An examination of how the employee can act as a Corporate Social Entrepreneur to encourage integrity in the workplace.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr Christine A. Hemingway is a Lecturer (Assistant Professor) in Organisational Behaviour at Goldsmiths, University of London. Her work is geared towards the creation of social, environmental and economic value. She is one of the founding scholars of the micro foundations of corporate social responsibility (micro-CSR). This is a sociological and psychological perspective that investigates responsible/irresponsible organisational contexts, and the development of formal and informal leaders, or activists, known as 'corporate social entrepreneurs'. Her pioneering work has inspired a practitioner movement and is widely cited in major scholarly journals. Prior to her academic career, Christine has 12 years' blue-chip management experience, spanning a number of industries, including significant budget responsibility for some globally recognised consumer brands. This paved the way for her appointment as a Senior Lecturer (Associate Professor), prior to embarking on a part-time doctoral programme of study at the Nottingham University Business School, whilst lecturing full-time at the University of Hull.
Inhaltsangabe
Foreword Jeremy Moon Preface Introducing corporate social responsibility Part I. Values and Corporate Social Responsibility: 1. Structural drivers of corporate social responsibility 2. Agential drivers of corporate social responsibility 3. Moral agency and discretion: duty or disengagement? Part II. Personal Values and Corporate Social Entrepreneurship: 4. The relationship between personal values and behaviour 5. The corporate social entrepreneur 6. Integrity and the moral character Part III. Modes of Moral Commitment to CSR: 7. Investigating corporate social entrepreneurship 8. The active corporate social entrepreneur 9. The concealed corporate social entrepreneur 10. The conformist 11. The disassociated Part IV. Developing a Socially Responsible Organisational Culture: 12. Conclusion: ad-hoc CSR cannot be sustainable 13. Leveraging integrity within: some brief, practical steps Appendix: Rokeach Values Survey Index.
Foreword Jeremy Moon Preface Introducing corporate social responsibility Part I. Values and Corporate Social Responsibility: 1. Structural drivers of corporate social responsibility 2. Agential drivers of corporate social responsibility 3. Moral agency and discretion: duty or disengagement? Part II. Personal Values and Corporate Social Entrepreneurship: 4. The relationship between personal values and behaviour 5. The corporate social entrepreneur 6. Integrity and the moral character Part III. Modes of Moral Commitment to CSR: 7. Investigating corporate social entrepreneurship 8. The active corporate social entrepreneur 9. The concealed corporate social entrepreneur 10. The conformist 11. The disassociated Part IV. Developing a Socially Responsible Organisational Culture: 12. Conclusion: ad-hoc CSR cannot be sustainable 13. Leveraging integrity within: some brief, practical steps Appendix: Rokeach Values Survey Index.
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