MONSANTO COMPANY: BIO-AGRICULTURE PIONEER11The case study was written by Cécile M. Bensimon under the supervision of Peter Singer, following interviews they conducted with Monsanto executives in December 2002 at company headquarters in St. Louis, Mo. Abdallah Daar, Margaret Eaton and David Finegold, provided constructive comments and edits on earlier drafts. This case study is one in a series produced under grants funded by The Seaver Institute and Genome Canada to study models for ensuring ethical decision making in bioscience firms. Unless otherwise specified, all attributed quotes were obtained during the case study interviews. We would like to thank all the Monsanto executives who participated in the case, especially Gerard Barry, whose invaluable assistance enabled us to complete this study.

2005 ◽  
pp. 267-300
Author(s):  
David L. Finegold ◽  
Cécile M. Bensimon ◽  
Abdallah S. Daar ◽  
Margaret L. Eaton ◽  
Béatrice Godard ◽  
...  
Keyword(s):  
Decision Making ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Peter Singer ◽  
Monsanto Company

scholarly journals Education Leaders’ Perceptions of Faculty Ethical Decision-Making: Awareness, Learning, and Change

2020 ◽  
Vol 10 (1) ◽  
Author(s):  
Cheryl Burleigh
Keyword(s):  
Decision Making ◽  
School Environment ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Exploratory Case Study ◽  
Education Leaders ◽  
School Day ◽  
Learning And Change ◽  
Perceptions Of Education

Conversations about ethical decision-making exist in a climate of misinformation within social and political forums. The issue of ethical decision-making in the context of educational leadership within a school environment has not been recently investigated. The purpose of this qualitative exploratory case study was to examine the perceptions of education leaders who observed the processes faculty employed when ethical decision-making commenced throughout the school day. Data was collected during interviews with education leaders who answered semi-structured, open-ended questions. The findings led the leaders to self-reflect, redefining their roles as authentic leaders and a gaining a deeper understanding of school culture, thus helping create systemic change.

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