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|a Responsible Leadership Systems
|b An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems
|c by Erik G. Hansen
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|a Wiesbaden
|b Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden
|c 2010
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|a Foreword; Acknowledgements; Brief Table of Contents; Table of Contents; Figures; Tables; Abbreviations; INTRODUCTION; 1 Point of Departure; 2 Research Gap and Research Objective; 3 Outline of Thesis; Part I. FOUNDATIONS OF CORPORATE RESPONSIBILITY; 4 An Introduction to Corporate Responsibility; 4.1 Overview; 4.2 Corporate Social Responsibility; 4.2.1 Categories of Responsibilities; 4.2.2 Corporate Community Involvement; 4.3 Stakeholder Theory; 4.3.1 The Stakeholder Model of the Firm; 4.3.2 Stakeholder Identity; 4.4 Sustainable Development and Corporate Sustainability
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|a 4.5 Terminology Used in Present Work4.6 Issues of CR; 5 Motivation for CR; 5.1 A Meta-Analysis of Drivers and Barriers for CR; 5.1.1 Barriers of CR; 5.1.2 Drivers for CR; 5.2 Moral Case and Business Case; 5.2.1 The Moral Case; 5.2.2 The Business Case; 5.2.3 Drivers of the Business Case; 5.2.3.1 Markets, Innovation, and Competitiveness; 5.2.3.2 Employee Satisfaction and Talent Attraction; 5.2.3.3 Pressure Groups and License to Operate; 5.2.3.4 Reputation and Risk Management; 5.2.3.5 Financial Performance; 5.2.3.6 Capital Markets; 5.2.4 Critique of the Business Case Perspective
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|a 6 Organisational Learning for CR7 Summary of Part I; Part II. TOWARDS A RESPONSIBLE LEADERSHIPSYSTEMS FRAMEWORK; 8 The Interface of CR, Leadership, and Organisational Culture; 8.1 CR and Leadership; 8.2 Leadership Context as Enabler for CR; 8.3 The Generic Leadership Systems Framework; 9 Core Fields of the RLS Framework; 9.1 Leadership as a Day-to-Day Interactive Process; 9.1.1 Values Statements; 9.1.1.1 The Role of Value Statements; 9.1.1.2 The Content of Values; 9.1.2 Business Codes; 9.1.2.1 Business Level; 9.1.2.2 Meso and Macro Level; 9.1.3 Communication and Dialogue
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|a 9.1.3.1 Internal and External Communication9.1.3.2 Stakeholder Dialogues; 9.1.4 Goal Setting and Decision Making; 9.1.4.1 Organisational Goal Setting; 9.1.4.2 Individual Goal Setting; 9.1.4.3 Decision-making Rules and Tools; 9.1.5 Summary; 9.2 Leadership Metrics; 9.2.1 Performance Metrics on the Organisational Lev; 9.2.1.1 Individual Performance Indicators; 9.2.1.2 Overall Performance Indicators; 9.2.2 Strategic Performance Measurement Systems; 9.2.2.1 Balanced Scorecard Approaches; 9.2.2.2 EFQM Excellence Model; 9.2.3 Performance Metrics on the Individual Level; 9.2.4 Summary
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|a 9.3 Leadership Deployment9.3.1 Monetary Incentives and Compensation; 9.3.1.1 Incentives and Compensation Based on CR Metrics; 9.3.1.2 Long-term Incentives; 9.3.2 Non-Monetary Incentive and Reward Systems; 9.3.2.1 Award Schemes; 9.3.2.2 Leadership Groups; 9.3.2.3 Employee Community Involvement; 9.3.2.4 Career Planning; 9.3.3 Compliance Mechanisms; 9.3.4 Summary; 9.4 Selection of Leaders and Leadership Development; 9.4.1 The Selection Subsystem: Selecting Responsible Leaders; 9.4.1.1 Recruiting and Selection; 9.4.1.2 Induction; 9.4.2 The Development Subsystem: Developing Responsible Leaders
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|a 9.4.2.1 Horizontal Development
