This review of ethical implications of the professionalisation of sport argues that conventional sports ethics, which in the spirit of amateurism emphasise concepts of fair play, are increasingly inappropriate in professional sport. The formalist position, that fair play requires playing within the rules, is explored as are notions of playing to the rules, gamesmanship and cheating. It is argued that ethical problems in elite sport increase as a result of external factors including the celebrity of sportspeople, a tarnished image of (...) some administrators, influences of external stakeholders , and the expectations of fans. Hence a worryingly negative picture of declining ethical standards in the face of internal and external pressures emerges, with little prospect of sports reforming from within, despite that appearing to be in a sport's best interests. (shrink)

Horror stories attached to some recent retailing events concerning Hoover, Ratners and others raise questions about a company’s ethical concern, whether it be part of its marketing strategy or ‘thrust upon it’. If ethics is to have a place in retail strategy that place is better focused around performance at an operational level rather than at the level of promotion or publicity. The author is Professor of Retailing at Nottingham Business School, Nottingham Trent University, Nottingham NG1 4BU, U.K. e‐mail: [email protected].

Horror stories attached to some recent retailing events concerning Hoover, Ratners and others raise questions about a company’s ethical concern, whether it be part of its marketing strategy or ‘thrust upon it’. If ethics is to have a place in retail strategy that place is better focused around performance at an operational level rather than at the level of promotion or publicity. The author is Professor of Retailing at Nottingham Business School, Nottingham Trent University, Nottingham NG1 4BU, U.K. e‐mail: [email protected].

This paper provides three brief cases of retailers who have, through what is interpreted as stakeholder mismanagement, brought major problems to bear upon those companies, and other stakeholder groups. The main cases examined concern a "free flight" promotion run by the Hoover company in the UK in 1992/3, the collapse of the Ratner'sretail jewellery chain, and wage realignments at British Gas in 1994.Synthesising these examples, it is suggested that: (1) All companies are expected to meet ethical norms in dealings with (...) their stakeholders, regardless of whether or not they have specifically set out to cultivate an "ethical" image; (2) Stakeholder groups tend not to stand in isolation, but to interact; moreover, modern technology may well tend to increase that interaction; (3) The fall-out from stakeholder mismanagement is likely to be widespread, highly publicised, long lasting, and difficult to contain; (4) Prospect Theory, derived from economics and psychology, may be applicable in such cases. This broadly asserts that we are far more readily affected by dissatisfaction than satisfaction, and this is especially so if expectations have been raised. However, from an ethical standpoint, there is still virtue in pursuing high standards in dealings with stakeholders. (shrink)