The Network for Business Sustainability South Africa research team reviewed 314 studies on social capital. This report outlines the business benefits of social captial and identified measures and tools that can be used to assess the key dimensions of social capital.
Online Social Capital measurement tool presentation @akbaritabarAliakbar Akbaritabar
Social Village is an Online tool to gather data and measure social capital that is embedded resources in Online social networks.
It helps social media users and researchers at the same time.
The Power of Social Capital: How To Move Your Business ForwardThe Wooden Hub
Understand the value of developing and managing professional networks to grow and sustain your business.
Understand the factors that underlie highly effective networks.
Examine the roles of reputation management and trust.
Explore how to optimize your professional networks to grow and sustain your business.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Helping our students build their social capitalNell Eckersley
This document discusses building social capital through social networking. It begins with defining social capital as the value of social relationships and networks. These networks provide benefits such as job opportunities and access to resources. The document then examines the importance of social capital for college and career transitions, communicating with family, and creating personal learning networks. It explores integrating technology through considering audience needs, objectives, strategies, and appropriate tools. Finally, it reviews several social networking tools - LinkedIn, Facebook, YouTube, Tumblr, and Twitter - and how to use them to build social capital.
1) Organizational social capital refers to relationships between employees, between employees and the organization, and between organizations. It is an asset that grows the more it is used through trust and cooperation.
2) Social capital is important for individual and organizational growth by opening opportunities, overcoming barriers, and allowing employees to focus on goals. It develops through communication, relationships, stability, interdependence, interaction, and community.
3) While social capital provides benefits, high levels can also lead to insularity if it discourages new ideas and cooperation with outsiders. Measuring social capital helps identify gaps and ways to enhance relationships within an organization.
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Online Social Capital measurement tool presentation @akbaritabarAliakbar Akbaritabar
Social Village is an Online tool to gather data and measure social capital that is embedded resources in Online social networks.
It helps social media users and researchers at the same time.
The Power of Social Capital: How To Move Your Business ForwardThe Wooden Hub
Understand the value of developing and managing professional networks to grow and sustain your business.
Understand the factors that underlie highly effective networks.
Examine the roles of reputation management and trust.
Explore how to optimize your professional networks to grow and sustain your business.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Helping our students build their social capitalNell Eckersley
This document discusses building social capital through social networking. It begins with defining social capital as the value of social relationships and networks. These networks provide benefits such as job opportunities and access to resources. The document then examines the importance of social capital for college and career transitions, communicating with family, and creating personal learning networks. It explores integrating technology through considering audience needs, objectives, strategies, and appropriate tools. Finally, it reviews several social networking tools - LinkedIn, Facebook, YouTube, Tumblr, and Twitter - and how to use them to build social capital.
1) Organizational social capital refers to relationships between employees, between employees and the organization, and between organizations. It is an asset that grows the more it is used through trust and cooperation.
2) Social capital is important for individual and organizational growth by opening opportunities, overcoming barriers, and allowing employees to focus on goals. It develops through communication, relationships, stability, interdependence, interaction, and community.
3) While social capital provides benefits, high levels can also lead to insularity if it discourages new ideas and cooperation with outsiders. Measuring social capital helps identify gaps and ways to enhance relationships within an organization.
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Cultivating Social Capital - Community Engagement for Success in Sustainable ...elan Bailey
Presentation Summary:
Social Capital is the currency of sustainable enterprise.
Its development is integral to the adoption of sustainable practices and the diffusion of sustainable innovation.
Community Engagement is an ongoing process that cultivates social capital.
Engaging stakeholders and the extended community with a transactional mindset is the biggest barrier to cultivating social capital.
2. Uluslararası İtibar Yönetimi Konferansı - Beyond Reputation Management: T...İtibar Yönetimi Enstitüsü
This document discusses moving beyond reputation management to focus on corporate integrity and communication candour. It argues that Aristotle's teachings on rhetoric are still relevant today in business communications. Specifically, his concepts of logos, ethos and pathos. The document also discusses various frameworks and initiatives aimed at more transparent reporting like the Global Reporting Initiative and integrated reporting. It argues communication should be viewed as a strategic asset and competence rather than just a public relations tool. The goal is business continuity through building trust and engagement with all stakeholders through honest and candid communication.
Coaching materials about innovation processes- Part 3.pdfBrodoto
This document discusses various financing possibilities for supporting social innovation projects. It outlines several types of grants that can fund early ideas or community organizations, as well as prizes, competitions and EU/national funding. Public financing options include dedicated innovation funds, social clauses in contracts, and participatory budgeting. Philanthropic grants are well-suited for high-risk social innovation. The document also discusses improving the relationship between grant donors and recipients through online platforms, and the importance of developing sustainable business models and plans to generate sufficient income to cover costs for social enterprises.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
The document discusses key trends impacting associations, including a generational transition and increasing technology use. Younger generations have different expectations that associations must adapt to. Associations will face geographic irrelevance, economic uncertainty, evolving workforces, and government scrutiny. To succeed, associations will need to meet new member expectations, enable faster decision-making, develop executive competencies, and explore hybrid business models with flexibility.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
This report analyzes the potential for social impact bonds (SIBs) in the US. SIBs are a new approach to scaling social programs where private investors provide upfront capital for preventative social services, and the government only pays if pre-determined outcomes are achieved. The report assesses SIB potential in homelessness and criminal justice, finding they could work in both areas given remediation costs, proven interventions, service providers, and target populations. It also describes the roles and capabilities required of each stakeholder - service providers, government, investors, intermediaries, and evaluators - for SIBs to function effectively in the US.
The impact of cloud computing, consumer
mobile and social networking technologies are transforming how enterprises drive efficiency, maintain
innovation and increase motivation. Being socially enabled means more than simply leveraging the
convergence of these tools for short term productivity gains; it involves being part of a broader
organisational, cultural and behavioural shift towards allowing individuals more self-direction and
creativity in their work.
The Role of Collaborative Governance in the Barriers to the Brazilian Digital...dgovs_pucrs
This presentation aims to identify strategies and barriers for the adoption of Digital Governance in the Brazilian Public Administration through the Digital Governance Policy, which is based on access to information, service provision and social participation. Aqualitative exploratory research was conducted through the analysis of the policy and semi-structured interviews with 11 ICT managers from public organizations. The results identified barriers for each Digital Governance strategy, which were classified according to the literature in Structural or Cultural Barriersas well as Individual, Organizational or Strategic. The relationship of the barriers with the lack of proper Collaborative Governance was also verified, showing that Digital Governance initiatives can be either fostered or hindered by Collaborative Governance.
