Impactos Do Engajamento Das Empresas Com Seus Stakeholders [The Impacts of Stakeholder Engagement]

This empirical paper explores mechanisms by which stakeholders are granted a voice in corporate decision-making processes. A systematic analysis of stakeholder engagement of 51 companies participating in UK’s Business in the Community’s Corporate Responsibility Index is presented, showing the type of stakeholders companies engage with, by which means, as well as the impact of such engagement. We found that leading firms are moving from risk- to opportunity-based engagement using open and long-term engagement mechanisms to align their decisions with their stakeholders’ views and concerns. As results indicate that companies are granting stakeholder views to shape important governance aspects such as policies as well as monitoring and measuring progress, we propagate the term stakeholder governance for advanced forms of stakeholder engagement

Stakeholder theory in social entrepreneurship: a descriptive case study

In this paper, a descriptive case study of a social entrepreneurial firm is used to demonstrate stakeholder salience and stakeholder social issue management valence. The methodology is to use a semi structured interview with a social entrepreneur to identify and map the firm's stakeholders' salience and stakeholders' social issue management valence. The resulting map uses spheres, sized proportionally to social issue management valence, to represent the various stakeholder groups. Each map shows the positioning of stakeholders according to their salience at critical points in the life of the social entrepreneurship. This paper contributes to stakeholder theory through its use of an innovative methodology to combine and view the stakeholders and their importance to the social entrepreneur on a single map. This map incorporates the elements of stakeholder salience with stakeholder social issue management valence. This mapping approach enables us to visualize how salience and valence positions change at critical times. Social entrepreneurs applying this mapping method can balance the allocation of their time and attention to stakeholders while simultaneously keeping with their social mission

Intraempreendedores sociais: Como empresas podem impulsionar seu potencial [Social intrapreneurs: How companies can foster their potential]

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Improving environmental performance through unit-level organizational citizenship behaviors for the environment: A capability perspective

Organizational citizenship behaviors for the environment (OCBEs) are increasingly advocated as a means of complementing formal practices in improving environmental performance. Adopting a capability perspective, we propose that a firm's employee involvement capability translates into environmental performance through the manifestation of unit-level OCBEs, and that this relationship is amplified by a shared vision capability. In a cross-country and multi-industry sample of 170 firms, we find support for our hypotheses, shedding light on contextual determinants of OCBEs, and on how firms may engender a positive relationship between top-down environmental initiatives and bottom-up behaviors

Social intrapreneurship at Natura

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STRESSING THE CENTRAL ROLE OF INTEGRITY FOR SUCCESSFUL FIRMS

The Authors of the chapter “Stressing the central role of integrity for successful firms”, taking the existing literature regarding integrity and humanistic management into consideration, have the aim to understand if it is possible build a model that can provide answers to the following questions: In what ways should firms act to respect the value of integrity? What kind of tools should be used? What key aspects should be exploited? As Aristotle stated, humans are, by nature, “social animal” and this natural tendency is completely expressed inside organizations, that may be defined as a community of human beings that work together to reach specific goals. This definition means that an organization’s essential element is the “relationships” among human beings that must work “together”. If relationships constitute the basic element, then clearly the “central” element of each organization are the human beings to which the indicated relationships refer. Clearly, integrity may not be pursued by an organization without taking the centrality of humans into consideration. The results of the Authors research highlight that the concept of integrity has become so important that it crosses the boundaries of the organization because it is necessary take into consideration both the internal (organization) and external (context) values to highlight the holistic meaning of integrity. This consideration is exactly the concept of sustainable integrity that the Authors propose and that clearly emerge from the analyzed companies