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Stakeholder Management and Social Responsibility: Concepts, Approaches and Tools in the Covid Context [Kietas viršelis]

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(Bucharest University of Economic Studies, Romania), (Bucharest University of Economic Studies, Romania)
  • Formatas: Hardback, 376 pages, aukštis x plotis: 229x152 mm, weight: 644 g, 34 Tables, black and white; 55 Line drawings, black and white; 55 Illustrations, black and white
  • Serija: Routledge Advances in Management and Business Studies
  • Išleidimo metai: 09-Dec-2021
  • Leidėjas: Routledge
  • ISBN-10: 1032109203
  • ISBN-13: 9781032109206
Kitos knygos pagal šią temą:
Stakeholder Management and Social Responsibility: Concepts, Approaches and Tools in the Covid ContextDidesnis paveikslėlis
  • Formatas: Hardback, 376 pages, aukštis x plotis: 229x152 mm, weight: 644 g, 34 Tables, black and white; 55 Line drawings, black and white; 55 Illustrations, black and white
  • Serija: Routledge Advances in Management and Business Studies
  • Išleidimo metai: 09-Dec-2021
  • Leidėjas: Routledge
  • ISBN-10: 1032109203
  • ISBN-13: 9781032109206
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781032109206.html
Raktažodžiai:
"The main objective of this book is to provide an innovative set of concepts and tools regarding company management, internal and external stakeholders and social responsibilities, reflecting the necessities and opportunities generated by the digital transformation, the transition to a knowledge-based economy and the Covid-19 crisis. The book, based on a holistic vision and contextual approach of business, contributes to the development of company management and stakeholder and social responsibility theories and practices, being structured in twelve chapters. The original company management vision, approaches and tools are based on three pillars: a new 'manager-relevant stakeholder' rather than 'manager-subordinate' managerial paradigm; a new type of company social responsibility rather than corporate social responsibility; and a new concept of company-relevant stakeholder rather than that of salient stakeholders. The book contains two innovative managerial mechanisms: the managerial synapse and company-relevant stakeholders-based management system able to help companies and stakeholders face successfully the challenges of digital transformation and the Covid-19 crisis and to generate greater organization functionality and performance. The book will be of interest to company managers and management specialists, management academics, consultants and researchers and MBA students interested in a style of management with social responsibility at the forefront"--

The main objective of this book is to provide an innovative set of concepts and tools regarding company management, internal and external stakeholders and social responsibilities, reflecting the necessities and opportunities generated by the digital transformation, the transition to a knowledge-based economy and the Covid-19 crisis.



The main objective of this book is to provide an innovative set of concepts and tools regarding company management, internal and external stakeholders and social responsibilities, reflecting the necessities and opportunities generated by the digital transformation, the transition to a knowledge-based economy, and the COVID-19 crisis. The book, based on a holistic vision and contextual approach of business, contributes to the development of company management and stakeholder and social responsibility theories and practices, being structured in 12 chapters.

The original company management vision, approaches, and tools are based on three pillars: a new "manager–relevant stakeholder" rather than "manager–subordinate" managerial paradigm; a new type of company social responsibility rather than corporate social responsibility; and a new concept of company-relevant stakeholder rather than that of salient stakeholders. The book contains two innovative managerial mechanisms: the managerial synapse and company-relevant stakeholders-based management system able to help companies and stakeholders face successfully the challenges of digital transformation and the COVID-19 crisis and to generate greater organization functionality and performance.

The book will be of interest to company managers and management specialists, management academics, consultants and researchers, and MBA students interested in a style of management with social responsibility at the forefront.

Recenzijos

"This timely book will provide managers needed insights to enable them to more successfully lead in todays innovative and dynamically competitive global environment."

