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In Technological Turf Wars, Jessica Johnston analyzes the tensions and political dilemmas that coexist in the interrelationship among science, technology and society. Illustrating how computer security is as concerned with social relationships as it is with technology, Johnston provides an illuminating ethnography that considers corporate culture and the workplace environment of the antivirus industry.

Using a qualitative, interdisciplinary approach, which combines organizational and security studies with critical and social analysis of science and technology, Johnston questions the motivations, contradictions and negotiations of antivirus professionals. She examines the tensions between the service ethics and profit motives—does the industry release viruses to generate demand for antivirus software?—and considers the dynamics within companies by looking at facets such as gender bias and power politics. Technological Turf Wars is an informed, enlightened and entertaining view of how the production of computer security technology is fraught with social issues.

For a century and a half, the artists and intellectuals of Europe have scorned the bourgeoisie. And for a millennium and a half, the philosophers and theologians of Europe have scorned the marketplace. The bourgeois life, capitalism, Mencken’s “booboisie” and David Brooks’s “bobos”—all have been, and still are, framed as being responsible for everything from financial to moral poverty, world wars, and spiritual desuetude. Countering these centuries of assumptions and unexamined thinking is Deirdre McCloskey’s The Bourgeois Virtues, a magnum opus that offers a radical view: capitalism is good for us.

McCloskey’s sweeping, charming, and even humorous survey of ethical thought and economic realities—from Plato to Barbara Ehrenreich—overturns every assumption we have about being bourgeois. Can you be virtuous and bourgeois? Do markets improve ethics? Has capitalism made us better as well as richer? Yes, yes, and yes, argues McCloskey, who takes on centuries of capitalism’s critics with her erudition and sheer scope of knowledge. Applying a new tradition of “virtue ethics” to our lives in modern economies, she affirms American capitalism without ignoring its faults and celebrates the bourgeois lives we actually live, without supposing that they must be lives without ethical foundations.

High Noon, Kant, Bill Murray, the modern novel, van Gogh, and of course economics and the economy all come into play in a book that can only be described as a monumental project and a life’s work. The Bourgeois Virtues is nothing less than a dazzling reinterpretation of Western intellectual history, a dead-serious reply to the critics of capitalism—and a surprising page-turner.

In The Servant Leader, Robert P. Neuschel makes the case that our leadership is experiencing a diminution in ethics and a loss of enduring values. These weakening factors are exacerbated by a preoccupation with the short term. As Neuschel puts it, "We are more concerned about achieving quick shareholder value than building an enduring organization that can increase its capacity to produce useful products or services more competitively and more effectively on an enduring basis." He lays the blame at the feet of our corporate leadership.

He asks: what steps might we take to revitalize the quality and strength of our leadership? He then forcefully and straightforwardly gives an outline of what he believes are the major changes in leadership we must bring about. As a professor of management and strategy, and earlier, as a director and senior partner at a major consulting firm, and as a captain in the U. S. Army, Neuschel observed the best of leadership, and practiced it. He shares his insights with us in The Servant Leader.

Larry May argues that socially responsive individuals need not be self-sacrificing or overly conscientious. According to May, a person's integrity and moral responsibility are shaped and limited not just by conscience but also by socialization and moral support from the communities to which he or she belongs.

Applying his theory of responsibility to professional ethics, May contends that current methods of professional socialization should be changed so that professionals are not expected to ignore considerations of personal well-being, family, or community. For instance, lawyers should not place client loyalty above concerns for the common good; doctors should not place the physical well-being of patients above their mental and spiritual well-being; scientists and engineers should not feel obliged to blow the whistle on fraud and corruption unless their professional groups protect them from retaliation.

This book should prove provocative reading for philosophers, political scientists, social theorists, professionals of many stripes, and ethicists.

The effective functioning of a democratic society—including social, business, and political interactions—largely depends on trust. Yet trust remains a fragile and elusive resource in many of the organizations that make up society's building blocks. In their timely volume, Trust and Distrust in Organizations, editors Roderick M. Kramer and Karen S. Cook have compiled the most important research on trust in organizations, illuminating the complex nature of how trust develops, functions, and often is thwarted in organizational settings. With contributions from social psychologists, sociologists, political scientists, economists, and organizational theorists, the volume examines trust and distrust within a variety of settings—from employer-employee and doctor-patient relationships, to geographically dispersed work teams and virtual teams on the internet. Trust and Distrust in Organizations opens with an in-depth examination of hierarchical relationships to determine how trust is established and maintained between people with unequal power. Kurt Dirks and Daniel Skarlicki find that trust between leaders and their followers is established when people perceive a shared background or identity and interact well with their leader. After trust is established, people are willing to assume greater risks and to work harder. In part II, the contributors focus on trust between people in teams and networks. Roxanne Zolin and Pamela Hinds discover that trust is more easily established in geographically dispersed teams when they are able to meet face-to-face initially. Trust and Distrust in Organizations moves on to an examination of how people create and foster trust and of the effects of power and betrayal on trust. Kimberly Elsbach reports that managers achieve trust by demonstrating concern, maintaining open communication, and behaving consistently. The final chapter by Roderick Kramer and Dana Gavrieli includes recently declassified data from secret conversations between President Lyndon Johnson and his advisors that provide a rich window into a leader's struggles with problems of trust and distrust in his administration. Broad in scope, Trust and Distrust in Organizations provides a captivating and insightful look at trust, power, and betrayal, and is essential reading for anyone wishing to understand the underpinnings of trust within a relationship or an organization. A Volume in the Russell Sage Foundation Series on Trust