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Society increasingly demands corporations to be accountable for their past misbehaviours. Some corporations engage in forgetting work with the aim of avoiding responsibility for their wrongdoings. We argue that whenever social actors have their past actions called into question and engage in forgetting work, an ethics of remembering takes place. A collective project of social forgetting is contingent on the emergence of coordinated actions among players of an industry. Similarly, sustained efforts of forgetting work depend on the continuity of the project through various generations of employees, which presumes the existence of frameworks of remembering in place. We analysed this paradox through a historical case study of the U.S. tobacco industry. We conclude that forgetting work may be a double-edged sword. It might be beneficial in the short run, to the extent that corporations can successfully maintain the public ignorance about their deceitful pasts. In the long run, however, it creates additional layers of historical irresponsibility and may turn into a compounded liability in the event the memory of the collective strategy of social forgetting becomes public.

Within stakeholder literature, much attention has been given to which stakeholders \"really count.\" This article strives to explain why organizational theorists should abandon the pursuit of \"Who and What Really Counts\" to challenge the assumption of a managerial perspective that defines stakeholder legitimacy. Reflecting on the paucity of employee rights and protections in marginalized work environments, I argue that as organizational researchers, we must recognize and take responsibility for the impact of our research models and visions. By confronting and rethinking the foundational assumptions of stakeholder theory, business and society scholars can identify and pursue research questions that more effectively address contemporary social challenges.

This issue was initiated in a period of global tension and widespread corporate expressions of concern about racism. The articles presented here document the continued presence of disparate racialized experiences in a range of work environments. They provide deep insight into the ways that race shapes the lives of educators, researchers, students, employees, and managers. Such racialized experiences are widely unacknowledged by those whose lives and bodies insulate them. In the time since we initiated this special issue, the anxiety related to talking about race in schools and the workplace has become yet more virulent. In the United States, many municipalities have adopted laws constraining and controlling classroom conversations about race. Corporations continue to struggle with how to implement high-minded DEI policy statements without provoking backlash. We are hopeful that these articles provide greater awareness of racialized capitalism. Further, we aspire to open the door for business ethics research that recognizes the impact of race on institutional policies as well as formal and informal practices. Awareness, recognition, and acknowledgment of disparate impact are essential steps in creating more just work and educational environments.

Purpose The purpose of this study is to develop and test a theoretical framework to examine business purchase decisions using the concept of “values” (personal values (PV), organizational values (OV) and values-congruency). Design/methodology/approach The data for the study were collected from members of the Supply Chain Management Association of Canada. The relationships between perceived PV/OV/ values-congruency (IVs) and perceived role values played in business purchase decisions (DV) were hypothesized. Three factors, namely, humanity, bottomline and convention were identified using exploratory factor analysis. The hypotheses were tested using polynomial regression, which is a preferred method for measuring congruency or fit (Edwards, 1994). Findings Perceived humanity (humaneness or benevolence) values of an organization were found to have a positive relationship with the perceived role that humanity and convention (risk aversion or compliance) values played in business purchase decisions. Perceived purchase function formalization within buying organizations was also found to have a positive relationship with the perceived role of humanity, bottomline and convention values played in business purchase decisions. Research limitations/implications The study drew a relatively small convenience sample from a single industry association/country with a low response rate. It used the perceived role of values instead of behavioral intention or actual behavior to measure business purchasing behavior. McDonald and Gandz’s (1991; 1993) list of values may be more suitable to measure OV than PV. The study only considered the buyer side of purchase decisions and values to have positive characteristics. Practical implications Buying organizations may consider formalizing their purchase functions, clarifying their humaneness/benevolence and risk aversion/compliance values to their employees and vendors and incorporating them in the purchasing criteria/process. Similarly, selling organizations may benefit from considering these values of customers to position their products and services for better sales outcomes and business relationships. Originality/value The study explores the role of values in business purchase contexts by proposing and testing a theoretical framework. The study has implications for practitioners and academics in the field and identifies several areas for future research.

The craft of knitting serves multiple apparent purposes, from the construction of warm garments to engagement in the mathematical calisthenics required to master both design and fit. But this academic knitter finds satisfactions that are not so apparent to the observer, although they are profound and vital. As knitters gain in proficiency, they may also grow more self-confident, more generous, calmer, and more subversive. As knitting is integrated into one's life, the process and products may become the outward expression of attitudes, emotions, and aspirations, well before these are articulated in words. The work of professors is nearly always expressed in spoken or written language. In contrast, the act of knitting is an opportunity to create and express ideas visually rather than verbally, to learn from our senses, to engage in active loving even while at work, to inspire others by actions and beauty. In these ways, the world of knitting opens doors for new insights in teaching, research, and self-understanding.