Social enterprises in Europe: a theoretical approach to their corporate governance
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A lecture given by Professor Isabel Vidal at the University of Edinburg Business School, the 2nd of February, 2012. This lecture gives an interesting insight into the corporate governance of social enterprises in Europe with a focus on Spain, combining a theoretical approach with the results of an empirical study.
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![Lesson to be taught at the University of Edinburgh, Business School, February 2nd, , 2012 Social enterprises in Europe: a theoretical approach to their corporate governance By Isabel Vidal CIES, University of Barcelona [email_address]](https://image.slidesharecdn.com/corporategovernanceedinburgh2-2-2012-120206061604-phpapp02/85/Social-enterprises-in-Europe-a-theoretical-approach-to-their-corporate-governance-1-320.jpg)
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23067
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2 Stakeholders and Stakeholder AnalysisKaisorniStockThin.docx
2 Stakeholders and Stakeholder Analysis
Kaisorn/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Explain the idea of corporate stakeholders.
2. Analyze social and stakeholder networks.
3. Apply a stakeholder analysis to a corporate environment and apply the steps to initiate stakeholder
dialogue.
4. Describe the significance of deontological ethics and utilitarian ethics corporate collaborations.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 2.1Identifying Stakeholders
Pretest Questions
1. A shareholder and a stakeholder are the same thing. T/F
2. Social networks are static. T/F
3. Dialogue is a way to create new and useable information. T/F
4. “Seek the greatest good for the greatest number of people” is a good way to sum up the
guiding philosophy behind deontological ethics. T/F
Answers can be found at the end of the chapter.
Introduction
Chapter 1 discussed the importance of building sustainable corporations. Running a socially
responsible organization requires multiple people in the organization to work toward this
goal. The word corps means a body of people engaged in a collective action. But who consti-
tutes the “corps” in corporation? Achieving sustainability involves understanding the “who”
of corporations—the human beings who work within them and help determine their work
culture and behavior patterns.
Achieving corporate sustainability also requires identifying opportunities and problems and
turning to corporate actors (and outsiders) to help address them. Most corporate systems
are incredibly large and complex, and they involve a lot of people. Reasonable boundaries
are needed to delineate the responsibilities of leaders, managers, and employees. We need to
define who is closest to an issue and who is responsible for generating solutions to problems.
In order to understand the corporate system and its characteristics, one must first define the
system. Social network theory helps categorize people in and around a corporate system (the
stakeholders of the firm) and how they relate to each other and the organization.
This chapter discusses categories and types of stakeholders and social network theory. In the
modern context, businesses use electronic media to create social networks of people who are
connected in some way to the firm and its employees. This chapter also explores how individ-
uals can map more personal social networks. Networks can help people achieve goals, which
makes them powerful and gives those who direct and control them power, too. With that
in mind, this chapter also explores the idea of power and the difference between individual
and emergent power. Understanding social networks involves understanding where power
and responsibility rest—as well as where socially responsible actions can have the greatest
impact. The final section of the chapter examines how to run a formal stake ...
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• The society provides the desired climate for successful operation of a company business. If society turns against the company, then business lose its faith in the eyes of other stakeholders be it government or customer.
Corporations, Institutions and better Governance
This case study examines Business Action for Africa's (BAFICAA) efforts to reform customs procedures in East Africa. BAFICAA is a non-profit network established in 2005 to positively influence pro-growth policies in Africa. It focused on customs reform in Uganda, Kenya and Tanzania by funding a report on customs practices, holding workshops with local companies, and establishing public-private taskforces to develop reform recommendations. The taskforces then approached governments to discuss implementing reforms aimed at increasing transparency and reducing corruption at border crossings. This initiative demonstrates how a business coalition can engage with governments and stakeholders to help build institutional capacity for trade facilitation.
