Savall / Henri / Zardet Dynamics and Challenges of Tetranormalization

1. Auflage 2013
ISBN: 978-1-62396-282-1
Verlag: Information Age Publishing
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 251 Seiten

This volume continues the collaboration between the RMC book series and the French management research think tank ISEOR (SocioEconomic Institute for Firms and Organizations). Those familiar with Henri Savall’s and his colleague Véronique Zardet’s earlier work on the socioeconomic theory of organizations will recognize their assessments of organizational dysfunctions and hidden costs – but in a different context. In their current work, the emphasis is on the tensions created by the wider environment – the idea of tetranormalization – and how those tensions shape and influence organizational life. Drawing on a wide range of examples from the news media and popular press, Savall and Zardet paint a disturbing picture of the underlying dynamics and challenges posed by a literal avalanche of standards and norms – which are often ambiguous and conflicting – that literally encompasses all that we do. Their analytic framework is composed of four “poles” – two social dimensions and two economic dimensions – that capture social norms and quality, safety and environment standards (the social dimension), and traderelated norms and accounting and financial standards (the economic dimension). Throughout the volume, Savall and Zardet’s analysis captures the myriad ways in which these dimensions interact, shaping the “rules of the game” that dictate how organizations compete and collaborate. Differentiating the “rules of the game” from “playing with” those rules, they delve into the subtleties and nuances that underlie these “poles,” providing further insight into how these forces are manipulated through lobbying and the seemingly 24/7 cycle of exposing, publicizing and rulemaking surrounding social and economic as well as scientific and technological controversies. As Savall and Zardet argue, we are in the midst of a profound upheaval that will play havoc with our economic and social lives for some time to come. If we are going to exert influence on that reality, the challenges that we face moving forward must be conceptualized, constructed and implemented today, for, as they argue, “the road to durable prosperity will be a long haul.” Yet, moving beyond these challenges per se, they underscore that we are also presented with an exceptional opportunity – the very real opportunity to create a sustainable commitment to responsible and responsive organizational performance, one that can be fuelled and financed by our ability to translate the hidden costs that exist in all our organizations into productive, valueadded activities and true wealth creation. Their analysis presents an intriguing challenge to traditional notions of corporate social responsibility, delving into the idea of “durably acceptable” responsibility, ways to facilitate greater stakeholder engagement, and how we can capture ongoing and sustainable improvement in organizational performance.

Autoren/Hrsg.

Savall, Henri

Savall,

Henri,

Zardet,

Veronique,

Inhaltsverzeichnis

1;Front Cover;1
2;The Dynamics and Challenges of Tetranormalization;2
3;A Volume in Research in Management Consulting;2
3.1;Series Editor: Anthony F. Buono, Bentley University;2
4;CONTENTS;8
4.1;1. Tetranormalization: Phenomena, Observations, and Theory 1;8
4.2;2. The Landscape of the Tetranormalized Environment: Seven Phenomena Describing the Problems 25;8
4.3;3. The Six Fields of Tetranormalization 73;8
4.4;4. Emergence of Innovative Solutions and Good Practices in Gestation 91;8
4.5;5. Future Organization in a Tetranormalized Universe: Choices of Strategy 99;8
4.6;6. Understanding Tetranormalization— And Doing Something About It! 127;8
4.7;7. Reflections on Tetranormalization: The Current Intensification of Tetranormalization, Market Disruption and Strategic Steering 163;8
