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This book argues that managers must be stewards of workplace objects, from coffee to nitrogen oxides, to run sustainable and responsible businesses.
List of contents
Introduction; 1. The singularization of everything; 2. Singularization schema; 3. The power of negative thinking; 4. Three failures in regulated markets; 5. Person, place, and product; 6. Ecological value; 7. Putting responsibility to work; 8. Materiality for business ethics.
About the author
Ryan Burg is Assistant Professor of Management at the Higher School of Economics in Moscow. He holds a joint Ph.D. in Business Ethics and Sociology from the Wharton School of Business, University of Pennsylvania, and his dissertation was a finalist for the Social Issues in Management Dissertation award. Professor Burg is also a co-founder of the Responsible Endowments Coalition, a national organization that supports the responsible investment movement on college and university campuses.
Summary
This interdisciplinary work, drawing on business ethics, social theory, and management, proposes a new ethic of stewardship for a global economy. Burg argues that, by tracing the path of objects through the global economy, managers can align ethics, sustainability, and governance with a global formulation of responsibility.
Foreword
This book argues that managers must be stewards of workplace objects, from coffee to nitrogen oxides, to run sustainable and responsible businesses.
Additional text
'Burg's concept of 'object', 'material' or 'matter', and 'thing' is primordial, unique, and highly useful as a way of understanding many components of human behavior, business behavior, plus the ethical and value dimensions of all kinds of organizations. His concept broadens and deepens the investigative, research-based query into the nature and functions of ecological systems plus the associated responsibilities that ensue to those affected by such relationships. Indeed, this 'singularity' opens up traditional ethical inquiries to much more comprehensive analysis and inclusiveness than previously understood.' William C. Frederick, Katz Graduate School of Business, University of Pittsburgh
