2,510 research outputs found
Sustainable Companies
No full textSummary
Raising consciousness of social and environmental
problems on a global scale requires more
awareness for the responsible behavior of companies
(Avery and Bergsteiner 2011). The economic
growth and wealth creation that are essential to
achieve sustainable development goals will come
primarily from private enterprise (Nelson and
Prescott 2008). In this regard a key role is played
by sustainable companies that can assume different
forms. Among the diverse possible types,
community-based enterprises, as well as territorial
company, convivial enterprises, benefit corporations,
and B Corp, are all examples of actual
declinations of promising models for a sustainable
development seeing communal values and the
notion of the common good as essential elements
(Del Baldo 2014; Jenkins et al. 2010)
Holistic Development
No full textThe way in which holistic development can be
pursued depends on how sustainable business
models are constructed by actors involved in the
value creation (Boons and Lüdeke-Freund 2013).
In this respect, consistent leadership models (i.e.,
ethical leadership and responsible leadership) are
crucial because entrepreneurs and managers play
a key role in shaping the organizational culture
and the decision-making process that affect their
everyday routine, as well as intra-organization
procedures and structures (Melé 2012; Del
Baldo 2016).
Ethical leadership rests on personal traits and
behaviors such as integrity and transparency in
communication with stakeholders (Brown 2005;
Capaldi 2013).
Responsible leadership facilitates the involvement
of stakeholders and the creation of a cohesive
internal and external community cemented
by values and moral convictions (Jones 2014).
The ‘pillars’ by which responsible leaders guide
the company toward holistic development include
stakeholder consideration, communication,
empowerment, inclusion, and long-term orientation
(Magni and Pennarola 2015).
In summary, holistic development rests on a
business model consistent with a leadership
model that allows companies to share a strategic
orientation toward an integrated development
paradigm
Il cibo nella letteratura latina
No full textG. Baldo: 1. Una mensa letteraria: Filemone e Bauci, pp. 85-90; L. Beltramini: 2. L'apologia del cibo umile nella "vocatio ad cenam", pp. 90-98; Riferimenti bibliografici: pp. 98-100
Orazio, Odi
No full textIl volume contiene un'edizione di Orazio, Odi I-II, così articolata: Introduzione (a cura di E. Pianezzola); Nota al testo e nota metrica (L. Nosarti), testo latino con apparato critico (L. Nosarti), traduzione (E. Pianezzola), commento (G. Baldo e A. Duso). La cura generale del volume è di E. Pianezzola e G. Baldo
ISO 26000 Standard
No full textISO 26000 is considered a principle-based guidance
that attempts to operationalize SR principles
by providing suggestions for a concrete implementation.
As a “practice of reference,” it is
intended for use by all organization, thus including
both the ones that are starting the CSR journey
and those that are more experienced with its
implementation. ISO 26000 represents a practical
tool companies may use to assess if and how they
are achieving sustainability goals. It thus concretely
contributes to their strategic management
and governance betterment
Disability Management
No full textSummary
Diversity management manifests in a set of transversal
business practices – under the “umbrella”
of the corporate social responsibility policies –
that affect the corporate culture, the strategy, the
financial and control management system, the
operational activities, as well as the system of
relations with the stakeholders and the company
reporting (Angeloni 2013; D’Amato 2009;
Metallo et al. 2009; Migliaccio 2016). The growing
attention paid by policy makers, businesses,
and institutions to diversity management is attributable
to the increased complexity of society,
characterized by a multiplicity of social, cultural,
and individual subjectivities tied to gender, age,
ethnic origins, disability, sexual orientation,
personality characteristics, cognitive styles, level
of education, background, etc. In such a context
disability management is conceived as a proactive
strategy aimed at identifying and solving the factors
that prevent people with any type of disability
from accessing work (Geisen and Harder 2011).