The Difference between Entrepreneurs and Managers in the Accumulation of Soci...ijtsrd
This paper difference between entrepreneurs and managers in the accumulation of social capital. The analysis for this study involved responses from 50 entrepreneurs and 50 managers in Vietnam. The research results shown three facts that support the predictions 1 social capital is higher among entrepreneurs, 2 the social capital of entrepreneurs rises with firm age, while such behavior is not observed for managers 3 entrepreneurs who invest in human capital also invest in social capital, while such correlation is not observed for managers. Dr. Le Nguyen Doan Khoi "The Difference between Entrepreneurs and Managers in the Accumulation of Social Capital" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd38032.pdf Paper URL : https://www.ijtsrd.com/management/business-economics/38032/the-difference-between-entrepreneurs-and-managers-in-the-accumulation-of-social-capital/dr-le-nguyen-doan-khoi
Creating Shared Value: What Makes a Gamechanger?TCI Network
This document discusses creating shared value and identifying shared value gamechangers. It begins by explaining the motivation for studying shared value impact and looking for gamechangers. It then defines creating shared value as making a profit while delivering a social need. The document discusses why shared value gamechangers that fundamentally change an industry should be identified. It proposes developing a framework to assess the impact of shared value initiatives on firms and society. Finally, it reviews literature on shared value and shared measurement to develop such a framework.
Collaborative Networks Understanding the possibilities for DetroitPrathmesh Gupta
This document proposes developing a collaborative network for organizations in Detroit to address challenges. It discusses:
1) Grassroots non-profits have been leading revitalization efforts but lack formal collaboration. A network could foster cooperation.
2) Detroit has strong social capital from engaged residents and non-profits. This provides a foundation to build relationships through a network.
3) A working group of stakeholders could guide initial network planning, ensuring community needs are met through diverse representation.
Social Networks for Social Change (WSP 166)Working Wikily
This document provides an agenda and overview for a class on social networks for social change. The class will cover network basics, understanding networks, characteristics of healthy networks, online networks and social media, and network leadership and mindset. It discusses how networks can address challenges like isolation, lack of coordination, and scale issues for nonprofits. It also outlines characteristics of healthy networks like clearly articulated value, diversity, participation, leadership that embraces openness, learning and adaptation, and capacity to surface network talent.
Becoming Networked Nonprofits: What Nonprofit Leaders Need to Know to Succeed in Age of Connectedness
This document discusses how nonprofits need to adapt to an increasingly connected world by becoming networked nonprofits. It recommends that nonprofit leaders adopt a network mindset of openness, decentralized decision-making, and collective action. The document also presents a maturity of practice model for nonprofits with four levels - crawl, walk, run, fly - based on their use of social networks and measurement of results. Finally, it discusses the importance of managing attention online through mindfulness and establishing habits and rituals to stay focused.
The document discusses using data to improve outcomes in the social sector. It notes there are currently two different market structures - one focused on transactions and another on social change. It argues that aggregating and analyzing social impact data can help distinguish useful "signal from noise" and discover what initiatives are most valuable and effective. Standards like IRIS and PULSE are working to create common frameworks for measuring social impact data, but there is still room for new approaches to help funders and social actors better discover what initiatives are most needed, attractive, and able to drive social change.
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
For the last two years, our colleagues from different countries have come to Barcelona for our DesignThinkers Group annual global meeting. It is a great feeling to get together with very talented people that share your values, ideas and dreams and who are also are willing to share their experiences during the year to bring to life new collaborations and projects.
The document discusses the International Integrated Reporting Framework. It provides guidance for integrated reports, which aim to explain how an organization creates value over time. The Framework takes a principles-based approach to provide flexibility while enabling comparability. An integrated report can be a standalone report or part of another report, and should communicate how value is created through organizational strategy, governance, performance, and relationships with external factors. It benefits all stakeholders by including both financial and other relevant information.
Integrated Reporting es una de las metodologías para elaborar memorias de sostenibilidad desde un enfoque más financiero.
Para más información visita nuestra web: http://www.mas-business.com/guias-RSE
Cultivating Social Capital - Community Engagement for Success in Sustainable ...elan Bailey
Presentation Summary:
Social Capital is the currency of sustainable enterprise.
Its development is integral to the adoption of sustainable practices and the diffusion of sustainable innovation.
Community Engagement is an ongoing process that cultivates social capital.
Engaging stakeholders and the extended community with a transactional mindset is the biggest barrier to cultivating social capital.
2. Uluslararası İtibar Yönetimi Konferansı - Beyond Reputation Management: T...İtibar Yönetimi Enstitüsü
This document discusses moving beyond reputation management to focus on corporate integrity and communication candour. It argues that Aristotle's teachings on rhetoric are still relevant today in business communications. Specifically, his concepts of logos, ethos and pathos. The document also discusses various frameworks and initiatives aimed at more transparent reporting like the Global Reporting Initiative and integrated reporting. It argues communication should be viewed as a strategic asset and competence rather than just a public relations tool. The goal is business continuity through building trust and engagement with all stakeholders through honest and candid communication.
Coaching materials about innovation processes- Part 3.pdfBrodoto
This document discusses various financing possibilities for supporting social innovation projects. It outlines several types of grants that can fund early ideas or community organizations, as well as prizes, competitions and EU/national funding. Public financing options include dedicated innovation funds, social clauses in contracts, and participatory budgeting. Philanthropic grants are well-suited for high-risk social innovation. The document also discusses improving the relationship between grant donors and recipients through online platforms, and the importance of developing sustainable business models and plans to generate sufficient income to cover costs for social enterprises.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
The document discusses key trends impacting associations, including a generational transition and increasing technology use. Younger generations have different expectations that associations must adapt to. Associations will face geographic irrelevance, economic uncertainty, evolving workforces, and government scrutiny. To succeed, associations will need to meet new member expectations, enable faster decision-making, develop executive competencies, and explore hybrid business models with flexibility.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
journal publishing, how to publish research paper, Call For research paper, international journal, publishing a paper, IJERD, journal of science and technology, how to get a research paper published, publishing a paper, publishing of journal, publishing of research paper, reserach and review articles, IJERD Journal, How to publish your research paper, publish research paper, open access engineering journal, Engineering journal, Mathemetics journal, Physics journal, Chemistry journal, Computer Engineering, Computer Science journal, how to submit your paper, peer reviw journal, indexed journal, reserach and review articles, engineering journal, www.ijerd.com, research journals,
yahoo journals, bing journals, International Journal of Engineering Research and Development, google journals, hard copy of journal
This report analyzes the potential for social impact bonds (SIBs) in the US. SIBs are a new approach to scaling social programs where private investors provide upfront capital for preventative social services, and the government only pays if pre-determined outcomes are achieved. The report assesses SIB potential in homelessness and criminal justice, finding they could work in both areas given remediation costs, proven interventions, service providers, and target populations. It also describes the roles and capabilities required of each stakeholder - service providers, government, investors, intermediaries, and evaluators - for SIBs to function effectively in the US.
The impact of cloud computing, consumer
mobile and social networking technologies are transforming how enterprises drive efficiency, maintain
innovation and increase motivation. Being socially enabled means more than simply leveraging the
convergence of these tools for short term productivity gains; it involves being part of a broader
organisational, cultural and behavioural shift towards allowing individuals more self-direction and
creativity in their work.
