Hansen Responsible Leadership Systems

An Empirical Analysis of Integrating Corporate Responsibility into Leadership Systems
2010
ISBN: 978-3-8349-8675-7
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 325 Seiten, eBook

Reihe: Markt- und Unternehmensentwicklung Markets and Organisations

Based on literature in corporate responsibility and formal leadership systems Erik G. Hansen develops a conceptual 'Responsible Leadership Systems Framework' structuring leadership instruments and tools into seven interconnected key areas. The framework is applied in qualitative multi-case studies in seven of the largest German stock corporations.

Dr. Erik G. Hansen gained his doctoral degree at the Institute for Information, Organization and Management of Prof. Dr. Prof. h.c. Dr. h.c. Ralf Reichwald at Technische Universität München.

Zielgruppe

Research

Autoren/Hrsg.

Hansen, Erik Gunnar

Inhaltsverzeichnis

1;Foreword;7
2;Acknowledgements;8
3;Brief Table of Contents;10
4;Table of Contents;11
5;Figures;17
6;Tables;21
7;Abbreviations;24
8;INTRODUCTION;26
8.1;1 Point of Departure;26
8.2;2 Research Gap and Research Objective;28
8.3;3 Outline of Thesis;30
9;Part I. FOUNDATIONS OF CORPORATE RESPONSIBILITY;32
9.1;4 An Introduction to Corporate Responsibility;33
9.1.1;4.1 Overview;33
9.1.2;4.2 Corporate Social Responsibility;34
9.1.2.1;4.2.1 Categories of Responsibilities;35
9.1.2.2;4.2.2 Corporate Community Involvement;37
9.1.3;4.3 Stakeholder Theory;41
9.1.3.1;4.3.1 The Stakeholder Model of the Firm;41
9.1.3.2;4.3.2 Stakeholder Identity;43
9.1.4;4.4 Sustainable Development and Corporate Sustainability;45
9.1.5;4.5 Terminology Used in Present Work;49
9.1.6;4.6 Issues of CR;50
9.2;5 Motivation for CR;53
9.2.1;5.1 A Meta-Analysis of Drivers and Barriers for CR;53
9.2.1.1;5.1.1 Barriers of CR;53
9.2.1.2;5.1.2 Drivers for CR;54
9.2.2;5.2 Moral Case and Business Case;56
9.2.2.1;5.2.1 The Moral Case;57
9.2.2.2;5.2.2 The Business Case;57
9.2.2.3;5.2.3 Drivers of the Business Case;58
9.2.2.3.1;5.2.3.1 Markets, Innovation, and Competitiveness;58
9.2.2.3.2;5.2.3.2 Employee Satisfaction and Talent Attraction;59
9.2.2.3.3;5.2.3.3 Pressure Groups and License to Operate;60
9.2.2.3.4;5.2.3.4 Reputation and Risk Management;61
9.2.2.3.5;5.2.3.5 Financial Performance;61
9.2.2.3.6;5.2.3.6 Capital Markets;63
9.2.2.4;5.2.4 Critique of the Business Case Perspective;64
9.3;6 Organisational Learning for CR;65
9.4;7 Summary of Part I;68
10;Part II. TOWARDS A RESPONSIBLE LEADERSHIPSYSTEMS FRAMEWORK;70
10.1;8 The Interface of CR, Leadership, and Organisational Culture;71
10.1.1;8.1 CR and Leadership;71
10.1.2;8.2 Leadership Context as Enabler for CR;74
10.1.3;8.3 The Generic Leadership Systems Framework;77
10.2;9 Core Fields of the RLS Framework;81
10.2.1;9.1 Leadership as a Day-to-Day Interactive Process;81
10.2.1.1;9.1.1 Values Statements;82
10.2.1.1.1;9.1.1.1 The Role of Value Statements;82
10.2.1.1.2;9.1.1.2 The Content of Values;82
10.2.1.2;9.1.2 Business Codes;85
10.2.1.2.1;9.1.2.1 Business Level;85
10.2.1.2.2;9.1.2.2 Meso and Macro Level;87
10.2.1.2.3;9.1.3 Communication and Dialogue;90
10.2.1.2.3.1;9.1.3.1 Internal and External Communication;90
10.2.1.2.3.2;9.1.3.2 Stakeholder Dialogues;93
10.2.1.2.4;9.1.4 Goal Setting and Decision Making;95
10.2.1.2.4.1;9.1.4.1 Organisational Goal Setting;95
10.2.1.2.4.2;9.1.4.2 Individual Goal Setting;96
10.2.1.2.4.3;9.1.4.3 Decision-making Rules and Tools;98
10.2.1.2.5;9.1.5 Summary;99
10.2.2;9.2 Leadership Metrics;99
10.2.2.1;9.2.1 Performance Metrics on the Organisational Lev;100
10.2.2.1.1;9.2.1.1 Individual Performance Indicators;103
10.2.2.1.2;9.2.1.2 Overall Performance Indicators;106
10.2.2.2;9.2.2 Strategic Performance Measurement Systems;114