4.8;Research in Management Consulting;3
4.9;The Dynamics and Challenges of Tetranormalization;6
4.9.1;by;6
4.9.2;Henri Savall and Véronique Zardet;6
4.9.2.1;Information Age Publishing, Inc.;6
4.9.2.2;Charlotte, North Carolina • www.infoagepub.com;6
4.9.2.3;Acknowledgments;10
4.9.2.4;Preface;14
4.9.2.4.1;Anthony F. Buono;14
4.9.2.4.2;REFERENCES;16
4.9.2.5;Introduction to the 2013 English Edition;18
4.9.2.5.1;Origin, Scientific Itinerary, and Scope of the Tetranormalization Concept;18
4.9.2.5.1.1;Henri Savall and Véronique Zardet;18
4.9.2.5.2;UNDERSTANDING THE CRISIS AND RETURNING TO PROSPERITY;20
4.9.2.5.2.1;The Influence of Bernácer on Our Work in Economics and Management Science;25
4.9.2.5.2.2;The Influence of François Perroux;28
4.9.2.5.3;NOTES;30
4.9.2.5.4;REFERENCES;30
4.9.2.6;Introduction to the 2005 First Edition;32
4.9.2.6.1;THE NORMATIVE ENVIRONMENT OF COMPANIES AND ORGANIZATIONS;33
4.9.2.6.1.1;The Rules of the Game and Playing With the Game Rules: What Standards and Norms Mean;35
4.9.2.6.2;The Hidden face of standards AND NORMS;38
4.9.2.6.2.1;Standards and Strategic and Operational Decisions;40
4.9.2.6.2.2;Internal Convergence and Strategic and Operational Decisions;42
4.9.2.6.2.3;Reactive or Proactive Strategies?;43
4.9.2.6.2.3.1;1. How can we change the dominant behavior pattern—the propensity to reject corporate social responsibility—and promote wider internalization of the inclusion of responsibility in managerial decisions and practices, which is in their own organiza...;44
4.9.2.6.2.3.2;2. How can we finance the risks associated with a company’s social responsibility without compromising its survival-development capacity, particularly in an increasingly competitive world?;44
4.9.2.6.3;WHAT SOCIAL RESPONSIBILITY ARE WE TALKING ABOUT?;45
4.9.2.6.3.1;1. Transient, short-lived social responsibility leads to the disappearance (disappearance or loss of autonomy by absorption) of the company and the destruction of productive employment.;45
4.9.2.6.3.2;2. Sustainable social responsibility addresses performance in the short-, medium-, and long-term continuum of the organization’s strategic horizon.;45
4.9.2.6.3.3;3. Acceptable social responsibility refers to a level of responsibility compatible with an organization’s cash flow (self-financing capacity) and source of its viability—its relative strategic autonomy and, therefore, of its raison d’être (see...;45
4.9.2.6.4;NOTES;47
4.9.2.6.5;REFERENCE;48
4.9.2.6.5.1;Figure 2. The acceleration of international standard and norm obsolescence.;35
4.9.2.6.5.2;Figure 1. The current state of tetranormalization: Disjointed and dislocated.;34
4.9.2.6.5.3;Figure 3. Illusion-perversion of economic and social activity game rules.;39
4.9.2.6.5.4;Figure 4. The hidden face of disintegrated tetranormalization.;39
4.9.2.6.5.5;Figure 5. Fast-developing labeling.;40
4.9.2.6.5.6;Figure 6. The strategic dilemma of organizations: Give in or get out?;41
4.9.2.6.5.7;Figure 7. Problems of corporate social responsibility.;44
4.9.2.6.5.8;Figure 8. The different corporate social responsibility concepts.;46
4.9.2.6.5.9;Figure 9. The sustainable and acceptable corporate social responsibility concept.;46
4.10;CHAPTER 1;50
4.10.1;Tetranormalization;50
4.10.1.1;Phenomena, Outcome, Theory;50
4.10.1.2;Characteristics of Tetranormalized Environments;50
4.10.1.2.1;Nature and Dynamics of the Different Levels of Standards;51
4.10.1.2.2;The Tetranormalization Cyclone: A Magnetic Force-Field;51
4.10.1.2.3;The Hidden Face of Standardization: A Trojan Horse of Hidden Interference;55
4.10.1.3;The Impact of Tetranormalized Environments on Companies and Organizations;56
4.10.1.3.1;The Boomerang Effects of Double Externalization;58
4.10.1.3.2;The Hidden Costs of Externalization;59
4.10.1.3.3;Company Social Deresponsibilization Factors;60
4.10.1.3.3.1;Territorial Conflicts;61
4.10.1.3.3.2;The Future of Integrated Corporate Strategies, Standards, and Norms;61
4.10.1.4;The Overall Sustainable Performance of Companies and Organizations;64
