Since at least the late nineteenth century, a world-level moral culture has developed, providing a space for certain persons to be presented as global moral icons. This global moral space was already pointed to by Kant as an emergent form, and was later theorized by Durkheim. This article shows that an important institutionalization of global moral culture involved the founding of the Nobel Prizes, the subsequent mutations of which were also important in the constitution of that culture. These, and other (...) awards which imitated them, are performative in a profound sense: they simultaneously reflect and help bring into being a planet-spanning culture which demands moral icons which both exemplify and partly constitute it. How the Nobel Prizes and their imitators work to create moral iconicity that is globally relevant is explored. The case of Gandhi is taken as an example of how, despite not being awarded a Nobel Prize, some moral icons are also brought into being through symbolic contact with other such icons, including Nobel Prize winners. The article considers the lingering, powerful, but generally invisible, influence today on world moral culture of the innovations pursued by the early Nobel Prize committees. (shrink)

This article examines the ethical framing of employment in contemporary human resource management (HRM). Using Axel Honneth's theory of recognition and classical critical notions of reification, I contrast recognition and reifying stances on labor. The recognition approach embeds work in its emotive and social particularity, positively affirming the basic dignity of social actors. Reifying views, by contrast, exhibit a forgetfulness of recognition, removing action from its existential and social moorings, and imagining workers as bundles of discrete resources or capacities. After (...) discussing why reification is a problem, I stress that recognition and reification embody different ethical standpoints with regards to organizational practices. Thus, I argue paradoxically that many current HRM best practices can be maintained while cultivating an attitude of recognition. If reification is a type of forgetting, cultivating a recognition attitude involves processes of "remembering" to foster work relations that reinforce employee dignity. (shrink)