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Aurilla Aurelie Bechina and Eli Hustad Johnston, K. (2007). Folksonomies, Collaborative Filtering and e-Business: is Enterprise 2.0 One Step Forward and Two Steps Back? 5(4), 411-418 Kanter, R. M. (1990). When Giants Learn To Dance: Free Press. Kellogg, K. C., Orlikowski, W. J., & Yates, J. (2006). Life in the Trading Zone: Structuring Coordination Across Boundaries in Postbureaucratic Organizations. Organization Science, 17(1), 22-44. Laulmann, E., Nadler, G., & O’Farrell, B. (1991). Designing for technological Change: People in the Process. In N. R. C. National Academy of Engineering and Commission on Behavioral and Social Sciences and Education (Ed.), People and Technology in the Workplace (pp. 1-14). Washington, DC: The National Academic Press. Mann, J. (2007). Why Knowledge Management Is No Longer on the Gartner Hype Cycles (No. G00151237): Gartner Research. McAfee, A. (2006). Enterprise 2.0: The Dawn of Emergent Collaboration. MIT Sloan Management Review, 47(3), 21-28. Musser, J., & O’Reilly, T. (2006). Web 2.0. Principles and Best Practices Neff, G., & Stark, D. (2003). Permanently Beta: Responsive organization in the Internet era. In P. N. Howard & S. Jones (Eds.), Society Online: The Internet in Context (pp. 173-188). Thoasand Oaks, CA: Sage Publications. O'Reilly, T. (2005). What is Web 2.0? Retrieved 0ct 20, 2005 Peter Burkhardt (2009). Social Software Trends in Business:. Retrieved from http://www.igiglobal.com/downloads/excerpts/8352.pdf Phifer, G. (2008). Web 2.0 User Categories: Beyond Digital Natives and Digital Immigrants. ID Number: G00164326. Retrieved from http://www.gartner.com/AnalystBiography?authorId=10250 Prensky, M. (2001). Digital Natives, Digital Immigrants Retrieved from http://www.marcprensky.com/writing/prensky%20-%20digital%20natives,%20digital%20immigrants%20- %20part1.pdf Raskino, M. (2007). In 2008, Enterprise Web 2.0 Goes Mainstream (No. Gartner G00153218). Redmiles, D., & Wilensky, H. (2008). Adoption of Web 2.0 in the Enterprise:Technological Frames of KM Practitioners and Users. Paper presented at the Workshop for CSCW 2008. from http://swiki.cs.colorado.edu:3232/CSCW2008-Web20/33 Rigby, D., & Bilodeau, B. (2007). Management Tools and Trends 2007: Bain & Company. Sau-ling, L. (2010). Social Commerce – E-Commerce in Social Media Context. World Academy of Science, Engineering and Technology, 72, 39-45. Shapiro, C., & Varian, H. R. (1999). Information rules: a strategic guide to the network economy. Boston: Harvard Business School Press. Smith, D. M. (2008). Web 2.0 and Beyond: Evolving the Discussion. Gartner, Number: G00154767. Retrieved from http://mslibrary/research/MktResearch/Gartner2/research/154700/154767/154767.html Tapscott, D. (2006a). Winning with the Enterprise 2.0. Retrieved from http://www.cob.sjsu.edu/jerrell_l/Tapscott%20on%20Collab%20Advantage.pdf Tapscott, D. (2006b). Winning with the Enterprise 2.0 Tapscott, D. (2007). Wikinomics. Harnessing the Power of Mass Collaboration. Enterprise 2.0 Conference presentations Tapscott, D., & Willams, A. (2006). Wikinomics: How Mass Collaboration Changes Everything. New York Penguin Group. Tiwana, A. (2002). The Knowledge Management Toolkit, Orchestrating IT, Strategy, and Knowledge Platforms (2nd ed.). Upper Saddle River, NJ: Prentice Hall. Toffler, A. (1981). The third wave. London: Pan books. Tredinnick, L. (2006). Web 2.0 and Business: A pointer to the intranets of the future? Business Information Review, 23(4), 228-234. Zhiyuan, F., Meiyan, X., Yang, J., & Shao, Z. (2009). Influence Factors to Web2.0 Websites Users' Attitude and Behavioral Intention. Paper presented at the IEEE International Conference on e-Business Engineering, Macau. 26
The Variations of CSR Functions Depending on the Socio- Economic Context? Aurica Briscaru and Georgiana Corcaci Petre Andrei University, Iasi, Romania aurabriscaru@yahoo.com gcorcaci@yahoo.it Abstract. The novelty of this article is that it proposes a paradigm for decoding the business’ social responsible management. Global connectivity has raised the stakes regarding a corporation’s accountability for its actions. Points of view abound – on what is harmful and what is not, as well as what constitutes good business, good practice or even good sense. The social projection regarding the moral aspects of the business is known as Corporate Social Responsibility (CSR). In the postmodern society, CSR represents one of the major dimensions of social value creation. To this extent, the organization, no matter its dimensions, as a good “citizen”, has to “connect” and adjust its values to those of the other social factors that are affected by its functionality. The article proposes a pattern of evaluation for the business’ social responsible engagement, built on three functions: the normative, the informative and the educational one. Without being precisely delimited, each one of these functions has a different type of resonance over society and each one receives a different type of retroaction from it. The evolution mode of the three functions in economically matured and emerging countries is presented by comparison, with theoretical and empirical examples. A few key items are addressed through the three managerial vectors: