In lieu of an abstract, here is a brief excerpt of the content:June 25, 2012 (9:21 pm) E:\CPBR\RUSSJOUR\TYPE3201\russell 32,1 060 red.wpd russell: the Journal of Bertrand Russell Studies n.s. 32 (summer 2012): 83–6 The Bertrand Russell Research Centre, McMaster U. issn 0036-01631; online 1913-8032 ibliographies, rchival nventories, ndexes A BIBLIOGRAPHY OF PATRICIA RUSSELL Kenneth Blackwell Russell Archives/Russell Research Centre / McMaster U. Hamilton, on, Canada l8s 4l6 [email protected] B ertrand Russell took his own advice not to marry a woman (...) novelist, but he did marry women who wrote for publication. His third wife, Patricia Russell (née Marjorie Spence, then Patricia Helen Spence, and, after divorcing Russell, Mrs. P.yH. Spence) was no exception. Having studied history at Oxford, she did a great deal of research for Russell and some actual writing. She did some public speaking during the ccny case in 1940, and in 1946 she organized a major meeting in Cambridge for the Save Europe Now organization. Later in the 1940s she began employment in town planning, and brief mentions of that topic show up in Authority and the Individualz (1949). The Bodleian Library, Oxford, has a box of her papers, placed, at her instructions, under a very lengthy embargo. On one occasion while they were in America there was an employment opportunity for her. It involved her writing skills, and her husband drafted the following testimonial. With its strikeouts, it is unWnished in the form in which it survives, and we cannot be sure it was sent. It is dated December 6, 1941. My wife, Patricia Helen Russell, has, throughout the last ten years acted both as my collaborator and as my secretary. In the latter capacity she has drafted and written, on my behalf, letters on a great variety of subjects, and has shown great skill in doing so, both as regards literary style and grasp of the matter concerned. As regards collaboration: In “Freedom and Organization, 1814–1914”, she did a very large part of the research and a considerable part of the actual writing. In “The Amberley Papers”, which was published under our joint names, she did considerably more than half the work, not only as regards detail, but also as regards the general plan. In addition to this work on books, she has written magazine articles on my behalf, sometimes in part, sometimes wholly. Her purely secretarial work has been very extensive and always admirable. (ra1 142.079883) books By “the last ten years” Russell is dating the start of their collaboration to 1932. This is consistent with the acknowledgements he makes to her in several books on which she collaborated with him in various ways, in addition to her title-page June 25, 2012 (9:21 pm) E:\CPBR\RUSSJOUR\TYPE3201\russell 32,1 060 red.wpd 84 kenneth blackwell 1 See Brett Lintott, “Russell’s Aborted Book on Fascism”, Russellz 28 (2008): 39–64. credit in The Amberley Papers. They even planned a joint work, on the rise of Nazism and Fascism,1 but after some years it was discontinued. She contributed much to the unpublished book manuscript, “The Problems of Democracy”, written in 1941–42. Freedom and Organization, 1814–1914. London: George Allen & Unwin; New York: W.xW. Norton, 1934. Preface, p. viii: “Throughout the writing of this book, the work has been shared by my collaborator, Peter Spence, who has done half the research, a large part of the planning, and small portions of the actual writing, besides making innumerable valuable suggestions.” (The Wrst edition omitted “valuable” and an erratum slip was inserted.) In Praise of Idleness and Other Essays. London : George Allen & Unwin; New York: W.xW. Norton, 1935. Preface, p. 6: “I have also to acknowledge the assistance of Peter Spence in suggesting and discussing many of the subjects.” The Amberley Papers: the Letters and Diaries of Lord and Lady Amberley. Edited by Bertrand and Patricia Russell. 2 vols. London: Leonard & Virginia Woolf at the Hogarth Press; New York: W.yW. Norton & Company, 1937. The preface is signed “B.R.” above “P.R.” From Russell’s letter to The Times Literary Supplement, 20 March 1937: “Your reviewer treats the work as more mine and less my wife’s... (shrink)

Casuistry is a process of reasoning that focuses upon specific cases or moral problems, as opposed to a general study of ethical theories. In this broad sense every moral philosopher may be regarded as a casuist in some form. The term also has a narrower meaning as it refers to a group of moralists who, in the 16th and 17th century, systematically adopted this method. Casuistry is now one of the options for those who, in the framework of the post-modern (...) anti-systematic attitude, still feel the importance of serious moral debate and reject easy-minded relativism. (shrink)

Much has been written about stakeholder analysis as a process by which to introduce ethical values into management decision-making. This paper takes a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions.A distinction is made between stakeholder analysis and stakeholder synthesis. The two most natural kinds of stakeholder synthesis are then defined and discussed: strategic and multi-fiduciary. Paradoxically, the former appears to yield business without ethics and the latter appears (...) to yield ethics without business. The paper concludes by suggesting that a third approach to stakeholder thinking needs to be developed, one that avoids the paradox just mentioned and that clarifies for managers (and directors) the legitimate role of ethical considerations in decision-making. (shrink)

_Conscience and Corporate Culture_ advances the constructive dialogue on a moral conscience for corporations. Written for educators in the field of business ethics and practicing corporate executives, the book serves as a platform on a subject profoundly difficult and timely. Written from the unique vantage point of an author who is a philosopher, professor of business administration, and a corporate consultant A vital resource for both educators in the field of business ethics and practicing corporate executives Forwards the constructive dialogue (...) on a moral conscience for corporations Offers a philosophical and practical approach to considering business ethics. (shrink)