The Role of Collaborative Governance in the Barriers to the Brazilian Digital...dgovs_pucrs
This presentation aims to identify strategies and barriers for the adoption of Digital Governance in the Brazilian Public Administration through the Digital Governance Policy, which is based on access to information, service provision and social participation. Aqualitative exploratory research was conducted through the analysis of the policy and semi-structured interviews with 11 ICT managers from public organizations. The results identified barriers for each Digital Governance strategy, which were classified according to the literature in Structural or Cultural Barriersas well as Individual, Organizational or Strategic. The relationship of the barriers with the lack of proper Collaborative Governance was also verified, showing that Digital Governance initiatives can be either fostered or hindered by Collaborative Governance.
The Difference between Entrepreneurs and Managers in the Accumulation of Soci...ijtsrd
This paper difference between entrepreneurs and managers in the accumulation of social capital. The analysis for this study involved responses from 50 entrepreneurs and 50 managers in Vietnam. The research results shown three facts that support the predictions 1 social capital is higher among entrepreneurs, 2 the social capital of entrepreneurs rises with firm age, while such behavior is not observed for managers 3 entrepreneurs who invest in human capital also invest in social capital, while such correlation is not observed for managers. Dr. Le Nguyen Doan Khoi "The Difference between Entrepreneurs and Managers in the Accumulation of Social Capital" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd38032.pdf Paper URL : https://www.ijtsrd.com/management/business-economics/38032/the-difference-between-entrepreneurs-and-managers-in-the-accumulation-of-social-capital/dr-le-nguyen-doan-khoi
Creating Shared Value: What Makes a Gamechanger?TCI Network
This document discusses creating shared value and identifying shared value gamechangers. It begins by explaining the motivation for studying shared value impact and looking for gamechangers. It then defines creating shared value as making a profit while delivering a social need. The document discusses why shared value gamechangers that fundamentally change an industry should be identified. It proposes developing a framework to assess the impact of shared value initiatives on firms and society. Finally, it reviews literature on shared value and shared measurement to develop such a framework.
Collaborative Networks Understanding the possibilities for DetroitPrathmesh Gupta
This document proposes developing a collaborative network for organizations in Detroit to address challenges. It discusses:
1) Grassroots non-profits have been leading revitalization efforts but lack formal collaboration. A network could foster cooperation.
2) Detroit has strong social capital from engaged residents and non-profits. This provides a foundation to build relationships through a network.
3) A working group of stakeholders could guide initial network planning, ensuring community needs are met through diverse representation.
Social Networks for Social Change (WSP 166)Working Wikily
This document provides an agenda and overview for a class on social networks for social change. The class will cover network basics, understanding networks, characteristics of healthy networks, online networks and social media, and network leadership and mindset. It discusses how networks can address challenges like isolation, lack of coordination, and scale issues for nonprofits. It also outlines characteristics of healthy networks like clearly articulated value, diversity, participation, leadership that embraces openness, learning and adaptation, and capacity to surface network talent.
Becoming Networked Nonprofits: What Nonprofit Leaders Need to Know to Succeed in Age of Connectedness
This document discusses how nonprofits need to adapt to an increasingly connected world by becoming networked nonprofits. It recommends that nonprofit leaders adopt a network mindset of openness, decentralized decision-making, and collective action. The document also presents a maturity of practice model for nonprofits with four levels - crawl, walk, run, fly - based on their use of social networks and measurement of results. Finally, it discusses the importance of managing attention online through mindfulness and establishing habits and rituals to stay focused.
The document discusses using data to improve outcomes in the social sector. It notes there are currently two different market structures - one focused on transactions and another on social change. It argues that aggregating and analyzing social impact data can help distinguish useful "signal from noise" and discover what initiatives are most valuable and effective. Standards like IRIS and PULSE are working to create common frameworks for measuring social impact data, but there is still room for new approaches to help funders and social actors better discover what initiatives are most needed, attractive, and able to drive social change.
Nonprofit Organizational Capacity Building Scot Evans
A short overview of organizational capacity and capacity building for the community based nonprofit sector. Includes a discussion of capacities needed for movement building and social impact.
For the last two years, our colleagues from different countries have come to Barcelona for our DesignThinkers Group annual global meeting. It is a great feeling to get together with very talented people that share your values, ideas and dreams and who are also are willing to share their experiences during the year to bring to life new collaborations and projects.
The document discusses the International Integrated Reporting Framework. It provides guidance for integrated reports, which aim to explain how an organization creates value over time. The Framework takes a principles-based approach to provide flexibility while enabling comparability. An integrated report can be a standalone report or part of another report, and should communicate how value is created through organizational strategy, governance, performance, and relationships with external factors. It benefits all stakeholders by including both financial and other relevant information.
Integrated Reporting es una de las metodologías para elaborar memorias de sostenibilidad desde un enfoque más financiero.
Para más información visita nuestra web: http://www.mas-business.com/guias-RSE
The International Integrated Reporting Council (IIRC) developed the International <IR> Framework to promote a more cohesive approach to corporate reporting and improve the quality of information available to providers of financial capital. The framework takes a principles-based approach to provide guidance for integrated reports. An integrated report aims to explain how an organization creates value over time, considering the capitals it uses and affects and its relationships with stakeholders.
EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY AND ETHICS OF WIPROSudharshanE1
The following evaluates the degree of organizational ethics and examines the various techniques and strategies through which WIPRO is fulfilling their responsibilities to key stakeholders. CSR can be defined as “A company's sense of responsibility towards the community and environment (both ecological and social) in which it operates.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
This document discusses materiality matrices in environmental, social, and governance (ESG) reporting. It defines materiality and explains how materiality matrices are used to identify the most important ESG issues to companies and stakeholders. The document also reviews different frameworks for assessing materiality, such as the Global Reporting Initiative and Sustainability Accounting Standards Board. It emphasizes that materiality matrices can help companies optimize their sustainability strategies by prioritizing the ESG issues most relevant to their business and value chain.
Applying International Standards And Guidelines On Corporate Social Responsib...Deja Lewis
This document outlines a two-step action plan for companies to implement corporate social responsibility practices internationally using existing standards and guidelines. The first step is for companies to assess their current CSR status by reviewing their vision, stakeholder interactions, strategies, and reporting. The second step is to identify focal areas for CSR activities based on the assessment, such as developing strategies, monitoring systems, internal/external communication, or embedding CSR into management processes. The plan draws on lessons from a Netherlands program working with companies on CSR internationally and categorizes standards by their orientation, scope and development process to help companies apply them appropriately.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Measuring social impact with Social return on investment (SROI) at Cogite Cogite coworking space
With the increasing debate about the social investment vs. philanthropic donations, organizations are under the pressure of reviewing the way they demonstrate the impact of their programs for multiple reasons.
SROI = Social Return on Investment – Methodology implemented is inspired by Social Value International. At its core, SROI is a measurement valuing both financial and non-financial outcomes. SROI quantifies and monetizes social impact in a clear and consistent way, enabling stakeholders to measure the achievement of social impact against three primary performance indicators, being appropriateness, effectiveness and efficiency.
