FDA and Panalba: A Conflict of Commercial, Therapeutic Goals?

Mintz, Morton

doi:10.1126/science.165.3896.875

Cited by 20 publications

(15 citation statements)

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“…Consider, for example, the ''Panalba'' case, involving the pharmaceutical company Upjohn. After strong medical evidence emerged that the drug was causing a number of serious side-effects (including unnecessary deaths) and that it offered no medical benefits beyond those that could be obtained from other products on the market, the board of directors of the firm decided not only to continue marketing and selling the drug, but also arranged to have a judge issue an injunction to stop the FDA from taking regulatory action (Mintz, 1969). When the FDA finally succeeded in having the drug banned in the United States, the firm continued to sell it in foreign markets.…”

Section: Charactermentioning

confidence: 99%

Business Ethics and Moral Motivation: A Criminological Perspective

2008

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Section: Charactermentioning

confidence: 99%

Business Ethics and Moral Motivation: A Criminological Perspective

2008

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“…The accountability portion of the study consisted of an ethical decision scenario in which subjects were asked to role play a member of a board of directors and make a decision concerning the marketing of a product. The Panalba decision task entailed making a group decision based on the facts of a case that arose between the Upjohn Corporation and the Food and Drug Administration (FDA) in 1969 (see Mintz, 1969). In the decision task, however, Upjohn was not mentioned by name thereby reducing potential identification of the actual incident.…”

Section: Measurementmentioning

confidence: 99%

Resolving Ethical Dilemmas in Management: Experimental Investigations of Values, Accountability, and Choice

Brief

Dukerich

Doran

1991

J Applied Social Pyschol

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Hypotheses regarding the effects of personal values and accountability on the resolution of ethical dilemmas in management were formulated and tested experimentally with a sample of 135 M.B.A. students. Personal values were found to be related to how subjects chose to resolve an ethical dilemma presented to them; but, as expected, this relationship did not hold when subjects were made to feel accountable to another for their choices. Accountability, unexpectedly, however, did not have a main effect on choices. This lack of an effect tentatively was attributed to the inexplicitness of the accountability manipulations. In a second and third experiment, support for the importance of explicitness in accountability research was obtained. The theoretical and practical implications of the findings from all three experiments were discussed.

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“…This was the decision that had been made by Upjohn. According to Mintz [45], Upjohn had a judge serve an injunction on the FDA, and they also used political pressure. Although Upjohn was eventually forced to remove Panalba from the U.S. market in March 1970, it continued to sell Panalba in foreign markets [46].…”

Section: Administration Of the Experimentmentioning

confidence: 99%

Social irresponsibility in management

Armstrong

1977

Journal of Business Research

187

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Previously published research suggested that the typical manager may be expected to harm others in his role as a manager. Further support for this was drawn from the Panalba role-playing case. None of the 57 control groups in this case were willing to remove a dangerous drug from the market. In fact, 79% of these groups took active steps to prevent its removal. This decision was classified as irresponsible by 97% of the respondents to a questionnaire. Because the role exerts such powerful effects, an attempt was made to modify subject's perceptions of their role so that managers would feel responsible to all of the firm's interest groups. Some subjects were told that board members should represent all interest groups; other subjects were placed on boards of directors where the different groups were represented. Subjects in both groups also received information on the impact of the decisions upon stockholders, employees, and customers. The percentage of irresponsible decisions was reduced under these conditions as only 22% of the 116 groups selected the highly irresponsible decision. AbstractPreviously published research suggested that the typical manager may be expected to harm others in his role as a manager. Further support for this was drawn from the Panalba role-playing case. None of the 57 control groups in this case were willing to remove a dangerous drug from the market. In fact, 79% of these groups took active steps to prevent its removal. This decision was classified as irresponsible by 97% of the respondents to a questionnaire. Because the role exerts such powerful effects, an attempt was made to modify subject's perceptions of their role so that managers would feel responsible to all of the firm's interest groups. Some subjects were told that board members should represent all interest groups; other subjects were placed on boards of directors where the different groups were represented. Subjects in both groups also received information on the impact of the decisions upon stockholders, employees, and customers. The percentage of irresponsible decisions was reduced under these conditions as only 22% of the 116 groups selected the highly irresponsible decision.

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FDA and Panalba: A Conflict of Commercial, Therapeutic Goals?

Cited by 20 publications

References 0 publications

Business Ethics and Moral Motivation: A Criminological Perspective

Business Ethics and Moral Motivation: A Criminological Perspective

Resolving Ethical Dilemmas in Management: Experimental Investigations of Values, Accountability, and Choice

Social irresponsibility in management

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