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|a Point of Departure -- Research Gap and Research Objective -- Outline of Thesis -- Foundations of Corporate Responsibility -- An Introduction to Corporate Responsibility -- Motivation for CR -- Organisational Learning for CR -- Summary of Part I -- Towards a Responsible Leadership Systems Framework -- The Interface of CR, Leadership, and Organisational Culture -- Core Fields of the RLS Framework -- Contextual Fields of the RLS Framework -- Summary of Part II -- Responsible Leadership Systems in Multinational Corporations -- Method -- Results -- Discussion -- Summary and Outlook -- Summary and Major Findings -- Implications for Theory -- Implications for Management -- Limitations and Further Research -- Outlook
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|a Several global crises such as climate change, the global financial breakdown and corporate corruption scandals have diminished the legitimacy of business. One possible answer to this situation is the concept of corporate responsibility (CR), a voluntary approach aiming at the integration of economic with social, ethical and environmental goals. Erik G. Hansen addresses this gap. Rooted in literature on CR and formal leadership systems he develops a conceptual “Responsible Leadership Systems” framework structuring leadership instruments and tools into seven interconnected key areas. The framework is applied in qualitative multi-case studies in seven of the largest German stock corporations. The results show that leading companies increasingly make CR part of their strategies, structures, management instruments and tools
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Foreword; Acknowledgements; Brief Table of Contents; Table of Contents; Figures; Tables; Abbreviations; INTRODUCTION; 1 Point of Departure; 2 Research Gap and Research Objective; 3 Outline of Thesis; Part I. FOUNDATIONS OF CORPORATE RESPONSIBILITY; 4 An Introduction to Corporate Responsibility; 4.1 Overview; 4.2 Corporate Social Responsibility; 4.2.1 Categories of Responsibilities; 4.2.2 Corporate Community Involvement; 4.3 Stakeholder Theory; 4.3.1 The Stakeholder Model of the Firm; 4.3.2 Stakeholder Identity; 4.4 Sustainable Development and Corporate Sustainability, 4.5 Terminology Used in Present Work4.6 Issues of CR; 5 Motivation for CR; 5.1 A Meta-Analysis of Drivers and Barriers for CR; 5.1.1 Barriers of CR; 5.1.2 Drivers for CR; 5.2 Moral Case and Business Case; 5.2.1 The Moral Case; 5.2.2 The Business Case; 5.2.3 Drivers of the Business Case; 5.2.3.1 Markets, Innovation, and Competitiveness; 5.2.3.2 Employee Satisfaction and Talent Attraction; 5.2.3.3 Pressure Groups and License to Operate; 5.2.3.4 Reputation and Risk Management; 5.2.3.5 Financial Performance; 5.2.3.6 Capital Markets; 5.2.4 Critique of the Business Case Perspective, 6 Organisational Learning for CR7 Summary of Part I; Part II. TOWARDS A RESPONSIBLE LEADERSHIPSYSTEMS FRAMEWORK; 8 The Interface of CR, Leadership, and Organisational Culture; 8.1 CR and Leadership; 8.2 Leadership Context as Enabler for CR; 8.3 The Generic Leadership Systems Framework; 9 Core Fields of the RLS Framework; 9.1 Leadership as a Day-to-Day Interactive Process; 9.1.1 Values Statements; 9.1.1.1 The Role of Value Statements; 9.1.1.2 The Content of Values; 9.1.2 Business Codes; 9.1.2.1 Business Level; 9.1.2.2 Meso and Macro Level; 9.1.3 Communication and Dialogue, 9.1.3.1 Internal and External Communication9.1.3.2 Stakeholder Dialogues; 9.1.4 Goal Setting and Decision Making; 9.1.4.1 Organisational Goal Setting; 9.1.4.2 Individual Goal Setting; 9.1.4.3 Decision-making Rules and Tools; 9.1.5 Summary; 9.2 Leadership Metrics; 9.2.1 Performance Metrics on the Organisational Lev; 9.2.1.1 Individual Performance Indicators; 9.2.1.2 Overall Performance Indicators; 9.2.2 Strategic Performance Measurement Systems; 9.2.2.1 Balanced Scorecard Approaches; 9.2.2.2 EFQM Excellence Model; 9.2.3 Performance