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The social license = how to keep your organization legitimate /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The social license/ John Morrison.
其他題名:	how to keep your organization legitimate /
作者:	Morrison, John.
出版者:	Basingstoke :Palgrave Macmillan : : 2014.,
面頁冊數:	202 p. :1 maps. :
附註:	Electronic book text.
標題:	Business and Management. -
電子資源:	Online journal 'available contents' page
ISBN:	1137370726 (electronic bk.) :

The social license = how to keep your organization legitimate /
Morrison, John.

The social licensehow to keep your organization legitimate /[electronic resource] :John Morrison. - 1st ed. - Basingstoke :Palgrave Macmillan :2014. - 202 p. :1 maps.

Electronic book text.

PART I: INTRODUCTION 1. Macondo 2. The Social Licence 3. What's wrong with CSR? PART II: THE FOUNDATIONS 4. Legitimacy - Who Can and Who Cannot Have a Social Licence 5. Trust - Confidence in the Relationship with Those Affected 6. Consent - Granting Necessary Permissions for an Activity PART III: MAINTAINING THE SOCIAL LICENCE 7. Benefits - the Delivery of Sufficiently Positive Outcomes for All Concerned 8. Power, Knowledge and Participation - Equity Among All Parties 9. Transparency and Accountability - the Ability to Hold Parties Responsible 10. Prevention and Remedies - Protecting Victims and Ensuring Justice PART IV: WHAT NEXT? 11. Different Organizations and the Social Licence 12. A Basis for Partnership and Accountability 13. The Social Licence - a Prognosis.

Document

A distinctive and direct guide to legitimacy in business, focusing on the new benchmark of a 'Social License to Operate'. Featuring case studies of what is and isn't working, this book explains how business owners and CSR professionals can integrate legitimacy into the heart of their company strategy, beyond CSR and good PR.Businesses and other organizations are increasingly aware that they need more than just a legal license for their activities. The concept of the 'social license' is transforming power relationships and explains how organizations can acquire or lose the legitimacy in the eyes of society that they need to be able to operate effectively. A social license cannot be directly managed, but is the result of interactions between a number of factors - factors that John Morrison shows business can manage, but which mainstream Corporate Social Responsibility (CSR) often struggles to frame correctly. With examples ranging from the Gulf of Mexico to the Niger Delta, Morrison shows how the social license is dynamic, and why managers must start by focusing on the rights of those directly impacted by their activities. He provides clear guidance on understanding, measuring, and integrating legitimacy into a company's strategy.

PDF.

John Morrison is a leading practitioner and thinker on issues relating to the social responsibilities of government, business, and civil society. He is currently the Executive Director of the Institute for Human Rights and Business (www.ihrb.org), and has advised a number of governments, the European Union, OECD, and the United Nations on related issues. Previously, John has worked in business, civil society, and government, and lived and worked in Europe and North America. He has been a Harkness Fellow, member of a number of advisory boards, and chaired the Jury of the Dutch Government's Human Rights Award in 2013. He has written and spoken widely on human rights, international migration, and corporate responsibility.

ISBN: 1137370726 (electronic bk.) :£22.99Subjects--Topical Terms:

934826
Business and Management.

LC Class. No.: HD60

Dewey Class. No.: 658.408

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505 0 $a PART I: INTRODUCTION 1. Macondo 2. The Social Licence 3. What's wrong with CSR? PART II: THE FOUNDATIONS 4. Legitimacy - Who Can and Who Cannot Have a Social Licence 5. Trust - Confidence in the Relationship with Those Affected 6. Consent - Granting Necessary Permissions for an Activity PART III: MAINTAINING THE SOCIAL LICENCE 7. Benefits - the Delivery of Sufficiently Positive Outcomes for All Concerned 8. Power, Knowledge and Participation - Equity Among All Parties 9. Transparency and Accountability - the Ability to Hold Parties Responsible 10. Prevention and Remedies - Protecting Victims and Ensuring Justice PART IV: WHAT NEXT? 11. Different Organizations and the Social Licence 12. A Basis for Partnership and Accountability 13. The Social Licence - a Prognosis.
516 $a Document
520 $a A distinctive and direct guide to legitimacy in business, focusing on the new benchmark of a 'Social License to Operate'. Featuring case studies of what is and isn't working, this book explains how business owners and CSR professionals can integrate legitimacy into the heart of their company strategy, beyond CSR and good PR. $b Businesses and other organizations are increasingly aware that they need more than just a legal license for their activities. The concept of the 'social license' is transforming power relationships and explains how organizations can acquire or lose the legitimacy in the eyes of society that they need to be able to operate effectively. A social license cannot be directly managed, but is the result of interactions between a number of factors - factors that John Morrison shows business can manage, but which mainstream Corporate Social Responsibility (CSR) often struggles to frame correctly. With examples ranging from the Gulf of Mexico to the Niger Delta, Morrison shows how the social license is dynamic, and why managers must start by focusing on the rights of those directly impacted by their activities. He provides clear guidance on understanding, measuring, and integrating legitimacy into a company's strategy.
520 1 $a Provocative and challenging The Social License makes a compelling case for why companies must look to increase their positive social impact as an integral part of their core business strategies.' -Paul Polman, CEO, Unilever plc John Morrison has led significant initiatives on business and human rights over recent years. Now his book takes some of that collective experience and orders it conceptually in a way that is accessible and makes an important point about the social licence of corporations to operate. - Mary Robinson, former President of Ireland; United Nations Special Envoy on Climate Change 'In this provocative book, John Morrison takes us beyond CSR into the realm of 'the social license' and how it is earned, and then all the way to the social contract on which any sustainable societal order ultimately must rest. The intellectual journey is well worth the while.' - John G. Ruggie, Professor of Human Rights and International Affairs, Harvard University; former United Nations Special Representative for Business and Human Rights The Social License is fundamentally about accountability to people and not just powerful interests. John Morrison's book reminds all organizations - governments, business and civil society - to focus on the legitimacy of their own actions. - Kumi Naidoo, Executive Director, Greenpeace International John Morrison has written a thought provoking, path-finding book that should be essential reading for any corporate executive seeking to achieve a growing, sustainable business. It sets out a textured, multi-layered, challenging framework that is foundational to maintaining a social license in a social media world of increasing and rising expectations. - Ed Potter, Director, Global Workplace Rights, The Coca-Cola Company My three words to describe John Morrison's book: Timely --- because what used to be acceptable behaviour by business a few decades ago is no longer the case today and because social license is much more than CSR; Targeted - because it reaches out not only to business but also governments and civil society; Trustworthy - because with his vast experience and knowledge John Morrison, convinces us both theoretically and practically. A book to be read, discussed, and used! -Margot Wallstrom, former Vice President of the European Commission; former UN Special Representative on Sexual Violence in Conflict.
538 $a PDF.
545 0 $a John Morrison is a leading practitioner and thinker on issues relating to the social responsibilities of government, business, and civil society. He is currently the Executive Director of the Institute for Human Rights and Business (www.ihrb.org), and has advised a number of governments, the European Union, OECD, and the United Nations on related issues. Previously, John has worked in business, civil society, and government, and lived and worked in Europe and North America. He has been a Harkness Fellow, member of a number of advisory boards, and chaired the Jury of the Dutch Government's Human Rights Award in 2013. He has written and spoken widely on human rights, international migration, and corporate responsibility.
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