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This book is a study of the core issues in the field of business ethics from both an historical and a systematic standpoint. It analyzes corporate social responsibility, stakeholders, ethical codes, corporate cultures, and other issues. But the analysis takes place within a framework specially designed by the author in order to integrate the various dimensions of present-day business ethics. This integration is linked to an interpretation of business ethics as an organizational learning process in the context of the social and cultural changes caused by the emergence of a knowledge society. This approach makes it possible to adopt a focus and language, which can simultaneously take into account ethical concerns and corporate and organizational development. A previous version of the book (written in Catalan) was awarded the 1998 Joan Sardà Dexeus prize for best book on corporate economics by the Catalan Association of Economists

La pregunta última que se plantea este artículo es si hay algo que distingue o diferencia a una Jesuit Business School (JBS) de otras escuelas de negocios. El abordaje de la cuestión se hace a través de una temática que en los últimos años ha cobrado especial relevancia por su impacto social y por su transversalidad educativa: el liderazgo. La pregunta, pues, se concreta en explorar cómo cabe entender el liderazgo y si es posible una aproximación específica al liderazgo (especialmente desde el punto de vista educativo) en el marco de una JBS. En la primera mitad del paper se propone una comprensión de la temática que aborda el liderazgo y un enfoque de la misma. En la segunda mitad, a partir de una relectura antropológica de algunas meditaciones de los Ejercicios Espirituales, se propone un marco de referencia para el tratamiento del liderazgo en una JBS.

PurposeCorporate social responsibility (CSR) has often been presented as a challenge for management. This is due to the fact that the CSR debate has been associated with the business practices that are linked to it. But CSR is also an approximation to the business practices that require us to question the underlying corporate business model. Therefore, as it deals with a company's business model, the term CSR at once reveals its potential and its limitations. The ambiguity of the term "social" and the risk of not combining this with the term "economic" is by no means less significant: neither is the diversity of interpretations and approaches allowed by the term "social". Using the words of the Lewis Carrol character, Humpty Dumpty, as a metaphor–according to which a word's meaning depends on the power of the person who uses it – the purpose of this paper is to propose a shift away from talking in terms of CSR (corporate social responsibility) to talking in terms of responsible and sustainable corporation (RSC).Design/methodology/approachThe intention is not to become bogged down with questions of semantics of terminology but, rather, to bring about a change in emphasis. The author intends this to be a means of considering a more relational vision of the company (in other words, a relational corporation), taking as the point of departure the company's relationships with stakeholders. The paper proposes an analysis of the stakeholder relationship which is not reduced to mere relationship management.FindingsOnce these relationships have been established, it can be highlighted how, in each of them, the existence of economic, social and environmental dimensions can be investigated and, as a result, how these dimensions can be integrated into management. This means that the integration process should be translated into a vision of CSR (or, as is suggested, of RSC: responsible and sustainable corporation) at the same time as being a transversal management approach and an axis of corporate identity and of understanding the company as a project.Originality/valueThe paper proposes a change of emphasis regarding the approach to CSR. The aim of the paper is to contribute towards preventing the CSR debate from becoming blocked by debate on the scope of the term "social". It should be put forward directly in terms of business strategy, in order for CSR not to be reduced to a set of business practices but for it to become part of the vision of the company, leading to the proposal of: responsible and sustainable corporation.

The starting point of this paper is the traditional view of stakeholders (encompassing the binomial affecting – affected by the company), and identifies the analytical, managerial and normative dimensions implicit in this view. It goes on to suggest that all stakeholder approaches should make explicit their models, what we call a company model, a management model, a description model, a values clarification model and a legitimacy model. The next issue raised is how far most stakeholder approaches are constructed from a view of the corporation focused inwards, at the center of a universe with stakeholders revolving round it. The complexity of contemporary society (the network society) may require us to learn how to interpret the company's economic and social relationships system, so that thinking about the company means thinking about it both within and without the network. This is why we propose the term relational corporation, to refer to a corporation that changes its approach to links with its stakeholders, moving from managing relationships to building relationships.

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PurposeWhat emerges when a market emerges? Does giving emphasis to the term emerging markets not represent a form of economic reductionism, neglecting the social context in which a market emerges? In this respect, CSR can be seen as a contribution from the business community, one that does not separate the economic and social dimensions in this process. However, more global approaches are needed to face today's challenges and to reflect on the criteria to be borne in mind. This paper seeks to address this issue.Design/methodology/approachFor this reason, the paper feels it might be useful to respond to the question posed in the title, in dialogue with Pope Benedict XVI's latest encyclical, Caritas in Veritate (CV). The latter represents one of the few current attempts to provide a global and integrated view, incorporating specific guiding values and criteria for action. This paper is thus divided into three parts entitled: in times of globalization and crisis: integral human development as a criterion; the CSR challenge: the company, sustainability and the common good; and the continuing challenge of business in society.FindingsThe main finding is that CV's contribution may be to provide criteria to analyze what one has to bear in mind when talking about emerging markets without reducing this vision merely to economic terms. It is necessary to consider criteria such as: integral human development; the common good; inter‐generational justice; the cultural context; ethics integrated within the economy and moral responsibility. All of these are fundamental.Originality/valueThis paper questions the message, which is sometimes oversimplified in the case of emerging markets, to the extent that it forgets the social context. Dealing with this omission allows one to present new challenges both as part of these countries' CSR agendas and in the call for both local and global governance.

Intro -- Endorsements -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- Acknowledgments -- Introduction -- The origins of this book -- A reflective practice -- Sharing our experience -- This book -- Notes -- Work cited -- 1. The need for dialogue -- A monological culture -- What dialogue is all about -- Dialogue in business organizations -- The importance of education -- Note -- Work cited -- 2. Back to the origins: Socrates and the examined life -- Socratic Dialogue: An introduction to its principles -- Socratic Dialogue: A reinterpretation -- The benefits of Socratic Dialogue -- Benefits of Socratic Dialogue -- Notes -- Work cited -- 3. Socratic Dialogue for the 21st century -- Moral learning: Saving ourselves from relativism -- The enlarged mentality -- Swimming upstream -- A proposal for the 21st century: A lot of work to be done -- In summary ... -- Notes -- Work cited -- 4. The pedagogy of dialogue in the classroom -- Space -- Chairs and tables -- Screens -- Name tags -- Silence -- The rules of Socratic Dialogue -- Respect -- Confidentiality -- Listening -- Freedom -- Reciprocity -- The facilitator's role -- Preparing the session -- Objectives of the dialogue -- Time -- Participation -- Passionate detachment -- Dialogue, not psychotherapy -- Epoché or suspension of judgment -- The constructive elenchus -- Your ideas do not define you: Dare to let them go -- Moving all in the same direction -- Silence -- Moments of vulnerability -- Concluding the dialogue -- The ten commandments for dialogue -- When you ask... -- Do not be afraid of silence -- Suspend judgment -- Be maieutic -- Play as a team -- Listen -- Connect with your desire to know (curiosity) -- Connect with your desire to help (benevolence) -- Practice constructive elenchus -- Be patient -- Do not be arrogant -- When you answer ... -- Trust.