Metrics on the Individual Level; 9.2.4 Summary, 9.3 Leadership Deployment9.3.1 Monetary Incentives and Compensation; 9.3.1.1 Incentives and Compensation Based on CR Metrics; 9.3.1.2 Long-term Incentives; 9.3.2 Non-Monetary Incentive and Reward Systems; 9.3.2.1 Award Schemes; 9.3.2.2 Leadership Groups; 9.3.2.3 Employee Community Involvement; 9.3.2.4 Career Planning; 9.3.3 Compliance Mechanisms; 9.3.4 Summary; 9.4 Selection of Leaders and Leadership Development; 9.4.1 The Selection Subsystem: Selecting Responsible Leaders; 9.4.1.1 Recruiting and Selection; 9.4.1.2 Induction; 9.4.2 The Development Subsystem: Developing Responsible Leaders, 9.4.2.1 Horizontal Development, Point of Departure -- Research Gap and Research Objective -- Outline of Thesis -- Foundations of Corporate Responsibility -- An Introduction to Corporate Responsibility -- Motivation for CR -- Organisational Learning for CR -- Summary of Part I -- Towards a Responsible Leadership Systems Framework -- The Interface of CR, Leadership, and Organisational Culture -- Core Fields of the RLS Framework -- Contextual Fields of the RLS Framework -- Summary of Part II -- Responsible Leadership Systems in Multinational Corporations -- Method -- Results -- Discussion -- Summary and Outlook -- Summary and Major Findings -- Implications for Theory -- Implications for Management -- Limitations and Further Research -- Outlook, Several global crises such as climate change, the global financial breakdown and corporate corruption scandals have diminished the legitimacy of business. One possible answer to this situation is the concept of corporate responsibility (CR), a voluntary approach aiming at the integration of economic with social, ethical and environmental goals. Erik G. Hansen addresses this gap. Rooted in literature on CR and formal leadership systems he develops a conceptual “Responsible Leadership Systems” framework structuring leadership instruments and tools into seven interconnected key areas. The framework is applied in qualitative multi-case studies in seven of the largest German stock corporations. The results show that leading companies increasingly make CR part of their strategies, structures, management instruments and tools |
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Corporate Social Responsibility, Führung |
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Literaturverz. S. 269 - 312 |
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Wiesbaden, Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden, 2010 |
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Wiesbaden: Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden, 2010 |
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Corporate Social Responsibility, Lernende Organisation, Unternehmenskultur, Personalführung, Führungsstil, Economics, Industrial management, Economics/Management Science, Leadership, Management, Führung |
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Hansen, Erik G. (DE-588)14137781X (DE-627)627286607 (DE-576)323582303 aut, Responsible Leadership Systems An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems by Erik G. Hansen, Wiesbaden Gabler Verlag / GWV Fachverlage GmbH, Wiesbaden 2010, Online-Ressource (XXVIII, 325p. 93 illus, digital), Text txt rdacontent, Computermedien c rdamedia, Online-Ressource cr rdacarrier, SpringerLink Bücher, Literaturverz. S. 269 - 312, Foreword; Acknowledgements; Brief Table of Contents; Table of Contents; Figures; Tables; Abbreviations; INTRODUCTION; 1 Point of Departure; 2 Research Gap and Research Objective; 3 Outline of Thesis; Part I. FOUNDATIONS OF CORPORATE RESPONSIBILITY; 4 An Introduction to Corporate Responsibility; 4.1 Overview; 4.2 Corporate Social Responsibility; 4.2.1 Categories of Responsibilities; 