1,721,072 research outputs found
Redefining the purpose of the firm and purpose's role in managing a crisis
No full textRedefining Purpose of the Firm as Creating Shared Value: Systematic Review, Synthesis, and Integrative Perspective. Exploring the Role of the Purpose and Configuration of Resources Amid Grand Health Crisis. The Role of Distributed Leadership in Managing Stakeholders During Expected Health Crisi
Creating shared value: A systematic review, synthesis and integrative perspective
Get PDFCreating shared value (CSV) refers to a strategic process through which corporations can turn social problems into business opportunities. CSV's strategic approach in solving societal problems and its close relationship with strategic corporate social responsibility (CSR) and stakeholder theory have kept the concept in the spotlight in both the corporate and academic worlds. As a result, the literature on CSV is riddled with ambiguities, weak theoretical foundations and contradictions. To better understand and address these ambiguities, we conducted a systematic literature review of 242 articles published from 2010 to 2020. We begin with a comprehensive review of the field and develop a definition of CSV that distinguishes it from related concepts. Our review and analysis reveal, firstly, that CSV is a meaningful, incremental addition in the extant literature and not a revolutionary concept, nor a buzzword. Secondly, assuming that firms are rational, a firm's decision function when it comes to adopting a CSV strategy depends on opportunity costs and transaction costs. Thirdly, there is no single universal way to create shared value: multiple external and internal factors influence a firm's ability to pursue a CSV strategy effectively. Our discussion delineates the key differences between scholars of strategy and scholars of business ethics, and directs avenues for more constructive research. We also believe that this study will act as a guide for managers in adapting to CSV strategies, helping corporations adopt society‐friendly policies
A New Perspective on Factors Influencing the Development of Dynamic Capabilities
No full textObjectives. The dynamic capability framework has got the wide attention of prominent scholars because of its importance in providing sustainable competitive advantage. Yet, researchers have less focused on the development process of dynamic capabilities. This study investigates the role of organizational factors, more specifically organizational culture and leadership, in the development of dynamic capabilities. Methodology. This is a qualitative research study that involved comparative case study analysis. Semi-structured interviews were used in data collection. Based on original data collected through 21 interviews (13 from company A and 8 from company B), we analyzed what drove the development of dynamic capabilities in two quite different cases. Findings. It was found that research on the development of dynamic capabilities needs a holistic approach as organizational factors are interrelated and interdependent. On the basis of this, we have drawn number of conclusions and proposed a conceptual model which is based on three propositions. First, dynamic organizational culture is positively related to firm’s capacity to develop dynamic capabilities. Second, dynamic leadership has a significant role in creating dynamic organizational culture. Third, dynamic leadership plays a vital role in the development of dynamic capabilities. Research limits. The model has been developed upon evidences coming from a limited number of case studies, therefore, results must be interpreted with caution. Practical implications. This paper will act as guide for managers’ and leaders’ in creating dynamic culture within the organization and developing dynamic capabilities. Originality of the study. The originality of the study lies in the fact that it proposes a new model, revealing the traits of dynamic organizational culture and dynamic leadership, the two organizational factors influencing firm’s capacity to develop dynamic capabilities
sj-docx-1-pie-10.1177_09544089211063099 - Supplemental material for Metallurgical, mechanical and tribological behavior of Reinforced magnesium-based composite developed Via Friction stir processing
No full textSupplemental material, sj-docx-1-pie-10.1177_09544089211063099 for Metallurgical, mechanical and tribological behavior of Reinforced magnesium-based composite developed Via Friction stir processing by Prem Sagar, Amit Handa and Gitesh Kumar in Proceedings of the Institution of Mechanical Engineers, Part E: Journal of Process Mechanical Engineering</p
Understanding "creating shared value"
No full textCreating Shared Value (CSV) has been presented as the saviour of capitalism, a way to vanquish the perception that business profit at the expense of society. The concept of solving societal issues by gaining economic benefits has caught the attention of companies and prominent researchers. Yet, CSV has been referred to as nothing more than a buzzword and criticized because of similarities with existing models and lack of empirical evidences. In this paper, we offer new perspectives on CSV analysing it from the points of view of related concepts, such as stakeholder theory, sustainability, social entrepreneurship, Bottom of the Pyramid, Blended Value and CSR. Examples and discussion outline fundamental differences among similar concepts, thereby shedding light on CSV and both strengths and limitation thereof. Conclusions pave the way to a clear understanding of CSV concept, the locus of which include, but is not limited to, CSR, while giving directions for further research and theoretical development
sj-docx-1-pie-10.1177_09544089231221683 - Supplemental material for Synergistic effect of hybrid reinforcement on magnesium-based composites for enriching mechanical and tribological characteristics
No full textSupplemental material, sj-docx-1-pie-10.1177_09544089231221683 for Synergistic effect of hybrid reinforcement on magnesium-based composites for enriching mechanical and tribological characteristics by Prem Sagar, Sanjeev K Khanna, Rade Vignjevic and Amit Handa in Proceedings of the Institution of Mechanical Engineers, Part E: Journal of Process Mechanical Engineering</p
Rethinking Crisis as Expected: Stakeholder Leadership in Navigating Ethical Dilemmas and Avoiding Polycrises
Get PDFExtant literature on crises and crisis management is predominantly based on the assumption that crises are unexpected events. However, in the past two decades, we have noticed crises arrive continually, and experts have warned that we are prone to a range of crises, including climate change, migration, industrial incidents, and other crises of financial, cyber, reputational, social, and political nature. These recurring crises and warnings mean considering all crises as unexpected events is illusory and can lead organizations into polycrises, or systems of multiple, interconnected crises. We conducted a 17-month longitudinal case study on a nonprofit health care organization that faced the COVID-19 pandemic. We found that organizational leadership considered the crisis as an expected event, which helped the organization avoid purposeful ignorance and unintentional actions that could exacerbate a crisis or even develop into a polycrisis. Our study contributes to literature in three ways. First, it illustrates the dimensions of expected crises and their underlying ethical dilemmas. Second, we explain that organization’s purpose has a crucial role in helping leadership navigate ethical dilemmas during a crisis. Third, we identify three characteristics of stakeholder leadership: enfranchising new leaders, facilitation, and sharing in operational work. Our findings and framework offer three implications: (1) embrace an expected crisis, (2) emphasize purpose to navigate ethical dilemmas, and (3) adopt stakeholder leadership instead of centralized leadership
Nepal: Prem Sagar Karmacharya
No full textA document from Amnesty International's Urgent Action Networ
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