An ever‐increasing number of companies are recognising the reputational risks and opportunities that corporate responsibility brings, and for these companies aligning corporate…
Abstract
An ever‐increasing number of companies are recognising the reputational risks and opportunities that corporate responsibility brings, and for these companies aligning corporate behaviour with stakeholder expectations is an ongoing business priority. Communication, however, often remains the missing link in the practice of corporate responsibility. The information requirements of a range of opinion leader and mass stakeholder audiences are not currently being satisfied by many companies, so they are not getting full credit for their responsible corporate behaviour. Of course, there are specific challenges in communicating corporate responsibility – including scepticism towards company messages and potentially hostile reactions from the media, campaign groups and others. The diverse information requirements of different stakeholder groups also present special communication challenges, and these requirements are examined in turn. Using MORI’s British opinion research to illustrate the case, this paper first examines communication to opinion leader audiences (such as legislators, business press, investors and non‐governmental organisations), and in particular the opportunities and limitations of the social report. It then goes on to address communication of corporate responsibility to the general public and the need to trigger wider consumer engagement in this topic. Lastly, it covers the communication opportunity presented by companies’ own employees and the internal communication challenges surrounding corporate responsibility. The paper suggests, in conclusion, that effective communication of corporate responsibility depends on a clear strategy which evaluates both the opportunities and the risks to the brand, and which tailors messages to different stakeholder groups. It calls for a coordinated approach, which ideally embeds corporate responsibility messages into mainstream communications. The paper also identifies internal communication as an under‐utilised and potentially powerful channel for enhancing a company’s reputation for responsibility among its key stakeholders.
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Bernard O'Meara and Stanley Petzall
This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice‐chancellors.
Abstract
Purpose
This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice‐chancellors.
Design/methodology/approach
Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice‐chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process.
Findings
The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice‐chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council.
Originality/value
Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC.
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Jenny Jing Wang and Hedy Jiaying Huang
The purpose of this study is to explain gender imbalance by theorising how guilt arises as an externally imposed negative emotion that subsequently impairs women's performance in…
Abstract
Purpose
The purpose of this study is to explain gender imbalance by theorising how guilt arises as an externally imposed negative emotion that subsequently impairs women's performance in the accounting academia.
Design/methodology/approach
The method involves an analysis of gender distributions at junior and senior levels in New Zealand universities in 2019 and 2024 and relevant case studies of junior academics using unstructured interviews.
Findings
This paper unpacks the nuances of gender imbalance in a “gender-neutral” subject and provides empirical evidence that many women academics may internalise a sense of externally imposed guilt for various reasons. Such feelings of guilt, where they are imposed by workplace expectations and social constructions, may make women more concessionary with regard to a greater teaching workload substituting for research expectations. The more prolonged-term effect on career prospects of such substitutions as practiced in New Zealand may account for the imbalance that exists and seemingly will continue to exist.
Originality/value
This paper sets out first to discover the gender balance in accounting in universities in New Zealand. It contributes to the literature on gender and accounting education in understanding how negative emotions are externally imposed and become career-negating obstacles for women in the accounting academic.
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Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial…
Abstract
Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial institutions, like Lehman Brothers, are now shown to have used dubious accounting methods to cover losses; and accountants, regulators and governments have come under scrutiny. In public life, the scandal of MPs' expenses at Westminster and the blockages in legislative assemblies in the US are compounded in England by reports of deficient and degrading care in acute hospitals, where organisational considerations appear to have taken over from the prime mission of patient care. At this time, a new, or perhaps rediscovered, form of leadership is required. One that taps into the spirit, the animating and motivating force within individuals and groups, and uses values to create a better public service for all.
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Moshe Banai and Philip Tulimieri
This study uses social exchange theory to describe, explain and propose the influence of dyad partners' leadership position structure, which includes the roles they play and their…
Abstract
Purpose
This study uses social exchange theory to describe, explain and propose the influence of dyad partners' leadership position structure, which includes the roles they play and their existing and prospective common experience, on their commitment to their dyad and their cooperation.
Design/methodology/approach
The study uses the case of equally empowered co-CEOs in a family business, who play the roles of family member, owner and executive; co-CEOs in a startup firm, who play the roles of owner and executive; and co-CEOs in a merger and acquisition (M&A), who play the role of executive. Co-CEOs in family businesses benefit from longer existing and longer prospective dyad longevity than co-CEOs in startups, who, in turn, benefit from longer existing and longer prospective dyad longevity than co-CEOs in M&As.
Findings
The study proposes that the roles the partners play in the dyads, and the existing and prospective longevity of their relationship, positively influence the partners' commitment to the dyad and their level of cooperation.
Originality/value
The study offers a model that has the potential to direct scholars at the formulation of the theory of top management symmetric formal power dyads dynamics and assist family business owners, startup partners, board of directors and co-CEOs in formulating and implementing upper echelons leadership plans to enhance cooperation and coordination between equal partners.