The essay aims to show how business ethics—understood as a three-level approach—can strengthen the social cohesion of a society, which is jeopardized today in many ways. In the first part, the purpose of business and the economy is explained as the creation of wealth defined as a combination of private and public wealth that includes natural, economic, human, and social capital. Special emphasis is placed on the implications of the creation of public wealth which requires institutions other than the market (...) and motivations other than self-regarding ones. In the second part, the question of what holds a society together is discussed through different approaches: enlightened self-interest, a new game-theoretical approach, and the concept of the common good advanced by Catholic Social Teaching, followed by my own proposal. The third part presents several perspectives for business ethics to strengthen social cohesion of a society by focusing on the purpose of business and the economy to create natural, economic, human, and social capital; by advancing public goods that stand the test of ethical scrutiny; and by securing human rights conceptualized as public goods. (shrink)

Various scholars have developed approaches to business ethics. In the secular sphere, the approaches include utilitarianism, deontology, virtue, care, contractarianism, and stakeholder, among others. In the religious sphere, scholars explore what the major religions of the world have to say regarding the conduct of business. Thus, we encounter literatures on Hindu, Buddhist, Christian, Jewish, Arab, and Confucian approaches to business ethics. In this paper, I will talk about a relatively new approach called Critical Business Ethics. This approach is mainly an (...) attempt to bring Critical Theory of the Frankfurt School, structuralism, post-structuralism, and postmodernism among others, into the field of business ethics. However, it must not be seen as the approach to end all approaches but another way of looking at ethics and the conduct of business. In other words, the traditional approaches have already contributed a lot since the birthing of business ethics. The time is ripe to continue the march of reason and to not let business ethics be stunted or ossified. I think that even if there were difficulties that a critical approach would confront, it would always remain a worthwhile endeavor. Thus, those who will teach Business Ethics and Social Responsibility must create opportunities and look for small pockets and openings when and where an alternative approach may thrive. (shrink)

Simon Critchley's first book, The Ethics of Deconstruction, was originally published to great acclaim in 1992. This edition contains three new appendices and a new preface where Critchley reflects upon the origins, motivation and reception of The Ethics of Deconstruction.

One of the most influential philosophers of our day has selected 16 previously uncollected pieces that are unified by Levinas's project of revising the phenomenological description of the world in light of our experience of other persons.

I describe an ethic for business administration based on the social tradition of the Catholic Church. I find that much current thinking about business falters for its conceit of truth. Abstractions such as the shareholder-value model contain truth - namely, that business is an economic enterprise to manage for the wealth of its owners. But, as in all abstractions, this truth comes at the expense of falsehood -namely, that persons are assets to deploy on behalf of owners. This last is (...) "wrong" in both senses of the word - it is factually wrong in that persons are far more than business assets, they are supernatural beings, children of God; and it is morally wrong in that it is an injustice to treat them as the former when they are the latter. I draw upon the social tradition of the Catholic Church to recognize that the business of business is not business, but is instead the human person. Following Church teachings, I describe a person-centered ethic of business based upon eight social principles that both correct and enlarge the shareholder-centered ethic of much current business thinking. I discuss implications of this person-centered ethic for business administration. (shrink)

To teach that being ethical requires knowing foundational ethical principles – or, as Socrates claimed, airtight definitions of ethical terms – is to invite cynicism among students, for students discover that no such principles can be found. Aristotle differs from Socrates in claiming that ethics is about virtues primarily, and that one can be virtuous without having the sort of knowledge that characterizes mathematics or natural science. Aristotle is able to demonstrate that ethics and self-interest may overlap, that ethics is (...) largely compatible with common sense, and that Aristotle’s virtuous person can make ethical decisions rationally. Case studies can help students improve their ethical perception and keep their values from being overwhelmed by corporate culture. (shrink)

It appears that in the 30 years that business ethics has been a discipline in its own right a model of business ethics has not been proffered. No one appears to have tried to explain the phenomenon known as 'business ethics' and the ways that we as a society interact with the concept, therefore, the authors have addressed this gap in the literature by proposing a model of business ethics that the authors hope will stimulate debate. The business ethics model (...) consists of three principal components that are interconnected by five sub-components. The introduced model makes a contribution to the creation of a conceptual framework for business ethics. A few tentative conclusions may be drawn from the introduced model of business ethics. The model aspires to be highly dynamic. The ultimate outcome is dependent upon the evolution of time and contexts. It is also dependent upon and provides reference to the behaviours and perceptions of people. The model proposes business ethics to be a continuous and an iterative process. There is no actual end of the process, but a constant reconnection to the initiation of successive process iterations of the business ethics model. The principals and sub-components of the model construct the dynamics of this continuous process. They provide guidance on what and how to explore our common efforts to understand the phenomenon known as business ethics. The model provides opportunities for further research in the field of business ethics. (shrink)

