Chapters authored
Employees’ Safety from Psychological Violence in Social Enterprises: State Subsidies or Private Initiative? By Jolita Vveinhardt
This study analyses the range of problems of the enterprises that integrate disabled persons into the labour market, evaluating the capacity of their staff to deal with the emerging problems of employees’ safety from psychological violence in the cultural context. Attention is drawn to the fact that social enterprises implementing governmental programmes for the employment of persons with disabilities are oriented only to the guarantees of the physical working conditions, but the issues of psychological safety, psychological well-being, and social exclusion are not dealt with. The latter questions are not discussed neither in the government programme nor in policies of the enterprises; therefore, they are dealt with depending on the established business management culture. The management personnel of companies with the status of social enterprises perceives the function of the enterprise as a certain niche in the market, receiving the state aid for the implemented requirements to employ disabled persons and adapt the physical environment for them. This approach highlights such side effects as unaddressed (suppressed) discriminatory attitude towards employees with disabilities in enterprises, organisational weakness in dealing with interpersonal conflicts, the lack of competence of the managerial staff and the lack of systematic knowledge on work with personnel. In this case, there is a debatable question of whether the efforts of the state will reach the desired goal, i.e. the fully-fledged work and social integration of the people who the investments are intended for, or continue the traditions of silent social segregation? This study shows that it is necessary to critically evaluate the selected model for fostering businesses to integrate into the labour market, in which the issues of psycho-social welfare and social initiative of enterprises are underestimated.
Part of the book: Social Enterprise
Corrections of Research Instrument By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
The stages of formation of the research instrument and the corrections carried out after the expert evaluation, and the exploratory research are described. The purified research instrument consisting of two parts is presented. The part of the management culture of the questionnaire consists of four scales (culture of managerial staff, culture of organization of the management processes, management culture of working conditions, and culture of the documentation system); the part of the social responsibility of the questionnaire consists of two scales (behavior of the socially responsible organization and behavior of the socially responsible employee). At the start, the provision that the management culture and social responsibility are universal categories, including organizations in terms of size and classification of economic activities, is reasoned. The principles of evaluation of the level of management culture are introduced.
Part of the book: Management Culture and Corporate Social Responsibility
Corporate Social Responsibility as the Organization’s Commitment against Stakeholders By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
Depending on society culture, traditions, and era, understanding of companies’ social responsibility might vary. In this part, we distinguish definitions of companies’ social responsibility and discuss the roles of stakeholders. Relations between the stakeholders are discussed in the context of social capital development. We emphasize that commitment against the interested subjects can be a long-term company policy, dictated by values of an organization, rather than the strategy in the activity market. Often in the implementation practice of companies’ social responsibility, there can be attention focus on one or even several very significant activities, which indicated that the organization has not yet assimilated the valuable content of this idea and is developing its activity by ignoring a very important principle of inner maturity.
Part of the book: Management Culture and Corporate Social Responsibility
The Theoretical Aspect of Management Culture as Part of Organizational Culture By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
This chapter introduces the theoretical concept of the management culture. The management culture is discussed as an integral element of organizational culture, which ensures a qualitative functionality of the processes within the organization and enables the changes in the organizational culture and the competitive advantage. Management culture is not identical to organizational culture, as it covers certain parts of formal and informal organizational culture. Management, educational, information, communication, standardization and regulatory, and other functions of the management culture and the categories comprising this phenomenon of the organization are distinguished.
Part of the book: Management Culture and Corporate Social Responsibility
Regional Tendencies of Corporate Social Responsibility By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
Based on the theoretical and empirical studies carried out in eight countries (Estonia, Latvia, Finland, Belarus, Lithuania, Poland, the Ukraine, and Denmark), tendencies of corporate social responsibility (CSR) in the region are presented. Similarities and differences in training of managerial personnel, ethics of activities of organizations, fostering of corporate social responsibility in the government policy, corporate involvement and expectations, communication with stakeholders, and in other aspects are highlighted. In spite of the different tendencies of political and social development, corporate social responsibility formed in the countries of the region and some common problematic tendencies are highlighted.
Part of the book: Management Culture and Corporate Social Responsibility
Philosophy and Paradigm of Scientific Research By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
Before carrying out the empirical analysis of the role of management culture in corporate social responsibility, identification of the philosophical approach and the paradigm on which the research carried out is based is necessary. Therefore, this chapter deals with the philosophical systems and paradigms of scientific research, the epistemology, evaluating understanding and application of various theories and practices used in the scientific research. The key components of the scientific research paradigm are highlighted. Theories on the basis of which this research was focused on identification of the level of development of the management culture in order to implement corporate social responsibility are identified, and the stages of its implementation are described.
Part of the book: Management Culture and Corporate Social Responsibility
Research Ethics By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
Research ethics is closely related to the ethical principles of social responsibility. This research covers a wide context of working with people, so the researchers raised a task not only to gain confidence in the respondents’ eyes, to receive reliable data, but also to ensure the transparency of the science. This chapter discusses the theoretical and practical topics of research, after evaluation of which ethical principles of organization and conducting the research are presented. There is a detailed description of how and what ethical principles were followed on the different stages of the research.
Part of the book: Management Culture and Corporate Social Responsibility
Theoretical-Hypothetical Model of Management Culture Level Determination By Pranas Žukauskas, Jolita Vveinhardt and Regina Andriukaitienė
Management culture and corporate social responsibility (CSR) are not separate, but they are two complementary dimensions. This part introduces the theoretical model of evaluation of the level of management culture in order to implement corporate social responsibility. It is constructed after the analysis of the concepts proposed by various authors, focusing on factors determining the effectiveness of implementation of corporate social responsibility, the quality of the relationship with stakeholders. The steps of the implementation in companies using internal and external resources are described. By offering a new conceptual model, it is emphasized that the management culture is a deliberately constructed and developed system that can have a significant impact on the quality of organizational performance, providing both an instrumental and an ethical framework for addressing corporate social responsibility objectives given a clear value decision of the majority of the company shareholders.
Part of the book: Management Culture and Corporate Social Responsibility
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