Complaining about a lack of recognition is commonplace today: everyone wants to be recognized for who they are, what they do, or what they aspire to, whether in their personal, professional, or social lives. Recognition has become central to understanding human relationships and the social world. In organizations, demands for justice often come through recognition, responding as much to the need for security as to the desire for fulfillment. This concept, studied in philosophy (Taylor, Honneth, Ricoeur, etc.,) and sociology, is also gaining ground in management and business ethics. It is seen as a lever for performance: an employee who is better recognized will perform better and more sustainably. Management literature emphasizes that recognizing work, beyond quantitative indicators, requires human judgment capable of appreciating the effort made at its true value. But this generalized demand for recognition is, in our view, infinite and impossible to satisfy. Hence the need to explore an “ethics of recognition,” which questions the conditions of a relationship with oneself, integrates the notion of capabilities, and avoids the pitfalls of instrumentalization or “infinite debt” through an ethics of the beau geste and pure giving.