4.2.2 Corporate Community Involvement; 4.3 Stakeholder Theory; 4.3.1 The Stakeholder Model of the Firm; 4.3.2 Stakeholder Identity; 4.4 Sustainable Development and Corporate Sustainability, 4.5 Terminology Used in Present Work4.6 Issues of CR; 5 Motivation for CR; 5.1 A Meta-Analysis of Drivers and Barriers for CR; 5.1.1 Barriers of CR; 5.1.2 Drivers for CR; 5.2 Moral Case and Business Case; 5.2.1 The Moral Case; 5.2.2 The Business Case; 5.2.3 Drivers of the Business Case; 5.2.3.1 Markets, Innovation, and Competitiveness; 5.2.3.2 Employee Satisfaction and Talent Attraction; 5.2.3.3 Pressure Groups and License to Operate; 5.2.3.4 Reputation and Risk Management; 5.2.3.5 Financial Performance; 5.2.3.6 Capital Markets; 5.2.4 Critique of the Business Case Perspective, 6 Organisational Learning for CR7 Summary of Part I; Part II. TOWARDS A RESPONSIBLE LEADERSHIPSYSTEMS FRAMEWORK; 8 The Interface of CR, Leadership, and Organisational Culture; 8.1 CR and Leadership; 8.2 Leadership Context as Enabler for CR; 8.3 The Generic Leadership Systems Framework; 9 Core Fields of the RLS Framework; 9.1 Leadership as a Day-to-Day Interactive Process; 9.1.1 Values Statements; 9.1.1.1 The Role of Value Statements; 9.1.1.2 The Content of Values; 9.1.2 Business Codes; 9.1.2.1 Business Level; 9.1.2.2 Meso and Macro Level; 9.1.3 Communication and Dialogue, 9.1.3.1 Internal and External Communication9.1.3.2 Stakeholder Dialogues; 9.1.4 Goal Setting and Decision Making; 9.1.4.1 Organisational Goal Setting; 9.1.4.2 Individual Goal Setting; 9.1.4.3 Decision-making Rules and Tools; 9.1.5 Summary; 9.2 Leadership Metrics; 9.2.1 Performance Metrics on the Organisational Lev; 9.2.1.1 Individual Performance Indicators; 9.2.1.2 Overall Performance Indicators; 9.2.2 Strategic Performance Measurement Systems; 9.2.2.1 Balanced Scorecard Approaches; 9.2.2.2 EFQM Excellence Model; 9.2.3 Performance Metrics on the Individual Level; 9.2.4 Summary, 9.3 Leadership Deployment9.3.1 Monetary Incentives and Compensation; 9.3.1.1 Incentives and Compensation Based on CR Metrics; 9.3.1.2 Long-term Incentives; 9.3.2 Non-Monetary Incentive and Reward Systems; 9.3.2.1 Award Schemes; 9.3.2.2 Leadership Groups; 9.3.2.3 Employee Community Involvement; 9.3.2.4 Career Planning; 9.3.3 Compliance Mechanisms; 9.3.4 Summary; 9.4 Selection of Leaders and Leadership Development; 9.4.1 The Selection Subsystem: Selecting Responsible Leaders; 9.4.1.1 Recruiting and Selection; 9.4.1.2 Induction; 9.4.2 The Development Subsystem: Developing Responsible Leaders, 9.4.2.1 Horizontal Development, Point of Departure -- Research Gap and Research Objective -- Outline of Thesis -- Foundations of Corporate Responsibility -- An Introduction to Corporate Responsibility -- Motivation for CR -- Organisational Learning for CR -- Summary of Part I -- Towards a Responsible Leadership Systems Framework -- The Interface of CR, Leadership, and Organisational Culture -- Core Fields of the RLS Framework -- Contextual Fields of the RLS Framework -- Summary of Part II -- Responsible Leadership Systems in Multinational Corporations -- Method -- Results -- Discussion -- Summary and Outlook -- Summary and Major Findings -- Implications for Theory -- Implications for Management -- Limitations and Further Research -- Outlook, Several global crises such as climate change, the global financial breakdown and corporate corruption scandals have diminished the legitimacy of business. One possible answer to this situation is the concept of corporate responsibility (CR), a voluntary approach aiming at the integration of economic with social, ethical and environmental goals. Erik G. Hansen addresses this gap. Rooted in literature on CR and formal leadership systems he develops a conceptual “Responsible Leadership