Business ethics and social responsibility Books

Book SynopsisNEW YORK TIMES BESTSELLER • The founder and co-CEO of Salesforce delivers an inspiring vision for successful companies of the future—in which changing the world is everyone’s business.“An urgent and compelling book for anyone in business who yearns to fulfill a higher mission in the world.”—Richard BransonWhat’s the secret to business growth and innovation and a purpose-driven career in a world that is becoming vastly more complicated by the day? According to Marc Benioff, the answer is embracing a culture in which your values permeate everything you do.In Trailblazer, Benioff gives readers a rare behind-the-scenes look at the inner workings of one of the world’s most admired companies. He reveals how Salesforce’s core values—trust, customer success, innovation, and equality—and commitment to giving back have become the company’s greatest competitive advantage and the most powerful engine of its success. Because no matter what business you’re in, Benioff says, values are the bedrock of a resilient company culture that inspires all employees, at every level, to do the best work of their lives. Along the way, he shares insights and best practices for anyone who wants to cultivate a company culture positioned to thrive in the face of the inevitable disruption ahead.None of us in the business world can afford to sit on the sidelines and ignore what’s going on outside the walls of our workplaces. In the future, profits and progress will no longer be sustainable unless they serve the greater good. Whether you run a company, lead a small team, or have just draped an ID badge around your neck for the first time, Trailblazer reveals how anyone can become an agent of change.Praise for Trailblazer“A guide for what every business and organization must do to thrive in this period of profound political and economic change.”—Jamie Dimon, chairman and CEO of JPMorgan Chase“In Trailblazer, Benioff explores how companies can nurture a values-based culture to become powerful platforms for change.”—Susan Wojcicki, CEO of YouTube

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Book SynopsisIn this book, the author examines the ethical implications of Artificial Intelligence systems as they integrate and replace traditional social structures in new sociocognitive-technological environments. She discusses issues related to the integrity of researchers, technologists, and manufacturers as they design, construct, use, and manage artificially intelligent systems; formalisms for reasoning about moral decisions as part of the behavior of artificial autonomous systems such as agents and robots; and design methodologies for social agents based on societal, moral, and legal values. Throughout the book the author discusses related work, conscious of both classical, philosophical treatments of ethical issues and the implications in modern, algorithmic systems, and she combines regular references and footnotes with suggestions for further reading. This short overview is suitable for undergraduate students, in both technical and non-technical courses, and for interested and concerned researchers, practitioners, and citizens. Trade Review“The book claims to be suitable for undergraduate students, and interested and concerned researchers, practitioners, and citizens. It will serve these audiences well but would be of equal benefit and importance to policymakers and those making decisions about adopting AI technology who might otherwise be focused on a narrower functional perspective. … Highly recommended for all.” (Nicolas E. Gold, Genetic Programming and Evolvable Machines, Vol. 22, 2021)“Responsible Artificial Intelligence is a valuable contribution to the debate about AI … at the level of building principled, responsible AI systems, and the use of these systems. The further reading which the book suggests complements this technical monograph with accessible contributions about the nature and future of AI. … If you want to know how a vision for responsible AI systems in the European fashion can be built from values, read this book.” (Neil Yorke-Smith, Prometheus, September, 2020)Table of ContentsIntroduction.- What Is Artificial Intelligence?.- Ethical Decision-Making.- Taking Responsibility.- Can AI Systems Be Ethical?.- Ensuring Responsible AI in Practice.- Looking Further.

