Managing Corporate Impacts uses simple frameworks to demonstrate why and how today's corporations co-create enduring value with multiple stakeholders simultaneously.
Managing Corporate Impacts uses simple frameworks to demonstrate why and how today's corporations co-create enduring value with multiple stakeholders simultaneously.
Jennifer J. Griffin is Professor of Strategic Management and Public Policy at the George Washington University School of Business, and Director of the Global Strategies Program at the George Washington University's Institute for Corporate Responsibility. She teaches courses on business strategy and public policy, issues management, social impact, and strategic stakeholder management.
Inhaltsangabe
Foreword R. Edward Freeman Acknowledgements 1. Corporate impacts: focusing on relationships and outcomes 2. Four mindsets on financial impacts 3. Employee and product impacts 4. Information-sharing impacts: redefining 'community' 5. Combining impacts, net impacts and spillover effects 6. Multiplier effects 7. Debunking persistent myths about co-creating value 8. Anticipating changes in expectations 9. Convergence: combining issues and interests to co-create value 10. Aligning initiatives and mechanisms for impact 11. Integrating global and local impacts in a global economy 12. The art and science of managing impacts ¿References Websites Index.
Foreword R. Edward Freeman Acknowledgements 1. Corporate impacts: focusing on relationships and outcomes 2. Four mindsets on financial impacts 3. Employee and product impacts 4. Information-sharing impacts: redefining 'community' 5. Combining impacts, net impacts and spillover effects 6. Multiplier effects 7. Debunking persistent myths about co-creating value 8. Anticipating changes in expectations 9. Convergence: combining issues and interests to co-create value 10. Aligning initiatives and mechanisms for impact 11. Integrating global and local impacts in a global economy 12. The art and science of managing impacts ¿References Websites Index.
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