Responsible leadership systems: an empirical analysis of integrating corporate responsibility into leadership systems
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
Wiesbaden
Gabler
2010
|
| Ausgabe: | 1. ed. |
| Schriftenreihe: | Gabler research : Markt- und Unternehmensentwicklung / Markets and organisations
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. 269 - 312 |
| Beschreibung: | XXVIII, 325 S. Ill., graph. Darst. |
| ISBN: | 9783834923868 |
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Datensatz im Suchindex
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| adam_text | INDEX 323 BRIEF TABLE OF CONTENTS FIGURES XIX TABLES XXIII ABBREVIATIONS
XXVII INTRODUCTION 1 1 POINT OF DEPARTURE 1 2 RESEARCH GAP AND RESEARCH
OBJECTIVE 3 3 OUTLINE OF THESIS 5 PART I. FOUNDATIONS OF CORPORATE
RESPONSIBILITY 7 4 AN INTRODUCTION TO CORPORATE RESPONSIBILITY 8 5
MOTIVATION FOR CR 28 6 ORGANISATIONAL LEARNING FOR CR 40 7 SUMMARY OF
PART 1 43 PARTII. TOWARDS A RESPONSIBLE LEADERSHIP SYSTEMS FRAMEWORK 45
8 THE INTERFACE OF CR, LEADERSHIP, AND ORGANISATIONAL CULTURE 46 9 CORE
FIELDS OF THE RLS FRAMEWORK 56 10 CONTEXTUAL FIELDS OF THE RLS FRAMEWORK
129 11 SUMMARY OF PART II 152 PART III. RESPONSIBLE LEADERSHIP SYSTEMS
IN MULTINATIONAL CORPORATIONS 155 12 METHOD 156 13 RESULTS 168 14
DISCUSSION ........***.. ....... 233 PARTIV. SUMMARY AND OUTLOOK 247 15
SUMMARY AND MAJOR FINDINGS 248 16 IMPLICATIONS FOR THEORY 251 17
IMPLICATIONS FOR MANAGEMENT 254 18 LIMITATIONS AND FURTHER RESEARCH 259
19 OUTLOOK 268 REFERENCES AND ANNEXES 269 REFERENCES
.................*.*..........****..............****.***.*****-*****.**
269 ANNEXES
***********.*.************.*.*.******************..*******************************....*.*.....**..*......***....*****
313 BIBLIOGRAFISCHE INFORMATIONEN HTTP://D-NB.INFO/1001214277
DIGITALISIERT DURCH 5.2.4 CRITIQUE OF THE BUSINESS CASE PERSPECTIVE 39
XIII TABLE OF CONTENTS FIGURES XIX TABLES XXIII ABBREVIATIONS XXVII
INTRODUCTION 1 1 POINT OF DEPARTURE 1 2 RESEARCH GAP AND RESEARCH
OBJECTIVE 3 3 OUTLINE OF THESIS 5 PART I. FOUNDATIONS OF CORPORATE
RESPONSIBILITY 7 4 AN INTRODUCTION TO CORPORATE RESPONSIBILITY 8 4.1
OVERVIEW 8 4.2 CORPORATE SOCIAL RESPONSIBILITY 9 4.2.1 CATEGORIES OF
RESPONSIBILITIES 10 4.2.2 CORPORATE COMMUNITY INVOLVEMENT 12 4.3
STAKEHOLDER THEORY 16 4.3.1 THE STAKEHOLDER MODEL OF THE FIRM 16 4.3.2
STAKEHOLDER IDENTITY 18 4.4 SUSTAINABLE DEVELOPMENT AND CORPORATE
SUSTAINABILITY 20 4.5 TERMINOLOGY USED IN PRESENT WORK 24 4.6 ISSUES OF
CR 25 5 MOTIVATION FOR CR 28 5.1 A META-ANALYSIS OF DRIVERS AND BARRIERS
FOR CR 28 5.1.1 BARRIERS OF CR 28 5.1.2 DRIVERS FOR CR 29 5.2 MORAL CASE
AND BUSINESS CASE 31 5.2.1 THE MORAL CASE 32 5.2.2 THE BUSINESS CASE 32
5.2.3 DRIVERS OF THE BUSINESS CASE 33 5.2.3.1 MARKETS, INNOVATION, AND