4.10.1.4.1;Why is the Question of Global Performance Raised by All Stakeholders?;65
4.10.1.4.2;Advantages of Proactive Strategies;68
4.10.1.5;CONCLUSION;69
4.10.1.5.1;1. Human resources are the only factor in the creation of value added —technical and financial capital are essentially inert until activated by human resources; and;71
4.10.1.5.2;2. It is possible to reduce the imperfections of the mainstream accounting model to improve decision-making.;71
4.10.1.6;NOTES;71
4.10.1.7;REFERENCES;72
4.10.1.7.1;Figure 1. 3. Economic impacts of the integration of tetranormalization.;54
4.10.1.7.2;Figure 1. 1. Tetranormalization integrated tomorrow?;53
4.10.1.7.3;Figure 1. 2. Illustrative trends observed in standards and norms integration.;53
4.10.1.7.4;Figure 1. 4. Examples of differences between French and Anglo-Saxon accounting frames of reference.;54
4.10.2;Table 1.1. Illustration of Hidden Costs;63
4.10.2.1;Figure 1. 5. Examples of standards and norms used in interference.;56
4.10.2.2;Figure 1. 6. The generic contingency principle for the integration of standards.;57
4.10.2.3;Figure 1. .7. The boomerang effects of double externalization.;59
4.10.2.4;Figure 1. 8. Consequences of the boomerang effect.;60
4.10.2.5;Figure 1. 9. The development of corporate strategic energy.;62
4.10.2.6;Figure 1. 10. Reactive versus proactive strategies.;64
4.10.3;Table 1.2 Conversion of Hidden Costs Into Value Added at Brioche Pasquier (Per Person Per Year);70
4.10.3.1;Figure 1. 11. Conditions of integration: Adoption of standards.;65
4.10.3.2;Figure 1. 12. The “stock-in-trade” theory.;71
4.10.3.3;Figure 1. 13. The socioeconomic theory of organizations.;72
4.11;CHAPTER 2;74
4.11.1;The Landscape of the Tetranormalized Environment;74
4.11.1.1;Seven Phenomena Describing the Problem;74
4.11.1.2;The Seven Tetranormalization Phenomena Problem Sets;74
4.11.1.2.1;Tetranormalization: Exploratory and Illustrative Cases;82
4.11.1.2.2;Problems of Production and Proliferation of Standards and Norms;88
4.11.1.2.3;Problem Subgroup 1.1: Articulation of Private and Public Sectors;88
4.11.1.2.4;Problem Subgroup 1.2: IFRS (International Financial Reporting Standards) Compatible Standards;90
4.11.1.2.5;Problem Subgroup 1.3: The Standards and Norms Versus No Standards and Norms Dilemma;91
4.11.1.2.5.1;Proliferation of Institutions;94
4.11.1.2.6;Problem Subgroup 2.1: Control and Audit Institutions;94
4.11.1.2.7;Problem Subgroup 2.2: Research as a Source of Standards and Norms;95
4.11.1.2.8;Problem Subgroup 2.3: Notation Agencies;97
4.11.1.2.9;Problem Subgroup 2.5: Transfer of State-owned Institutions and Organizations to the Private Sector;98
4.11.1.2.9.1;Conflict and Competition Between Standards and Norms;98
4.11.1.2.10;Problem Subgroup 3.1: Concentration of Companies;98
4.11.1.2.11;Problem Subgroup 3.2: Languages (Expansion, Hegemony);100
4.11.1.2.12;Problem Subgroup 3.3: Internal Contradictions of Political Regimes and Economic Transition;101
4.11.1.2.13;Problem Subgroup 3.4: Technological Change and Productivity;102
4.11.1.2.13.1;Conflict and Hierarchy of Laws and Legal Standards and Norms;103
4.11.1.2.14;Problem Subgroup 4.1: Territoriality of Standards and Norms;103
4.11.1.2.15;Problem Subgroup 4.2: Articulation of Private and Public Sectors;107
4.11.1.2.15.1;Real Application of Standards and Norms;108
4.11.1.2.16;Problem Subgroup 5.0: Compliance With Economic and Commercial Rules;108
4.11.1.2.17;Problem Subgroup 5.1: Safety and Transport;110
4.11.1.2.18;Problem Subgroup 5.2: Respect of Employee Rights;110
4.11.1.2.19;Problem Subgroup 5.3: Borderline Legal Practices;111
4.11.1.2.20;Problem Subgroup 5.5: Control of Social Legislation (Laws, Conventions, Agreements, etc.);112
4.11.1.2.20.1;Fraud;112
4.11.1.2.21;Problem Subgroup 6.1: Refusal to Submit to Political Power and Law;114
4.11.1.2.22;Problem Subgroup 6.2: Swindling;115
4.11.1.2.23;Problem Subgroup 6.3: Respect of Copyright and Patents;116
4.11.1.2.24;Problem Subgroup 6.4: Doping;117
