What Hewlett-Packard’s Spying Scandal Tells Us about the Limitations of Corporate Boards

The crisis at Hewlett-Packard over allegations that its chairwoman, Patricia Dunn, authorized illegal surveillance of HP board members in order to find out who leaked sensitive company information to the press, is dragging on, perhaps longer than most people first expected. And it has raised a number of important issues about corporate governance, privacy protection and surveillance of employees. Tom Donaldson, professor of legal studies and business ethics at Wharton, joins Knowledge@Wharton to talk about HP’s woes as they relate to business practices both in the U.S. and abroad. Donaldson’s research areas include business ethics, leadership, risk management and corporate compliance. He has consulted with companies ranging from Goldman Sachs and Wachovia to Exelon and KPMG, and is currently working on articles about corporate risk management programs and cash management practices at non-profit organizations.

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"What Hewlett-Packard’s Spying Scandal Tells Us about the Limitations of Corporate Boards." Knowledge@Wharton. The Wharton School, University of Pennsylvania, 18 October, 2006. Web. 15 July, 2018 <http://knowledge.wharton.upenn.edu/article/what-hewlett-packards-spying-scandal-tells-us-about-the-limitations-of-corporate-boards/>

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What Hewlett-Packard’s Spying Scandal Tells Us about the Limitations of Corporate Boards. Knowledge@Wharton (2006, October 18). Retrieved from http://knowledge.wharton.upenn.edu/article/what-hewlett-packards-spying-scandal-tells-us-about-the-limitations-of-corporate-boards/

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accessed July 15, 2018. http://knowledge.wharton.upenn.edu/article/what-hewlett-packards-spying-scandal-tells-us-about-the-limitations-of-corporate-boards/


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