scholarly journals System of Corporate Social and Environmental Responsibility Indicators of Enterprises for Managerial Decision-Making Taking the Needs of Stakeholders into Account

2020 ◽  
pp. 159-168
Author(s):  
D.O. Smolennikov ◽  
Yu.V. Chortok ◽  
A.V. Bondar
Keyword(s):  
Decision Making ◽  
Development Strategy ◽  
Corporate Responsibility ◽  
Environmental Responsibility ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Current Trends ◽  
Doing Business ◽  
Corporate Social ◽  
User Friendly

In today's conditions of globalization, any advantages are important for every company in the competition for the consumer. One of them is the implementation of measures for social and environmental corporate responsibility of enterprises and taking into account its practice in forming the company's development strategy. The research examines the decision-making about implementation of corporate social and environmental responsibility in enterprises. Nowadays doing business on the principles of social and environmental responsibility is not only following current trends, but also an important component of the strategy to respond to new challenges. The set of measures and projects implemented by enterprises to protect the environment and improve the quality of life of the population is usually demanded and has a positive effect on the image of enterprises. At the same time, these actions do not always meet the real needs of stakeholders. There is a need to take into account the interests of stakeholders that became the basis for the idea to develop a simple and user-friendly system of corporate social and environmental responsibility indicators. The purpose of the paper is to form scientific and methodological approaches to defining corporate social and environmental responsibility indicators, which take into account the needs of major groups of stakeholders, and form a common vision towards formulating enterprise development strategy and contribute to effective managerial decision-making in solving social, economic and environmental issues. As a result of the study, a computer program CSLinked was developed, which allows to analyze indicators of enterprises social and environmental corporate responsibility taking into account the needs of stakeholders and provides selfassessment of the company in three groups of indicators – economic, social and environmental.

scholarly journals Customer Profitability Analyses and Customer Lifetime Value

2015 ◽  
Vol 89 (7/8) ◽  
pp. 265-273
Author(s):  
Ashok Sridhar ◽  
Michael Corbey
Keyword(s):  
Decision Making ◽  
Retrospective Analysis ◽  
Customer Lifetime Value ◽  
Customer Profitability ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Managerial Decisions ◽  
Doing Business ◽  
Customer Lifetime ◽  
Lifetime Value

The main objective of this paper is to compare two key approaches in the !eld of Customer Accounting (CA), namely Customer Pro!tability Analysis (CPA) and Customer Lifetime Value (CLV). While CPA is a retrospective analysis of past accruals that represent the results of doing business with a customer over a certain, mostly single-period of time, CLV is a predictive measure of future customer-related cash "ows over a certain (multi-)period of time. This paper draws on the state-ofthe- art knowledge in the Customer Accounting (CA) literature to identify the impacts of CPA and CLV on managerial decision-making. It also offers recommendations as to the scenarios in which these metrics should be deployed in order to arrive at meaningful managerial decisions, and highlights their collective limitations.

Corporate Social Responsibility and Tax Management: The Moderating Effect of Beliefs about Corporate Tax Duty

2021 ◽  
Author(s):  
Ann Boyd Davis ◽  
Rebekah Moore ◽  
Timothy J Rupert
Keyword(s):  
Decision Making ◽  
Social Responsibility ◽  
Corporate Tax ◽  
Managerial Decision ◽  
Socially Responsible ◽  
Managerial Decision Making ◽  
Tax Management ◽  
Corporate Social ◽  
Managerial Quality

Limited empirical evidence exists regarding investor perceptions of tax management and whether investors consider paying taxes a social responsibility. To fill this gap, we use an experiment to explore investor perceptions about the corporate duty to pay or minimize taxes. We find that investors view paying taxes (rather than minimizing taxes) as socially responsible. We also measure participants’ attitudes about the corporate duty to pay or minimize taxes and find that participants lean more towards a view that corporations have a duty to pay taxes. In a path analysis, we find that a firm’s tax management and its performance in a non-tax area of CSR both influence investors’ perceptions of managerial quality that ultimately impacts investors’ willingness to invest. We also find that the investor’s attitude about the corporate tax duty moderates the association between tax management and investor perceptions of the quality of managerial decision-making.

Thriving on adversity: entrepreneurial thinking in times of crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Oleksiy Osiyevskyy ◽  
Kanhaiya Kumar Sinha ◽  
Soumodip Sarkar ◽  
Jim Dewald
Keyword(s):  
Decision Making ◽  
Managerial Decision ◽  
Organizational Decision Making ◽  
Managerial Decision Making ◽  
Content Type ◽  
Doing Business ◽  
State Of Mind ◽  
Turnaround Strategies ◽  
Threat Rigidity ◽  
Crisis Situations

Purpose The paper provides evidence-based managerial advice for preparing the organizations to find successful pathways through crises by priming the managerial decision-making towards either entrepreneurial thinking or resource conservation, and hence cascading the inventive or rigid state of mind through all management levels. Design/methodology/approach The general review is based on summarizing the peer-reviewed academic studies of organizational decision-making and acting in crisis situations, illustrated using the turnaround cases of Corticeira Amorim (reinventing itself when faced with emerging technological threats) and Kiddiegarten School (adjusting to the pandemic shock of social/human nature) Findings This study reveals that a set of dimensions in the crisis situation’s cognitive framing determines the firm’s response to adversity, freezing it in a rigid state or unfreezing it to stimulate an organization-wide entrepreneurial search for turnaround strategies. If managers sense having a lack of time to deal with adversity, or a lack of predictability, they become paralyzed with threat-rigidity mechanisms, stubbornly pursuing the established methods of doing business, which often were the cause of crisis in the first place. Hence, in situations requiring an immediate response, the dual threats of urgency and unpredictability become cognitive blinders, preventing organizations from pursuing new opportunities, exposing firms to the risk of being too slow, eroding their competitive advantage and, ultimately, going out of business. Originality/value Integrating the insights of three decades prior research of the topic of managerial decision making in crisis situations, this study proposes the novel leadership framework allowing to stimulate entrepreneurial behavior in adverse contexts.

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