Companies are increasingly championed for their capacity to solve social problems. Yet what happens when such goods as water, education, and health are sold by companies - rather than donated by nonprofits - to the disadvantaged and when the pursuit of mission becomes entangled with the pursuit of profit? In Caring Capitalism, Emily Barman answers these important questions, showing how the meaning of social value in an era of caring capitalism gets mediated by the work of 'value entrepreneurs' and the tools they create to gauge companies' social impact. By shedding light on these pivotal actors and the cultural and material contexts in which they operate, Caring Capitalism accounts for the unexpected consequences of this new vision of the market for the pursuit of social value. Proponents and critics of caring capitalism alike will find the book essential reading.

The book analyzes the changing meaning and measure of social value in an era of caring capitalism.

Everywhere one travels in the world, people are excited about the new high technology production system. But the global villagers are also perplexed about the new social service needs that seem to accompany the high-tech economy: child care needs for working couples, elder care facilities for infirm senior citizens, burgeoning health care costs accompanying high-tech medicine, nursery school and college tuition costs, and more. There has been a global response to these social service needs, and this book will present and analyse that response. For, a new phenomenon may be emerging, as contradictory as it may appear, a kind of 'caring capitalism' may arise, worldwide. This book explores the various attempts around the globe to create a system of 'caring capitalism' and why nations have been pressured by the 'new middle class' to do so.

Everywhere one travels in the world, people are excited about the new high technology production system. But the global villagers are also perplexed about the new social service needs that seem to accompany the high-tech economy: child care needs for working couples, elder care facilities for infirm senior citizens, burgeoning health care costs accompanying high-tech medicine, nursery school and college tuition costs, and more. There has been a global response to these social service needs, and this book will present and analyse that response. For, a new phenomenon may be emerging, as contradictory as it may appear, a kind of 'caring capitalism' may arise, worldwide. This book explores the various attempts around the globe to create a system of 'caring capitalism' and why nations have been pressured by the 'new middle class' to do so.

The logics and ethics of neoliberal capitalism dominate public discourses and politics in the early twenty-first century. They morally endorse and institutionalize forms of competitive self-interest that jettison social justice values, and are deeply antithetical to love, care and solidarity. But capitalism is neither invincible nor inevitable. While people are self-interested, they are not purely self-interested: they are bound affectively and morally to others, even to unknown others. The cares, loves and solidarity relationships within which people are engaged give them direction and purpose in their daily lives. They constitute cultural residuals of hope that stand ready to move humanity beyond a narrow capitalism-centric set of values. In this instructive and inspiring book, Kathleen Lynch sets out to reclaim the language of love, care and solidarity both intellectually and politically and to place it at the heart of contemporary discourse. Her goal is to help unseat capital at the gravitational centre of meaning-making and value, thereby helping to create logics and ethical priorities for politics that are led by care, love and solidarity.

This book demonstrates why the U.S. health care system does not respond to people's needs. It describes diminishing benefits and growing costs and the possibilities for change. Critical of the proposals put forward by the Democratic leadership, the book also looks at health care systems of other advanced countries.

“Bob Chapman, CEO of the $1.7 billion manufacturing company Barry-Wehmiller, is on a mission to change the way businesses treat their employees.” – Inc. Magazine Starting in 1997, Bob Chapman and Barry-Wehmiller have pioneered a dramatically different approach to leadership that creates off-the-charts morale, loyalty, creativity, and business performance. The company utterly rejects the idea that employees are simply functions, to be moved around, "managed" with carrots and sticks, or discarded at will. Instead, Barry-Wehmiller manifests the reality that every single person matters, just like in a family. That’s not a cliché on a mission statement; it’s the bedrock of the company’s success. During tough times a family pulls together, makes sacrifices together, and endures short-term pain together. If a parent loses his or her job, a family doesn’t lay off one of the kids. That’s the approach Barry-Wehmiller took when the Great Recession caused revenue to plunge for more than a year. Instead of mass layoffs, they found creative and caring ways to cut costs, such as asking team members to take a month of unpaid leave. As a result, Barry-Wehmiller emerged from the downturn with higher employee morale than ever before. It’s natural to be skeptical when you first hear about this approach. Every time Barry-Wehmiller acquires a company that relied on traditional management practices, the new team members are skeptical too. But they soon learn what it’s like to work at an exceptional workplace where the goal is for everyone to feel trusted and cared for—and where it’s expected that they will justify that trust by caring for each other and putting the common good first. Chapman and coauthor Raj Sisodia show how any organization can reject the traumatic consequences of rolling layoffs, dehumanizing rules, and hypercompetitive cultures. Once you stop treating people like functions or costs, disengaged workers begin to share their gifts and talents toward a shared future. Uninspired workers stop feeling that their jobs have no meaning. Frustrated workers stop taking their bad days out on their spouses and kids. And everyone stops counting the minutes until it’s time to go home. This book chronicles Chapman’s journey to find his true calling, going behind the scenes as his team tackles real-world challenges with caring, empathy, and inspiration. It also provides clear steps to transform your own workplace, whether you lead two people or two hundred thousand. While the Barry-Wehmiller way isn’t easy, it is simple. As the authors put it: "Everyone wants to do better. Trust them. Leaders are everywhere. Find them. People achieve good things, big and small, every day. Celebrate them. Some people wish things were different. Listen to them. Everybody matters. Show them."