Articles (ICM/IKL)
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Abstract: Purpose: For the last three decades, Stakeholder management has been concerned either with strategic business management or business ethics, values and quality. Many models have been developed, but recently the literature asks for more dynamic models that can explain the complexities of the interaction between a corporation and its stakeholders. Methodology/approach: This paper offers a theoretical ‘Organic Stakeholder Model’ based on decision making theory, risk assessment and adaption to a rapidly changing world combined with appropriate stakeholder theory for ethical purposes in decision making processes in businesses. Findings: The concept of the ‘Organic Stakeholder Model’ is derived from observational studies of publicly owned enterprises from 2004 - 2011. The paper encourages researchers to test the validity of the model in any kind of business model. Practical implications (if applicable): The Model is based on case studies, but the limited scope of the length of the paper did not leave room to show the empirical evidence, but only the theoretical study. Originality / value of a paper: The model offers a new way of combining risk management with ethical decision-making processes by the inclusion of multiple stakeholders. The conceptualization of the model enhances business ethics in decision making by managing and balancing stakeholder concerns with the same concerns as the traditional risk management models does – for the sake of the wider social responsibilities of the businesses and its stakeholders. URI: http://hdl.handle.net/10398/8733 Files in this item: 1
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Chinese and Expatriate AccountsSøderberg, Anne-Marie; Worm, Verner (Frederiksberg, 2011)[More information][Less information]
Abstract: The purpose of this article is to explore how Chinese and expatriate managers, working in subsidiaries of five MNCs, communicate and collaborate, what kind of cultural encounters they talk about and give prominence to in their accounts of critical incidents, how they reflect upon them/ explain them, and how they cope with perceived similarities and differences to improve cross-cultural communication and collaboration within a global organization. Using an inductive qualitative methodology and thematic analysis, the study draws on indepth narrative interviews with 29 expatriate and 39 Chinese managers and experts. The specific value of this paper is that it explores a hitherto under-researched issue and provides insight into well-educated expatriate and Chinese managers´ accounts of how they perceive themselves and others in a multicultural work context. In both groups we find widely traveled, flexible and open-minded people, who are ready and have the capabilities to conduct cross-cultural leadership. URI: http://hdl.handle.net/10398/8353 Files in this item: 1
