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In today's highly networked and competitive global economy, mounting social and environmental problems are forcing corporations to focus on more than just their stockholders' interest in meeting bottom line profitability. More and more companies are recognizing the value of identifying and building relationships with all of their organization's stakeholders-employees, customers, suppliers, and even communities. In fact, recent research has shown that companies that treat their employees well, create jobs in the local economy, develop innovative products and services, take care of the environment, and contribute to the community, are often more profitable. In The Stakeholder Strategy, sociologist Ann Svendsen presents an effective and practical step-by-step guide that companies can use to forge a network of powerful and profitable collaborative stakeholder relationships. While some forward-thinking corporations have tried limited collaborative approaches-focusing on one stakeholder group at a time-few have taken a comprehensive and strategic approach to building relationships with all of their stakeholders, notes Svendsen. And, while considerable commitment to the idea of stakeholder collaboration exists, there is a lack of knowledge and understanding about how to develop these relationships. The Stakeholder Strategy is the first book to show business leaders and managers how to establish and maintain positive, mutually beneficial stakeholder relationships. Based on a synthesis of ideas from community relations, corporate philanthropy, stakeholder management, organizational change, sustainability, and the corporate social responsibility literature, it offers an integrated framework, as well as the practical tools for developing new kinds of collaborative relationships. Svendsen uses easy-to-grasp concepts from everyday life, such as the process we go through in finding a mate or developing a long-term friendship, to illustrate these relationship-building strategies. She lays out the steps a company should take to create a collaboration-friendly organization: establishing a social mission, values, and ethical guidelines; assessing corporate readiness for collaboration; and making changes in communication, information and reward systems to support internal and external collaboration. Featuring case study examples from companies in North America and Europe who are working to build collaborative relationships with their stakeholders, The Stakeholde...

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Beaucoup de dirigeants d'entreprise chrétiens témoignent d'une approche fondée sur la dignité de la personne. Ils s'efforcent de mettre en oeuvre des politiques humaines reflétant les valeurs de l'Évangile. Mais trop souvent, la critique du système économique qu'ils animent est faible, superficielle ou inexistante, alors que la doctrine sociale de l'Église est beaucoup plus précise dans ce domaine. C'est comme si ces dirigeants limitaient leur regard critique et leur engagement moral à la seule entreprise sans prendre en compte le modèle économique aux avantages et aux défauts duquel ils contribuent si activement. Et pourtant une question se pose avec une acuité toujours plus grande : peut-on agir de manière éthique dans un système qui ne l'est pas ? Peut-on rester chrétien en animant un modèle de développement qui ne cesse de bafouer les valeurs de l'Évangile ?

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"This book the first of a two-volume series argues that, today, stakeholder thinking has evolved into the study of interactive, mutually engaged and responsive relationships that establish the very context of doing modern business, and create the groundwork for transparency and accountability.This book makes it clear that in today's societies successful companies are those that recognize that they have responsibilities to a range of stakeholders that go beyond mere compliance with the law or meeting the fiduciary responsibility inherent in maximizing returns to shareholders. If in the past the focus was on enhancing shareholder value, now it is on engaging stakeholders for long-term value creation. The process of engagement creates a dynamic context of interaction, mutual respect, dialogue and change not a one-sided "management" of stakeholders. Indeed, the authors believe the very term "stakeholder management" to be outdated and corporate-centric. Companies can manage their relationships with stakeholders, but frequently cannot actually manage the stakeholders themselves, because, as the activist and collaborative initiatives described in this volume suggest, company-stakeholder relationships are not one-way streets and different institutions bring different agendas, goals and priorities to the engagement.There are clear implications to the way in which stakeholder thinking is unfolding today. If in the past corporate "social" responsibility was simply seen as profitability plus compliance plus philanthropy, now responsible corporate citizenship or corporate responsibility means companies being more aware of and understanding the societies in which they operate. Corporate responsibility means recognising that day-to-day operating practices affect stakeholders and that it is in those impacts where responsibility lies, not merely in efforts to "do good". Companies are now faced with a wide array of challenges that mean that senior executives and managers need to be able to deal with issues including greater accountability, human rights abuses, sustainability strategies, corporate governance codes, workplace ethics, stakeholder consultation and management. Stakeholder thinking needs to capture these new realities.The global reach of multinational corporations has served to highlight the need for the (re)integration of business into society, relationships into stakeholder relations, and ethics into managerial practice. The rise in power of global activism involving NGOs, and global business involving multinational corporations, makes it even more critical today for companies to consider the power and interests of corporate stakeholders when developing strategic plans. The interactivity and mutuality of relationships described in this book make it clear that firms and stakeholders share the power and responsibility to influence both the profit potential of the firm and how the benefits of the firm's success impact on society.  This important volume brings together leading academic thought on stakeholder thinking for the first time. Unfolding Stakeholder Thinkin. will be indispensable to corporate managers, NGOs and academics seeking greater understanding of the dynamics of stakeholder thinking in a world of rapidly changing responsibilities.A companion volume, Unfolding Stakeholder Thinking 2, focusing on practical issues such as relationship management, communication, reporting, and performance, is also available."--Provided by publisher.

