly realize how different foreign markets were. There are huge differences between countries in Europe or Asia, so they ca n’t be treated as one identical market. The customers have different coffee drinking habits and are used to local places offering coffee. Starbucks expected they will be able to attract more customers and that people easily shift from traditional to a new product. It overestimated demand for their coffee and underestimated competition. I think they didn’t analyze and manage this kind of risk. Perhaps they wanted to grow too fast and open too many stores while they didn’t know exactly what the future demand would be (sometimes customers are attracted to a new product only at the beginning, then they come back to the old one, they know). They also didn’t consider and prepare they licensing and joint ventures agreements very carefully, as they dicovered later how disadvantageous for the company they were. But in my opinion it is too early to say that Starbucks strategy failed. It entered the first foreign market in 1998, then next countries in 2000-2002. The case we analyze was written in 2003, which is only a couple of years after its internationalization. It is natural that at the beginning every company faces more risks than when it is well established in a country. And the best way toShow MoreRelatedInternationalisation of Starbucks1051 Words   |  5 Pagescoffee shops in Seattle as the director of retail and operations (Starbucks). Since then, Schultz s vision has transformed Starbucks into a transnational giant on a scale similar to the international growth experienced by McDonalds. By the end of 2006 the firm had a total 12,400 stores across 37 different countries (Starbucks 2006). In this essay I will explore the academic literature on international business and apply it to the case of Starbucks. I will conclude with a summary of the motivating economicRead MoreStarbucks Cor poration ( Loxcel Starbucks Map, 2016 Essay1207 Words   |  5 Pages STARBUCKS SATISH SARAVANAN VEERAVELU Northwest University: International Business BUSM 6123 11/1/2016 Professor Larry Walker â€Æ' Starbucks Corporation (Loxcel Starbucks Map, 2016) is an American coffee company and coffeehouse chain founded in Seattle, Washington in 1971. It operates 23,768 locations worldwide, including 13,107 in the United States, 2,204 in China, 1,418 in Canada, 1,160 in Japan and 872 in South Korea (as of Jan 8, 2016). Starbucks (Peet s rides coffee s third wave Read MoreEssay on Starbucks Case 1724 Words   |  3 PagesCase Study #1: STARBUCKS Seattle, Washington QUESTION #1 So, what does Starbucks need to do to return to growth and profitability? Should it lower prices? Should it expand its menu? What should be its strategy? In order for Starbucks to return to growth and profitability they should focus on the cost structure and tackle the net margin issue which would increase its Return of Equity and make a better use of its existing assets to increase its Return of Assets. A strategy of this wouldRead MoreStarbucks Case Study 31195 Words   |  5 PagesStarbucks case study 3 Q1. What type of departmentalization are being used? Explain your choices. Ans. Types of departmentalization being used are : a. Retail Expert b. Administrative c. Manufacturing d. Sales amp; Marketing Q2. Do you think it’s a good idea to have a president for the US division and for the international divisions? What are the advantages of such an arrangement? Disadvantages? Ans. Yes, it will be good idea to have a president for US division and internationalRead MoreStarbucks International Operations1258 Words   |  6 Pagesgiving proper credit to any outside assistance received in its preparation; 4. I cited sources of information (e.g., data, ideas, charts, etc.) and used this material to support this document. Case Study 5: Starbucks International Operations 1. World wide operations of Starbucks Starbucks created a very interesting and ultimately profitable concept to the United States when Schultz bought the company in 1987. He decided that he needed to introduce corner coffee bars such as the onesRead MoreStarbucks, An American Coffee Company1439 Words   |  6 PagesStarbucks, an American coffee company which was established in the year 1971. At that time it has only one store in Seattle’s Historic Pike Place Market, Washington. It covered a long journey from that single store to hundreds and thousands of stores in different countries. It has 9 stores in Seattle till 1987. The professional management and strategies used by Howard Schultz made the company globally successful. The result of his efforts lead to the expansion of stores from 400 in US to 4700 inRead MoreSwot Analysis of Starbucks and Future Scenarios That May Affect Their Success.866 Words   |  4 PagesO.N Week 3 assignment Bus520 SWOT Analysis of Starbucks and Future Scenarios that May Affect Their Success. The complete SWOT analysis that analyzes Starbucks’ current situation and future prospects are as follows: Strengths: ââ€"  Product diversification ââ€"  Established logo, developed brand, copyrights, trademarks, website and patents ââ€"  Company operated retail stores, International stores (no franchise) ââ€"  High visibility locations to attract customers