In this paper, we present an ethical and strategic approach to managing organizational crises. The proposed crisis management model (1) offers a new approach to guide an organization’s strategic and ethical response to crisis, and (2) provides a two-by-two framework for classifying organizational crises. The ethically rational approach to crisis draws upon strategic rationality, crisis, and ethics literature to understand and address organizational crises. Recent examples of corporate crises are employed to illustrate the theoretical claims advanced. Finally, the paper provides (...) guidelines for a morally optimal outcome for the organization and its stakeholders. (shrink)

Business ethics, as it is understood and practised generally, lacks a component of radicality. As part of the contemporary ‘return to ethics’ it displays an undesirable conservatism and blocks off possibilities for systemic alterity. I argue that a normal and ‘apologetic’ business ethics should therefore be supplemented with a radical or utopian business ethics. Put differently, business ethics should not only contribute to more responsible business practices, more morally sensitive business managers and more ethical organisational cultures, but should also facilitate (...) social hope via hermeneutic strategies aimed at changing the way we think about ourselves, our economies and the roles and responsibilities of business as such. (shrink)

Moral Theory explores some of the most historically important and currently debated moral theories about the nature of the right and good. After introducing students in the first chapter to some of the main aims and methods of evaluating a moral theory, the remaining chapters are devoted to an examination of various moral theories including the divine command theory, moral relativism, natural law theory, Kant's moral theory, moral pluralism, virtue ethics, and moral particularism.

This article draws on the work of the philosopher Emmanuel Levinas to offer a fresh insight into the law’s response to the issue of whistleblowing. In order to achieve this we briefly outline the main themes of his philosophy of otherness which insists that the very essence of ethics springs from the subjection (a succumbing) of the Subject to the ethical call of the Other. We provide a short description of the UK law on whistleblowing before undertaking a Levinasian reading (...) of a particular case in order to consider the dilemma that confronts the judge in framing an ethical response to the whistleblower as Other. (shrink)

Internationally renowned as one of the great French philosophers of the twentieth century, the late Emmanuel Levinas remains a pivotal figure across the humanistic disciplines for his insistence--against the grain of Western philosophical tradition--on the primacy of ethics in philosophical investigation. This first English translation of a series of twelve essays known as _Alterity and Transcendence_ offers a unique glimpse of Levinas defining his own place in the history of philosophy. Published by a mature thinker between 1967 and 1989, these (...) works exhibit a refreshingly accessible perspective that seasoned admirers and newcomers will appreciate. In today's world, where religious conceptions of exalted higher powers are constantly called into question by theoretical investigation and by the powerful influence of science and technology on our understanding of the universe, has the notion of transcendence been stripped of its significance? In Levinas's incisive model, transcendence is indeed alive--not in any notion of our relationship to a mysterious, sacred realm but in the idea of our worldly, subjective relationships to others. Without presupposing an intimate knowledge of the history of philosophy, Levinas explores the ways in which Plotinus, Descartes, Husserl, and Heidegger have encountered the question of transcendence. In discourses on the concepts of totality and infinity, he locates his own thinking in the context of pre-Socratic philosophers, Aristotle, Leibniz, Spinoza, Kant, and Descartes. Always centering his discussions on the idea of interpersonal relations as the basis of transcendence, Levinas reflects on the rights of individuals (and how they are inextricably linked to those of others), the concept of peace, and the dialogic nature of philosophy. Finally, in interviews conducted by Christian Chabanis and Angelo Bianchi, Levinas responds to key questions not directly addressed in his writings. Throughout, _Alterity and Transcendence_ reveals a commitment to ethics as first philosophy--obliging modern thinkers to investigate not merely the true but the good. (shrink)

