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Artículos de revistas sobre el tema "Corporate engagement"

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Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 20 de febrero de 2023

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1

Clark, Gordon L. y Tessa Hebb. "Pension Fund Corporate Engagement". Articles 59, n.º 1 (8 de octubre de 2004): 142–71. http://dx.doi.org/10.7202/009130ar.

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Pension fund capitalism is a new, albeit evolving, stage of Anglo-American capital market development. It is marked by the ability of pension funds to aggregate the widely disbursed ownership of beneficiaries and therefore act as single entities with a unified voice. Pension funds within their investment portfolios are increasingly using this voice to engage companies. Such corporate engagement in its broadest definition is the use of one’s ownership position to influence company management decision making. Corporate engagement brings together four distinct underlying currents: first, the increased use of passive index funds; second, the corporate governance movement; third, the growing impact of socially responsible investing; and, finally, the impact of new global standards. At its best corporate engagement offers a long-term view of value that both promotes higher corporate, social and environmental standards and adds share value, thus providing long-term benefits to future pension beneficiaries.

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2

Abebe, Michael y Wonsuk Cha. "The effect of firm strategic orientation on corporate philanthropic engagement". Management Decision 56, n.º 3 (12 de marzo de 2018): 515–33. http://dx.doi.org/10.1108/md-09-2016-0625.

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Purpose This study explores corporate strategic orientations as important drivers of firms’ philanthropic engagement. Specifically, the purpose of this paper is to empirically examine the relationship between two broad corporate strategic orientations – domain offense (DO) and domain abandonment (DA) strategies – and the level of philanthropic engagement. Design/methodology/approach The authors propose that firms pursuing aggressive DO strategies are more likely to invest in corporate philanthropy as part of their market expansion efforts. On the contrary, firms pursuing DA strategies are less likely to invest in corporate philanthropy because of decreased slack resources, rather conservative external stakeholder expectations as well as a firm’s conscious decision to disengage with external stakeholders. Hierarchical multiple regression analysis was conducted using data from 122 publicly traded US corporations from 2008 to 2013. Findings The findings provided empirical support for a significant positive relationship between DO strategies (acquisition and strategic alliance intensity) and firms’ philanthropic engagement. However, the relationship between DA strategies (divestiture and plant/facility closing) and firms’ philanthropic engagement was not found to be significant. Overall, the findings indicated that philanthropic engagements along with carefully crafted DO strategies help firms expand their market presence. Practical implications Organizational leaders that systematically target philanthropic causes that effectively converge with important corporate strategies do benefit in the long run by achieving better brand equity and overall enhanced corporate reputation. Originality/value By empirically investigating the relationship between corporate strategic orientations and philanthropic engagement, this study contributes to the on-going scholarly discussion on the link between corporate strategies and philanthropic engagements.

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Samantaray, Manoj Ranjan y Prasanna Kumar Sahu. "Corporate Practices in Employee Engagement". Siddhant- A Journal of Decision Making 18, n.º 2 (2018): 185. http://dx.doi.org/10.5958/2231-0657.2018.00019.8.

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Hirsch, Peter Buell. "Forging a new corporate engagement". Journal of Business Strategy 43, n.º 3 (2 de marzo de 2022): 193–96. http://dx.doi.org/10.1108/jbs-02-2022-0026.

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Purpose This paper aims to highlight the need for corporations to engage politically to create a more functional capitalist system. Design/methodology/approach Selective review of relevant economic and sociopolitical developments is presented in this paper. Findings There is a growing movement among economists and commentators to hold corporations accountable for political engagement which they ignore at their peril. Originality/value While individual strands of this story have been discussed before, the subject has never been handled from the perspective of corporate reputation in a comprehensive manner.

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5

Hotho, Jasper y Verena Girschik. "Corporate engagement in humanitarian action". critical perspectives on international business 15, n.º 2/3 (7 de mayo de 2019): 201–18. http://dx.doi.org/10.1108/cpoib-02-2019-0015.

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Purpose The purpose of this paper is to open up new lines of research into the engagement of corporations during humanitarian crises. The paper provides an introduction to core concepts in the delivery of humanitarian assistance, as well as a comprehensive overview of when, why, how, and to what effect corporations engage in humanitarian action. Design/methodology/approach Building on extant literature and policy reports, the paper synthesizes concepts and insights to map the interdisciplinary field of research on corporate engagement in humanitarian action. Findings The paper systematically reviews and describes different dimensions of corporate engagement for delivering humanitarian action and explains key complications that inspire new research questions. In particular, the paper highlights challenges associated with getting corporations to engage in humanitarian action; challenges associated with ensuring effective corporate engagement; and challenges associated with ensuring ethical engagement. Originality/value By raising new questions about corporate engagement in humanitarian action, this paper develops an original and positive research agenda for international business, management research, and related fields.

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6

Arco-Castro, Lourdes, Maria Victoria López-Pérez, Maria Carmen Pérez-López y Lázaro Rodríguez-Ariza. "Corporate philanthropy and employee engagement". Review of Managerial Science 14, n.º 4 (11 de noviembre de 2018): 705–25. http://dx.doi.org/10.1007/s11846-018-0312-1.

