This book is for people who work in the tech industry-computer and data scientists, software developers and engineers, designers, and people in business, marketing or management roles. It is also for people who are involved in the procurement and deployment of advanced applications, algorithms, and AI systems, and in policy making. Together, they create the digital products, services, and systems that shape our societies and daily lives. The book's aim is to empower people to take responsibility, to 'upgrade' their skills for ethical reflection, inquiry, and deliberation. It introduces ethics in an accessible manner with practical examples, outlines of different ethical traditions, and practice-oriented methods. Additional online resources are available at: ethicsforpeoplewhoworkintech.com.

Written in the European tradition of Kant's philosophical trilogy on critique and Hegel's concept of ethical life, this book outlines the great traditions in ethical philosophy: Aristotelian virtue ethics, Kantian ethics, and utilitarianism. It presents modern ethics from Nietzsche, Adorno, and Habermas to Kohlberg's stages of moral development.

By considering the importance of Corporate Social Responsibility (CSR) as a business paradigm but also as a growing scepticism about it's outcomes, The True Value of CSR answers questions about true value behind this concept, motivations of firms embedding CSR in their core strategies and a capacity of CSR to make a real difference on the market.

This annual publication is devoted to the advancement of ethics research and education in the profession and practice of accounting. It aims to advance innovative and applied ethics research in all accounting-related disciplines on a global basis and to improve ethics education in the field.

Establishing a policy and building a culture that helps to protect organizations from financial wrong-doing, criminal or civil liability and permanent damage to corporate reputation has become a central theme of contemporary corporate policies towards 'whistleblowing'. This book is amongst the first to provide a detailed and full-length analysis of the meaning and various justifications of whistleblowing policies. While the legitimization of organizational whistleblowing suggests an adaptation of organizations to public opinion, this book examines the wider legitimization whistleblowing policies have been given, considering whether the establishment of 'policies' genuinely leads to the implicit institutionalization of whistleblowing itself. The book's particular focus is upon what kinds of 'whistleblowing' societies and organizations actually want, and whether policies developed as a result meet expectations.

This volume is devoted to management accounting approaches for analyzing business benefits and costs of climate change. It discusses future directions on carbon accounting, performance measurement and reporting as well as links between climate accounting and business processes, product and service development, supply chain innovation, economic successes and stakeholder relations.Companies are increasingly called on to contribute to combatting climate change and also face the challenges presented by climate-change related costs, risks and benefits. Risks can result from unpredictable weather conditions and government regulations, such as the EU emission trading system and new building codes. Climate change also offers numerous opportunities, such as energy efficiency innovations and carbon neutral products and production.Good management requires that carbon emissions are tracked and climate-related costs, risks and benefits are identified, measured and assessed. As such, research addressing corporate accounting frameworks and tools is of increasing importance when it comes to managing these carbon and climate-related issues.

In a world unbalanced by extensive poverty, divided by conflicting interests and contrasting moral traditions, and vulnerable to environmental degradation, what difference can international businesses make? This book of essays addresses this urgent concern from a number of angles.Three initial essays consider ways of arriving at common ethical positions while still respecting diverse local cultural traditions. The next set of essays examines the emergence of morally responsible business practices in globally diverse contexts, particularly in developing areas. While considering the inherent tensions between moral ideals and contingent realities, the last set of essays discuss topics such as the transfer of technologies and the reduction of poverty where responsible practices are still being debated.

For decades, community-centered social services have been promoted as an admirable ideal. Yet the concept of decentralized services delivered where people live has proved to be an elusive ideal as well, with the promise of empowerment often giving way to disinterest and apathy.

