An Examination of an Ethical Decision-Making Model
Merck and Vioxx: An Examination of an Ethical Decision-Making Model Erin Cavusgil
ABSTRACT. Marketing researchers have proposed various conceptual models of ethical decision-making to better clarify the steps in the decision-making process.
However, lacking in the literature is comprehensive empirical validation of these models. This manuscript examines the ethical decision-making model proposed by Ferrell et al. [1989, Journal of Macromarketing 56(Fall),
55–64] in the context of a real-world marketing situation.
This model is a comprehensive synthesis of previously developed models in the literature. The events surrounding the withdrawal from the market of the pain reliever Vioxx, manufactured by Merck & Co., are detailed. The analysis provides insights into the decisionmaking process faced by Merck executives and sheds light onto the real-world applicability of the conceptual model.
Furthermore, this study demonstrates how potential modifications to existing models can be developed by their examination in the context of real world events. It is hoped that this analysis, along with future examinations, aids marketing researchers in developing a better understanding of the ethical decision-making process in a business context.
KEY WORDS: Merck, Vioxx, ethical marketing decision- making, models of ethical marketing
Introduction
Ethical decision-making in an organizational context is important to marketing scholars and practitioners alike. A number of corporate examples of unethical behavior have been attempted in recent years. From the academic perspective, several ethical decisionmaking models have been put forth (Ferrell et al.,
1989, Fritzsche, 1991, Hunt and Vitell, 1986, Jones,
1991, Malhotra and Miller, 1998) and to some extent, empirical tests of ethical decision-making have been conducted. Two recent reviews, that of
Loe et al. (2000) and OFallon and Butterfield
(2005), both summarize the empirical ethical decision-
ABSTRACT. Marketing researchers have proposed various conceptual models of ethical decision-making to better clarify the steps in the decision-making process.
However, lacking in the literature is comprehensive empirical validation of these models. This manuscript examines the ethical decision-making model proposed by Ferrell et al. [1989, Journal of Macromarketing 56(Fall),
55–64] in the context of a real-world marketing situation.
This model is a comprehensive synthesis of previously developed models in the literature. The events surrounding the withdrawal from the market of the pain reliever Vioxx, manufactured by Merck & Co., are detailed. The analysis provides insights into the decisionmaking process faced by Merck executives and sheds light onto the real-world applicability of the conceptual model.
Furthermore, this study demonstrates how potential modifications to existing models can be developed by their examination in the context of real world events. It is hoped that this analysis, along with future examinations, aids marketing researchers in developing a better understanding of the ethical decision-making process in a business context.
KEY WORDS: Merck, Vioxx, ethical marketing decision- making, models of ethical marketing
Introduction
Ethical decision-making in an organizational context is important to marketing scholars and practitioners alike. A number of corporate examples of unethical behavior have been attempted in recent years. From the academic perspective, several ethical decisionmaking models have been put forth (Ferrell et al.,
1989, Fritzsche, 1991, Hunt and Vitell, 1986, Jones,
1991, Malhotra and Miller, 1998) and to some extent, empirical tests of ethical decision-making have been conducted. Two recent reviews, that of
Loe et al. (2000) and OFallon and Butterfield
(2005), both summarize the empirical ethical decision-
References: Commitment , Journal of Business Ethics 16(11), 1153– 1161. N 370 Business College, East Lansing, MI, 48864, U.S.A.