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The Centre has offices in Australia (Sydney and Melbourne) and has an associate in Hong Kong. The Centre’s team manages activities, research and peer-to-peer networks across the Asia Pacific region

The Centre for Corporate Public Affairs is the only entity of its type internationally, connecting, via corporate membership, the corporate public affairs function in Australia, Asia, New Zealand and across the world. We work in the Asia Pacific to assist our member organisations embrace best practice public affairs structures, strategies, approaches and modus operandi.

Our research, professional development programs, events and international thought leadership opens doors to help organisations and practitioners build and apply corporate public affairs as a core management tool and function.

The Centre is the organisation for professionals working in corporate environments in government affairs, media and stakeholder relations, corporate social responsibility/corporate citizenship, issues management, internal communications and reputation management. We are also developing a Chapter of the Centre for public sector organisations and agencies with public affairs management functions.

Our regular professional development offerings and connection events to bring the profession together have been cited as best practice internationally.

Four myths about business ethicsND


Chris MacDonald, CSR-NEWS, 6 December 2010

Four major myths about business ethics have been identified and debunked. The first is that the term ‘business ethics’ is an oxymoron. This is incorrect, as commerce is quite literally impossible without ethics. Every single commercial transaction requires some level of trust, which requires a shared commitment to ethical behaviour. The second myth addressed is the idea that ethics is ‘just a matter of opinion’. In fact, on many ethical issues there are actually better and worse answers which need to be talked through. The third myth is that there’s no such thing as ‘business’ ethics, as ethics should be consistent everywhere. In fact, business has unique characteristics, such as the fact that large companies have the potential to do significant harm to stakeholders and the environment. The final myth addressed is the perception that business ethics is just a matter of regulation. The reality is that there are behaviours that are legal but unethical, and also those that are illegal but ethically okay. For more information see www.csr-news.net

Why be an ethical company? They’re stronger and last longerND


Vivek Wadhwa, BusinessWeek, 17 August 2009

Companies should adopt a sense of higher purpose that can be filtered down into strategy and risk management. Survivors of the recent Wall Street collapse are typically ‘straight shooter’ companies with a strong focus on responsibility, value for high-net worth individuals, and transparent cultures. Post-crisis, businesses should resist the temptation of reverting to short term goals, and learn from the financial crisis by developing a moral compass that incorporates all voices within the organisation. For more information see www.businessweek.com.

Oh, behave! Companies mastering ethics and compliance risksND


John Cummings, Business Finance, 8 September 2008

Companies are increasingly conducting ethics and compliance assessments and integrating them into their enterprise risk management programs (ERM). The assessments encompass a wide range of business functions and emphasise a shift from purely financial risk concerns. Global companies however are less able to offer protection from ethical and compliance risks due to localised cultural and linguistic constraints. For more information see www.businessfinancemag.com

The impact of technology on the ethics of business (special report)ND


Ethical Corporation, June 2007

Ethical Corporation has released a report on how technology is changing corporate responsibility — including its impact on reporting, supply chain monitoring, consumer interaction and employee engagement. The report also covers how companies are using blogs, online games and e-learning to achieve their CSR objectives. For more information, see www.ethicalcorp.com

McDonald’s offers ethics with those fries ND


Kerry Capell, BusinessWeek, 9 January 2007

McDonald’s 1,200 outlets in the UK now only sell coffee from growers certified by the Rainforest Alliance. Late in the year, the ethically sourced coffee will be available in more than 6,200 outlets in Europe. This is the latest initiative to overhaul the company’s image, increase customer trust, and position the company as a leader in the sustainability movement. In response to consumer backlash, McDonald’s Europe has also added organic products to its menus and insists that all of its European suppliers use only non-GM products and ingredients. For more information, see www.businessweek.com.

The myth of CSR: that profit never conflicts with principlesND


Deborah Doane, Business Ethics, Vol 19, No 4, March 2006

Deborah Doane’s paper on 'The Myth of CSR' challenges that the market can make good on short-term financial returns and positive social outcomes at the same time and that the ethical consumer will foster change. For more information, see www.business-ethics.com

The new ethics enforcersND


Joseph Weber, BusinessWeek, 13 February 2006

With corporate behaviour under intense scrutiny, we are seeing a ‘new species of executive’ — compliance and ethics officers who have much more power than the typical executive in this position. US company Computer Associates is one such company that hired a new chief compliance officer in order to avoid legal proceedings over an alleged accounting scandal. Compliance officers are more likely to come from a high-profile background with a good reputation (such as former judges and lawyers), are given complete access to the company and report to the CEO. Other US companies that have employed high-profile ‘ethics enforcers’ include AIG, Bristol-Myers Squibb, KPMG and Morgan Stanley. For more information, see www.businessweek.com

Business ethics are missing in actionND


Mirko Bagaric, The Daily Telegraph, 1 February 2006

The recent AWB scandal in Australia has prompted an ethics check. While many appear to be shocked about the scandal, Bagaric says this is surprising given the nature of business and the lack of morals and ethics education. Bagaric calls for the government to do more to enforce ethics education for the corporate sector. For more information see www.dailytelegraph.com.au