The document is a report on organizational effectiveness at Scania AB submitted by five students. It discusses how organizational effectiveness relates to achieving intended outcomes and key areas like leadership development and talent management. It analyzes Scania's leadership qualities and concludes that good leadership allows it to satisfy employees and achieve progress, enabling it to compete successfully in the market. The report is based on secondary data collected from online sources and literature. It applies a methodology of data collection, elimination, analysis, developing ideas and solutions, and providing recommendations.
The document discusses two different organizational structures - centralized and decentralized structures. A centralized structure relies on one individual to make decisions, while a decentralized structure has several individuals responsible for making business decisions at different levels of the organization. The key difference between the structures is how decision making authority is distributed, with centralized concentrating it at the top and decentralized distributing it throughout various levels of the organization.
Social & Human Capital Coalition - Protocol Launch (GreenBiz 2019)Mike Wallace
The document summarizes the evolution of social and human capital management and guidance over the past 20+ years. It discusses recent statements by business leaders on the importance of purpose, human capital, and stakeholder interests. It then outlines the development and public consultation process for the Social & Human Capital Protocol, which provides a framework for companies to measure, value and manage their social and human impacts. The Protocol was officially released on February 27, 2019 after incorporating over 300 public comments.
GreenBiz 19 Workshop Slides: The Evolution of Social and Human Capital Manage...GreenBiz Group
The document summarizes the evolution of social and human capital management and guidance over the past 20+ years. It discusses recent developments like companies being asked to consider their purpose and impact on communities. It also outlines the launch and structure of the Social & Human Capital Protocol, which provides a process for companies to measure, value and manage social and human capital. The protocol draws from existing best practices and underwent public consultation. The coalition aims to mainstream social and human impact measurement and improve related business performance.
Social accounting is a method for companies to evaluate the social and environmental impact of their operations. It provides tools to collect, analyze, and monitor financial, social, and environmental data from both internal and external stakeholders. The goal is to demonstrate how companies are addressing issues like resource use, employee welfare, effects on the community, and their role as responsible corporate citizens. Social accounting measures can include expanded income statements, balance sheets, and schedules that account for social and environmental costs and benefits in both monetary and non-monetary terms. This allows companies to holistically evaluate and report on their social and economic contributions and impacts.
The Corporate Social Responsibility Strategies and Activities Employed By the...iosrjce
Corporate social responsibility (CSR) playa an increasingly important role in business success
today, and economic, political, and social factors are shaping CSR strategies around the world. Approached
strategically, CSR has the potential to generate opportunity, innovation and competitive advantage for
organizations while solving pressing social problems. The study explored the effectiveness of CSR strategies on
organizational performance by ascertaining whether responsibility towards primary stakeholders influences the
financial and non-financial performance of commercial banks. The author focused on the Equity Bank in Kenya.
Content analysis of the Bank’s financial reports between the years 2006 and 2012 was done to ascertain the
relationship between CSR and performance of the Bank. The establishment of EGF, a fully fledged subsidiary of
Equity Bank, to handle all aspects of social responsibility for the Bank is a clear attestation of how important
and serious the institution considers CSR in their day-to-day operations. The categorization of the CSR
strategies into thematic areas showed that, to the Eank, social responsibility is not just a philanthropic deed to
society but a strategic tool for furtherance of business objectives, including stakeholder relationships. The study
recommended the need for organizations to be more inclusive and participatory among all the stakeholders at
all levels of implementation as well as further research to determine the level at which CSR impacts on
performance and the influence of prior organizational performance on social responsibility.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
This document discusses approaches to measuring the impact of networks in the social sector. It provides three case studies:
1) Big Society Capital, which developed a shared outcomes matrix and is working on shared metrics to standardize impact measurement across organizations.
2) The Utrecht Social Impact Factory, a common platform network that provides co-working space and an online impact measurement tool to help members measure social impact.
3) West London Zone, a formally integrated network and collective impact initiative working to improve outcomes for at-risk children through coordinated service delivery and data sharing between partner organizations.
The document examines how different types of networks create value and the different roles funders can play in supporting standardized approaches, shared
2014 from social business to big data white paper insights from cic's 2013-20...Kantar Media CIC
Kantar Media CIC published “From Social Media to Social Business” white paper series from 2011, which helped enterprises develop their understanding of Chinese social media and ultimately realize their social business objectives. Nowadays, in order to promote enterprises’ implement of social business, Kantar Media CIC officially releases Social Business white paper, From Social Business to Big Data: Insights from Kantar Media CIC’s 2013-2014 China Enterprise Social Business Survey.This book conducts an online survey by distributing questionnaires among more than 390 respondents who come from over 30 industries, to collect extensive attitudes and perceptions towards social business from professionals of various functional departments,and provides suggestions for the organizations which are (or will be) undergoing social business changes.
How a Breakthrough Product Portfolio Assessment is Changing Business Strategy...Sustainable Brands
Dirk Voeste of BASF Corporation discusses how BASF is changing its business strategy through a breakthrough product portfolio assessment that evaluates the sustainability of its solutions. Key points:
- BASF categorized all of its products into four categories based on their sustainability contributions. It aims to increase the percentage of "Accelerator" products that substantially contribute to sustainability.
- The assessment analyzed 60,000+ product applications representing €66.3 billion in sales. It found that 23% were Accelerators that outgrow markets with higher margins. Over 60% of BASF's R&D pipeline are Accelerators.
- BASF integrates sustainability fully into its investment decisions and portfolio management as a major lever to
Building Harmony: How to Champion Sustainability from Grain to BiscuitSustainable Brands
Mondelēz International is focused on sustainability across its biscuit operations in Europe. Albert Mathieu, President of the Biscuit Category Europe, discusses how the company works with farmers to grow crops sustainably and reduces environmental impact at factories. The goal is to champion sustainability from grain to finished biscuit.
Market Insights from Top Researchers: The Latest Intelligence on Customer Att...Sustainable Brands
This document discusses how companies can drive business model transformation from within by recognizing changing markets, fitting new models with corporate strategy, and building support networks. It provides examples of innovative business models and recommends mapping current models, planning the customer journey, and assembling all elements like market needs and strategic aims to form a new "jigsaw" business model. The goal is to help businesses develop profitable approaches to sustainability through the REBus project which provides free support for pilot programs across Europe.
Market Insights from Top Researchers: The Latest Intelligence on Customer Att...Sustainable Brands
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3. Introduction
“It’s not what you know but who you know!”
Phrases like this suggest that the value of
relationships has long been appreciated.
Relationships are particularly vital in successful
business ventures and operations. This includes
relational links of leaders and employees, as well as
of the business as an organisation, and it includes
relationships within and beyond the organisation.
More recently, the value of relationships has
been recognised and highlighted explicitly in the
integrated reporting movement. South Africa is the
first country in the world in which listed companies
are required to publish such an integrated report.