Trade union and collective bargaining
The document discusses the history and approaches to trade unionism. It notes that trade unions were formed by workers to protect themselves from exploitation. There are various theories that describe trade unions, such as seeing them as means to revolutionary change (Marx), promoting industrial democracy (Webb), or as a response to mechanization (Tannenbaum). The document also outlines the development of labor laws and trade unions in Nepal, where early legislation was amended to restrict unions but they later gained more rights and protections after 1990.
industrial democracy
Industrial democracy involves workers participating in decision making through methods like workers committees and councils. It treats workers as responsible partners rather than under autocratic management. This leads to improved communication between workers and management and more joint decisions that are agreeable to both parties, promoting industrial peace. Representative forms of industrial democracy can also facilitate communication through consultative bodies.
Stakeholders perceptions regarding usefulness of corporate social
A business enterprise is considered as a social unit which conducts its activities within the
society; therefore, it is perceived that business houses should fulfil its responsibilities towards
society. Traditional management approaches have regarded the business unit as a robust
economic engine which drives shareholders wealth. But modern management approach has
hold that transparent economic and social progress should go hand in hand. This concept led
to the emergence of Corporate Social Reporting and Disclosure (CSRD). It provides better
understanding on social activities of a business towards various stakeholders like employees,
investors, consumers, government, suppliers, shareholders and the whole community which
helps an entity to make cordial relationship with its stakeholders. Unfortunately, despite of
increasing attention towards CSR, the development of CSRD is very slow especially in the
developing countries like India. There has been very little work which has studied how Indian
companies gratify perceived needs of different stakeholders for information relating to social
and environmental impacts. Thus, this paper aims at exploring the views and perceptions
amongst different stakeholders for evaluating the usefulness of corporate social reporting
and disclosure for them. The nature of study was descriptive research and data source was
primarily primary. It may also be termed as Ex post facto research because the researcher has
no control over the variables and has to report what has happened or what is happening.
Based on the research outcomes, some recommendations are suggested in relation to
corporate social reporting and disclosure practices in general and within Indian context in particular for future development of corporate social reporting and disclosures in transitional
economies like India.
AApa formatted paper
This document discusses theories of corporate governance, including agency theory, stakeholder theory, and stewardship theory. Agency theory focuses on the relationship between principals (shareholders) and agents (managers), and how separation of ownership and control can lead to issues. Stakeholder theory considers a wider group beyond just shareholders. Stewardship theory views managers as stewards aiming to achieve high performance. The document argues the best approach combines aspects of stakeholder and stewardship theories.
Corporate Sustainability - Theoretical Framework
The document discusses several theoretical frameworks that are relevant to research on corporate sustainability. It describes theories of social contract, corporate hypocrisy, stakeholder theory, institutional theory, accountability theory, and shareholder theory. Social contract theory suggests that without trust between citizens and government, tax collection will decrease. Stakeholder theory argues that firms should create value for all stakeholders, not just shareholders. Institutional theory proposes that business practices are influenced by societal norms and pressures.
The role of business in civil society governance CIES y EMES network
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This document summarizes the key points of a paper on the role of business in civil society governance. It discusses how civil society organizations (CSOs) and businesses are increasingly forming strategic alliances to achieve their objectives. Such alliances allow them to share risks, resources, and complementary skills. However, they also carry risks related to incompatible cultures and objectives between the partners. The document uses the example of Hindustan Unilever Limited in India to illustrate how alliances with local CSOs and governments helped the company expand into rural markets among low-income populations. Overall, the strategic alliances are changing the governance of CSOs by increasing emphasis on performance measurement, accountability, and aligning more with business partners'Corporate Sustainability - Stakeholder and Stewardship Theory
This document discusses stakeholder theory and stewardship theory as they relate to corporate sustainability. Stakeholder theory proposes that companies should consider the interests of all stakeholders, including employees, customers, investors, and society. It argues companies have a moral duty to act ethically and consider stakeholder impacts. Stewardship theory views executives as wanting to ensure the long-term success of the company rather than short-term profits. It suggests executives see the company as an extension of themselves and prioritize company survival over shareholder returns. The document also defines internal and external stakeholders, voluntary and involuntary stakeholders, and provides examples of organizational impacts on stakeholders.
