What you don't know can hurt you: the case for "special counsel" investigations

Article Abstract:

Numerous episodes of corporate misconduct in recent years have intensified longstanding debates over the ethics and social accountability of large business enterprises. Many corporations have responded to incidents of proven or suspected wrongdoing by retaining lawyers to conduct "special counsel" investigations, which often produce reports and findings that are made public or are provided to law enforcement and regulatory agencies. This article addresses special counsel investigations on two levels: first, their practical aspects, such as the potential risks and benefits to the corporation and its managers, and how the results can be used; and second, the potential role of such investigations as a credible means of corporate self-policing. It argues that in appropriate circumstances special counsel investigations can serve both corporate self-interest and the interest of society, but that both social and practical benefits depend upon management's willingness to ensure that they are genuinely objective, thorough, and professionally conducted. (Reprinted by permission of the publisher.)

Investigations, Corporations, Business enterprises, Outside counsel

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Myths about diversity: what managers need to know about changes in the U.S. labor force

Article Abstract:

Despite the recent attention to labor force diversity, there are widespread misunderstandings about current labor force trends. These misunderstandings can have detrimental effects on business and marketing strategies and on personnel policies. This article describes recent trends in U.S. labor force composition and likely future changes. It focuses on nine widespread myths which deal with the extent to which the U.S. labor force - and the U.S. population - are becoming more diverse; with immigration as a source of labor force diversity; and with the connections between economic situation of African Americans and immigration and diversity efforts. Finally, it notes that the real coming "shortage" will be in a steady supply of quality jobs. (Reprinted by permission of the publisher.)

Demographic aspects, Labor market, Labor supply, Labor force, Workplace multiculturalism, Workplace diversity

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If only we knew what we know: identification and transfer of internal best practices

Article Abstract:

One of the most effective avenues toward improvement is the process of internal benchmarking - identifying, sharing, and using the knowledge and "best practices" inside one's organization. But the process can be tricky and time consuming because of obstacles such as ignorance about resources or others' needs, a culture that values personal expertise more than knowledge sharing, and a lack of resources for implementation of best practices. This article explores how organizations conduct successful internal benchmarking, relating details ranging from requirements for successful transfer to lessons learned. (Reprinted by permission of the publisher.)

Management, Organizational effectiveness, Information management, Benchmarks, Benchmarking, Transfer of training

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