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Book SynopsisWhile pornography is stigmatized as “dirty work," it faces many of the same operational considerations as traditional industries. From increasing competition, new technology that impacts services, to health and workplace safety issues, the pornography industry also utilizes and applies HRM strategies that include recruiting, selecting and retaining the best (sex) workers. As a follow up to his last book on the social history of training and development (2018), Kopp writes this final installment of a system contained within an unconventional setting as he reflects and distills the facets of human resource management found in the pornography industry. Specifically, this book explores traditional human resource management processes and practices, and examines how common HRM systems are contextualized in an “organization-as-pariah” venue. Topics covered include recruiting, career development, performance management and workforce diversity, offering readers a value-neutral, analytical assessment of the HR practices in the unconventional industry and stigmatized trade that is pornography. Table of Contents1) Introduction – In this introductory chapter, the author will establish the context by first providing an overview of the ubiquitous pornography industry, including a modern history, definitions (e.g., Supreme Court Justice Potter Stewart, “I know it when I see it.”), as well as, describing the traditional business operation, which will introduce the reader to the human resource management (HRM) practices and how these traditional HR practices are utilized within this non-traditional industry. The chapter will also introduce the reader to the construct of so-called “dirty work” and the organization-as-pariah. This chapter will give the reader an overview of the discipline of Human Resource Management (see above graphic) and will serve as a good primer for the rest of the following chapters. 2) Recruiting, Selecting, and Retaining Talent - In this chapter, the author will describe the processes of how workers in pornography are recruited (e.g., Craigslist) and/or endeavor to work in the porn industry, both in front and behind the camera. As the author has seen, like in traditional organizations, employers in pornography are looking for workers who are motivated, have a great attitude and good work ethic. For example, according to Berg’s (2015) field work, before they cast someone, producers of pornography want to tell a little bit about a prospect’s psychological state, too. How eager they are to do it? How motivated by money they are to do it, as opposed to the fun aspect. As former adult film actress, Aurora Snow, also expressed, Just like any other job, punctuality and preparation are necessary for long-term success. Showing up for work two or three hours late won’t get a performer fired, but word spreads quickly. And this occupation doesn’t have defined shifts. A day’s work can be anywhere from three to 22 hours long, depending on the scene. And forget about anything resembling cancellation fees. If a scene is called off, not only does no one get paid, the companies lose money on location rental and kill fees. (Snow, 2016).[1] Specific worker profiles will be explored, as well as, worker turnover and retention. 3) Managing Performance – In this chapter, the author will explore performance management and the skill sets needed to perform in adult films. Male performers, for example, have their own unique set of challenges. According to adult film producer and director, Dan Leal, “Every man is on penis pill supplements or injects; you have to be, and any guy who says he isn’t is lying. In the real world, you don’t have sex for this long; that’s the reality[2].” The author will also explore how performers train and keep in form. That is, similar to professional athletes, performers develop routines. While performing, actors must focus on such things as timing, where the camera is, and what angle might be best for the camera. The author will seek out additional interviews using narrative inquiry to glean a day in the life of an adult performer and the knowledge, skills, and attitudes (KSAs) required to do the job. However, to be clear, the larger inquiry in this Performance chapter will be to not only underscore the operational side of this stigmatized industry, but also analysis of performance standards in the industry, per se. The author will spend much time in this chapter analyzing the aspects of training and performance standards for adult entertainment workers. That is, similar to professional athletes, performers develop routines, too, to stay at the top of their game. After his field research, the author will analyze a day in the life of an adult performer vis-à-vis to the requisite knowledge, skills, and attitudes (KSAs) required to perform (on) the job. For example, a fundamental part of HR systems is performance management and analysis including the metrics that distinguish between “good” performance (e.g., meeting or exceeding expectations) and “bad” performance (e.g., actual performance is less than expected performance.) The example used in the Leal quote was just an attempt, by way of anecdote, to better understand how adult entertainment workers try to attain and ensure that the required, expected performance is achieved. 4) Career Development - In this chapter, career development aspects will be explored. Many workers in pornography endeavor to leave performing to become producers and directors in the adult film business, as well as, start their own pornography companies. Some performers even go onto mainstream movies and entertainment like Jenna Jameson and Traci Lords. Also explored is how mainstream celebrities became more popular or discovered because of the release of a sex tape. Examples of this are with Pamela Anderson & Tommy Lee, Montana Fishburne and in the case of Kim Kardashian, a sex tape led to an empire. Career Planning and Development is a vital aspect to Human Resources (HR). The anecdotes provided on how pornography actors and actresses became directors and producers of pornography movies or how adult entertainment workers become more popular or discovered because of the release of their sex tape were examples of career development in the pornography industry. Becoming “mainstream” is an aspiration of many in the porn industry. Further analysis will be done regarding Career Development and Planning in this stigmatized industry. 5) Diversity and Multiculturalism – In this chapter, the author investigates the state of diversity in the pornography workplace. According to Flory (2015), the pornography industry has a diversity problem[3]. This hierarchy usually proceeds according to which sex acts are considered most taboo and, sometimes, most physically demanding for the female performer. However, “interracial” porn, which is frequently seen as the ultimate feat for an actress, is held out as more extreme not because of which body part goes where, but because the adult industry reflects the old attitude society still holds on to: that the color of a sexual partner's skin can by itself make the act forbidden. The author explores the state of diversity and biases in pornography industry. 6) Compensation – In this chapter, the author explores the compensation framework in the pornography industry. Using recent data, the reader will get a sense as to the remuneration of different jobs within the industry. For example, a recent CNBC survey[4] of pornography workers that the more extreme acts command higher rates, and the most extreme acts can go for $1,800 to $2,500. What follows is a recently published wage plan for the pornography industry: Talent Salary Female performer, man/woman scene $300-$1,500 Female performer, all-woman scene $700-$1,200 Male Performer $500-$1,500 Director $1,000-$3,000 Cameraperson $500-$700 Sound Technician $300-$400 Production Assistant $100-$250 Writers $250-$400 Still photographers $500 Makeup artists $500 The author will also investigate the benefits packages or non-cash compensation, if any. Exploring the compensation framework of a (stigmatized) organization is a significant part of HR analysis and practice. The intent of this chapter is not to just reveal or expose the wage plans within the pornography industry, but to explore and evaluate the wage plan and benefits of the pornography industry as it relates also to views of compensation for work, as well. For example, compensation as a tool for organizational oppression? Additionally, the author will examine compensation from a critical theory viewpoint, discussing pay for work and “behavior in return for compensation” paradigms from management’s assumptions about workers and pay-for-performance (e.g., Theory X assumptions). Additionally, I will analyze compensation from an overarching inducement standpoint—is/was compensation the sole motivator for adult entertainment workers? 7) Workplace Health and Safety – In this chapter, the author will explore the health and safety practices in the pornography industry. Adult film industry workers face serious health risks due to potential infection with HIV and other pathogens transmitted through sexual contact. The author will look into recent legislation impacting the pornography industry such as Proposition 60 in California which enforces the existing mandatory condom rule and provide other health protections for adult film performers. Also, OSHA and workers compensation is discussed. 8) Porn and HRM: Axiological Issues – The concluding chapter will explore the overarching questions that are presented in the introductory chapter as well as lessons learned. One benefit of examining aspects of HR in situ within the context of a so-called pariah industry is that we are better positioned to reflect upon another theme proffered here, specifically, one that considers the axiology of human resources: is HR amoral? In other words, the construct of HR, like with food, water and oxygen is—prima facie—value-neutral; that is, until seemingly placed into a context where it risks being rendered guilty by association. In sum, we contemplate the question, Does “dirty work” equate to “dirty HR”?

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Book SynopsisThis book brings together a wide range of topics in leadership ethics and business ethics. It approaches these topics from the perspective of the humanities as well as the social sciences. About half of the book is on leadership and the other half on topics in business ethics. Besides these general areas of research, the book explores how to teach and study ethics in both business ethics and leadership studies. Specifically, it examines issues ranging from the nature of ethical leadership, to studies of authenticity, virtue, and the public and private morality of leaders. In business ethics, the subjects covered span from moral imagination, to casuistry, meaningful work, and workplace ethics. The book includes a section on the importance of liberal arts for studying and teaching ethics in business and professional schools. It concludes with a reflection on the ethical challenges of leaders and followers in a world where some leaders have inverted moral values.Table of ContentsIntroduction.- About the author.- Acknowledgments.- Part I: The Ethical Challenges of Leadership.- 1 Ethics and Effectiveness: The Nature of Good Leadership.- 2 Habits and Virtues: Does it Matter if a Leader Kicks a Dog?.- 3 Did Nero Fiddle While Rome Burned? Why ‘Being There’ is Essential to Leadership.- 4 Searching for Mandela: The Saint as the Sinner Who Keeps on Trying.- 5 Conversations and Correspondence with James MacGregor Burns on the Ethics of Transforming Leadership.- 6 Dangerous Liaisons: Adultery and the Ethics of Presidential Leadership.- Part II: Business Ethics, and Work.- 7 Business Ethics as Moral Imagination.- 8 Moral Imagination and Truth.- 9 Casuistry and the Case for Business Ethics.- 10 The Importance of Leadership in Shaping Business Values.- 11 Is Business Ethics Getting Better? Business Ethics and Business History.- 12 Leadership and the Problem of Bogus Empowerment.- 13 The Moral Conditions of Work.- Part III: The Liberal Arts and the Humanities.- 14 Liberal Arts and Leadership: How to Design a School of Leadership Studies.- 15 The Two Cultures: The Place of the Humanities in Leadership Studies.- Part IV. Leaders and Followers Today.- 16 Leadership and the Power of Resentment.- 17 Afterword.