The moral philosophy of Levinas offers a stark prospectus of impossibility for corporate ethics. It differs from most traditional ethical theories in that, for Levinas, the ethical develops in a personal meeting of one with the Other, rather than residing in some internal deliberation of the moral subject. Levinasian ethics emphasises an infinite personal responsibility arising for each of us in the face of the Other and in the presence of the Third. It stresses the imperious demand we experience to (...) be open to, prepared for and impassioned with that which we may not know, or recognise, about ourselves or about the Other. Such a demand transcends our intellectual and/or rational potential; it involves us in a carnal and somatic bodily experience of otherness. If we are to speak of Levinasian ethics in a business context, it cannot be a matter of corporate ethics but only a matter of individual managerial ethics. What such an ethics would be like is yet to be outlined. This paper proposes a series of questions and suggestions that will explicate some key terms of a practice organised around a Levinasian vocabulary of otherness, responsibility, proximity, diachrony and justice. (shrink)

Courses in business ethics3 are part of most Higher Education programmes in Management and Business Studies. Such courses are commonly aimed at providing students with knowledge about ethics, usually in the form of a set of ethical and meta-ethical theories which are presented as ‘tools’ for ethical decision making. This reveals an approach to the teaching of management and business ethics which is based upon a cognitive view of moral education — one which sees ethical knowledge as at least a (...) necessary condition for moral action — and in which it is assumed that ethical practice in management and business follows from the application of ethical knowledge. In this paper we ask whether the teaching of management and business ethics can be done differently and, more importantly, whether it can be done in an ethical manner, one which focuses on possibilities for being ethical rather than knowing ethics. Our explorations are informed by the work of Emmanuel Levinas and centre on the idea that responsibility is the first reality of the (ethical) self. Through a discussion of the notions of ‘the face’ and ‘the third part’ (le tiers) we explore how ethical subjectivity might be possible. We then ask what it might mean to organise a curriculum for management and business ethics around the ‘experience’ of responsibility-for-the-Other. (shrink)

Abstract:This paper offers an extended critique of the proliferation of talk and writing of business ethics in recent years. Following Levinas, it is argued that the ground of ethics lies in our corporeal sensibility to proximate others. Such moral sensibility, however, is readily blunted by a narcissistic preoccupation with self and securing the perception of self in the eyes of powerful others. Drawing upon a Lacanian account of the formation of the subject, and a Foucaultian account of the workings of (...) disciplinary power, it is then argued that the governance of the corporation is effected precisely through encouraging such a narcissistic preoccupation with the self. For the most part our narcissistic concerns are bound to ethically indifferent financial interests. But in recent years they have also been harnessed to the demand for environmental, social and ethical responsibility by the corporation. It is argued, however, that the desire to be seen to be ethical—the ethics of narcissus—is the obverse of “being responsible for.”. (shrink)

As Emmanuel Levinas states in the preface to Existence and Existents, "this study is a preparatory one. It examines . . . the problem of the Good, time, and the relationship with the other [person] as a movement toward the Good." First published in 1947, and written mostly during Levinas's imprisonment during World War II, this work provides the first sketch of his mature thought later developed fully in Totality and Infinity and Otherwise than Being, or Beyond Essence. This new (...) edition marks the first time this important work has been made available in an inexpensive paperback edition. Levinas's project in Existence and Existents is to move from anonymous existence to the emergence of subjectivity; to subjectivity's practice, theory and morality; to its encounter with the alterity of the other person. He is concerned here primarily with the time of the solitary subject; time is the inner structure of subjectivity, of the movement of existing. "Levinas's work," says Alphonso Lingis, "contains not only wholly new analyses of the forms of time of the present, the past, the future but also a new conception of the work of time." Beginning with Existence and Existents, then, it is possible to begin tracing the progressive "alterization" of time as it unfolds across the development of Levinas's entire philosophy. As a "preparatory" study, Existence and Existents introduces the major themes and concerns that occupied Levinas throughout his career. This is essential reading for understanding both Levinas's own philosophy and the developments in philosophical thought in the twentieth century. (shrink)

Reality and its shadow -- Freedom and command -- The ego and the totality -- Philosophy and the idea of infinity -- Phenomenon and enigma -- Meaning and sense -- Language and proximity -- Humanism and an-archy -- No identity -- God and philosophy -- Transcendence and evil.

Emmanuel Levinas is one of the most original philosophers in the twentieth century. In this book, continuing his thought on obligation, he investigates the possibility that the word God can be understood now, at the end of the twentieth century, in a meaningful way. The thirteen essays collected in this volume offer an introduction to the wide range of Levinas's thought, addresses philosophical questions concerning politics, language and religion and the philosophies of, amongst others, Heidegger, Kierkegaard, Marx and Derrida. The (...) essays also touch on the Marxist concept of ideology, death, hermeneutics, the concept of evil, the philosophy of dialogue, the relation of language to the Other, and the acts of communication and mutual understanding. Nine of the essays appear in English for the first time. (shrink)

Introduction: Morality in Modern and Postmodern Perspective Shattered beings are best represented by bits and pieces. Rainer Maria Rilke As signalled in its ...