methods of constructing the internal normative infrastructure, forms of transparency and disclosure, dialogue and forms of social environment qualification, the development of critical social capabilities into a consistent management practice, citizenship, credibility and other connected subjects. The article’s conclusion underlines the fact that as business’ become more visionary, more sensitive to the environment’s axiological mutations, the more they consolidate their position and sustainability. In these lines, we consider a new managerial paradigm it will be necessary, focuses to the two functions: normative and transformative. Keywords: corporate social responsibilty managemnt, normative function, informative function, transformative function 1. Introduction Growth for growth’s sake is no longer an option. From the business organization of global society, the world expectations are not only to assure the goods for its needs but also to imply in the sustainable development for the humankind. During the last two decades, we have witnessed the development of a wide range of corporate management actions to address the environmental and sustainability challenges facing our globe. What we perceive (at least in academic literature) is the shift from an approach merely designed to provide minimum response to mandatory legal requirements, to a proactive strategy. To foresee present and future challenges and devise the best set of actions to minimize risks and to grasp opportunities, a growing number of companies has adopted and developed the special tools kit circumscribed under the name of ‘corporate social responsibility management’–CSRM. In brief, many of the business organizations afford being ahead of the legislators and taking the initiative in designing the sustainability policies. How do the corporate social responsibility philosophies and practices currently look? If we refer only to the CSR area of evaluations and audit, made by a huge number of specialized organizations and institutions, detailed assessment criteria for business citizenship should fill the entire library. These are the reasons why, in the sense of a mutual agreement, two extreme dimensions were selected as evaluation norms, thus conferring social legitimacy of business: Added value to the society in general and to the own stakeholders. Avoid the harmfulness towards society in general and to the own stakeholders. Both have the same generous scope: sustainable development for the world. The paper is not attempting to provide a thorough evaluation of the various tools, but rather its intention is to offer a paradigm as a decoding key and as leverage to improve the corporate social responsibility management area. In this line, we find the actions of the CSRM for postmodern business organizations are currently circumscribed into three main vectors: the normative function, the informative function and the transformative one. 27
Page 1 and 2: Proceedings of the 7th European Con
Page 3 and 4: Contents Paper Title Author(s) Page
Page 5 and 6: Paper Title Author(s) Page No. Core
Page 7 and 8: Preface These Proceedings represent
Page 9 and 10: John Politis (Neapolis University,
Page 11 and 12: Dr Florian Sala is a Doctor of Expe
Page 13 and 14: Mirjami Ikonen is PhD student and U
Page 15 and 16: doctorate research examines gender
Page 17 and 18: Public Listed Companies and Fund Ma
Page 19 and 20: Norraidah Abu Hasan et al. informal
Page 21 and 22: Norraidah Abu Hasan et al. & Zeitha
Page 23 and 24: Norraidah Abu Hasan et al. explanat
Page 25 and 26: Norraidah Abu Hasan et al. Holland,
Page 27 and 28: Mo’taz Amin Al -Sa’eed Generall
Page 29 and 30: Mo’taz Amin Al -Sa’eed Hº4: Au
Page 31 and 32: Mo’taz Amin Al -Sa’eed .01). Th
Page 33 and 34: Mo’taz Amin Al -Sa’eed expertis
Page 35 and 36: Aurilla Aurelie Bechina and Eli Hus
Page 41: Aurilla Aurelie Bechina and Eli Hus
Page 45 and 46: Aurica Briscaru and Georgiana Corca
Page 51 and 52: The Characteristics and Performance
Page 53 and 54: Nicoleta Bugnar et al. initiates an
Page 55 and 56: Nicoleta Bugnar et al. Data: Eurost
Page 57 and 58: Nicoleta Bugnar et al. financial an
Page 59 and 60: Acknowledgements Nicoleta Bugnar et
Page 61 and 62: Stefan Claudiu Caescu and Ionel Dum
Page 67 and 68: Sustainable CIO Leadership in China
Page 69 and 70: Eng Chew attained by firm’s abili
Page 71 and 72: 5.1 MeatCo Eng Chew MeatCo is a sta
Page 73 and 74: Eng Chew to exploit the Bank’s IT
Page 75 and 76: Eng Chew and process assets (such b
Page 77 and 78: 3. Theoretical background Miroslav
Page 79 and 80: Miroslav Chodúr et al. comparison
Page 81 and 82: Miroslav Chodúr et al. Developmen
Page 83 and 84: Operating profit before taxes Sales
Page 85 and 86: Miroslav Chodúr et al. Impact of
Page 87 and 88: Developing and Executing a Strategy
Page 89 and 90: Michael Cummings et al. Driven by t
Page 91 and 92: Michael Cummings et al. reviews as
Page 93 and 94:
Michael Cummings et al. Acutely awa
Page 95 and 96:
Michael Cummings et al. perspective
Page 97 and 98:
Cornelia Dascălu et al. the enviro
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Cornelia Dascălu et al. Figure 1:
Page 101 and 102:
Cornelia Dascălu et al. The realit
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4. Conclusions Cornelia Dascălu et
