Our current era is characterised by multiple challenges, including climate change, global health challenges, economic inequality, political instability, and technological upheavals. With these crises intersecting and compounding, the modern business environment has become a landscape of volatility and moral complexity. Organizations can no longer remain passive in the face of these mounting challenges and are called upon to embrace human-centred, ethically-driven practices that acknowledge the profound interconnectedness of their actions with society and the planet. This edited volume explores how organizations and leaders can respond to the unprecedented complexities and crises of the 21st century with ethical integrity, adaptive governance, and proactive leadership.

The book integrates a multidisciplinary array of conceptual, qualitative and quantitative scholarly efforts. It includes studies of green HRM, sustainable career development, adaptive teleworking models, and AI-driven social accounting, underscoring the diverse ways in which organizations are navigating polycrisis with humanistic values and technological foresight. Together, these chapters advocate for a shift in mindsetfrom viewing crises as insurmountable barriers to recognizing them as catalysts for ethical growth and organizational evolution. This book is an essential resource for scholars and students of business ethics, sustainability strategy and organizational response to 'grand challenges'. It will also be of interest to business leaders and policymakers seeking to navigate the complexities of polycrisis with ethical innovation, responsibility, and a commitment to building resilient, human-centered organizations.

Presents the interconnected crises of our time as a complex context that demands innovative, ethical responses Combines critical analysis with practical steps and an optimistic outlook, pointing to opportunities for transformation Builds on an interdisciplinary foundation that offers readers a uniquely holistic and globally relevant perspective

Autorentext

Ivan Ureta is the Director of Executive Education and Board Member at the Geneva Center for Security Policy, Switzerland, as well as the president of the Swiss Business Ethics Network. Previously he has been affiliated to SUPSI (Vice-Dean of Executive Education, 2015-2024); IE Business School, King's College London, University of Cambridge, University of Oxford among other institutions. He has published widely on humanism in business and economics, international relations and leadership.

R. Edward Freeman is Stephen E. Bachand University Professor of Business Administration and Olsson Professor of Business Administration, and an Academic Director of the Institute for Business in Society at the University of Virginia Darden School of Business, USA. He is widely regarded as a leading global scholar in the areas of stakeholder management, business strategy and business ethics. His publications, including Strategic Management: A Stakeholder Approach, have been hugely influential and he has been widely honoured for his contributions, including several honorary doctorates and lifetime achievement awards.

Victor Blazquez is a Lecturer-Researcher at the Center for Management and Entrepreneurship Competence, SUPSI, Switzerland, as well as a Research Fellow at Deusto Business School and the University of the Basque Country, both in Spain. His research has focused on business ethics, innovation and sustainability.

Inhalt

Chapter 1: Polycrisis and New Beginnings in Business Ethics and Stakeholder Management.- Chapter 2: Corporate Responsibility Within the Framework of International Human Rights Law Hopes and Risks of a Complex System Under Construction.- Chapter 3: Ethics of Care Vulnerability and Social Movement Organizations in End of Life Care A Theoretical Framework.- Chapter 4: Ethical Decision Making for Managers Could Models from Medical Ethics Help Them Think About What They Are Doing.- Chapter 5: Rethinking Corporate Social Responsibility as a Product Harm Crisis Explaining the Recent Shift in Terminology from CSR to Sustainability.- Chapter 6: Political CSR and polycrisis Conceptual Roots and Implications for a Joint Debate.- Chapter 7: Drivers of Corporate Social Responsibility Why Firms Withdraw from Russia.- Chapter 8: Going Green Leveraging Green HRM to Foster a Green Culture and Empower Employees for a Sustainable Future in Manufacturing.- Chapter 9: A Sustainable Career and Its Factors for Creating Human Sustainability in Organizations.- Chapter 10: Is Social Progress Just Nice to Have When Reimagining Capitalism Disentangling the Role of Social Progress in Entrepreneurship.- Chapter 11: A New Conceptual Model of Teleworking Synthesizing Productivity Culture Leadership and HRM for Adaptive Organizational Resilience.- Chapter 12: Development of Authentic Leadership Educating the Next Generation of Leaders Through New Collaborative European Initiatives.- Chapter 13: Automatizing the Social Accounting Process Using AI A First Approach from the Financial Area.