4.11.1.2.25;Problem Subgroup 6.6: Fraud in Public Services;117
4.11.1.2.25.1;Sanctions for Not Applying Standards and Norms;117
4.11.1.2.26;Problem Subgroup 7.1: Taxes;117
4.11.1.2.27;Problem Subgroup 7.2: Application of Sanctions;118
4.11.1.2.28;Problem Subgroup 7.3: Resources Available;119
4.11.1.3;CONCLUSION;120
4.11.1.4;NOTES;120
4.11.1.4.1;1. In the examples that follow, the italicized quotes reflect the headline of the summarized article.;120
4.11.1.4.2;2. In this context, “social” refers to the relations between the members of a group and within that group, which is perceived as a distinct reality. “Societal” refers to relations with the larger society, especially in consideration of its va...;120
4.11.1.4.3;3. These figures were reported in Le Figaro, on December 17, 2010.;120
4.11.1.5;REFERENCES;121
4.11.2;Table 2.1. Breakdown of Tetranormalization Problems Within the Sample of the Cases Under Study;83
4.11.3;Table 2.1. Continued;85
4.11.3.1;Figure 2. 1. The seven tetranormalization phenomena problem sets and their impacts.;76
4.11.3.2;Figure 2. 2. Tetranormalization problem set tree structures.;77
4.11.4;Table 2.2. Breakdown by Fields of the Sample Cases Under Study;87
4.11.5;Table 2.2. Continued;88
4.11.6;Table 3.1. Provisional Nomenclature of Tetranormalization Fields;125
4.12;CHAPTER 3;122
4.12.1;The Six Fields of Tetranormalization;122
4.12.1.1;Criteria for the Determination of the Six Fields;122
4.12.1.1.1;1. competition between different internationally allied networks, such as South-South trade (AB), Latin America, Mercosur1 (considered as the Common Market of South America), as compared with other allied networks with partners that partially share a...;123
4.12.1.1.2;2. international alliances and concentrations such as South-South trade (AB), Alena2 (AG), and the European Union extended to 25 countries3 (AJ);;123
4.12.1.1.3;3. systems for international dialogue and negotiation: the G84 (AE), the G205 (AF), and the enlarged European Union (AJ); and;123
4.12.1.1.4;4. the exacerbated competitive battlefield, over the next decade, resulting either from competition between different allied networks, supplemented by international negotiations, or the recent, dynamic and spectacular emergence of countries entering ...;123
4.12.1.1.5;Content of the Six Tetranormalization Fields;124
4.12.1.1.6;Trade and Trade Volume (A);126
4.12.1.1.7;Accounting and Finance (B);127
4.12.1.1.8;Quality and Ecology (C);133
4.12.1.1.9;The Social Domain (D);135
4.12.1.1.10;Health Care (E);136
4.12.1.1.11;Public Institutions (F);138
4.12.1.2;Notes;139
4.12.1.3;REFERENCE;139
4.12.2;Table 3.2. Relationships Between Hidden and Visible Costs;132
4.13;CHAPTER 4;140
4.13.1;Emergence of Innovative Solutions and Good Practices in Gestation;140
4.13.1.1;Interinstitutional cooperation;141
4.13.1.2;Interorganizational cooperation Between Public and Private Sectors;142
4.13.1.3;Performance and motivation;144
4.13.1.4;Toward the Certification of Public Accounts;146
4.13.1.5;NOTE;147
4.14;CHAPTER 5;148
4.14.1;Future Organization in a Tetranormalized Universe;148
4.14.1.1;Choices of Strategy;148
4.14.1.2;The “stock in trade” theory: Competitive dynamics of public and private organizations and territories;148
4.14.1.2.1;Awakening a Global Threat;151
4.14.1.3;DURABLY ACCEPTABLE (SUSTAINABLE) CORPORATE SOCIAL RESPONSIBILITY;152
4.14.1.3.1;Financing Durably Acceptable Social Responsibility;152
4.14.1.3.2;Maintaining Intangible Investment Levels;152
4.14.1.3.3;Act on Human Behavior—The Source of Risk;153
4.14.1.3.3.1;Reducing Hidden Costs and Financing Sustainable Social Responsibility Policies;155
4.14.1.3.3.2;Exploratory Inventory of Durably Acceptable Social Responsibility;156
4.14.1.3.4;Problem Subgroup 9.1: Government Insolvency;156
4.14.1.3.5;Problem Subgroup 9.2: The Social Responsibility of Public Organizations;157
4.14.1.3.6;Problem Subgroup 9.3: Corporate Social Responsibility;160
4.14.1.4;MULTIDIMENSIONAL MEASUREMENT OF GLOBAL SUSTAINABLE CORPORATE PERFORMANCE;163