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Questioning on Audit Committee Effe
Page 107 and 108:
Camelia Liliana Dobroţeanu et al.
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
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Governance Versus Entrepreneurship
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Anca Dodescu 3. Governance versus e
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Anca Dodescu difficult separation o
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Re-implementing an Individual Perfo
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Marietjie du Plessis These issues r
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*SS: Support Services SS Figure 1:
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Marietjie du Plessis Training sess
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Marietjie du Plessis Line managers
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Marietjie du Plessis Bourne, M., Ne
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Carmen Sonia Duse et al. 2. The org
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Carmen Sonia Duse et al. The values
Page 137 and 138:
Carmen Sonia Duse et al. Correlatin
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Structural Capital and Project Proc
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Barbara Edington and Beth Ouellette
Page 143 and 144:
4.3 Temporary organization manageme
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Management Leadership and Governanc
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Emmanuel Innocents Edoun is to be s
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Emmanuel Innocents Edoun During the
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Emmanuel Innocents Edoun principals
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Richard Ens and Richard Turner user
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Richard Ens and Richard Turner tele
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Richard Ens and Richard Turner Aust
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Richard Ens and Richard Turner Aust
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Olga Erahtina As a rule, the confli
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Olga Erahtina The second group incl
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Limiting power to make transactions
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Corporate Governance in Emerging Ec
Page 169 and 170:
Niculae Feleagă et al. the two res
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Table 1: Sample companies: Niculae
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Niculae Feleagă et al. In Romania,
Page 175 and 176:
VTMM - Virtual Team Maturity Model
Page 177 and 178:
Ralf Friedrich et al be implemented
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Application sharing Asynchronous to
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Ralf Friedrich et al optimisation o
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Managing Knowledge in Digital Econo
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Bogdan Ghilic-Micu et al. Figure 1:
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Bogdan Ghilic-Micu et al. The conce
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Bogdan Ghilic-Micu et al. 4. Virtua
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Bogdan Ghilic-Micu et al. in produc
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Bogdan Ghilic-Micu et al. additiona
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Bogdan Ghilic-Micu et al. 6. Conclu
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Social Responsibility, an Element o
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Georgeta Grigore and Corina Grigore
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Georgeta Grigore and Corina Grigore
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RS4 = discretionary responsibility
Page 205 and 206:
Toward a Viable Construct of R&D Sy
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Patrick Hester and Thomas Meyers Re
Page 209 and 210:
Patrick Hester and Thomas Meyers Th
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3.7 Foresight Patrick Hester and Th
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Acknowledgements Patrick Hester and
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A Biographical Approach to Research
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Karen Jones experiences and parents
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Karen Jones Biographical process st
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Karen Jones Chamberlayne, P., Borna
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Jolanta Kowal The identification o
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Jolanta Kowal Almost 30% of economi
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Jolanta Kowal A job can be found in
Page 229 and 230:
Jolanta Kowal resistance/assertiven
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References Jolanta Kowal Eurostat (
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Which competences are preferred dur
