For some time, a complex stream of more or less directly connected confidence crises has been confronting both managerial practice and the communities producing and diffusing management knowledge. The first reaction has been to extend and develop the teaching of business ethics. Academic research has turned more vigorously to the question: 'What is good managerial behaviour?', trying to investigate how society can support the emergence of more sustainable and responsible systems, norms, incentives and behaviours. This, however, is only a beginning. If new generations of leaders are to be trained with a more responsible and sustainable take on their own role and activities, then we need to have a hard look at the ways in which management knowledge incorporates the ethical dimension.
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