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Embedding CSR into corporate culture :challenging the executive mind /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.4/08
書名/作者:	Embedding CSR into corporate culture : : challenging the executive mind // Diane L. Swanson.
作者:	Swanson, Diane L.,
面頁冊數:	1 online resource.
標題:	Corporate culture.
標題:	Leadership.
標題:	Social responsibility of business.
ISBN:	1137300086 (electronic bk.)
ISBN:	9781137300089 (electronic bk.)
內容註:	1. A Call for Socially Responsible Corporate Leadership -- 2. Images of the Self: Toward a Model of CSR Leadership -- 3. Corporate Social Performance: The Context for CSR Leadership -- 4. Leading Socially-Neglectful Alienated Organizations -- 5. Leading Socially-Attuned, Value Cohesive Organizations -- 6. The Practice of Value-Attuned Discovery Leadership -- 7. The Road Ahead For Research and Education.
摘要、提要註:	"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. Amoral leadership and executive myopia are replaced by normative receptivity and value attunement that embed value awareness in corporate culture. The discovery executive leverages this awareness by activating the values that facilitate constructive relationships with the firm's stakeholders. As a practical result, employee engagement in corporate social responsibility is strengthened while the need for social control of business is lessened. Both business and society benefit from discovery leadership because value-attuned decision making yields better economic, social, and environmental performance than is possible when myopic executives are at the helm. Therefore, discovery leadership should serve as the organizing principle for reshaping management practice, reforming management education, and restoring the public's confidence in business.
電子資源:	http://www.palgraveconnect.com/doifinder/10.1057/9781137300089

Embedding CSR into corporate culture :challenging the executive mind /
Swanson, Diane L.,

Embedding CSR into corporate culture :challenging the executive mind /Diane L. Swanson. - 1 online resource.

1. A Call for Socially Responsible Corporate Leadership -- 2. Images of the Self: Toward a Model of CSR Leadership -- 3. Corporate Social Performance: The Context for CSR Leadership -- 4. Leading Socially-Neglectful Alienated Organizations -- 5. Leading Socially-Attuned, Value Cohesive Organizations -- 6. The Practice of Value-Attuned Discovery Leadership -- 7. The Road Ahead For Research and Education.

"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. Amoral leadership and executive myopia are replaced by normative receptivity and value attunement that embed value awareness in corporate culture. The discovery executive leverages this awareness by activating the values that facilitate constructive relationships with the firm's stakeholders. As a practical result, employee engagement in corporate social responsibility is strengthened while the need for social control of business is lessened. Both business and society benefit from discovery leadership because value-attuned decision making yields better economic, social, and environmental performance than is possible when myopic executives are at the helm. Therefore, discovery leadership should serve as the organizing principle for reshaping management practice, reforming management education, and restoring the public's confidence in business.

ISBN: 1137300086 (electronic bk.)

Source: 652915Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

204023
Corporate culture.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD60

Dewey Class. No.: 658.4/08

Embedding CSR into corporate culture :challenging the executive mind /
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505 0 $a 1. A Call for Socially Responsible Corporate Leadership -- 2. Images of the Self: Toward a Model of CSR Leadership -- 3. Corporate Social Performance: The Context for CSR Leadership -- 4. Leading Socially-Neglectful Alienated Organizations -- 5. Leading Socially-Attuned, Value Cohesive Organizations -- 6. The Practice of Value-Attuned Discovery Leadership -- 7. The Road Ahead For Research and Education.
520 $a "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. Amoral leadership and executive myopia are replaced by normative receptivity and value attunement that embed value awareness in corporate culture. The discovery executive leverages this awareness by activating the values that facilitate constructive relationships with the firm's stakeholders. As a practical result, employee engagement in corporate social responsibility is strengthened while the need for social control of business is lessened. Both business and society benefit from discovery leadership because value-attuned decision making yields better economic, social, and environmental performance than is possible when myopic executives are at the helm. Therefore, discovery leadership should serve as the organizing principle for reshaping management practice, reforming management education, and restoring the public's confidence in business.
588 $a Description based on publisher supplied information; title not viewed.
650 0 $a Corporate culture. $3 204023
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