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Book SynopsisThis book discusses how academic institutions can play a principal role in companies innovation strategy. The characteristics of University-Industry collaboration are strongly related to the social aspect of the activity of collaborating agents oriented towards a common object of work. To analyze this phenomenon, the author applies one of the concepts from the “Practice-Based Approach", namely the concept of the Activity Network to understand the collaboration process of R&D activities in a Nordic (Telia) and Swiss (Swisscom) Telecom Companies developing innovative products. The author focuses on four phases of University-Industry innovation partnership building: identification, selection, formation and navigation. The study shows the interactions between individuals, the contexts in which they act and explores ways in which collaborative value co-creation is managed. This pioneering research offers new theoretical insights and managerial implications on how these dynamics influence innovation in companies. It will thus be invaluable to international scholars, researchers of R&D and innovation as well as business managers. Table of ContentsIntroduction.- Definitions.- Objectives of the Study.- Research Strategy.- Theoretical Framework.- Empirical Analysis of TeliaSonera and its Confrontation with the Theory.- Empirical Analysis of Swisscom and its Confrontation with the Theory.- Conceptual Synthesis.- Principal Contributions and Implications.

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Book SynopsisThis upper-level Open Access textbook aims to educate students and professionals on how to develop business models that have a positive impact on people, society, and the social and ecological environment. It explores a different view of how to organize value creation, from a focus on an almost exclusively monetary value creation to one that creates positive impact through multiple values. The book offers students and entrepreneurs a structured approach based through the Business Model Template (BMT). It consists of three stages and ten building blocks to facilitate the development of a business model. Users, be they students or practitioners, need to choose from one of the three offered business model archetypes, namely the platform, community, or circular business models. Each archetype offers a dedicated logic for vale creation. The book can be used to develop a business model from scratch (turning an idea into a working prototype) or to transform an existing business model into one of the three archetypes. Throughout the book extra sources, links to relevant online video clips, assignments and literature are offered to facilitate the development process. This book will be of interest to students studying the development of business models, sustainable management, innovation, and value creation. It will also be of interest executives, and professionals such as consultants or social entrepreneurs seeking further education.Table of Contents The ten chapters in which we discuss the building blocks of the BMT are all of a similar structure but may vary in size (for example Chapters 3–12). After a short introduction, we offer some (concise) theory followed by tools and techniques (invariably referred to as ‘instruments’), and then examples in the form of brief case study summaries. The case studies presented here predominantly come from cases done by students who have worked with the BMT, which have been edited to increase readability. Because we wished to keep the book as concise as possible, these cases do not always cover 100% of the ideas described in the chapter concerned. Each chapter is introduced with several quotes from companies, organisations and institutions to illustrate the chapter’s building block. The quotes come from public sources (the internet, LinkedIn, company websites, etc). Where possible, the source is given. We cannot guarantee the accuracy of the sources nor how up to date they are (see Disclaimer). Unfortunately, experience also shows that many digital sources cease to be operational after a relatively short time (‘broken link’). The other chapters – Chapters 1 and 2, and 13, 14, and 15 – have no fixed structure. That is because of the freer nature of those chapters. CHAPTER 1  SPEAKING OF TRANSITION KEYWORDS: transition, major challenges, changing value-creation, redefine the value proposition SYNOPSIS: The deliberate designing and organising of transactions and the value they create form the basis for the development of every business model. A central point of departure in this book is working on new forms of value creation. A business model shows how value creation is achieved and the resulting transactions. Transactions are those actions in which two or more parties make an exchange, which is experienced as the creation of value. The BMT distinguishes itself by providing a system to enable users to develop a sustainable business model based on multiple value creation. But ultimately what happens in the template is up to the users themselves. After all, a template by itself is an ‘empty’ thing. It prescribes the form, consisting of stages and building blocks. The user(s) themselves must develop the content in a clear, logical, and coherent fashion, and connect it to a value proposition accordingly. The challenge is to create an infrastructure that enables users to come up with a concept that organises multiple value creation in a step-by-step manner: this is the gap that the BMT seeks to address. 1.1 The triple transition – climate, energy, and circularity 1.2 A new model for organising multiple value creation 1.3 Measuring performance 1.4 The Business Model Template CHAPTER 2 BUSINESS MODELLING KEYWORDS: logic of value creation, the modelling process, sustainable business model archetypes SYNOPSIS: In essence, a business model is a description of how value creation between parties or partners – based on certain principles – is organised, at a particular moment, in a specific context, and given available resources. There are an unlimited number of combinations of factors that influence the design and function of a business model within a particular natural and institutional context, so it is inevitable that entrepreneurs and intrapreneurs make choices. Collectively, these choices reflect a certain logic. We move from organisation-centred to network-centred or loop-centred value creation, retention, and capture, which leads to a fundamental revision of the logic of value creation, and therefore the composition of business models. 2.1 A short history of business modelling 2.2 The modelling process 2.3 Key business model archetypes 2.4 Horizontal and vertical organisation 2.5 Summary: Engaging with the Business Model Template PART I: DEFINITION STAGE A business model does not usually come out of the blue, but originates from an inspiration, an irritation, a great concern, an urgent need or a passion. To direct these inspirations, irritations, concerns, and passions, in the Definition Stage of the BMT you will work out WHAT you are going to do. What keeps you awake at night? What contribution will your business model make to sustainable challenges now and in the future? What do you think the ‘gap in the market’ is, or, even better, ‘the gap in society’? The first three building blocks of the BMT help you to structure and focus this thought process. CHAPTER 3  MOTIVE AND CONTEXT KEYWORDS: personal and societal motives, defining (institutional, social, material etc) context SYNOPSIS: When you start working on a new business model, the main question that arises is why you are doing it. What problem, challenge, or opportunity have you identified within a specific (existing) context? You could think of the necessity of working in a CO2-neutral way, or the increasing demand for modular elements in construction or electronics in the context of the transition to the circular economy. Or your business model could focus on improving biodiversity, abolishing single-use plastics, or making bikes from recycled materials. If the immediate reason and motive driving you to develop your business model is not clear, then this needs to be the first thing to consider. Building Block #1 – Motive and Context deals with this aspect, and is about capturing the nature and context of the problem, the challenge, or the opportunity posed as clearly as possible. 3.1 Exploring the challenge and opportunity 3.2 Tools for visualising the motive and the context 3.3 Cases: Motive and Context 3.4 In conclusion CHAPTER 4 THE DREAM KEYWORDS: Big, Hairy, Audacious Goal (BHAG), wicked problems, impact SYNOPSIS: In addition to Motive and Context (Building Block #1), the ‘Dream’ (Building Block #2) provides a second tool in this stage to help you build your business model. The Dream can also be seen as a Big, Hairy, Audacious Goal (BHAG) on which you are going to work. In essence, it is simple. What is the goal of your Dream? How and why will your business model idea/value proposition really make a difference? The Dream building block demands thinking big. You have previously indicated which major social and/or ecological issues you want to solve. Now you will determine what the result of that solution could be: what the ideal final image would look like. What is the bright spot or opportunity you see on the horizon? In this process, it is vital to refrain from all kinds of ‘yes, buts’. Note and park all of the challenges you see and actively think outside your mental box. Beyond the problems, roadblocks, challenges, and opportunities you see, you are already dreaming about the future. The Dream can – and should – be broadly defined as and based on seeking to address so-called ‘wicked problems’. Your solution should seek to go beyond tackling just one issue: it is the very building block in the transition towards sustainable development in society. It offers a solution for either the climate challenge, the energy transition, or the realisation of a circular economy. Or perhaps it seeks to address this triple transition simultaneously. This is your Dream. 