Systems” framework structuring leadership instruments and tools into seven interconnected key areas. The framework is applied in qualitative multi-case studies in seven of the largest German stock corporations. The results show that leading companies increasingly make CR part of their strategies, structures, management instruments and tools, 1.1\x Corporate Social Responsibility (DE-627)091406137 (DE-2867)25822-5 stw, 1.2\x Lernende Organisation (DE-627)091375061 (DE-2867)18867-2 stw, 1.3\x Unternehmenskultur (DE-627)091396530 (DE-2867)12108-6 stw, 1.4\x Personalführung (DE-627)091382807 (DE-2867)12585-0 stw, 1.5\x Führungsstil (DE-627)091361583 (DE-2867)15825-5 stw, Economics, Industrial management, Economics/Management Science, Leadership, Management, s (DE-588)7697760-2 (DE-627)618542833 (DE-576)321745035 Corporate Social Responsibility gnd, s (DE-588)4018776-7 (DE-627)104288965 (DE-576)20892650X Führung gnd, DE-101, (DE-627), 9783834923868, Buchausg. u.d.T. Hansen, Erik G. Responsible leadership systems 1. ed. Wiesbaden : Gabler, 2010 XXVIII, 325 S. (DE-627)623668882 (DE-576)323560539 9783834923868, https://doi.org/10.1007/978-3-8349-8675-7 X:SPRINGER Verlag Volltext, http://dx.doi.org/10.1007/978-3-8349-8675-7 Resolving-System lizenzpflichtig Volltext, https://swbplus.bsz-bw.de/bsz329515047cov.jpg V:DE-576 X:springer image/jpeg 20150515095921 Cover, (DE-627)634244221, http://dx.doi.org/10.1007/978-3-8349-8675-7 DE-520, DE-520 2010-09-01T15:38:49Z, http://dx.doi.org/10.1007/978-3-8349-8675-7 ILN: 736, ILN: 736 2023-04-20T22:43:31Z, http://dx.doi.org/10.1007/978-3-8349-8675-7 Zum Online-Dokument DE-Zi4, DE-Zi4 2011-01-26T14:34:44Z, http://dx.doi.org/10.1007/978-3-8349-8675-7 DE-Zwi2, DE-Zwi2 2010-09-01T15:38:49Z 2023-05-03 |
| spellingShingle |
Hansen, Erik G., Responsible Leadership Systems: An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems, Foreword; Acknowledgements; Brief Table of Contents; Table of Contents; Figures; Tables; Abbreviations; INTRODUCTION; 1 Point of Departure; 2 Research Gap and Research Objective; 3 Outline of Thesis; Part I. FOUNDATIONS OF CORPORATE RESPONSIBILITY; 4 An Introduction to Corporate Responsibility; 4.1 Overview; 4.2 Corporate Social Responsibility; 4.2.1 Categories of Responsibilities; 4.2.2 Corporate Community Involvement; 4.3 Stakeholder Theory; 4.3.1 The Stakeholder Model of the Firm; 4.3.2 Stakeholder Identity; 4.4 Sustainable Development and Corporate Sustainability, 4.5 Terminology Used in Present Work4.6 Issues of CR; 5 Motivation for CR; 5.1 A Meta-Analysis of Drivers and Barriers for CR; 5.1.1 Barriers of CR; 5.1.2 Drivers for CR; 5.2 Moral Case and Business Case; 5.2.1 The Moral Case; 5.2.2 The Business Case; 5.2.3 Drivers of the Business Case; 5.2.3.1 Markets, Innovation, and Competitiveness; 5.2.3.2 Employee Satisfaction and Talent Attraction; 5.2.3.3 Pressure Groups and License to Operate; 5.2.3.4 Reputation and Risk Management; 5.2.3.5 Financial Performance; 5.2.3.6 Capital Markets; 5.2.4 Critique of the Business Case Perspective, 6 Organisational Learning for CR7 Summary of Part I; Part II. TOWARDS A RESPONSIBLE LEADERSHIPSYSTEMS FRAMEWORK; 8 The Interface of CR, Leadership, and Organisational Culture; 8.1 CR and Leadership; 8.2 Leadership Context as Enabler for CR; 8.3 The Generic Leadership Systems Framework; 9 Core Fields of the RLS Framework; 9.1 Leadership as a Day-to-Day Interactive Process; 9.1.1 Values Statements; 9.1.1.1 The Role of Value Statements; 9.1.1.2 The Content of Values; 9.1.2 Business Codes; 9.1.2.1 Business Level; 9.1.2.2 Meso and Macro Level; 9.1.3 Communication and Dialogue, 9.1.3.1 Internal and External Communication9.1.3.2 Stakeholder Dialogues; 9.1.4 Goal Setting and Decision Making; 9.1.4.1 Organisational Goal Setting; 9.1.4.2 Individual