1 A Competitive Coup in the In-Flight Magazine. When the manager for market intelligence of AutoCorp, a major automotive manufacturer, boarded the plane in Chicago, her mind was on shrinking market share and late product announcements. As she settled back to enjoy the remains of a hectic day, she reached for the in-fl ight magazine. It was jammed into the seat pocket in front of her.

Crammed into this already tiny space was a report with a competitor’s logo, marked “Confi dential—Restricted Circulation.”

It contained a description of new product announcements for the next two years. Not only was it intended for a small circle of senior executives, but it also answered the questions she had recently proposed to an external research fi rm.

The proposal for the solicited research could be canceled.

Her research budget, already savaged, could be saved. She was home free, legally and career-wise.

She foresaw only one problem. In the last few months, AutoCorp’s newly hired ethicist had revised the fi rm’s Business Conduct Guidelines. They now required company employees in possession of a competitor’s information to return it or face dismissal. But it was still a draft and not formally approved. She had the rest of the fl ight to decide whether to return the document to the airline or slip it into her briefcase.

What are the most prudent decisions she can make about her responsibilities to herself and others?