Part I The Integrative Nature of Business Chapter 1 The Nature of Business - The Big Picture Chapter 2 The Path Toward a Successful Business Chapter 3 The Scope of Business Today Chapter 4 How Businesses Fit Together Part II Making Decisions in Today's Business Chapter 5 Decision Makers and Decision Making Chapter 6 Understanding Stakeholder Expectations and Ethical Responsibilities Part III The Impact of External Forces Chapter 7 The Impact of Diversity: Trends and Issues Chapter 8 The Impact of Economic Forces Chapter 9 The Impact of Financial Markets and Processes Chapter 10 The Impact of Globalization Chapter 11 The Impact of Legal and Regulatory Forces Part IV Providing Excellence in Goods and Services Chapter 12 Thinking Strategically About the Business Operation Chapter 13 Acquiring and Using Resources Chapter 14 Providing Value Through Quality Products and Services Chapter 15 Enhancing Value Through Communicating with Customers Chapter 16 Integrating Activities and Encouraging Commitment Chapter 17 Using Technology in a Competitive Environment Part V Assessment and Change Chapter 18 Measuring Performance Chapter 19 Promoting Change and Renewal

In this study, 191 subjects, 93 male and 98 female undergraduate business students, were asked to respond to a 51 item questionnaire to examine their perception of what constituted a "just society". The subjects agreed on 16 characteristics which a just society would have. Out of 51 there were only 10 statements whereon average responses showed significant differences based on gender.

Abstract This article forms the third and final part of a continuing study on the role of business ethics in America. The first part of the study explored the views of business executives and the second part analyzed the values and beliefs of business educators. In this third and final part, the two sets of values and beliefs from business and academic leaders are compared and contrasted.

This article reviews the emerging literature in behavioral economics from the standpoint of discoveries of interest to business practitioners. Behavioral economics is a new branch of the discipline which has become prominent only within the last decade. In spite of its short life span, behavioral economics has already produced insights into consumer behavior, the behavior of labor, managerial behavior and business ethics. The major findings are covered in this article.

This article reports the results of a 1988 survey of business executives on the issue of ethics. The survey is directly comparable with a similar survey conducted in 1983. With the exception of a few marginal changes the responses showed no significant differences between the two years. Consequently, allegations of a decline in business ethics over the period would appear to be premature.

The hydrogen environmentally-assisted cracking (HEAC) behaviour of new generation (new-gen) Al-Zn-Mg-Cu thick-plate alloys (AA7449, AA7085, and AA7037), under accelerated humid warm-air exposure, has been compared to the aerospace industry benchmark alloy AA7050 in over-aged T7x type tempers. Constant load time-to-failure and DCB crack growth tests have been performed at a relative humidity of 85 %, at 70 °C. It has been found that in constant load tests the failure time of the new generation alloys can be reduced by at least an order of magnitude and in some cases cracking was observed in only a few days at stress levels of 85 % of yield. Analysis of the failed fractured specimens has confirmed that the fracture behaviour is predominantly intergranular, and highly localised to high angle grain boundaries. The progression from surface initiation to self-propagating cracks occurred much more rapidly in the new higher Zn content alloys, but with less prior surface chemical attack. In DCB v-K tests stage II crack growth rates were also found to be significantly higher (by a factor of 6–20 times) in the new-gen alloys and the K1HEAC threshold stress intensity was less than half that for AA7050-T7651. Under long crack growth conditions, propagation thus required a higher mechanical driving force and crack growth stagnated more readily in the AA7050-T7651 benchmark material, compared to in the new generation alloys. The results have been discussed in the context of the potential influences of differences in the alloy’s chemistries and microstructures.