000			02931nam a22004095i 4500
001			978-3-8349-8675-7
003			DE-He213
005			20140220084553.0
007			cr nn 008mamaa
008			100815s2010 gw | s |||| 0|eng d
020			_a9783834986757 _9978-3-8349-8675-7
024	7		_a10.1007/978-3-8349-8675-7 _2doi
050		4	_aHD28-70
072		7	_aKJM _2bicssc
072		7	_aBUS041000 _2bisacsh
082	0	4	_a650 _223
100	1		_aHansen, Erik G. _eauthor.
245	1	0	_aResponsible Leadership Systems _h[electronic resource] : _bAn Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems / _cby Erik G. Hansen.
264		1	_aWiesbaden : _bGabler, _c2010.
300			_aXXVIII, 325p. 93 illus. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aPoint of Departure -- Research Gap and Research Objective -- Outline of Thesis -- Foundations of Corporate Responsibility -- An Introduction to Corporate Responsibility -- Motivation for CR -- Organisational Learning for CR -- Summary of Part I -- Towards a Responsible Leadership Systems Framework -- The Interface of CR, Leadership, and Organisational Culture -- Core Fields of the RLS Framework -- Contextual Fields of the RLS Framework -- Summary of Part II -- Responsible Leadership Systems in Multinational Corporations -- Method -- Results -- Discussion -- Summary and Outlook -- Summary and Major Findings -- Implications for Theory -- Implications for Management -- Limitations and Further Research -- Outlook.
520			_aSeveral global crises such as climate change, the global financial breakdown and corporate corruption scandals have diminished the legitimacy of business. One possible answer to this situation is the concept of corporate responsibility (CR), a voluntary approach aiming at the integration of economic with social, ethical and environmental goals. Erik G. Hansen addresses this gap. Rooted in literature on CR and formal leadership systems he develops a conceptual “Responsible Leadership Systems” framework structuring leadership instruments and tools into seven interconnected key areas. The framework is applied in qualitative multi-case studies in seven of the largest German stock corporations. The results show that leading companies increasingly make CR part of their strategies, structures, management instruments and tools.
650		0	_aEconomics.
650		0	_aIndustrial management.
650	1	4	_aEconomics/Management Science.
650	2	4	_aManagement/Business for Professionals.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9783834923868
856	4	0	_uhttp://dx.doi.org/10.1007/978-3-8349-8675-7
912			_aZDB-2-SBE
999			_c113051 _d113051