The guidance provided by the International
Integrated Reporting Council (IIRC) suggests
that a company’s integrated report should
include information about six forms of ‘capital’
as inputs and outputs of the business value
generation process (see Figure 1). According
to the IIRC’s framework, these capitals refer to
“stocks of value that are increased, decreased or
transformed through the activities and outputs of
the organisation.” One of these – social capital
– focuses on “institutions and the relationships
within and between communities, groups of
stakeholders and other networks, and the ability
to share information to enhance individual and
collective well-being”.
Measuring and Valuing Social Capital: A Guide for Executives 3
Social capital refers to
relationships between
individuals or groups and the
resulting ability to secure or
obtain resources, knowledge
and information.
What is Social
Capital?
FIGURE 1: THE IIRC’S INTEGRATED REPORTING FRAMEWORK AND THE SIX CAPITALS
INVOLVED IN VALUE CREATION1
2. FUNDAMENTAL CONCEPTS CONTINUED
2D The value creation process
2.20 The value creation process is depicted in
Figure 2. It is explained briefly in the following
paragraphs, which also identify how the
components of Figure 2 (underlined in the text)
align with the Content Elements in Chapter 4.
2.21 The external environment, including economic
conditions, technological change, societal issues
and environmental challenges, sets the context
within which the organization operates. The
mission and vision encompass the whole
organization, identifying its purpose and
intention in clear, concise terms. (See Content
Element 4A Organizational overview and
external environment.)
2.22 Those charged with governance are responsible
for creating an appropriate oversight structure to
support the ability of the organization to create
value. (See Content Element 4B Governance.)
2.23 At the core of the organization is its business
model, which draws on various capitals as inputs
and, through its business activities, converts them
to outputs (products, services, by-products and
waste). The organization’s activities and its
outputs lead to outcomes in terms of effects on the
capitals. The capacity of the business model to
adapt to changes (e.g., in the availability, quality
and affordability of inputs) can affect the
organization’s longer term viability. (See Content
Element 4C Business model.)
2.24 Business activities include the planning, design
and manufacture of products or the deployment
of specialized skills and knowledge in the
provision of services. Encouraging a culture of
innovation is often a key business activity in terms
of generating new products and services that
anticipate customer demand, introducing
efficiencies and better use of technology,
substituting inputs to minimize adverse social or
environmental effects, and finding alternative
uses for outputs.
Figure 2: The value creation process:
www.theiirc.org The International <IR> Framework 13
1
IIRC (2014) The International Integrated Reporting Framework, available via http://www.theiirc.org (page 13).
4. Measuring and Valuing Social Capital: A Guide for Executives 4
However, despite the importance given to
relationships in business leadership and
management, it is remarkable how little explicit,
structured attention is often given to assessing and
improving them. Although social capital has been
highlighted in integrated reporting guidelines, there
is still much uncertainty about what it actually means
and particularly why and how it should be measured.
To address such uncertainties, the Network for
Business Sustainability (South Africa) commissioned
a systematic review of the rich scholarly literature on
social capital. In total, 314 studies were reviewed,
with this report adapting the key findings of the
review for a practitioner audience.
We define social capital and provide an
overview of its business benefits, and we also
outline measures and tools that can be used to
assess the key dimensions of social capital. Our
framework is summarised in Figure 2 on the
following page.
5. Measuring and Valuing Social Capital: A Guide for Executives 5
FIGURE 2: SOCIAL CAPITAL, ITS BENEFITS AND MEASUREMENT
Social Capital and Its Dimensions Value and Benefits Measures Tools
Social capital refers to relationships
between individuals and groups
and the resulting ability to secure or
obtain resources, knowledge and
information.
These relationships can be internal or
external to an organisation.
Social capital has three dimensions:
• Social networks and their structure
• Trust and reciprocity in relationships
• Shared norms and values
Internal social capital gives rise to
enhanced efficiency and reliability
in operations, project and
innovation management, based on
improved:
• Sharing and dissemination of
information and knowledge
• Commitment and retention of
employees
External social capital contributes
to competitive advantage and cost
reductions, based on improved:
• Access to firm-external
information and knowledge
• Reputation among customers
and other key stakeholders
• Talent recruitment
• Broader benefits associated
with social development and the
business environment
Social networks
• Network size, density and
diversity focus on the number
and characteristics of members
in an individual’s or organisation’s
network, and the frequency of
interactions or some related
measure of closeness
• Network shape focuses on the
network as a whole, including third
party relationships and possible
“holes” in networks
Trust and reciprocity
• Generalised trust (i.e. between
strangers)
• Interpersonal trust (i.e, between
people who know each other)
• Institutional trust (i.e. trust in
authority structures in the state or
corporate hierarchies)
• Reciprocity, or the willingness to
provide support to others in the
expectation that they would do the
same
Norms and values
• Homogeneity or diversity of norms
and values
• Civic norms, or people’s willingness
to co-operate and contribute to the
public good
Civic Engagement
• Associational membership
• Civic participation
Primary data on social capital
measures can be collected through
surveys of employees and other
stakeholders. Often existing
employee or related corporate
surveys can be adapted and
augmented.
Such surveys can adapt items from
existing survey instruments, such
as the World’s Values Survey’s
Social Capital Index, Putnam’s
Social Capital Index Survey
Instrument, or the World Bank
Integrated Questionnaire for the
Measurement of Social Capital
(SC-IQ).
Additional data collection methods
include interviews and focus
groups.
Such primary data can be
augmented or compared with
secondary data from national
censuses or large-scale surveys
such as the World’s Values Survey.
The data can be analysed and
visualised using social network
analysis tools, ‘relational
proximity mapping (see case
study 2, page 14), and related
methods.
6. Social capital refers to an individual’s or group’s
ability to secure or obtain resources, knowledge
and information through relationships with
and among individuals and groups. These
relationships can be among internal stakeholders
of an organisation (e.g. among employees)
and between an organisation and its external
stakeholders (e.g. consumers and regulators).
Social capital has three dimensions (see also
Figure 3):
• Social networks: This dimension prioritises
the shape and structure of the network of
relationships. As a result, an individual’s
social capital will depend on the number of
his/her ties and his/her position in a network
(e.g. his/her centrality), as well as the strength
or weakness of his/her ties to others.
• Trust and reciprocity: This dimension
focuses less on the number of ties or
structure of resulting networks, but rather
on the quality of relationships. In particular,
it focuses attention on the degree of trust
imbued in such relationships and their ability
to influence people’s actions and willingness
to take risks. Trust can furthermore be
divided into interpersonal trust among people
who know each other; generalised trust
among strangers, and institutional trust that
people have in structures of authority, such
as the government or corporate hierarchies.
Reciprocity refers to an individual’s willingness
to offer or share resources with someone else
in the expectation that the recipient would
provide such help in similar circumstances.
• Shared norms and values: This dimension
emphasises that effective communication and
collective action are enhanced by a common stock
of norms and values. That is, if individuals and
organisations share common norms – such as
agreements based on handshake – this will reduce
the transaction costs associated with contracts,
legal action, and so on.
