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0000-0001-5568-1016 Dignity is a concept that lacks a precise definition (Lucas, Kang, and Li, 2013). It has been used in political, philosophical, legal, pragmatic, psychological, behavioral, and cultural perspectives, even as a fundamental idea in the Bible (Mattson and Clark, 2011; Rosens, 2012). While there are many writings about the concept of Human Dignity, there is no standard agreement on its conception (De Colle, Freeman, Parmar and De Colle, 2015). Hicks (2011) states that, by assuming that all humans have dignity, we are much more likely to solve our conflicts in a positive way. But what about the perception of dignity inside organizations? Is there a universal concept or guide that standardizes how to apply dignity in business? Melé (2009) stated that humanism in business requires treating every employee with respect, fostering an ethical climate, and endeavoring to provide working conditions that favor the employees’ psychological and physical well-being. The International Labor Organization, founded in 1919, sets labor standards, develops policies, and devises programs promoting decent working conditions for all. This mission reflects the belief that universal and lasting peace can only be accomplished if it is based on social justice. In 1974, the International Labor Organization (ILO) declared dignity to be a fundamental human right. The concept of dignity may arise from the universal vulnerabilities human beings experience throughout life, that people have individual dignity as the result of being human, and that people earn dignity through their actions (Pirson, 2014). Hicks (2011) defines dignity as is an internal state of peace that comes with the recognition and acceptance of the value and vulnerability of all living things; it is the feeling of inherent value and worth. Dignity is something that virtually all people desire (Mattson and Clark, 2011), but it is difficult to confirm that they can attain it. 9 Nevertheless, although there are extensive studies of humanism and dignity, a study that specifically examines the search for respect, promotion, and protection of human dignity in the Mexican workplace has not been conducted. Mexico ranks 45th for inclusion and economic development among 78 economies on the planet, according to the 2017 Growth and Inclusive Development Report (IDI) of the World Economic Forum. The EAE Business School (which specializes in business and management training) positions Mexico as an emerging economy. It offers benefits and has strengths, such as an attractive business climate, legal certainty, one of the largest networks of free trade agreements in the world, and highly developed industrial groups. Mexico is the second-largest economy in Latin America. Given these characteristics, it essential to carry out a study of this nature in a country like Mexico. There is a need for studies that examine how human dignity is being operationalized, which define what companies generate and how they generate it in terms of protecting and promoting Human Dignity. In this study, I look for new evidence to help future investigations and firms fulfill well-being and dignity during their daily operations. Companies must consider the human being as an important talent for their operations. I assume the following: 1. Dignity can be achieved, can be promoted, and can be protected (De Colle, Freeman, Parmar and De Colle, 2015; Pirson, 2020; Bolton, 2010; Sison et al, 2016; Forst, 2013; Kipper, 2015; NussBaum, 2006; Laswell and McDougal, 1992; Lucas, Manikas, Mattingly, and Cride, 2016) by Mexican companies. 2. Organizations care about individuals (Mattson and Clark, 2011; Hollensbe, Wookey, Hickey, George and Nichols, 2014; Brown, 1964; Bernthal, 1962; Mea and Sims, 2018). 10 3. Organizations preach dignity through diverse practices (Pirson, 2014; Lucas, Manikas, Mattingly, and Cride, 2016;Agassi, 1986; Laswell and McDougal, 1992). 4. There is a vacuum in the literature: How does dignity work, and how is it practiced in an organization? This question gives rise to the following research into how Mexican companies understand dignity. For this, the dignity model will be tested to visualize the concept of dignity applied directly to Mexican organizations and their organizational cultures. Those large company workers from the north of the Mexican Republic were considered because of their impact on the Mexican economy. Based on the previous questions and the approach to the problem regarding the lack of organizational dignity practices, the methodology, analysis, results, and conclusions were developed. The research project is presented in the following chapters: Antecedents, context, problematic, research question, justification, scope Chapter 1: Conceptual framework Chapter 2: Methodology Chapter 3: Analysis of the data Chapter 4: Results Chapter 5: Conclusions, theoretical contribution, practical contribution, and new research lines Doctorado en Ciencias Administrativas

Tendencias Gerenciales (Trends in Management) is a collection of case examples from all corners of the globe with a Latin American focus, in a variety of industries and sizes. What unites this group of businesses is that all of them are highly successful market actors in a competitive environment and yet they consider their ultimate raison d'etre as the generation of societal benefit rather than maximum profit. This book is a translation of Humanistic Management in Practice with some regional adaptations to the case examples.

In a time of ecological, social and financial crisis, trust in managers is very low. Management education in general is being scrutinized for its impact on society and business schools have been described as 'silent partners in corporate crime.' This book outlines how business schools can get out of the line of fire by presenting the cornerstones of a humanistic business education. As with any cure, it starts with an in-depth analysis of the root causes and then with a humanistic management education model details more promising ways forward. It outlines the implications of this next generation management education model for the administration of business schools as well as their core tasks of research and teaching.

Through ongoing globalization managers today are faced with an array of values and codes of conduct that claim to be of relevance to their daily practice. Cultures and moral expectations differ around the globe which has resulted in the management of corporate responsibility becoming increasingly complex. Is there, however, a humanistic consensus that can bridge cultural and ethnic divides and reconcile the diverse and contrary interests of stakeholders world-wide? The authors of this book discuss this question by exploring the rich traditions of humanistic ethics. They operate from the assumption that a concentration on the nature and the well-being of the human person could provide the requisite focus for an inter-cultural debate around normative ideals that could help both clarify and improve the often tense relationship between business and society

Humanistic Management in Practice is a collection of business cases from all corners of the globe, in a variety of industries and sizes. What unites this group of businesses is that all of them are highly successful market actors in a competitive environment and yet they consider their ultimate raison d'etre as the generation of societal benefit rather than maximum profit. These companies are managed as an integrated and responsive part of society and complement theoretical arguments on a humanistic management approach with proof of concept. They demonstrate that managerial freedom includes the option to align social purpose and business success. Humanistic management has a profoundly liberating effect on a company by putting people first and integrating the desire to generate benefits for all stakeholders into managerial decision making. Consequently, internal as well as external stakeholders can derive meaning and find purpose in a company's activities that create value for society, making them loyal customers, engaged employees, long-term-oriented investors and collaborative civil society stakeholders. True business leadership proves that business success and societal benefit generation can go hand in hand. With this book The Humanistic Management Network presents convincing evidence of businesses that stand out by showing that it is not only possible for companies to earn healthy profits when putting people first, but that those who do, deliver outstanding results to their owners and to society.

What is the purpose of our economic system? What would a more life-serving economy look like? There are many books about business and society, yet very few of them question the primacy of GDP growth, profit maximization and individual utility maximization. Even developments with a humanistic touch like stakeholder participation, corporate social responsibility or corporate philanthropy serve the same goal: to foster long-term growth and profitability. Humanism in Business questions these assumptions and investigates the possibility of creating a human-centered, value-oriented society based on humanistic principles. An international team of academics and practitioners present philosophical, spiritual, economic, psychological and organizational arguments that show how humanism can be used to understand, and possibly transform, business at three different levels: the systems level, the organizational level and the individual level. This groundbreaking book will be of interest to academics, practitioners and policymakers concerned with business ethics and the relationship between business and society.