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Books on the topic 'Socially responsible management'

Author: Grafiati

Published: 30 May 2022

Last updated: 31 May 2022

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1

Socially responsible IT management. Amsterdam: Digital Press, 2003.

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2

Drumwright, Minette E. Socially responsible organizational buying. Cambridge, Mass: Marketing Science Institute, 1992.

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3

Aarne, Vesilind P., ed. Socially responsible engineering: Justice in risk management. Hoboken, N.J: John Wiley, 2006.

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4

Managing finance: A socially responsible approach. Amsterdam: Elsevier Butterworth-Heinmann, 2004.

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5

Anna, Van der Kamp, and Stubbs David 1959-, eds. Sustainable sport management: Running an environmentally, socially, and economically responsible organization. Nairobi, Kenya: United Nations Environment Programme, 2001.

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6

Carter, Craig R. Purchasing's contribution to the socially responsible management of the supply chain. Tempe, AZ: Center for Advanced Purchasing Studies, 2000.

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7

Brill, Jack A. Investing from the heart: A guide to socially responsible investments and money management. New York, N.Y: Crown, 1992.

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8

Brill, Jack A. Investing from the heart: A guide to socially responsible investments and money management. New York: Crown Trade Paperbacks, 1993.

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9

Transforming communication, transforming business: Building responsive and responsible workplaces. Cresskill, N.J: Hampton Press, 1995.

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10

Responsible management of information systems. Hershey, PA: Idea Group Pub., 2004.

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11

Matthew, Keenan, ed. The socially responsive portfolio: Balancing politics & profits in institutional money management. Chicago: Probus Pub. Co., 1994.

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12

1952-, Nilakant V., ed. Managing responsibly: Alternative approaches to corporate management and governance. Burlington, VT: Gower Pub., 2011.

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13

author, Rasche Andreas, ed. Building the responsible enterprise: Where vision and values add value. Stanford, California: Stanford Business Books, an imprint of Stanford University Press, 2012.

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14

Ethics and HRD: A new approach to leading responsible organizations. Cambridge, Mass: Perseus Pub., 2002.

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15

Loosemore, Martin. Responsible corporate strategy in construction and engineering: "doing the right thing?". London: Spon Press, 2010.

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16

Russo, Michael V. Companies on a mission: Entrepreneurial strategies for growing sustainably, responsibly, and profitably. Stanford, Calif: Stanford Business Books, 2010.

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17

Responsive assessment: A new way of thinking about learning. San Francisco: Jossey-Bass, 1994.

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18

Badykova, Idelya, and Anna Romanova. Project management of innovative activity of enterprises. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1415574.

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The monograph examines the statement that the combination of innovation activity and corporate social responsibility should create a synergistic effect of sustainable development of the enterprise. It is shown that increasing loyalty on the part of a large number of stakeholder groups (especially employees, consumers, suppliers, etc.) and reducing the level of risk perception on the part of financial stakeholders, consumers, etc. through the emergence of a "halo" or "halo" of responsible business are extremely important for high-risk innovation activities, increase the effectiveness of project management. At the same time, a positive perception on the part of stakeholders should affect the competitiveness of the company as a whole and its economic efficiency. For students and teachers, as well as all those interested in the economy of enterprises.

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19

Ford, Edward E. Discipline for home and school: Teaching children to respect the rights of others through responsible thinking based on perceptual control theory. Phoenix: Brandt Pub., 1994.

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20

Varra, Lucia, ed. Dal dato diffuso alla conoscenza condivisa. Florence: Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-177-5.

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At the present time, the tourist destination offers a stimulating laboratory for the experimentation of theoretical models and good practices on the subjects of governance, knowledge management and sustainable competition. Growing interest in the study of this territorial context gains impetus from the new approaches and tools that local administrations are starting to introduce in the phases of implementation and control of local strategies. In this respect, the Tourist Destination Observatory (OTD) represents an important innovation, offering a nerve centre for the aggregation and networking of heterogeneous data scattered over the territory as well as a model for the implementation of permanent approaches to social dialogue as prerequisites for the creation of knowledge and for an aware, shared, competitive and responsible development of the destination. The OTD can act as an efficient agent of local change, facilitating the processes of governance, and as a tool of knowledge management for the valorisation of intellectual capital. It is consequently a crucial support for the strategic repositioning of mountain resorts, which can represent valid responses to the emerging new modes of interpreting the holiday.