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7

Bonsón Ponte, Enrique, Elena Carvajal-Trujillo y Tomás Escobar-Rodríguez. "Corporate Facebook and stakeholder engagement". Kybernetes 44, n.º 5 (5 de mayo de 2015): 771–87. http://dx.doi.org/10.1108/k-07-2014-0136.

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Purpose – The purpose of this paper is to provide an initial assessment of corporate Facebook use by Spanish hotel chains. Two aspects are considered: communication activity and stakeholder engagement through this social media platform. Design/methodology/approach – Based on a content analysis, data on 109 Spanish hotel chains are collected to describe current practices and identify significant relationships among different variables. Findings – The main findings include that their Facebook presence, audiences and levels of activity are positively related to hotel size, while stakeholder engagement is higher in small hotel chains and seems to be influenced by content and media types. Originality/value – This research contributes to previous research by providing an assessment of corporate Facebook in the hospitality industry (Spanish hotel chains). The paper considers two aspects: communication activity and stakeholder engagement through this social media platform.

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Gutierrez, Roberto y Ivan Dario Lobo. "Corporate Social Engagement in Colombia". Social Responsibility Journal 3, n.º 1 (enero de 2007): 40–51. http://dx.doi.org/10.1108/17471117200700005.

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9

Cha, Wonsuk, Michael Abebe y Hazel Dadanlar. "The effect of CEO civic engagement on corporate social and environmental performance". Social Responsibility Journal 15, n.º 8 (4 de noviembre de 2019): 1054–70. http://dx.doi.org/10.1108/srj-05-2018-0122.

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Purpose The purpose of this paper is to explore the relationship between a chief executive officer (CEO)’s personal engagement in broader societal causes (CEO civic engagement) and firm’s social and environmental performance. Design/methodology/approach A theoretical framework was developed based on upper echelons and stakeholder theories to argue that CEOs’ professional background characteristics can be closely related to firm-level social and environmental performance. Hierarchical OLS analysis was conducted using data from 178 large, publicly traded large US firms between 2010 and 2013. Findings Overall, the findings suggest that firms led by CEOs with active civic engagement are more likely to support various philanthropic efforts. Additionally, the findings suggest that firms led by civic-minded CEOs are more likely to support an active corporate environmental engagement by investing significant resources in various environmental causes. Contrary to the authors’ predictions, the level of CEO civic engagement was not a significant predictor of firm level community engagement activities. Research limitations/implications The findings extend current scholarly work on executive determinants of corporate social performance by highlighting the important role of CEOs’ personal engagement beyond studying CEOs’ demographic characteristics. Specifically, the findings that the CEO-civic engagements lead to higher degrees of corporate philanthropy and environmental performance show that CEOs’ civic engagement can go beyond what is considered symbolic executive actions. Practical implications The findings suggest that firms that seek to foster social and environmental performance in a meaningful way should recruit and retain CEOs that have a personal commitment to and engagement in various social and environmental issues and causes. Originality/value By empirically examining the effect of CEO civic engagement on corporate philanthropy, community involvement and environmental performance, this paper seeks to contribute to the scholarly conversation on the effects of CEOs in shaping the firm’s social and environmental engagement and addressing external stakeholder concerns.

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10

Simon, Georgia y Erhua Zhou (Iris). "Can Corporate Sustainability Influence Employee Engagement?" International Journal of Human Resource Studies 8, n.º 2 (8 de mayo de 2018): 284. http://dx.doi.org/10.5296/ijhrs.v8i2.13111.

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The global financial meltdown of 2008 has left many developing countries still trying to rebuild their economies and their labour forces. The aftermaths of the recession have inspired more businesses to incorporate sustainability into their business strategies. The sluggish growth, low productivity and other social, environmental and organizational factors have had an effect on the workforce. The unprecedented effects and outcome of disengagement worldwide have called leaders to find various initiatives to improve employee engagement. Rabid competition, coupled with the global figures of employee engagement has continued to attract both scholars and industry. The arguments put forward in this conceptual paper is meant to generate awareness as well as inspire further research into understanding how corporate sustainability might influence engagement of employees.

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11

Cheese, Peter y Susan Cantrell. "Integrate corporate culture and employee engagement". Strategic HR Review 4, n.º 6 (septiembre de 2005): 5. http://dx.doi.org/10.1108/14754390580000824.

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Lorenz, Christian, Gian-Claudio Gentile y Theo Wehner. "Exploring Corporate Community Engagement in Switzerland". Business & Society 55, n.º 4 (4 de abril de 2013): 594–631. http://dx.doi.org/10.1177/0007650313482549.

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Tsourvakas, Georgios y Ioanna Yfantidou. "Corporate social responsibility influences employee engagement". Social Responsibility Journal 14, n.º 1 (5 de marzo de 2018): 123–37. http://dx.doi.org/10.1108/srj-09-2016-0153.