4.1 The bright spot on the horizon 4.2 Using framing to bring your dream to life 4.3 Cases: Dream 4.4 Curating dreams CHAPTER 5  THE PROPOSITION KEYWORDS: value proposition, values (that matter), impact SYNOPSIS: A business model is underpinned by a value or business proposition – Building Block #3. Such a proposition solves a problem, meets a current need, or appeals to new, often still undiscovered, needs. It consists of a smart and ‘immediately’ recognisable combination of products and/or services that implicitly and explicitly meets the requirements of a customer or user. It communicates what you are going to do to solve the problem, seize the opportunity, or take up the challenge, and for whom you are going to do it. The trick is to state in your proposition, as precisely as possible, which values will be created and who will benefit from them. This proposition may identify a potential target group or indicate who the customers or stakeholders could be. The more precisely you indicate the nature of that value, the better you will be able to design an appropriate (organisational) logic at a later stage. It is important to also take impact and value creation into account when developing your proposition, factoring in social, ecological, and economic values (the so-called ‘Triple Bottom Line’, or People, Planet, Profit (PPP) by John Elkington, 1997). 5.1 Developing the perfect proposal 5.2 Speaking of value creation 5.3 Value creation and change 5.4 Some reflections on the scope of value creation 5.5 Cases: Proposition 5.6 It’s not that simple PART II: DESIGN STAGE In the Definition Stage, you decide WHAT you are going to do. The next logical step is to decide HOW you are going to design the organisation of your business model. The five steps in the Design Stage help you to concretise the form and working method of your business model as much as possible. The first four steps are: choosing the business model archetype, understanding which parties are involved, the choice of strategy, and defining the core activities. We have opted for this order, but it does not have to be absolute. As indicated in Chapter 1, filling in the building blocks is an iterative process. When you have completed the first four steps in this stage in conjunction with each other, it is time for the external test (the fifth step) which relates to both the Design and the Definition Stages. CHAPTER 6  BUSINESS MODEL ARCHETYPES KEYWORDS: value creation, archetypes, platform business models, community-based (or collective) business models, circular business models SYNOPSIS: The BMT provides the building blocks for developing a novel logic for a business model. In such a model the nature of multiple value creation, the way it is organised, and how transactions take shape are operationalised in such a way that they meet the proposition. Practice shows that at present, business models aimed at capturing multiple value creation can be divided into three main categories: (1) platform business models, (2) community-based (or collective) business models and (3) circular business models. The three archetypes (or basic forms) of a business model differ mainly in the way in which they create value. The mechanism through which value creation takes place is also different, while each basic form has its specific objective. Finally, each business model type differs in its infrastructural and technological requirements. In this chapter, which covers Building Block #4 – Business Model Archetypes, each archetype is explored, further explaining the aforementioned factors. We also present practical examples of each of these archetypes. 6.1 The logic of value creation 6.2 Platform business models 6.3 Community or collective business models 6.4 Circular business models 6.5 Selecting a business model archetype 6.6 Cases: Business Model Archetypes 6.7 Laying a logical foundation CHAPTER 7  PARTIES INVOLVED KEYWORDS: parties involved, framing the social context, stakeholder and/or network analysis SYNOPSIS: In Building Block #5 – Parties, the central question is identifying what actors and stakeholders you want to engage with, work with, or create value for through your business model. As indicated in the previous chapter, identifying the parties that you work with is an essential step in setting up a circular, platform, or community-based business model. Working together on (multiple) value creation is always a collective task in which value chains and networks take a central position. The ‘Parties’ building block addresses the identification and selection of stakeholders that are relevant to the realisation and implementation of your business model. It is useful to make an overview of them when designing a business model. To begin with, it is about determining who they are and what interests they have or may have in relation to your business model, which in turn will help to determine what relationship these stakeholders have with your business model. Are they parties you have to deal with immediately as they are essential for your business model to work? Or are they more distant, but will ultimately influence the social acceptance of your idea? 7.1 Who is participating? 7.2 Identifying people 7.3 Case: Parties 7.4 The art of uniting parties CHAPTER 8  STRATEGY KEYWORDS: strategy (as a process or as a plan), typology, R-ladder SYNOPSIS: Strategy – Building Block #6 – is very briefly touched upon in earlier chapters. In Chapter 5, five traditional value creation strategies are explained (product leadership, organisational excellence, customer intimacy, experience, and community building) as well as five value creation positions over time (for example transformation, recycling, circularity, regenerating and restoring). These are both strategic considerations to reflect on the nature of value creation in a business model and on how to address them strategically. But there is more. Therefore, in this chapter, we will delve more specifically into the nature of strategy itself and present a typology of strategies. It comes in handy to remind ourselves of the three earlier-introduced business model archetypes (Chapter 6) since they create the basis for what we see throughout this book as sustainable business models. 8.1 Mapping out the route 8.2 Tools 8.3 Cases: Strategy 8.4 Everything is context CHAPTER 9  CORE ACTIVITIES KEYWORDS: core-activities, organising a value proposition SYNOPSIS: Now it is time to specify what you are going to do, with Building Block #7 – Core Activities. The idea of a core activity is that a particular part of the business activities can be seen as the speciality of the company: what it is really good at. Which core activities will you undertake alone or with others to achieve your goal through the chosen strategy or mix of strategies? These can be both technical and organisational activities. Given the wide variety of companies, business models, and the context in which they operate, it is impossible to present a comprehensive list of activities. However, bear in mind that the core activities should align with the chosen strategy (or strategies), enable the realisation of the overall goal, and ultimately be coherent within the proposition. The activities that are needed to initiate a change or to start a new business model (such as training people or purchasing resources) are referred to as the starting or initial activities. The activities that you undertake after the business model sets off are referred to as the operational core activities. These are always available and are a central part of the daily management of your business model. 9.1 The more specific the better 9.2 Core Activities framework 9.3 Cases: Core Activities 9.4 A running score CHAPTER 10 EXTERNAL TEST KEYWORDS: testing, confrontation, value proposition, business model ‘survival’ SYNOPSIS: Building Block #8 – External Test is the final building block of the BMT’s Design Stage. Here you will test the viability of the new company, business activity, or intervention. Some of you might find it useful to take the external test immediately after formulating your proposition given that the steps in this building block enable you to interrogate your business model further. For some entrepreneurs and intrapreneurs it can be extremely beneficial to ask others for feedback on their idea at the very start or even before the Design Stage. 