公司社会责任的法理分析     

崔汪卫 《安庆师范学院学报(社会科学版)》2010,29(4):19-22

我国《公司法》规定公司应履行的社会责任,混淆了＂利益相关者理论＂与公司社会责任理论的实质区别。公司社会责任应该专指公司在社会公益活动中的行为。公司承担的社会责任,不能由法律来进行明文规定,应从道德和政策层面来构建。  相似文献   

图书馆数据服务合作开展的博弈策略及保障机制研究     

沙淑欣  于淑俐 《现代情报》2017,37(9):132-137

从博弈论的视角出发,将图书馆作为数据服务合作开展的核心角色,分析其与各利益主体的关系,寻求纳什均衡状态;提出多方共赢的合作博弈策略;并构建实现数据服务顺利、高效开展的保障机制。  相似文献   

大型体育赛事利益相关者界定及其利益分类划分     

刘苹  陈存志 《河北体育学院学报》2013,(1):22-25

运用文献资料法,对利益相关者管理理论进行概述,就基于市场营销全过程的大型体育赛事利益相关者进行界定。益和长线利益、直接利益和间接利益、显性利益和隐性利益、关者利益分类进行划分。对国内大型体育赛事利益相关者界定进行述评。在此基础上,然后从理性利益和非理性利益、局部利益和整体利益、短线利．主参照系利益和旁参照系利益等方面,对大型体育赛事利益相  相似文献   

创新政策激励机理的多案例研究——以利益相关者权利需求为中介     

陈剑平  盛亚 《科学学研究》2013,31(7)

采取多案例研究思路并结合扎根理论编码方法,理论抽样并分析了具有代表性的企业样本,探索构建了基于创新利益相关者视角下创新政策对创新投入激励机理的框架模型.研究结果显示:供给政策通过影响股东、竞争者、高管、员工与合作者的“利益-权力”需求进而影响其创新投入行为;环境政策而通过影响股东、竞争者的“利益-权力”需求进而影响其创新投入行为;需求政策通过影响股东、竞争者、合作者的“利益-权力”需求进而影响其创新投入行为.本研究将利益相关者理论引入创新政策激励机理研究领域,具有在研究视角、样本选择、研究方法以及已有研究成果整合等方面的创新意义.最后,对研究可能存在的局限性进行了阐述.  相似文献   

利益相关者视界下的高职院校教学质量管理框架构建     

聂永成 《番禺职业技术学院学报》2012,(1):4-7,15

作为一种典型的利益相关者组织,高职院校的各利益相关方有着多元化的利益诉求,并直接带来各利益主体间的利益冲突,进而影响高职院校的教学质量管理实践。只有在多元利益主体参与的前提下,构建包含教学质量管理决策制度,教学质量管理监督制度和教学质量管理评价制度等元素的教学质量管理框架,才能有效保证高职院校教学管理的质量和效率得到持续、稳定、有效的提高。  相似文献   

基于利益相关者理论的企业社会责任的战略培育     

肖功为  曾海燕 《邵阳学院学报(社会科学版)》2012,11(3):61-65

利益相关者理论具有丰富的企业社会责任思想,是研究企业社会责任问题的一个新的重要理论基础。基于利益相关者理论的企业社会责任具有五个特征:互惠互利;"外部性"内部化;自愿性与强制性;关联梯度性;社会信号传递性。文章把利益相关者理论与企业社会责任研究结合起来研究,着重论述企业社会责任的特征、理论诠释及其战略培育。  相似文献   

Differences and impacts through action learning     

Joanna Kozubska 《Action Learning: Research and Practice》2012,9(2):145-164

Here, we argue that action learning (AL) has been evolving into different variations, whose respective advocates appear to concentrate on one of the several components inherent in Revans’ formulation of AL as L?=?P?+?Q. They do this – sometimes inappropriately – to the virtual or relative exclusion of other aspects, and this has consequences for the outcomes and impact of the AL process. In an attempt to delimit the boundaries between various versions and indeed to identify what Johnson [2010. A framework for the ethical practice of action learning. Action Learning: Research and Practice 7, no. 3: 267–283] called ‘inauthentic’ AL, we have been developing our ideas for a scanning device or framework. We refer briefly to some of the theoretical underpinnings of this framework. We then introduce a fresh taxonomy to explain and illustrate features of five principal variations of emphasis in AL that we have identified. The aim of this framework is to help stakeholders to work towards selecting and co-creating the most appropriate variation of ‘authentic’ AL to suit their unique set of circumstances at any given time. We outline the likely outcomes of each respective variation if taken to extremes and conjecture about their implications. This taxonomy should also help one to reduce the mystique and confusion that often surround AL while acknowledging its complexity. We suggest that by taking advantage of insights provided by this framework, purchasers and potential AL set members in particular are more likely to participate in learning conversations that lead to more informed decisions and actions to address or adjust their respective interests and needs. In conclusion, we identify some areas for further research and development.  相似文献   

Communicating With Bank Stakeholders During Recession: Why It's Important,Who Is Doing It,and How to Stay in the Loop     

Lindsay Dillingham 《Journal of Business & Finance Librarianship》2013,18(4):313-327

This study explores the attitudes and actions of bank managers toward communication spending during recession. Results of this study indicate that organizational leaders cut communication spending early during recession and also erroneously rely on the bank's financials to mitigate irrational customer withdrawals. This research is used to illustrate the need for public librarians to meet the needs of bank stakeholders when their institution ceases to communicate during crises, for academic librarians to educate students in undergraduate and graduate programs regarding heightened information needs during recession, and for corporate librarians to understand a potential avenue for competitive advantage during recession.  相似文献   

Build Your Program by Building Your Team: Inclusively Transforming Services,Staffing and Spaces     

Robert E. Fox Jr.  Bruce L. Keisling 《图书馆管理杂志》2013,53(5):526-539

ABSTRACT

User feedback told the story of the largest and busiest campus library being dated in both physical form and programmatic function. Under the framework of a newly-developed strategic plan, library leadership initiated a comprehensive and inclusive assessment program to understand fully user needs by engaging users, campus partners, and, importantly, library personnel. Simultaneously, they embarked on a review of change management literature for guidance on implementing the required transformation. Informed by the change management philosophy of John Kotter, the library utilized the findings of the assessment program to craft and implement a sustainable transformation of its services, staffing, and spaces.  相似文献   

A Market/Value Based Approach to Satisfy Stakeholders of Higher Education     

Gordon W. McClung  Mary W. Werner 《Journal of Marketing for HIGHER EDUCATION》2013,23(1):102-123

ABSTRACT

What value does the university offer in terms of economic and social development? Having stakeholders question the contribution and value of colleges and universities is not new nor is it unique to American universities. Institutions of higher education are currently facing a crisis of confidence by parents, prospective students, alumni, congressional committees, and the media. Many stakeholders are concerned about the value provided by colleges and universities. Although there has been an effort to call attention to the issue and to examine select educational processes, there is a dire need to address all aspects of the university product. This article provides a market-based paradigm to help university/college administrators understand the critical aspects of identifying, defining, managing, and delivering superior value to all stakeholders of the institution. This article also provides a university planning process model for incorporating value in the strategic planning process of any university. Faced with increasing pressure to reduce the churn rate of students and increase retention, universities' focus must shift toward attracting students who fit with the value proposition (delivery) of the institution. This article is not an attempt at resolving the debate over the role or purpose of the university; our intent is to present a market-based approach to facilitate the delivery of value to all university stakeholders in keeping with the vision and mission of the institution.  相似文献