Spelling suggestions: "subject:"4he stakeholders theory"" "subject:"ehe stakeholders theory""
11 |
Fridlund's & Olofsson's "Verktygslåda" : the toolbox that brings CSR to your HRFridlund, Daniel, Olofsson, Henrik January 2010 (has links)
<p>CSR is a well-researched topic that can be used as a strategy tool, communication tool and leadership tool. In addition, CSR can be used with the Stakeholder theory. In fact, all of these theories can implicitly describe how employees are affected by CSR. However, this description can be more explicit if CSR is linked with HR. Thus, the purpose of this research is to explore how CSR can be used as an HR-tool.</p><p>This research was a case study that investigated the situation in one company. In it, employees and managers were interviewed. The interviews had questions that would reveal the employees‘ opinions of CSR. In addition, the managers were given different questions in order to discover any differences between their and employees‘ views.</p><p>The findings suggest that the case company‘s employees defined CSR as the responsibility for employees, societies, environments and customers. In addition, the employees expected the company to work with CSR. Furthermore, the findings also suggest that employees‘ commitment-levels will increase if companies work with CSR. Lastly, this research includes the Fridlund & Olofsson Model (FOM) that shows the causal relations between CSR and HR.</p><p>This research was limited to one office of one company in one country. Therefore, future research may discover whether the findings can be applied to other companies.</p><p>This research contributes to the relative lack of research that links CSR with HR. Thus, this research may be of use to all people interested in the subject. In addition, the research includes practical implications; there, managers may learn how a successful CSR-wok can be implemented.</p>
|
12 |
International Perspectives on the Proper Role of the Independent Director: Implications for South African Boards of Directors.Rispel, Reginald. January 2008 (has links)
<p>This literature study aims to identify international best practice concerning the role of the board and more particularly that of the independent director in ensuring good corporate governance. The study is based on sources which include a large contingent of up to date sources on the subject ranging from newspaper articles, journal articles, various corporate governance codes, company reports and reports on governance such as Cadbury and Higgs.</p>
|
13 |
Fridlund's & Olofsson's "Verktygslåda" : the toolbox that brings CSR to your HRFridlund, Daniel, Olofsson, Henrik January 2010 (has links)
CSR is a well-researched topic that can be used as a strategy tool, communication tool and leadership tool. In addition, CSR can be used with the Stakeholder theory. In fact, all of these theories can implicitly describe how employees are affected by CSR. However, this description can be more explicit if CSR is linked with HR. Thus, the purpose of this research is to explore how CSR can be used as an HR-tool. This research was a case study that investigated the situation in one company. In it, employees and managers were interviewed. The interviews had questions that would reveal the employees‘ opinions of CSR. In addition, the managers were given different questions in order to discover any differences between their and employees‘ views. The findings suggest that the case company‘s employees defined CSR as the responsibility for employees, societies, environments and customers. In addition, the employees expected the company to work with CSR. Furthermore, the findings also suggest that employees‘ commitment-levels will increase if companies work with CSR. Lastly, this research includes the Fridlund & Olofsson Model (FOM) that shows the causal relations between CSR and HR. This research was limited to one office of one company in one country. Therefore, future research may discover whether the findings can be applied to other companies. This research contributes to the relative lack of research that links CSR with HR. Thus, this research may be of use to all people interested in the subject. In addition, the research includes practical implications; there, managers may learn how a successful CSR-wok can be implemented.
|
14 |
Doing good to do well? : Corporate Social Responsibility and Return on Investment in SwedenJohansson, Marcus January 2013 (has links)
This paper treats Corporate Social Responsibility as an investment in corporate reputation andas such aims at investigating the return of that investment. It does so partly by estimating theeffect of being perceived as socially responsible on the firm’s ability to maximize shareholdervalue and partly by estimating the effect on a more traditional accounting based measure offinancial performance. Results indicate that socially responsible firms are able to maximizeshareholder value to a greater extent than less responsible firms while at the same time notnecessarily performing better in traditional accounting terms.
|
15 |
Exploring the difference between Agile and Lean:A stakeholder perspectiveIslam, Mohammad Shahidul, Tura, Sentayehu January 2013 (has links)
In this thesis, we have identified the difference between Agile and Lean methodsbased on stakeholder’s perspectives. To achieve the goal we have dealwith only Agile and Lean principles. In addition, in order to identify thestakeholders from Agile and Lean principles we have used the relevant practicesfrom both sides. As the principles of Agile manifesto are directly followedby most of the organizations, we have also used Agile principles directlyin this research. On the other hand lean methods have no pure principles,as a result we have used the most common and popular lean principlesderived from different authors. We have only considered the mostrelevant principles that might be useful in software development. To achievea stronger result of this thesis we have also considered stakeholder theory.Moreover we have identified the stakeholder’s involvement with Agile/Leanprinciples and stakeholder theory.
|
16 |
A multi method investigation into the costs and into the benefits of measuring intellectual capital assetsGray, Dina January 2005 (has links)
This study sets out to address the question of whether the costs and the
benefits
of measuring intellectual capital assets differ depending
on the
driver for that measure.