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Purpose The purpose of this study is to explore the influence of corporate social responsibility (CSR) on employee engagement, motivation and job satisfaction on the staff members of two multinational companies in Greece (Procter & Gamble [P&G] and Unilever). Design/methodology/approach A quantitative methodology in the form of statistical analysis of the results was derived from the responses on an employee engagement questionnaire. Findings Findings show that employees are proud to identify themselves with companies that have a caring image. CSR is also positively linked to employee engagement for both companies. Research limitations/implications The small size of the sample is a limitation because it leaves no room for generalising the findings. Secondly, although some of the hypotheses were backed by the data, he findings are not strong enough, as the reported correlations are too small. Practical implications Practitioners and marketing professionals can benefit from this research by absorbing the fact that employees feel engaged, satisfied and motivated when they play a positive role in the society through their work. As a result, it would be constructive for professionals to plan CSR strategies and involve employees both in planning and execution of those strategies. Originality/value Unlike other studies, the authors tried to examine the link between CSR and employee behaviour amid Greece’s financial difficulties.

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14

Smith, Katherine. "The Knowledge Economy in Corporate Engagement". Gastronomica 15, n.º 3 (2015): 61–62. http://dx.doi.org/10.1525/gfc.2015.15.3.61.

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15

Etzion, Dror. "Corporate engagement with the natural environment". Nature Ecology & Evolution 4, n.º 4 (28 de febrero de 2020): 493. http://dx.doi.org/10.1038/s41559-020-1142-5.

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Pinto, Ahana Ruth y Sarah John. "Employee Engagement as an Antidote to Combat Corporate Brain Drain". International Journal of Trend in Scientific Research and Development Volume-3, Issue-1 (31 de diciembre de 2018): 860–65. http://dx.doi.org/10.31142/ijtsrd19092.

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17

Bian, Chao, Christopher Gan, Zhaohua Li y Baiding Hu. "Corporate social responsibility engagement, corporate financial performance and CEO characteristics". International Journal of Business Governance and Ethics 11, n.º 3 (2016): 243. http://dx.doi.org/10.1504/ijbge.2016.081639.

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18

Smith, Victoria y Peter Langford. "Responsible or redundant? Engaging the workforce through corporate social responsibility". Australian Journal of Management 36, n.º 3 (diciembre de 2011): 425–47. http://dx.doi.org/10.1177/0312896211415459.

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Increasing attempts are being made to determine whether corporate social responsibility leads to commercial benefits. Research to date has demonstrated that corporate social responsibility is associated with attracting job-seekers and enhancing the engagement of employees. However, much of this research focuses on the impact of corporate social responsibility on employee outcomes independent of the impact of traditional human resource practices (e.g. training, rewards). Using a variation of an existing employee opinion survey, and applying Carroll’s (1979) model of corporate social responsibility, this paper assesses the relationship between employee engagement, traditional human resource practices, and corporate social responsibility. Data collected from 3147 employees showed a significant positive correlation between corporate social responsibility and employee engagement. However, corporate social responsibility explained little additional variance in engagement beyond that explained by traditional human resource practices. This paper concludes that allocating attention and resources to corporate social responsibility may not be as advantageous as investing in the improvement of core human resource practices, when the goal is to improve employee engagement. Future research needs to examine why corporate social responsibility explains little additional variance in employee engagement, specifically examining the manner in which employees perceive corporate social responsibility and the extent to which corporate social responsibility encompasses traditional human resource practices.

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19

Gangi, Francesco, Dario Salerno, Antonio Meles y Lucia Daniele. "Do Corporate Social Responsibility and Corporate Governance Influence Intellectual Capital Efficiency?" Sustainability 11, n.º 7 (29 de marzo de 2019): 1899. http://dx.doi.org/10.3390/su11071899.

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Using a large sample of public firms in 51 countries during the period from 2010 to 2015 and a two-stage least squares (2SLS) regression with an instrumental variable (IV), this study investigates how corporate social responsibility (CSR) and corporate governance (CG) mechanisms interact to influence a firm’s intellectual capital (IC) efficiency. The empirical results reveal that CSR engagement and CG structures influence the firm efficiency in managing IC. This study contributes to managerial practice by demonstrating the causal effect of CSR on value-added intellectual capital (VAIC) measures and the positive impact of CG on both CSR engagement and the efficiency with which firms manage their IC. Furthermore, the current study provides an additional understanding of the relationship among CSR engagement, CG practices, and the determining factors of IC efficiency within a comprehensive framework.

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Haryanto, Haryanto. "PENGARUH CORPORATE GOVERNANCE DAN CORPORATE REPUTATION TERHADAP EMPLOYEE ENGAGEMENT (Studi pada sebuah perusahaan logistik multinasional di Indonesia)". Bina Ekonomi 24, n.º 1 (19 de agosto de 2021): 41–60. http://dx.doi.org/10.26593/be.v24i1.4485.41-60.

