I argue for the view that envy and jealousy are distinct emotions, whose crucial difference is that envy involves a perception of lack while jealousy involves a perception of loss. I start by noting the common practice of using ‘envy’ and ‘jealousy’ almost interchangeably, and I contrast it with the empirical evidence that shows that envy and jealousy are distinct, albeit similar and often co-occurring, emotions. I then argue in favor of a specific way of understanding their distinction: the view (...) that envy is a response to a perceived lack of a valuable object, while jealousy is a response to a perceived loss of a valuable object. I compare such a view with the most compelling alternative theories, and show that it accounts better for paradigmatic cases. I conclude by showing how the lack vs. loss model can handle complications: ambiguous cases, that is, when it is epistemically unclear whether one experiences lack or loss; hybrid cases, that is, when one seems to experience both lack and loss; and borderline cases, that is, when it is metaphysically unclear whether one experiences lack or loss. (shrink)

Envy is, roughly, the disposition to desire that another lose a perceived good so that one can, by comparison, feel better about one’s self. The divisiveness of envy follows not just from one’s willing against the good of the other, but also from the other vices that spring from it. It is for this second reason that envy is a capital vice. This chapter begins by arguing for a definition of envy similar to that given by Aquinas and then considers (...) its relationship to other vices (e.g. jealousy, schadenfreude, and hate). At the heart of envy is a disposition to make relative comparisons which lead to a sense of inferiority. This is turn can lead a person to feel and act in ways destructive of community and the self. The present chapter also addresses recent work in both psychology and economics related to envy. (shrink)

Although stakeholder salience theory has received a great deal of scholarly attention in the business ethics and management literature, the theory has been criticized for overemphasizing rationality in managerial perceptions. We argue that it is important to better understand what socially constructed emotions signal in business relations, and we posit the role of envy as a discursive resource used to signal and construct the asymmetrical power relations between small business owner–managers and their stakeholders. Our study is based on a qualitative (...) study on discursive accounts elicited from 33 interviews with small business owner–managers in Finland. Our study makes two primary contributions. First, we suggest that socially and culturally constructed emotions have significance in stakeholder salience analyses. Second, we suggest that socially and culturally constructed emotions provide a fruitful context in which to understand the limitations of owner–managers’ personal and moral autonomy. (shrink)