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The document discusses various models and theories of corporate governance. It describes four main models - the Japanese model, German model, Anglo-American model, and social control model. It also outlines six theories of corporate governance - agency theory, stewardship theory, stakeholder theory, resource dependence theory, transaction cost theory, and managerial hegemony theory. It explains the key features of each model and theory. Finally, it analyzes the relationship between the theories and models, noting that the models draw upon concepts from various theories to define organizational structures and stakeholder influences.
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Kaisorn/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Explain the idea of corporate stakeholders.
2. Analyze social and stakeholder networks.
3. Apply a stakeholder analysis to a corporate environment and apply the steps to initiate stakeholder
dialogue.
4. Describe the significance of deontological ethics and utilitarian ethics corporate collaborations.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 2.1Identifying Stakeholders
Pretest Questions
1. A shareholder and a stakeholder are the same thing. T/F
2. Social networks are static. T/F
3. Dialogue is a way to create new and useable information. T/F
4. “Seek the greatest good for the greatest number of people” is a good way to sum up the
guiding philosophy behind deontological ethics. T/F
Answers can be found at the end of the chapter.
Introduction
Chapter 1 discussed the importance of building sustainable corporations. Running a socially
responsible organization requires multiple people in the organization to work toward this
goal. The word corps means a body of people engaged in a collective action. But who consti-
tutes the “corps” in corporation? Achieving sustainability involves understanding the “who”
of corporations—the human beings who work within them and help determine their work
culture and behavior patterns.
Achieving corporate sustainability also requires identifying opportunities and problems and
turning to corporate actors (and outsiders) to help address them. Most corporate systems
are incredibly large and complex, and they involve a lot of people. Reasonable boundaries
are needed to delineate the responsibilities of leaders, managers, and employees. We need to
define who is closest to an issue and who is responsible for generating solutions to problems.
In order to understand the corporate system and its characteristics, one must first define the
system. Social network theory helps categorize people in and around a corporate system (the
stakeholders of the firm) and how they relate to each other and the organization.
This chapter discusses categories and types of stakeholders and social network theory. In the
modern context, businesses use electronic media to create social networks of people who are
connected in some way to the firm and its employees. This chapter also explores how individ-
uals can map more personal social networks. Networks can help people achieve goals, which
makes them powerful and gives those who direct and control them power, too. With that
in mind, this chapter also explores the idea of power and the difference between individual
and emergent power. Understanding social networks involves understanding where power
and responsibility rest—as well as where socially responsible actions can have the greatest
impact. The final section of the chapter examines how to run a formal stake ...
The Stakeholder Theory
The document discusses the stakeholder theory of the corporation. It outlines that there are different perspectives on what constitutes a stakeholder and different ways that stakeholder theory has been described and supported. The purpose is to clarify the key distinctions and implications of how stakeholder has been conceptualized, and to justify what is seen as the essential content and significance of stakeholder theory.
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This document discusses stakeholder management and its relationship to business, society, and corporate social responsibility. It defines stakeholders as any persons or groups affected by or affecting an organization's decisions and operations. Stakeholders include shareholders, employees, customers, creditors, and the community. The document discusses stakeholder theory, which argues that firms should consider the interests of all legitimate stakeholders. It also discusses the salience model for identifying stakeholders based on their power, legitimacy, and urgency of claims on the organization.
CSR
This document discusses corporate governance and stakeholders in India. It defines corporate governance and stakeholders. It explains that stakeholders include shareholders, employees, customers, suppliers, communities, and governments/regulators. The objectives and focuses of different stakeholders are described. Issues in corporate governance in India include concentrated ownership and family control of companies, weak legal protections of minority shareholders, and the need for improved enforcement of laws and regulations. Effective corporate governance is important for protecting investors and stakeholders and promoting economic development.