Goal Setting; 9.1.4.3 Decision-making Rules and Tools; 9.1.5 Summary; 9.2 Leadership Metrics; 9.2.1 Performance Metrics on the Organisational Lev; 9.2.1.1 Individual Performance Indicators; 9.2.1.2 Overall Performance Indicators; 9.2.2 Strategic Performance Measurement Systems; 9.2.2.1 Balanced Scorecard Approaches; 9.2.2.2 EFQM Excellence Model; 9.2.3 Performance Metrics on the Individual Level; 9.2.4 Summary, 9.3 Leadership Deployment9.3.1 Monetary Incentives and Compensation; 9.3.1.1 Incentives and Compensation Based on CR Metrics; 9.3.1.2 Long-term Incentives; 9.3.2 Non-Monetary Incentive and Reward Systems; 9.3.2.1 Award Schemes; 9.3.2.2 Leadership Groups; 9.3.2.3 Employee Community Involvement; 9.3.2.4 Career Planning; 9.3.3 Compliance Mechanisms; 9.3.4 Summary; 9.4 Selection of Leaders and Leadership Development; 9.4.1 The Selection Subsystem: Selecting Responsible Leaders; 9.4.1.1 Recruiting and Selection; 9.4.1.2 Induction; 9.4.2 The Development Subsystem: Developing Responsible Leaders, 9.4.2.1 Horizontal Development, Point of Departure -- Research Gap and Research Objective -- Outline of Thesis -- Foundations of Corporate Responsibility -- An Introduction to Corporate Responsibility -- Motivation for CR -- Organisational Learning for CR -- Summary of Part I -- Towards a Responsible Leadership Systems Framework -- The Interface of CR, Leadership, and Organisational Culture -- Core Fields of the RLS Framework -- Contextual Fields of the RLS Framework -- Summary of Part II -- Responsible Leadership Systems in Multinational Corporations -- Method -- Results -- Discussion -- Summary and Outlook -- Summary and Major Findings -- Implications for Theory -- Implications for Management -- Limitations and Further Research -- Outlook, Several global crises such as climate change, the global financial breakdown and corporate corruption scandals have diminished the legitimacy of business. One possible answer to this situation is the concept of corporate responsibility (CR), a voluntary approach aiming at the integration of economic with social, ethical and environmental goals. Erik G. Hansen addresses this gap. Rooted in literature on CR and formal leadership systems he develops a conceptual “Responsible Leadership Systems” framework structuring leadership instruments and tools into seven interconnected key areas. The framework is applied in qualitative multi-case studies in seven of the largest German stock corporations. The results show that leading companies increasingly make CR part of their strategies, structures, management instruments and tools, Corporate Social Responsibility, Lernende Organisation, Unternehmenskultur, Personalführung, Führungsstil, Economics, Industrial management, Economics/Management Science, Leadership, Management, Führung |
| swb_id_str |
329515047 |
| 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_full |
Responsible Leadership Systems An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems by Erik G. Hansen |
| title_fullStr |
Responsible Leadership Systems An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems by Erik G. Hansen |
| title_full_unstemmed |
Responsible Leadership Systems An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems by 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 |
Corporate Social Responsibility, Lernende Organisation, Unternehmenskultur, Personalführung, Führungsstil, Economics, Industrial management, Economics/Management Science, Leadership, Management, Führung |
| topic_facet |
Corporate Social Responsibility, Lernende Organisation, Unternehmenskultur, Personalführung, Führungsstil, Economics, Industrial management, Economics/Management Science, Leadership, Management, Führung |
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