Introduction

Executive and non-executive directors (hereafter: directors) bear significant responsibility. They must balance the interests of various stakeholders, including employees, customers, shareholders, and society at large. These considerations, often involving opposite interests of different stakeholders and conflicting moral values, lead to decisions in the boardroom that are not always understood, frequently criticised, and sometimes even deemed immoral or unethical. The subject matter of this book, moral dilemmas in the boardroom, is of paramount importance as it underscores the need to place a greater emphasis on behaviour and culture within the boardroom, with a particular focus on moral judgement. A dilemma implies a choice, otherwise it would not be a dilemma, and usually it involves multiple good or bad alternatives where various moral standards and interests are at play. This book aims to navigate the complex terrain of moral decision-making, offering guidance through ten in-depth case studies followed by over twenty comparable yet briefer-described situations. These examples highlight the varied interests and ethical considerations that directors must juggle. The book intentionally refrains from passing judgement from the author, acknowledging that prioritising these interests and moral principles is a deeply personal and subjective task.