"In his magisterial Great American City, Robert J. Sampson puts social scientific data behind an argument that we all feel and experience everyday: the neighborhood you live in has a big effect on your life and the city you live in. Not only does your neighborhood determine where your nearest hospital is, what kind of schools your children can attend, or how many police officers you might encounter (and how they respond to you), it affects how you feel, how you think about the world and your place in it. Like many sociologists before him, Sampson looks to Chicago to make his insightful interventions, based on extensive data collected across the city's diverse neighborhoods. This edition includes a new afterword by Sampson reflecting on changes in Chicago and the country that have occurred since the book was initially published. He notes the increase in gun violence, both among civilians and police killings of civilians, as well as steady or growing rates of segregation despite an increase in diversity. With these changes have come new research, much of it a continuation or elaboration of the work in Great American City. He updates readers on the status of the research initiative that serves as the basis of Great American City, the Project on Human Development in Chicago Neighborhoods (PHDCN), and summarizes how scholars have taken up his work. Many of these scholars have new tools at their disposal with the rise of big data; Sampson remarks on these changes in the field"--

Today, the judge, the citizen, the politician, and the entrepreneur are concerned with the sustainability of our development.

Corporate accountability is never far from the front page, and as one of the world’s most elite business schools, Harvard Business School trains many of the future leaders of Fortune 500 companies. But how does HBS formally and informally ensure faculty and students embrace proper business standards? Relying on his first-hand experience as a Harvard Business School faculty member, Michel Anteby takes readers inside HBS in order to draw vivid parallels between the socialization of faculty and of students. In an era when many organizations are focused on principles of responsibility, Harvard Business School has long tried to promote better business standards. Anteby’s rich account reveals the surprising role of silence and ambiguity in HBS’s process of codifying morals and business values. As Anteby describes, at HBS specifics are often left unspoken; for example, teaching notes given to faculty provide much guidance on how to teach but are largely silent on what to teach. Manufacturing Morals demonstrates how faculty and students are exposed to a system that operates on open-ended directives that require significant decision-making on the part of those involved, with little overt guidance from the hierarchy. Anteby suggests that this model—which tolerates moral complexity—is perhaps one of the few that can adapt and endure over time. Manufacturing Morals is a perceptive must-read for anyone looking for insight into the moral decision-making of today’s business leaders and those influenced by and working for them.