John Dewey’s pragmatism emphasizes decision-makers’ capacity to assume the consequences of their actions, when facing various changes and experiences. It explores how scientific methods may be applied to moral issues. Ideas, habits, preferences, and virtues are interrelated. They deeply affect value judgment and moral deliberation. Reflexive morality is the only way to take ever-changing situations and experiences into account. There are three important limitations for applying Deweyan philosophy in a business context: the uncertain, uncontrollable, and unpredictable world affects organizational members’ plasticity and capacity to develop a reflexive morality; claiming for interconnected virtues is neglecting their hypothetical nature; isolating self-criticism from the virtue of humility is reducing decision-makers’ capacity for moral and practical judgment. The antecedents of a crisis of representations (the lack of ethical questioning about corporate externalities) should be taken seriously, when looking at distorted representations of corporate ethics and social responsibility. The unfolding of a crisis of representations reflects a logic of inconsistency: refusing to admit corporate liability; using certifications as “concrete walls” against stakeholders’ critique of corporate operations and activities; blindly believing in corporate ecological practices. The optimal solution to a crisis of representations is the development of an authentic notion of corporate social responsibility: it requires an ethical reflection on environmental issues, the openness to stakeholders’ critique of corporate operations, proactive actions and the continuous improvement of corporate processes.