Measuring and Valuing Social Capital: A Guide for Executives 6
FIGURE 3: THE THREE DIMENSIONS OF SOCIAL CAPITAL
social capital and its dimensions
Social
Capital
Social
Networks
Trust and
Reciprocity
Shared Norms
and Values
7. Social Capital and
Social Value Creation
Social capital shares a number of characteristics
with the other forms of capital. Like them, it is a
resource or asset that provides value. It requires
investment to build and maintain, but can also
persist over the long term and, ultimately, be
translated to financial capital. Many of its benefits
and contributions to business value – as described
below – rely on its effects on other forms of
capital; e.g. employees access knowledge through
relationships and thus enhance the firm’s human
capital.
Social capital also has distinctive features. In particular,
because it is based fundamentally on relationships, it is
intangible and context-specific. It is enhanced, rather
than diminished, by use. Its intangible nature is one of
the reasons why it is difficult to measure and influence
by intentional leadership actions – but this same trait
also makes it an important resource for companies
because it is difficult for competitors to buy or imitate.
It is also useful to distinguish between social capital
and social value creation. While social capital is about
networks, trust, and shared values, social value creation
is about the substantive improvement in people’s well-
being, as measured by indicators of health, education,
income, and so on. These are distinct concepts, but
they are closely inter-related: social capital enables
social value creation, and a company’s contributions
to social value creation enhances its social capital, as
outlined in Figure 4.
Measuring and Valuing Social Capital: A Guide for Executives 7
FIGURE 4: RELATING SOCIAL CAPITAL AND SOCIAL VALUE CREATION
Social Capital:
Networks, trust,
shared values
Social Value
Creation:
Improved health,
education, income, etc.
Social capital provides for social value
creation through enhanced access to
information and risk mitigation, and through
reduced transaction costs and crime.
Social value creation provides social capital
to the firm through enhanced reputation
and trust, and through frequent interactions
based on shared objectives.
8. Measuring and Valuing Social Capital: A Guide for Executives 8
the benefits and value of social capital
Internal Social Capital
Firms derive value from both internal and
external social capital. Relationships among
internal stakeholders give rise to enhanced
efficiency and reliability in operations, project,
and innovation management. These outcomes
result mainly on the basis of two benefits:
• Improved sharing and dissemination of
information and knowledge: If employees
and different groups within the firm have
extensive and trusting relationships between
each other, they are more likely to effectively
share information and knowledge. In
terms of network structure, for instance,
it is important that there are no ‘structural
holes’ that impede the flow of information
between different parts of an organisation.
‘Bridging’ agents can play a particularly
important role in bringing different groups or
types of knowledge into contact with each
other. For example, effective connections
between research and development,
and marketing departments are vital
for innovation management. Yet even if
such links exist, if these relationships are
characterised by distrust, consequences
to operations or change management will
be dire. Finally, operations, change and
innovation management will be supported
by employees sharing a degree of common
norms and values. All of these benefits
translate into more efficient operations and
effective change initiatives, which translate
into competitive advantage.
• Commitment and retention of employees:
Research shows that employees that have strong,
diverse, and trusting interpersonal relationships with
other employees will have a stronger commitment
to the firm, and are likely to be more loyal. This
contributes to improved employee retention, which
enhances the firm’s return on investment in human
capital and also supports change management
initiatives.
External Social Capital
External social capital focuses on employees’ and
the firm’s relationships with external stakeholders,
such as neighbouring communities, customers, and
regulators. Building external social capital contributes to
competitive advantage and cost reductions, based on
the following benefits:
• Access to a company’s external information
and knowledge: In the context of increasingly
rapid and complex technological, regulatory and
other changes in a firm’s business environment, a
firm’s ability to access information and knowledge
determines its capacity for strategic foresight and
effective responsiveness. If key employees have
trusting relationships with government regulators,
for instance, this is likely to improve their ability
to gain access to information about impending
regulations or other policy developments. Note that
such relationships may transgress into illegal or
unethical forms of social capital, such as collusion
or insider trading. Ethical leaders will need to
emphasise the benefits of transparent relationships
while proactively discouraging the ‘dark side’ of
social capital.
9. Measuring and Valuing Social Capital: A Guide for Executives 9
• Reputation among customers, regulators,
and neighbouring communities: Company
reputation is a vital asset, especially for
customer-facing businesses or those that are
highly regulated. Proactive management of
such a firm’s relationship with customers or
regulators is thus likely to receive dedicated
attention. Appreciating the power of social
networks in marketing has become common
cause in connection with the Internet and
indeed entirely new business models have
emerged in the context of networking
opportunities brought about by Information
and Communication Technology. Not only
does the expanse of and secure position within
such networks have competitive implications,
but also the trust placed in the firm, which in
turn is associated with prior experience and
reputation.
• However, benefits from focusing only on
customers or regulators may be thwarted if
other relationships are neglected. For instance,
a mining company’s relationship with the
government regulator will be threatened if the
company’s reputation among neighbouring
communities is strained. Being perceived as a
responsive ‘citizen’ gives a company legitimacy
among key stakeholders and this will also help
the firm to address problems as they arise,
because effective communication channels are
less likely to close down. A holistic approach
to measuring and managing social capital is thus
necessary.
• Talent recruitment: A firm with good relationships
with customers, regulators and other stakeholders,
will also enjoy a better reputation among
prospective employees. This will enable a firm to
attract better talent.
• Broader benefits associated with social
development and the business environment:
Social capital has been shown to be an important
contributor to community development and
sustainable management of natural resources.
When firms are willing and able to contribute to
relationships within and beyond the firm, they
contribute to the broader stock of social capital in
the communities in which they operate and virtuous
cycles of human capital and economic development.
The resulting broader benefits contribute to higher
spending power among potential customers, better-
educated and healthier employees, and diminished
risks associated with crime, pilferage, protests and
political instability.
10. Measuring and Valuing Social Capital: A Guide for Executives 10
measuring social capital
The intangible nature of social capital makes
it a powerful strategic asset, but it also
makes it a difficult thing to measure. Yet such
measurement can enhance proactive efforts
to enhance this asset, and it is also necessary
to respond effectively to integrated reporting
guidelines. As indicated in Figure 1, each of the
three dimensions of social capital is associated
with particular measures, and a further set of
measures focuses on civic engagement.
The social networks dimension of social capital
is associated with the following measures:
• Network size, diversity and density:
This refers to the number and diversity
of individuals or organisations that
are connected in an individual’s or
organisation’s network, and the
closeness of these ties. For individuals
(e.g. employees) this measure would
include the number and characteristics of
other individuals in their network. These
characteristics might include demographic
variables or individuals’ positions in the
firm’s hierarchy or functional domains.
Diversity may furthermore pertain to the
kinds of network ties; that is, bonding ties
are those between members of a social
group, such as a family or team, while
bridging ties cut across such groups, and
linking ties connect members of different
levels in a hierarchy. For each of these
network ties, some measure of closeness
may be identified, such as frequency of
interaction or perceived trust (linked to
the second dimension discussed below).