Opening with Ford Motor Company as a case in point, this essay develops a broad and systematic approach to the field of business ethics. After an analysis of the form and content of the concept of responsibility, the author introduces the principle of moral projection as a device for relating ethics to corporate policy. Pitfalls and objections to this strategy are examined and some practical implications are then explored.The essay not only defends a proposition but exhibits a research style and (...) a research program. Philosophical ethics and organizational management are joined in the process. (shrink)

Excerpt from Some Principles of Moral Theology: And Their Application The present book is an attempt to bring together, from the Bible and from Christian experience, the principles which have guided the Church in dealing with individual souls; to test those principles by the light of modern knowledge; and to apply them to present-day conditions and needs. Some of the traditional terminology of moral theology has been discarded; much has been retained, either because it seemed the best medium for expressing (...) what had to be expressed, or because it would have been impossible otherwise to indicate the development and formulation of Christian thought on the subject. Thus the book may prove of interest not merely to the clergy and others who are confronted by the practical problems of conduct and morality, but also to students entering upon the study of moral theology for its own sake. The Church of England affords her clergy singularly little expert guidance in this matter of the direction of souls. Two branches of the subject - those which go by the names of Christian ethics and the theory and practice of the confessional respectively - have indeed been systematically and fully treated by recent writers and there is a wealth of practical experience to be drawn both from manuals of pastoral theology and from biographies. Moral theology, however, as will appear, com prises much more than the two topics just mentioned. Yet within the last fifty years, apparently, only three books have attempted to present the whole content of moral theology in such a form as should guide the theory and practice of the Church of England, and all three are out of print and consequently difficult of access. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works. (shrink)

Our approach in this response is as folIows. In § I, we try to identify accurately Boatright’s central claims-both about Goodpaster’s original paper and about matters of substance independent of that paper. In § 2 and 3, we discuss the plausibility of those claims, first from a legal point of view and then from a moral point of view. Finally, in § 4, we defend the concept of paradox (and, in particular, the Stakeholder Paradox) as a limitation on practical reason (...) which is not necessarily to be lamented. In fact, we believe, some paradoxes are better preserved from rather than guided toward resolution. (shrink)

We address how the leaders of a Catholic business school can articulate and assess how well their schools implement the following six principles drawn from Catholic social teaching : produce goods and services that are authentically good; foster solidarity with the poor by serving deprived and marginalized populations; advance the dignity of human work as a calling; exercise subsidiarity; promote responsible stewardship over resources; and acquire and allocate resources justly. We first discuss how the CST principles give substantive content and (...) meaning to the Good Goods, Good Work, and Good Wealth framework in The Vocation of the Business Leader and then discuss their congruencies and tensions with the UNGC and UNPRME principles. Next, we describe the Catholic Identity Matrix, an assessment tool that provides a quantitative and qualitative portrait of how well a Catholic business school integrates, within the scope of its mission and capacities, the three goods and related CST principles in its strategies, policies, activities, and processes. The concluding section discusses implications for ongoing UNGC and UNPRME assessment, reporting, and development efforts, and addresses the generalizability of our approach to business schools who draw their inspiration and moral principles from other faith-based or secular traditions. (shrink)

This paper explains and defends three basic propositions: (1) that our attitudes (particularly American attitudes) towardorganizational ethics are conflicted at a fairly deep level; (2) that in response to this conflict in our attitudes, we often default to variouscounterfeits of conscience (non-moral systems that serve as surrogates for the role of conscience in organizational settings); and(3) that a better response (than relying on counterfeits) would be for leaders to foster a culture of ethical awareness in their organizations. Some practical suggestions (...) are made about fostering such a culture, and a comparison is made between this late-20th-century response to the problem of counterfeits and the classic “naturalistic fallacy” identified in early-20th-century ethics by G. E. Moore. (shrink)

Contrary to W. Murray Hunt’s suggestion, living things deserve moral consideration and inanimate objects do not precisely because living things can intelligibly be said to have interests (and inanimate objects cannot intelligibly said to have interests). Interests are crucial because the concept of morality is noncontingently related to beneficence or nonmaleficence, notions which misfire completely in theabsence of entities capable of being benefited or harmed.

This paper addresses the relationship between theoretical and applied ethics. It directs philosophical attention toward the concept of ideology, conceived as a bridge between high-level principles and decision-making practice. How are we to understand this bridge and how can we avoid the naturalistic fallacy while taking ideology seriously?It is then suggested that the challenge posed by ideology in the arena of organizational ethics is in many ways similar to the challenge posed by developmentalist accounts of moral stages in the arena (...) of individual ethics, namely, how to account for the normative force of frameworks that are theoretically derivative yet practically essential. (shrink)

The ultimate challenge with which we are presented in connection with social investing is no more and no less than this: enhancing the function of conscience in the modern global business corporation. As with individual conscience, however, corporate conscience can be influenced in two ways: from the inside and from the outside. Investment decisions provide external influences, while management values provide influence from the inside.

This article attempts to answer the question, “What are the most important ideas from serving as Executive Editor of the five‐year history project that culminated in the book, Corporate Responsibility: The American Experience?” The ideas focus on clarifying the phenomenon of tenacity; looking at three foundations of our tenacity; and asking “How fragile is our tenacity?” This article also presents three foundational principles that underlie the American experience of corporate responsibility. First, the Checks & Balances Principle tells us that there (...) are checks and balances in democratic capitalism which give us confidence that the pursuit of economic goals will be moderated for the common good. Second, the Moral Projection Principle shows that there is good reason to consider the corporation not only as a legal person under corporate law but also as a moral person. And, last, the Moral Common Ground Principle reflects that there are shared moral values ascertainable by well‐developed consciences in individuals and in corporations. The article concludes with this argument: The tenacity regarding corporate responsibility that has been so characteristic of American capitalism is fragile—calling for serious vigilance if it is to endure. (shrink)