LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Mawer, SJ
Languages: English
Types: Doctoral thesis
Subjects:
This research extends the concept of corporate social responsibility (CSR) by proposing that it should be operationalised as a management obligation and redefined as management social responsibility: MSR. The contribution of this research comprises two strands. First it addresses the practicalities for managers initiating and implementing MSR as an integral managerial duty. The contentiousness of defining CSR is addressed by applying a conceptual framework based on an analysis of the works of social scientist and management theorist, Mary Parker Follett (1868 – 1933). Secondly, Follett’s work is synthesised and offered as a starting point to deal with other management demands in theory and practice. \ud The case for MSR invokes the same principles for the elimination of workplace discrimination, not for economic reasons but because it represents socially just and moral business conduct. Follett’s belief that management possesses the capability to advance human welfare was assessed during research in 20 organizations across public, private and non-profit sectors in the UK, France and the USA. Semi-structured interviews with 23 practicing managers, ranging from CEOs to junior managers, produced data on the feasibility of implementing MSR, which was validated by experiences from operationalising other social issues in management. As a result the concept of MSR evolved in which business management is central to a beneficial relationship with all stakeholders \ud The overall qualitative findings of this research indicate that business management attitudes and practice are inclined towards initiating socially responsible business activities. By examining the challenges to managers to accept MSR, their motivation and capability to implement it have been analysed. This analysis informed proposals for a practical framework and professional partnerships to absorb Follett’s philosophies that inform MSR. Subsequent developments can be expected as managers become familiar with MSR, which will contribute to the evolution of theory and practice.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Davis, A. M. (2015). When Webb Met Follett: Negotiation Theory and the Race to the Moon. Negotiation Journal, 31(3), 267-283.
    • Davis, K. (1960). Can business afford to ignore social responsibilities? California Management Review (pre-1986), 2(000003), 70.
    • Davis, K. (1967). Understanding the social responsibility puzzle: what does the businessman owe to society. Business Horizons, winter 1967,45-50 De Bono, E. (1991). Handbook for the Positive Revolution, London: Penguin De Bruin, B. and Dolfsma, W. (2013). Oaths and codes in economics and business - introducing the special issue. Review of Social Economy, 71:135-139 DOI: 10.080/00336764.2013.801177 Accessed 5th January 2014 Delbard, O. (2011). Social partners of fully fledged stakeholders? Trade unions and CSR in Europe. Society and Business Review, 6:3,260-277 Deming, W. (1986). Out of the crisis. Cambridge, MA: MIT Center for advanced engineering.
    • Devlin, J. F., Ennew, C. T., Sekhon, H. S., and Roy, S. K. (2015). Trust in financial services: Retrospect and prospect. Journal of Financial Services Marketing, 20(4), 234-245.
    • Dickson, A. (2010). Leadership in unprecedented times Industrial and Commercial Training 42:6,309-313 Dilthey, W., and Jameson, F. (1972). The rise of hermeneutics. New Literary History, 3(2), 229-244.
    • Donaldson, T. and Dunfee, T. (1994). Toward a Unified Conception of Business Ethics: Integrative Social Contracts Theory. The Academy of Management Review, Apr., 1994, Vol.19(2), p.252-284 Donaldson, T. and Preston, L. (1995). The stakeholder theory of the corporation: concepts, evidence and implications, Academy of Management Review, 20:1,65 - 91 Donmoyer, R. (1984). The problem of language in empirical research: a rejoinder to Miles and Huberman, American Educational Research Association, 13:5 (May 1984),26 - 27 Drucker, P. (1955). The practice of management. London: Heinemann Drucker, P. (1974). Management: tasks responsibilities, practices. London: Heinemann Goodpaster, K.E. and Matthews, J.B., (1982). Can a corporation have a conscience? Harvard Business Review, 60(1), pp.132-141.
    • Heidegger, M., (1982). The Basic Problems of Phenomenology. Trans. by Albert Hofstadter. Bloomington: Indiana University Press. From the German original of 1975. The text of a lecture course in 1927.
    • Hemingway, C. and Maclagan, P. (2004). Managers' Personal Values as Drivers of Corporate Social Responsibility. Journal of Business Ethics, 50: 33-44, 2004.
    • Henderson, D. (2005). Turning Point. The role of business in the world today.
    • JCC,,30-32.
    • Henig, R. (2006). Versailles and after, 1919-1933. Routledge Heon, F., Davis, A., Jones-Patulli, J., Damart, S., and Coyle, A. (2014). The Essential Mary Parker Follett, Ideas We Need Today. Montreal: Heon, Inc.
    • Heritage, J. (2004). In Silverman, D. Qualitative research: theory, method and practice, 2nd Ed. London: Sage Herzberg, F. (1964). The motivation-hygiene concept and problems of manpower. Personnel Administration.
    • Herzig, C. and Moon, J. (2013). Discourses on corporate social ir/responsibility in the financial sector. Journal of Business Research, 66(10), 1870-1880.
    • Hind, P., Wilson, A. and Lenssen, G. (2009). Developing leaders for sustainable business. Corporate Governance, 9: 7-20 Hofstede, G., Penderson, P., and Hofstede, G. (2002). Exploring Culture, Maine: Intercultural Press Wartick, S. and Cochran, P. (1985) The evolution of the corporate social performance model. Academy of Management Review. 10(4), 758-76
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article