What is right in the corporation is not what is right in a man's home or in his church," a former vice-president of a large firm observes. "What is right in the corporation is what the guy above you wants from you." Such sentiments pervade American society, from corporate boardrooms to the basement of the White House. In Moral Mazes, Robert Jackall offers an eye-opening account of how corporate managers think the world works, and of how big organizations shape moral (...) consciousnss. Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, Moral Mazes takes the reader inside the intricate world of the corporation. It is a world where hard work does not necessarily lead to success, but where sharp talk, self-promotion, powerful patrons, and sheer luck might; where intense competition is masked by cheerfully bland public faces; where intentions are cloaked and frankness is simply one of many guises; and where words are always provisional and accountability often depends on the ability to outrun mistakes. In this topsy-turvy world, managers must bring often unforgiving technology and always difficult people together to make money, an uncompromising task demanding continual compromises with conventional verities. Moral issues are translated into practical concerns and into issues of public relations. Sooner or later, managrs ask themselves: How does one act in such a world and maintain a sense of personal integrity? Moral Mazes is a brilliant, sometimes disturbing, often wildly funny study of corporate thinking, decision-making, and morality. It is an analytical work of great importance, one filled with compelling real life stories of the men and women charged with running the business of America. It is a book for anyone interested in how big organizations actually function, or who is concerned with the current moral malaise in our public life. (shrink)

As an alternative to attempts to impose models of personal moral development (e.g. Kohlberg) upon organisations we propose an evolutionary model of managing ethics in organisations. The Modes of Managing Morality Model that we suggest, is based on an analysis that explains why business organisations tend to move from less complex modes of managing ethics to more complex modes thereof. Furthermore, it also identifies the dominant ethics management strategies that characterise each of the stages. It is done in a way (...) that avoids claiming that the more advanced modes of managing ethics necessarily represent moral development by business organisations. Instead of claiming the organisations develop morally, we claim that organisations move through an evolutionary process of improving their sophistication in managing ethical performance. (shrink)

To date, the study of business ethics has been largely the study of the ethics of large companies. This paper is concerned with owner/managers of small firms and the link between the personal ethics of the owner/manager and his or her attitude to ethical problems in business. By using active membership of an organisation with an overt ethical dimension as a surrogate for personal ethics the research provides some, though not unequivocal, support for the models of Trevino and others that (...) suggest a link between personal ethics and business ethics. (shrink)

This paper discusses internal dynamics of the firm that contribute to the failure of knowledge conditions, using the Enron scandal as a case study. Ability of the board to effectively monitor conduct at operational levels includes various dynamics: senior management being isolated from those at operational levels; individuals pursuing subgoals that are contrary to overall corporate goals; information flow along a narrow linear channel that effectively forecloses adverse information from getting to senior management; a corporate culture of intimidation, discouraging open (...) expressions of doubt or skepticism, resulting in reluctance to challenge senior officials, and pushing the limits of ethics and the law.Elements of information blockage in the corporation include: the "law of diminishing control"; deliberate concealment of information by officers; motivation to report to the boss what one perceives the boss wants to hear; theory of "bounded rationality" that explains surprising role of irrationality in decisionmaking – unconscious emotions and motivations. Discussion of behavioralist studies of cognitive dissonance, belief perseverance, confirmatory bias, entity effect, motivated reasoning, group cohesion or "groupthink," and the false consensus effect. Problem of overoptimism – tendency of many people to overrate their own abilities, contributions and talents – and tendency toward puffery and dismissal of risks in formulating disclosures and press releases. (shrink)

Levinas did not present any new ethical theories; he did not even give any normative recommendations. But his phenomenological investigations help us to understand how the idea of ethics emerges and how we try to cope with it. The purpose of this paper is to suggest some implications from a reading of Levinas on how ethical challenges are handled within a management perspective. The paper claims that management, both in theory and in practice, is necessarily egocentric and thus ethically biased. (...) Therefore, ethics, defined as the idea that it is possible to do otherwise than pursue one's own interest, must have its source outside the scope of management. Levinas identifies this source as the call for responsibility from the Other, beyond the reach of managerial control. He also suggests how this idea of ethics is put into practice, especially in economic life: the existence of money makes it both possible and necessary to compare unique and incomparable others. Management tools may be used in the service of always more justice, as it also may be used for the opposite purpose. Instead of trying to draw a normative conclusion from Levinas, we may distinguish between two ways of experiencing reality: one through language and knowledge, covering both descriptive and normative knowledge, including business ethics, and the other through the particular events of encounters, from where this knowledge is continuously questioned through the call for responsibility, and thereby may provide possibilities for continuous improvements towards always more justice. (shrink)