4.14.1.4.1;Assessing Hidden Costs;163
4.14.1.4.2;The Identification and Measurement of the Creation of Intangible Potential;165
4.14.1.4.3;Strategic Alarm and Vigilance Indicators;165
4.14.1.4.4;Hidden Costs/Visible Costs Ratio;166
4.14.1.4.5;Externalized Costs on Internal Costs Ratio;168
4.14.1.4.6;Creation of Potential Time on Directly Productive Time Ratio;171
4.14.1.5;AN ACCOUNTING AND FINANCIAL INFORMATION MEASUREMENT SYSTEM FOR THE EVOLUTION OF TOTAL SUSTAINABLE PERFORMANCE;171
4.14.1.6;NOTES;173
4.14.1.7;REFERENCES;175
4.14.1.7.1;Figure 5. 2. Financing sustainable social responsibility.;153
4.14.1.7.2;Figure 5. 1. Territory conflicts.;153
4.14.1.7.3;Figure 5. 3. Act on the human behavior patterns.;154
4.14.1.7.4;Figure 5. 4. Financing sustainable social responsibility policies.;156
4.14.1.7.5;Figure 5. 5. Economic balance of an automation project.;156
4.14.1.7.6;Figure 5. 6. Indicators and components of hidden costs.;164
4.14.2;Table 5.1. Brioche Pasquier: Turnover, Net Profit, and Staff Developed Over 16 Years;168
4.14.2.1;Figure 5. 7. The three dynamic forces of change: Three piloting axes.;172
4.14.3;Table 5.2. Evolution of Brioche Pasquier’s Economic and Financial Performance;169
4.14.4;Table 5.3. Economic Balance of Socioeconomic Innovation in a Factory Employing 1,000 People;174
4.14.4.1;Figure 5. 8. Evolution of the hourly contribution to value added on variable cost (HCVAVC) of a factory producing emergency vehicle bodies and equipment.;174
4.15;CHAPTER 6;176
4.15.1;Understanding Tetranormalization— and Doing Something About It!;176
4.15.1.1;The Challenge: The Dangers of the Lack of Visibility;176
4.15.1.1.1;Traditional Accountancy: A Distorted “Lens”;178
4.15.1.2;Total Sustainable Organizatonal Performance: Short-, Medium-, and Long-Term Socioeconomic Decision Model;180
4.15.1.2.1;Why Measure Sustainable Total Corporate Performance?;181
4.15.1.3;The Socioeconomic Theory of Organizations: The SEAM model;186
4.15.1.3.1;The Origin of the Socioeconomic Theory of Organizations;188
4.15.1.3.2;The Theory;189
4.15.1.3.3;Socioeconomic Intervention;191
4.15.1.3.3.1;Introduction of a Management Structure and Motivational Tools;192
4.15.1.3.4;Implementation of the Method and Results Obtained;193
4.15.1.3.4.1;Theories Encompassed by the Socioeconomic Metatheory of Organizations;193
4.15.1.3.5;The Theory of Human Behavior;194
4.15.1.3.6;The Theory of the Strategic Operation of Organizations;198
4.15.1.3.6.1;1. In the short-, medium-, and long-term continuum, human resources are the only factor that actively creates durable economic value. This is a basic critique of the production function. Indeed, 19th century neoclassic and Marxist economic philosophi...;206
4.15.1.3.6.2;2. In addition, the “residual” factor of the production function, accounting for approximately 50% of the value to be explained, is regarded as a kind of third factor, with capital and labor. The level of hidden costs in a company contributes to ...;206
4.15.1.3.6.3;3. Any professional or extraprofessional organization spontaneously tends to generate hidden costs, resulting from generated or imposed dysfunctions.;206
4.15.1.3.6.4;4. The productivity of labor presents a hyperelasticity, given the higher or lower level of hidden costs; it logically follows that an organization can increase its production with the same labor without increasing work rates if it is able to reduce ...;207
4.15.1.3.6.5;5. Obtaining a voluntary reduction of hidden costs and generate extra performance requires contractualization between all stakeholders and the negotiation of compensation for employees who agree to increase their performances; modernizing remuneratio...;207
4.15.1.3.6.6;6. Intangible investments lead to more “hyperprofitability” than tangible investments, which take 3 to 4 years to pay back, whereas intangible investments are written off after 4 to 6 months.;207
