標題: Titlebook: Coherency Management; An Alternative to CS Ivan Hilliard Book 2019 The Editor(s) (if applicable) and The Author(s), under exclusive license [打印本頁] 作者: centipede 時間: 2025-3-21 19:22
書目名稱Coherency Management影響因子(影響力)
書目名稱Coherency Management影響因子(影響力)學科排名
書目名稱Coherency Management網(wǎng)絡公開度
書目名稱Coherency Management網(wǎng)絡公開度學科排名
書目名稱Coherency Management被引頻次
書目名稱Coherency Management被引頻次學科排名
書目名稱Coherency Management年度引用
書目名稱Coherency Management年度引用學科排名
書目名稱Coherency Management讀者反饋
書目名稱Coherency Management讀者反饋學科排名
作者: perimenopause 時間: 2025-3-21 20:16
Coherent Organizational Responsibility,justification of belief. This chapter deals with applying those conditions to any firm serious about managing its myriad responsibilities. It starts by analyzing the fundamental properties of any organization—one being a group of people with a purpose, which in the context of responsible organizatio作者: Assault 時間: 2025-3-22 01:16
The Interdependent Business: Understanding Value Creation, and the risks supported by different stakeholder groups such as employees and suppliers in their relations with any firm. It goes on to explain why current management thinking on these topics is incoherent for any organization that claims to take seriously its social and environmental responsibilit作者: 憤慨一下 時間: 2025-3-22 04:56 作者: ABYSS 時間: 2025-3-22 10:47
Stakeholder Politics: Why Knowing More Can Also Mean Doing Less,orting, used to manage the dialogue companies maintain with different stakeholder groups. It explains the limits of this type of tool and why they fail to improve overall responsible behavior. It then identifies why any organization serious about their approach to social responsibility must change c作者: 無表情 時間: 2025-3-22 15:21 作者: 無表情 時間: 2025-3-22 17:02
,Employee Worth: Why Every Hour Worked Doesn’t Add Value (but Counts), these are affected by concepts of organizational justice and social identity theory, and the importance of aligning organizational and individual values. It continues by outlining the positive effects on employees of responsible business practices in relation to these issues. It finishes by explain作者: 用手捏 時間: 2025-3-22 21:53 作者: Dealing 時間: 2025-3-23 05:01
The Pillars of Coherency,ese pillars are participation, interaction, design, learning, and vision, and each one is described in detail. An analysis is provided of two types of responsible organizations where these pillars are present—one that has Corporate Social Responsibility (CSR) but continues to create economic value f作者: CURT 時間: 2025-3-23 05:37 作者: 減至最低 時間: 2025-3-23 10:25
Systems Thinking for Coherency,tional-wide solutions. It then analyzes why such an approach is useful and necessary, but not sufficient unless it is accompanied by a genuine implementation of the coherency conditions. It then assesses the role of systems thinking in driving change in complex adaptive systems, overcoming resistanc作者: alleviate 時間: 2025-3-23 13:57 作者: faultfinder 時間: 2025-3-23 20:23
Book 2019e conflicting forces that strive to create value across the stakeholder spectrum. In doing so, it provides an alternative to the limited and ineffective role currently played by Corporate Social Responsibility (CSR), and offers an approach more in line with the needs of a sustainable society. Hillia作者: insidious 時間: 2025-3-24 01:35 作者: 內(nèi)部 時間: 2025-3-24 04:53
,Der Hofastronom Christian Mayer 1719–1783,roblems faced by humanity in the twenty-first century. This chapter summarizes the origins of CSR, as well as its limitations and fundamental underlying contradictions. It then explains why CSR needs to adopt a more coherent approach and outlines what that approach should look like.作者: 疏遠天際 時間: 2025-3-24 09:09 作者: Venules 時間: 2025-3-24 11:11
Spezielle optische Sendedioden,cultural resistance to criticism. It finishes by considering complexity levels in the management of broad and diverse responsibilities, and the need for a more coherent approach to learning to manage such complexity.作者: habitat 時間: 2025-3-24 15:18 作者: 一窩小鳥 時間: 2025-3-24 20:12 作者: 緩解 時間: 2025-3-25 01:47
Marian Wiegand,Wolfgang J. Neubertmething that cannot genuinely be forced on people. At the same time, it outlines the parameters of this democratizing process and explains why it needs to be limited. It finishes by explaining why such an approach meets the coherency conditions introducing in Chapter ..作者: 全神貫注于 時間: 2025-3-25 06:13 作者: 不安 時間: 2025-3-25 11:25 作者: GRIPE 時間: 2025-3-25 12:19
Spezielle optische Sendedioden,ues. It continues by outlining the positive effects on employees of responsible business practices in relation to these issues. It finishes by explaining how coherency management, when applied to the company-employee relationship, can improve overall productivity and commitment to more responsible organizational behavior.作者: GLOSS 時間: 2025-3-25 16:00
Why Send Law to the Countryside? responsible organizations where these pillars are present—one that has Corporate Social Responsibility (CSR) but continues to create economic value for a minority of shareholders; and another that applies the coherency conditions to ensure that the pillars support coherent value creation, distributed fairly based on stakeholder inputs.作者: LATHE 時間: 2025-3-25 22:39
Court Trial and Its Administrationrganization and the coherently responsible organization at two different levels—abstract and system, showing what the five coherency pillars presented in Chapter . look like in each case. It explains how to begin the transformation from one to the other and outlines the different types of cognitive bias that prevent many firms from doing so.作者: 蕨類 時間: 2025-3-26 00:46
