Journal of Management http://jom.sagepub.com/ What We Know and Don't Know About Corporate Social Responsibility: A Review and Research Agenda Herman Aguinis and Ante Glavas Journal of Management 2012 38: 932 originally published online 1 March 2012 DOI: 10.1177/0149206311436079 The online version of this article can be found at: http://jom.sagepub.com/content/38/4/932 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information
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of a leader is to the organization he is leading. This paper will examine the effectiveness of the Google CEO as a case study, the leadership style and the CEO organizational value. The ethical behavior of a leader can affect the effectiveness of other workers in the organization as the leader in any organization are often seen as an object of emulation by the employee of the company. Ethical behavior of Google CEO shall be review in this paper as well as the significant value that made the leader
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Schuler and Walker define Human Resource Strategy (HRS) as “a set of processes and activities jointly shared by human resources and line managers to solve business-related problems”. I believe this definition assists on tackling the above question. However, Bamberger and Meshoulam “Conceptualise human resource strategy as an outcome: the pattern of decisions regarding the policies and practices associated with the HR system”. In my view, HRS is a set of ‘processes and activities’ that when implemented
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direct, manage and control the organization and relate to shareholders. The concepts cannot be mutually exclusive but merge together, each offering a different yet complementary perspective on the activities of an organization, to form a robust strategic business management tool. The aim of the CSR and CG management system is to define, understand and improve the balance between entrepreneurship and ethical practice. Organizations must demonstrate this core organizational competence, not only to
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mission of an organization by influencing the team positively. In today’s fast paced globalized and technological enhanced business environment the roles of the managers in the success of an organization is critical to the organizations success. This paper will discuss and evaluate aforementioned from the views of two articles and will confer the understanding and view of a modern leader. The role of managers is not limited to carrying out the daily activities of their respective teams. The functional
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Introduction Over the last twenty years, numerous studies and researches on the companies’ HR system have moved ever more towards the strategic aspect of this function, rather than the operational one. This shift of interest in the direction of the strategic HR has been substantially determined by the major changes occurred in the external environment in which organizations operate and in their internal environment as well. As Ulrich et al (2001) have argued the HR function was traditionally
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BOARD PAPER PAPER NO. 0001 DATE: 16 April 2010 FOSTERS GROUP 2010 BUDGET 1.0 PURPOSE 1.1 This paper sets out the proposed 2010 budget for the Group based on the financial management information for 10 years ending 30 June 2009. The purpose of the paper is to provide a clear understanding of the current financial position and to seek agreement on funding. 2.0 OVERVIEW OF FINACIAL PERFORMANCE 2.1 A summary of the Group’s financial performance over the 10 year period from 2000 – 2009 is provided
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Code of Ethics Paper Write a 1,400- to 1,750-word paper in which you discuss ethics in a health care organization. Include the following: • What are the organization’s goals? How are they tied to its ethical principles? Describe the role and importance of the corporation’s ethical values. • What is the relationship between the organization’s culture and ethical decision-making? • Is it important that the organization’s ethical values support your
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eBay Inc.: A Case Study of Organizational Change Underlying Technical Infrastructure Optimization Nicole Schuetz*, Anna Kovaleva* and Jonathan Koomey**, *Stanford Graduate School of Business & Emmett Interdisciplinary Program in Environment and Resources, School of Earth Sciences, Stanford University **Steyer-Taylor Center for Energy Policy and Finance and Stanford University Steyer-Taylor Center for Energy Policy and Finance, Stanford University Stanford Law School Crown Quadrangle 559 Nathan
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chain management David Walters University of Western Sydney, Parramatta, Australia Abstract Purpose – The paper aims to focus on and discuss the differences between the demand chain led organization and the supply chain led organization. Design/methodology/approach – The paper uses a desk-based approach to data collection and provides analysis and discussion of the issues. Findings – The paper finds that the differences between the demand chain led organization and the supply chain led organization
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