CSR Discovery Leadership
Society, Science and Shared Value Consciousness
Business & Finance, Business Reference, Business Ethics, Management & Leadership, Management
| Author: | Diane L. Swanson | ISBN: | 9783319599540 |
| Publisher: | Springer International Publishing | Publication: | August 3, 2017 |
| Imprint: | Palgrave Macmillan | Language: | English |
| Author: | Diane L. Swanson |
| ISBN: | 9783319599540 |
| Publisher: | Springer International Publishing |
| Publication: | August 3, 2017 |
| Imprint: | Palgrave Macmillan |
| Language: | English |
This book argues that separation consciousness has kept a collective demand for corporate social responsibility at bay, even providing justification for business to neglect society. Yet there are signs that separation consciousness is being replaced with the expectation that businesses engage in symbiotic relationships with stakeholders that yield triple bottom line benefits. The potential for business to enact this social contract depends largely on the ability of top executives to discover how to activate the organizational values that make such benefits possible. The author argues that the required mind-set for this task bears a strong resemblance to the scientific discovery mentality, and that if executives were to embed this mentality in organizational decision making, shared consciousness between firms and stakeholders of the values that support corporate responsibility is feasible. CSR Discovery Leadership examines this prospect of shared value consciousness, a new frontier for CSR leadership.
This book argues that separation consciousness has kept a collective demand for corporate social responsibility at bay, even providing justification for business to neglect society. Yet there are signs that separation consciousness is being replaced with the expectation that businesses engage in symbiotic relationships with stakeholders that yield triple bottom line benefits. The potential for business to enact this social contract depends largely on the ability of top executives to discover how to activate the organizational values that make such benefits possible. The author argues that the required mind-set for this task bears a strong resemblance to the scientific discovery mentality, and that if executives were to embed this mentality in organizational decision making, shared consciousness between firms and stakeholders of the values that support corporate responsibility is feasible. CSR Discovery Leadership examines this prospect of shared value consciousness, a new frontier for CSR leadership.