10.1 Seek confrontation 10.2 Testing is applied research 10.3 Minimum of five checks in an external test 10.4 Cases: External Test 10.5 Has your business model survived the test? Part III: RESULT STAGE In the previous stages, you have thought about and worked on WHAT your business model entails (Definition Stage) and HOW you organise your business model in such a way that it creates value (Design Stage). You then tested your business model idea with third parties (external testing). The next step is to work out the impact of your business model and which values will be created as a result – this is the Result Stage. The central focus of the BMT’s last two building blocks is the question of how you can measure the results of your business model idea. The Result Stage helps you to expand upon two crucial parts of your business model: (1) the impact that the business model has on the (broader) social, ecological, economic, and material environment, and (2) the revenue model (or hybrid revenue model) in which it is made clear which values are created for whom – going beyond looking exclusively at financial returns. In our view, impact and multiple value creation go hand in hand: they are integrated, hence it is even possible to frame this as integral value creation. CHAPTER 11 IMPACT KEYWORDS: impact (negative and positive), indicators, link to value creation SYNOPSIS: This chapter unpacks Building Block #9 – Impact, which seeks to determine the impact that your business model idea will have on the broader social, ecological, economic and material environment. We have found, especially during the development and trialling of the BMT, that this building block is often challenging for BMT users. Nevertheless, this building block is crucial in a sustainable business model. After all, the Result Stage is about translating impact (Building Block #9) into value(s) creation (Building Block #10). And here we mean multiple value(s) creation rather than only financial value, which is the focus of most linear business models. Impact is about the short- and long-term effects of your sustainable business model. What are the positive and negative consequences of your business model, now and in the future? You can measure the effect of your business model in three successive stages: the concrete output of your production or services (the direct result), the outcome (medium-term environmental effects), and the impact (lasting long-term effects). 11.1 Speaking of Impact 11.2 Quantifying Impact 11.3 Cases: Impact 11.4 Assessment and impact reporting 11.5 Keep it simple CHAPTER 12 VALUE(S) CREATION KEYWORDS: value creation, typology of transactions, hybridity in transactional means SYNOPSIS: With this chapter, we have arrived at what we consider to be the most challenging building block of the BMT, Building Block #10 – Value Creation. We construct our existence with transactions. We do this constantly, consciously and unconsciously, sometimes with lots of meaning but at times inconspicuously, and also over varying time spans (long- and short-term). Transactions are translated into daily activities, such as buying a loaf of bread, paying for a haircut, a car, a house or the electricity and water you use at home. Those transaction processes continue throughout our day – often just between two parties, sometimes with multiple parties. All this leads to a dynamic mix of transactions between people (C2C), between people and governments (C2G and G2C), between people and companies (C2B and B2C), between companies themselves (B2B), between companies and governments (B2G and G2B), and between governments (G2G). We call this economy. So, there are transactions in all shapes and sizes, with large and small impacts. Because it is not always clear what the transactions are and how these can be used in the context of sustainable business models, it makes sense to rank them in order. Therefore, in this chapter we present a typology of transactions and related Product–Service System (PSS) strategies, which in turn we link to the concept of multiple (hybrid) values, for example sales, take-back, deposit, rent and use. What we want to explain as clearly and as unambiguously as possible is how multiple value(s) creation can be achieved within and through a broad variety of transactions. 12.1 Everything is a transaction and has value 12.2 Speaking of transactions 12.3 Typology of transactions and revenue models 12.4 Bartering, time banks, and hybrid transactions 12.5 What is the business case of your business model? 12.6 Cases: Value(s) Creation 12.7 Conclusion CHAPTER 13 ALTERNATIVE ROUTES KEYWORDS: different approaches to using the BMT SYNOPSIS: This book is designed to support you to work through the ten building blocks, which are grouped into the Definition, Design and Result Stages, from left to right and top to bottom. The underlying idea is to develop a business model from scratch by following each step in the BMT system. Crucial to the process is looking at your BMT from different angles, getting people to give you constructive feedback on your idea, and, last but not least, getting distance from it and coming back to it with fresh eyes. Taking your BMT through several iterations will help to improve your business model idea step by step. There are also many other possible ‘routes’ through the BMT, and we next outline five possible alternatives: (1) Idea-driven, (2) Proposition-driven, (3) Network-driven, (4) Impact-driven, and (5) Competence-driven. To provide you with some inspiration, we will briefly elaborate on each of these five routes with examples. 13.1 Alternative routes through the BMT 13.2 Idea-driven 13.3 Proposition-driven 13.4 Network-driven 13.5 Impact-driven 13.6 Competence-driven 13.7 What route do you take? CHAPTER 14 THE ART OF DOING KEYWORDS: cases SYNOPSIS: And there you are: in one hand, you have your well-developed brilliant idea for a new company, and in the other, this book. The purpose of the BMT is to help you turn your idea into a viable project or organisation – in whatever form. But where do you start? It doesn't really matter where you start, as long as you start somewhere. To illustrate this, we will look at two cases of an active/real project’s business model using the BMT. Firstly, the KipCaravan project (which is a mobile home – a caravan – for chickens) in the Brainport Eindhoven Metropolitan Area of the Netherlands. Secondly, the Sun at School NSV2 project in the city of Nijmegen, also in the Netherlands. These examples are, of course, shown in simplified versions. In reality, the steps for the development of, for example, KipCaravan were not completed one by one in a logical and predetermined order. In this respect, a BMT is like a waterbed: pushing on one side will cause something to happen on the other. The trick is to design all the building blocks in such a way that they come together as a logical puzzle. 14.1 From the BMT to a Working Business Model 14.2 KipCaravan Project 14.3 Sun at School NSV2 (Zon op School NSV2) Project 14.4 The secret to success CHAPTER 15 EPILOGUE KEYWORDS: transition, creating change through business models SYNOPSIS: We live in a time of social transition. Institutional arrangements that have been carefully built up in recent decades are under heavy pressure. People no longer colour within the lines. Students take to the streets in protest. Common answers and arrangements are no longer sufficient. Everywhere in society, cracks are appearing. Elected representatives of the people both devise and advocate a reality armed with polarising facts. The COVID-19 pandemic has highlighted how our ‘normal’ ways of doing things can be upended in a matter of weeks or months. The only answer to these developments is to organise differently – on our own and with others. That means saying goodbye to linear economies – which are a safe and familiar way of working that we know and have mastered, but which have dark sides we can no longer ignore. Because continuing to abuse the earth, combined with a rising population, will ultimately lead to confrontations: about climate refugees, exhaustion, pollution, weather changes, declining biodiversity, floods, droughts, severe forest fires and so on. Almost every day we see the effects of this in the news: we can read the background in newspapers and learn more from an ongoing stream of scientific reports, policy briefs and memoranda … the stream of information is endless and is growing exponentially. Observing this development from a distance, it appears that something much more fundamental is at stake. We organise collectively and collaboratively to achieve a broad range of created values which we could not realise individually. This is a timeless argument because all through the history of mankind we have shown that together, we can achieve more. But what is of value changes over time. So now, once again, we are consciously and unconsciously trying to discover what these new forms of value creation could look like. This is what transition is all about. We use this word because it fundamentally questions the way we organise ourselves in today’s world. There is no manual or standard way forward for this process of (re)discovery – only trial and error. Neither a national government nor ‘Brussels’ have ready-made answers. We have argued in this book that the search for new forms of value creation and the ‘triple transition’ necessitate different business models: new business models that create multiple forms of value. This has been described using principles that draw attention to both the social and the ecological side of value creation in business models. As long as the nature of transitions and transactions is not revised, we will remain trapped in existing routines and behaviour without being aware of them. APPENDIX I: QUICK SCAN APPENDIX II: GLOSSARY APPENDIX III: EDUCATIONAL ASSIGNMENTS APPENDIX IV: SUSTAINABLE DEVELOPMENT GOALS APPENDIX V: TOOLS TO ORGANISE WORKING IN GROUPS APPENDIX VI: SUSTAINABILITY TOOLS APPENDIX VII: LIST OF FIGURES AND TABLES APPENDIX VIII: ACRONYMS AND INITIALISMS APPENDIX IX: LIST OF WORKS CONSULTED APPENDIX X: ABOUT THE AUTHORS APPENDIX XI: TEMPLATES

