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Dirigiendo para hacer realidad la estrategia: Aprendiendo, queramos o no
Andreu i Civit, RafaelTechnical Note SMN-702Business Ethics and Corporate Social Responsibility, Innovation and Change, StrategyLa presente nota describe un enfoque de la implantación de la estrategia basado en el aprendizaje espontáneo que las personas involucradas en tal proceso experimentan de manera continua, quieran o no. De manera natural, este enfoque exige tener en cuenta a las personas que implantarán finalmente la estrategia desde una perspectiva mucho más cercana de lo que es habitual. Por otro lado, le confiere un ritmo poco sincopado y más continuo (de acción...Starting at €8.20
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Accionistas en la empresa familiar
Tàpies, Josep; Rus, SalvadorTechnical Note SMN-667Business Ethics and Corporate Social Responsibility, Leadership and People ManagementPertenecer a una familia propietaria de una empresa tiene dos posibilidades con respecto a la empresa: participar o no en el proyecto familiar y empresarial. En el primer caso, sería un accionista comprometido con la empresa. En el segundo, puede declinar formar parte de los negocios familiares, nadie puede forzarnos a ser accionista de una empresa de la familia, y aun siéndolo, participar en el desarrollo de ella. A pesar de que alguien reciba p...Starting at €8.20
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El aprendizaje espontáneo en la empresa: Valor, responsabilidad social corporativa y ética en la profesión de dirigir
Andreu i Civit, RafaelTechnical Note SMN-692Business Ethics and Corporate Social Responsibility, Leadership and People Management, StrategyEn las interacciones entre personas que son necesarias para el funcionamiento normal de cualquier empresa, todas ellas aprenden algo aun sin querer, de forma espontánea. Estos aprendizajes, que llamamos "huellas", pueden entorpecer o favorecer el buen funcionamiento futuro de la empresa y forman parte de los "resultados" de la misma, más allá de los resultados económicos que, normalmente, se toman en consideración. Tener esas huellas en cuenta e...Starting at €8.20
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Family Business Ownership
Tàpies, Josep; Rus, SalvadorTechnical Note SMN-667-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementIndividuals who belong to a family that owns a business are faced with a choice: whether or not to participate in the family business project. Family members who do wish to be involved become committed shareholders. Some family members may decide not to participate in the family business. No one can force them to become shareholders. Likewise, if they are already shareholders, no one can force them to participate in how the business develops. Eve...Starting at €8.20
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Spontaneous Learning in the Corporate Context: Values, corporate social responsibility and ethics in professional management
Andreu i Civit, RafaelTechnical Note SMN-692-EBusiness Ethics and Corporate Social Responsibility, Leadership and People Management, StrategyThrough interpersonal interactions necessary for the normal operation of any company, people spontaneously learn, even if inadvertently. These learning experiences, which we call "impressions," may hinder or promote the company's future operations and form part of its "performance," measured beyond the normally considered economic performance. Keeping these impressions in mind as a managerial duty naturally adds another dimension to management, a...Starting at €8.20
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WorldCom: Keeping Planes in the Air (A)
Werhane, Patricia H.; Wicks, Andrew C.; Sack, Robert J.; Mead, JennyCase DARDEN-E-0335-EBusiness Ethics and Corporate Social ResponsibilityThis case focuses on the dilemma faced by Betty Vinson, a senior manager in the corporate accounting division of telecommunications giant WorldCom, when asked repeatedly to falsify financial information. The telecommunications industry was in a severe slump after the booming 1990s, and WorldCom’s stock price was suffering. WorldCom’s senior management was eager to continue the company’s string of ever-increasing operating results in hopes that th...Starting at €8.20