"Community-Based Interventions" examines the reasons community programs tend to founder and proposes a realistic framework for sustained success. The book's theoretical, philosophical and political foundations begin with the importance of context, as in local knowledge and community self-definition and engagement. Innovative, often startling, approaches to planning, design and implementation begin with the recognition that communities are not "targets" or "locations" to be "fixed," but social realities whose issues require concrete answers. The variety of examples described in these chapters demonstrate the power of community interventions in providing effective services, reducing inequities and giving individuals greater control over their health, their environment and in the long run, their lives. Included in the coverage: Redefining community: the social dimensions.A new epidemiology to inform community work.The role of research in designing community interventions.The conceptual flow of a community-based project.Building autonomy through leadership from below.Relating social interventions to social justice.

Attuned to the current era of health and mental health reform, "Community-Based Interventions" represents a major step forward in its field and makes an inspiring text for social workers, clinical social workers, public health administrators and community activists.

The practice of corporate social responsibility (CSR) in the Middle East is explored in this volume, through a unique compilation of data and perspectives from authors living and working in the region. The authors demonstrate how the long-entrenched traditions of philanthropy and generosity in Arab culture have been reinvigorated in recent years and are starting to cross-fertilize with new and more institutionalized forms of giving, advocated through advances pertaining to CSR. Using a variety of cases, this book ponders the multiple facets of CSR in the region, including philanthropy, strategic giving, social entrepreneurship, internal CSR and responsible human resource management practices, effective CSR integration in SMEs, corporate environmental responsibility and its evolution, CSR reporting and lingering challenges in this respect. It also considers the relevance and applicability of CSR to a wider spectrum of societal actors and institutions. The contributions nicely capture and reiterate commitment to CSR in the Middle East.

This book addresses the social and environmental justice challenge to live sustainably and well. It considers the consequences of our social, economic and environmental policy and governance decisions for this generation and the next. The book tests out ways to improve representation, accountability and re-generation. It addresses the need to take into account the ethical implications of policy and governance decisions in the short, medium and long term based on testing out the implications for self, other and the environment. This book recognizes the negative impact that humans have had on the Earth's ecosystem and recommends a less anthropocentric way of looking at policies and governance. The chapters discuss the geologic impact that people have had on the globe, both positive and negative, and brings awareness to the anthropocentric interventions that have influenced life on Earth during the Holocene era. Based on these observations, the authors discuss original ideas and critical reviews on ways to govern those who interpret the world in terms of human values and experience, and to conduct an egalitarian lifestyle. These ideas address the growing rise in the size of the ecological footprints of some at the expense of the majority, the growth in unsustainable food choices and of displaced people, and the need for a new sense of relationship with nature and other animals, among other issues. The chapters included in Balancing Individualism and Collectivism: Social and Environmental Justice encourage readers to challenge the sustainability agenda of the anthropocentric life. Proposed solutions to these unsustainable actions include structuralized interventions and volunteerism through encouragement and education, with a focus on protecting current and future generations of life through new governmental etiquette and human cognizance.

Transforming Capitalism addresses the challenges to shareholder capitalism. It explores: fair play in the market place;challenges on systemic, organizational and individual levels; the need to refocus our economic system around community and cooperation; the current challenges and transform capitalism.

This volume investigates how much governmental control is needed to reign in corporate and business greed and to make business "socially responsible" in Asia. It also questions whether business entities need to be reigned in by the government itself, or if other social, religious, or economic dynamics shape business entities in Asia. Moreover, it looks at how the Asian third sector influences BSR/CSR activities.