ââ€"  Valued and motivated employeesRead MoreStarbucks in China Case Study1580 Words   |  7 PagesCase - Starbucks in China Group 11 21-10-2012 Q1) Do you think Starbucks is a global company? Why or why not? Starbucks is one of the largest coffee shop chains in the world. In 2005 it was the leading coffeehouse retailer in the world with operations in 34 countries outside the US, counting 10.241 coffeehouses. Starbucks began its international expansion with Japan in 1995. We think Starbucks is a global company. Throughout the answer we will use Starbucks’ value chain activities to explainRead MoreCase Study Martin Textile Starbuck1000 Words   |  4 PagesQ1. What constitutes operation for your organization of which you are a member, or your place of business? Q2. Why is globalization seen as a panacea to world problems by some and an instigator of problems by others? What responsibilities should corporations have toward the country in which they operate? To their country of origin? CASE STUDY 1 MARTIN TEXTILES Question 1 Economic cost The production cost that is labour cost if Martin Textile shift its production to Mexico will be reducedRead MoreInternalization Strategies of Starbucks1727 Words   |  7 Pagesï » ¿ History and Progress of Starbucks Internationalization in China Emerging Market Cultural Environment Starbucks articulated an entry strategy that was designed to be as inoffensive to the Chinese culture as possible. Instead of taking the conventional approach with advertising and promotions which could have been seen by potential Chinese consumers as attacking their culture of drinking tea they positioned stores in high-traffic and high visibility locations. Fowler, (2003) assert that in

Customers Desire Seamless Shopping Experiences - 1622 Words

Customers desire seamless shopping experiences. According a Gartner study, â€Å"89% of marketing leaders expect to compete primarily on the basis of customer experience.† For better consumer interactions, businesses must resolve the issues hindering buyers from making purchases. This means eliminating unnecessary headaches, like on-screen distractions and slow page loading times. Friction impedes customers from making purchases. Essentially, these obstacles deter people from buying your products. For example, forcing a visitor to create a login persuade the individual not to complete the transaction. Sources of friction can happen in every stage of the customer journey. So, learn how to remove these roadblocks to transform the customer experience. Here are seven ways to move customers through your conversion funnel: 1. Set Strategic Goals Salesforce revealed that â€Å"86% of senior-level marketers say that it’s absolutely critical or very important to create a cohesive customer journey.† If you’re ready to tackle the friction that is causing customers to leave your site, start with understanding the â€Å"why† and â€Å"how† behind their expectations and perceptions. Set a clear path with strategic goals. Illustrate your customer’s goals at each stage. Then, determine whether those goals evolve as the journey progresses. For instance, a prospective B2B SaaS customer may want extensive information about the product, whereas a long-term customer may need a refresher on how to use oldShow MoreRelatedSmartphone Penetration Is Contributing Towards The Growth Of The Industry1004 Words   |  5 PagesIn the last few years, online shopping has secured consumer buying power with the help of mobile devices. 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In many cases, a business website just needs a few user interfaceRead MoreTaking a Look at Style Kaleidoscope Inc.2654 Words   |  11 PagesContents COMPANY DESCRIPTION 2 BUSINESS MISSION 3 MARKETING OBJECTIVE 3 SITUATION ANALYSIS 4 Industry Analysis 4 Trends 4 Competitors 4 Customer Profile 5 SWOT Analysis 5 Strengths 5 Weaknesses 5 Opportunities 6 Threats 6 TARGET MARKET STRATEGY 6 MARKETING MIX 7 PRODUCT: 7 PRICE: 8 PLACE: 8 PROMOTION: 8 MARKETING RESEARCH 9 ORGANIZATION STRUCTURE AND PLAN 9 REVENUE 10 COMPANY DESCRIPTION Maitreyee Raje founded Style Kaleidoscope Inc., a technology startup establishedRead MoreManagement Functions of Macys1582 Words   |  6 Pagesthat associate may need to improve. The scorecard allows management to pinpoint precisely what metrics are hindering company or department performance. Through this knowledge, management can move to the next functions of organizing and leading in a seamless manner (Price, 2012). 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Peoplesoft Messaging Server Free Essays

