The problem is that business ethics and corporate social responsibility are subjects used as window dressing in the marketing of the business school, and as a fig leaf to cover the conscience of B-school deans – as if talking about ethics and responsibility were the same as doing something about it.

At the business school I attended, there was a soaring mission statement that mentioned "high ethical standards" and "improving the world." And there were some people (faculty, students, program managers) who really did try to live up to the statement in terms of the focus of their studies, the special programs they launched, and the cross-campus collaborations that they took part in.

But it was also abundantly clear that some parts of the school could care less about the mission. They were there to make money, period. Roll out the red carpet for Wall Street recruiters, management consultancies, and private equity firms. Sign multimillion dollar academic "collaborations" with cash-rich countries run by dictators and monarchies. Treat ethics as an afterthought.

I remember in our microeconomics class (taught by a tenured professor who had been at the school for decades) the very first week we had to read a case about a team at Harrah's who designed a loyalty program for frequent gamblers. I remember the professor or someone in a video interview we watched crowing, "it was like printing money." The "big question" at the conclusion of the case reads:

When asked about the company’s long-term vision for its RM system, a member of Harrah’s RM team became thoughtful for a moment. He responded that, while all of the near and longer-term developments described above were critical, he thought there was one important aspect of all RM systems that needed further development. "What I’d really like to know — and I pose this as a question for researchers in revenue management — is how to integrate information about price elasticity into these systems. Clearly, changes in price affect the level of demand we experience. However, none of the systems we are familiar with capture this effect." (https://pubsonline.informs.org/doi/pdf/10.1287/ited.1090.003...)

Neither the case nor the instructor had anything to say about the fact that this was basically a technology-driven scheme to extract as much money as possible from members of the public, including gambling addicts and other vulnerable populations. I regret not raising my hand at that point, and asking, "WTF?"

Later in the program, we did get exposed to professors with moral and ethical compasses, and wanted to impress upon us the real risks to human life and well-being. They included instructors teaching macroeconomics, finance, innovation, and management law. In other academic units, people most definitely were attuned to doing the right thing (one faculty member famously has her incoming students watch "Black Mirror").

I went in knowing almost nothing about business or the way to navigate certain situations, and came out the other end a lot more comfortable about creating a successful business based on high ethical standards. But some other experiences -- not to mention the obvious conflicts between the school's mission and the way it pandered to some of the most ethically challenged elements of global capitalism -- left a bad taste in my mouth.