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Workmen participation mgt
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Unit 3
This document discusses workers' participation in management in India. It provides context on the historical development of workers' participation in India through various acts and policies since independence. It highlights some key challenges to effective participation including resistance from employers who see workers as not competent for decision making, lack of interest from workers, and perfunctory government attitudes. It emphasizes the need for education and training of workers, clear objectives agreed by both sides, and participation starting at operational levels to strengthen participative management in India. The main forms of participation currently used are collective bargaining, works councils, joint management councils and workers ownership of enterprises.
Coop Presentation
This document provides an overview of cooperative business models, including their structure, advantages, and steps for starting a cooperative. It discusses different types of cooperatives such as worker, consumer, housing, and marketing cooperatives. The key advantages of cooperatives are that they are community-owned, provide services members could not otherwise access, and return profits to members. Starting a cooperative requires researching the idea, writing a feasibility study and business plan, incorporating, and implementing the business plan. Ongoing work includes administrative tasks, capacity building, and reinvesting profits according to cooperative principles.
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IRLL
This document discusses collective bargaining and workers' participation in management. It defines collective bargaining as a process of negotiation between employers and workers' representatives to establish mutually agreeable employment conditions. It discusses key aspects of collective bargaining such as preparation, face-to-face bargaining, and agreement administration. It also discusses different forms of workers' participation in management, such as suggestion schemes, works committees, and joint councils. However, workers' participation efforts have faced challenges in India due to lack of interest, unwillingness to share power, and a focus on higher-level participation only. Effective participation requires progressive employer attitudes, education, communication, and mutual cooperation between labor and management.
Corporate governance
Corporate governance involves the system by which companies are directed and controlled through relationships between management, the board of directors, shareholders, and other stakeholders. It aims to mitigate conflicts of interest and increase accountability. Key principles of corporate governance include respecting shareholder rights, recognizing obligations to non-shareholder stakeholders, having a board with relevant skills to review management, requiring integrity and ethical behavior from officers and board members, and ensuring disclosure and transparency. Renewed interest in corporate governance emerged in 2011 due to high-profile corporate collapses often involving accounting fraud.
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Las cooperativas son asociaciones voluntarias de ciudadanos que utilizan la cooperación como instrumento de ayuda mutua o al servicio de su comunidad. Los diferentes tipos de cooperativas tienen en común que son organizaciones que coordinan un conjunto de recursos, cuyo resultado son bienes y servicios que tiene como fin maximizar la función objetivo de sus miembros. En una economía de mercado donde éste desempeña tareas de coordinación, la pregunta que se plantea es ¿por qué deben existir organizaciones que tiene como función la coordinación cuando ya existe el mecanismo de mercado?
Una estructura de mercado caracterizada por homogeneidad de producto, información simétrica e intercambios voluntarios no es un fenómeno universal. Como consecuencia surge la coordinación. Las presencias de la empresa privada convencional y de la empresa cooperativa son resultado de la existencia de información asimétrica y costes de transacción en nuestro actual sistema capitalista.
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En los estudios de las organizaciones domina la investigación relacionada con la gestión. Sin embargo,
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estudio encargado por Hispacoop al Centro de Investigación de Economía y Sociedad (cies, 2010) de la
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The community foundation
The Community Foundation for Greater Atlanta was founded in 1951 by Atlanta's four largest banks to serve as a permanent charitable resource for the metropolitan Atlanta region. It is now one of the largest community foundations in the country with over $700 million in assets across 1100 funds. The Foundation provides philanthropic services like donor advised funds and supports community initiatives and partnerships to address critical issues in the region. It aims to engage donors, strengthen the nonprofit sector, and advance the public good through grantmaking and other programs.
Social enterprise
Here are the key points I took away from reviewing the document:
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Profiles of Iconic Fashion Personalities.pdf
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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2022 Vintage Roman Numerals Men Rings
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4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdf
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Social enterprises in Europe: a theoretical approach to their corporate governance
- 1. Lesson to be taught at the University of Edinburgh, Business School, February 2nd, , 2012 Social enterprises in Europe: a theoretical approach to their corporate governance By Isabel Vidal CIES, University of Barcelona [email_address]
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