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The purpose of this study was to determine whether there is a relationship between Corporate Governance and Corporate Reputation on Employee Engagement. This research was conducted at a multinational logistics company in Indonesia in December 2020. The data collection method was carried out by means of a questionnaire via google form which was distributed to employees. Data analysis was performed using Statistical Product and Service Solutions with classical tests. Researcher found several things, including Corporate Governance partially has a significant and positive effect on Employee Engagement, Partially Corporate Reputation has a significant and positive effect on Employee Engagement, Corporate Governance and Corporate Reputation simultaneously have a significant and positive effect on Employee Engagement.

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21

Gillis, Tamara. "Public Art in Corporate Spaces: Enhancing Corporate Environments and Employee Engagement". International Journal of the Arts in Society: Annual Review 1, n.º 1 (2006): 9–18. http://dx.doi.org/10.18848/1833-1866/cgp/v01i01/35278.

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Maagaard, Cindie Aaen, Astrid Jensen y Marianne Wolff Lundholt. "Making sense of the corporate philosophy:". Communication & Language at Work 6, n.º 1 (6 de mayo de 2019): 25–39. http://dx.doi.org/10.7146/claw.v6i1.113910.

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We find an increased interest in the concept of employee engagement within the area of organizational and corporate communication. Employee engagement is an umbrella term for a number of cognitive, emotional and physical aspects (Kahn, 1990) of relating positively to one’s work, and research within this area has mostly connected employee engagement to organizational productivity and effectiveness. In this paper, we suggest a new approach to employee engagement by relating it to employee communication and placing it within dialogue theory (Buber, 1970) combined with Bamberg’s (1997) positioning theory. Our case is a strategy meeting on the topic of how a corporate philosophy devised by top management and entitled “Business Kind2Mind” is interpreted by managers and what they view is the best way to implement the philosophy within subsidiaries. Theorizing engagement dialogically enables a shift from instrumental perspectives to a more interpretive approach in which true mutuality entails participants’ views being heard and incorporated in the corporate philosophy, and engagement is not purely about efficiency and outcome. A dialogical approach enables us to conceive of employee communication not as only upwardly or downwardly directed between manager and employee, but as interactional, with mutual change.

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S, Preetha. "Emerging Prospects of Shareholder Engagement in India". Indian Journal of Corporate Governance 14, n.º 2 (6 de octubre de 2021): 226–47. http://dx.doi.org/10.1177/09746862211045760.

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The need for strengthening engagement between companies and its shareholders is being increasingly recognised over the past few years. Various authors have discussed about the role of shareholder engagement in enhancing corporate governance standards. The literatures discussing these aspects are focusing on developed countries. This study seeks to make a contribution to the debate by discussing the scope and challenges for shareholder engagement in India. Many reforms were introduced to enhance shareholder participation and engagement in India. The study explains the significance of shareholder engagement and the strategies adopted by shareholders to influence corporate policy. The study gives a brief overview of scheme of division of power between board of directors and the company in general meeting in India. It examines the statutory reforms introduced in India for promoting shareholder engagement in corporate governance processes. It also discusses some incidents in Indian corporate sector to examine the growth of shareholder engagement in India.

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Pillai, K. R. "Corporate Social Responsibility in India: A Journey from Corporate Philanthropy to Governance Mandate". Indian Journal of Corporate Governance 10, n.º 2 (27 de noviembre de 2017): 176–84. http://dx.doi.org/10.1177/0974686217735924.

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Business is obligatory to society as it flourishes in the very social eco-system. Socially responsible, ethically upright and environmentally sustainable business solutions will endure spatially and temporally. The governmental initiatives to put corporate social responsibility (CSR) in the core business agenda acknowledge the policy engagement in promoting socially responsible business in a country. The present article is the outcome of a country-specific study examining the CSR mandates in a historical perspective in India in general and the domain of Companies Act 2013 in particular. The approach of the study is desk research. The study has observed that the recent mandate of India in this regard is to align the CSR engagements with corporate performance through a process of internalisation and institutionalisation.

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Nickerson, Catherine y Valerie Priscilla Goby. "From philanthropy to broader social engagement". Journal of Islamic Marketing 7, n.º 4 (14 de noviembre de 2016): 423–40. http://dx.doi.org/10.1108/jima-02-2015-0017.

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Purpose This paper aims to investigate the potential effectiveness of using corporate social marketing (CSM) as part of an advertising campaign targeting local Muslim consumers in Dubai. It aims to assess whether Dubai’s local Muslim community’s construal of corporate commitment has evolved beyond philanthropy toward receptiveness to a more embedded corporate societal engagement. Design/methodology/approach The examination is based on the framework of corporate social responsibility (CSR) communication that postulates a relationship between internal outcomes, such as the awareness of a cause, and external outcomes, such as the likelihood that a consumer will purchase a product. The authors designed a questionnaire using authentic advertisements for the same product, one with a CSM message and one without, and queried respondents’ opinions of the advertisements, their willingness to purchase the product and their perceptions of the company. Complete responses were collected from 245 Emirati women. Findings Significant differences in response to the CSM versus the non-CSM advertisement emerged. The product advertised via the CSM strategy engendered enhanced perceptions of the company among respondents, coupled with a heightened willingness on their part to purchase the product. This indicates that Emirati consumers have gone beyond the simple expectation of philanthropy, which is frequently associated with Muslim consumer loyalty, and value more evolved corporate social commitment. Originality/value While Muslim groups have been investigated extensively from various marketing perspectives, the present study is the first to investigate the impact of incorporating CSR into an authentic advertising campaign targeted at Muslim consumers.

