|
Showing 1 - 7 of
7 matches in All Departments
Corporate Governance, Responsibility and Sustainability
investigates various dimensions of corporate governance issues in
key emerging economies such as China, India, Brazil, South Africa
and Russia. The book explores a number of issues in the areas of
corporate governance framework, market discipline and building an
efficient, competitive market.
The concept of strategic human resource management has developed
widely in the last couple of years, especially because of the
impact of human resources on the competitiveness of organizations.
The development of human resource strategies involves taking into
account their multiple mutual dependencies and the fact that they
must be vertically integrated with the business strategy. These
strategies define the intentions and plans related to the overall
organizational considerations, such as organizational
competitiveness, effectiveness or image, and to more specific
aspects of human resources management, such as resourcing,
motivating, valuating, learning and development, reward and
employee relations. Strategic management of human resources
provides a large perspective on the way critical issues or success
factors related to people can be addressed and how different
concepts of strategic decisions are made, with long-term impacts on
the behavior and success of the organization. The fundamental
objective of human resource strategic management is to generate
strategic capabilities by ensuring that the organization has the
high-qualified, committed and well-motivated employees it needs to
achieve and sustain the competitive advantage. The emergence of
strategic human resource management (SHRM) is influenced by global
competition and the corresponding search for sources of a
sustainable competitive advantage. SHRM has achieved its prominence
because it provides a means by which business firms can enhance the
competitiveness and promote managerial efficiency. It facilitates
the development of human capital that meets the requirements of a
competitive business strategy, so that organizational goals and the
mission of the organization will be achieved. The HRM system is
defined as "a set of distinct but interrelated activities,
functions and processes that are directed at attracting,
developing, and maintaining (or disposing of) a firm's human
resources." Many agree that HRM is the most effective tool which
contributes to the creation of human capital, and in turn,
contributes to organizational performance and the competitive
advantage. This book puts emphasis on understanding the role of HRM
between organizations and people and provides an analytical
approach toward encompassing HRM, employment relations, and
organizational behavior. As a management discipline, HRM draws
insights, models and theories from cognate disciplines and applies
them to real-world settings. Further, this book discusses how
current theoretical perspectives and frameworks (e.g., those
related to strategic competitiveness, knowledge management,
learning organization, communities of practice, etc.) can be
applied by reflective practitioners to create an eco-friendly
organizational culture.
This casebook argues that corporate sustainability agendas should
look beyond stakeholder demands and desires, towards strategic
opportunities to achieve social and commercial benefits
simultaneously. It encourages shifting focus from a strategic
approach to a sustainable business practice. As the cases in the
book highlight, it is in every company's best interest to identify
a manageable number of sustainability initiatives whose shared
benefits-for society at large and the company-are significant and
also substantially help the company strategically position itself
in the competitive marketplace. Strategic sustainable business
practices can lead to shared value creation, strengthening the
company's competitiveness and establishing a symbiotic
relationship. Companies can achieve solid profits by doing good
things for the environment; it is a "win-win" for society and for
business. This casebook provides examples of multi-stakeholder
partnerships that aim to create sustainable enterprises. Ideal for
teaching purposes, after a brief introduction to the case method,
the cases are presented with no comments or criticisms.
The concept of strategic human resource management has developed
widely in the last couple of years, especially because of the
impact of human resources on the competitiveness of organizations.
The development of human resource strategies involves taking into
account their multiple mutual dependencies and the fact that they
must be vertically integrated with the business strategy. These
strategies define the intentions and plans related to the overall
organizational considerations, such as organizational
competitiveness, effectiveness or image, and to more specific
aspects of human resources management, such as resourcing,
motivating, valuating, learning and development, reward and
employee relations. Strategic management of human resources
provides a large perspective on the way critical issues or success
factors related to people can be addressed and how different
concepts of strategic decisions are made, with long-term impacts on
the behavior and success of the organization. The fundamental
objective of human resource strategic management is to generate
strategic capabilities by ensuring that the organization has the
high-qualified, committed and well-motivated employees it needs to
achieve and sustain the competitive advantage. The emergence of
strategic human resource management (SHRM) is influenced by global
competition and the corresponding search for sources of a
sustainable competitive advantage. SHRM has achieved its prominence
because it provides a means by which business firms can enhance the
competitiveness and promote managerial efficiency. It facilitates
the development of human capital that meets the requirements of a
competitive business strategy, so that organizational goals and the
mission of the organization will be achieved. The HRM system is
defined as "a set of distinct but interrelated activities,
functions and processes that are directed at attracting,
developing, and maintaining (or disposing of) a firm's human
resources." Many agree that HRM is the most effective tool which
contributes to the creation of human capital, and in turn,
contributes to organizational performance and the competitive
advantage. This book puts emphasis on understanding the role of HRM
between organizations and people and provides an analytical
approach toward encompassing HRM, employment relations, and
organizational behavior. As a management discipline, HRM draws
insights, models and theories from cognate disciplines and applies
them to real-world settings. Further, this book discusses how
current theoretical perspectives and frameworks (e.g., those
related to strategic competitiveness, knowledge management,
learning organization, communities of practice, etc.) can be
applied by reflective practitioners to create an eco-friendly
organizational culture.
Corporate social responsibility has increased exponentially
throughout the past decades and is of growing importance to the
success of businesses internationally. Green management especially
is at the forefront of new developments and initiatives in the face
of the climate crisis, aiming to mitigate fundamental institutional
misalignments in controlling drastic expansion and its adverse
consequences on the environment. Strategic Corporate Responsibility
and Green Management turns the focus to emerging economies, in
particular India and Mexico. Offering both criticism and examples
of effective projects, the chapter authors consider the
technological solutions for women’s empowerment in India, waste
management for combating COVID-19, a case study of Coca Cola in
India and the tragedy of the commons, corporate responsibility in
MSMEs, a study of Mexican companies and corporate social
responsibilities impact on the sustainable development goals, and
errors in corporate social responsibility. This volume of Critical
Studies on Corporate Responsibility, Governance and Sustainability
harnesses corporate responsibility and green management to
integrate social and environmental concerns into productive
business operations, paving the way for future successes in
emerging economies. The series facilitates idea exchanges and
research collaborations between developed and developing countries,
and between the West and the East. It promotes best ideas, values,
practices and innovations in corporate governance, corporate
responsibility and sustainability in the world and encourages
holistic thinking, cross-disciplinary research, multiple
perspectives and the use of various research approaches and
methods.
This casebook argues that corporate sustainability agendas should
look beyond stakeholder demands and desires, towards strategic
opportunities to achieve social and commercial benefits
simultaneously. It encourages shifting focus from a strategic
approach to a sustainable business practice. As the cases in the
book highlight, it is in every company's best interest to identify
a manageable number of sustainability initiatives whose shared
benefits-for society at large and the company-are significant and
also substantially help the company strategically position itself
in the competitive marketplace. Strategic sustainable business
practices can lead to shared value creation, strengthening the
company's competitiveness and establishing a symbiotic
relationship. Companies can achieve solid profits by doing good
things for the environment; it is a "win-win" for society and for
business. This casebook provides examples of multi-stakeholder
partnerships that aim to create sustainable enterprises. Ideal for
teaching purposes, after a brief introduction to the case method,
the cases are presented with no comments or criticisms.
|
|