What role could or should moral imagination play in managerial and corporate decision-making? This book focuses on three simple questions: why do ordinary, decent managers engage in questionable behavior? Why do successful companies ignore the ethical dimensions of their processes, decisions, and actions? And what motivates a successful company such as McDonald's, which closed its 800 restaurants in Russia, to depart from a large and very profitable market? Working from the assumption that all human experience is socially constructed and incomplete, this book argues that a critical missing element in many instances of alleged managerial or corporate wrongdoing is a simple phenomenon: moral imagination. In this fully updated edition, three new chapters and topical case studies, such as Boeing and Google, allow readers to bring process philosophy and systems insights into organizational and managerial thinking. A valuable resource for scholars, students and corporate decision-makers.
What role could or should moral imagination play in managerial and corporate decision-making? This book focuses on three simple questions: why do ordinary, decent managers engage in questionable behavior? Why do successful companies ignore the ethical dimensions of their processes, decisions, and actions? And what motivates a successful company such as McDonald's, which closed its 800 restaurants in Russia, to depart from a large and very profitable market? Working from the assumption that all human experience is socially constructed and incomplete, this book argues that a critical missing element in many instances of alleged managerial or corporate wrongdoing is a simple phenomenon: moral imagination. In this fully updated edition, three new chapters and topical case studies, such as Boeing and Google, allow readers to bring process philosophy and systems insights into organizational and managerial thinking. A valuable resource for scholars, students and corporate decision-makers.
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