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Piper, Katherine y James Longhurst. "Exploring corporate engagement with carbon management techniques". Emerald Open Research 3 (25 de mayo de 2021): 9. http://dx.doi.org/10.35241/emeraldopenres.14024.1.

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This paper explores the different ways of managing carbon in organisational settings. It uses a sequential mixed methods approach – literature review, discussions with sustainability thought leaders, and online survey and interviews with company sustainability leaders – to consider and critique the use of the carbon management hierarchy (CMH) by selected corporate bodies in the UK. The derived empirical evidence base enables a triangulated view of current performance and potential improvements. Currently, carbon management models are flawed, being vague in relation to the operational reductions required prior to offsetting and making no mention of Science Based Targets nor the role corporations could play in wider sustainability initiatives. An amended CMH is proposed incorporating wider sustainability initiatives, varying forms of offsets, the inclusion of accounting frameworks and an annual review mechanism to ensure progress towards carbon neutrality. If such a model were to be widely used, it would provide more rapid carbon emissions reductions and mitigation efforts, greater certainty in the authenticity of carbon offsets, wider sustainability impacts and a faster trajectory towards carbon neutrality.

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Aversano, Natalia, Giuseppe Nicolò, Giuseppe Sannino y Paolo Tartaglia Polcini. "Corporate Social Responsibility, Stakeholder Engagement, and Universities". Administrative Sciences 12, n.º 3 (12 de julio de 2022): 79. http://dx.doi.org/10.3390/admsci12030079.

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In recent decades, there have been increasing concerns about the role of organizations in society and their impact on climate change, environmental degradation, resource depletion, health crises, and human rights’ inequalities (Yanez et al [...]

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Gao, Jennifer H. "Relating Corporate Social Responsibility and Employee Engagement". International Journal of Asian Business and Information Management 5, n.º 2 (abril de 2014): 12–22. http://dx.doi.org/10.4018/ijabim.2014040102.

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Previous research suggested that Corporate Social Responsibility (CSR) is positively related to organization's attractiveness to potential employees. This paper tries to explore the effective dimensions of CSR on employee engagement and the mediating factors that lay between the two constructs. The author proposes that CSR has a direct impact on employee engagement, and that perceived organizational support (POS) and Chinese values mediate this relationship, so CSR may also contribute indirectly to employee engagement. Results support the hypotheses, as the relationship between CSR and employee engagement is fully mediated by POS and Chinese values. Implications to theory and practice, with limitations and future research are presented.

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Gao, Simon S. y Jane J. Zhang. "Stakeholder engagement, social auditing and corporate sustainability". Business Process Management Journal 12, n.º 6 (noviembre de 2006): 722–40. http://dx.doi.org/10.1108/14637150610710891.

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McLaren, Duncan. "Global Stakeholders: corporate accountability and investor engagement". Corporate Governance 12, n.º 2 (abril de 2004): 191–201. http://dx.doi.org/10.1111/j.1467-8683.2004.00360.x.

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Lee, Hua, Hsien-Li Lee y Chen-Chin Wang. "Engagement partner specialization and corporate disclosure transparency". International Journal of Accounting 52, n.º 4 (diciembre de 2017): 354–69. http://dx.doi.org/10.1016/j.intacc.2017.10.001.

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Maher, Rajiv. "Squeezing Psychological Freedom in Corporate–Community Engagement". Journal of Business Ethics 160, n.º 4 (16 de mayo de 2018): 1047–66. http://dx.doi.org/10.1007/s10551-018-3898-y.

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Wilson, Clive. "Strategic engagement and alignment of corporate talent". Development and Learning in Organizations: An International Journal 26, n.º 5 (17 de agosto de 2012): 4–8. http://dx.doi.org/10.1108/14777281211258626.

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Rowe, Anna Lee, Margaret Nowak, Mohammed Quaddus y Marita Naude. "Stakeholder Engagement and Sustainable Corporate Community Investment". Business Strategy and the Environment 23, n.º 7 (1 de julio de 2013): 461–74. http://dx.doi.org/10.1002/bse.1796.

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Bhattacharyya, Asit y Lorne Cummings. "Measuring Corporate Environmental Performance - Stakeholder Engagement Evaluation". Business Strategy and the Environment 24, n.º 5 (4 de diciembre de 2013): 309–25. http://dx.doi.org/10.1002/bse.1819.

