The purpose of this paper is to compare “how we see ourselves” vs “how others see us” when communicating corporate social responsibility (CSR) activities in US…
The purpose of this paper is to compare “how we see ourselves” vs “how others see us” when communicating corporate social responsibility (CSR) activities in US pharmaceutical companies.
Data were collected as follows: CSR reports from the companies themselves and Business Press reports from the Lexis-Nexis database. NVivo content analysis was used to compare CSR communication by companies and the Business Press. This analysis was comprised of almost 10 million words. Comparisons of Carroll’s framework, including the economic, legal, ethical, and philanthropic categories between CSR reports and the Business Press, were done. Additional analysis was done to discern individual, organizational, and societal patterns of communications. Return on assets was computed for companies that have formal CSR reports and those that do not.
The analysis of documents containing almost 10 million words allowed the following conclusions: companies communicate more about their economic and philanthropic activities, and the Business Press communicates more about their legal and ethical activities. The companies and the Business Press communicated similarly about individual CSR. The organization communicated more about organizational topics, and the Business Press communicated less about societal topics.
This paper makes both substantive and methodological contributions. Its substantive contribution allows an understanding of what pharmaceutical companies need to do to fully communicate their CSR activities. Its methodological contribution is in suggesting that content analysis be used in understanding communication patterns. A levels of analysis approach allowed the discernment of individual-oriented, organizational, and societal-oriented communication patterns.
What is the best way to formulate a task group for optimalparticipation? Four hypotheses, which could affect a group processinteraction are tested by a survey of MBA…
What is the best way to formulate a task group for optimal participation? Four hypotheses, which could affect a group process interaction are tested by a survey of MBA students. The major process variable appears to be length of time studying, implying that the more time individuals are exposed to process issues, the more time they will want to spend on process issues in groups.
There are no significant differences between work and job satisfaction, especially among groups using flexitime. Additional research is still needed to identify variables…
There are no significant differences between work and job satisfaction, especially among groups using flexitime. Additional research is still needed to identify variables which do impact on the work‐leisure relationship. A sample of 138 managerial and professional employees from a range of organisations, administered with a questionnaire containing demographic data, a leisure satisfaction scale, work satisfaction scale, imbedded scales on role conflict, ambiguity and organisational commitment, showed conflicting findings on the work‐leisure relationship
Pay inequity based on gender arguably persists as the compensation issue with the most impact this half century. Oft‐cited evidence is that full‐time employed women are…
Pay inequity based on gender arguably persists as the compensation issue with the most impact this half century. Oft‐cited evidence is that full‐time employed women are paid less than two‐thirds the compensation of comparable male colleagues, a statistic which has not changed markedly for 50 years. Although pay differentials based on gender are not unique to the United States, a comparison with Canada and four European countries suggest that the US has a wider pay differential.
The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of…
The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of knowledge and skills from one location to another. The training and development process, then, is at the centre of attempts to ensure accurate “reproduction”. In this context, training and development have been widely touted; for example, a recent International Franchise Association survey ranked them as highly important communication mechanisms.
Corporate mergers and acquisitions are pervasive. Much of theattention has focused on the dollars involved and the financial packagesput together to effect them. Little…
Corporate mergers and acquisitions are pervasive. Much of the attention has focused on the dollars involved and the financial packages put together to effect them. Little attention has been given to the human resource management implications of such corporate restructuring. Attention here is focused on the impact of these restructurings on individual employee stress and on various human resource management functions such as human resource planning, recruitment, training and organisational development, and employee benefits and compensation.
Competition and entrepreneurship are driving forces in the development of economic systems. They create jobs, new opportunities to generate value, and lead to the…
Competition and entrepreneurship are driving forces in the development of economic systems. They create jobs, new opportunities to generate value, and lead to the fulfillment of personal career and life goals. As such, it is important to understand the basic economic and cultural factors that influence these activities in developing economies. We undertook a series of analyses in an examination of a heterogeneous sample of economic zones in Southeast Asia. Results illustrate relations between national culture, human development, and business and growth competitiveness. Implications hold that human development and power distance are enablers of entrepreneurial activities in these cultural and national settings. Our contribution is instrumental to development of public policy and regulatory guidelines for facilitating entrepreneurial activity in the developing economies of Southeast Asia.
In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most…
In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.
A large earnings gap between men and women has persisted in the USA despite legislation intended to reduce it. One cause of this has been thought to be systematic…
A large earnings gap between men and women has persisted in the USA despite legislation intended to reduce it. One cause of this has been thought to be systematic marketplace undervaluing of tasks performed by women. The Equal Employment Opportunity Commission sought to address this perceived inequity by reviving a 1940s concept, “comparable worth”. This article examines litigation that sought to enforce the legal requirement of “equal pay for comparable worth” and the implementation problems and controversies that ensue.
The key to effective management in times of tumult is organisation fit — the integration or congruence of the organisation. Tumult increases the need to manage the two major areas of fit more closely — organisation domain and external environment. Fit must be considered with equal emphasis in the short, mid and long term. An on‐going, strategic assessment of organisational fit is needed. The nature of the change process and the change variables must be identified. There are six ways that management can intervene between change variables to enhance their fit and four organisation interfaces which are directed towards adaptation to the external environment. This multi‐level change typology identifies three methods of directly managing organisation fit — intrusion, interface and intervention. These methods are discussed and interventions and interfaces described.