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

Gemeinsam entscheiden in Unternehmen

Stakeholder-Dialoge helfen Unternehmen, Risiken zu minimieren und Marktchancen zu nutzen. Zentral für einen effektiven Dialog ist die Einbindung von Stakeholdern in strategische Entscheidungsprozesse. Eine Analyse führender Unternehmen im Corporate Responsibility Index zeigt einen neuen Trend zur Nutzung von „ Joint Management Stakeholder Committees“

Firm innovations from voluntary dyadic engagement with nonprofit organisations : an exploratory UK study

This dissertation presents the findings of an exploratory collective case-study examining corporate innovations arising from voluntary dyadic engagement between UK firms and nonprofit organisations (NPOs) focused on social issues. Whilst the extant literature demonstrates that pro-active engagement with NPOs can assist firms innovate, there has been no empirical work which explores the relationship between the engagement and the innovation outcome: a gap which this research addresses. In doing so, it illustrates how concepts and constructs from the innovation management literature can be applied usefully to the stakeholder and cross-sector collaboration field. To date, empirical studies addressing firm-NPO engagements have concentrated overwhelmingly on partnerships to address environmental issues. This study provides insights into cross-sector engagements focused on addressing social issues. Using a form of analytic induction to evaluate qualitative case-data from ten dyadic engagements, this dissertation addresses the question: “how do firms innovate through engagement with social issues nonprofit organisations?” The research found that product and service innovations resulted from engagements where the firm had an external stakeholder orientation and was focused on delivering tangible demonstrations of corporate responsibility. Process innovations, by contrast, were produced from engagements where firms had an internal stakeholder orientation. Two distinctions were noted in the innovation process, too. Firstly, a more exploratory approach to dyadic engagement activities, which resulted in an emergent innovation process; and secondly, a focused and pre-determined search activity to exploit the resources of the nonprofit partner which demonstrated a more planned innovation process. In addition, two distinct boundary spanning roles were identified: in dyads with no direct management involvement in the engagement, the role was associated with formal responsibilities from senior management to „manage‟ innovation opportunities and outcomes. In dyads where senior management were involved, there was no such formality; the boundary spanner acted to „facilitate‟ search and exploration to locate opportunities for innovation through idea exchange. The application of innovation constructs to the business and society field has enabled firm engagement with nonprofit stakeholders to be examined through a new lens and demonstrated how firms innovate from such relationships. In particular it has highlighted the key role played by the firm boundary spanner (relationship manager) and how this role alters depending on senior management involvement: a distinction which has not been made in the extant literature and would benefit from further examination.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

The Governance of Corporate Responsibility: A ‘How to’ Guide

Imagine a Financial Times reporter asking you critical questions on corporate responsibility (CR) issues of your organisation’s strategy and your governance arrangements for this strategy. How comfortable would you feel being a board member of a CR leader or a laggard? Corporate governance for CR can make a significant difference! This is especially true as CR has become part and parcel of good business and risk management and therefore, should be managed as such.This guide aims to explain how to integrate CR and sustainability issues within the governance framework of an organisation, providing some answers from CR leaders as well as outlining some potential pitfalls. Our recommendations have been compiled from a wide array of reports and academic research (listed in the reference section)

Innovation and Learning by Public Discourse: Citigroup and the Rainforest Action Network

This paper presents the project finance controversy between Citigroup and the Rainforest Action Network (RAN) from a moral learning and innovation perspective. Using Kohlberg’s framework for moral development and learning it shows, that Citigroup improved its moral organizational cognition and implemented innovative processes and standards. This case demonstrates that public criticism can trigger social innovations