4.15.1.3.6.7;1. The quality of human resource and activity management is the essential source of total sustainable performance, much more than strategic or organizational choices.;207
4.15.1.3.6.8;2. Value added is produced by teams more than individuals, which is why it is essential to build cooperation.;207
4.15.1.3.6.9;3. The interaction between internal and external stakeholders generates total sustainable performance, by the social link generated and the identification of customer expectations.;207
4.15.1.3.6.10;4. Every organization must simultaneously satisfy two kinds of customers: internal (e.g., personnel) and external (e.g., clients, other stakeholders). Human resource management becomes internal marketing. Managers listen to their in-house customers (...;207
4.15.1.3.6.11;5. The “stock in trade” or intangible assets can generate resources.;207
4.15.1.3.6.12;6. Finally, to improve and maintain total sustainable performance, companies and organizations should adopt structured socioeconomic interventions to help detect lodes of hidden costs and the levers needed to exploit them. Successful change processes...;207
4.15.1.4;Conclusion;207
4.15.1.5;NOTES;209
4.15.1.6;REFERENCES;210
4.15.1.6.1;Figure 6.1. Transformation of the structure of visible and hidden costs.;179
4.15.1.6.2;Figure 6.2. The theory of human behavior.;182
4.15.1.6.3;Figure 6.3. Corporate strategic management.;183
4.15.1.6.4;Figure 6.4. The theory of human behavior.;195
4.15.1.6.5;Figure 6.5. The anthropological theory of the multidimensional needs of people at work.;196
4.15.1.6.6;Figure 6.6. Erosion of the quality of behavior overtime.;197
4.15.1.6.7;Figure 6.7. Synchronized decentralization.;198
4.15.1.6.8;Figure 6.8. Configuration and internal operation.;199
4.15.1.6.9;Figure 6.9. The person of many parts.;200
4.15.1.6.10;Figure 6.10. The two management paradigms.;201
4.15.1.6.11;Figure 6.11. The product as the corporate core.;203
4.15.1.6.12;Figure 6.12. Interface with the external environment and strategic decision.;204
4.15.1.6.13;Figure 6.13. The standards and norms integration process.;205
4.15.1.6.14;Figure 6.14. The total sustainable corporate performance theory.;205
4.15.1.6.15;Figure 6.15. The theory of the creation of economic value.;206
4.15.1.6.16;Figure 6.16. The theory of total sustainable performance factors and levers.;208
4.15.1.6.17;Figure 7. 1. Four poles of key issues.;213
4.16;CHAPTER 7;212
4.16.1;Reflections on Tetranormalization;212
4.16.1.1;The Current Intensification of Tetranormalization, Market Disruption, and Strategic Steering;212
4.16.1.2;INTENSIFICATION OF TETRANORMALIZATION: RISKS AND EMERGING GOOD PRACTICE;213
4.16.1.2.1;Tetranormalization and Strategic Management;214
4.16.1.2.2;An Observation: Proliferation and Incompatibility of Different Norms and Standards;214
4.16.1.2.3;High Risk for Business: A Loss of Dynamism;215
4.16.1.2.4;Origin of the Problem: The Competitive and Anarchic Market for Norms and Standards;220
4.16.1.2.4.1;Disruption of Markets and Strategic Steering: Threats and Opportunities;220
4.16.1.2.5;Speculation and Aggressive Competitive Games on Disrupted Markets: Risks and Emerging Innovations;221
4.16.1.2.6;Business Ethics: Paralyzing Fluctuations and Reprehensible Practices;221
4.16.1.2.7;Unprecedented Government Intervention;222
4.16.1.2.8;Destabilizing Factors in Markets and Aggressive Competition Policies;223
4.16.1.2.9;Corporate Social Responsibility and Awareness of New Opportunities;224
4.16.1.2.9.1;Strategies for Integrating Standards and Norms;224
4.16.1.2.10;Actions Within Companies and Organizations;225
4.16.1.2.11;Responsibility and Proactive Public Authorities;226
4.16.1.3;CONCLUSION;228
4.16.1.4;REFERENCES;228
4.16.2;Table 7.1. Updated Reading Grid of Tetranormalized Environment (ISEOR 2004, 2012);216
4.16.3;Table 7.1. Continued;217
4.16.4;Table 7.1. Continued;218
4.16.5;Table 7.1. Continued;219
4.16.5.1;Bibliography;230
4.16.5.2;About the Authors;248
4.16.5.2.1;SERIES EDITOR;249
4.17;Bibliography;230
4.18;About the Authors;248
4.19;Back Cover;250