The last ten years have seen an extraordinary transformation in how business has to account for itself. Today, the air is thick with the buzz of corporate responsibility (CR) leaders, innovators and practitioners. Conferences and publications on the topic are in abundance: the tip of an iceberg that has become a fast-growth industry. Many of those companies and service providers most vocal in distancing themselves from early experimentation have proved the strongest advocates of sustainability reporting, often winning applause and coveted awards in the process. Even companies from controversial sectors such as alcohol, cigarettes and gambling have joined the party - running up bills of tens of millions of dollars in demonstrating their new-found faith for CR. It has not always been like this. As one of the architects of the burgeoning CR movement, Simon Zadek has always been a prolific writer and contributor of ideas. The evolution of his thoughts on new economics, corporate accountability, stakeholder dialogue, social and ethical auditing and reporting have attracted consistent attention - never more than today. In this unique anthology, Zadek crystallises his key work from the last decade into a coherent and fascinating whole, which, read together, provide a context, lens and early history lesson on how CR has become one of the defining business issues of the 21st century. The writings reflect Zadek's involvement with organisations such as the New Economics Foundation, a pioneer in the development of social auditing, sustainability indicators, community finance and much more. They illustrate his contribution in setting up the Ethical Trading Initiative, and AccountAbility (where he is presently the CEO), in working with companies such as The Body Shop and Ben & Jerry's through to Nike, BT and many other civil-society organisations. The book contains 33 pieces, which are split into six sections: "The Economics of Utopia"; "Civil Society, Power and Accountability"; "Accounting for Change"; "The Civil Corporation"; "Partnership Alchemy"; and "Responsible Competitiveness". It will be an invaluable resource for anyone wishing develop an understanding of why corporate responsibility is where it is today and where it might end up tomorrow.

Drawing upon the timeless wisdom of the Bhagavad Gita, a philosophical-spiritual world classic, this professional book highlights the spiritual and moral dimensions of management using an inside-out leadership development approach. It interprets the Bhagavad Gita's teachings on the personality types and psychological makeup of managers and employees; self-knowledge and self-mastery; and the leadership concepts of vision, motivation, and empowerment. This book covers topics such as training of the mind, ethical leadership, communication, stress management, and corporate social responsibility (CSR). Collectively, the enclosed contributions provide managers with an enhanced outlook on management functions such as leading, planning, organizing, and controlling in today's organizations, particularly those run by knowledge workers. Management research in the 20th century has mainly focused on the industrial paradigm characterized by a hierarchical structure of authority and responsibility with an individualistic focus on the personality of the manager. However, this traditional paradigm cannot solve many of the problems that confront leaders and mangers today. Recent studies have shown that values traditionally associated with spirituality-such as integrity, honesty, trust, kindness, caring, fairness, and humility-have a demonstrable effect on managerial effectiveness and success. Although traditionally interpreted as a religious-spiritual text, the Bhagavad Gita teaches these values which can be extrapolated and applied to practical management lessons in today's corporate boardrooms. Applying the text of the Bhagavad Gita to the context of management, this book views the manager as an "enlightened sage" who operates from higher stance, guided by self-knowledge and self-mastery. It demonstrates how character is the key ingredient for effective management and leadership. This book is therefore applicable to all managers, from first-line to CEOs, in their management and leadership roles in organizations.

Henk van Luijk A continuing debate Business life and ethics have always had an uneasy relationship. Together they feel uncomfortable, separated from each other they feel truncated. But, in more ways than one they need each other. For, to paraphrase a famous expression of the philosopher Kant: business without an ethical orientation is blind, and ethics without business experience is void. There are two different reasons for this uneasy relationship, a moral and an economic one. Business activities are essentially motivated by the striving for profit, whereas ethical considerations are marked by an equal attention given to the interests of all relevant others. This is the moral reason. The economic reason is implied in the conviction that the market constitutes a morally neutral zone, or, to put it positively, that market participants take care not only of themselves but also of the general welfare by behaving in accordance with market rules and regulations. Both reaso s playa role in discussions on the rela tion between business and ethics. For several decades, and more specifically since the beginning of the eighties, we have witnessed a continuing debate concerning the social responsibility of business, the content and extension of that responsibility and its moral and ideological basis. Positions are defended by business representatives and academics alike, under similar such headings as ' social responsibility of business' or 'corporate responsibility', 'business ethics', 'corporate ethics' or 'market morality'. Two, perhaps three, clusters of questions present themselves as particularly urgent."