While diversity management consists in practices
that an organization implements to create an
inclusive climate and an organizational culture
(Oberfield 2014), aimed to allow workers attitudes
and capabilities flourish and ensure growth
and success of their personal and professional
paths, disability management is not only limited
to a process or to a set of procedures (O’Brien
2013; Sabharwal 2014), but it represents a professional
activity which considers all the relational
aspects (personal contacts and interactions)
that contribute to the success of disability
management. Currently disability strategies are
often implemented as a reaction to the problems
of a single person or an organization, while empirical
studies suggest to consider such problems
in advance through appropriate policies and
procedures for overcoming and preventing them
(Geisen and Harder 2011). Namely, workplace
disability management concerns all cases of disability
from personal and congenital disabilities tothose acquired during the working period (ranging
from accidents to chronic-degenerative diseases).
In this sense, disability management is conceived
as a proactive strategy oriented to identify and
remove all the factors that prevent people, with
any type of disability, from accessing to developing
a professional path (Bruyére and Filiberto
2013; Rahim et al. 2017). This conception differs
from a more restrictive one according to which
disability management coincides with the return
to work, of disable people who are already
working
Authentic CSR
No full textThe “missing link” between the theory and practice
of CSR and sustainability in the daily life of
companies can be attributed to the lack of coherent
and authentic leadership models and styles
which should be consistent to a sustainability
orientation and based on a moral and ethical construct.
Adhering to these lines of thought, authentic
CSR orientation can be considered a step in the
business strategy (Schmidpeter 2014) that rests on
a coherent leadership model. The latter incorporates
transformational, charismatic, servant, spiritual,
or other forms of positive leadership (Avolio
and Gardner 2005).
Proactive entrepreneurial and managerial
behaviors nurtured by authenticity contribute to
orient businesses’ strategies and actions toward
effective stakeholder orientation, transparency,
and sustainable growth (Walker and Salt 2006).
Running a company that is genuinely oriented
toward CSR and sustainability requires a consistent
leadership model based on values (such as
justice and integrity), in directing the corporation
so as to ensure its prosperity based on transparency,
accountability, and responsibility (Von
Ahsen 2015; Oreg and Berson 2011). A common
trait of authentic CSR rests on the moral construct
of entrepreneurs and managers, which generates
the capacity to communicate the vision and
strengthen a cohesive organizational culture,
thus inspiring in others the will to emulate their
choices (Hoivik von Weltzien 2014). Accordingly,
a challenging approach Visser (2011) rests
on the notion that business survival depends on a
continuous striving for sustainability and that
moral leadership is a key driver to implementing
authentically CSR and sustainability-driven
strategies
Sunken CSR and SMEs
No full textSummary
Despite the increased recognition and emphasis
attributed to CSR, numerous problems and scandals
involving large corporations continue to
emerge. This contradiction nurtures a growing
interest in intrinsic CSR rooted in ethical concerns
spread among the company’s culture. While larger
companies have to consider the expectations of
shareholders and multiple stakeholders, SMEs do
not need to be accountable to stakeholders
through a systematic and formalized approach
grounded on the adoption of sustainability reports
useful to assess and demonstrate their CSR performance.
However, the difference between
extrinsic and intrinsic CSR is often very difficult
(first) to understand and (second) to bridge and
some authors advocate that the extrinsic and the
intrinsic motive for CSR could evolve and be
integrate
Integrated Reporting for Sustainability
No full textIR has prompted a challenge that unfolds new
frontiers for both academic research and business
applications (Eccles and Krzus 2010; Adams
2015) and enhances the transition to new processes
of communication and stakeholders’ management.
The necessity to assess, monitor, and
communicate traditional (economic and financial)
and ESG – governance, ethical, social, and environmental
– performance underpins the expansion
of new accounting and accountability tools and
processes like integrated reporting that help companies
better understand whether responsible and
sustainability-oriented practices are contributing
to the enhancement and disclosure of intangible
resources. In this regard, the IIRC has devised a
holistic approach that draws attention to the way a
company creates value. Companies have demonstrated
a growing interest in adopting IR to integrate
the outcomes of intangible and tangible
resource management within their reports, thus
prompting IR developments both in theory and
practice
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