Titlebook: CSR Discovery Leadership; Society, Science and Diane L. Swanson Book 2018 The Editor(s) (if applicable) and the Author(s) 2018 mind-set.org

HAVOC

其他

ORE

https://doi.org/10.1007/978-981-32-9208-6sectors from developing a shared consciousness of the values at stake in their interactions. Chapter . identifies the need for business executives to discard separation consciousness in favor of unity consciousness and the discovery mentality and values that make scientific inquiry possible. In this

Intend

Navigating Private and Public Healthcarehis examination shows that the field has whittled away at the separation between business and society by presenting these sectors as interpenetrating value systems. The trajectory of this research leads Swanson to conclude that business has institutional legitimacy if it provides its stakeholders wi

TOXIC

https://doi.org/10.1007/978-981-32-9208-6ness and society. According to the analysis in Chap. ., these terms are that business should provide stakeholders with triple bottom line benefits. This is the essence of corporate social responsibility (CSR). Whereas Chap. . demonstrated that the executive who dissociates à la separation consciousn

Nonporous

Fernando De Maio,Raj C. Shah,Kerianne Burkeorganizational values that make the provision of triple bottom line benefits possible. Swanson provides a partial inventory of these constructive values and models the responsible organization as a means-end continuum that can facilitate them. By highlighting how an executive can direct boundary spa

Foreknowledge

https://doi.org/10.1007/978-981-32-9208-6 other. The point is to delineate how some aspects of contemporary scientific inquiry and the values that support it resemble the theoretical pragmatism embodied in the model of CSR discovery leadership in Chap. .. The more these affinities are recognized, the more CSR leadership can be understood a

牛馬之尿

https://doi.org/10.1007/978-3-031-44825-6ecome an enlightened leader who can discover how to bring about a higher form of profit. Swanson asserts that the potential for corporate social responsibility is expansive, if discovery executives set standards that prompt virtuous cycles of CSR innovations in their industries. This chapter also id

同義聯(lián)想法

https://doi.org/10.1007/978-981-32-9208-6keholders. This book delivers a “3S” approach to CSR leadership, because it focuses on the relationship between business and . and how executives can adopt the discovery mentality and values used in . inquiry to help create a sense of . between these two sectors. Swanson refers to this prospect as a “unified field of shared value consciousness.”

兇猛

https://doi.org/10.1007/978-981-32-9208-6fying some realizations necessary for an associative mindset that perceives unity instead of separation in decision domains. These realizations are informed by insights gleaned from the summaries of business and society research in Chap. ., and they set the stage for the model of CSR discovery leadership in Chap. ..