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21

Senate, United States Congress. An act to establish the Social Security Administration as an independent agency, which shall be headed by a Social Security Board, and which shall be responsible for the administration of the old-age, survivors, and disability insurance program under Title II of the Social Security Act and the supplemental security income program under Title XVI of such Act, to provide for more prudent and effective management of the OASDI and Medicare trust funds, and for other purposes. Washington, D.C.]: [U.S. G.P.O.], 1986.

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22

Socially Responsible IT Management. Elsevier, 2003. http://dx.doi.org/10.1016/b978-1-55558-290-6.x5000-7.

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23

Zsolnai, László, and Ora Setter. Caring Management in the New Economy: Socially Responsible Behaviour Through Spirituality. Palgrave Macmillan, 2019.

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24

Chernushenko, David. Sustainable Sport Management: Running an Environmentally, Socially and Economically Responsible Organization. United Nations Publications, 2001.

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25

Mackey, Alison, Tyson B. Mackey, and Jay B. Barney. Senior Management Preferences and Corporate Social Responsibility. Edited by Andrew Crane, Dirk Matten, Abagail McWilliams, Jeremy Moon, and Donald S. Siegel. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.003.0024.

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The purpose of this article is to examine whether or not having senior managers who are personally committed to socially responsible causes is either necessary or sufficient for firms to implement socially responsible activities. While not denying that having such senior managers may increase the probability that a firm will pursue a socially responsible agenda, this article concludes that senior manager commitment to socially responsible causes is neither necessary nor sufficient for a firm to implement socially responsible activities. This article has important practical implications for those seeking to increase the amount of socially responsible corporate behavior in the economy. In particular, the arguments developed here suggest that efforts that focus exclusively on changing the social responsibility preferences of senior managers in firms may be misguided, and at the least should be augmented by efforts focused on different firm stakeholders.

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26

Principles of Responsible Management. Cengage Learning, Inc, 2014.

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27

Windsor, Duane. Educating for Responsible Management. Edited by Andrew Crane, Dirk Matten, Abagail McWilliams, Jeremy Moon, and Donald S. Siegel. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199211593.003.0022.

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This article reviews theories of management education and current coverage of corporate social responsibility (CSR) concepts in the United States, Europe, and elsewhere. It then examines prospects for responsible management education in the 21st century. It proceeds in four main sections. First, it addresses management education theories. Second, it assesses the state of knowledge concerning responsible management. Third, it examines the state of knowledge concerning education for responsible management. Views range from the impossibility of changing the moral character of adults and the uselessness of responsibility education through the identification of profit incentives for responsibility activities to demands for business schools and corporations to try harder in the wake of recent corporate scandals. Fourth, this article discusses the effect of the Association to Advance Collegiate Schools of Business international accreditation standards on responsibility education. A concluding section summarizes the chief points.

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28

Deetz, Stanley. Transforming Communication, Transforming Business: Building Responsive and Responsible Workplaces (The Hampton Press Communication). Hampton Press, 1994.

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29

Responsible Management of Information Systems. IGI Global, 2004.

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30

Responsible Management of Information Systems. IGI Global, 2004.

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31

Cornuel, Eric, ed. Business School Leadership and Crisis Exit Planning. Cambridge University Press, 2022. http://dx.doi.org/10.1017/9781009083164.

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The European Foundation for Management Development (EFMD) is the largest international accreditation body for business schools, with more than 950 members across 92 countries, including the world's highest-ranked schools. A not-for-profit, mission-led institution, the EFMD plays a central role in shaping a global approach to management education, emphasizing the development of socially responsible leaders. As part of EFMD's fiftieth anniversary celebrations, its President, Professor Eric Cornuel, has edited this volume, featuring contributions from leaders in management education, including the presidents and deans of the top business schools from across the world. Each contribution will address the challenges and dilemmas facing business schools today, with respect to four key themes: the 'higher purpose' of business schools; the social impact of business schools; the internationalization of business schools; and crisis management within business schools, with a special focus on the impact of COVID-19. This volume is also available via Open Access.

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32

Maak, Thomas, and Nicola M. Pless. RESPONSIBLE LEADERSHIP. Routledge, 2006.

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33

Jones, Geoffrey. Building Green Institutions. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198706977.003.0007.