Management --- Business & Economics --- Management Styles & Communication --- Social responsibility of business. --- Business planning. --- Business enterprises --- Business plans --- Corporate planning --- Corporate strategy --- Corporations --- Strategy, Corporate --- Business --- Corporate accountability --- Corporate responsibility --- Corporate social responsibility --- CSR (Corporate social responsibility) --- Industries --- Social responsibility, Corporate --- Social responsibility of industry --- Planning --- Social responsibility --- Public, state and nationalized enterprises --- 658.115 Public, state and nationalized enterprises --- 658.315 --- 658.115 --- 658.315 Relations between management and workforce within the firm --- Relations between management and workforce within the firm --- Strategic planning --- Business ethics --- Issues management --- Social aspects --- Social responsibility of business --- Business planning

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The way we manage organizations seems increasingly out of date. Survey after survey shows that a majority of employees feel disengaged from their companies. The epidemic of organizational disillusionment goes way beyond Corporate America-teachers, doctors, and nurses are leaving their professions in record numbers because the way we run schools and hospitals kills their vocation. Government agencies and nonprofits have a noble purpose, but working for these entities often feels soulless and lifeless just the same. All these organizations suffer from power games played at the top and powerlessness at lower levels, from infighting and bureaucracy, from endless meetings and a seemingly never-ending succession of change and cost-cutting programs.Deep inside, we long for soulful workplaces, for authenticity, community, passion, and purpose. The solution, according to many progressive scholars, lies with more enlightened management. But reality shows that this is not enough. In most cases, the system beats the individual-when managers or leaders go through an inner transformation, they end up leaving their organizations because they no longer feel like putting up with a place that is inhospitable to the deeper longings of their soul.We need more enlightened leaders, but we need something more: enlightened organizational structures and practices. But is there even such a thing? Can we conceive of enlightened organizations?Bron : http://www.lannoo.be

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Les entreprises les plus performantes seront-elles celles qui, mieux que les autres, auront été capables de développer avec succès des "innovations responsables" ? Cet ouvrage offre des pistes de réflexion et apporte des éléments de réponse à cette question. Il propose au lecteur des schémas et des méthodes d'analyse orientés vers la prise de décision en matière d'innovations responsables. A côté d'ouvrages sur le thème de la Responsabilité Sociétale de l'Entreprise et du "management vert", l'auteur traite ici plus particulièrement des "innovations responsables" et plus spécifiquement encore du management stratégique de ces innovations. Or, un nombre croissant d'acteurs publics et privés, dont bien sûr les entreprises, s'accordent à reconnaître le rôle essentiel de ces innovations dans la réalisation des objectifs et performances économiques, environnementales et sociales. L'originalité de l'ouvrage tient aussi au fait qu'il présente une "synthèse" de la littérature académique sur ce thème, permettant d'intégrer les travaux dans une perspective de management stratégique. Enfin, il faut souligner l'originalité de la perspective adoptée : équilibre entre réflexions basées sur la littérature "académique" la plus récente et la présentation de méthodes permettant de développer et mettre en oeuvre de véritables stratégies d'innovations responsables. De nombreux exemples et des "mini-cas" complètent l'ensemble. L'ouvrage intéressera les professeurs et étudiants de mastères en management, en innovation et en développement durable, les étudiants en Grandes Ecoles, ainsi que les cadres et managers.

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