This book argues that separation consciousness has kept a collective demand for corporate social responsibility at bay, even providing justification for business to neglect society. Yet there are signs that separation consciousness is being replaced with the expectation that businesses engage in symbiotic relationships with stakeholders that yield triple bottom line benefits. The potential for business to enact this social contract depends largely on the ability of top executives to discover how to activate the organizational values that make such benefits possible. The author argues that the required mind-set for this task bears a strong resemblance to the scientific discovery mentality, and that if executives were to embed this mentality in organizational decision making, shared consciousness between firms and stakeholders of the values that support corporate responsibility is feasible. CSR Discovery Leadership examines this prospect of shared value consciousness, a new frontier for CSR leadership.
While the concept and domain of Corporate Social Responsibility (CSR) are not new—its beginnings can be tracked back to the 1960s—its scope, urgency, and relevance have shifted dramatically in recent years. CEO responses show that the majority of business leaders understand that they operate in an environment of contested values and that stakeholders expect companies to do better and more. However, many corporate incentive systems are not in sync with societal norms and expectations. Moreover, "grand challenges" such as climate change and global pandemics and growing interconnectedness shed light on the fault lines of value creation through complex supply chain systems, exposing unacceptable working conditions, modern slavery, and the environmental consequences of highly distributed production at any cost. As a consequence, corporate social responsibility has become a widely accepted common denominator of the role and responsibilities of business in society, ranging from core functions such as health, safety, and environment standards, to governance and recognition of stakeholders, supply chain design, and corporations’ stand on climate change and its responsibility to future generations. This volume assembles state-of-the-art scholarship from leading scholars in the field and enables a "full range view" of CSR, from its roots, normative foundations, and institutional perspectives to matters of stakeholding, the global value chain, social innovation, and future directions. The Routledge Companion to Corporate Social Responsibility represents a prestige reference work providing an overview of the subject area of CSR for academics, researchers, postgraduate students, as well as reflective practitioners.
This book argues that separation consciousness has kept a collective demand for corporate social responsibility at bay, even providing justification for business to neglect society. Yet there are signs that separation consciousness is being replaced with the expectation that businesses engage in symbiotic relationships with stakeholders that yield triple bottom line benefits. The potential for business to enact this social contract depends largely on the ability of top executives to discover how to activate the organizational values that make such benefits possible. The author argues that the required mind-set for this task bears a strong resemblance to the scientific discovery mentality, and that if executives were to embed this mentality in organizational decision making, shared consciousness between firms and stakeholders of the values that support corporate responsibility is feasible. CSR Discovery Leadership examines this prospect of shared value consciousness, a new frontier for CSR leadership.
Embedding CSR into Corporate Culture demonstrates that a new frontier for corporate social responsibility is possible in theory and practice. The key idea - discovery leadership - enables corporate managers to deal effectively with problems, issues, and value clashes occurring at the corporation-society interface.
Radical Thoughts on Ethical Leadership, provides contributions from established scholars with fresh perspectives on ethical leadership, with challenging viewpoints that have been given little coverage in the literature to date. Radical Thoughts on Ethical Leadership includes theoretical perspectives that are founded on unconventional approaches—radical, “outside the box” ideas that would be difficult to get through the conventional journal review process. The volume brings together noted researchers from a variety of disciplines and explore non?mainstream approaches to ethics and social responsibility theory, research, and practice in both business and public administration. Grounded in the established literature and providing insight for researchers, managers/ administrators, or organizations at large, the volume establishes new paradigms for the field of ethical leadership.
The third volume in The SAGE Handbook of Industrial, Organizational and Work Psychology concentrates on business decision-making and the many factors influencing the adoption and implementation of IWO practices. Chapter topics include utility assessments of interventions, decision-making errors in IWO systems, large-scale interventions and best practices reviews. Volume Three offers a comprehensive overview of the field for anyone working in or studying managerial or organizational psychology.
The second edition of this best-selling Handbook presents a fully updated and expanded overview of research, providing the latest perspectives on the analysis of theories, techniques, and methods used by industrial, work, and organizational psychologists. Building on the strengths of the first edition, key additions to this edition include in-depth historical chapter overviews of professional contexts across the globe, along with new chapters on strategic human resource management; corporate social responsibility; diversity, stress, emotions and mindfulness in the workplace; environmental sustainability at work; aging workforces, among many others. Providing a truly global approach and authoritative overview, this three-volume Handbook is an indispensable resource and essential reading for professionals, researchers and students in the field. Volume One: Personnel Psychology and Employee Performance Volume Two: Organizational Psychology Volume Three: Managerial Psychology and Organizational Approaches
Global Finance in the 21st Century: Stability and Sustainability in a Fragmenting World explains finance and its regulation after the global financial crisis. The book introduces non-finance scholars into the wider debate regarding the conduct and regulation of finance to encourage broader discussion on important societal issues that relate to finance. The book also explores the ineffectiveness of the current approach to global prudential governance and places this discussion within the more expansive context of global governance and nationalism in the twenty-first century. The book argues that fragmentation and the growing trend of promoting informality and voluntarism has facilitated a return to nationalism as a primary form of global governance that acts contrary to post-crisis reforms that seek to promote stability and sustainability in the conduct of finance. As a remedy, Kourabas suggests that we need more, not less, of what we have traditionally conceived as international law – treaties and treaty-based international organisations. In the field of finance, this means not only pursuing financial liberalisation through free trade and investment treaties, but also the inclusion of provisions in these treaties that promotes systemic financial stability and sustainable development objectives. Of interest to legal and non-legal academics and students, legal professionals and policy-makers, this book offers a nuanced defence of international law as an approach to global governance in finance and beyond, as well as reform of international law to meet the needs of twenty-first century society.
Embedding CSR into Corporate Culture demonstrates that a new frontier for corporate social responsibility is possible in theory and practice. The key idea - discovery leadership - enables corporate managers to deal effectively with problems, issues, and value clashes occurring at the corporation-society interface.
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
The impact of businesses on a country’s economy extends beyond just the monetary effects of the company. The ethical standard to which a business upholds itself can have a crucial impact on the development of a country’s economy. Empowering Organizations through Corporate Social Responsibility addresses the implementation of businesses’ ethical standards in both emerging and advanced economies, interpreting the social impact of this issue in a global context. Highlighting case studies, interdisciplinary perspectives, and strategies in business management, this book is a pivotal reference source for academics, researchers, post-graduate students, and professionals concerned with the development of the business sector.
