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Sustainable leadership [3]

论文作者:匿名论文属性:短文 essay登出时间:2009-06-07编辑:刘宝玲点击率:29762

论文字数:10000论文编号:org200906071555332443语种:英语 English地区:中国价格:免费论文

关键词:SustainableleadershipManagementcontrolsystems

is literature see [25] Holthausen and Watts, 2001; [5] Barth et al. , 2001). Additionally, there is an extensive literature which focuses on the reasons for, and the consequences of, managers' voluntary corporate disclosures (sustainability reporting can be considered a voluntary disclosure); once again the primary focus of this literature is related to the influence of the capital markets (for a summary of this literature see [23] Healy and Palepu, 2001; [13] Core, 2001; [46] Verrecchia, 2001; [16] Dye, 2001). Recently, there has been a growing body of research that has examined firms' corporate disclosures on sustainability (e.g., see [6] Bennett and James, 1999; [17] Elkington, 1999; [17] Elkington, 1999; [1] Adams et al. , 2004;, [40] Perrini and Tencati, 2006; [49] Yongvanich and Guthrie, 2006; and Geibler et al. , 2006). The balanced scorecard, developed by [30] Kaplan and Norton (1992, [31] 1993) was initially designed to assist organizations in improving their performance measurement systems by instructing managers to focus on four areas of performance: financial performance, customer relations, internal business processes and learning and growth in the organization. However, over the last decade and a half, [32] Kaplan and Norton (2001, [33] 2006) have broadened the role of the balanced scorecard into a management tool to assist in strategy formulation and implementation, and to assist in creating corporate synergies. The extant literature on the balanced scorecard has focused on a number of areas, including its theoretical effectiveness (e.g., [10] Chenhall, 2005; [39] Nørreklit, 2000) and its widespread popularity (e.g., [2] Aidemark, 2001; [21] Gehrke and Horváth, 2002; [29] Kald and Nilsson, 2000; [36] Malmi, 2001; [45] Silk, 1998). Additionally, research has focused on the implementation of the balanced scorecard in general (e.g, [34] Kasurinen, 2002; [37] Niven, 1999, [38] 2002), and to assist in implementing sustainability ([18] Epstein and Wisner, 2001). Finally, there has also been research on whether the use of a balanced scorecard leads to improved performance (e.g., [12] Cohen et al. , 2006;, [26] Ittner et al. , 2002; [15] Davis and Albright, 2004; [28] James and Hoque, 2000). Leadership and organizational culture The literature on leadership is based in the extant research on organizational behavior with roots in anthroplogy, psychology and sociology ([20] French et al. , 2008). Leadership can be defined as "...the process whereby one individual influences other group members towards the achievement of defined group or organisational goals". A central aspect of leadership (as opposed to management) is the embracement of processes in which non-coercive influence is used to direct and coordinate the activities of a group towards its objectives ([44] Selznick, 1957) and that a leader is perceived by others as having certain attributes or characteristics which enable him or her to exert influence over them ([27] Jago, 1992, p. 373-4). While it is not our ambition to provide a more thorough outline of leadership theories, we stress the importance of leaders' non-coercive influence, because this is a key aspect of our case study in this paper Novo Nordisk's way integrating sustainability into business practice. To explore the non-coercive aspects of leadership we focus on corporate culture. Rather than looking at the individual manager's skills and competence, a focus on culture directs our attention to t论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。
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