10.2.2.2.1;9.2.2.1 Balanced Scorecard Approaches;114
10.2.2.2.2;9.2.2.2 EFQM Excellence Model;116
10.2.2.3;9.2.3 Performance Metrics on the Individual Level;118
10.2.2.4;9.2.4 Summary;121
10.2.3;9.3 Leadership Deployment;122
10.2.3.1;9.3.1 Monetary Incentives and Compensation;123
10.2.3.1.1;9.3.1.1 Incentives and Compensation Based on CR Metrics;123
10.2.3.1.2;9.3.1.2 Long-term Incentives;125
10.2.3.2;9.3.2 Non-Monetary Incentive and Reward Systems;125
10.2.3.2.1;9.3.2.1 Award Schemes;126
10.2.3.2.2;9.3.2.2 Leadership Groups;127
10.2.3.2.3;9.3.2.3 Employee Community Involvement;127
10.2.3.2.4;9.3.2.4 Career Planning;130
10.2.3.3;9.3.3 Compliance Mechanisms;131
10.2.3.4;9.3.4 Summary;133
10.2.4;9.4 Selection of Leaders and Leadership Development;134
10.2.4.1;9.4.1 The Selection Subsystem: Selecting Responsible Leaders;134
10.2.4.1.1;9.4.1.1 Recruiting and Selection;134
10.2.4.1.2;9.4.1.2 Induction;135
10.2.4.2;9.4.2 The Development Subsystem: Developing Responsible Leaders;135
10.2.4.2.1;9.4.2.1 Horizontal Development;140
10.2.4.2.2;9.4.2.2 Vertical Development;142
10.2.4.2.3;9.4.2.3 Service Learning;145
10.2.4.3;9.4.3 Provider of Development Programmes;149
10.2.4.3.1;9.4.3.1 Overview;149
10.2.4.3.2;9.4.3.2 CR Development by Educational Institutions;150
10.2.4.3.3;9.4.4 Summary;152
10.2.4.4;9.4.4 Summary;152
10.3;10 Contextual Fields of the RLS Framework;154
10.3.1;10.1 Strategy;154
10.3.1.1;10.1.1 Formal Instruments of Strategy;155
10.3.1.1.1;10.1.1.1 Vision and Mission Statements;156
10.3.1.1.2;10.1.1.2 Strategy Hierarchy;158
10.3.1.2;10.1.2 Challenges;160
10.3.1.3;10.1.3 Summary;161
10.3.2;10.2 Structure;161
10.3.2.1;10.2.1 Organisational Structures;162
10.3.2.1.1;10.2.1.1 Executive Board Level;164
10.3.2.1.2;10.2.1.2 Corporate Level;165
10.3.2.1.3;10.2.1.3 Functional Level;167
10.3.2.2;10.2.2 Challenges;168
10.3.2.3;10.2.3 Summary;169
10.3.3;10.3 Culture;170
10.3.3.1;10.3.1 Corporate Culture;170
10.3.3.2;10.3.2 Challenges;174
10.3.3.3;10.3.3 Summary;175
10.4;11 Summary of Part II;177
10.4.1;Linkages Between Contextual Fields and Core Fields;178
10.4.2;Linkages Within Each Level;178
10.4.3;Linkages Between Overall Framework and Individual Leaders;178
11;Part III. RESPONSIBLE LEADERSHIP SYSTEMS IN MULTINATIONAL CORPORATIONS;180
11.1;12 Method;181
11.1.1;12.1 Research Design;181
11.1.2;12.2 Selection of Sample;183
11.1.2.1;12.2.1 Pilot Cases;183
11.1.2.2;12.2.2 Final Cases;184
11.1.3;12.3 Data Collection;186
11.1.3.1;12.3.1 Documentary Analysis;186
11.1.3.2;12.3.2 Semi-structured Interviews;187
11.1.4;12.4 Data Analysis;189
11.1.4.1;12.4.1 Qualitative Data Analysis;189
11.1.4.2;12.4.2 Data Evaluation and Scoring;189
11.2;13 Results;193
11.2.1;13.1 Overview of Results;193
11.2.2;13.2 Core Fields of Responsible Leadership Systems;196
11.2.2.1;13.2.1 Leadership as a Day-to-Day Interactive Process;196
11.2.2.1.1;13.2.1.1 Values and General Guidelines;197
11.2.2.1.2;13.2.1.2 Business Codes;198
11.2.2.1.3;13.2.1.3 Communication;199
11.2.2.1.4;13.2.1.4 Goal Setting and Decision Making;202
11.2.2.2;13.2.2 Leadership Metrics;204
11.2.2.2.1;13.2.2.1 Organisational Metrics;205
11.2.2.2.2;13.2.2.2 Strategic Performance Measurement Tools;211
11.2.2.2.3;13.2.2.3 Individual Performance Evaluation;214
11.2.2.3;13.2.3 Leadership Deployment;215
11.2.2.3.1;13.2.3.1 Monetary Incentives and Rewards;215
11.2.2.3.2;13.2.3.2 Non-monetary Incentives and Rewards;217
11.2.2.3.3;13.2.3.3 Compliance;219
11.2.2.4;13.2.4 Selection of Leaders and Leadership Development;220
11.2.2.4.1;13.2.4.1 Selection of Leaders;221
11.2.2.4.2;13.2.4.2 Horizontal Leadership Development;222
11.2.2.4.3;13.2.4.3 Vertical Development and Service Learning;225
11.2.2.5;13.2.5 Summary of Core Fields;228
