Defining Toxic Leading for the Air Force Stringer, Danielle M; Hurlbert, Jeff H; Boswell, Michael L ...
Air & space operations review,
12/2023, Letnik:
2, Številka:
4
Journal Article
Celotno besedilo
Dostopno za:
DOBA, IZUM, KILJ, NUK, ODKLJ, PILJ, PNG, SAZU, UILJ, UKNU, UL, UM, UPUK
42.
Know Your Own Strength Heichler, Elizabeth
MIT Sloan management review,
07/2024, Letnik:
65, Številka:
4
Journal Article
Recenzirano
Heichler discusses the importance of understanding and leveraging strengths in order to achieve success. She emphasizes the need for companies to go beyond quantifying their strengths and instead ...gain insight into which strengths are meaningful to specific customers and what they are worth in terms of various benefits. She tackles the significance of identifying core capabilities and modularizing them to capitalize on new opportunities and respond to changing business conditions. Additionally, she explores how a sense of collective strengths can help organizations persevere and grow in difficult times, including after traumatic events. She suggests ways in which leaders can facilitate post-traumatic growth in their organizations.
Originality value: A category of special importance in the context of the conducted deliberations is attributed to the respondent's gender, identified as a factor determining perception of the ...relationship explored by the authors.
The end of ESG Edmans, Alex
Financial management,
03/2023, Letnik:
52, Številka:
1
Journal Article
Recenzirano
Odprti dostop
ESG is both extremely important and nothing special. It's extremely important because it's critical to long‐term value, and so any academic or practitioner should take it seriously, not just those ...with “ESG” in their research interests or job title. Thus, ESG doesn't need a specialized term, as that implies it's niche—considering long‐term factors isn't ESG investing; it's investing. It's nothing special since it's no better or worse than other intangible assets that create long‐term financial and social returns, such as management quality, corporate culture, and innovative capability. Companies shouldn't be praised more for improving their ESG performance than these other intangibles; investor engagement on ESG factors shouldn't be put on a pedestal compared to engagement on other value drivers. We want great companies, not just companies that are great at ESG.
...while careful planning is indeed essential, accept that cleaving too hard or rigidly to any preset plan is the antithesis of mindful leadership, potentially resulting in being blindsided by ...unanticipated reactions or events. ...recognize that there will always be a price. According to NASA (2010), "Energy, a measure of the ability to do work, comes in many forms and can transform from one type to another." With this ultimate goal, remember that posing the right questions combined with maintaining scrupulous honesty, leading to best plans, then making watchful organizational modifications can help you elevate safety culture from its current stasis toward an apotheosis. 10 Key Considerations for Elevating Safety Culture The vice president of manufacturing at a Fortune 100 company privately told me that "90% of the things we have done to improve safety are positive.
Celotno besedilo
Dostopno za:
CEKLJ, DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
48.
The value of corporate culture Guiso, Luigi; Sapienza, Paola; Zingales, Luigi
Journal of financial economics,
07/2015, Letnik:
117, Številka:
1
Journal Article
Recenzirano
Odprti dostop
We study which dimensions of corporate culture are related to a firm׳s performance and why. We find that proclaimed values appear irrelevant. Yet, when employees perceive top managers as trustworthy ...and ethical, a firm׳s performance is stronger. We then study how different governance structures impact the ability to sustain integrity as a corporate value. We find that publicly traded firms are less able to sustain it. Traditional measures of corporate governance do not seem to have much of an impact.
Examples are briefly described of organizations that offer aperspective to complement the experience of industrial democracy in Norway and Mondragon. The examples are organizations choosing a ...structure and culture that minimize hierarchy. They provide a less-traditional approach to balancing political and socio-technical participation. To do so they devolve responsibility for coordination of effort and expertise to individuals and teams most directly providing the effort and expertise. This gives the individuals and teams high autonomy. Examples include a university class, action learning projects in community and organizational settings, and a voluntary self-organizing network of facilitators. In addition, a small sample of organizations from the larger sample documented by Corporate Rebels ( Keywords: balancing political and socio-technical participation, organizational structure, organizational culture, industrial democracy, minimal hierarchy, butterfly effect, paradigm shift Se describen brevemente ejemplos de organizaciones que ofrecen una perspectiva complementaria a las experiencias de democracia industrial en Noruega y Mondragon. Los ejemplos son organizaciones que eligen una estructura yuna cultura que minimizan la jerarquia. Proporcionan un enfoque menos tradicional para equilibrar la participation politica y sociotecnica.Para hacerlo, devuelven la responsabilidad de la coordinacion del esfuerzo y la experiencia a las personas y equipos que hacen ese esfuerzo y tienen esa experiencia de manera mas directa. Esto da a las personas y equipos una gran autonomia. Los ejemplos incluyen una clase universitaria, proyectos de aprendizaje en accion en entornos comunitarios y organizacionales, y una red voluntaria de facilitadores autoorganizados. Ademas, tambien se describe y compara brevemente una pequena muestra de organizaciones de la muestra mas grande documentada por Corporate Rebels ( Palabras clave: equilibrio entre la participacion politica ysocio-tecnica, estructura organizacional, cultura organizacional, democracia industrial, jerarquia minima, efecto mariposa, cambio de paradigma
We examine the empirical association between corporate social responsibility (CSR) and tax avoidance. Our findings suggest that firms with excessive irresponsible CSR activities have a higher ...likelihood of engaging in tax-sheltering activities and greater discretionary/permanent book-tax differences. Moreover, at the onset of FASB Interpretation No. 48, these firms have more uncertain tax positions; also, these firms' initial tax positions are likely supported by weaker facts and circumstances as indicated by their larger post-FIN 48 settlements with tax authorities and their higher likelihood of a net decrease in the overall level of uncertain tax positions after FIN 48. Collectively, these results suggest that firms with excessive irresponsible CSR activities are more aggressive in avoiding taxes, lending credence to the idea that corporate culture affects tax avoidance.
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