To discuss moral behavior in organizations, a growing number of authors turn to a ‘virtue ethics’ approach. Central to this approach is the so-called moral character of individuals in organizations: a well-developed moral character enables organizational members to deal with the specific moral issues they encounter during their work. If a virtue ethics perspective is seen as relevant, one may ask how organizations can facilitate that their members can exercise and develop their moral character. In this paper, we argue that (...) the way tasks are defined and interlinked has a profound influence on “exercising and developing moral character”—it can enhance and frustrate it. In order to show how structures may support organizational members to exercise and develop their moral virtues, the paper first describes what it means to exercise and develop virtues in an organizational setting and what is required for it. Next, the paper sets out to explain how specific values on different structural parameters at different structural levels relate to exercising virtues in organizations. (shrink)

The issue of damaged relationships and of repairing them is very important, especially in recent years with reports of organizations which damage relationships with various stakeholders. Many studies have investigated how individuals react to damaged relationships after perceiving injustice or receiving offense in organizations. A part of this research has been focused on revenge or other types of negative responses. However, individuals can choose to react in other ways than revenge, willing to repair relationships through reconciliation. Recently, the effectiveness of (...) reconciliation to repair damaged relationship in organizations has been linked to restorative justice. For the purpose of this article we are interested in understanding how restorative justice can be effective in repairing damaged or broken relationships in organizations, as inspired by principles of compassion or mercy. In this sense, we look for a convincing philosophical foundation for restorative justice, proposing Levinas’ ethics as a way to justify it. (shrink)

Since their separation in Platonic metaphysics, the Western philosophical tradition has given primacy to the question of being and neglected the question of the good. This, according to French phenomenologist Emmanuel Levinas, was not merely oversight, but a result of the manner in which being was thought. The present book is a series of reflections on being and the good written between 1940 and 1945, originally published in 1947, and translated in conjunction with the projected translations of Levinas’s essays on (...) the philosophy of religion and other matters as well as his major work Autrement qu'être ou au delà de l'essence. It is to be read in the context of Levinas’s later efforts to think this relation through anew by grounding metaphysics in ethics rather than by constructing an ethic upon pre-established metaphysical foundations. The original difficulty derives from the nature of consciousness itself which attempts to encompass the one and the other in a single point of view. By thus reducing the alterity of the other, otherness is incorporated into the same thus compromising it as other. This is especially pernicious in the matter of other persons since they are then taken to be the sum total of their observable roles and behaviors. This procedure holds mutatis mutandis for the intricate economic and political structures of society which are incorporated in like fashion into a totality. But what gives meaning and worth to existence lies beyond constituting consciousness and beyond totality: other persons, irreducible to the sums of their behaviors, are the ultimate source of values. (shrink)

In this article, I explore how the ideas of French philosopher Emmanuel Levinas offer insights into a debate often held today in the field of corporate governance, concerning the relative merits of statutory and voluntary approaches to the regulation of business. The philosophical position outlined by Levinas questions whether any rule-based systematisation of ethical responsibility, either statutory or voluntary, can ever equate to a genuine responsibility for the other person. I reflect on how various authors have adapted Levinas’s philosophy to (...) form a critique of bureaucracy and rule following in business, and the lack of ethical authenticity in corporate codes. However, this article also considers the question of whether a theoretical separation can be made between an ethical responsibility based on sensibility (as is suggested by Levinas) and a rational conceptualisation of how one is required to act. Considering the difficulty of disentangling these notions of ethics, I return to the problem of corporate governance and suggest an approach to stakeholder conflict based on mediation and dialogue, which rules out neither principles of conduct nor an openness of responsibility to the Other. (shrink)

