Creating Value for Stakeholders

Freeman, R. Edward; Fairchild, Gregory B.; Venkataraman, S.; Mead, Jenny; Chen, Ming‐Jer

doi:10.2139/ssrn.1585673

Cited by 2 publications

(2 citation statements)

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“…Second, this research may speak to an ongoing debate about whether organizations should be primarily humanistic or economic institutions. On the one hand, advocates of the humanistic view believe that organizations are deeply human institutions and thus should be primarily concerned with the development of human virtue to the fullest extent (Barnard, 1938(Barnard, /1968Follett, 1925;Freeman, 2004Freeman, /2016Melé, 2003). According to these scholars, the primary purpose of an organization is to help humans fulfill their psychological needs, such as their need for social connection and selfdetermination (Cofer, 1959;Freeman, Harrison, Wicks, Parmar, & de Colle, 2010;Gruenfeld & Tiedens, 2010;Whyte, 1956).…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Human “resources”? Objectification at work.

Belmi¹,

Schroeder²

2021

Journal of Personality and Social Psychology

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People behave differently when at work than not at work; for example, they are less interested in making close friends and use more transactional language (networking vs. socializing). These examples hint at a broader phenomenon: that people engage in more objectification—treating people akin to objects—in work contexts than non work contexts. We propose that objectification is more prevalent at work because people engage in more calculative and strategic thinking (i.e., making decisions by computing the costs and benefits). Seven studies (N = 2,712) test this. In Study 1, participants objectified the same individuals more when they were pictured at work (e.g., in an office) than not at work (e.g., in a coffee shop). In Study 2, there was more objectification when the same event was framed as more (vs. less) work-related. Studies 3a and 3b (experience-sampling studies with 2,300 data points) show that working adults objectify others more during work than non work interactions and demonstrate which situational characteristics enhance objectification. Study 4 manipulates the proposed mechanism: Participants nudged to think less calculatively and strategically showed a reduced tendency to objectify others in work contexts. Considering consequences, job applicants in Study 5 who read company mission statements containing more calculative language expected more objectification and were less interested in applying. Moreover, employees who perceived more objectification in their workplace reported more negative work experiences (e.g., feeling lower belonging, experiencing more incivility; Study 6). Together, these studies provide insight into how objectification arises, where it occurs, and its consequences.

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Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Human “resources”? Objectification at work.

Belmi¹,

Schroeder²

2021

Journal of Personality and Social Psychology

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“…Además, la estrategia no es un elemento aislado y cuya responsabilidad recae en la organización; al respecto Freeman (2004) indica que los grupos de interés son vitales para la supervivencia y el éxito de las organizaciones, y deben incorporarse a sus procesos de planeación, dado que los stakeholders son individuos o grupos que pueden intervenir y afectar el logro de los objetivos.…”

Section: La Estrategiaunclassified

Reformulación estratégica mediante la transformación digital en tiempos de crisis: empresas de Barrancabermeja

Díaz¹,

Cruz²

2022

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La emergencia generada por la pandemia denominada covid-19 suscitó que una gran mayoría de las empresas de todos los tamaños se volcara al uso de plataformas digitales para el sostenimiento de sus negocios y enfatizara en mejorar, por ejemplo, su comercio electrónico. Sin embargo, las organizaciones requerían de la revisión de los procesos administrativos que las llevara a pensar en replantear su estrategia a todo nivel, no solo en áreas específicas. Es así como este documento de investigación, a través de la revisión documental y la aplicación de entrevistas a un grupo de empresarios de Barrancamerbeja (Colombia), discute el impacto que la pandemia ha tenido en la transformación digital de las compañías y la necesaria reformulación de la estrategia, proponiendo técnicas y herramientas que lo mitiguen. Los datos obtenidos permiten concluir, entre otras cosas, que las empresas pequeñas y medianas, objeto de estudio, se mueven rápidamente hacia la transformación digital. Sin embargo, no ocurre lo mismo en cuanto a la reformulación estratégica.

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Creating Value for Stakeholders

Cited by 2 publications

References 0 publications

Human “resources”? Objectification at work.

Human “resources”? Objectification at work.

Reformulación estratégica mediante la transformación digital en tiempos de crisis: empresas de Barrancabermeja

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