Recently, Amartya Sen and Martha Nussbaum have developed the capabilities approach to provide a model for understanding the effectiveness of programs to help the developing nations. The approach holds that human beings are fundamentally free and have a sense of human dignity. Therefore, institutions need to help people enhance this dignity by providing them with the opportunity to develop their capabilities freely. I argue that this approach may help support business ethics based on virtue. Since teleology has become problematic, virtue (...) ethics has had difficulty giving itself an ultimate justification. By combining virtue ethics with the capabilities approach, it becomes possible to ground virtue ethics on the basis of the existence of human dignity. This frees virtue ethics of the need for a strict teleology, replacing it with the notion that people must work to develop the capabilities of others although those capabilities are not pointed toward a definite goal. I further suggest that by grounding virtue ethics in capabilities, the actions of a virtuous manager become clearer. Rather than simply charging a manager with serving the public, the manager is charged with serving the stakeholders in a way that develops their capabilities. For example, a manager should not just give their employees what is just but must give them the environment and the encouragement to grow and to find fulfillment in their job. (shrink)

Gianvincenzo Gravina (1664–1718) and Giambattista Vico (1668–1744) were two Neapolitan philosophers concerned with the way human society initially formed. They agreed that ancient myths were produced by a mentality that had a powerful ability for acute perception but could not reflect abstractly. They also agreed that wonder (la maraviglia) was an important force that enchanted the first peoples into founding society. They disagreed on how this happened. Gravina argued that early poets could see the truth and used persuasive poetry to (...) teach the people how to live. Vico argued that wonder impelled the first poets to create false divinities that frightened the first bestial people into founding civilization. While the two views differ, they show how Neapolitan Enlightenment thinkers developed radically different answers to questions that Northern Europeans were asking. (shrink)

Gianvincenzo Gravina (1664–1718) and Giambattista Vico (1668–1744) were two Neapolitan philosophers concerned with the way human society initially formed. They agreed that ancient myths were produced by a mentality that had a powerful ability for acute perception but could not reflect abstractly. They also agreed that wonder (la maraviglia) was an important force that enchanted the first peoples into founding society. They disagreed on how this happened. Gravina argued that early poets could see the truth and used persuasive poetry to (...) teach the people how to live. Vico argued that wonder impelled the first poets to create false divinities that frightened the first bestial people into founding civilization. While the two views differ, they show how Neapolitan Enlightenment thinkers developed radically different answers to questions that Northern Europeans were asking. (shrink)

Jean-Luc Nancy is a contemporary continental philosopher who argues that the hope of fully unifying a community through work is problematic. This is because people cannot be reduced to their function as workers. Thus, community is, at best, inoperative. This article takes Nancy’s ideas of community and applies them to the notion of teamwork in business. It shows how in some literature on business teamwork, there is a desire to build a team through shared work experiences. It then explains Nancy’s (...) view as to why this cannot work, and it enters into Nancy’s positive account of how a community should be seen as a web of people communicating and sharing with each other in a variety of ways. The practical conclusion the study draws is that team members need to be careful about allowing goal orientation to obfuscate the richness of the relationships that occur among team members. People need to explore all of the ways in which people share with each other rather than just those ways that advance a narrow set of goals. If the richness of those relationships is recognized, many new directions for business and for general human development may appear. (shrink)