A Humanistic Ontology for Responsible Management

2018 ◽  
Author(s):  
Michael Pirson ◽  
Erica Steckler
Keyword(s):  
Responsible Management

Responsible Management Education

2014 ◽  
Vol 43 (7) ◽  
pp. 384-386
Author(s):  
Jasmin Godemann ◽  
Christian Herzig ◽  
Jonas Haertle
Keyword(s):  
Management Education ◽  
Responsible Management

Water as a Blessing and a Transient Resource: A Call to Re-Define Modern Attitudes towards Water in Light of Job 14:7–12

2018 ◽  
Vol 26 (2) ◽  
Author(s):  
Jonathan Kivatsi Kavusa
Keyword(s):  
Human Life ◽  
Renewable Resource ◽  
Dead Tree ◽  
Responsible Management ◽  
The Earth ◽  
Metaphor Theory ◽  
Bodies Of Water ◽  
Ecological Potential

This article explores the ecological potential in Job 14:7–12. The metaphor in Job 14 praises the life-giving potential of water to revive a dead tree before presenting its transient character, similar to human life. The article investigates the question of why the author of Job finds it appropriate to use water and water-related images to contrast the potential of water to revive a dead tree with the transient mortals who disappear at death like great bodies of water in times of drought. Using elements of historical, critical, and literary approaches, as well as metaphor theory, and applying the Earth Bible Principle of intrinsic worth, this article argues that water should not be viewed as a limitlessly renewable resource, but a precious gift requiring responsible management.

scholarly journals Principles for responsible management education in 2068

Futures ◽  
2019 ◽  
Vol 111 ◽  
pp. 81-89 ◽  
Author(s):  
Lionel Huntley Henderson ◽  
Alec Wersun ◽  
John Wilson ◽  
Shirley Mo-ching Yeung ◽  
Kejing Zhang
Keyword(s):  
Management Education ◽  
Responsible Management

Capabilities of Bottom of the Pyramid Organizations

2021 ◽  
pp. 000765032110018
Author(s):  
Farley Simon Nobre ◽  
Rodrigo L. Morais-da-Silva
Keyword(s):  
Business Model ◽  
Integrative Review ◽  
Responsible Innovation ◽  
Future Research ◽  
Bottom Of The Pyramid ◽  
Main Question ◽  
Responsible Management ◽  
Responsible Consumption ◽  
Short And Long Term

Bottom of the Pyramid (BoP) organizations are the ones that develop a set of capabilities that contribute to create short- and long-term sustainability values inside and outside the boundaries of BoP ecosystems. Capabilities have an important role in BoP organizations’ strategies that aim to solve BoP issues. Notwithstanding its developments, BoP research still lacks theoretical contributions for the analysis of organizations. We suggest special attention to the need of advancing knowledge on capabilities of BoP organizations because this field is scattered and fragmented, misinterpreted, and still underdeveloped in the literature. We oriented our research formulating and seeking answers to our main question on what are the capabilities needed to enable organizations to create sustainability values in BoP ecosystems? We conducted an integrative review of BoP research for the period from 1998 to 2019, and we found 22 key capabilities of BoP organizations. We organized the capabilities into four major categories including BoP Responsible Consumption, BoP Responsible Business Model, BoP Responsible Management, and BoP Responsible Innovation. We advanced propositions and discussions regarding the capabilities and major categories’ popularity, interdependence and combination, short- and long-term temporal functions, sustainability roles, and effectiveness to address BoP issues. Our article organizes the field of capabilities of BoP organizations; advances contributions and implications for management, organizations, and policymaking; and opens fruitful avenues for future research.

scholarly journals Does CSR Activity Amount to Socially Responsible Management?

2021 ◽  
Author(s):  
M. John Foster
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Local Community ◽  
Annual Reports ◽  
Socially Responsible ◽  
Responsible Management ◽  
Exploratory Investigation ◽  
Research Questions ◽  
The Uk ◽  
Corporate Social

AbstractIn essence firms or companies are usually thought to exist to make products for or provide services of some sort to third parties, other companies or individuals. The philosophical question which naturally arises then is ‘to the benefit of whom should a firm’s activities be aimed?’ Possible answers include the owners of the firm, the firm’s employees or wider society, the firm’s local community or their host nation. It is because of firms’ location within a wider society that the issue of corporate social responsibility arises. The issue is do they contribute in a positive way to the fabric of society. In this paper we conduct an exploratory investigation whose research questions, broadly, are whether there is public evidence of corporate social responsibility activity by firms listed in the UK and to what extent, if any, such activities may amount to genuinely socially responsible management by the firms. We examined the most up to date annual reports of a split sample of 36 firms listed in the FTSE 350. The short answers to the two research questions above are: to some degree and no by some margin, based on data from the sample firms.

