Our worldview assumes that people are morally responsible. Our emotions, beliefs, and values assume that a person is responsible for what she thinks and does, and that this is a good thing. This book argues that this worldview is false. It provides four arguments for this conclusion that build on the free will and responsibility literatures in original and insightful ways: 1. Foundation: No one is responsible because there is no foundation for responsibility. A foundation for responsibility is something for which a person is responsible but not by being responsible for something else. 2. Epistemic Condition: No one is responsible because no one fulfills the epistemic condition necessary for blameworthiness. 3. Internalism: If a person were responsible, then she would be responsible for, and only for, what goes on in her head. Most of the evidence for responsibility says the opposite. 4. Amount: No one is responsible because we cannot make sense of what makes a person more or less praiseworthy (or blameworthy). There is no other book that argues against moral responsibility based on foundationalism, the epistemic condition, and internalism and shows that these arguments cohere. The book’s arguments for internalism and quantifying responsibility are new to the literature. Ultimately, the book’s conclusions undermine our commonsense view of the world and the most common philosophical understanding of God, morality, and relationships. Responsibility Collapses: Why Moral Responsibility Is Impossible is essential reading for scholars and advanced students in philosophy, religious studies, and political science who are interested in debates about agency, free will, and moral responsibility.

This book argues that there is no morality and that people are not morally responsible for what they do. In particular, it argues that what people do is neither right nor wrong and that they are neither praiseworthy nor blameworthy for doing it. Morality and moral responsibility lie at the heart of how we view the world. In our daily life, we feel that people act rightly or wrongly, make the world better or worse, and are virtuous or vicious. These policies are central to our justifying how we see the world and treat others. In this book, the author argues that our views on these matters are false. He presents a series of arguments that threaten to undermine our theoretical and practical worldviews. The philosophical costs of denying moral responsibility and morality are enormous. It does violence to philosophical positions that many people took a lifetime to develop. Worse, it does violence to our everyday view of people. A host of concepts that we rely on daily (praiseworthy, blameworthy, desert, virtue, right, wrong, good, bad, etc.) fail to refer to any property in the world and are thus deeply mistaken. This book is of interest to philosophers, lawyers, and humanities professors as well as people interested in morality, law, religion, and public policy.

Do you want to make sure you · Don't invest your money in the next Enron? · Don't go to work for the next WorldCom right before the crash? · Identify and solve problems in your organization before they send it crashing to the ground? Marianne Jennings has spent a lifetime studying business ethics---and ethical failures. In demand nationwide as a speaker and analyst on business ethics, she takes her decades of findings and shows us in The Seven Signs of Ethical Collapse the reasons that companies and nonprofits undergo ethical collapse, including: · Pressure to maintain numbers · Fear and silence · Young 'uns and a larger-than-life CEO · A weak board · Conflicts · Innovation like no other · Belief that goodness in some areas atones for wrongdoing in others Don't watch the next accounting disaster take your hard-earned savings, or accept the perfect job only to find out your boss is cooking the books. If you're just interested in understanding the (not-so) ethical underpinnings of business today, The Seven Signs of Ethical Collapse is both a must-have tool and a fascinating window into today's business world.

A bold reassessment of what caused the Late Bronze Age collapse In 1177 B.C., marauding groups known only as the "Sea Peoples" invaded Egypt. The pharaoh's army and navy managed to defeat them, but the victory so weakened Egypt that it soon slid into decline, as did most of the surrounding civilizations. After centuries of brilliance, the civilized world of the Bronze Age came to an abrupt and cataclysmic end. Kingdoms fell like dominoes over the course of just a few decades. No more Minoans or Mycenaeans. No more Trojans, Hittites, or Babylonians. The thriving economy and cultures of the late second millennium B.C., which had stretched from Greece to Egypt and Mesopotamia, suddenly ceased to exist, along with writing systems, technology, and monumental architecture. But the Sea Peoples alone could not have caused such widespread breakdown. How did it happen? In this major new account of the causes of this "First Dark Ages," Eric Cline tells the gripping story of how the end was brought about by multiple interconnected failures, ranging from invasion and revolt to earthquakes, drought, and the cutting of international trade routes. Bringing to life the vibrant multicultural world of these great civilizations, he draws a sweeping panorama of the empires and globalized peoples of the Late Bronze Age and shows that it was their very interdependence that hastened their dramatic collapse and ushered in a dark age that lasted centuries. A compelling combination of narrative and the latest scholarship, 1177 B.C. sheds new light on the complex ties that gave rise to, and ultimately destroyed, the flourishing civilizations of the Late Bronze Age—and that set the stage for the emergence of classical Greece.

Numerous clothing industries face highly dynamic environments, and growth in this environment depends upon both external and internal factors. External factors are represented by aggressive competition and volatile product demand. Internally, the industry must face an increasingly shorter life cycle of the product and the need to innovate both product and organizational development. The competitive advantage of the industry lies in its ability to design a value-creating system based on the management of both external and internal relationships. The successful management of these relationships relies not only on successful customer relationship management but also on effective product supply and demand upkeep. Management and Inter/Intra Organizational Relationships in the Textile and Apparel Industry provides emerging research exploring relevant theoretical frameworks and the latest empirical research underlining the complexity of management applications within the textile industry. Featuring coverage on a broad range of topics such as consumer relationships, cultural identity, and organizational culture, this book is ideally designed for researchers, academicians, professionals, and students working in various disciplines including management, industrial organization, organizational behavior, human resource management, decision science, design science, and information and communication. Moreover, the book will provide insights and support executives and managers of the textile and apparel industry concerned with the ethic design, contamination, and the management relationships with workers, customers, suppliers, the community, and organizational development.

This open access book is about mismanagement of public agencies as a threat to life and limb. Collapsing bridges and buildings kill people and often leave many more injured. Such disasters do not happen out of the blue nor are they purely technical in nature since construction and maintenance are subject to safety regulation and enforcement by governmental agencies. This book analyses four relevant cases from Australia, New Zealand, the USA and Germany. Arguing that, while preventing disaster through public oversight is essentially easy, the difficult part for public officials and private contractors and consultants alike is to resist incentives that threaten professional skills and standards. Rather than stressing well-known pathologies of bureaucracy as a potential source of disaster, this book argues, learning for the sake of prevention should aim at neutralizing threats to integrity and strengthening a sense of responsibility among public officials.

In A Philosophy of Technology: From Technical Artefacts to Sociotechnical Systems, technology is analysed from a series of different perspectives. The analysis starts by focussing on the most tangible products of technology, called technical artefacts, and then builds step-wise towards considering those artefacts within their context of use, and ultimately as embedded in encompassing sociotechnical systems that also include humans as operators and social rules like legislation. Philosophical characterisations are given of technical artefacts, their context of use and of sociotechnical systems. Analyses are presented of how technical artefacts are designed in engineering and what types of technological knowledge is involved in engineering. And the issue is considered how engineers and others can or cannot influence the development of technology. These characterisations are complemented by ethical analyses of the moral status of technical artefacts and the possibilities and impossibilities for engineers to influence this status when designing artefacts and the sociotechnical systems in which artefacts are embedded. The running example in the book is aviation, where aeroplanes are examples of technical artefacts and the world aviation system is an example of a sociotechnical system. Issues related to the design of quiet aeroplane engines and the causes of aviation accidents are analysed for illustrating the moral status of designing, and the role of engineers therein. Table of Contents: Technical Artefacts / Technical Designing / Ethics and Designing / Technological Knowledge / Sociotechnical Systems / The Role of Social Factors in Technological Development / Ethics and Unintended Consequences of Technology