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Board diversity management in FTSE350 - So close and yet so far: Reflections & the way forward
No full textThe challenge of board diversity has been tackled through various interpretations of diversity, encompassing a range of demographic characteristics and different approaches, adapted to align with the prevailing institutional practices in different countries. In corporate governance, the United Kingdom has stood out as a trailblazer by advocating for a more inclusive and varied board makeup to enhance corporate governance, with a comprehensive perspective on diversity. Remarkably, without the imposition of strict mandates, leading UK companies have achieved noteworthy yet measured advancements in promoting gender diversity within their boardrooms. However, diversity management accomplishments in the UK are mainly limited to Non-Executive Director positions in FTSE100 boards, and the Executive Director positions, Committee reporting positions, Chairs and CEO roles remain overwhelmingly male-dominated. Furthermore, the Gender Pay Gap in the UK remains even lower than Europe's average. Therefore, through interactions with 57 corporate elites, this study examines the progress and its limitations and suggests the way forward. The study recommends focusing on the experience instead of the demographic attributes of the directors. Second, we offer that the intersectionality of experience needs to be prioritised on boards. Third, we report that historical bias continues to be deeply embedded and impacts gender balance; therefore, continuing voluntary targets may address gender balance in different hierarchies/roles. Finally, we find that female Directors are under harsher scrutiny, which may hamper their natural leadership style, depriving boards of the benefits of a diverse composition. Contributions to literature, praxis and policy are recorded in the chapter
Digitalisation, social media and disadvantage: towards a reflexive global diversity management within rising posthuman conditions
No full textThis chapter contributes to global diversity management (GDM) within the emerging posthuman setting, a salient feature of the twenty-first century. Posthuman conditions generated through digitalisation inevitably dominate our personal, occupational and social lives, radically transforming conventional relations, identities, expectations, obligations and intimacies. This transformation of our lifeworld demands a reconsideration of the question ‘what is it to be human?’ with vital implications on how we understand diversity and disadvantage, as little is known about how posthuman conditions impact upon already disadvantaged individuals. Therefore, using the findings of a recent study on rural women’s social media experiences, this chapter explores human transcendence - the changing nature of sense of self and agency of marginalised people to understand if posthuman conditions generate eudemonia - the good life, and emancipation or exacerbate (digital) distraction, distress and de-flourishing, arguing that GDM practices must be revised to accommodate emerging posthuman conditions
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Board diversity management in FTSE 350 – so close and yet so far: reflections and the way forward
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Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Piramidin Altı (Bottom of the Pyramid) Stratejisinin Sosyal İnovasyonSüreci ile Eyleme Dönüştürülmesi: Bir Durum Çalışması
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ÖRGÜT İÇİ BİLGİ AKTARIMINDA YAPISAL SOSYAL SERMAYENİN YERİNİN FOULCAULT NUN PERSPEKTİFİNDEN TARTIŞILMASI PANOPTİKON YAPI GÖZETİM NORMALLEŞME
No full text“SOSYAL FAYDA YARATMA ARZUSU SOSYALGİRİŞİMCİLİĞİN ESASIDIR”: SOSYAL GİRİŞİMCİ/LİK MİTLERİ VE İDEOLOJİSİ - BARTHESIAN BİR ANALİZ
No full textThe social benefit creating capabilities of business in innovation process: A case study within the frame of social innovation
No full textBu çalışmada, sosyal inovasyon kapsamında, işletmelerin sosyal fayda yaratma becerilerini elde etme ve geliştirme süreci araştırılmıştır. Sosyal inovasyon süreci için gereksenen stratejik bütünlüğün nasıl sağlandığı, aktörlerin (kamu kurumları, sivil toplum kuruluşları veya kar amacı gütmeyen diğer örgütler, üniversiteler veya diğer eğitim kurumları) sürece nasıl dahil edildiği değerlendirilmiştir. Araştırma ile, sürecin çıktılarının yaygınlaştırılmasında (scale out) ve ölçeğin büyütülmesinde (scale up) benimsenen yaklaşımların ve işletmecilik uygulamalarının yerinin tespit edilmesi amaçlanmıştır. Araştırma için nitel yöntem tercih edilmiştir. Uzman görüşleri alınarak tespit edilen ve yapılan ön görüşme ile sosyal inovasyon yaptığına kanaat edilen Sebit Eğitim ve Bilgi Teknolojileri A.Ş.de durum çalışması gerçekleştirilmiştir. Sekiz yönetici ile 12 ayda, yaklaşık 20 saatte tamamlanan derinlemesine mülakatlar ile dokümanlar ve saha notları veri kaynaklarıdır. Betimsel analiz yöntemi kullanılmıştır. Araştırmanın sonuncunda sosyal inovasyon sürecinin finansal hassasiyetinin yüksek olduğu, bu nedenle işletmenin, amacı ile ilişkilendirilebilecek faaliyetlerde bulunan ticari nitelikli bir işletmenin iştiraki olmasının sürecin etkinliğini artırdığı tespit edilmiştir. Karşılıklı fayda yaratımı önem arz etmektedir. Becerilerin geliştirilmesi için sosyal inovasyon sürecinin bireyden sisteme yönelik şekilde tasarlanması ve işletilmesinin yerinde olacağı izlenmiştir. Sosyal değerin ortaya çıkması için sosyal gereksinimlere sahip bireylerin çözüm önerisini benimsemiş olması gerekir. Bu nedenle işletmenin kendisini paydaş olarak konunlandırmasının da becerilerin geliştirilmesinde işlevsel olduğu görülmüştür.In this research, acquiring and developing process of capabilities of creating social benefits of operations in the scope of social innovation is investigated. Methods of how to provide strategic integrity which is required for social innovation process and how it is included in the process (public enterprises, nongovernmental organizations and other non-profit organizations, universities or other educational institutions) are evaluated. It is aimed to detect the position of adopted approaches and shopkeeping practices in scaling out the outputs of the process and scaling up the scale with the research. A qualitative method is preferred for the research. The case study is done in Sebit Eğitim ve Bilgi Teknolojileri A.Ş. which is thought that it is making social innovations by the pre-interview made and confirmed by receiving expert opinions. Interviews, documents and area notes are data sources for the compilation completed in 12 months and 20 hours with eight directors. A descriptive analysis method is used. It is confirmed that financial sensibility of social innovation process is high as a result of the research and the efficiency of the process is increased as a commercial-qualified operation which is effective in the actions which could be associated with its goals is not participated. Mutual benefit creation is important. It is observed that social innovation process will be planned as from individual to the system and it will be proper to be operated. Solution offers of individuals who meet social needs in order to reveal social value must be adopted. So the positioning of the operation itself as a shareholder is also functional in improving the capabilities
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