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Richard York, Eugene A. Rosa and Thomas Dietz
Ascientific consensus has emerged indicating that the global climate is changing due to anthropogenic (i.e., human induced) driving forces. Our previous research reformulated the…
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Ascientific consensus has emerged indicating that the global climate is changing due to anthropogenic (i.e., human induced) driving forces. Our previous research reformulated the well‐known I=PAT (environmental Impacts equal the multiplicative product of Population, Affluence, and Technology) model into stochastic form, named it the STIRPAT model, and used it to assess the effects of population and affluence on carbon dioxide loads. Here we extend those findings by examining the impacts of population, affluence and other factors on the emissions of the greenhouse gases (GHGs) methane (CH4) and carbon dioxide (CO2), as well as the combined global warming potential of these two gases. We also assess the potential for “ecological modernization” or an “environmental Kuznets curve” (EKC) effect to curb GHG emissions. Our findings suggest that population is a consistent force behind GHG emissions, that affluence also drives emissions, that urbanization and industrialization increase emissions, and that tropical nations have lower emissions than non‐tropical nations, controlling for other factors. Contrary to what ecological modernization and EKC theorists predict, we find that to date there is no compelling evidence of a decline in emissions with modernization. These results support both the “treadmill of production” thesis and the “metabolic rift” thesis.
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David A. Holloway and Dianne van Rhyn
Spectacular corporate failures including One Tel, Ansett, HIH, Enron and Worldcom and the recent fiasco with National Australia Bank are evidence of a legitimacy crisis in current…
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Spectacular corporate failures including One Tel, Ansett, HIH, Enron and Worldcom and the recent fiasco with National Australia Bank are evidence of a legitimacy crisis in current corporate governance practices. This paper analyses the organisational impact of recent “best practice” guidelines and the recommendations for reform. We conclude that substantive concerns still exist and it is likely that companies will utilise a “tick the box” approach emphasising form over substance governance changes. We argue for a two-fold approach to embed effective ongoing reform. The first involves cultural change(s) at the boardroom level to develop a “real” team approach. This would embrace the use of constructive conflict in the decision-making process and also incorporate elements of trust and openness. Constructive conflict, we argue, leads to real and effective boardroom behavioural changes.
The second strand of reform proposes that such changes should be extended into the internal decision-making (enterprise governance) arena. Such a move towards organisational pluralism devolves decision-making and allows greater employee involvement in the “running” of organisations. It also entails a significant re-framing of organisational values, culture and followership. The leadership role becomes one of facilitation and support not the current dominant “command and control” mindset.
This is the story of an ageing fitness fanatic and the financial sharks who circled his empire before destroying it. Peter Gosnell, The Daily Telegraph 17/4/2003:29. In 2001…
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This is the story of an ageing fitness fanatic and the financial sharks who circled his empire before destroying it. Peter Gosnell, The Daily Telegraph 17/4/2003:29. In 2001, Australian company HIH Insurance was placed into liquidation, with severe financial losses and devastating consequences for its employees and policyholders. Dubbed as ‘Australia’s biggest corporate collapse’ (Westfield 2003:241), the HIH case attracted a great deal of attention, not only because of its adverse economic and social impacts but also because it reads like a moral tale in which senior executives of a major business corporation infringe ethical principles and are chastised in the end for their greed, hubris and lack of social responsibility. An examination of media texts published as the case unfolded reveals a strong sense of moral indignation with the social consequences of the HIH collapse, reflected in particular in representations of the shamed executives as greedy, dishonest, arrogant and ruthless. This paper examines the discursive processes that generate representations of HIH senior executives in such dysfunctional terms. Its main contention is that these negative representations can be linked to the growing influence of discourses such as corporate social responsibility (CSR), conceptualised here as a counter‐hegemonic discourse that emerges in an era of increased reflexivity to challenge the legitimacy of dominant discourses of global capitalism. The structuring effects of these discourses are explored in this paper through a methodological framework that borrows from discourse analysis and narrative analysis. This framework reveals links between texts, discourses and macro‐systemic context ‐ or ‐ to borrow from Schegloff (1992) ‐ between proximate and distal contexts The first section of the paper discusses the methodological framework used in the study; the second section provides a brief overview of the broad social context within which the HIH narrative unfolds, and the third part examines the textual construction of the HIH narrative as a moral tale of advanced capitalism, paying particular attention to the portrayal of its key protagonists.
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David A. Waldman and Mansour Javidan
The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that…
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The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.
Ronald K. Mitchell, Jae Hwan Lee and Bradley R. Agle
In this chapter, we update stakeholder salience research using the new lens of stakeholder work: the purposive processes of organization aimed at being aware of, identifying…
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In this chapter, we update stakeholder salience research using the new lens of stakeholder work: the purposive processes of organization aimed at being aware of, identifying, understanding, prioritizing, and engaging stakeholders. Specifically, we focus on stakeholder prioritization work — primarily as represented by the stakeholder salience model — and discuss contributions, shortcomings, and possibilities for this literature. We suggest that future research focus on stakeholder inclusivity, the complexity of prioritization work within intra-corporate markets, the integration of stakeholder prioritization with other forms of stakeholder work, and the development of managerial tools for multiobjective decision making within the strategic management context.