Abstract
Becton Dickinson is a pharmaceutical brand created in 1897 in the United States. By 1996 it was the world's largest producer of various medical devices such as syringes and needles. The company grew rapidly through the century and had to revamp its organization scheme in 1995 in order to face new challenges. This restructuration, led by the CEO, Clateo Castellini, had several main objectives. Among these objectives, one stood out: the ethics and business practices program. However, the company faced various problematic issues while attempting to realize this specific objective. Indeed, the company is implemented all over the world and one had to take hinge of it's cultural singularities. Thus, is it possible to implement a unique rule in business practices for a worldwide company, especially when it comes to corruption? More generally, how can a company draw the line separating corruption from business practices? At what level of the organization should corruption issues be treated? Last but not least, who should communicate inside the organization on this policy?