Dr. Sandra Rahman, Framingham State University

List of Figures
xi
List of Tables
xiv
Preface xvi
1 Instead of Introduction: Why Is Stakeholder Management Necessary and Possible in the Present Context?
1(15)
Why Is Stakeholder Management Necessary Now, in the Present Context?
1(1)
Organizational Arguments
1(4)
Managerial Arguments
5(2)
Societal Arguments
7(1)
Why Is Stakeholder Management Possible Now, in the Current Context?
8(1)
Organizational Arguments
8(1)
Managerial Arguments
9(3)
Societal Arguments
12(1)
References
13(3)
2 Transition to the Knowledge-Based Economy and the Digital Economy - The Context of the Company Management, Stakeholder, and Social Responsibility Approach
16(35)
Knowledge Revolution
16(6)
Knowledge: Main Characteristics and Roles
22(4)
Knowledge-Based Economy Concept
26(3)
Knowledge-Based Economy Features
29(1)
Digital Revolution and Digital Economy
29(4)
Relationships Between Digital/Digitalized Economy and Knowledge-Based Economy
33(4)
Knowledge-Based Company - The Essential Component of the Knowledge-Based Economy
37(3)
Business Ecosystems - The New Performant Structures of the Knowledge-Based Economy
40(2)
Challenges of COVID-19 Pandemic Context
42(3)
References
45(6)
3 Contextual Main Changes and Influences on the Company and Its Stakeholders
51(29)
Approach to the Changing Business Environment
51(4)
Main Trends in the Changing Business Environment
55(1)
Increase in the Business Environment Complexity, Dynamism, and Volatility
55(2)
Digitalization of the Socio-Economic Processes
57(2)
Work Intellectualization
59(2)
Internationalization of Activities
61(1)
Multiculturalization of the Labour Force
62(1)
Nanotechnologization and Biotech nolo gization
63(2)
Comprehensive Networking in the Society and the Economy
65(2)
Sustainable Ecologization
67(1)
Intensification and Diversification of State Intervention
68(2)
Development of the Powerful Educational-Formative Dimension
70(2)
Multidimensional Remodelling of Markets
72(2)
Short Synthesis of the Influences of Megashifts on a Company and Its Stakeholders
74(2)
References
76(4)
4 Main Aspects of the Stakeholders' Approach Evolution
80(25)
Short History of the Stakeholders' Approach
80(2)
Descriptive, Instrumental, and Normative Approaches
82(3)
Main Categories of Stakeholders
85(1)
Stakeholder Identification and Prioritization
86(3)
Laws and Principles Regarding Organization Stakeholders
89(4)
The Corporate Governance-Stakeholder Management Relationship
93(3)
Our Proposals Regarding the Development of a New Stakeholder Management Approach
96(5)
References
101(4)
5 Managerial Synapse: New Concept and Innovative Managerial Mechanism
105(43)
Manager: The Most Important Organizational Stakeholder
105(3)
Relevant Stakeholder as an Essential Component of Each Company
108(5)
Managerial Synapse Definition and Categories
113(4)
Specificity and Dimensions of the Managerial Synapse
117(2)
Psychological-Cultural Background for the Managerial Synapse
119(5)
Stakeholder Trust: Crucial for Managerial Synapse
124(2)
Economic Background of the Managerial Synapse
126(3)
Criteria for Managerial Synapse Classification and Characterization
129(1)
Main Advantages and Limits of the Managerial Synapse
129(11)
Opportunity and Benefits of the Managerial Synapse in the COVID-19 Pandemic Context
140(1)
Why Is the Managerial Synapse a New Revolutionary Managerial Mechanism?
141(3)
References
144(4)
6 Building of the Managerial Synapse
148(26)
Main Variables Influencing the Managerial Synapse
148(2)
Approaches and Premises in the Managerial Synapse Construction
150(5)
Stakeholders' Win-Win Negotiation Based on Multifaceted Motivation
155(5)
Strong Motivation Content and Engagement of the Managerial Synapse Components
160(6)
Major Role Played by Stakeholder Perceptions in Managerial Synapse Construction and Work
166(2)
Two Alternative Approaches to Constructing and Implementing a Managerial Synapse
168(2)
Guide for Managerial Synapse Construction, Work, and Development
170(2)
References
172(2)
7 Manager-Subordinate Managerial Synapse
174(29)
Premises of the Manager-Subordinate Approach
174(1)
Main Differences Between a Manager-Subordinate Synapse and the "Classical Manager-Subordinate Relationship"
