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Article
Publication date: 21 January 2019

Marc Pfitzer and Markus Scholz

112

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Competitiveness Review: An International Business Journal , vol. 29 no. 1
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 21 January 2019

Gastón de los Reyes and Markus Scholz

580

Abstract

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Competitiveness Review: An International Business Journal, vol. 29 no. 1
Type: Research Article
ISSN: 1059-5422

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Book part
Publication date: 11 July 2022

Elizabeth Olofin

This chapter is an exploratory piece based on the historical and cultural background of Yorubaland. It examines the conceptual and theoretical understanding of responsible…

Abstract

This chapter is an exploratory piece based on the historical and cultural background of Yorubaland. It examines the conceptual and theoretical understanding of responsible business management globally, and in Yorubaland, the perception and practice of responsible business management in Yorubaland, and the purposes of responsible business management in Yorubaland. It deploys an extensive review of extant literature, perceptual engagement of Yoruba and non-Yoruba Indigenes on responsible business management in Yorubaland through survey (See Appendix for respondent’s profile), in-depth interviews, and a comparative validation review of the case of an intergenerational business in Nigeria.

The case review showed that the family business viewed the cultural expressions in the family business management as strengths. Values were recurrent features in its success evaluation, and responsibility concerning various stakeholders was a business imperative. The perceptual survey and engagement showed that Yorubaland must and should bring its respect for knowledge and education, promotion of cultural heritage: Ọmọlúàbi, use of traditional cooperative approach to management for talent development and capital generation. Additionally, the Yorubaland can leverage what merit and experience and documentation of techniques and methods employed by successful businesses can afford their institutions, current and future business management practice.

This chapter provides insights for further research: business models, frameworks, and cultural understanding that work for Africa. It posits values as central for connecting other elements of responsible management and the consequential desired results. African (including Yoruba) storytelling and proverbs should be used consciously and often, during strategy sessions and retreats, for personal development plans/personality-archetype profiling, organisational culture mantras, and community/societal development advocacy efforts.

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Responsible Management in Africa, Volume 1: Traditions of Principled Entrepreneurship
Type: Book
ISBN: 978-1-80262-438-0

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Article
Publication date: 9 January 2023

Gizem Karaca, Cem Tanova and Korhan Gokmenoglu

This study aims to explore how shared values improve eudaimonic workplace well-being, the fulfillment that comes from personal development and the utilization of personal…

546

Abstract

Purpose

This study aims to explore how shared values improve eudaimonic workplace well-being, the fulfillment that comes from personal development and the utilization of personal capabilities. The authors investigate the serial mediating role that perceived overall justice and emotional exhaustion play in how shared values relate to well-being.

Design/methodology/approach

Using data collected from three hundred nurses in Turkish healthcare institutions during the COVID-19 pandemic (Male = 113, Female = 187). The age of participants ranged from 19 to 58 and the average age was 34. The snowball sampling method was used to form the sample and self-administered surveys that could be completed online were delivered to the sampled nurses.

Findings

The authors analysis using partial least square structural equation modeling (PLS-SEM) supported the expected relationship between shared values and eudaimonic workplace well-being as well as the mediating role of perceived overall justice and emotional exhaustion. The authors also show a serial mediation where shared values are related to justice perceptions which in turn negatively relate to emotional exhaustion which subsequently relates to higher levels of eudaimonic workplace well-being.

Originality/value

The results of this study suggest that when the shared values between the healthcare institution and the employees are aligned, the eudaimonic well-being of employees is higher. The findings provide implications for the mental health of frontline employees in health organizations to have higher levels of eudaimonic well-being which is especially important in times of intense pressure such as the period during the COVID-19 pandemic.

Details

Journal of Health Organization and Management, vol. 37 no. 2
Type: Research Article
ISSN: 1477-7266

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Book part
Publication date: 14 September 2020

Virginia Munro

To determine the new responsibility and new form of CSR required in an evolving ecosystem, this chapter covers the historical evolution of CSR including the various additional…

Abstract

To determine the new responsibility and new form of CSR required in an evolving ecosystem, this chapter covers the historical evolution of CSR including the various additional labels CSR has attracted, and its many surrogate, complementary, and alternative terms and themes. Some parties still view CSR as just a form of Philanthropy; however, current definitions for CSR involve many components, which have adapted over time. The new CSR definition provided by the European Commission in 2011, for example, mirrors some of the changes created by the inclusion of the sustainable development goals (SDGs) in 2015. The creation of shared and integrated value and the ongoing development of the social enterprise industry are further developments, alongside the growing trend toward B-Corp registration, the increasing emphasis on ‘business-for-purpose’ and the rise of the ‘be the change’ movement. This chapter discusses this journey and reveals how CSR has followed a cycle of social movements through several industrial revolutions. As we head toward the Fourth Industrial Revolution and usher in the new era for Globalization 4.0, this requires new business models, new labels, and new adaptations of CSR. These concepts are introduced in this chapter and developed further in later chapters.

Details

CSR for Purpose, Shared Value and Deep Transformation
Type: Book
ISBN: 978-1-80043-035-8

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Article
Publication date: 1 March 2021

Abel Diaz Gonzalez and Nikolay A. Dentchev

Social entrepreneurs (SEs) often face various challenges whereby they rely on the support of others to realize their objectives. In this context, ecosystem thinking is very…

1755

Abstract

Purpose

Social entrepreneurs (SEs) often face various challenges whereby they rely on the support of others to realize their objectives. In this context, ecosystem thinking is very helpful to understand how various stakeholders can assist SEs. The purpose of this paper is to develop a classification of the different types of support that third parties can provide to SEs.

Design/methodology/approach

The authors have developed the arguments in this paper based on a literature review of 258 articles on ecosystem thinking and social entrepreneurship. Articles have been retrieved from the Web of Science database, using as search parameters on the one hand publications in top journals, and on the other articles with more than 60 citations. In addition, the authors have received recommendations for relevant good-quality articles following a snowball procedure.

Findings

This paper contributes by distinguishing three support categories for SEs – fuel, hardware and DNA – based on what we know from ecosystem thinking. This paper elaborates on the building blocks of each support category, points at the relevant actors and discusses the interrelatedness across support categories.

Research limitations/implications

The three support categories are developed by building on predominantly ecosystem literature. This study implies that the scalability of SEs’ social impact does not only depend on their strengths but also on how well they are supported.

Practical implications

The three support categories are complementary to the strengths of individual SEs. SEs can therefore start with what they have, and then gradually expand their support structure by surrounding themselves with stakeholders that can assist them with fuel, infrastructure and DNA.

Originality/value

Social enterprise theories have elaborated on the various challenges that SEs face. Lack of resources, lack of staff, lack of professional management, underdeveloped networks and mission drift are seen as the most pressing. Although the relevant literature does rightly point out the indispensable support of others, it does so without differentiating between the kinds of support that can help SEs increase their social impact. This paper offers to remedy this by creating three separate support categories: fuel, hardware and DNA.

Details

Social Enterprise Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1750-8614

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