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Is business just a way to make money? Or can the marketplace be a venue for service to others? Scott B. Rae and Kenman L. Wong seek to explore this and other critical business issues from a uniquely Christian perspective, offering up a vision for work and service that is theologically grounded and practically oriented.
With funding for nonprofits shrinking and global markets shaky, our business and social sectors are both confronting an increasingly uncertain future. Many organizations are searching for innovative strategies that will counter the mounting pressures felt by communities and corporations alike. Common Interest, Common Good argues that forward-looking businesses and social sector organizations (both nonprofit and government) can solve many of their problems by working together-while serving the common good in the process. According to Shirley Sagawa and Eli Segal, alliances between for-profit and the not-for-profit industries yield enormous benefits for both. Businesses can boost their bottom line by leveraging a nonprofit partnership to enhance their image, reach new markets, increase consumer loyalty, and build a positive reputation with current and prospective employees. The upside is just as powerful for nonprofits, because an alliance with a corporation can provide crucial funds and visibility while helping to attract new volunteers and donors. Common Interest, Common Good showcases many such successful partnerships, from corporate sponsorships and cause-related marketing to employee volunteer programs and school-to-work initiatives. The authors also offer some much-needed guidance for avoiding many of the pitfalls that can undermine even the best alliances. A convincing, deeply felt book by two authors who have devoted much of their careers to helping public and private sectors find profitable new ways of working together, Common Interest, Common Good is a guided tour of the progressive new strategies that can contribute to the purpose of our businesses and the prosperity of our communities.
These inspiring stories of prominent reformers fighting for the Common Good help concerned readers and voters recognize which actions and proposals will substantially elevate the happiness and well-being of citizens. Philip Kotler describes how today's society is in a state of "durable disorder," with authoritarianism on the rise and democracy on the decline around the world. He highlights the role of the Common Good and offers readers a guide to fortifying democratic values and creating organizations that pursue a better vision of the world. This text is essential for: Public citizens who want to help solve their community's problems Businesses that want to contribute to the public good Government agencies aiming to improve services and innovations Nonprofit organizations dedicated to meeting public needs Kotler details tools for public action used by luminaries such as Martin Luther King Jr., Susan B. Anthony, Rachel Carson, and Nelson Mandela, describing the advances these reformers achieved and mapping out strategies for delivering "the greatest good for the greatest number."
Can business activities and decisions be virtuous? This is the first business ethics textbook to take a virtue ethics approach. It explains how virtue ethics compares with alternative approaches to business ethics, such as utilitarianism and deontology, and argues that virtue ethics best serves the common good of society. Looking across the whole spectrum of business—including finance, governance, leadership, marketing and production—each chapter presents the theory of virtue ethics and supports students’ learning with chapter objectives, in-depth interviews with professionals and real-life case studies from a wide range of countries. Business Ethics: A Virtue Ethics and Common Good Approach is a valuable text for advanced undergraduates and masters-level students on business ethics courses.
Despite social and economic advances around the world, poverty and disease persist, exacerbated by the mounting challenges of climate change, natural disasters, political conflict, mass migration, and economic inequality. While governments commit to addressing these challenges, traditional public and philanthropic dollars are not enough. Here, innovative finance has shown a way forward: by borrowing techniques from the world of finance, we can raise capital for social investments today. Innovative finance has provided polio vaccines to children in the DRC, crop insurance to farmers in India, pay-as-you-go solar electricity to Kenyans, and affordable housing and transportation to New Yorkers. It has helped governmental, commercial, and philanthropic resources meet the needs of the poor and underserved and build a more sustainable and inclusive prosperity. Capital and the Common Good shows how market failure in one context can be solved with market solutions from another: an expert in securitization bundles future development aid into bonds to pay for vaccines today; an entrepreneur turns a mobile phone into an array of financial services for the unbanked; and policy makers adapt pay-for-success models from the world of infrastructure to human services like early childhood education, maternal health, and job training. Revisiting the successes and missteps of these efforts, Georgia Levenson Keohane argues that innovative finance is as much about incentives and sound decision-making as it is about money. When it works, innovative finance gives us the tools, motivation, and security to invest in our shared future.
