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Embedding CSR into corporate culture : = challenging the executive mind /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Embedding CSR into corporate culture :/ Diane L. Swanson.
Reminder of title:	challenging the executive mind /
Author:	Swanson, Diane L.,
Description:	1 online resource.
Subject:	Corporate culture. -
Online resource:	http://www.palgraveconnect.com/doifinder/10.1057/9781137300089
ISBN:	1137300086 (electronic bk.)

Embedding CSR into corporate culture : = challenging the executive mind /
Swanson, Diane L.,

Embedding CSR into corporate culture :challenging the executive mind /Diane L. Swanson. - 1 online resource.

1. A Call for Socially Responsible Corporate Leadership -- 2. Images of the Self: Toward a Model of CSR Leadership -- 3. Corporate Social Performance: The Context for CSR Leadership -- 4. Leading Socially-Neglectful Alienated Organizations -- 5. Leading Socially-Attuned, Value Cohesive Organizations -- 6. The Practice of Value-Attuned Discovery Leadership -- 7. The Road Ahead For Research and Education.

"Embedding CSR into Corporate Culture" demonstrates that a new frontier for corporate social responsibility is possible in theory and practice. The key idea - discovery leadership - enables corporate managers to deal effectively with problems, issues, and value clashes occurring at the corporation-society interface. Amoral leadership and executive myopia are replaced by normative receptivity and value attunement that embed value awareness in corporate culture. The discovery executive leverages this awareness by activating the values that facilitate constructive relationships with the firm's stakeholders. As a practical result, employee engagement in corporate social responsibility is strengthened while the need for social control of business is lessened. Both business and society benefit from discovery leadership because value-attuned decision making yields better economic, social, and environmental performance than is possible when myopic executives are at the helm. Therefore, discovery leadership should serve as the organizing principle for reshaping management practice, reforming management education, and restoring the public's confidence in business.

ISBN: 1137300086 (electronic bk.)

Source: 652915Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

567480
Corporate culture.
Index Terms--Genre/Form:

554714
Electronic books.

LC Class. No.: HD60

Dewey Class. No.: 658.4/08

Embedding CSR into corporate culture : = challenging the executive mind /
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020 $a 9781137300089 (electronic bk.)
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245 1 0 $a Embedding CSR into corporate culture : $b challenging the executive mind / $c Diane L. Swanson.
264 1 $a [Basingstoke] : $b Palgrave Macmillan, $c 2014.
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505 0 $a 1. A Call for Socially Responsible Corporate Leadership -- 2. Images of the Self: Toward a Model of CSR Leadership -- 3. Corporate Social Performance: The Context for CSR Leadership -- 4. Leading Socially-Neglectful Alienated Organizations -- 5. Leading Socially-Attuned, Value Cohesive Organizations -- 6. The Practice of Value-Attuned Discovery Leadership -- 7. The Road Ahead For Research and Education.
520 $a "Embedding CSR into Corporate Culture" demonstrates that a new frontier for corporate social responsibility is possible in theory and practice. The key idea - discovery leadership - enables corporate managers to deal effectively with problems, issues, and value clashes occurring at the corporation-society interface. Amoral leadership and executive myopia are replaced by normative receptivity and value attunement that embed value awareness in corporate culture. The discovery executive leverages this awareness by activating the values that facilitate constructive relationships with the firm's stakeholders. As a practical result, employee engagement in corporate social responsibility is strengthened while the need for social control of business is lessened. Both business and society benefit from discovery leadership because value-attuned decision making yields better economic, social, and environmental performance than is possible when myopic executives are at the helm. Therefore, discovery leadership should serve as the organizing principle for reshaping management practice, reforming management education, and restoring the public's confidence in business.
588 $a Description based on publisher supplied information; title not viewed.
650 0 $a Corporate culture. $3 567480
650 0 $a Leadership. $3 562584
650 0 $a Social responsibility of business. $3 558803
655 7 $a Electronic books. $2 local $3 554714
710 2 $a Palgrave Connect (Online service) $3 834339
856 4 0 $3 Palgrave Connect $u http://www.palgraveconnect.com/doifinder/10.1057/9781137300089