COMPETITIVENESS 33 5.2.3.2 EMPLOYEE SATISFACTION AND TALENT ATTRACTION
34 5.2.3.3 PRESSURE GROUPS AND LICENSE TO OPERATE 35 5.2.3.4 REPUTATION
AND RISK MANAGEMENT 36 5.2.3.5 FINANCIAL PERFORMANCE 36 5.2.3.6 CAPITAL
MARKETS 38 XIV TABLE OF CONTENTS 6 ORGANISATIONAL LEARNING FOR CR 40 7
SUMMARY OF PART 1 43 PART II. TOWARDS A RESPONSIBLE LEADERSHIP SYSTEMS
FRAMEWORK 45 8 THE INTERFACE OF CR, LEADERSHIP, AND ORGANISATIONAL
CULTURE 46 8.1 CR AND LEADERSHIP 46 8.2 LEADERSHIP CONTEXT AS ENABLER
FOR CR 49 8.3 THE GENERIC LEADERSHIP SYSTEMS FRAMEWORK 52 9 CORE FIELDS
OF THE RLS FRAMEWORK 56 9.1 LEADERSHIP AS A DAY-TO-DAY INTERACTIVE
PROCESS 56 9.1.1 VALUES STATEMENTS 57 9.1.1.1 THE ROLE OF VALUE
STATEMENTS 57 9.1.1.2 THE CONTENT OF VALUES 57 9.1.2 BUSINESS CODES 60
9.1.2.1 BUSINESS LEVEL 60 9.1.2.2 MESO AND MACRO LEVEL 62 9.1.3
COMMUNICATION AND DIALOGUE 65 9.1.3.1 INTERNAL AND EXTERNAL
COMMUNICATION 65 9.1.3.2 STAKEHOLDER DIALOGUES 68 9.1.4 GOAL SETTING AND
DECISION MAKING 70 9.1.4.1 ORGANISATIONAL GOAL SETTING 70 9.1.4.2
INDIVIDUAL GOAL SETTING 71 9.1.4.3 DECISION-MAKING RULES AND TOOLS 73
9.1.5 SUMMARY 74 9.2 LEADERSHIP METRICS 74 9.2.1 PERFORMANCE METRICS ON
THE ORGANISATIONAL LEVEL 75 9.2.1.1 INDIVIDUAL PERFORMANCE INDICATORS 78
9.2.1.2 OVERALL PERFORMANCE INDICATORS 81 9.2.2 STRATEGIC PERFORMANCE
MEASUREMENT SYSTEMS 89 9.2.2.1 BALANCED SCORECARD APPROACHES 89 9.2.2.2
EFQM EXCELLENCE MODEL 91 9.2.3 PERFORMANCE METRICS ON THE INDIVIDUAL
LEVEL 93 9.2.4 SUMMARY 96 9.3 LEADERSHIP DEPLOYMENT 97 9.3. TABLE OF
CONTENTS XV 9.3.2.1 AWARD SCHEMES 101 9.3.2.2 LEADERSHIP GROUPS 102
9.3.2.3 EMPLOYEE COMMUNITY INVOLVEMENT 102 9.3.2.4 CAREER PLANNING 105
9.3.3 COMPLIANCE MECHANISMS 106 9.3.4 SUMMARY 108 9.4 SELECTION OF
LEADERS AND LEADERSHIP DEVELOPMENT 109 9.4.1 THE SELECTION SUBSYSTEM:
SELECTING RESPONSIBLE LEADERS 109 9.4.1.1 RECRUITING AND SELECTION 109
9.4.1.2 INDUCTION 110 9.4.2 THE DEVELOPMENT SUBSYSTEM: DEVELOPING
RESPONSIBLE LEADERS 110 9.4.2.1 HORIZONTAL DEVELOPMENT 115 9.4.2.2
VERTICAL DEVELOPMENT 117 9.4.2.3 SERVICE LEARNING 120 9.4.3 PROVIDER OF
DEVELOPMENT PROGRAMMES 124 9.4.3.1 OVERVIEW 124 9.4.3.2 CR DEVELOPMENT
BY EDUCATIONAL INSTITUTIONS 125 9.4.4 SUMMARY 127 10 CONTEXTUAL FIELDS
OF THE RLS FRAMEWORK 129 10.1 STRATEGY 129 10.1.1 FORMAL INSTRUMENTS OF
STRATEGY 130 10.1.1.1 VISION AND MISSION STATEMENTS 131 10.1.1.2
STRATEGY HIERARCHY 133 10.1.2 CHALLENGES 135 10.1.3 SUMMARY 136 10.2
STRUCTURE 136 10.2.1 ORGANISATIONAL STRUCTURES 137 10.2.1.1 EXECUTIVE
BOARD LEVEL 139 10.2.1.2 CORPORATE LEVEL 140 10.2.1.3 FUNCTIONAL LEVEL
142 10.2.2 CHALLENGES 143 10.2.3 SUMMARY 144 10.3 CULTURE 145 10.3.1
CORPORATE CULTURE 145 10.3.2 CHALLENGES 149 10.3.3 SUMMARY 150 11
SUMMARY OF PART II
...........................................................................................