Don't be misled by the word social in the title. This is a book about how to improve corporate performance and gain competitive advantage. In Corporate Social Opportunity! Grayson and Hodges challenge perceived wisdom that adherence by business to corporate social responsibility (CSR) is a zero-sum game where the impact on companies is added costs and extra regulatory burden. From their unique vantage point working with leaders of global businesses and of local communities, the authors explain how powerful drivers forcing companies to adopt stringent social, ethical and environmental standards simultaneously create largely untapped opportunities for product innovation, market development and non-traditional business models. The key to exploiting these opportunities lies in building CSR into business strategy, not adding it on to business operations. With examples from 200 companies to illustrate their case, they outline both in theory and practice a seven-step process managers can apply to assess the implications of CSR on their business strategy and identify their own corporate social opportunities. Business is operating in a whirlwind of interacting global forces: revolutionary developments in communications and technology, significant changes in markets, shifts in demographics, and a transformation of personal values. The fallout from these forces is the underlying reason that corporate social responsibility has come of age. These global forces have led to a number of issues-such as ecology and environment, human rights and diversity, health and well-being, and communities-becoming potential liabilities for companies. Once regarded as 'soft' management issues, they are now increasingly recognised as hard to predict and hard for the business to deal with when they go wrong. Corporate Social Opportunity!, by the authors of the best-selling Everybody's Business moves the argument from the "why" of corporate social responsibility (CSR) to the "how" and beyond - to a future where CSR is perceived as an opportunity for business both in terms of reaping the benefits of retaining brand or organisational value and by developing new products and services, serving new markets and adopting new business models. This is not always a story of black and white, of what is right or what is wrong. Often it embraces apparently conflicting demands which require the application of judgement, guided by a clear sense of overall direction and corporate purpose. This book is designed to act as a compass for aiding navigation through such dilemmas and complex decisions. Using examples of current good practice, detailed interviews with leading CEOs and newly created diagnostic planning tools, all framed within a seven-step model for making CSR happen, the book aims to provide a practical guide to help business leaders and their managers understand how to assess the impact of corporate social responsibility factors on their core business strategy and operations and help them identify and prioritise between subsequent options and resulting business opportunities. The book is structured into two parts. Both parts describe the same seven-step model which, if followed, will help managers think through desired changes to business strategies, and necessary corresponding changes to operational practices. In Part 1, the seven steps-triggers; scoping; making the business case; committing to action; resources and integrating operations; engaging stakeholders; and measuring and reporting-are described and illustrative evidence and corresponding data provided. In Part 2, the authors have created a worked example of the diagnostic processes that form the backbone of the seven steps, based on the health and well-being issue of fast food and the growing problem of obesity, particularly among children, along with notes on how a manager might work through the processes with colleagues. The authors are pro-business although not business-as-usual. The book is written first and foremost with the purpose of helping to improve business performance, because business is after all the principal motor for growth and development in the world today. The authors argue that companies adhering to best practice in CSR and taking advantage of possibilities inherent in Corporate Social Opportunity! are good for shareholders as well as customers and employees.