Although pressure is growing on
firms to measure and report on their
intellectual capital assets no research has
yet been published that
questions the costs associated with such actions. And although academic
research has
purported to show
links between the management of
intellectual capital assets and real business benefits the research carried
out thus far'has
not
focussed specifically on the benefits of measuring
intellectual capital assets. Although there are now a variety of intellectual
capital asset measurement
frameworks there has been
no cross
comparison as to which
intellectual capital asset measures provide the
most business insight or where the outcome of that measurement is
most effective.
Using a multi method approach the thesis is tested in three phases; an
extensive
literature review covering intellectual capital, performance
measurement and organisational effectiveness; a survey and content
analysis to explore what and why companies measure; and structured
interviewing of six companies to investigate the costs and the benefits
of measurement.
The thesis is tested through the investigation of thirteen propositions
which show that: firstly, there is
a
difference in the relative cost of
measuring intellectual capital assets given the measurement driver,
which
is explained
by the frequency of measurement, the mode of
data
collection and analysis, and whether the use of the measure is a
by
product of some other driver, secondly, that the insight provided by an
intellectual capital asset measure
differs given the measurement driver,
thirdly, that the measurement of intellectual capital assets is most
effective
for planning the future; and
lastly, that particular measurement
drivers
are effective, to differing degrees, in financial,
customer,
operational, people and
future
organisational performance
domains.
|
17 |
On the Relationship between CSR and Financial Performance : An empirical study of US firmsZhang, Xiaole, Gu, Peixin January 2012 (has links)
Corporations care more and more about their social responsible performance, and this stands to reason. Conscience, business ethics and pressure of public opinion are playing important roles. Furthermore, some evidence shows that better CSR performance may bring the financial performance of a corporation to a higher stage. The purpose of this study is to investigate the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP). Drawing on the triple bottom line principle and the stakeholder theory, we divided the stakeholders that corporations should take re-sponsibility for into seven categories: shareholders, employees, customers, suppliers, creditors, community and environment (natural environment). We used a quantitative method to conduct the empirical study. The empirical study is based on samples of 95 US listed firms. We have used seven CSR indicators as inde-pendent variables and the CFP index as dependent variable. The independent variables concern CSR performance on shareholders, customers, suppliers, creditors, employees, community and environment. SPSS software was used as a help for investigating the correlation between the dependent variable and each independent variables. We run a multi-index regression using the indexes we calculated or got directly from databases. There is a significant positive short-term relationship between CSR for employees and CFP and a significant negative short-term relationship between CSR for community and CFP. Our main results show that the seven groups of stakeholders (including environ-ment) can be divided into three groups: fast responders, long term responders, and occa-sional supporter.
|
18 |
International Perspectives on the Proper Role of the Independent Director: Implications for South African Boards of Directors.Rispel, Reginald. January 2008 (has links)
<p>This literature study aims to identify international best practice concerning the role of the board and more particularly that of the independent director in ensuring good corporate governance. The study is based on sources which include a large contingent of up to date sources on the subject ranging from newspaper articles, journal articles, various corporate governance codes, company reports and reports on governance such as Cadbury and Higgs.</p>
|
19 |
Directors Duties under the CBCA:Shareholder Theory versus Stakeholder Theory Consideration of Stakeholder Theory's Legal and Moral SupremacyAlexander, Sarah Mehta 20 November 2012 (has links)
Traditional scholarship on corporate law evidences the lack of analysis undertaken to understand the interconnectivity between businesses and the societies in which they operate where , scholarship and case law had favored shareholder primacy. However, an analysis of Section 122 of the Canadian Business Corporations Act (CBCA), reveals that the ambiguous language of director’s duties under the CBCA allows for the courts to continue modernize the law inclusive of stakeholder rights without requiring statutory amendments. Therefore, this thesis argues that courts have the flexibility to interpret that directors are within their duties to balance the rights of both shareholders and stakeholders. In fact, this thesis argues that stakeholder theory is superior to shareholder theory in consideration of law and morality. By concluding that stakeholder theory is the new accepted standard in Canadian Corporate law, this paper offers directors guidance on how to perform their role in accordance with the CBCA.
|
20 |
Directors Duties under the CBCA:Shareholder Theory versus Stakeholder Theory Consideration of Stakeholder Theory's Legal and Moral SupremacyAlexander, Sarah Mehta 20 November 2012 (has links)
Traditional scholarship on corporate law evidences the lack of analysis undertaken to understand the interconnectivity between businesses and the societies in which they operate where , scholarship and case law had favored shareholder primacy. However, an analysis of Section 122 of the Canadian Business Corporations Act (CBCA), reveals that the ambiguous language of director’s duties under the CBCA allows for the courts to continue modernize the law inclusive of stakeholder rights without requiring statutory amendments. Therefore, this thesis argues that courts have the flexibility to interpret that directors are within their duties to balance the rights of both shareholders and stakeholders. In fact, this thesis argues that stakeholder theory is superior to shareholder theory in consideration of law and morality. By concluding that stakeholder theory is the new accepted standard in Canadian Corporate law, this paper offers directors guidance on how to perform their role in accordance with the CBCA.
|
Page generated in 0.0668 seconds