scholarly journals Socially Responsible HR in Action: Learning from Corporations Listed on the Dow Jones Sustainability Index World 2018/2019

2021 ◽  
Vol 13 (6) ◽  
pp. 3237
Author(s):  
Pyounggu Baek ◽  
Taesung Kim
Keyword(s):  
Multinational Enterprises ◽  
Corporate Sustainability ◽  
Action Learning ◽  
Socially Responsible ◽  
Sustainability Index ◽  
Responsible Management ◽  
Dow Jones Sustainability Index ◽  
The Individual ◽  
Corporate Social

As ethical management, corporate social responsibility (CSR), and corporate sustainability (CS) are increasingly permeating business discourse, contemplating the role of human resources (HR) in helping organizations with socially responsible management is a proactive acceptance of stakeholders’ expectations while reinforcing the field’s identity and contribution. In response, the we examined the HR policies and practices of 46 multinational enterprises (MNEs) listed on the Dow Jones Sustainability Index (DJSI) World 2018/2019 to add new insights to the literature and inform the HR field on how to move forward with socially responsible HR. Content analysis and inductive conceptualization of the MNEs’ HR activities produced a triangular pyramid for socially responsible HR, constructed with eight major themes at the individual, organizational, and institutional levels. Building on the findings, we suggest implications for practice and research, and conclude with urging the HR community to demonstrate leadership in setting the agendas and facilitating change toward socially responsible management.

scholarly journals Student Perception of the Social Value of Responsible Management

Societies ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 16
Author(s):  
Crisanta-Alina Mazilescu ◽  
Laurent Auzoult-Chagnault ◽  
Loredana Ileana Viscu ◽  
Bernard Gangloff
Keyword(s):  
Student Perception ◽  
Gender Effect ◽  
Social Value ◽  
Social Utility ◽  
Managerial Efficiency ◽  
Responsible Management ◽  
The Social ◽  
Societal Level ◽  
Technical University ◽  
Organisational Level

In responsible management, managerial efficiency and sustainable development meet and influence each other. In order to give meaning to their organisation, to respect and look after their collaborators, a manager must promote a set of values on a personal, organisational and societal level. The purpose of this paper is to study the social value attributed to responsible management by students of a technical university. We have therefore undertaken to study a set of seven values attributed to responsible management and, more precisely, their utility and social desirability on a personal, organisational and societal level. The values have been operationalized with personality descriptors. The 60 participants in this study are students from a Romanian technical university. They had to assess, on four scales of seven points each (two for desirability and two for social utility), the value of a person characterised by one of the seven values attributed to responsible management. The results show us that efficiency is the value perceived by the students as being the most desirable for responsible management, and that in terms of social utility, agility is the most appreciated value. We found that there is indeed an effect of the context in which these values are perceived. Efficiency, audacity, dedication and integrity are perceived as more useful at an organisational level, while solidarity was perceived as more useful on a societal level. At the organisational level we also found a gender effect, in the sense that women appreciate people who are efficient, have integrity or are humble more than men do.

COVID-19 and responsible management education (RME) among others: why should public business schools feel threatened?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa
Keyword(s):  
Management Education ◽  
Business Schools ◽  
Business Students ◽  
Empirical Studies ◽  
Content Type ◽  
Cultural Challenges ◽  
Cultural Aspects ◽  
Responsible Management ◽  
The Future ◽  
Multiple Case

PurposeThrough a multiple case study design, this article elaborates the chances of initiating and/or implementing responsible management education (RME) in Egyptian public business schools after the identification of coronavirus disease 2019 (COVID-19). In other words, this paper identifies the effect of COVID-19 on internalizing RME in the previously mentioned context.Design/methodology/approachThrough addressing four business schools in Egypt, this article explores the future of public business schools that did not previously implement responsible management education (RME) principles, after the identification of COVID-19. In other words, this paper identifies the main threats facing public business schools in Egypt post the spread of COVID-19.FindingsAlthough the previous study done by Mousa et al. (2019a) showed that academics in public business schools in Egypt were not ready to implement responsible management education, and furthermore, that they thought that addressing socio-cultural aspects is the mission of professors in sociology and humanities, the results of this study show that the spread of COVID-19 has positively changed the situation. The interviewed academics assert that socio-cultural challenges shape the minds of business students, academics and trainers, and these accordingly, have to be tackled. Furthermore, the author explores some socio-political, academic and labour market threats facing business schools in Egypt today. Managing those threats may ensure the continuity of the addressed business schools and their counterparts.Originality/valueThis paper contributes by filling a gap in the literature on responsible management education and leadership in the higher education sector, in which empirical studies on the future of business schools, particularly those that did not implement responsible management education earlier, after the identification and spread of COVID-19 have been limited until now.

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