Don't be misled by the word social in the title. This is a book about how to improve corporate performance and gain competitive advantage. In Corporate Social Opportunity! Grayson and Hodges challenge perceived wisdom that adherence by business to corporate social responsibility (CSR) is a zero-sum game where the impact on companies is added costs and extra regulatory burden. From their unique vantage point working with leaders of global businesses and of local communities, the authors explain how powerful drivers forcing companies to adopt stringent social, ethical and environmental standards simultaneously create largely untapped opportunities for product innovation, market development and non-traditional business models. The key to exploiting these opportunities lies in building CSR into business strategy, not adding it on to business operations. With examples from 200 companies to illustrate their case, they outline both in theory and practice a seven-step process managers can apply to assess the implications of CSR on their business strategy and identify their own corporate social opportunities. Business is operating in a whirlwind of interacting global forces: revolutionary developments in communications and technology, significant changes in markets, shifts in demographics, and a transformation of personal values. The fallout from these forces is the underlying reason that corporate social responsibility has come of age. These global forces have led to a number of issues-such as ecology and environment, human rights and diversity, health and well-being, and communities-becoming potential liabilities for companies. Once regarded as 'soft' management issues, they are now increasingly recognised as hard to predict and hard for the business to deal with when they go wrong. Corporate Social Opportunity!, by the authors of the best-selling Everybody's Business moves the argument from the "why" of corporate social responsibility (CSR) to the "how" and beyond - to a future where CSR is perceived as an opportunity for business both in terms of reaping the benefits of retaining brand or organisational value and by developing new products and services, serving new markets and adopting new business models. This is not always a story of black and white, of what is right or what is wrong. Often it embraces apparently conflicting demands which require the application of judgement, guided by a clear sense of overall direction and corporate purpose. This book is designed to act as a compass for aiding navigation through such dilemmas and complex decisions. Using examples of current good practice, detailed interviews with leading CEOs and newly created diagnostic planning tools, all framed within a seven-step model for making CSR happen, the book aims to provide a practical guide to help business leaders and their managers understand how to assess the impact of corporate social responsibility factors on their core business strategy and operations and help them identify and prioritise between subsequent options and resulting business opportunities. The book is structured into two parts. Both parts describe the same seven-step model which, if followed, will help managers think through desired changes to business strategies, and necessary corresponding changes to operational practices. In Part 1, the seven steps-triggers; scoping; making the business case; committing to action; resources and integrating operations; engaging stakeholders; and measuring and reporting-are described and illustrative evidence and corresponding data provided. In Part 2, the authors have created a worked example of the diagnostic processes that form the backbone of the seven steps, based on the health and well-being issue of fast food and the growing problem of obesity, particularly among children, along with notes on how a manager might work through the processes with colleagues. The authors are pro-business although not business-as-usual. The book is written first and foremost with the purpose of helping to improve business performance, because business is after all the principal motor for growth and development in the world today. The authors argue that companies adhering to best practice in CSR and taking advantage of possibilities inherent in Corporate Social Opportunity! are good for shareholders as well as customers and employees.

In a world where trust in politicians, corporations and the processes that determine our lives continues to dwindle, this innovative book brings together research, case studies and stories that begin to answer a central question for society: How we can create organisations, institutions, groups and societies that can nurture trusting relationships with one another and among individuals?Something to Believe In provides a fresh take on the corporate responsibility debate, based as it is on the work of key global thinkers on corporate social responsibility, along with a raft of work developed from collaborations between the New Academy of Business and the United Nations Volunteers, UK Department for International Development and TERI-Europe in countries such as Brazil, Nicaragua, Ghana, India, Sri Lanka, Bangladesh, Lebanon, Nigeria, the Philippines and South Africa. The focus is on business, and particularly how deeper, more systemic changes to current ways of understanding and undertaking business can and have been enacted in both developed countries and in nations where the Western concept of CSR means nothing. The market-based model of economic thinking-the increasingly distrusted globalisation project-which threatens to sweep all before it is challenged by many of the contributions to this book.The book tells stories such as the mobilization of civil society in Ghana to bring business to account; the reorientation of a business school to focus on values; the life-cycle of ethical chocolate; the accountability of the diamond business in a war zone; the need to reinvent codes of conduct for women workers in the plantations and factories of Nicaragua; a Philippine initiative to economically empower former Moslem liberation fighters; and the development of local governance practices in a South African eco-village.The book is split into four sections. "Through Some Looking Glasses" contains short, thought-provoking pieces about the issues of trust, belief and change from writers including Thabo Mbeki, Malcolm McIntosh and a reprinted piece from E.M. Forster. Section Two asks how it will be possible to believe in our corporations and provides new approaches from around the world on how space is being opened up to found businesses that are able to create trust. Section Three examines the role of auditing in fostering trust. Corporations continue to attempt to engender trust through their activities in philanthropy, reporting and voluntary programmes. But, post-Enron et al., even the most highly praised corporate mission statements are tarnished. Can social and environmental audits of corporate reports, codes and practices assuage our doubts about boardroom democracy? Section Four examines alternative forms of accountability, transparency and governance from around the world and offers some different ways of thinking about the practice of creating trust in society.Something to Believe In provides a host of fascinating suggestions about redefining and renewing the underlying deal between society and its organizations. It will become a key text for students, thinkers and practitioners in the field of corporate responsibility.

