ALBERT J MILLS is Professor of Management and Director of the Sobey PhD Management Programme at Saint Mary's University. EMMANUEL RAUFFLET is Associate Professor of Management at HEC Montréal.

I often get asked, "What if we don't consider sustainability/do environmental management/implement a safety program?" by company managers and owners. This book is a sober warning of what could happen if businesses cut corners on social, environmental, ethical and regulatory standards. The book is split into four parts:- Part one covers "gray areas in the behaviour of businesses"; Part two looks at "business and local communities"; Part three explores "creating (or managing) crises"; and Part four looks at "gray areas in the global context". The editors have chosen an eclectic selection of case studies ranging from entrepreneurship and sexism to the responsibilities of (South African) mining companies and informal settlements, sub-standard underground mine safety, and lead-tainted toys. All of the case studies pose questions which do not always have clearly defined solutions, but illustrate the importance of dialogue with stakeholders (whoever they may be). The book also demonstrates the value of developing case studies as a means of identifying key management and communication strategies. So often, corporates will focus on a one way communication strategy which does not listen to responses and reactions. This often results in vital intelligence and status information being lost or not collected. A fascinating case study included in the book relates to Google's decision making on whether or not to enter the China market and locate a Chinese language version of the Google search engine on Chinese servers. The ethical questions raised here make absorbing reading. The Westray mine explosion case study was also a powerful tale of corporate deceit and irresponsibility. This book has many useful and thought provoking messages for Sustainability Mangers and directors dealing with corporate social responsibility and ethics issues. It will not provide all the answers but it will indicate what and how things can go wrong and provides a powerful motivation to understand the dynamics in your organisation and ensure that stakeholder communication channels are open and two way.

• 1. Gray areas in the behavior of businesses1.1. Leading the team out of the hazing blues yonder: the case of the Windsor Spitfire hockey teamFrancine K. Schlosser1.2. John Hamilton’s work and eldercare dilemma. Break the silence? Sustain the silence?Rosemary A. McGowan1.3. Hugh Connerty and Hooters: what is successful entrepreneurship?Mary Godwyn1.4. Antiquorum Auctioneers: building brands on ignorance?Benoit Leleux1.5. The Lidl international career opportunity: from dream to nightmare in eight weeksMatt Bladowski and Rosemary A. McGowan2. Business and local communities2.1. Food Lion vs. the UFCW: time for a change?Paul Michael Swiercz2.2. Manipulation, placation, partnership or delegated power: can community and business really work together when surface mining comes to town?Sherry Finney2.3. The smell of power: Yves Rocher in La Gacilly, FranceEmmanuel Raufflet and Monique Le Chêne2.4. Who takes responsibility for the informal settlements? Mining companies in South Africa and the challenge of local collaborationRalph Hamann3. Creating (or managing) crises3.1. The Westray mine explosionCaroline J. O’Connell and Albert J. Mills3.2. The story behind the water in Walkerton, OntarioElizabeth A. McLeod and Jean Helms Mills3.3. Dark territory: the Graniteville chlorine spillJill A. Brown and Ann K. Buchholtz4. Gray areas in the global context4.1 The dark side of water: a struggle for access and controlLatha Poonamallee and Anita Howard4.2. Mattel, Inc.: Lead-tainted toysAdenekan (Nick) Dedeke and Martin Calkins4.3 Google, Inc.: Figuring out how to deal with ChinaAnne T. Lawrence4.4. Genocide in Rwanda: Leadership, ethics and organizational `failure’ in a post-colonial contextBrad S. Long, Jim Grant, Albert J. Mills, Ellen Rudderham-Gaudet, and Amy Warren

ALBERT J MILLS is Professor of Management and Director of the Sobey PhD Management Programme at Saint Mary's University. EMMANUEL RAUFFLET is Associate Professor of Management at HEC Montréal.

I often get asked, "What if we don't consider sustainability/do environmental management/implement a safety program?" by company managers and owners. This book is a sober warning of what could happen if businesses cut corners on social, environmental, ethical and regulatory standards. The book is split into four parts:- Part one covers "gray areas in the behaviour of businesses"; Part two looks at "business and local communities"; Part three explores "creating (or managing) crises"; and Part four looks at "gray areas in the global context". The editors have chosen an eclectic selection of case studies ranging from entrepreneurship and sexism to the responsibilities of (South African) mining companies and informal settlements, sub-standard underground mine safety, and lead-tainted toys. All of the case studies pose questions which do not always have clearly defined solutions, but illustrate the importance of dialogue with stakeholders (whoever they may be). The book also demonstrates the value of developing case studies as a means of identifying key management and communication strategies. So often, corporates will focus on a one way communication strategy which does not listen to responses and reactions. This often results in vital intelligence and status information being lost or not collected. A fascinating case study included in the book relates to Google's decision making on whether or not to enter the China market and locate a Chinese language version of the Google search engine on Chinese servers. The ethical questions raised here make absorbing reading. The Westray mine explosion case study was also a powerful tale of corporate deceit and irresponsibility. This book has many useful and thought provoking messages for Sustainability Mangers and directors dealing with corporate social responsibility and ethics issues. It will not provide all the answers but it will indicate what and how things can go wrong and provides a powerful motivation to understand the dynamics in your organisation and ensure that stakeholder communication channels are open and two way.