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Callaghan, Michael y Greg Wood. "The engagement with business ethics". European Business Review 26, n.º 4 (3 de junio de 2014): 286–304. http://dx.doi.org/10.1108/ebr-11-2013-0138.

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Purpose – The aim of this research was to determine the evolution of engagement with business ethics in the top 500 Australian corporations operating in the private sector from 1995 to 2010. Design/methodology/approach – Primary data were obtained via a non-sponsored and unsolicited self-administered mail questionnaire distributed to a census of the top 500 Australian companies operating in the private sector administered in both 1995 and 2010. This paper examines and compares the responses of the companies that possessed a code of ethics at those times. Findings – This paper finds that business ethics has continued to evolve over the period of the study and that, in most cases, such an evolution has been positive, with the majority of companies exhibiting high levels of engagement. Research limitations/implications – While the responses provided a rich picture of the evolution of Australian corporate engagement with business ethics, further longitudinal research exploring international and cross-cultural contexts would add to this understanding of organisational engagement. Practical and social implications – It would seem that codes of ethics have evolved beyond a regulatory requirement and are now considered an integral component of the corporate culture and commercial practice in the majority of Australia’s top 500 companies. Originality/value – Despite a history of business ethics research, longitudinal studies seeking to understand the evolution of corporate engagement to business ethics are exceedingly rare. This paper, unique and original in its focus on an Australian context, provides a basis for future studies focused on exploring international and cross-cultural contexts. This paper makes a substantive and valuable contribution to the literature as it quantifies the evolution of corporate engagement over a 15-year period.

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Duc, Bui Huu y Le Thi Tu Anh. "The Influence of Corporate Culture on Job Engagement of Employees in Travel Companies in Hanoi". VNU JOURNAL OF ECONOMICS AND BUSINESS 2, n.º 5 (25 de octubre de 2022): 51. http://dx.doi.org/10.57110/jeb.v2i5.4851.

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: To quickly recover from the Covid-19 pandemic, travel companies are trying to find effective ways to improve employee engagement and stabilize human resources in the long term. This paper examines the influence of corporate culture on the job engagement of employees based on the survey results of 193 employees in travel companies in Hanoi. The analysis results show that the five aspects of corporate culture mentioned have a positive influence on job engagement. The paper discusses the results and provides implications for managers in developing corporate culture for employee engagement improvement.

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North, Gill. "Are Corporate Governance Code Disclosure and Engagement Principles Effective Vehicles for Corporate Accountability? The United Kingdom as a Case Study". Deakin Law Review 23 (27 de noviembre de 2018): 177–208. http://dx.doi.org/10.21153/dlr2018vol23no0art810.

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Disclosure and engagement principles are included in every corporate governance code, reflecting a critical emphasis on communication as a vehicle for corporate accountability. These communication principles have been a focus of reform worldwide, prompted by shifts in financial market and social expectations of corporations. The article examines the disclosure and engagement provisions in the Corporate Governance Code in the United Kingdom (and the proposed reforms to these provisions) as a case study. The proposed initiatives seek to strengthen the voice of employees and enhance disclosure around environmental and social concerns. However, this article contends that the gains achieved from these reforms may be marginal due to structural deficiencies. The incremental disclosure and engagement obligations are expected to be flexible and loosely phrased, with a negligible probability of significant market consequences or regulatory intervention. Moreover, most substantive corporate communication will continue to occur at private forums between directors and selected institutional investors. In financial markets with these regulatory settings, effective governance mechanisms to ensure broad and independent accountability of corporations are lacking or weak. Indeed, these legal structures encourage and legitimise carefully differentiated private and public communication channels, with the public discourse used to present a sparkling company image. Policy makers need to re-consider their reliance on private forums to improve governance standards and ensure that public communication frameworks are inclusive, responsive, probative and enforced. In this way, company law will start to meet the growing calls for corporates to act as responsible citizens.

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Devin, Bree L. y Anne B. Lane. "Communicating Engagement in Corporate Social Responsibility: A Meta-Level Construal of Engagement". Journal of Public Relations Research 26, n.º 5 (20 de octubre de 2014): 436–54. http://dx.doi.org/10.1080/1062726x.2014.956104.

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40

Jiang, Hua, Yang Cheng, Keonyoung Park y Wei Zhu. "Linking CSR Communication to Corporate Reputation: Understanding Hypocrisy, Employees’ Social Media Engagement and CSR-Related Work Engagement". Sustainability 14, n.º 4 (18 de febrero de 2022): 2359. http://dx.doi.org/10.3390/su14042359.

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Based on the social exchange theory and the signaling theory, we proposed a conceptual model of effective CSR communication and corporate reputation integrating employees’ hypocrisy toward their employers’ corporate behavior, employees’ CSR-related social media engagement and work engagement. We tested our proposed model based on an employee survey (n = 811). Structural equational modeling (SEM) analyses were conducted while controlling variables that could exert confounding effects on our proposed model. All the hypotheses were supported by our collected data. Effective CSR communication factors turned out to be significant predictors for hypocrisy, employees’ social media engagement and CSR-related work engagement, and corporate reputation. Hypocrisy and engagement were also significant mediators in our proposed model. The key findings of the study made theoretical contributions to CSR and employee communication scholarship. Practical implications of the findings of this study were also discussed.