string(45) " at see if any associated handler is booted\." Contents PeopleSoft Messaging Server Settings Guide1 Contents2 Introduction Introducing the PeopleSoft Messaging Server3 Messaging Server Processes4 Configuring Messaging Servers in PSADMIN4 Understanding Dispatcher Parameters5 Understanding Handler Parameters7 Understanding Integration Broker Parameters8 Minimum and Recommended Values. 9 Edit History10 Introduction Introducing the PeopleSoft Messaging Server PeopleSoft Messaging Services exist on the application server and are the heart of the Integration Broker. Before using Integration Broker, you must configure and start the Messaging Server, aka PUB/SUB. We will write a custom essay sample on Peoplesoft Messaging Server or any similar topic only for you Order Now Although the server processes devoted to your messaging system are all part of the larger application server domain, they comprise a distinct set of processes that aren’t involved with the ordinary transactions associated with PIA connections. Six processes of two different types, dispatchers and handlers, are combined in pairs to produce the messaging servers needed for transmitting messages throughout your messaging system. Each messaging server is a different type. A set of three — a publication broker, a publication contractor, and a subscription contractor — constitute the messaging server set required by Integration Broker. Following is a listing of the generic names for the processes: Messaging ServerDispatcher NameHandler Name Publication Broker (BRK)PSBRKDSPPSBRKHND Publication Contractor (PUB)PSPUBDSPPSPUBHND Subscription Contractor (SUB)PSSUBDSPPSSUBHND PeopleSoft delivers default PUB/SUB services with _dflt added to the above naming convention. For example PSBRKDSP_dflt. It is recommended that you use these services unless you have a specific need for dedicated handlers. To boot PUB/SUB use PSADMIN to configure your domain and simply answer Y to the following question at the end of the configuration process: Command to execute (1-7, q) : 4 Do you want the Publish/Subscribe servers configured (y/n)? [y]:y For typical implementations, there is no need to configure custom or additional dedicated messaging servers as the default messaging services will handle all basic messages. Please see the last section of this guide for recommended values More information about managing the application server can be found in the PeopleSoft Server Tools Administration Peoplebook. Additional Information available in Peoplebooks under: Home PeopleBooks Library PeopleSoft Integration Broker Configuring the Messaging Messaging Server Processes There are a variety of server processes devoted to application messaging. If you are not implementing the application messaging technology then you may skip through the delivered, default server processes. The delivered server processes are: †¢PSBRKDSP †¢PSBRKHND †¢PSPUBDSP †¢PSPUBHND †¢PSSUBDSP †¢PSSUBHND These server processes act as brokers, dispatchers, and handlers of the messages in your messaging system. For the purposes of this paper we will divide these into two categories: Dipatchers and Handlers. Configuring Messaging Servers in PSADMIN This section provides overviews of messaging server configuration, dispatcher parameters, and handler parameters. Understanding Messaging Server Configuration Once you create dedicated messaging servers, you must configure their dispatcher and handler processes so they boot when you start the application server. You configure these processes using PSADMIN just as you do any other server process that runs on the application server. Before you attempt to configure additional messaging server processes, you should be familiar with the other server processes that run on the application server. For more information, please see Peoplebooks Working With PSADMIN Menus. As stated earlier, two types of server processes comprise each messaging server: a dispatcher and a handler. Each process type requires you to set a different set of parameters. Most of the parameters are similar to other server processes, such as PSSAPPSRV, but some parameters are specific to messaging servers. Note. The following sections also apply to the _dflt messaging server processes. Only one parameter is different between a dedicated messaging server process and its _dflt counterpart: the Channels parameter, which enables you to add message channels to the channel list. The _dflt server processes can’t be associated with any specific message channel. Understanding Dispatcher Parameters There are three generic process types that are the basis for all dispatcher processes: †¢PSBRKDSP — the publication broker dispatcher. †¢PSPUBDSP — the publication contractor dispatcher. PSSUBDSP — the subscription contractor dispatcher. The following parameters apply to all three process types. Recycle Count Specifies the number of times each dispatcher process will be executed before being terminated (intentionally) by the system and then immediately restarted. Servers must be intermittently recycled to clear buffer areas. The time required to recycle a server is negl igible—occurring in milliseconds. Recycle Count does not translate into a native Tuxedo parameter in the PSAPPSRV. UBB file. Instead the value is stored in memory and is managed by the system. Allowed Consec Service Failures This option allows for dynamic server process restarts in the event of service failures. To enable this option, enter a number greater than zero, and to disable this option enter 0. The default value for this parameter is 2. The value you enter is the number of consecutive service failures that will cause a recycle of the server process. This is a catchall error handling routine that allows a dispatcher to terminate itself if it receives multiple, consecutive, fatal error messages from service routines. Such errors should not occur consecutively, but