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The links of management culture and corporate social responsibility in this part are verified and substantiated by statistical calculations. The connections were verified according to such categories as the culture of managerial staff, the culture of organisation of the management processes, the management culture of working conditions, the culture of documentation system, the behaviour of a socially responsible organisation and the behaviour of a socially responsible employee. The results of the research showed the different strength of the relationships of the management culture and corporate social responsibility, which may be significant when organising the changes in the management culture, oriented to the implementation of corporate social responsibility.
This monograph focuses on the level of management culture development in organizations attempting to disclose it not only with the help of theoretical insights but also by the approach based on employees and managers. Why was the term "management culture" that is rarely found in literature selected for the analysis? We are quite often faced with problems of terminology. Especially, it often happens in the translation from one language to another. While preparing this monograph, the authors had a number of questions on how to decouple the management culture from organization's culture and from organizational culture, how to separate management culture from managerial culture, etc. However, having analysed a variety of scientific research, it appeared that there is no need to break down the mentioned cultures because they still overlap. Therefore, it is impossible to completely separate the management culture from the formal or informal part of organizational culture. Management culture inevitably exists in every organization, only its level of development may vary.
Corporate social responsibility now touches upon most aspects of the interaction between business and society. The approaches taken to research in this area are as varied as the topics that are researched; yet this is the first book to address the whole range of methods available. The book identifies the methods available, evaluates their use and discusses the circumstances in which they might be appropriate. It also includes forward-thinking guidance from experienced academics on the future directions of research in the area.
What is the relationship between the social performance of companies and their financial performance? More colloquially, can a firm effectively attend to both people and profits as it conducts its business? This question has been investigated in no fewer than 95 empirical studies published since 1972. The authors have assembled a compendium of this research to give researchers and practitioners alike a broad overview of these 95 studies and a systematic database detailing the content of each one. This book provides a comprehensive portrait of this research literature. It begins with a broad orientation to the literature, exploring why the link between social and financial performance has been subject to continual inquiry and often heated debate. The authors then present an integrated overview of the 95 studies. Through the charts and tables, the authors illuminate the nature of the studies conducted; the data samples selected for investigation; the ways in which financial and social performance have been measured; and the overall tally of results.
This book is a printed edition of the Special Issue "Sustainable Business Models" that was published in Sustainability
This book offers a remarkable collection of chapters, written by the leading scholars in CSR and employee engagement. Using the existing literature, new empirical studies, case studies and thought-provoking insights, this collection of authors discuss why and how to engage employees in CSR and through CSR. Employee engagement in Corporate Social Responsibility focuses on engaging employees in socially responsible initiatives with three major parts of the book: the antecedents that lead to employee engagement in CSR; the processes and opportunities to involve employees; and the impact of the above on employees, the company, non-profit organisations and society. This book contributes to both research and managerial practice by presenting cutting edge knowledge from leading CSR scholars and practitioners.
Drawing upon research and practitioner narratives from management, leadership, organizational studies, entrepreneurship and sustainable business domains, this book explores the many pathways that enable emerging countries to transform knowledge into action to achieve economic and sustainable development. The authors take a holistic approach to ‘transforming knowledge’ that goes beyond the mere ‘application of knowledge’ to include the assimilation, adaptation, and contextualization of knowledge to suit the unique contexts, needs and conditions existing in emerging countries. They then presents success stories and case studies comprising innovative solutions for emerging economies that practitioners can utilize. Current research in management is highlighted by bringing together academics, practitioners, policy-makers and interest groups from diverse regions and perspectives.
Management culture and corporate social responsibility (CSR) are not separate, but they are two complementary dimensions. This part introduces the theoretical model of evaluation of the level of management culture in order to implement corporate social responsibility. It is constructed after the analysis of the concepts proposed by various authors, focusing on factors determining the effectiveness of implementation of corporate social responsibility, the quality of the relationship with stakeholders. The steps of the implementation in companies using internal and external resources are described. By offering a new conceptual model, it is emphasized that the management culture is a deliberately constructed and developed system that can have a significant impact on the quality of organizational performance, providing both an instrumental and an ethical framework for addressing corporate social responsibility objectives given a clear value decision of the majority of the company shareholders.
Does it pay for businesses to act morally? This book attempts to answer this question with regard to different aspects and levels. It takes a positive position to this question and demonstrates that, under certain conditions, organizations can act responsibly and profitably at the same time. It elaborates on these conditions and provides evidence for the assumed positive relation between responsibility and profitability. The author uses analysis of the acceptance of corporate social responsibility (CSR) policies across Europe, the consequences of CSR on motivation, commitment and absenteeism; and organizational responsibility and the bottom of the pyramid to provide evidence for the assumed positive relationship between responsibility and profitability. Uniquely taking an organizational perspective on CSR, scholars and students of business ethics will find this impressive book to be a invaluable resource. Business professional will also find plenty of important information in this admirable compendium.