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41

Ismael, Ferman Omar, Mehmet Yeşiltaş y Simbarashe Rabson Andrea. "The Impact of Corporate Social Responsibility on Organisational Citizenship Behaviour, Work Engagement, and Job Embeddedness". International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility 6, n.º 1 (enero de 2021): 19–29. http://dx.doi.org/10.4018/ijsecsr.2021010102.

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This study examines the impact of corporate social responsibility on organisational citizenship behaviour, work engagement, and job embeddedness. Structural equation modeling tests were conducted on 522 responses gathered from telecommunications companies in the Kurdistan Region of Iraq. The results depicted that corporate social responsibility improvements have positive effects on organisational citizenship behaviour, work engagement, and job embeddedness. Further observations depicted an insignificant positive partial causal path between corporate social responsibility, work engagement, and organizational citizenship behaviour. This study's novelty elements are inherent in its potency to examine the causal path between corporate social responsibility, work engagement, and organizational citizenship behavior. This study contributes to the literature by further expanding job embeddedness theory and proposing a comprehensive job embeddedness framework that researchers and practitioners can adopt in future research.

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42

Ismael, Ferman Omar, Mehmet Yeşiltaş y Simbarashe Rabson Andrea. "The Impact of Corporate Social Responsibility on Organisational Citizenship Behaviour, Work Engagement, and Job Embeddedness". International Journal of Sustainable Entrepreneurship and Corporate Social Responsibility 6, n.º 1 (enero de 2021): 19–29. http://dx.doi.org/10.4018/ijsecsr.2021010102.

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This study examines the impact of corporate social responsibility on organisational citizenship behaviour, work engagement, and job embeddedness. Structural equation modeling tests were conducted on 522 responses gathered from telecommunications companies in the Kurdistan Region of Iraq. The results depicted that corporate social responsibility improvements have positive effects on organisational citizenship behaviour, work engagement, and job embeddedness. Further observations depicted an insignificant positive partial causal path between corporate social responsibility, work engagement, and organizational citizenship behaviour. This study's novelty elements are inherent in its potency to examine the causal path between corporate social responsibility, work engagement, and organizational citizenship behavior. This study contributes to the literature by further expanding job embeddedness theory and proposing a comprehensive job embeddedness framework that researchers and practitioners can adopt in future research.

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43

Ali, Bayad Jamal y Govand Anwar. "Corporate Social Responsibility : The Influence of Employee Engagement on Corporate Social Responsibility". Journal of Humanities and Education Development 3, n.º 3 (2021): 77–83. http://dx.doi.org/10.22161/jhed.3.3.8.

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44

Li, Ting, Guido Berens y Maikel de Maertelaere. "Corporate Twitter Channels: The Impact of Engagement and Informedness on Corporate Reputation". International Journal of Electronic Commerce 18, n.º 2 (diciembre de 2013): 97–126. http://dx.doi.org/10.2753/jec1086-4415180204.

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45

Chojnacka, Ewa y Jolanta Wiśniewska. "Benefits of Corporate Social Responsibility Engagement in Companies: The Case of Poland". Journal of Management and Business Administration. Central Europe 24, n.º 4 (15 de diciembre de 2016): 25–48. http://dx.doi.org/10.7206/jmba.ce.2450-7814.181.

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46

Afkar, Maulana Nadiful y Andita Sayekti. "Influence of Organizational Culture and Work Motivation on Employee Engagement of Corporate PT Pertamedika IHC". KINERJA 24, n.º 2 (24 de septiembre de 2020): 140–55. http://dx.doi.org/10.24002/kinerja.v24i2.2481.

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Nowadays companies are facing with employee engagement problems. One way that can be done is to implement strong organizational culture in the company to increase employee engagement. Pertamedika IHC made a change in corporate culture that was expected to spur work motivation towards employee engagement in the company. Corporate Pertamedika IHC as the holding company has a big role in the application of corporate culture, because it is an example for business units. This study aimed to determine employee perceptions and analyze the influence of organizational culture, work motivation on employee engagement. The data used in this study were primary data and secondary data. The population in this study amounted to 79 employees with a sample of 68 respondents. The method of analysis in this research were descriptive analysis and multiple linear regression analysis. This study indicated a significant cultural relationship and work motivation simultaneously to employee engagement. Partially, organizational culture had no influence on employee engagement while work motivation affects employee engagement.

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47

Jahnke, Patrick. "Ownership concentration and institutional investors’ governance through voice and exit". Business and Politics 21, n.º 3 (8 de mayo de 2019): 327–50. http://dx.doi.org/10.1017/bap.2019.2.

