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Article
Publication date: 1 March 1998

Tuomo Takala

Presents and analyses a current discourse surrounding social and environmental responsibility in the Finnish paper industry between 1970–1995. Addresses theoretical modes…

Abstract

Presents and analyses a current discourse surrounding social and environmental responsibility in the Finnish paper industry between 1970–1995. Addresses theoretical modes of social responsibility and related environmental issues. Media as forum for debate and discourse are described and the campaign to protect Finnish wild forestry is discussed. Implications for strategic communication theory and practice are considered.

Details

Corporate Communications: An International Journal, vol. 3 no. 3
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 1 January 1997

Tuomo Takala

Based on Plato's thinking, connects several aspects of communication and leadership theory to focus on charismatic leadership. Speculates on the application of Plato's…

Abstract

Based on Plato's thinking, connects several aspects of communication and leadership theory to focus on charismatic leadership. Speculates on the application of Plato's ideas to managerial communication and makes recommendations.

Details

Corporate Communications: An International Journal, vol. 2 no. 1
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 1 June 2000

Iiris Aaltio‐Marjosola and Tuomo Takala

Charismatic leadership can be defined by the features of the leaders, but also by the multiple‐level interaction processes that take place between the leaders and the led…

Abstract

Charismatic leadership can be defined by the features of the leaders, but also by the multiple‐level interaction processes that take place between the leaders and the led. As we approach the phenomenon, it is easy to see that in earlier research charismatic leadership is faced with many kinds of criticism. As seen, its consequences may be dangerous for organizations which may be led for “shared madness”. The undesirable consequences at the societal level include totalitarian aspects as well as truth manipulation practised by charismatic leaders. At the same time, charismatic leadership can be regarded as part of transformational leadership, where vision, intrapreneurship and emotions play a vital role. In this paper we explore charismatic leadership and followership taking a case from ice hockey coaching as an example. We suggest that ethics usually takes a guardian’s role in evaluating the outcome of charismatic leadership processes, that emotionality plays a vital role both in charismatic leadership and followership, and that charismatic leadership needs to be understood in the contexts that may culturally trigger it.

Details

Journal of Workplace Learning, vol. 12 no. 4
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 5 June 2009

Jari Syrjälä and Tuomo Takala

The aim of this paper is to describe and qualitatively explain certain observations concerning corporate social responsibility from the personnel standpoint with special…

Abstract

Purpose

The aim of this paper is to describe and qualitatively explain certain observations concerning corporate social responsibility from the personnel standpoint with special reference to various stakeholders.

Design/methodology/approach

The observations were made in connection with earlier studies on organizational change. The paper draws on stakeholder thinking and offers a view regarding the way employees perceive business issues concerning CSR in relation to corporate stakeholder groups. Should a business give priority to the interests of its owners or take all stakeholder groups equally into account? How do employees see their own relations with other stakeholder groups, and do their views change in the course of a post‐merger integration process? The interviews were conducted at two points in the change process in Nordic energy sector companies: first in the pre‐merger situation in 2001 and then in the post‐merger situation four years later in 2005.

Findings

The main contribution of the study is the observation of the changing positions of stakeholder groups in a merger process. The findings show that two of these primary stakeholder groups – namely, management and owners – shift places in a merger, with owners replacing the management in the corporate core and the old, pre‐merger management joining the stakeholder group of other personnel.

Originality/value

The paper produces new and validated scientific information about energy‐sector mergers from the employees' point‐of‐view.

Details

Social Responsibility Journal, vol. 5 no. 2
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 1 June 1999

Tuomo Takala

The aim of this article is to present the great lines of managerial thoughts concerning ownership, business, social responsibility and leadership. The perspective of…

Abstract

The aim of this article is to present the great lines of managerial thoughts concerning ownership, business, social responsibility and leadership. The perspective of consideration is historical, and especially conceptual. We noticed that in the twentieth century a modern business ideology began to take form. Old suppositions according to the classical economic theory about the nature of economic activities started to give way when the modern professional manager type came into the management of the firm. At that time also there developed the idea of the firm as an institution with many targets. The position of the firm in society changed, people started to make demands for a wider social responsibility. It was desired that this responsibility would be allocated to the firm and the top management on the basis that they had the obligation to do so. In this way management as a public steward is obliged to maintain and develop social targets. Further, it was essential that firms themselves began to understand the necessity of taking responsibility. Instead of maximizing profit in the short run, this was replaced by the relevant functioning which emphasized the firm’s long‐term benefit.

Details

International Journal of Social Economics, vol. 26 no. 6
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 1 November 2002

Teppo M. Sintonen and Tuomo Takala

This paper analyzes the concept of racism in the context of business ethics and globalization. It first introduces three ethical traditions to understand moral issues in…

Abstract

This paper analyzes the concept of racism in the context of business ethics and globalization. It first introduces three ethical traditions to understand moral issues in business: deontological, utilitarian and virtue ethics. Then it discusses about the challenges and demands that globalization has set to multicultural and multinational business operations. Third, it clarifies how racism works when it is understood as an ideology‐based phenomenon. It argues that there is a great value of knowing how racism works for the development of an anti‐racist and nondiscriminating organization. Although any of the three traditions on ethical thinking does not give direct answer to the question of how to develop and manage an anti‐racist business organization, but connected with the understanding of racism they can be useful tools for the leader of a multicultural organization.

