Hewlett Packard Scandals Internal And External Stakeholders

Introduction This paper will evaluate the business case study of the Hewlett-Packard scandal of 2006 which dealt with the spying technique known as pretexting. A description of the events that led up to the scandal and an explanation of how long the spying went undetected is included along with an evaluation of the results of the punishment incurred by the perpetrators and whether the charges fit the crime. Additionally, a discussion on how this ethical breach affected Hewlett-Packard’s internal and external stakeholders over the following years. This paper will also identify ethical violations that are committed individually on a personal level in business organizations. Brief History of Hewlett-Packard Hewlett-Packard (HP) was founded by William Hewlett and David Packard in a small garage in Palo Alto, California in 1939 and grew into a successful company that provided leading technological innovations. HP grew into a multi-national, high-tech company specializing in developing and manufacturing information technology (IT) including personal computers, industry servers, storage devices, networking products, imaging and printing devices, and software. According to (Packard, 2006), When HP went public in 1957, Packard wrote down the management beliefs he and Hewlett shared, including a respect of and trust in employees, an environment that fostered creativity, and a flat management hierarchy (Packard, 2006). These ideals became known as the â€Å"HP Way† and served as a