if they do it indicates that the server process needs to be recycled or cleansed. A â€Å"Retry† message appears when the number of service failures you specified occurs. Handler Status CheckcountHandler check count is used to determine how often the dispatcher should look to get the number of associated handlers. The value of Handler Status Checkcount is the number of cycles that the dispatcher will perform before reading the MIB and getting the number of associated handlers. This comes into play when the number of handlers change (add more, some crash etc. by having the proper count , the dispatcher can queue up messages to the handler more efficiently. Also if there are no handlers, then the dispatcher will not queue up any publications causing the application server log to fill up. For 8. 4 it is simply used to determine if there are any handlers, and if not don’t send the message to the handler. This is to eliminate a ny the informational messages in the appserv. log if the handlers are down. For 8. 42 it is used to merely look at see if any associated handler is booted. You read "Peoplesoft Messaging Server" in category "Essay examples" Going forward 8. 3 it will be used as one of the determinate of how much work should the dispatcher send out at one time. Scan IntervalSpecifies the number of seconds between scans of the work queue when idle. The scan interval is necessary to detect messages published from two-tier connections, because when a message is in the queue the broker server doesn’t receive a notice of the publication. A scan interval is required to make sure that two-tier messages get processed in a timely manner. The scan interval is analogous to the Process Scheduler polling the Process Request table. In addition, the scan interval detects messages that have been resubmitted after an error, for example. Decreasing the scan interval will decrease latency for two-tier publishes and error recovery Ping RateUsed for PSPUBDSP only. After this many seconds of inactivity, the server will scan the database queues and restart any stalled/crashed items. The scan rate and Ping rate (as percentage) will determine the actual interval for pinging any unavailable remote nodes (algorithm used: Attempts * Ping Rate * Scan Inteval). Maximum Ping IntervalThe maximum Ping Interval (in Hours) is the maximum interval between subsequent attempted pings of any unavailable remote nodes. Memory Queue Refresh Rate PeopleSoft Integration Broker maintains current asynchronous messaging queues in system memory for quick access. On rare occasions these cached queues can become corrupted, at which point they must be refreshed from the Integration Broker data tables. The likelihood and frequency of cache corruption depends on a combination of factors specific to your messaging system. If you need to periodically refresh the in-memory queues, you can use this parameter to tailor the frequency of the refresh to fit your situation. Each dispatcher on your system has its own queue. For each queue you set the rate equal to the number of dispatch attempts that must occur before the queue is refreshed. The refresh occurs only when the specified number of dispatch attempts is reached for a given message channel. For example, with a memory queue refresh rate of 8, multiple channels could have up to seven dispatch attempts each without triggering any refresh. The following settings are also significant: †¢A setting of 0 disables the refresh altogether. This is the default value. A setting of 1 triggers a refresh immediately after every dispatch attempt, effectively disabling memory caching. Restart Period Specifies the number of seconds between restart attempts on Started items in the work queue. An item which stays in Started state for more than a few seconds might be stalled — for example, the service request might have been lost, or the handler might have crashed. Decreasing the restart period will reduce the latency for recovering stalled items with a status of Started. However, under high load, items might stay in the Started state longer than normal for valid reasons — all the handlers might be busy, and the handler service request for the item might be queued at the Tuxedo level. Setting the restart period too low will result in redundant restarts — the dispatcher will dispatch the item again, even though the original request is still in the Tuxedo queue. A small number of extra restarts is benign, but at higher volumes, the unnecessary restarts can fill up the queue and block real requests. The formula for a reasonable value for the Restart Period is: ((incoming requests per second) / (# of handlers)) * (average processing time per request) For example, if you have an incoming rate of twenty per second, and you have four handlers, each handler will be busy processing one item and will have four others waiting in the queue. A new item will have to wait for the currently processing item, plus the four enqueued items, before it will be processed. If each item takes 10 seconds to process, the new item will stay in â€Å"started† status for approximately 50 seconds before the handler works on it. If it stays in â€Å"started† status longer, it’s likely that the request to the handler