chapter4expectationsandpurposes-預覽頁
【正文】 ndependently of management – Must be petent to scrutinise managers’ activities – Need time to do job properly – Importance of softer issues, . trust, respect Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx External Stakeholders Stake holders Examples Influence Market Suppliers, petitors, distributors, shareholders Economic/value creation Social/ political Policy makers, regulators, government agencies Social legitimacy Techno logical Key adopters, standards agencies, owners of petitive technologies Diffusion of new technology/ adoption of industry standards Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Use of Stakeholder Mapping ? Do actual levels of interest and power reflect corporate governance framework? ? Who are key blockers and facilitators of a strategy? ? Is repositioning of stakeholders desirable/feasible? ? Which are the key stakeholders whose interest and power must be maintained to support the strategy? Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Business ethics – the societal expectations of anisations ? Macro level – Range from laissez faire to shapers of society – Ethical stance of anisation in society – Extent an anisation exceeds its minimum obligations to stakeholders and society ? Corporate social responsibility – Specific ways to exceed minimum obligations imposed by legislation/corporate governance – Reconcile conflicting demands of stakeholders ? Individual level – Behaviour and actions of individuals within anisations Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx Corporate Social Responsibility Internal Aspects External Aspects Employee welfare Environmental issues Working conditions Products Job design Markets and marketing Intellectual property Suppliers Employment Community activity Human rights Exploring Corporate Strategy, Seventh Edition, 169。 shared wisdom ? Dangers: – Institutionalised managers may be blinkered – Transition between sectors difficult ? Legitimacy: – Need to meet expectations in terms of assumptions, behaviours and strategies Exploring Corporate Strategy, Seventh Edition, 169。 Pearson Education Ltd 20xx The Cultural Web of the NHS Exploring Corporate Strategy, Seventh Edition,
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