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A project-oriented institution is a
Page 237 and 238:
The ability to use social media too
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Managers N=13 m std Vm Time managem
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The most important hard competences
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Development of a Validation Method
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Figure 1: Overall research framewor
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3. Development of a validation meth
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Mike Krey et al. - one of the valid
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Mike Krey et al. Validation type 3
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Mike Krey et al. Cole, Robert; Pura
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The Potential of Library 2.0 in But
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2. Methodology Tom Kwanya et al. Th
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Tom Kwanya et al. online to discove
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Tom Kwanya et al. Friend, F.J. (199
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Linda Lee-Davies and Nada Kakabadse
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James Lockhart governance “violat
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4. Results James Lockhart The major
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James Lockhart Much is to be learnt
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James Lockhart Peters, T. J. and Wa
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Camelia Iuliana Lungu level must ov
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Camelia Iuliana Lungu Which stakeh
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Camelia Iuliana Lungu 2004) on thes
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Camelia Iuliana Lungu Rueda-Manzana
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Xavier Martin Competencies: Most le
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Xavier Martin Emotional intelligenc
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Planning Organizing Coordinating Co
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The Impact of Quality of Bureaucrac
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Ani Matei and Lucica Matei A broad
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Ani Matei and Lucica Matei The expe
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Ani Matei and Lucica Matei Table 6:
Page 301 and 302:
Internalisation of the Values of Na
Page 303 and 304:
Ani Matei et al. A section extensi
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Ani Matei et al. 2.4 Other modality
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For those three states we shall obt
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Political parties (Financing of pol
Page 311 and 312:
Ani Matei et al. Doig, A., McIvor,
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Thomas Meyers and Patrick Hester Th
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Thomas Meyers and Patrick Hester as
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Thomas Meyers and Patrick Hester At
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Thomas Meyers and Patrick Hester th
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Thomas Meyers and Patrick Hester Ly
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2. Literature review Sundaram Natar
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Sundaram Nataraja et al. The second
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Sundaram Nataraja et al. as require
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Workplace Well-Being and Engagement
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Jinia Mukerjee Nath From the eudemo
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Jinia Mukerjee Nath 7. Organization
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Jinia Mukerjee Nath engagement-neut
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The Directing Role of Governance in
Page 339 and 340:
Fattah Nazem The researcher has use
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Fattah Nazem Higher education syste
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The Role of Governance in Appointin
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Fattah Nazem creativity when they p
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x7 x8 x9 x10 x11 x12 x13 x14 x15 x1
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Fattah Nazem best choice. Moreover,
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Abiola Ogunyemi (ibid. at p. 95). I
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Abiola Ogunyemi leading people to d
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Abiola Ogunyemi The themes of integ
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Abiola Ogunyemi Olisa Agbakoba (201
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John Politis and Denis Politis (Mou
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John Politis and Denis Politis impr
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John Politis and Denis Politis CFA.