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This chapter explores the creation of a set of institutions which launched new financial products to deliver capital and address risk in green businesses. It explores the creation of social banks such as Triodis, Socially Responsible Investment houses such as Trillium Asset Management and Jupiter Ecology Fund, and Impact Investors such as EcoEnterprises. The outcomes were positive, but not yet transformational. Social banking and impact investment remained small. SRI funds were larger but the execution of many such SRI funds was such that the industry symbolized the contested nature of sustainability. The SRI industry also spawned influential institutions, including CERES, environmental reporting, and sustainability indexes. Environmental reporting in particular spread to many large corporations, but there were many uncertainties concerning what was being reported and how to interpret it.

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34

Deetz, Stanley. Transforming Communication, Transforming Business: Building Responsive and Responsible Workplaces (The Hampton Press Communication Series). Hampton Press, 1994.

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35

Melton, James, and Matthew Keenan. The Socially Responsive Portfolio: Balancing Politics and Profits in Institutional Money Management. Probus Publishing Co., 1993.

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36

Maak, Thomas, and Nicola M. Pless. RESPONSIBLE LEADERSHIP. Routledge, 2006.

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37

Responsible Management In Asia Perspectives On Csr. Palgrave MacMillan, 2011.

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38

Responsible Management Education and the Challenge of Poverty. Taylor & Francis Group, 2015.

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39

Sleat, Graham, and David Noyes. General principles of trauma. Edited by Anthony R. Mundy. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199659579.003.0054.

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Trauma is a major public health problem worldwide, responsible for a substantial morbidity and mortality burden. All surgeons need to be familiar with the key steps in managing traumatized patients not only for injuries that are relevant to their specialty, but also in the wider management of trauma as part of the multidisciplinary team. These include recent advances in care such as the use of tranexamic acid, major transfusion protocols, and changes to the organization and management of trauma care after the implementation of regional trauma networks for major trauma in England. Appropriate and timely care during the initial stages after significant trauma improves long-term survival, but if patients are to return to a socially and economically productive life then tailored input from rehabilitation and re-enablement services is required. In many respects, after surviving their traumatic insult, this is the most important phase of their treatment.

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40

Thomas, Maak, and Pless Nicolas, eds. Responsible leadership in business. New York: Routledge, 2006.

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41

Assessment of Responsible Innovation: Methods and Practices. Taylor & Francis Group, 2020.

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42

Poel, Ibo van de, and Emad Yaghmaei. Assessment of Responsible Innovation: Methods and Practices. Taylor & Francis Group, 2020.

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43

Poel, Ibo van de, and Emad Yaghmaei. Assessment of Responsible Innovation: Methods and Practices. Taylor & Francis Group, 2020.

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44

Poel, Ibo van de, and Emad Yaghmaei. Assessment of Responsible Innovation: Methods and Practices. Taylor & Francis Group, 2020.

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45

Sikka, Prem. Corporate Governance and Family-owned Companies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198805274.003.0005.

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It is often claimed that the ownership structure and the close involvement of family members alleviates agency problems and gives them a long-term orientation compared to a corporation with dispersed shareholding and control. Through a case study relating to the demise of BHS, one of the biggest UK retailers, the chapter probes these claims. BHS was an epitome of shareholder capitalism. It was owned and controlled by Sir Philip Green and his family. The control enabled the Green family to extract large amounts of cash from BHS through dividends and complex intragroup transactions, with virtually no questions from board members, regulators or auditors. The flawed corporate governance of BHS inflicted considerable hardship on other stakeholders. The demise of BHS should encourage reflections on the claims (agency theory) that an alignment of the interests of shareholders and directors somehow leads to better governance and socially responsible management.

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46

Strategic Corporate Social Responsibility: Tools and Theories for Responsible Management. SAGE Publications Ltd, 2018.

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47

Haski-Leventhal, Debbie. Strategic Corporate Social Responsibility: Tools and Theories for Responsible Management. SAGE Publications, Limited, 2017.

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48

Buckingham, Jane, and Venkataraman Nilakant. Managing Responsibly: Alternative Approaches to Corporate Management and Governance. Taylor & Francis Group, 2016.

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49

Indigenous Aspirations and Rights: The Case for Responsible Business and Management. Taylor & Francis Group, 2017.

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50

Verbos, Amy Klemm, Ella Henry, and Ana Maria Peredo. Indigenous Aspirations and Rights: The Case for Responsible Business and Management. Taylor & Francis Group, 2017.

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