has been lost, and the item should be restarted. Understanding Handler Parameters There are three generic process types that are the basis for all handler processes: †¢PSBRKHND — the publication broker handler. †¢PSPUBHND — the publication contractor handler. †¢PSSUBHND — the subscription contractor handler. The following parameters apply to all three process types. Min Instances Specifies the number of handler server processes started at boot time. Max Instances Specifies the maximum number of handler server processes that can be started or spawned. Service Timeout Specifies the number of seconds a handlers waits for a service request before timing out. Service Timeouts are recorded in the TUXLOG and APPSRV. LOG. In the event of a timeout, the handler terminate itself and Tuxedo automatically restarts the process. Recycle Count Specifies the number of times the system executes each server before PeopleSoft intentionally terminates the process. Server processes must be intermittently recycled to clear buffer areas. The time required to recycle a server is negligible—occurring in milliseconds. Recycle Count does not translate into a native Tuxedo parameter in the PSAPPSRV. UBB file. Instead the value is stored in memory and is managed by PeopleSoft. Allowed Consec Service Failures This option allows for dynamic server process restarts in the event of service failures. To enable this option, enter a number greater than zero, and to disable this option enter 0. The default for this parameter is 2. The numerical value you enter is the number of consecutive service failures that will cause a recycle of the server process. This is a catchall error handling routine that allows a handler to terminate itself if it receives multiple, consecutive, fatal error messages from service routines. Such errors should not occur consecutively, but if they do it indicates that the server process needs to be recycled or cleansed. A â€Å"Retry† message appears when the number of service failures you specified occurs. Max Retries Specifies the maximum number of times the server should attempt to restart a failed action. This parameter prevents a bad item from continuously crashing a handler process — its counter is incremented when the handler sets the status to â€Å"working,† but before it actually starts processing the item. Understanding Integration Broker Parameters The following parameters applies to the Integration Broker technology. Min Message Size for Compression The Min Message Size for Compression parameter enables you to configure the threshold of message before the system compresses the message. Local Compression The integration engine compresses and base64 encodes messages destined for the PeopleSoft listening connector on its local integration gateway, based on a setting for the application server domain in the PSAPPSRV. CFG file, which you can configure using the PSADMIN utility. The setting is a threshold message size, above which messages will be compressed. PSADMIN presents the setting as follows: Values for config section – Integration Broker Min Message Size For Compression=10000 Do you want to change any values (y/n)? [n]: The value is the message size in bytes; the default value is 10000 (10 KB). You can specify a setting of 0 to compress all messages. See Understanding Application Server Domain Parameters. Note. This setting has no effect on the compression of messages that the integration gateway sends using its target connectors. Information Set Profiling information for both Sync and Async processing External Configuration Set External Configuration =Y if you run the Pub/Sub processes on a different domain then where the appserver processes are run for PIA/ PORTAL. This will enhance the Integration Broker performance for Asynchronous processing Minimum and Recommended Values. Specific application server tuning needs vary by customer site based on volume and server capacity. Requests for tuning issues and assistance should be addressed to Peoplesoft Consulting. However, some specific information is available below: PSAPPSRV should have a minimum of 3 instances booted when starting Pub/Sub. PSBRKDSP/HND settings should be sized up. A minumum of 3 instances should be used for all application messaging scenarios. For one particular customer I recommend increasing the PSBRKHND settings to 10/10. Same with the PUB and SUB handler settings: set min/max of 10/10. Other customers have used as many as 20 instances for PSSUBHND. This is generally a tuning issue, and settings vary greatly from site to site. Recycle count: For dispatchers this should always be 0. For Handlers this can be 0, or reduced based on need. A single handler is restarting itself after this number services (this is not the number messages, but the number of calls from the tuxedo service). Setting this too low can create performance problems. When a service recycles itelf, all requests must wait for the handler to come back up and re-submit. It is generally recommended using 0 for this value. Otherwise a high number like 100,000 is recommended unless memory problems are encountered in which case this value can be lowered. Restart Period. Since restart period controls how long before a started item will be resubmitted, dispatcher requests may be resubmitting themselves over and over again resulting in a higher queue number. This can be adjusted by changing Restart Period=5 to a higher number. Customers will need to play with this and monitor results, but setting this to 120 would be better than the delivered 5 second interval, especially when using a lower value recycle count. How to cite Peoplesoft Messaging Server, Essay examples