For a firm, it might include a mapping of
key stakeholders in terms of their degree of
influence and interest in contributing to the
achievement of the firm’s objectives, and
the regularity and reliability of interactions
between the firm and these various
stakeholders.
• Network shape: By coalescing information
about not only the network linkages of
individual employees or the firm itself, but also
the linkages between others in the network,
the shape and density of this broader network
can be mapped. This network map can be
used to identify third party relationships that
are crucial to the organisation’s objectives.
It may also bring to the fore important gaps
or ‘holes’ in networks within or without the
organisation. ‘Bridging’ such holes can be
a cost-effective mechanism to build social
capital and attain some of the related benefits
described above.
Two classic social network studies
provide useful concepts both for
assessing and for engaging in
networks. Mark Granovetter’s The
Strength of Weak Ties, published
in 1973 in the American Journal
of Sociology, argues that even
though much attention is commonly
given to strong ties – that is, social
interactions with significant time
commitment between people who
are similar – a particularly important
role is played by weak ties that
bridge different groups and thus
transmit information and influence
through broader networks. To
illustrate, a “rumour moving through
strong ties is much more likely to
be limited to a few cliques than that
going via weak ones; bridges will
not be crossed” (page 1366).
Ronald S. Burt augmented
Granovetter’s sociological analysis
with an economic emphasis in
his book Structural Holes: The
Social Structure of Competition
(1992). He argues that important
entrepreneurial opportunities and
competitive advantages exist in
bridging ‘structural holes’ between
networks by creating weak ties.
Ties and Holes: Classics in
Social Network Analysis
11. Measuring and Valuing Social Capital: A Guide for Executives 11
These network measures commonly rely on survey
instruments to collect data on employees’ or
stakeholders’ relationships. Most firms implement
employee surveys and some implement broader
stakeholder surveys, which can be adapted
to include pertinent questions to collect social
network related data. Alternative and / or auxiliary
methods include interviews and focus group
discussions. In order to link two members in
a network it is preferable to characterise their
relationship in terms of information obtained from
both. Once information is collected about network
members’ linkages with each other, these can
be mapped using basic social network methods.
The social network methods used by social
scientists are probably too technical and detailed
for practitioners’ use, so more intuitive and basic
approaches may be applied.
The trust and reciprocity dimension of social
capital is linked to the three forms of trust plus
reciprocity:
• Generalised trust pertains to the degree to
which people trust strangers. This includes
the proverbial ‘man on the street’, as well as
anonymous employees in a large organisation.
Understanding generalised trust is useful
because it provides a basic platform for
social interaction within and outside the
firm. Organisational change, community
development, or stakeholder engagement
activities will benefit from this knowledge. There
are well-established survey instruments that
can be adapted for querying this in a given
population; pertinent items might query, for
instance, the degree to which respondents
would rely on information provided by an
unknown community member.
• Interpersonal trust is about trust among people
who know each other, including employees
working in particular teams or departments. This
trust is particularly salient for the effectiveness
of operations, as well as organisational change
or innovation initiatives. Again, well-established
questionnaire items can be used for this.
• Institutional trust relates to individuals’ trust of
authority structures, including citizens’ perceptions
of state legitimacy, as well as employees’ and
neighbouring communities’ perceptions of
management. The latter are obviously particularly
salient for managers. Low institutional trust in
management will obstruct strategy implementation
within and outside the firm. Institutional trust
can be assessed in questionnaires by querying
respondents’ agreement with phrases such as
‘company leaders generally do as they say’, or
‘managers have our best interests at heart’.
• Reciprocity can be assessed as respondents’
willingness to share resources or provide support
to others in the expectation that they would do the
same. Like generalised trust, this provides a basic
foundation for social interactions and it reduces
transaction costs. Managers benefit from knowing
about levels of reciprocity within and outside the
firm.
Like the social network measures, trust and reciprocity
measures can be assessed using surveys, including
adapted versions of existing employee or stakeholder
surveys. Additional or alternative methods include
interviews, focus groups, and observation.
12. Measuring and Valuing Social Capital: A Guide for Executives 12
Norms and values represent a dimension of social
capital, of which related aspects are often included
in employee or organisational climate surveys. Such
surveys can be used, possibly in adapted form, to
assess whether employees or other stakeholders
share some overlapping set of norms and values.
If there is a high degree of diversity, this will have
implications for internal and external management
strategies and tactics. Over and above assessing
the homogeneity or diversity of norms and values,
specific attention should be given to civic norms,
which relate to the general tendency or willingness
of people in a given society or community to
cooperate and act for the public good. This can
also be queried in surveys and interviews. In
addition, specific data collected on employees’
and other stakeholders’ norms and values can be
augmented or compared with broader surveys,
including, in some instances, national census data
or large-scale surveys such as the World’s Values
Survey and specifically its Social Capital Index.
The fourth category of social capital measures is
not directly related to one of the dimensions, but it
has links to each. Civic engagement is about the
degree and manner in which people participate
in associational activities in support of the public
good.2
It may thus be considered the manifestation
of civic norms considered above. Civic engagement
includes the following potential measures:
• Associational membership considers
individuals’ or organisations’ membership in
professional and community organizations and
associations. This may pertain to employees
and their participation in associational life in
surrounding communities, or to the firm itself
and its contributions to general or specific
business associations.
• Civic participation is more generally about
individuals’ or organisations’ contributions
to the public debate including, for instance,
publication of opinion pieces in the press, or
contribution in public forums, such as local
development planning or water allocation
forums provided for in diverse jurisdictions.
Among individuals this may also include
volunteerism in community initiatives, and
corporate social investment initiatives may
also be seen as a form of civic participation.
Civic participation may also include political
participation, such as individuals’ participation
in elections or companies’ commitment to
transparency in party funding.
Associational membership and civic participation
may be assessed quantitatively in terms of, for
instance, the number of associations that an
individual or organisation is a member of, and the
amount of time or resources that is committed to
such activities. It may also involve more qualitative
measures explaining a company’s stance on issues
such as party funding.
2
See also the NBS Systematic Review and Executive Report on Civic Dialogue: http://nbs.net/knowledge/civic-dialogue/executive-report/
3
Stout, M., Harms, J.B. & Knapp, T. (2012). Social capital and civic participation in the Ozarks: Summary of Findings from the Ozarks Regional Social Capital Survey.
Department of Sociology and Anthropology, Missouri State University. Available at http://sociology.missouristate.edu/assets/sociology/Social_Capital_and_Civic_
Participation_in_the_Ozarks1.pdf. Retrieved on July 14, 2014.
