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Implementation Variables of Corporate Social Responsibility in the Financial Services Industry = = Facteurs de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Implementation Variables of Corporate Social Responsibility in the Financial Services Industry =/
其他題名:	Facteurs de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers.
其他題名:	de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers
作者:	Kokomo, Gregoire.
面頁冊數:	1 online resource (164 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.
Contained By:	Dissertation Abstracts International79-01A(E).
標題:	Business administration. -
電子資源:	click for full text (PQDT)
ISBN:	9780355229042

Implementation Variables of Corporate Social Responsibility in the Financial Services Industry = = Facteurs de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers.
Kokomo, Gregoire.

Implementation Variables of Corporate Social Responsibility in the Financial Services Industry =Facteurs de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers.de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers - 1 online resource (164 pages)

Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

Seventy percent of small and medium-sized U.S. companies experience negative performance because of leaders' lack of knowledge of corporate social responsibility (CSR) program implementation. CSR implementation is complex and requires organizational resources such as expertise, personnel, time, and money. Implementing CSR programs is challenging for many leaders. Research on CSR implementation in the U.S. financial services industry is scarce, and leaders of financial services firms do not have a clear understanding of how to make CSR implementation successful. The purpose of this study was to explore optimal strategies for making corporate social responsibility program implementation effective. The central research question that drove this study was determining how leaders can make CSR program implementation effective. Data collected from a purposeful sample of 10 face-to-face interviews, direct observations, and document review were coded and analyzed. One of the emergent themes suggests that leaders lack the knowledge to understand how CSR activities contribute to a better world. The lack of knowledge for successful CSR implementation causes 60% of leaders to treat CSR programs as side projects. Another theme for successful CSR programs was the leaders' commitment to transparency. Without trust, leaders cannot align stakeholders' interests with CSR activities. Implications for positive social change included opportunities for leaders to define key CSR stakeholders, establish CSR goals, and select CSR activities to meet the CSR goals. This could lead some leaders to gain the knowledge of how to integrate CSR into their firms' daily operations.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355229042Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Implementation Variables of Corporate Social Responsibility in the Financial Services Industry = = Facteurs de Mise en oeuvre de la Responsabilite Sociale d'entreprise Dans L'industrie des Services Financiers.
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504 $a Includes bibliographical references
520 $a Seventy percent of small and medium-sized U.S. companies experience negative performance because of leaders' lack of knowledge of corporate social responsibility (CSR) program implementation. CSR implementation is complex and requires organizational resources such as expertise, personnel, time, and money. Implementing CSR programs is challenging for many leaders. Research on CSR implementation in the U.S. financial services industry is scarce, and leaders of financial services firms do not have a clear understanding of how to make CSR implementation successful. The purpose of this study was to explore optimal strategies for making corporate social responsibility program implementation effective. The central research question that drove this study was determining how leaders can make CSR program implementation effective. Data collected from a purposeful sample of 10 face-to-face interviews, direct observations, and document review were coded and analyzed. One of the emergent themes suggests that leaders lack the knowledge to understand how CSR activities contribute to a better world. The lack of knowledge for successful CSR implementation causes 60% of leaders to treat CSR programs as side projects. Another theme for successful CSR programs was the leaders' commitment to transparency. Without trust, leaders cannot align stakeholders' interests with CSR activities. Implications for positive social change included opportunities for leaders to define key CSR stakeholders, establish CSR goals, and select CSR activities to meet the CSR goals. This could lead some leaders to gain the knowledge of how to integrate CSR into their firms' daily operations.
520 $a Soixante-dix pour cent des petites et moyennes entreprises americaines connaissent des performances negatives en raison du manque de connaissances des dirigeants sur la mise en oeuvre du programme de responsabilite sociale des entreprises (RSE). La mise en oeuvre de la RSE est complexe et necessite des ressources organisationnelles telles que l'expertise, le personnel, le temps et l'argent. La mise en oeuvre des programmes de RSE est difficile pour de nombreux leaders. La recherche sur la mise en oeuvre de la RSE dans le secteur des services financiers des Etats-Unis est rare et les dirigeants des entreprises de services financiers n'ont pas une comprehension claire de la reussite de la mise en oeuvre de la RSE. Le but de cette etude etait d'explorer des strategies optimales pour rendre efficace la mise en oeuvre du programme de responsabilite sociale des entreprises. La question de recherche centrale qui a conduit cette etude etait de determiner comment les dirigeants peuvent rendre efficace la mise en oeuvre du programme de RSE. Les donnees recueillies a partir d'un echantillon delibere de 10 entrevues en face-a-face, d'observations directes et d'examen documentaire ont ete codees et analysees. L'un des themes emergents suggere que les dirigeants manquent de connaissances pour comprendre comment les activites de RSE contribuent a un monde meilleur. Le manque de connaissances pour une mise en oeuvre reussie de la RSE fait que 60% des dirigeants traitent les programmes de RSE comme des projets paralleles. Un autre theme pour les programmes de RSE reussis a ete l'engagement des dirigeants envers la transparence. Sans confiance, les dirigeants ne peuvent pas aligner les interets des parties prenantes sur les activites de RSE. Les implications pour un changement social positif incluaient des opportunites pour les dirigeants de definir les acteurs cles de la RSE, d'etablir des objectifs de RSE et de selectionner des activites de RSE pour atteindre les objectifs de RSE. Cela pourrait amener certains dirigeants a acquerir la connaissance de la facon d'integrer la RSE dans les activites quotidiennes de leurs entreprises.
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