Since it appeared in 1971, John Rawls's A Theory of Justice has become a classic. The author has now revised the original edition to clear up a number of difficulties he and others have found in the original book. Rawls aims to express an essential part of the common core of the democratic tradition--justice as fairness--and to provide an alternative to utilitarianism, which had dominated the Anglo-Saxon tradition of political thought since the nineteenth century. Rawls substitutes the ideal of the (...) social contract as a more satisfactory account of the basic rights and liberties of citizens as free and equal persons. "Each person," writes Rawls, "possesses an inviolability founded on justice that even the welfare of society as a whole cannot override." Advancing the ideas of Rousseau, Kant, Emerson, and Lincoln, Rawls's theory is as powerful today as it was when first published. (shrink)

Though the revised edition of A Theory of Justice, published in 1999, is the definitive statement of Rawls's view, so much of the extensive literature on Rawls's theory refers to the first edition. This reissue makes the first edition once again available for scholars and serious students of Rawls's work.

While dominant management thinking is steered by profit maximisation, this paper proposes that sustained organisational growth can best be stimulated by attention to the common good and the capacity of corporate leaders to create commitment to the common good. The leadership thinking of Kautilya and Ashoka embodies this principle. Both offer a common good approach, emphasising the leader's moral and legal responsibility for people's welfare, the robust interaction between the business community and the state, and the importance of moral training (...) of leaders in identifying and promoting the common good. We argue that the complex process of re-orientating corporate priorities towards the common good requires alertness and concerted effort if both business and society are to truly benefit. As Ashoka said: ‘A good deed is a difficult thing’. (shrink)

A timeless treatise on what constitutes the Hindu way of life Religion in India can appear to be a confusing tangle of myths, with many different gods and goddesses worshipped in countless forms.This complexity stems from a love of story-telling, as much as anything else, but it is only the surface expression of Indian faith. Beneath can be found a system of unifying beliefs that have guided the lives of ordinary families for generations. Here, one of the most profound philosophers (...) of India explains these and other related concepts intrinsic to the Hindu philosophy of life. (shrink)

And in this book the distinguished scholar Amartya Sen offers a powerful critique of the theory of social justice that, in its grip on social and political ...

This article analyzes the past, the present, and the future of business institution in society in terms of its management approaches by using the framework of human evolution, and discovers a trend that explains three paradigms in business management that have been witnessed so far. Extending the trend, it projects another two paradigm shifts to take place in future, and establishes that the business management practice is going to evolve further where it will turn from its present status of ‘result-oriented (...) management’to ‘process-oriented management’ in terms of its focus, or in other words, it will evolve from ‘professional management’ to ‘ethical management’ in terms of its underlying philosophy. As a result, the business enterprise will evolve from its present form of economic organization to a humane organization, and further up to a divine organization. Expressed the other way round, the business institution that had kicked off as an industrial organization has got transformed to a human organization by now; however, in the future, it will further evolve to its final level of a divine organization. (shrink)

Current managerial discourse and practices are dominated by the pioneering ideology of neo-liberalism, which translates to individual self-interest. This mode of functioning results in socially and environmentally dysfunctional organizations. The root cause of this phenomenon is the organization’s narrow focus on profitability and short-term pursuits. Strategy is short-term and narrowly focused and excludes aspects of business that benefit from longer term thinking such as competitiveness and sustainability. Integrating a spiritual perspective and cultivating spiritual qualities and vision in the individuals making (...) up an organization leads to broader, long-term focus and fosters business competitiveness and sustainability. One approach to implementing spirituality is Practical Compassion, an approach drawn from seers, sages and ancient wisdom. This article discusses a down to earth and practical approach to implementing spirituality in the corporate environment. We will explore implementation (and measurement) of this approach by use of some of the popular performance measurement frameworks and models. The aim is to conceptualize, develop, and foster the use of a ‘spirituality scorecard’ as a tool to implement spirituality. We explore the methods and implications of integrating this approach in some of the world’s leading corporations by demonstrating use of the spirituality scorecard. (shrink)

Spirituality is now a much talked about subject. All over the world, after a long reign of heavy and soul- stifling materialism, people are seeking for a higher meaning in work and life, beyond the mundane and material aims. So religion and spirituality are coming back with the message of hope and peace. Business, which is a leading institution of our age and employs a large chunk of humanity, cannot escape from this new worldwide trend. Thus, the meeting of business (...) and spirituality is already happening. This article examines the evolutionary significance of this meeting in the light of Sri Aurobindo's spiritual vision. (shrink)

The Life Divine explores for the Modern mind the great streams of Indian metaphysical thought, reconciling the truths behind each and from this synthesis ...

While dominant management thinking is steered by profit maximisation, this paper proposes that sustained organisational growth can best be stimulated by attention to the common good and the capacity of corporate leaders to create commitment to the common good. The leadership thinking of Kautilya and Ashoka embodies this principle. Both offer a common good approach, emphasising the leader's moral and legal responsibility for people's welfare, the robust interaction between the business community and the state, and the importance of moral training (...) of leaders in identifying and promoting the common good. We argue that the complex process of re‐orientating corporate priorities towards the common good requires alertness and concerted effort if both business and society are to truly benefit. As Ashoka said: ‘A good deed is a difficult thing’. (shrink)

In our contemporary post-modern context, it has become increasingly awkward to talk about a good that is shared by all. This is particularly true in the context of mammoth multi-national corporations operating in global markets. Nevertheless, it is precisely some of these same enormous, aggrandizing forces that have given rise to recent corporate scandals. These, in turn, raise questions about ethical systems that are focused too myopically on self-interest, or the interest of specific groups, locations or cultures. The obvious traditional (...) alternative to moral bellybutton gazing is the common good, which challenges the modern business enterprise to realize non-instrumental values that can only be attained in our life together. The common good dictates that leadership should be judged, first of all, according to moral criteria rather than professional competence. It helps correct the distorted prioritization of the maximization of profit in every business decision, recognizing that businesses have a multitude of rights and responsibilities, and the common good reminds us that the first of these is not always profit-making. (shrink)