CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. Kaplan lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs.
CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. Kaplan lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Sarah Kaplan is Distinguished Professor at the University of Toronto's Rotman School of Management where she is the founding Director of the Institute for Gender and the Economy (GATE). She is also Senior Fellow at the University of Pennsylvania's Wharton School, and has nearly a decade of experience at consultancy McKinsey & Company. Her prior works include extensive and award-winning academic publications as well as the business bestseller Creative Destruction.
Inhaltsangabe
1. Creative Destruction Redux-How Stakeholder Needs Create Performance Trade-Offs 2. You've Got to Walk Before You Can Run-Knowing Your Trade-Offs (Mode 1) 3. Is There a Win-Win? The Search for Shared Value 4. Getting Stuck in the Business Case, or How the Business Case for Diversity Blocks Progress 5. CSR Is Not an Add-On-Innovating in the Supply Chain 6. Stakeholders as a Source of Innovation-Transforming Operations 7. Dealing with Paradoxes-Selling Sustainably 8. Experimentation-Going Green, not Greenwashing 9. The 360° CEO Epilogue: A New Perspective for Stakeholders
1. Creative Destruction Redux-How Stakeholder Needs Create Performance Trade-Offs 2. You've Got to Walk Before You Can Run-Knowing Your Trade-Offs (Mode 1) 3. Is There a Win-Win? The Search for Shared Value 4. Getting Stuck in the Business Case, or How the Business Case for Diversity Blocks Progress 5. CSR Is Not an Add-On-Innovating in the Supply Chain 6. Stakeholders as a Source of Innovation-Transforming Operations 7. Dealing with Paradoxes-Selling Sustainably 8. Experimentation-Going Green, not Greenwashing 9. The 360° CEO Epilogue: A New Perspective for Stakeholders
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