The moral philosophy of Levinas offers a stark prospectus of impossibility for corporate ethics. It differs from most traditional ethical theories in that, for Levinas, the ethical develops in a personal meeting of one with the Other, rather than residing in some internal deliberation of the moral subject. Levinasian ethics emphasises an infinite personal responsibility arising for each of us in the face of the Other and in the presence of the Third. It stresses the imperious demand we experience to (...) be open to, prepared for and impassioned with that which we may not know, or recognise, about ourselves or about the Other. Such a demand transcends our intellectual and/or rational potential; it involves us in a carnal and somatic bodily experience of otherness. If we are to speak of Levinasian ethics in a business context, it cannot be a matter of corporate ethics but only a matter of individual managerial ethics. What such an ethics would be like is yet to be outlined. This paper proposes a series of questions and suggestions that will explicate some key terms of a practice organised around a Levinasian vocabulary of otherness, responsibility, proximity, diachrony and justice. (shrink)

Business ethics, as it is understood and practised generally, lacks a component of radicality. As part of the contemporary ‘return to ethics’ it displays an undesirable conservatism and blocks off possibilities for systemic alterity. I argue that a normal and ‘apologetic’ business ethics should therefore be supplemented with a radical or utopian business ethics. Put differently, business ethics should not only contribute to more responsible business practices, more morally sensitive business managers and more ethical organisational cultures, but should also facilitate (...) social hope via hermeneutic strategies aimed at changing the way we think about ourselves, our economies and the roles and responsibilities of business as such. (shrink)

Business ethics has largely been written from the perspective of analytical philosophy with very little attention paid to the work of continental philosophers. Yet although very few of these philosophers directly discuss business ethics, it is clear that their ideas have interesting applications in this field. This innovative textbook shows how the work of continental philosophers - Deleuze and Guattari, Foucault, Levinas, Bauman, Derrida, Levinas, Nietzsche, Zizek, Jonas, Sartre, Heidegger, Latour, Nancy and Sloterdijk - can provide fresh insights into a (...) number of different issues in business ethics. Topics covered include agency, stakeholder theory, organizational culture, organizational justice, moral decision-making, leadership, whistle-blowing, corporate social responsibility, globalization and sustainability. The book includes a number of features designed to aid comprehension, including a detailed glossary of key terms, text boxes explaining key concepts, and a wide range of examples from the world of business. (shrink)

Given the socio‐economic incentives for academic relevance, the sceptic may well challenge the academic integrity of the evolving discipline of business ethics. For, the question is, how could such an emerging field of enquiry constitute applied philosophy? I critically examine certain arguments, principally advanced by Michael Oakeshott and Stephen Clark, which might be thought to underwrite such scepticism, via a wholesale suspicion of applied ethics. Yet, I argue, philosophy can be and is properly concerned with our practical experience and actions. (...) The significance of more general, abstract ethical questions derives, in great part, from their bearing upon our practical deliberations and actions. Moreover, reflection about the nature and role of ethical principles need not deny a role for moral judgement. Although for contingent reasons we may be right to be worried, I present an argument to show that, as a matter of principle, the sceptical challenge regarding business ethics can be refuted. (shrink)

The primary aim of this paper is to accentuate those features that distinguish Levinasian ethics from the egoism that prevails in management thought. It focuses on differences in the constitution of the subject, how Levinas seeks an ethics that goes beyond the subjective point of view that structures the self as being self-present, self-interested, free and systematic and relates to others through this perspective. Levinas's concepts are critically discussed by reading these alongside Jacques Lacan and Adam Smith, which enable observations (...) to be made about Levinas's concept of the Same and about the difference he effects between human and the nonhuman. It is concluded that it can be easy to misread Levinas in key respects in ways that may act to assimilate his thought to egoism. (shrink)

Ethics in business and economics is often attacked for being too superficial. By elaborating the conclusions of two such critics of business ethics and welfare economics respectively, this article will draw the attention to the ethics behind these apparently well-intended, but not always convincing constructions, by help of the fundamental ethics of Emmanuel Levinas. To Levinas, responsibility is more basic than language, and thus also more basic than all social constructions. Co-operation relations in organizations, markets and value networks are generated (...) from personal relations and personal responsibilities. It is not sufficient to integrate ethics in an impersonal, rational system, neither in business organizations nor in the world economy. Ethics has its source not in rationality, but in the personal. (shrink)

This chapter contains sections titled: Historical Background Problems of Definition Problems of Moral Content Problems of Method and Justification Problems of Specification Problems of Conflict and Disagreement Conclusion.

The place of religion in society has changed profoundly in the last few centuries, particularly in the West. In what will be a defining book for our time, Taylor takes up the question of what these changes mean, and what, precisely, happens when a society becomes one in which faith is only one human possibility among others.