Patricia Werhane

We propose that firms that engage in morally imaginative sensemaking will manage society's changing ethical expectations more effectively than those engaging in habituated sensemaking. Specifically, we argue that managers engaging in habituated sensemaking will tend to view changes in expectations as threats and respond to them defensively. In contrast, morally imaginative managers will tend to see these same changes as opportunities and address them by proactively or interactively engaging stakeholders in learning processes. We contribute to the literature on moral imagination by highlighting the value of moral imagination relative to conventional sensemaking, and by positioning moral imagination as an ongoing mode of sensemaking. While we recognize that managers' capacity to continuously address changing ethical expectations using moral imagination is constrained by cognitive limitations, we posit that morally imaginative sensemaking may economize on cognitive resources over time by enabling managers to avoid managing ethical issues unproductively based on habit. We also contribute to the issues management literature by calling attention to two underlying factors, managerial sensemaking mode and firm enterprise strategy, that drive companies' approaches to issues management.

_Management Ethics_ is a highly accessible and concise introduction to issues and key problems in the area of management ethics. Examines the obligations that managers have to their various stakeholders: employees, customers, shareholders, and the community Looks at topics at the cutting edge of business ethics, including the ethics of supply chain management, as well as dealing with the press and non governmental agencies Considers the concepts of sustainability and triple bottom line accounting Includes chapters on stimulating the manager's moral imagination and promoting a unique theory of ethical leadership

While there is a large and ever-expanding body of work on the fields of business ethics and corporate social responsibility, there is a noted absence of a single source on the methodology and research approaches to these fields. In this book, the first of its kind, leading scholars in the fields gather to analyse a range of philosophical and empirical approaches to research in business ethics and CSR. It covers such sections as historical approaches, normative and behavioural methodologies, quantitative, qualitative and experimental perspectives, grounded theory and case methodologies, and finally a section on the role of the researcher in research projects. This book is a valuable and essential read for all researchers in business ethics and CSR, not only for those starting out in the fields, but also for seasoned scholars and academics.

In this paper we set out to explore the claims that corporate social responsibility (CSR) itself is little more than a complementary extension of the project of coloniality initiated by the Enlightenment (e.g. Banerjee 2019). We will not dispute that claim. Rather we will develop three points. First, we will apply a non-linear, systems approach to demonstrate how we all, of any color, ethnic origin or historical location are all part of an interconnected interrelated sets of systems—what some thinkers call a complex adaptive system or systems (e.g., Miller and Page 2007) so that dismissing or degrading any particular ethnic, gender, or racial group is dismissing part of our history and origin. Secondly, we will argue that Enlightenment, coloniality, as well as neo-coloniality, and decoloniality sprung up from the Enlightenment projects themselves. Thus, the very critiques of Enlightenment, accurate as they may be, evolved from that perspective and have to be taken into account even in those critiques. Third, what appears to be an “either-or” – that is, that commerce should stick to business and not engage in political activities (forms of neocolonialism) or accept these business-political activities despite critiques – is not a simple choice. Rather, conceding that commerce and political systems cannot be nicely separated, we will provide some principles or ways to evaluate these activities, seemingly ubiquitous particularly in emerging economies.

This response addresses the question: how can ethical values play a role in combating fraud? Three points are made. Firstly, ethical values are both self‐ and other‐related. Secondly, changing the prevalence of fraudulent behaviours requires not only a reduction in opportunity for fraud but also a change in mindset of the perpetrators. Thirdly, that change in mindset involves the recognition that there are personal and organizational advantages to be gained by not contributing to or abetting fraudulent behaviour. This latter point is illustrated with reference to the experience of Unilever where sustainable development is seen as contributing to the creation of long‐term shareholder value

Patricia Werhane synthesizes much of later Wittgensteinian thought, bringing together disparate arguments into a coherent text. Keeping in mind what Wittgenstein set out to accomplish in his later writings, the introduction of new material on the private language arguments, and the philosophical significance of these claims, Werhane develops the thesis that the notion of a rule is such a constitutive of language that a private language is impossible. Such a conclusion challenges many contemporary readings of the Philosphical Investigations by bringing into question conventionalism, linguistic relativism, and idealism while defending the thesis that the notion of a private psychological experience makes sense.

Developing themes from the first volume of this collection, in this second edition we again bring together papers that either exemplify the crossing of disciplinary boundaries, or that allow us to do so in and through the conversations they create. The pieces were chosen based on their relevance to similar themes as discussed in the first volume. The first, most central theme of this volume remains ‘leadership’, which in and of itself continues to develop into an academic field ever more audacious in its ambitions and multidisciplinary in orientation. Many new and exciting perspectives regarding the importance of relationality in leading have crystalized in recent years and offer rich perspectives for rethinking organizational life. The second theme is gender, which finds its academic force in feminism and gender studies, but has become an important part of organization studies, labor relations, political theory, to name but a few, and is also increasingly central to the study of leadership practices. In highlighting their importance, we hope to set the stage for understanding the normative implications of how gender and leadership discourses intersect. We also continue our interest in systemic thinking and complexity theory. A Golden thread that runs through all of these fields, and certainly weaves together the broad variety of perspectives in this volume, is the notion of relationality. Taken together, this variety of theoretical perspectives informed the selection of the papers in this volume.

This article will defend a very simple thesis. In a diverse globalized world with expanding economic opportunities, pandemic risks such as the global COVID-19 virus, and the Black Lives Matter movement, we will need to revisit and revise our mindsets about free enterprise, corporate governance, and most importantly, leadership. That we can change our mindsets and world view is illustrated by studies of primate behavior, in particular, the Forest Troop savanna baboons, and the kind of leadership necessary in a global political economy, even given the pandemic, is, interestingly often exemplified by women.