A 2008 social capital study in the
Ozarks area of Missouri, gave rise
to a conundrum: Residents in the
area had generally high levels of
social connections and trust, but
also had relatively low levels of
civic participation and trust in local
government. How could high levels
of social capital be associated with
political alienation and low civic
engagement? A subsequent survey
in 2010 found that people had many
‘bonding’ connections with people
like them, but this did not contribute
to civic engagement. Social network
diversity plays a key role; that is,
individuals that have ‘bridging’
connections to diverse people and
groups have more trust and greater
civic engagement. These studies
engendered fruitful discussion
among officials and community
groups on the importance of
civic engagement for community
development, and how to foster it.3
Social Capital and Civic
Participation in
Missouri, USA
13. Measuring and Valuing Social Capital: A Guide for Executives 13
The labour unrest in the platinum industry that led to the tragic killing of 44 people in August
2012 and subsequently contributed to the longest strike in South Africa’s history in 2014 may
be interpreted through a social capital lens. This is based on analyses of mining managements’
relations with workers, surrounding communities and other stakeholders, as described in
companies’ public reports and public analyses that have been endorsed by mining companies. In
particular, there are at least two kinds of relationships that deteriorated systematically in the lead-up
to the recent unrests, which may have been identified and addressed earlier through a systematic
approach to social capital.
First, management’s relationship with workers, particularly the rock-drillers, had become less
and less direct because of a reliance on intermediaries in the form of union representatives or
contractors. As a result, middle and senior managers became increasingly isolated from the
grievances and growing distrust among these workers. This includes managers’ general lack of
knowledge of workers increasingly precarious financial situation, premised in large part on their
exposure to unsecured loan providers and emolument orders. A social capital analysis might have
indicated earlier on that there are ‘holes’ in managers’ network relationships with workers and that
these holes contributed to a lack of pertinent knowledge and necessary trust.
Second, managers arguably paid insufficient attention to the relationship between workers and
the dominant union, the National Union of Mineworkers. As this relationship deteriorated, rivalry
between the incumbent and a new contender, the Association of Mineworkers and Construction
Union, created crucial challenges for management. This indicates that it is not just relationships
between employees and the organisation that are vital for effective management, but also of third
parties. The challenges faced by mining companies with regard to conflicts between rival factions
within communities, or between municipalities and traditional authorities, provide further examples
of this. As noted above, with regard to measures of network shape, a social capital analysis would
focus attention on these third party relationships and ways in which the company could seek to
support more conducive network dynamics.
Case Study 1
The Labour Unrest in South Africa’s Platinum Industry through
a Social Capital Lens
case studies
14. Measuring and Valuing Social Capital: A Guide for Executives 14
Transnet SOC Ltd sought a better understanding of the quality of their relationships with
stakeholders. Existing approaches, including customer and reputation surveys and interviews with
stakeholders, did not provide enough information about this. After conducting a review of possible
approaches, they chose to pilot the ‘Relational Proximity Model’. In this approach, an independent
researcher interviews each party to a relationship, called ‘relationship owners’. The interviews
focus not on service or specific issues or aspects of formal agreements, but on the relationship
between the two parties, including questions about communication, knowledge, commonality of
purpose, power, continuity, trust and reciprocity, and a shared sense of purpose and values.
The company recently completed the pilot project, focusing on the relationships between a
number of line managers and representatives of key stakeholders they engage with, including
some customers and some regulators. The results showed that in areas where commonly
beneficial outcomes are being achieved, this was reflected in a close proximity score for the quality
of the relationship between the parties. The results also showed that there can be misalignment
between people’s perceptions of their relationships. In some instances, the company’s managers
were positive about the relationship and their counterpart was less so, while in other instances, it
was the other way around.
Particularly valuable was the feedback that was then provided to each of the relationship owners.
While review committees received aggregated information about the relationship indicators,
the actual relationship owners received more detailed and nuanced feedback. This provided
the platform for fruitful conversations between the managers and their counterparts, to address
unfulfilled expectations or communication barriers.
The pilot study was considered a success, and a larger project involving a broader array of
company managers and stakeholder groups is planned. A key outcome of the process has been
seeing stakeholder relationships as an important site for value creation.
Case Study 2
Transnet’s Mapping of Stakeholder Relationships
Photo courtesy of Transnet SOC Ltd
15. about the research
This report was inspired by the NBS South Africa Leadership Council, which gathers annually to identify the top sustainability
challenges for business in South Africa. The report is an extension of a larger systematic review authored by Moses Acqaah and
Kwasi Amoako-Gyampah (both of Bryan School of Business and Economics, University of North Carolina at Greensboro, USA)
and Nceku Q. Nyathi (University of Cape Town Graduate School of Business, South Africa). With guidance from members of the
Leadership Council the researchers reviewed 314 studies.
About the researchers: Moses Acquaah is Professor of Management and the Interim Director of the MBA Program at the
Bryan School of Business and Economics, the University of North Carolina at Greensboro, USA. His current research focuses on
strategic management, entrepreneurship, and family businesses with emphasis on firm-level strategic activities and their impact on
organisational outcomes in emerging economies with special reference to sub-Saharan Africa.
Kwasi Amoako-Gyampah is Professor of Supply Chain and Operations Management, Department of Information Systems & Supply
Chain Management, Bryan School of Business & Economics, at the University of North Carolina at Greensboro, USA. His research
interests are in managing technology and innovation, operations strategy, and supply chain management.
Nceku Q. Nyathi is a Senior Lecturer at the Allan Gray Centre for Values-Based Leadership at the Graduate School of Business, the
University of Cape Town. He is also a founding executive member of the Africa Academy of Management, currently occupying the
position of Membership Coordinator. His research interests focus on understanding philosophies, concepts and models that inform
management, leadership and organisations in Africa.
NBS-SA gratefully acknowledges the input of the Guidance Committee into the original research and this executive report:
Bianca Bozzone (Yellowwoods), Jannette Horn (Altron), Deirdre Lingenfelder (De Beers Group), Sue Lund (Transnet), Timothy Smith
(University of Minnesota), Christopher Whitaker (Barloworld).
Measuring and Valuing Social Capital: A Guide for Executives 15
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16. Measuring and Valuing Social Capital: A Guide for Executives 16
About NBS South Africa
NBS-SA is an affiliate of the Network for Business Sustainability, a non-profit organization based at Western University and
UQAM (Québécoise des Archivistes Médicales) in Canada. The Network for Business Sustainability produces authoritative
resources on important sustainability issues with the goal of changing management practice globally. We unite thousands
of researchers and business leaders worldwide who believe passionately in research-based practice and practice-based
research.
NBS-SA is hosted by the Gordon Institute of Business Science (GIBS) at the University of Pretoria in partnership with the
Graduate School of Business (GSB) at the University of Cape Town. NBS South Africa is funded by the Leadership Council
members with additional support from the GIBS Transnet Programme in Sustainable Development.
NBS-SA acknowledges the generous support and funding of the Gordon Institute of Business Science (GIBS) at the
University of Pretoria, the Graduate School of Business (GSB) at the University of Cape Town, Deutsche Gesellschaft für
Internationale Zusammenarbeit (GIZ, Germany) and EY.
NBS South Africa Leadership Council
NBS-SA’s Leadership Council is a group of South African sustainability leaders from diverse sectors. At an annual meeting,
these leaders identify their business sustainability challenges — the issues on which their organisations need authoritative
answers and reliable insights. Their sustainability challenges prompt each of the NBS-SA’s research projects.
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