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This open access book discusses the challenges and opportunities faced by companies in an age that increasingly values sustainability and demands corporate responsibility. Beginning with the historical development of corporate responsibility, this book moves from academic theory to practical application. It points to ways in which companies can successfully manage their transition to a more responsible, sustainable way of doing business, common mistakes to avoid and how the UN Sustainable Development Goals are integral to any sustainability transformation. Practical cases illustrate key points. Drawing on thirty years of sustainability research and extensive corporate experience, the author provides tools such as a Step-by-Step strategic guide on integrating sustainability in collaboration with stakeholders including employees, customers, suppliers and investors. The book is particularly relevant for SMEs and companies operating in emerging markets. From a broader perspective, the value of externalities, full cost pricing, alternative economic theories and circular economy are also addressed.

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Book Synopsis.- MNEs and the Advancement of SDGs in Developing Countries: A Gender Perspective on Energy Technologies..- Green Business Strategies in MNE Research: Thematic Considerations and Methodological Features..- The Impact of MNEs on Ocean Sustainability.- MNEs, Climate Change, and Heart Diseases: AI for Global Health Equity..- Inequality in South African Banking: Executive Directors' Remuneration and Company Performance..- Towards Internationalisation of African Banks: Strategy, Legitimacy, and Sustainability..- Red Tape Roadblocks on M&As: Emerging Economies' Regulators as Source of Inefficiency..- The Link Between Climate Change and Human Health..- Towards Understanding the Impact of a Refugee Crisis on MNEs: A Theoretical Essay in the Light of Hannah Arendt's Political Theory..- Transforming Africa Byte by Byte: AI's Role in Achieving SDG7..- The Role Played by Blockchain Technologies of Supply Chains in Fighting Inequality..- Exploring the Relationship between Democracy and the Environment: The Moderating Role of FDI.

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Book SynopsisPart 1: In Practise.- AI Ethics in Practise.- Auditing for Digital Trust.- Implementing Responsible and Ethical Artificial Intelligence in India.- Critical AI Literacies as a Driver of Ethics Education.- AI and language interpreting.- Ethical Dilemmas and Human Factors in the Application of AI in Cybersecurity.- Future of Work, Bridging AI Human Transformation.- The Philosophical Implications of Artificial Intelligence.- The Emergence of Trust and Ethics.- Part 2: Philosophy.- Philosophy for practitioners?.- World Literacy and Digital Literacy: Educating Tomorrow’s Responsible Tech Leaders.- Ethical aspects of generative AI in medicine.- Addressing the paradox of using AI in ethics and compliance through a checklist-based solution.- Balancing Ethical Innovation: The Role of Synthetic Data in Financial Regulation.- Towards a Constructive Ethics of Artificial Intelligence in the Age of Surveillance Capitalism.- The Wellbeing Compass: Navigating towards a Humanity-centered Tech Future.- Ethical by Design Business Strategies.

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Book SynopsisChapter 1. Introduction.- Chapter 2. Time and Work.- Chapter 3. The Division of Labour.- Chapter 4. Disposition to Truck and Barter.- Chapter 5. Self-Interest and Natural Freedom.- Chapter 6. The Invisible Hand.- Chapter 7. From Worker to Women.- Chapter 8. Parsimony, Wealth, Luxury.- Chapter 9. Parsimony, Wealth, Luxury.- Chapter 10. Conclusion.

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Book Synopsis Key Performance Indicators (KPIs) have become a regular and useful tool for measuring business performance everywhere. The KPIs not only help in strategic planning but also in managing operative business world over. The KPIs in the book are organized according to the Balanced Scorecard (BSC) approach, which emphasizes the importance of using both financial and non-financial information to remain competitive in the modern world. We proudly place on record the fact that our book is the first of its kind and provides for a complete analysis of KPIs under financial, customer, process and human resource/innovation perspectives. The book is a major contribution towards achieving sustainable growth as a competitive advantage. It also emphasizes the importance of social acceptance and environmental impact of the business activity. The compendium provides over 170 KPIs in a compact form. It delivers simple definitions, easy to calculate formulae, possible interpretations and useful suggestions towards an efficient and effective implementation of KPIs as controlling instruments.

