By their very nature and purpose, foundations are powerful leaders in society. Pressure to maintain the public trust has consequently focused attention on their behavior. While codes of conduct have been produced, foundation officers have yet to make explicit the values that shape their work. The pressure and complexity of foundation decision making — the ways in which priorities are identified and strategies implemented — compel recognition of the multiple ethical dimensions that underlie those actions. This paper is thus proffered as a contribution toward developing the ethics of international grantmaking.
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