11.2.3;13.3 Contextual Fields of Responsible Leadership Systems;229
11.2.3.1;13.3.1 Strategy;229
11.2.3.1.1;13.3.1.1 Vision and Mission Statements;230
11.2.3.1.2;13.3.1.2 Formulated Strategies;231
11.2.3.2;13.3.2 Structure;236
11.2.3.2.1;13.3.2.1 Main Organisational Structures;237
11.2.3.2.2;13.3.2.2 Additional Organisational Structures;242
11.2.3.3;13.3.3 Culture;243
11.2.3.4;13.3.4 Summary of Contextual Fields;244
11.2.4;13.4 Overall Responsible Leadership Systems;245
11.2.4.1;13.4.1 Interdependencies Between the Core Fields;245
11.2.4.2;13.4.2 The Relation between Contextual Fields and Core Fields;248
11.2.4.3;13.4.3 Responsible Leadership Systems and CR Performance;250
11.2.4.4;13.4.4 Pathways to Responsible Leadership Systems;253
11.2.4.5;13.4.5 Most Important Future Trends;255
11.3;14 Discussion;258
11.3.1;14.1 Core Fields;258
11.3.1.1;14.1.1 Interactive Process;258
11.3.1.2;14.1.2 Leadership Metrics;259
11.3.1.3;14.1.3 Leadership Deployment;261
11.3.1.4;14.1.4 Selection of Leaders and Leadership Development;261
11.3.2;14.2 Contextual Fields;263
11.3.2.1;14.2.1 Raising Integration of Strategy and CR;263
11.3.2.2;14.2.2 Critical Aspects of Portfolio Strategies;264
11.3.2.3;14.2.3 Organisational Structures;265
11.3.3;14.3 Overall Systems;267
11.3.3.1;14.3.1 Relationships;267
11.3.3.2;14.3.2 Scope of Solutions;269
12;Part IV. SUMMARY AND OUTLOOK;272
12.1;15 Summary and Major Findings;273
12.2;16 Implications for Theory;276
12.2.1;The Responsible Leadership Systems Framework;276
12.2.2;Distinguishing Performance Metrics on Individual and Organisational Level;276
12.2.3;Distinguishing Horizontal and Vertical Development;276
12.2.4;Strategy Follows Structure;277
12.2.5;Using Qualitative Research Methods;277
12.3;17 Implications for Management;279
12.3.1;RLS Performance is Linked to CR Performance and Competitive Advantage;279
12.3.2;Leveraging the RLS Toolbox;279
12.3.3;Balancing the Elements of the RLS Framework;282
12.3.4;Nurturing Cross-Functional and Cross-Business Collaboration;283
12.3.5;Improving Collaboration of CR and HR Functions;283
12.4;18 Limitations and Further Research;284
12.4.1;18.1 Methodological;284
12.4.2;18.2 Conceptual;285
12.4.2.1;Core Fields;285
12.4.2.2;Contextual Fields;285
12.4.2.3;Concept of CR;287
12.4.3;18.3 A Map for Research in Responsible Leadership Systems;287
12.4.3.1;Micro Levels (Core Fields);287
12.4.3.2;Meso Level (Contextual Fields);288
12.4.3.3;Macro Level;288
12.4.4;18.4 Embarking Towards New Research Fields;290
12.4.4.1;Systems and Individuals;291
12.4.4.2;Sustainability-Oriented Innovation;291
12.4.4.3;CR Ontology;292
12.5;19 Outlook;293
13;REFERENCES AND ANNEXES;294
13.1;References;294
13.2;Annexes;338
13.2.1;A.1 Overview of Interviews Conducted;338
13.2.2;A.2 Interview Guideline for CR managers;340
13.3;Index;348

Point of Departure.- Research Gap and Research Objective.- Outline of Thesis.- Foundations of Corporate Responsibility.- An Introduction to Corporate Responsibility.- Motivation for CR.- Organisational Learning for CR.- Summary of Part I.- Towards a Responsible Leadership Systems Framework.- The Interface of CR, Leadership, and Organisational Culture.- Core Fields of the RLS Framework.- Contextual Fields of the RLS Framework.- Summary of Part II.- Responsible Leadership Systems in Multinational Corporations.- Method.- Results.- Discussion.- Summary and Outlook.- Summary and Major Findings.- Implications for Theory.- Implications for Management.- Limitations and Further Research.- Outlook.

Über Autor(innen)

Dr. Erik G. Hansen gained his doctoral degree at the Institute for Information, Organization and Management of Prof. Dr. Prof. h.c. Dr. h.c. Ralf Reichwald at Technische Universität München.