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John Politis and Denis Politis Gist
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Mirela Popa and Irina-Iulia Salanţ
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Ali Pourkazemi and Mohammadreza Abd
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Changing Managerial and Leadership
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Parveen Prasad It is highlighted by
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Methods of Data Analysis Parveen Pr
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Parveen Prasad Company have restruc
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Tax Aggressive Behaviour in Private
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Tensie Steijvers and Mervi Niskanen
Page 399 and 400:
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Making Organizational Learning Work
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Figure 1: Cable connector assembly
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John Sullivan and Roger Beach dimin
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John Sullivan and Roger Beach Congr
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Nucharee Supatn organization. As su
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Nucharee Supatn characteristics whi
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Nucharee Supatn intention while 64
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Nucharee Supatn 7. Limitations and
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Anabella Maria Târnovan concentrat
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Anabella Maria Târnovan In our opi
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Anabella Maria Târnovan empty in t
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Anabella Maria Târnovan Muñiz, Al
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2. Literature review Gerry Urwin Th
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Gerry Urwin This explanation is a m
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Gerry Urwin critically evaluate are
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Gerry Urwin motivational force to c
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Professionalization of TMT in Priva
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Pieter Vandekerkhof, et al. be cons
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Pieter Vandekerkhof, et al. P4: The
Page 441 and 442:
Pieter Vandekerkhof, et al. Flamhol
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Much More Than CEO Duality: A Behav
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Maarten Vandewaerde et al. tives (D
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Maarten Vandewaerde et al. (see tab
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Maarten Vandewaerde et al. like to
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The Board of Directors as a Team: G
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Maarten Vandewaerde et al. members,
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Maarten Vandewaerde et al. multipha
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Maarten Vandewaerde et al. The insi
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Board Dynamics: The Soft Underbelly
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Theo Veldsman spirit of sound corpo
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Theo Veldsman answers to which need
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Theo Veldsman 5.3 Macro software el
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Theo Veldsman of the board that aff
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2. Research methodology Lugkana Wor
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Lugkana Worasinchai et al. Table 1:
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Lugkana Worasinchai et al. Furtherm
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Monica Zaharie et al. external agen
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Monica Zaharie et al. Binder (1997)
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Monica Zaharie et al. With regard t
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PhD Research Papers 465
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Experiential Education as a Part of
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prepared program is necessary also
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In the Figure 2 and Table 2 below c
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Among favourite types of programs,
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In total, the less negative aspect
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The Testing and Validation of a Mod
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Danie du Toit et al. The objective
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Danie du Toit et al. The leader wit
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Danie du Toit et al. Women’s ind
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Danie du Toit et al. enhances the l
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Relationships Between Human Resourc
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Nicoleta Valentina Florea et al. A
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Nicoleta Valentina Florea et al. B
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Nicoleta Valentina Florea et al. or
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Nicoleta Valentina Florea et al. Th
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Examination of the Dynamic Relation
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Fadi Hachem Hecht and Allen (2009:8
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Fadi Hachem finish their work at ho
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Fadi Hachem authoritarian leader wh
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Inter-Firm Cooperation Under the Vi
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Nguyen Phuc Nguyen motivation refer
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Nguyen Phuc Nguyen (2011). The rema
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Nguyen Phuc Nguyen cooperation inte
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Nguyen Phuc Nguyen David, F.D., Bag
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Choice or Predetermined Path? Women
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Corina Sheerin Tannen (1991) who im
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Corina Sheerin higher scores than m
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Figure 1: Conceptual model Referenc
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Corina Sheerin Turco, C.J. (2010) "
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Šárka Vránová understand the co
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Šárka Vránová If the lower-orde
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Šárka Vránová From these findin
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Šárka Vránová improve the work
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Work in Progress Papers 533
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Models for Supply Chain Governance
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Emil Crisan et al. steering committ
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Adriana Giurgiu et al. SMEs, in the
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Renewing Human Intellectual Capital
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Mirjami Ikonen and Taina Savolainen
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Records Governance in Enterprise 2.
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Elizabeth Shaffer and Luciana Duran
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