Titlebook: Embedding CSR into Corporate Culture; Challenging the Exec Diane L. Swanson Book 2014 Palgrave Macmillan, a division of Macmillan Publisher

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https://doi.org/10.1007/978-3-031-40082-7porate social performance (CSP) in Chapter 3 to illustrate the downfalls of amoral executive decision making. More specifically, this chapter illustrates the organizational dynamics that are inevitable when the executive manager ignores, suppresses, or denies the role of values in decision making, a

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Enzyme Repression in Anabolic Pathways,lders with economic and ecological benefits. To that end, they direct their firms to understand and respond to stakeholder interests, which are value based and typically articulated in the language of rights and justice. In other words, discovery leaders exhibit a sense of responsibility that is abo

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Book 2014Embedding CSR into Corporate Culture demonstrates that a new frontier for corporate social responsibility is possible in theory and practice. The key idea - discovery leadership - enables corporate managers to deal effectively with problems, issues, and value clashes occurring at the corporation-society interface.