Business Communication for Citizenship - MyAssignmenthelp.com

Question: Discuss about theBusiness Communicationfor Citizenship. Answer: Introduction Individuals are bound to abide by certain ethics for surviving within the society. These ethics judge the personality of the person, which proves beneficial for in the future life. Speculation of the issue from the business perspective, abiding by the ethics reflects the attempt to preserve the organizational values (Jondle, Ardichvili Mitchell, 2014). Viewing it from other perspective, ethical Considerations help the business personnel, especially the managers to set a good example for the employees in terms of Communication. This report, through the example of a newspaper article, provides an insight into the business ethics, which maintains the stability between the organizations and their associate partners. Article Review on Ethical Issues of Woolworths In an age of competition, reputed retailer like Woolworths is undergoing a fate, where the employees are losing their jobs. Indulging in joint ventures with the media personnel reflects the intensity of the issue, which has stained the reputational status. Outpouring of the encountered experience by the manager can be considered as a confession for inferior quality management (Bbc.co.uk, 2017). The issue of poor management is a violation of the norms, which the business personnel are bound to follow. The selection of adherence and compliance to law holds equal importance in the Current business sphere, where the personnel are only concerned about winning the Competitive rat race. This projects the selfish side of the personnel, which aligns with the characteristics of business officials. The declaration of news releases projects the helpless condition of the Company during the intense crisis period. Achievement of negative outcomes from the Human Resource department compels the manager to knock the doors of the media in search of financial aid and assistance (Bbc.co.uk, 2017). In such a situation, pressurizing the employees to work for more hours is an unjustifiable command, which highlights the Hitler like characteristics of the higher authorities of Woolworths. This characteristic shade acts as a deviation from the usual conventions of business ethics. Herein lays the appropriateness of the quotation, Is this treating a workforce in crisis with dignity and respect? Moreover, the character of the administrative authorities in this context can be correlated with the act of carelessness towards the preservation of the Core organizational values (Crane Matten, 2016). This situation made the employees of Woolworths independent. Typical examples are closing the door, which helped the staffs to reflect on the alternative ways and means of carrying out the business procedures (Hartman et al., 2014). The lack of communication between the employees and the staffs destroys the employment purpose for the Woolworths. The adjective cunning might be an intentional approach towards violating the ethics for clearing off the remaining stock (Bbc.co.uk, 2017). Remaining tight lips in terms of firing the employees is the biggest mistake. Instead if the employees were trained by the managers, the communication gaps would have been filled. According to Kim Krishna, (2017), lack of oriental approach in this context reflects the unwillingness towards restoration of normalcy. Maintenance of consistency in this context questions the longevity of the company and the success it has achieved in the past. Conclusion This report has proved successful in providing an insight into the business ethics, around which the personnel are trapped for luring the buyers. The case of Woolworths acts as a live example for the contemporary brands in terms of preserving the core organizational values. Violation of the ethical considerations would strand the company in a lone island, devoid of basic necessities for carrying out the business activities. References https://news.bbc.co.uk/2/hi/talking_point/7788729.stm Bbc.co.uk (2017). Woolworths: Your stories. Retrieved 22nd May 2017 from https://news.bbc.co.uk/2/hi/talking_point/7788729.stm Crane, A., Matten, D. (2016).Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Hartman, L. P., DesJardins, J. R., MacDonald, C., Hartman, L. P. (2014).Business ethics: Decision making for personal integrity and social responsibility. New York: McGraw-Hill. Jondle, D., Ardichvili, A., Mitchell, J. (2014). Modeling ethical business culture: Development of the ethical business culture survey and its use to validate the CEBC model of ethical business culture.Journal of Business Ethics,119(1), 29-43. Kim, S., Krishna, A. (2017). Communication or action? Strategies fostering ethical organizational conduct and relational outcomes.Public Relations Review.