175(2)
Outstanding Role and Importance of the Manager-Subordinate Managerial Synapse
177(3)
Classification and Characterization of the Company Manager-Subordinate Managerial Synapse
180(5)
Manager and Subordinate Meaningful Work Inside the Managerial Synapse
185(2)
Subordinate and Manager Positive Identity Construction and Work
187(3)
Employee Agile and Dynamic Work
190(4)
Innovative Dimension of the Manager-Subordinate Managerial Synapse
194(6)
Specific Advantages of the Manager-Subordinate Managerial Synapse
200(1)
References
201(2)
8 Approach of Customer Relationship Management as a Managerial Synapse
203(33)
Short Customer Relationship Management (CRM) Genesis and Development (Evolution)
203(3)
CRM Definition and Mechanism
206(5)
Main Approaches of CRM in the Specialized Literature and Company Practice
211(4)
CRM Evaluation Using the Features of Managerial Synapse
215(5)
Perspectives and Ways to Develop CRM in Order to Become a Performant Managerial Synapse
220(5)
Classification of Manager-Relevant Customer Synapse
225(1)
Main Advantages and Limitations of the Customer-Centred Managerial Synapse
225(6)
References
231(5)
9 Company-Relevant Stakeholders-Based Management System
236(37)
Company Management System Concept
236(4)
Necessity of the Stakeholders-Based Management System
240(5)
Definition of the Company-Relevant Stakeholders-Based Management System
245(6)
Main Differences Between the Company-Relevant Stakeholders-Based Management System and "Classic" Company Management Systems
251(3)
Principles of the Company-Relevant Stakeholders-Based Management System
254(6)
Multiple Advantages of the New System for the Company and Relevant Stakeholders
260(2)
Comparative Approach of the Company-Relevant Stakeholders-Based Management System with the Stakeholders' Engagement
262(2)
Necessity and Benefits of the Company-Relevant Stakeholders-Based Management System in the COVID-19 Pandemic and Post-Pandemic Contexts
264(6)
References
270(3)
10 The Economic, Social, Ecologic, and Psychological Background of the Company-Relevant Stakeholders-Based Management
273(42)
Holistic Approach to the Company-Relevant Stakeholders-Based Management System Foundations
273(3)
Value Creation and Appropriation in a Company with Multiple Relevant Stakeholders
276(3)
Value Chain and Virtual Value Chain
279(4)
Knowledge Value Chain
283(2)
Interdependencies Between Company Value Chains - Business Environment-Relevant Stakeholders
285(6)
Corporate Social Responsibility
291(5)
Company-Relevant Stakeholder Responsibilities
296(5)
Development and Implication of Humanistic Management in Companies
301(2)
Emotions and Emotional Intelligence in Companies
303(4)
New Company-Relevant Stakeholders' Business Model Framework
307(3)
References
310(5)
11 How to Design and Build the Company-Relevant Stakeholders-Based Management System
315(45)
Milestones of Designing and Building the Company-Relevant Stakeholders-Based Management System
315(1)
Premises of the Company-Relevant Stakeholders-Based Management System Construction and Development
315(1)
Company Managers' Vision and Leadership Focused on the Relevant Stakeholders
316(3)
Design of the New Company Strategy
319(7)
Remodelling of the Company Management System
326(8)
Approaches, Methods, and Techniques Useful in the Construction and Operation of the Company-Relevant Stakeholders-Based Management System
334(13)
Construction of the New Company Organizational Culture and Subcultures
347(8)
References
355(5)
12 Instead of Conclusions: Why the New Vision and Approaches Regarding Company Management, Relevant Stakeholders, and Social Responsibility Should Be Implemented in Numerous Companies?
360(5)
Supplementary Resources for the Company
360(2)
Better Processes in the Company and at the External Stakeholders Level
362(1)
Higher, Multidimensional, and Sustainable Performances for the Company and Its Internal and External Stakeholders
363(2)
Index 365
Ovidiu Nicolescu is Professor Emeritus at Bucharest University of Economic Studies and President of the Romanian Academic Management Society, Romania.

Ciprian Nicolescu is Professor of Management at Bucharest University of Economic Studies, Romania.