Johnson & Johnson: Social Responsibility

Paper Summary:

This paper argues that Johnson & Johnson is a prime example of a company directed by "virtue ethics." As evidenced by the Tylenol crises, J&J executives do not resort to a moral calculus (Utilitarianism) or a deontological (rule-based) method of ethical decision making (Kant). The paper evaluates the company in terms of corporate control devices, stakeholder theory, the CSR pyramid, Kohlberg's theory of moral development and ethical theory.

Outline:
Introduction
Company History
The Tylenol Crisis
The Evaluation
References

From the Paper:

"When all was said and done the recall of Tylenol* alone cost Johnson & Johnson over $100 million. Prior to the crisis, Tylenol held a 37% market share, outselling its four nearest competitors combined. Within weeks after the crisis its market share had dropped to 7%. When asked about the future of Tylenol, Madison Avenue guru Jerry Della Femina told a New York Times reporter "I don't think they (J&J) can ever sell another product under that name.""

Sample of Sources Used:

• Alsop, Ronald. "Ranking Corporate Reputations." Wall Street Journal Volume 246 Issue 122 Dec 6, 2005.
• Beck, Melinda, Mary Hagar, Ron LaBreque, Sylvester Monroe, Linda Prout. "The Tylenol Scare." Newsweek. October 11, 1982.
• Foster, Lawrence G. "The Johnson & Johnson Credo and the Tylenol Crisis." New Jersey Bell Journal. Volume 6, Number 1. 1983.
• Foster, Lawrence G. Robert Wood Johnson: The Gentleman Rebel Pennsylvania: Lillian Press, 1999
• Hesselbein, Frances. "Crisis Management: A Leadership Imperative." Leader to Leader, Issue 26, Fall 2002 p 4-5

More papers on Johnson & Johnson: Social Responsibility:

• Case Study # 118541 : "Success and Johnson and Johnson"
• Essay # 41061 : "Accountability and Social Responsibility in Business"
• Research Paper # 60221 : "The U.S. Social Security Reform"

APA Citation:

MLA Citation: