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Book part
Publication date: 18 August 2006

Kerstin A. Aumann and Cheri Ostroff

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being…

Abstract

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

Details

Multi-Level Issues in Social Systems
Type: Book
ISBN: 978-1-84950-432-4

Abstract

Details

Responsible Investment Around the World: Finance after the Great Reset
Type: Book
ISBN: 978-1-80382-851-0

Book part
Publication date: 15 July 2009

Christian J. Resick, Jacqueline K. Mitchelson, Marcus W. Dickson and Paul J. Hanges

In this chapter, we propose that society- and organization-level social context cues influence the endorsement of ethical leadership. More specifically, we propose that certain…

Abstract

In this chapter, we propose that society- and organization-level social context cues influence the endorsement of ethical leadership. More specifically, we propose that certain organizational culture values provide proximal contextual cues that people use to form perceptions of the importance of ethical leadership. We further propose that specific societal culture values and societal corruption provide a set of more distal, yet salient, environmental cues about the importance of ethical leadership. Using data from Project GLOBE, we provide evidence that both proximal and distal contextual cues were related to perceptions of four dimensions of ethical leadership as important for effective leadership, including character/integrity, altruism, collective motivation, and encouragement.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-84855-256-2

Article
Publication date: 5 May 2015

Jesse E. Olsen

Prior research suggests that cultural values affect individuals’ preferences in whether work rewards (i.e. pay and benefits) are allocated according to rules based on equity…

2006

Abstract

Purpose

Prior research suggests that cultural values affect individuals’ preferences in whether work rewards (i.e. pay and benefits) are allocated according to rules based on equity, equality, or need. However, this research has focussed primarily on societal-level values or individual-level operationalizations of values originally conceptualized at the societal level. Drawing on equity and social exchange theories, the purpose of this paper is to present a theoretical model and nine propositions that incorporate both individual and societal values as determinants of these reward allocation rule preferences.

Design/methodology/approach

The author briefly reviews of the relevant literature on values and reward allocation preferences and present arguments supported by prior research, leading to a model and nine propositions.

Findings

The author proposes that societal values and individual values have main and interactive effects on reward allocation preferences and that the effects of societal values are partially mediated by individual values.

Research limitations/implications

The model and propositions present relationships that could be tested in future multi-level studies. Future conceptual/theoretical work may also build on the model presented in this paper.

Practical implications

The proposed relationships, if supported, would have important implications for organizational reward systems and staffing.

Originality/value

Prior research on reward allocation preferences focusses mostly on the effects of societal or individual values. This theoretical paper attempts to clarify and distinguish values at these two levels and to better understand their main and interactive effects on individual reward allocation rule preferences.

Details

Cross Cultural Management, vol. 22 no. 2
Type: Research Article
ISSN: 1352-7606

Keywords

Article
Publication date: 18 April 2017

Mingming Feng, Tony Kang and Sandeep Nabar

The purpose of this paper is to examine the association between national societal values and corporate governance in emerging markets.

Abstract

Purpose

The purpose of this paper is to examine the association between national societal values and corporate governance in emerging markets.

Design/methodology/approach

The sample is comprised of 511 firm-year observations representing firms from 22 emerging markets. The authors regress sample firms’ corporate governance ratings, reported by Credit Lyonnais Securities Asia (CLSA), on national societal value scores (Hofstede, 1980 variables for primary analysis and Schwartz, 1994 variables for sensitivity tests) and firm-level and country-level control variables.

Findings

The authors find that national societal values are associated with corporate governance in emerging markets. Corporate governance is strong in firms from individualistic societies, and weak in firms from uncertainty avoiding and masculine cultures.

Research limitations/implications

The authors extend the stream of literature that has established the link between formal institutions and corporate governance. The authors also extend the literature that examines how societal values influence corporate practices in emerging markets.

Practical implications

The results suggest that informal institutions, in addition to formal ones, shape corporate governance in emerging markets. Corporate stakeholders need to be aware of the different societal values of each market and develop specific strategic plans that best suit both formal and informal institutions.

Originality/value

The findings suggest that national societal values need to be considered in cross-country research on corporate governance. The results should also be of interest to policy makers advocating for or against global governance standards.

Details

International Journal of Emerging Markets, vol. 12 no. 2
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 19 June 2017

Anna Åslund and Ingela Bäckström

The purpose of this paper is to study management processes within successful societal entrepreneurship to further understand the role of management in customer value creation.

7143

Abstract

Purpose

The purpose of this paper is to study management processes within successful societal entrepreneurship to further understand the role of management in customer value creation.

Design/methodology/approach

Management in three successful societal entrepreneurship initiatives has been studied. Data have been collected through interviews, direct observation, participant observation and documentation. Management tasks, activities and behaviours have been identified and analysed from a system view.

Findings

The result presents essential management processes important for societal customer value creation, their input, output and main focus. Some management processes are inter-related and are sometimes part of another management process. The management seems driven by “need”, “opportunity”, “interest” and “demand”, when creating societal customer value. From a system perspective, management has an indirect role in societal customer value creation and is important for possibilities to create societal customer value. Both the initiative and the surroundings have been found to be of importance to the management’s scope for contributing to societal customer value creation.

Originality/value

The study provides the possibility to understand and learn from management, the management processes and their role in societal customer value creation. Thereby, it describes how to successfully provide customer value to society and work with societal, environmental and sustainability issues.

Details

International Journal of Quality and Service Sciences, vol. 9 no. 2
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 31 October 2023

Carolin Schellhorn

The purpose of this study is to consider the limitations of traditional finance and to provide an overview of the challenges associated with the developing area of sustainable…

Abstract

Purpose

The purpose of this study is to consider the limitations of traditional finance and to provide an overview of the challenges associated with the developing area of sustainable finance. In the context of multiple global systemic threats to humanity, the author argues that societal values must play a prominent role in calling for comprehensive government policy and activating the fund allocations required to safeguard the stability of multiple societal systems.

Design/methodology/approach

This study integrates research results from several disciplines to show that value-based finance is essential for ensuring that information acquisition, government policies and fund allocations support the stability of multiple systems on which society depends. The discussion is informed by research that documents massive uncertainty in planetary and biological processes requiring urgent action.

Findings

Traditional finance allows prioritization of financial returns at the expense of environmental and social stability with potentially catastrophic and irreversible consequences. To safeguard the stability of societal systems, fund allocation decisions by individuals and organizations must prioritize societal values, as they relate to the United Nations Sustainable Development Goals and the science needed to achieve them.

Originality/value

This study provides a novel view of the critical importance of societal values in finance given growing global threats to the stability of multiple, interconnected systems. It offers a unique perspective by drawing on research results from multiple disciplines to highlight an essential role for science-based information related to societal values in the engagement and fund allocation decisions of all market participants operating under extreme uncertainty.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 7 November 2016

Bernd Hendriksen, Jeroen Weimer and Mark McKenzie

This paper aims to present an approach to quantify in financial terms the value that companies create and reduce for society, based on the KPMG true value methodology. This…

1310

Abstract

Purpose

This paper aims to present an approach to quantify in financial terms the value that companies create and reduce for society, based on the KPMG true value methodology. This methodology was developed to quantify the socio-economic and environmental value created and reduced by businesses in a format that can easily be understood and used by business leaders to affect key business decisions based on quantitative data. The paper looks at the business drivers for the development of the methodology and the implications and initial results for companies adopting it.

Design/methodology/approach

Following a brief introduction of the methodology, and the factors leading up to its development, this paper will present three recent cases of companies that have applied the methodology, their motivation for using it and what some of the initial results have been. The authors led the development of the KPMG true value methodology and have been involved in the application of the methodology across various sectors and companies. Other consultants involved in the implementation of the methodology within the companies in the case studies (below) were also interviewed for this paper.

Findings

The three cases above represent very different companies from various sectors. Although the approach and implementation of the KPMG true value methodology was similar across all three companies, the results, application of the results and subsequent benefits to the company in question were divergent. To date, only a handful of corporations have measured and publicly disclosed their societal value creation, but momentum is building, and, in this age of internalization, more and more companies will likely follow suit. Corporations that choose a methodology and apply it in a consistent fashion can only stand to benefit from the insights the experience brings.

Research limitations/implications

This paper provides insight into the KPMG true value methodology and how it has been applied within several large companies from different sectors. Because of confidentiality issues, the companies have been anonymised, and some specific quantitative data have been omitted. This paper does not look in detail at how indicators are calculated, because of space limitations. Given the fact that the methodology has only relatively recently been introduced, long-term results are not yet available. As the methodology further develops over time, there will be considerable opportunities for academic research around the methodology, for example, looking at how the creation of value for society relates to shareholder value or environmental, social and governance performance over time.

Practical implications

This paper provides examples of how companies have integrated socio-economic and non-financial metrics with standard financial metrics and some of the implications this can have on corporate decision-making processes.

Originality/value

The KPMG true value methodology was introduced in 2014 with the publication of the 2014 KPMG report “A New Vision of Value: Connecting corporate and societal value creation” (available on-line). This paper is one of the first publications in an academic journal on this topic. In writing this paper, the authors do not assume that readers have previous knowledge of the methodology, and, as such, have borrowed extensively from “A New Vision of Value” in explaining the methodology. This paper, however, goes on to highlight and reflect on the experiences of some of the first companies from different sectors to use the methodology since its launch more than two years prior.

Details

Sustainability Accounting, Management and Policy Journal, vol. 7 no. 4
Type: Research Article
ISSN: 2040-8021

Keywords

Article
Publication date: 11 May 2010

Benita Steyn and Lynne Niemann

This paper seeks to explicate the strategic contribution of the corporate communication/ public relations function (PR) to enterprise strategy development at macro‐organisational…

4382

Abstract

Purpose

This paper seeks to explicate the strategic contribution of the corporate communication/ public relations function (PR) to enterprise strategy development at macro‐organisational level with the aim of contributing towards its institutionalisation.

Design/methodology/approach

The approach takes the form of a literature review and conceptual analysis, reflective PR paradigm and corporate social performance approach.

Findings

Enterprise strategy is the suggested mechanism and a relevant strategy process for incorporating societal and stakeholder expectations, values, norms and standards into the organisation's strategy development processes. Enterprise strategy explicates corporate communication/PR's strategic contribution at the macro‐organisational level. Societal expectations, values, standards and norms are expressed through concepts such as CSR, corporate governance, good corporate citizenship, sustainability, and the Triple Bottom Line; manifest through non‐legislative measures such as the Global Sullivan Principles of CSR, the Global Reporting Initiative, the Social Responsibility Investment Index of the JSE, as well as voluntary codes such as the Cadbury Report (UK) and the King Reports I, II and III in South Africa (SA); and are addressed through legislative measures such as the Sarbanes‐Oxley Act (USA) and the Employment Equity/Broad‐based Black Economic Empowerment/Financial Intelligence Centre Acts (SA).

Originality/value

This article addresses the dearth of literature on enterprise strategy and corporate communication/PR's strategic role at top management level by conceptualising enterprise strategy and explicating corporate communication's strategic contribution within its framework – indicating corporate communication's focus to be on the social (People) and environmental (Planet) pillars of the Triple Bottom Line approach, rather than its financial aspects (Profit).

Details

Journal of Communication Management, vol. 14 no. 2
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 1 May 2001

C.A.L. Pearson and S.R. Chatterjee

Societal values are emerging as critical variables in providing context relevance to extending international management research. A hallmark of the 1990s was the widespread…

Abstract

Societal values are emerging as critical variables in providing context relevance to extending international management research. A hallmark of the 1990s was the widespread adoption of market cultures in Asian nations that embraced large‐scale reform and restructuring. These programmes brought about dramatic changes at organisational level, but the links between the societal upheavals of economic transformation and micro level changes have yet to receive sufficient academic attention. For instance, similarity or dissimilarity about held societal values of managerial groups, within an organisation, as identified by gender, age, educational qualification or family upbringing, or even by the size of the company in which they work, requires comprehensive scrutiny if these reform programmes are to succeed. Since 1991 the Indian economy has embraced economic reform to move towards more empowerment for individual organisations in all spheres. The study reported in this paper explores managerial social orientations in the context of micro‐level organisational functioning. The results of this study, with 421 senior Indian managers, demonstrate that in a relatively short time the fundamental attributes of a competitive market economy have subjugated societal qualities reinforced over hundreds of years and thought to be unchangeable.

Details

International Journal of Social Economics, vol. 28 no. 4
Type: Research Article
ISSN: 0306-8293

Keywords

1 – 10 of over 43000