15 XVI TABLE OF CONTENTS PART III. RESPONSIBLE LEADERSHIP SYSTEMS IN
MULTINATIONAL CORPORATIONS 155 12 METHOD 156 12.1 RESEARCH DESIGN 156
12.2 SELECTION OF SAMPLE 158 12.2.1 PILOTEASES 158 12.2.2 FINAL CASES
159 12.3 DATA COLLECTION 161 12.3.1 DOCUMENTARY ANALYSIS 161 12.3.2
SEMI-STRUCTURED INTERVIEWS 162 12.4 DATA ANALYSIS 164 12.4.1 QUALITATIVE
DATA ANALYSIS 164 12.4.2 DATA EVALUATION AND SCORING 164 13 RESULTS 168
13.1 OVERVIEW OF RESULTS 168 13.2 CORE FIELDS OF RESPONSIBLE LEADERSHIP
SYSTEMS 171 13.2.1 LEADERSHIP AS A DAY-TO-DAY INTERACTIVE PROCESS 171
13.2.1.1 VALUES AND GENERAL GUIDELINES 172 13.2.1.2 BUSINESS CODES 173
13.2.1.3 COMMUNICATION 174 13.2.1.4 GOAL SETTING AND DECISION MAKING 177
13.2.2 LEADERSHIP METRICS 179 13.2.2.1 ORGANISATIONAL METRICS 180
13.2.2.2 STRATEGIC PERFORMANCE MEASUREMENT TOOLS 186 13.2.2.3 INDIVIDUAL
PERFORMANCE EVALUATION 189 13.2.3 LEADERSHIP DEPLOYMENT 190 13.2.3.1
MONETARY INCENTIVES AND REWARDS 190 13.2.3.2 NON-MONETARY INCENTIVES AND
REWARDS 192 13.2.3.3 COMPLIANCE 194 13.2.4 SELECTION OF LEADERS AND
LEADERSHIP DEVELOPMENT 195 13.2.4.1 SELECTION OF LEADERS 196 13.2.4.2
HORIZONTAL LEADERSHIP DEVELOPMENT 197 13.2.4.3 VERTICAL DEVELOPMENT AND
SERVICE LEARNING 200 13.2. TABLE OF CONTENTS XVII 13.3.2 STRUCTURE 211
13.3.2.1 MAIN ORGANISATIONAL STRUCTURES 212 13.3.2.2 ADDITIONAL
ORGANISATIONAL STRUCTURES 217 13.3.3 CULTURE 218 13.3.4 SUMMARY OF
CONTEXTUAL FIELDS 219 13.4 OVERALL RESPONSIBLE LEADERSHIP SYSTEMS 220
13.4.1 INTERDEPENDENCIES BETWEEN THE CORE FIELDS 220 13.4.2 THE RELATION
BETWEEN CONTEXTUAL FIELDS AND CORE FIELDS 223 13.4.3 RESPONSIBLE
LEADERSHIP SYSTEMS AND CR PERFORMANCE 225 13.4.4 PATHWAYS TO RESPONSIBLE
LEADERSHIP SYSTEMS 228 13.4.5 MOST IMPORTANT FUTURE TRENDS 230 14
DISCUSSION 233 14.1 CORE FIELDS 233 14.1.1 INTERACTIVE PROCESS 233
14.1.2 LEADERSHIP METRICS 234 14.1.3 LEADERSHIP DEPLOYMENT 236 14.1.4
SELECTION OF LEADERS AND LEADERSHIP DEVELOPMENT 236 14.2 CONTEXTUAL
FIELDS 238 14.2.1 RAISING INTEGRATION OF STRATEGY AND CR 238 14.2.2
CRITICAL ASPECTS OF PORTFOLIO STRATEGIES 239 14.2.3 ORGANISATIONAL
STRUCTURES 240 14.3 OVERALL SYSTEMS 242 14.3.1 RELATIONSHIPS 242 14.3.2
SCOPE OF SOLUTIONS 244 PART IV. SUMMARY AND OUTLOOK 247 15 SUMMARY AND
MAJOR FINDINGS 248 16 IMPLICATIONS FOR THEORY 251 17 IMPLICATIONS FOR
MANAGEMENT 254 18 LIMITATIONS AND FURTHER RESEARCH 259 18.1
METHODOLOGICAL 259 18.2 CONCEPTUAL 260 18.3 A MAP FOR RESEARCH IN
RESPONSIBLE LEADERSHIP SYSTEMS 262 18.4 EMBARKING TOWARDS NEW RESEARCH
FIELDS 265 19 OUTLOOK 268 REFERENCE XVIII TABLE OF CONTENTS A.I OVERVIEW
OF INTERVIEWS CONDUCTED 313 A.2 INTERVIEW GUIDELINE FOR CR MANAGERS 315
INDEX 323
|
| any_adam_object | 1 |
| author | Hansen, Erik G. |
| author_GND | (DE-588)14137781X |
| author_facet | Hansen, Erik G. |
| author_role | aut |
| author_sort | Hansen, Erik G. |
| author_variant | e g h eg egh |
| building | Verbundindex |
| bvnumber | BV036486668 |