The end of the Cold War and the virtual disappearance of communism have completely altered the world economy. The supply chains of supermarkets and consumer goods industries have spread ever more widely and deeply into Asia, Africa and South America, while oil, mining and financial companies, among many others, have invested heavily in countries that were previously denied to them by political or ideological barriers. While companies have seized the opportunities presented by globalisation, they have in many cases been completely unprepared for the risks presented by their headlong rush into these new markets. Companies have found themselves and their business partners operating in countries where corruption, injustice, internal conflict and human rights violations are rife. An increasingly alert and critical world has acted as watchdog, highlighting corporate malpractice and the links between corporations and repressive regimes. It has increasingly been argued that companies have responsibilities for the protection and promotion of human rights. These arguments are, at least to some extent, accepted by companies. Yet, despite the increasing use of human rights language in public policy discourses, the expectations of companies remain unclear. That is, what are the ethical imperatives? What are the legal expectations? How far does responsibility extend? What can companies actually do in practice? The debate is further complicated by the range of actors (companies, governments, international institutions, local communities, non-governmental organisations [NGOs], trade unions, consumers) involved; by debates around free trade versus and fair trade; by the discussion of the specific role of governments; and by questions about the relative merits of regulation and self-regulation. Business and Human Rights provides an analysis of the relationship between companies and human rights in the context of globalisation. The analysis is in two parts. The first maps the reasons (financial, ethical, regulatory) why human rights have become a business issue. However, simply because there are reasons why companies should be concerned about human rights, this does not say what companies should or could do. Therefore, the second part of the book looks at the practical experiences of companies in responding to specific human rights issues in the context of their own operations, in their supply chains and in specific countries. These case studies, many of which have not been previously published or analysed from the perspective of human rights, provide important insights into questions such as: How do companies organise themselves to respond to human rights challenges? What have the experiences been-positive and negative? How have companies responded to specific situations? What are the roles and responsibilities of other actors: government, trade unions, NGOs? What are the limits to responsibility? In this outstanding collection, Rory Sullivan has drawn together leading thinkers and actors from the debate on business and human rights, to establish how far the business and human rights debate has evolved, and explore the many complex questions around roles, responsibilities and solutions that remain to be answered.

Emerging online product and service availability affords individuals and businesses worldwide numerous conveniences, while alternatively raising concerns in regard to online security, ethics, moral issues, and privacy, necessitating a framework for safety assurance and reliability. Ethical Issues in E-Business: Models and Frameworks offers audiences a diverse and global perspective concerning the ethical consequences of e-business transactions, e-commerce applications, and technological advancements in secure online use. Discussing the ethical implications and challenges faced through online business communication and dealings, this reference work raises issues and presents studies valuable to not only the business ethicist, but also provides far reaching solutions and examples beneficial to researchers, practitioners and academics defining online boundaries, internet privacy issues, and virtual anonymity.

This interesting, comprehensive book about business ethics argues that ethics is the 'glue' that makes successful business possible. It allows the reader to see the whole range of issues in business ethics rather than just selected topics. Its focus on internationalization and globalization is important, as it relates facts about this dynamic, growing aspect of corporate business. Business Ethics 7e not only covers ethics, it also includes such topics as: management, production, marketing, finance, workers' rights, and environmental issues; it enables readers to see how all of the issues presented are interrelated. An excellent resource and reference text for international corporate employees, marketing administrators, and human resource managers and employees.