Dispute Settlement and Governance of Rulesntation of the coherency conditions. It then assesses the role of systems thinking in driving change in complex adaptive systems, overcoming resistance, and dealing with different types of cognitive bias.作者: Militia 時間: 2025-3-26 07:22
Courts of First Instance and Appellate Court impact to date. A second argument presented deals with organizational bias, whereby decision-making becomes locked-into certain parameters and results are valued above processes. It finishes by outlining a series of pitfalls to avoid for any organization serious about adapting a coherent approach to social responsibility.作者: heterogeneous 時間: 2025-3-26 10:59 作者: 高歌 時間: 2025-3-26 15:25 作者: Opponent 時間: 2025-3-26 20:16
Stakeholder Politics: Why Knowing More Can Also Mean Doing Less,l to improve overall responsible behavior. It then identifies why any organization serious about their approach to social responsibility must change current stakeholder dialogue practices and outlines how they can do so in a more coherent way.作者: EVEN 時間: 2025-3-26 21:51 作者: 召集 時間: 2025-3-27 05:06
,Employee Worth: Why Every Hour Worked Doesn’t Add Value (but Counts),ues. It continues by outlining the positive effects on employees of responsible business practices in relation to these issues. It finishes by explaining how coherency management, when applied to the company-employee relationship, can improve overall productivity and commitment to more responsible organizational behavior.作者: 演繹 時間: 2025-3-27 07:29
The Pillars of Coherency, responsible organizations where these pillars are present—one that has Corporate Social Responsibility (CSR) but continues to create economic value for a minority of shareholders; and another that applies the coherency conditions to ensure that the pillars support coherent value creation, distributed fairly based on stakeholder inputs.作者: absorbed 時間: 2025-3-27 10:44
Getting to CORE,rganization and the coherently responsible organization at two different levels—abstract and system, showing what the five coherency pillars presented in Chapter . look like in each case. It explains how to begin the transformation from one to the other and outlines the different types of cognitive bias that prevent many firms from doing so.作者: 破裂 時間: 2025-3-27 14:06
Systems Thinking for Coherency,ntation of the coherency conditions. It then assesses the role of systems thinking in driving change in complex adaptive systems, overcoming resistance, and dealing with different types of cognitive bias.作者: Ablation 時間: 2025-3-27 21:39
Coherent CSR, impact to date. A second argument presented deals with organizational bias, whereby decision-making becomes locked-into certain parameters and results are valued above processes. It finishes by outlining a series of pitfalls to avoid for any organization serious about adapting a coherent approach to social responsibility.作者: 減弱不好 時間: 2025-3-27 23:46 作者: multiply 時間: 2025-3-28 04:48 作者: coagulation 時間: 2025-3-28 07:33
Coherent Organizational Responsibility,nal behavior, are stakeholders who provide inputs, and the other being value creation. It then explains in detail what the coherency conditions are, and how they should be applied to these fundamental properties. It finishes by outlining the advantages of such an approach compared to current CSR thinking and practice.作者: largesse 時間: 2025-3-28 12:20 作者: 大量 時間: 2025-3-28 18:18
,Der Hofastronom Christian Mayer 1719–1783,ial, environmental, and economic impacts that companies generate as they pursue the financial bottom line. Emerging as a response to changing expectations of how organizations should behave in a complex and increasingly globalized world, its incoherency makes it inadequate to deal with the serious p作者: 偉大 時間: 2025-3-28 19:34 作者: 拖網(wǎng) 時間: 2025-3-29 02:13
Marian Wiegand,Wolfgang J. Neubert and the risks supported by different stakeholder groups such as employees and suppliers in their relations with any firm. It goes on to explain why current management thinking on these topics is incoherent for any organization that claims to take seriously its social and environmental responsibilit作者: Demulcent 時間: 2025-3-29 04:24
Marian Wiegand,Wolfgang J. Neubertmaking process for any organization that wishes to behave in a more responsible manner, as well as the risks of continuing a top-down imposition of something that cannot genuinely be forced on people. At the same time, it outlines the parameters of this democratizing process and explains why it need作者: 生銹 時間: 2025-3-29 09:39
https://doi.org/10.1007/978-3-322-92779-8orting, used to manage the dialogue companies maintain with different stakeholder groups. It explains the limits of this type of tool and why they fail to improve overall responsible behavior. It then identifies why any organization serious about their approach to social responsibility must change c作者: Systemic 時間: 2025-3-29 13:23 作者: 占卜者 時間: 2025-3-29 18:24
Spezielle optische Sendedioden, these are affected by concepts of organizational justice and social identity theory, and the importance of aligning organizational and individual values. It continues by outlining the positive effects on employees of responsible business practices in relation to these issues. It finishes by explain