• 1. Gray areas in the behavior of businesses1.1. Leading the team out of the hazing blues yonder: the case of the Windsor Spitfire hockey teamFrancine K. Schlosser1.2. John Hamilton’s work and eldercare dilemma. Break the silence? Sustain the silence?Rosemary A. McGowan1.3. Hugh Connerty and Hooters: what is successful entrepreneurship?Mary Godwyn1.4. Antiquorum Auctioneers: building brands on ignorance?Benoit Leleux1.5. The Lidl international career opportunity: from dream to nightmare in eight weeksMatt Bladowski and Rosemary A. McGowan2. Business and local communities2.1. Food Lion vs. the UFCW: time for a change?Paul Michael Swiercz2.2. Manipulation, placation, partnership or delegated power: can community and business really work together when surface mining comes to town?Sherry Finney2.3. The smell of power: Yves Rocher in La Gacilly, FranceEmmanuel Raufflet and Monique Le Chêne2.4. Who takes responsibility for the informal settlements? Mining companies in South Africa and the challenge of local collaborationRalph Hamann3. Creating (or managing) crises3.1. The Westray mine explosionCaroline J. O’Connell and Albert J. Mills3.2. The story behind the water in Walkerton, OntarioElizabeth A. McLeod and Jean Helms Mills3.3. Dark territory: the Graniteville chlorine spillJill A. Brown and Ann K. Buchholtz4. Gray areas in the global context4.1 The dark side of water: a struggle for access and controlLatha Poonamallee and Anita Howard4.2. Mattel, Inc.: Lead-tainted toysAdenekan (Nick) Dedeke and Martin Calkins4.3 Google, Inc.: Figuring out how to deal with ChinaAnne T. Lawrence4.4. Genocide in Rwanda: Leadership, ethics and organizational `failure’ in a post-colonial contextBrad S. Long, Jim Grant, Albert J. Mills, Ellen Rudderham-Gaudet, and Amy Warren

ALBERT J MILLS is Professor of Management and Director of the Sobey PhD Management Programme at Saint Mary's University. EMMANUEL RAUFFLET is Associate Professor of Management at HEC Montréal.

I often get asked, "What if we don't consider sustainability/do environmental management/implement a safety program?" by company managers and owners. This book is a sober warning of what could happen if businesses cut corners on social, environmental, ethical and regulatory standards. The book is split into four parts:- Part one covers "gray areas in the behaviour of businesses"; Part two looks at "business and local communities"; Part three explores "creating (or managing) crises"; and Part four looks at "gray areas in the global context". The editors have chosen an eclectic selection of case studies ranging from entrepreneurship and sexism to the responsibilities of (South African) mining companies and informal settlements, sub-standard underground mine safety, and lead-tainted toys. All of the case studies pose questions which do not always have clearly defined solutions, but illustrate the importance of dialogue with stakeholders (whoever they may be). The book also demonstrates the value of developing case studies as a means of identifying key management and communication strategies. So often, corporates will focus on a one way communication strategy which does not listen to responses and reactions. This often results in vital intelligence and status information being lost or not collected. A fascinating case study included in the book relates to Google's decision making on whether or not to enter the China market and locate a Chinese language version of the Google search engine on Chinese servers. The ethical questions raised here make absorbing reading. The Westray mine explosion case study was also a powerful tale of corporate deceit and irresponsibility. This book has many useful and thought provoking messages for Sustainability Mangers and directors dealing with corporate social responsibility and ethics issues. It will not provide all the answers but it will indicate what and how things can go wrong and provides a powerful motivation to understand the dynamics in your organisation and ensure that stakeholder communication channels are open and two way.

• 1. Gray areas in the behavior of businesses1.1. Leading the team out of the hazing blues yonder: the case of the Windsor Spitfire hockey teamFrancine K. Schlosser1.2. John Hamilton’s work and eldercare dilemma. Break the silence? Sustain the silence?Rosemary A. McGowan1.3. Hugh Connerty and Hooters: what is successful entrepreneurship?Mary Godwyn1.4. Antiquorum Auctioneers: building brands on ignorance?Benoit Leleux1.5. The Lidl international career opportunity: from dream to nightmare in eight weeksMatt Bladowski and Rosemary A. McGowan2. Business and local communities2.1. Food Lion vs. the UFCW: time for a change?Paul Michael Swiercz2.2. Manipulation, placation, partnership or delegated power: can community and business really work together when surface mining comes to town?Sherry Finney2.3. The smell of power: Yves Rocher in La Gacilly, FranceEmmanuel Raufflet and Monique Le Chêne2.4. Who takes responsibility for the informal settlements? Mining companies in South Africa and the challenge of local collaborationRalph Hamann3. Creating (or managing) crises3.1. The Westray mine explosionCaroline J. O’Connell and Albert J. Mills3.2. The story behind the water in Walkerton, OntarioElizabeth A. McLeod and Jean Helms Mills3.3. Dark territory: the Graniteville chlorine spillJill A. Brown and Ann K. Buchholtz4. Gray areas in the global context4.1 The dark side of water: a struggle for access and controlLatha Poonamallee and Anita Howard4.2. Mattel, Inc.: Lead-tainted toysAdenekan (Nick) Dedeke and Martin Calkins4.3 Google, Inc.: Figuring out how to deal with ChinaAnne T. Lawrence4.4. Genocide in Rwanda: Leadership, ethics and organizational `failure’ in a post-colonial contextBrad S. Long, Jim Grant, Albert J. Mills, Ellen Rudderham-Gaudet, and Amy Warren