The drivers behind the pretexting investigation and the unspoken approval by the legal counsel and other HP employees was the consequence of an accumulation of problems that HP faced - starting with their reasons for hiring Carly Fiorina as someone who could save the company (Johnson, 2008). These tribulations can be summed up as a board that neglected three critical leadership considerations. First, the shareholders’ interest was not considered as a priority when the Board did not address the: (a) shareholder dissatisfaction from 2001 through 2004 because of the declining earnings; (b) complaints by the employees and officers about how the company functioned under Fiorin’s leadership; (c) public battle over the proposed merger of HP and Compaq, with HP constituencies ‘opposing it (Jennings, 2009). Second, the Board’s decision to institute an investigation without considering the consequences is an indication that that they had little to no regards to legal or ethical concerns. “The use of "pretexting" appears to have been as close to the line of illegal behavior as one can ge...
... middle of paper ...
...ennings, M. M. (2006). Why do smart businesspeople do ethically dumb things?
Corporate Finance Review, 11(3), 38-38. Retrieved from http://search.proquest.com/docview/198832938?accountid=28180
Jennings, M. (2009). Business ethics: Case studies and selected readings (6th ed.).
Mason, OH: South-Western Cengage Learning.
Johnson, C. (2008). The Rise and Fall of Carly Fiorina: An Ethical Case Study. Journal of\
Leadership & Organizational Studies, 15(2), 188-196. Retrieved from http://www.allbusiness.com/company-activities-management/company-structures-ownership/11674773-1.html#ixzz1WGrBDeMY
Stanwick, P. A., & Stanwick, S. D. (2011). The role of corporate culture in the unethical
activities at hewlett packard. Journal of American Academy of Business, Cambridge, 16(2), 47-47-53. Retrieved from http://search.proquest.com/docview/817185188?accountid=28180
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