A view from the Top: Business ethics and leadershipRP



KPMG Australia report on Board perceptions of business ethics and leadership, based on interviews and research with members of company boards. This 15 page report is compact and takes a high-level snapshot of what the highest levels of organisations think about business ethics, corporate responsibility and the challenges for Boards in this area of 'soft' organisational values.
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2005 Oration - Taking Care of BusinessO


Dr Charles Fombrun

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Back to the drawing board: designing corporate boards for a complex worldL


Carter, Colin B., Lorsch, Jay W. (Harvard Business School Press, Boston, Mass., 2004)
With corporate boards under pressure around the world the authors outline an approach to board design that is applicable across countries, industries and businesses - yet can and must be customized to suit each board’s unique situation. Key headings include: Board Design - Time for Action - Struggling Boards - Best Practice Contradictions - Different Roles for Different Boards - Structures That Work - Building and Sustaining the Right Team - Building Knowledge and Using It Wisely - Behind Closed Doors - Getting Down to Work.

Business and society: corporate strategy, public policy, ethics (10th Ed).L


Post, J.E., Frederick, W.C., Lawrence, A.T. & Weber, J. (McGraw Hill, Inc., New York, 2002.)
An exploration of the relationship between business and society. The tenth edition of this title explores how stakeholders - managers, consumers, employees, and community members - try to understand, influence and shape business behaviour and social change. Headings include:- The Corporation in Society - Business and the Social Environment - Business and the Ethical Environment - Business and Government in a Global Society - The Corporation and the Natural Environment - Business and the Technological Change - Responding to Stakeholders - Social Issues - Case Studies in Corporate Social Policy

The link between stakeholders and business ethicsN


(Vol. 10 No, 1 2000)

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Anglo-American capitalism and the ethics of businessL


Barry, Norman (New Zealand Business Roundtable, Wellington, N.Z., 1999)
A book which analyses and appraises Anglo-American capitalism, and its dependence on generic morality which is sometimes expected to go beyond its narrow confines to take into account the needs of ‘society’ and the rights of shareholders. Key headings include:- The Rise of Business Ethics - The Corporation - Ethics and the Stock Market - Takeovers - Business Ethics and the Environment.

Reputation management: how top companies do itL


Fombrun, C. (Stern School of Business, New York University, New York. 1997.)
Results of a survey of large international companies in the United States, United Kingdom and Germany. Questions included:- “The Role of Constituents”, “Company Initiatives”, “Communicating with Constituents”, “Corporate Mission”, “Structural Issues”.

Reputation: realising value from the corporate image.L


Fombrun, Charles (Harvard Business School Press, Boston, 1996)
A study of how companies compete for prestige and achieve celebrity. It is divided into two parts, the first how companies compete for their reputation and concludes with a description of the ‘reputational audit’. The second part discusses how reputations are managed in practice through a variety of identity-shaping and image-making practices.

Business and society: corporate strategy, public policy, ethics (8th Ed)L


Post, J.E., Frederick, W.C., Lawrence, A.T. & Weber, J. (McGraw Hill, Inc., New York, 1996)
An exploration of the relationship between business and society. Headings include:- The Corporation in Society - The Corporation and Ethical Issues - The Corporation in a Global Society - The Corporation and Public Policy - The Corporation and the Natural Environment - Responding to Primary Stakeholders - Social Issues in Management - Case Studies in Corporate Social Policy.

The Sydney Papers.L


Various (Sydney Institute Publications P/L., Sydney, 1996)
A collection of lectures presented at the Sydney Institute during the winter of 1996. The texts are published in journal form, quarterly. Topics include:- Real Reform: The Government’s Industrial Relations Agenda - Leading Women? - Do just numbers make the difference? - Vietnam: The Communist Party Stocktake and Australia’s Interests - Technological Convergence - What does it mean for Global Medial Development - Social Values in the New Millennium - Business Ethics - What and Why? - Clarifying the Issues.

Common Wealth for the Common Good - The role of wealth creationL


Ralph, John (Unpublished)
Paper presented to “The Good Society” Bishops Comm. for Justice, Development and Peace, Sydney, 10/7/93. A paper outlining the role of the business sector in wealth creation and the importance of wealth creation based on ethical principles in creating a better society.

Business Ethics and the LawL


Coady, C.A.J. & Sampford, C.J.G. (The Federation Press, Sydney, 1993)
Collection of articles by academics and regulators concerning the introduction of formal ethical standards to commerce. Articles address possible approaches to business ethics, the role of regulation and the ethical contexts of commerce.

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About The Centre

The Centre for Corporate Public Affairs is the only entity of its type internationally, connecting, via corporate membership, the corporate public affairs and communication function across Australia, New Zealand and Asia. We assist our members embrace best practice public affairs structure and strategies.

Our research, professional development programs, events and international thought leadership opens doors to help organisations and practitioners build and apply corporate public affairs as a core management tool and function.

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