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AbstractDrawing on data collected in interviews with investors and corporates in the United States and Europe, this paper sheds light on the motives behind shareholder engagement. It explains why index funds engage in corporate governance, despite their apparent lack of financial incentive to do so. Applying Hirschman's concepts of exit and loyalty to the investment management industry, this paper suggests that for many institutional shareholders today, voice is more feasible than exit. For the largest index investors, the cost of engagement has fallen to a level where it is today negligible. The immense concentration amongst index funds, with the three largest fund managers controlling over 90 percent of assets, ensures sufficient return on their governance investments. Furthermore, interviews with activist investors suggest that they have learned to work with index investors and that index funds do not present barriers to successful campaigns. This paper therefore advocates against restricting index funds’ voting rights. Doing so would muzzle those shareholders with the deepest pockets and the greatest potential for corporate oversight. Instead what is needed is regulation to ensure greater disclosure of engagement efforts by the largest fund companies enabling greater academic and public oversight of asset managers’ engagement activities.

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48

Kinski, Alexander y Christoph Bode. "Startup Meets Corporate: The Multiple Facets of the Engagement between Corporates and Startups". Academy of Management Proceedings 2019, n.º 1 (1 de agosto de 2019): 19219. http://dx.doi.org/10.5465/ambpp.2019.19219abstract.

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49

Esmaeelinezhad, Osveh, Kuppusamy Singaravelloo y Ali Boerhannoeddin. "Linkage between Perceived Corporate Social Responsibility and Employee Engagement: Mediation Effect of Organizational Identification". International Journal of Human Resource Studies 5, n.º 3 (29 de septiembre de 2015): 174. http://dx.doi.org/10.5296/ijhrs.v5i3.8376.

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This study employs structural equation modelling technique to examine the direct effect of perceived external corporate social responsibility and perceived internal corporate social responsibility on employee engagement as well as the mediated link through organizational identification. Social exchange theory and social identity theory used to explain the relationships between the variables in this study. It was conducted among 1080 employees of four selected organizations in Iran which are among the main pioneers in performing corporate social activities. The test of research model shows the positive effect of perceived external corporate social responsibility and perceived internal corporate social responsibility on employee engagement. In addition, it confirms that organizational identification has a mediating role in above relationships. The results have also contributed to a better understanding of corporate social responsibility in Iran as a developing country in which corporate social responsibility has recently gained attention and thus there is still a lack of understanding about it. The findings would be useful for managers to have a better insight towards applying corporate social responsibility in line with increasing employees’ identification and engagement.

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Kassa, Afework G. y R. Satya Raju. "Investigating the relationship between corporate entrepreneurship and employee engagement". Journal of Entrepreneurship in Emerging Economies 7, n.º 2 (1 de junio de 2015): 148–67. http://dx.doi.org/10.1108/jeee-12-2014-0046.

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Purpose – The purpose of this study is to investigate the relationship between corporate entrepreneurship and employee engagement. Corporate entrepreneurship is one of the widely researched areas recently, as is employee engagement. Studies combining the two constructs, on the other hand, are generally scarce. Developing on this gap and based on existing literature, the basic purpose this study pursued was to explore the relationship between corporate entrepreneurship and employee engagement using the corporate entrepreneurship assessment instrument (CEAI) and Utrecht Work Engagement Scale (UWES). Design/methodology/approach – Within the tenets of the pragmatic approach, this study followed a descriptive survey design in a cross-sectional time. To capture primary data structured questionnaire was constructed based on the CEAI developed by Hornsby et al. (2002) for assessing the corporate entrepreneurial atmosphere and UWES (Schaufeli et al., 2002) to assess employee engagement. The sample constitutes 332 respondents taken from six leather footwear companies in Addis Ababa, Ethiopia. The social exchange theory (SET) was used to describe the hypothesised relationships. Findings – The findings of the current study reinforced the proposition by Saks (2006) that the SET can provide a meaningful theoretical basis for understanding and studying employee engagement. Accordingly, this study showed that the relationship between the organisation and its employees can be viewed as a mutually beneficial arrangement in a reciprocal exchange. Furthermore, it was shown that the five-factor model of the CEAI can be used to predict employee engagement and that a significant amount of the deviation in the engagement dimensions can be explained by the corporate entrepreneurial variables. Finally, it was indicated that different variables in the CEAI predict different engagement dimensions in the UWES. Research limitations/implications – This study does not group the data based on demographic factors. Likewise, future studies can explore the effect of the CEAI on the dimensions of employee engagement, while considering different demographic groups like salary ranges, age groups, gender, experience, work position. Furthermore, the current study applies cross-sectional data; future studies might consider longitudinal data for better results. Practical implications – The study findings suggest that it is important that practicing managers view the relationship between the organisation and employees as a two-way relationship guided by reciprocal exchange in which case when firm-specific entrepreneurial atmosphere is conducive, employees would respond by engaging themselves innovatively. Also, managers should know which CEAI variables affect which engagement dimensions for better outcomes. Originality/value – Although there are scattered studies in corporate entrepreneurship and employee engagement separately, there is no attempt so far to relate the two concepts. Therefore, this study stood as a first attempt to relate the two constructs.

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