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Book SynopsisScience and technology plays a critical role, but not the only role, in realizing the United Nation’s Sustainable Development Goals. Not only must we observe the cultural context of scientific and technological interventions, we must respect and support the innovative capacity of those with different backgrounds. To help understand these concerns, this book puts forth the concept of generative justice in science and technology for development. This book presents community case studies concerning technological interventions in global health, the environment, agriculture, and their ethics. Discusses issues around science, technology, and development in the Global South. Describes the redesign of lab-inspired prototypes after field testing with project partners. Identifies basic science/engineering principles utilized in development solutions.

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Book SynopsisTaking the business model as point of departure, this open access book explores how companies and organizations can contribute to a more sustainable future by designing innovative models that are both sustainable and profitable. Based upon years of research, it draws together theoretical foundations and existing literature on the topic of sustainable business alongside case studies and practical solutions. After examining the theoretical foundations of sustainable business model innovation, the authors present their own framework – RESTART. Consisting of seven factors, this framework can be the basis for restarting any business model. The final section outlines a research agenda for sustainable business informed by the perspectives and frameworks put forward in this book.Table of ContentsPART I: WHAT’S THE PROBLEM? Chapter 1: Why sustainable business model innovation? Chapter 2: The seven steps of the RESTART framework Chapter 3: RESTART: what, why, how and so what? 3.1 Responsibility and opportunity 3.2 Sustainable and profitable 3.3 The next step: aligning financial, social and environmental bottom-lines PART II: THE RESTART FRAMEWORK Chapter 4: Roadmap to a RESTART Chapter 5: Redesign rather than standstill 5.1 The business model as the story of how the company works 5.2 Redesigning business models Chapter 6: Experimentation rather than turnaround 6.1 The science of profitability 6.2 Asking the right questions Chapter 7: Service-logic rather than product-logic 7.1 At your service 7.2 Access to everything Chapter 8: The circular rather than the linear economy 8.1 The future goes in circles 8.2 Resources astray Chapter 9: Alliances rather than solo-runs 9.1 Unite and collaborate! 9.2 Creating and sharing value Chapter 10: Results rather than indulgences 10.1 With an eye on the ball 10.2 Prioritize what matters Chapter 11: Three-dimensionality rather than one-dimensionality 11.1 Take the lead 11.2. Building a better world Chapter 12: RESTART before it is too late PART III: IMPLICATIONS AND FUTURE RESEARCH Chapter 13: A recap of the RESTART framework Chapter 14: A process model for sustainable business model innovation Chapter 15: Avenues for future research Chapter 16: Case study: A RESTART for Scanship Chapter 17: Case study: A circular business model for Orkla and BIR?

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Book SynopsisDieses essential beschreibt, ob und wie verschiedene Aspekte der Corporate Social Responsibility die Arbeitgeberattraktivität erhöhen und für Rekrutierung und Mitarbeiterbindung genutzt werden können. Es werden theoretische und empirische Ergebnisse zu den Präferenzstrukturen von Studierenden und Mitarbeitern aufgezeigt. Im Rahmen von Fallstudien werden Zusammenhänge zwischen Arbeitnehmerpräferenzen, CSR-Leistung und CSR-bezogener Kommunikation näher analysiert.Table of ContentsWirkungen von CSR auf die Arbeitgeberattraktivität.- Steuerung der Arbeitgeberattraktivität mit CSR.- Ergebnisse des Forschungsprojekts MitCSR.

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Book SynopsisProf. Dr. Erhard Meyer-Galow will mit seiner integralen Business Ethik 3.0 zu einem dringend nötigen Umdenken und Handeln anregen. Dabei geht es ihm nicht um Schadensbegrenzung und Kompromisslösungen. Er packt das Problem an der Wurzel, wo es jeden von uns betrifft, nämlich einer zunehmenden Ichbesessenheit, die weder nötig noch tolerierbar ist. Ursache dieser Fehlverhaltensweisen ist hauptsächlich die Angst vor dem Versagen. Daraus resultiert ein Mangel an Achtsamkeit, Mitgefühl, Empathie, Kongruenz und Zuverlässigkeit.Ein erfahrener CEO spricht Klartext über den Mangel an Moral in unserer Wirtschaft und legt ein Konzept für eine neue tragfähige Ethik vor, das über alle bisherigen Versuche hinausgeht. Die International Humanistic Management Association hat Prof. Dr. Erhard Meyer-Galow für sein Buch Business Ethics 3.0-The New Integral Ethics from the Perspective of a CEO als Finalist des Book Awards 2018 (Practice) ausgezeichnet.Table of ContentsDas Problem: Der Mangel an innerem Wachstum führt zur Unmoral.- Die Lösung: Innen wachsen und außen wirken.- Die Anwendung: In alle Managemententscheidungen ethisch hineinwachsen.

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Book SynopsisDie Insolvenz des Zahlungsdienstleisters Wirecard hat den Finanzplatz Deutschland erschüttert. In diesem in der deutschen Wirtschaftsgeschichte bislang beispiellosen Skandalfall kommen alle Facetten von Bilanzbetrug, Lobbyismus sowie unternehmerischem und aufsichtsrechtlichen Versagen in einem Stoff zum Vorschein. Der Gesetzgeber hat mit dem FISG erste Antworten geben, um weiteren Schaden vom hiesigen Finanzplatz abzuwenden. Auch wenn viele Reformen zu begrüßen sind, sollte primär eine gründliche evidenzbasierte Aufarbeitung das Fundament für eine Lex Wirecrd legen. Schließlich mangelte es bei nüchterner Betrachtung im Zeitpunkt der Aufdeckung des Bilanzbetrugs nicht vornehmlich an gesetzlichen Sicherheitsmechanismen – vor allem in Form eines Aufsichtsrates und eines externen Abschlussprüfers. Und dennoch erwiesen sich rund 1,9 Mrd. EUR in Gestalt angeblicher Guthaben auf Treuhandkonten als Luftnummer. Daher hat sich ein interdisziplinäres Team bestehend aus renommierten Wissenschaftlern und Praxisvertretern zum Ziel gesetzt, den Zusammenbruch dieses vormals im DAX30 gelisteten Technologieunternehmens aus verschiedenen fachlichen Perspektiven wissenschaftlich-fundiert kritisch zu beleuchten, nach wie vor bestehende Regulierungsdefizite aufzudecken und/oder Handlungsempfehlungen auszusprechen. In diesem Sammelband geht es somit darum, die „richtigen“ oder noch nicht adressierte Fragen zu stellen. Denn das FISG hat nicht einen Schlussstrich unter die Diskussion um sinnvolle Maßnahmen zur Verbesserung von Bilanzkontrolle, Abschlussprüfung und Corporate Governance gezogen, sondern diese Diskussion weiter entfacht.Table of ContentsWirecard: Das kollektive Kontrollversagen – ein Fall für die Lehrbücher.- Der Fall Wirecard: Ein Drama mit mehr als drei Akten.- Empirische Befunde zur Ex-ante-Beurteilung des Risikos von Manipulationen der Wirecard-Rechnungslegungsdaten anhand einschlägiger mathematisch-statistischer Analysemethoden.Zur Bedeutung und Analyse des Geschäftsmodells aus Investorensicht.- Mergers and Acquisitions als Ausgangspunkt und Verschleierungsinstrument illegaler Transaktionen.- Mergers and Acquisitions als Ausgangspunkt und Verschleierungsinstrument illegaler Transaktionen.- Reform des Enforcementverfahrens durch das FISG: Werden Lehren aus dem Fall Wirecard gezogen?.- Die leichtfertige Erteilung eines inhaltlich unrichtigen Bestätigungsvermerksnach § 332 HGB n.F.- Potenzielle Verstöße gegen die Grundsätze ordnungsmäßiger Abschlussprüfung durch den Wirtschaftsprüfer.- Des Kaisers neue Kleider - Bilanzskandale und Prüfungsmethodik.- Aufsicht über Finanzholding-Gruppen.- Defizite im Risikomanagement deutscher Unternehmen.- Wirecard und die fehlende Mitbestimmung der Arbeitnehmer im Aufsichtsrat.- Wirtschaftsstrafrechtliche Erkenntnisse und Lehren aus dem Fall „Wirecard“.- Whistleblowing_ Eine Frage des Vertrauens.- Effektiveres Personalmanagement als Mittel gegen Betrugsfälle.

