國立虎尾科技大學 |

CSR Discovery Leadership = Society, Science and Shared Value Consciousness /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	CSR Discovery Leadership/ by Diane L. Swanson.
Reminder of title:	Society, Science and Shared Value Consciousness /
Author:	Swanson, Diane L.
Description:	XV, 226 p. 5 illus., 2 illus. in color.online resource. :
Contained By:	Springer Nature eBook
Subject:	Social responsibility of business. -
Online resource:	https://doi.org/10.1007/978-3-319-59954-0
ISBN:	9783319599540

CSR Discovery Leadership = Society, Science and Shared Value Consciousness /
Swanson, Diane L.

CSR Discovery LeadershipSociety, Science and Shared Value Consciousness /[electronic resource] :by Diane L. Swanson. - 1st ed. 2018. - XV, 226 p. 5 illus., 2 illus. in color.online resource.

Chapter 1: The Transformative Potential of CSR Discovery Leadership -- Chapter 2: Society, Business Values, and the Social Contract -- Chapter 3: Executive Dissociation Unbefitting the Social Contract -- Chapter 4: Executive Association Befitting the Social Contract -- Chapter 5: Toward Shared Value Consciousness through CSR Discovery Leadership -- Chapter 6: Science, Values, and CSR Discovery Leadership -- Chapter 7: CSR Discovery Horizons -- Index.

This book argues that separation consciousness has kept a collective demand for corporate social responsibility at bay, even providing justification for business to neglect society. Yet there are signs that separation consciousness is being replaced with the expectation that businesses engage in symbiotic relationships with stakeholders that yield triple bottom line benefits. The potential for business to enact this social contract depends largely on the ability of top executives to discover how to activate the organizational values that make such benefits possible. The author argues that the required mind-set for this task bears a strong resemblance to the scientific discovery mentality, and that if executives were to embed this mentality in organizational decision making, shared consciousness between firms and stakeholders of the values that support corporate responsibility is feasible. CSR Discovery Leadership examines this prospect of shared value consciousness, a new frontier for CSR leadership. .

ISBN: 9783319599540

Standard No.: 10.1007/978-3-319-59954-0doiSubjects--Topical Terms:

558803
Social responsibility of business.

LC Class. No.: HD60-60.5

Dewey Class. No.: 174.4

CSR Discovery Leadership = Society, Science and Shared Value Consciousness /
LDR:02862nam a22003975i 4500 001 999081
003 DE-He213
005 20200630094208.0
007 cr nn 008mamaa
008 201225s2018 gw | s |||| 0|eng d
020 $a 9783319599540 $9 978-3-319-59954-0
024 7 $a 10.1007/978-3-319-59954-0 $2 doi
035 $a 978-3-319-59954-0
050 4 $a HD60-60.5
072 7 $a KJG $2 bicssc
072 7 $a BUS008000 $2 bisacsh
072 7 $a KJG $2 thema
082 0 4 $a 174.4 $2 23
100 1 $a Swanson, Diane L. $4 aut $4 http://id.loc.gov/vocabulary/relators/aut $3 660955
245 1 0 $a CSR Discovery Leadership $h [electronic resource] : $b Society, Science and Shared Value Consciousness / $c by Diane L. Swanson.
250 $a 1st ed. 2018.
264 1 $a Cham : $b Springer International Publishing : $b Imprint: Palgrave Macmillan, $c 2018.
300 $a XV, 226 p. 5 illus., 2 illus. in color. $b online resource.
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
347 $a text file $b PDF $2 rda
505 0 $a Chapter 1: The Transformative Potential of CSR Discovery Leadership -- Chapter 2: Society, Business Values, and the Social Contract -- Chapter 3: Executive Dissociation Unbefitting the Social Contract -- Chapter 4: Executive Association Befitting the Social Contract -- Chapter 5: Toward Shared Value Consciousness through CSR Discovery Leadership -- Chapter 6: Science, Values, and CSR Discovery Leadership -- Chapter 7: CSR Discovery Horizons -- Index.
520 $a This book argues that separation consciousness has kept a collective demand for corporate social responsibility at bay, even providing justification for business to neglect society. Yet there are signs that separation consciousness is being replaced with the expectation that businesses engage in symbiotic relationships with stakeholders that yield triple bottom line benefits. The potential for business to enact this social contract depends largely on the ability of top executives to discover how to activate the organizational values that make such benefits possible. The author argues that the required mind-set for this task bears a strong resemblance to the scientific discovery mentality, and that if executives were to embed this mentality in organizational decision making, shared consciousness between firms and stakeholders of the values that support corporate responsibility is feasible. CSR Discovery Leadership examines this prospect of shared value consciousness, a new frontier for CSR leadership. .
650 0 $a Social responsibility of business. $3 558803
650 0 $a Leadership. $3 562584
650 0 $a Organization. $3 568089
650 0 $a Planning. $3 660157
650 1 4 $a Corporate Social Responsibility. $3 1085768
650 2 4 $a Business Strategy/Leadership. $3 796119
710 2 $a SpringerLink (Online service) $3 593884
773 0 $t Springer Nature eBook
776 0 8 $i Printed edition: $z 9783319599533
776 0 8 $i Printed edition: $z 9783319599557
776 0 8 $i Printed edition: $z 9783319867434
856 4 0 $u https://doi.org/10.1007/978-3-319-59954-0
912 $a ZDB-2-BUM
912 $a ZDB-2-SXBM
950 $a Business and Management (SpringerNature-41169)
950 $a Business and Management (R0) (SpringerNature-43719)