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| dewey-full | 658.408 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.408 |
| dewey-search | 658.408 |
| dewey-sort | 3658.408 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften Umwelt |
| edition | 1. ed. |
| format | Thesis Book |
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| record_format | marc |
| series2 | Gabler research : Markt- und Unternehmensentwicklung / Markets and organisations |
| spelling | Hansen, Erik G. Verfasser (DE-588)14137781X aut Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems Erik G. Hansen 1. ed. Wiesbaden Gabler 2010 XXVIII, 325 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Gabler research : Markt- und Unternehmensentwicklung / Markets and organisations Literaturverz. S. 269 - 312 Zugl.: München, Technische Univ., Diss., 2010 Organisationskultur (DE-588)4115463-0 gnd rswk-swf Corporate Social Responsibility (DE-588)7697760-2 gnd rswk-swf Organisatorisches Lernen (DE-588)4198012-8 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Corporate Social Responsibility (DE-588)7697760-2 s Führung (DE-588)4018776-7 s DE-604 Organisatorisches Lernen (DE-588)4198012-8 s Organisationskultur (DE-588)4115463-0 s DE-188 DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020409345&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hansen, Erik G. Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems Organisationskultur (DE-588)4115463-0 gnd Corporate Social Responsibility (DE-588)7697760-2 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4115463-0 (DE-588)7697760-2 (DE-588)4198012-8 (DE-588)4018776-7 (DE-588)4113937-9 |
| title | Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems |
| title_auth | Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems |
| title_exact_search | Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems |
| title_full | Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems Erik G. Hansen |
| title_fullStr | Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems Erik G. Hansen |
| title_full_unstemmed | Responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems Erik G. Hansen |
| title_short | Responsible leadership systems |
| title_sort | responsible leadership systems an empirical analysis of integrating corporate responsibility into leadership systems |
| title_sub | an empirical analysis of integrating corporate responsibility into leadership systems |
| topic | Organisationskultur (DE-588)4115463-0 gnd Corporate Social Responsibility (DE-588)7697760-2 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Organisationskultur Corporate Social Responsibility Organisatorisches Lernen Führung Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020409345&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT hansenerikg responsibleleadershipsystemsanempiricalanalysisofintegratingcorporateresponsibilityintoleadershipsystems |