Robert B. Reich makes a powerful case for the expansion of America’s moral imagination. Rooting his argument in common sense and everyday reality, he demonstrates that a common good constitutes the very essence of any society or nation. Societies, he says, undergo virtuous cycles that reinforce the common good as well as vicious cycles that undermine it, one of which America has been experiencing for the past five decades. This process can and must be reversed. But first we need to weigh the moral obligations of citizenship and carefully consider how we relate to honor, shame, patriotism, truth, and the meaning of leadership. Powerful, urgent, and utterly vital, this is a heartfelt missive from one of our foremost political thinkers.
An exploration of the interplay between social responsibility, entrepreneurship and the common good which is organized into four sections: business and the common good; educating responsible entrepreneurs; corporate social responsibility (CSR) challenges and the common good; and CSR and entrepreneurship in emerging economies
Globalization and information technology are driving the world into a new era. Is it the responsibility of business to pursue the common good - and more precisely, to participate in the construction of the global common good? This book brings together contributions from various disciplines, written by scholars who are at the forefront of this debate. It provides multiple insights into a tripartite relationship: business, globalization and the common good. It helps explain why the business sphere will probably not be in a position to ignore the common good much longer, and why this latter concept, widely ignored in today's management realm, is likely to become part of tomorrow's corporate policies and practices in the global context. Finally, this work opens up a plethora of avenues for future research, calling for the development of transdisciplinary approaches and for the elaboration of a research program embracing theoretical, empirical and spiritual perspectives to tackle this complex issue.
This volume consists of papers derived from the Ninth International Conference on Studies in Economic Ethics and Philosophy (SEEP), held at Trent University in Peterborough, Ontario, Canada, in June of 2002. Let me take this opportunity to express my appreciation to Professor Peter Koslowski for his original stimulus, encouragement, and continual assistance in making the Conference a success. I would also like to thank my Trent colleague, Professor David Holdsworth, for his steadfast help in the management of the Conference and the papers resulting from it. I am obliged to Mr. Louis Taylor of North George Studios in Peterborough for his expert professional service in preparing the manuscript for printing. Finally, let me gratefully acknowledge the generous financial sponsorship of the Conference by the Social Sciences and Humanities Research Council of Canada, and Trent University's Department of Philosophy and Graduate Centre for the Study of Theory, Culture, and Politics. Bernard Hodgson Department of Philosophy Trent University Peterborough, Ontario, Canada May 2004 Contents Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IX Introduction BERNARD HODGSON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Part One Setting the Problem Chapter 1 Public Interest and Self-Interest in the Market and the Democratic Process PETER KOSLOWSKI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Chapter2 The Invisible Hand and Thinness of the Common Good RICHARD DE GEORGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 CONTENTS Part Two Constraining the Invisible Hand Chapter 3 Hiring Invisible Hands for Public Works EDWARDJ. NELL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Chapter4 A Market Failures Approach to Business Ethics JOSEPH HEATH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Chapter 5 Abstractions and Conceptual Automata in Economics and Non-Economics STEPHEN REGOCZEI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
What is the objective or purpose of business Management? According to the dominant theory of contemporary financial management scholarship, agency theory, business managers are obligated to maximise owner or shareholder value. According to most theories of business ethics, however, some owner-value-maximising actions should not be performed, because they would be unethical. Because business management scholars and business ethics scholars have not resolved this contradiction, students of commerce receive a contradictory education. The twenty-five essays in this interdisciplinary, international volume address the question of the objective or purpose of business management from a wide range of theoretical perspectives. Since some of the writers contradict one another, it is not possible that all of them are correct. Nevertheless, the fact that many of them argue persuasively that business managers should aspire to more than maximisation of a financial variable challenges everyone with a theoretical or practical interest in commerce to reconsider acceptance of the owner-value paradigm and to develop a richer conception of the profession of business management.