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Book Synopsis​Dieses Buch beschreibt mit dem Modus des Agil-Seins („Being agile“) eine Form des geübten Umgangs mit sich selbst und anderen, der uns dazu verhelfen kann, zu werden, wer wir eigentlich sind. Das Konzept „Being agile“ verhilft insbesondere Führungskräften zu einer Persönlichkeitsentwicklung, die sie zu sich selbst kommen lässt. Es zeigt auf, welche Konsequenzen sich aus der Analyse und der nachhaltigen Transformation des eigenen Denkens, Fühlens und Handelns ergeben. Dabei (er)finden wir uns selbst und ermöglichen uns einen professionellen Umgang mit uns selbst und anderen. Dies schafft auch die Voraussetzungen dafür, dass unser Gegenüber so in Erscheinung treten kann, wie es gemeint ist oder sich selbst meint. Lassen Sie sich ermutigen, sich von alten Mustern zu lösen und zu wirksamen Formen der Kooperation und Kommunikation vorzustoßen.Table of ContentsWir leben bevorzugt im Repeatmodus.- Schubumkehr im Fühlen, Denken und Handeln.- Emotionen – unser eigentlicher Verstand.- Spürende Vernunft.- Die Altlast der Primärkonstrukte – Anleitungen zur Dekontaminierung.- Von der Emotion zur Ethik – Anmerkungen zur Überwindung des Opportunismus.- Agil sein – durch innere Öffnung und äußere Offenheit zur selbsteinschließenden Professionalität.- Die Meisterschaft: Haltung, Berufsethik und selbsteinschließende Professionalität.

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Book SynopsisUnternehmens- und wirtschaftsethische Fragen entscheiden zunehmend über Erfolg oder Misserfolg von Unternehmen. Welche Leitbilder, Haltungen und Kulturen gibt es, welchen Einfluss haben Moralvorstellungen von Führungspersönlichkeiten und der Charakter der Organisation auf Managementprozesse von Unternehmen und Organisationen?Die Wirtschaft und ihre Akteur*innen sehen sich drängenden Fragen der Gesellschaft gegenüber: Die Gesellschaft akzeptiert es längst nicht mehr, dass Wirtschaften im Verborgenen und zum Wohl einzelner Personen stattfindet. Die zunehmende Ablehnung der Privatisierung der Gewinne bei gleichzeitiger Sozialisierung der Schäden fordert Führungspersönlichkeiten und Organisationen heraus, sich unternehmens- und wirtschaftsethischen Fragen zu stellen und darauf befriedigende Antworten zu geben. Es geht um Fragen der individuellen Haltung von Verantwortlichen, um die Kultur von Organisationen sowie um die Gestaltung der großen umwelt- und wirtschaftspolitischen Fragen.Der Autor erläutert in diesem Praxisleitfaden, der nun bereits in der 3., überarbeiteten und aktualisierten Auflage vorliegt, die vermeintlichen Geheimnisse der Ethik und deren Relevanz für Einzelne wie für Organisationen. Die Leser*innen erfahren anhand von Praxisbeispielen, dass ethische Fragen im unternehmerischen Alltag ständig präsent sind. Der Autor zeigt, wie unternehmensethische Konzepte in strategische Managementprozesse einfließen und so zum Erfolgsfaktor werden können.Table of ContentsEthik in der Ökonomie – Vom Nutzen der Werte.- Wirtschafts- und Unternehmensethik: Zwischen Leitbild und Unternehmensalltag.- Ethik im Zusammenspiel zwischen Menschen, Unternehmen und der Wirtschaft.- Konkrete Fallstudien mit Lösungsansätzen.

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Book SynopsisDas Buch zeigt, dass in einer von Volatilität, Unsicherheit, Komplexität und Ambiguität (VUKA) bestimmten Zeit Werte mehr denn je ein stabilisierender und Orientierung gebender Faktor werden.Der Autor macht deutlich, dass vor allem in einem VUKA-Umfeld das Bewusstsein für Werte von besonderer Bedeutung ist. Sie leiten in Entscheidungsprozessen, in Beziehungen und auf dem Weg zu Zielen. Denn in einer zunehmend komplexen und vernetzten Welt werden Menschen mit ethischen Dilemmata, Interessenkonflikten und konkurrierenden Werten konfrontiert. Dabei kann es schwerfallen, gesellschaftliche Erwartungen und vor allem persönliche Bedürfnisse mit den Bedürfnissen anderer in Einklang zu bringen oder sich in der Komplexität der Beziehungen zurechtzufinden, ohne eigene Werte zu vernachlässigen. Letztlich sind es Werte, die jede/n Einzelne/n als Persönlichkeit ausmachen und die dazu inspirieren, für ein tolerantes, faires, achtsames und wertschätzendes Miteinander einzutreten.Table of ContentsEthik, Moral, Normen, Tugenden, Werte – alles das Gleiche?.- Werte.- Werteorientierung.- Werteorientierte Führung.- Epilog.

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