Details

International Journal of Social Economics, vol. 29 no. 11
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 8 March 2011

Susanna Myllylä and Tuomo Takala

The aim of this paper is to focus on the legitimacy problems faced by the Finnish forest industry in the Brazilian context, specifically from the perspective of the…

Abstract

Purpose

The aim of this paper is to focus on the legitimacy problems faced by the Finnish forest industry in the Brazilian context, specifically from the perspective of the region's indigenous communities: the Tupinikim, the Guarani and the Pataxó.

Design/methodology/approach

The method used is qualitative research with a case study approach. The empirical data are based on the fieldwork in the states of Espírito Santo and Bahia. The aim was to scrutinize the corporate tactics in gaining societal legitimacy, both in Brazil and in Finland; these were categorized into thematic groups.

Findings

The legitimacy of the Finnish companies becomes questionable due to the unethical tactics of their Brazilian business partner, Aracruz Celulose SA. When the company takes its “marginal” stakeholders' demands seriously and commits itself to them in diverse ways (economically, ecologically etc.), corporate social responsibility becomes a reality. The search for legitimacy also requires the company to change its corporate knowledge production systems, and also requires a willingness on the part of the company to encounter different types of knowledge that are locally attached.

Originality/value

The study offers new information about the relationship between multinational corporations and local communities in Brazil – especially from the perspective of indigenous communities. The paper also contributes to legitimation research. Finally, the authors offer some concluding remarks considering the new cultural environments of Finnish companies operating in the global South.

Details

Social Responsibility Journal, vol. 7 no. 1
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 1 July 2006

Takala Tuomo

To highlight and explore the concept of charisma and charismatic leadership and to suggest how good leadership is possible.

Abstract

Purpose

To highlight and explore the concept of charisma and charismatic leadership and to suggest how good leadership is possible.

Design/methodology/approach

The article is based on the conceptual consideration.

Findings

A way to better charismatic leadership is possible to achieve, but this needs a lot of work and commitment.

Practical implications

The article suggests some key points to develop better charismatic leadership.

Originality/value

The article will be of value to those business managers who want to develop their skills of leadership

Details

Development and Learning in Organizations: An International Journal, vol. 20 no. 4
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 1 December 1999

Tuomo Takala

Collects thoughts that emerged during the recent virtual conference, Business and Leadership Ethics. For the consumer, legislation often seems insufficient to control the…

Abstract

Collects thoughts that emerged during the recent virtual conference, Business and Leadership Ethics. For the consumer, legislation often seems insufficient to control the activities of business and business suffers as a result. A company’s ethical stance is frequently as important as more traditional considerations like product, service and even pricing. Considers three themes as a basis for the ethical orientation of organizations. Postmodernism is important – after all, this new collective consciousness is largely responsible for the changing view of business that necessitates this study. Despite links with older business styles, competition can be used to shift the ethical base, provided that the ethics of competition (as in sport) are also considered. Total quality management can easily be adapted – the TQM fundamental of “excellence” can become “ethical excellence”. Concludes that as business and society become partners a true moral leadership will be needed to make the relationship work.

Details

Leadership & Organization Development Journal, vol. 20 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 4 May 2012

Kari Kerttula and Tuomo Takala

The aim of the study was to analyze the use of power in a strategic change process within a large forest industry company. The organization in question had a total of…

Abstract

Purpose

The aim of the study was to analyze the use of power in a strategic change process within a large forest industry company. The organization in question had a total of 7,700 employees, 6‐8 organizational levels, over 30 production units and a widespread international sales network. The study highlighted the organization's internal narration as an important element in the use of power. It started in conjunction with the appointment of the new management group and continued throughout the two‐year monitoring period, so that gradually all organizational layers were involved in interpreting their roles and positions in the new structure.

Design/methodology/approach

The empirical data were collected during a period of more than two years through participatory observation and the change narrative was made using the change report method. The use of power was observed from the perspective of the management group. The researcher had a dual role; he served both as a researcher and a member of the management group.

Findings

The first conclusion revealed that the change did not represent a separate process that was taking place outside the normal, established functioning and management process of the organization. The second conclusion was that implementing a transformative change in a large organization is a multi‐stage and challenging learning process, both for the change makers as well as for other members of the organization. The third conclusion was that there were no shortcuts to change. It took place through the thinking and actions of the people starting from the understanding of the measures required for the change.

Research limitations/implications

There are three limitations to the study. First, its findings are based on the viewpoint of the new management group. Second, the role of the researcher and the episodic progress narrative edited by himself defined the change process as a five‐phased process. Third, and closely linked to the previous limitation, the possible narrowness of the researcher in his thinking is also a potential limitation.

Practical implications

The results of the study could pave the way to a more realistic understanding of power and change in large multinational companies.

Originality/value

This article is a genuine research paper with profound fieldwork. It broadens viewpoints considering power, change and the role of top management in a large and global Finnish forest industry corporation.

Details

Leadership & Organization Development Journal, vol. 33 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

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