Network Culture, Performance & Corporate Responsibility

Abstract

The growth and sustainability of free market economies highlights the need to define rules more suited to the current condition of market globalisation and also encourages firms to adopt more transparent and accountable corporate responsibility (and corporate social responsibility, namely Corporate Responsibility, Global Markets and Sustainable GrowthThe debate over corporate conduct in a context of sustainable development has taken on new importance in recent times. It is an area that generates great interest among public opinion; a public increasingly well-informed and attentive to the ethical aspects of the company and prepared to recognise the lead played by those companies with responsible and socially oriented behaviour.Indeed, the growth and sustainability of free market economies highlights the need to define rules more suited to the current condition of market globalisation and also encourages companies to adopt more transparent and accountable corporate responsibility behaviour, whilst developing at the same time more effective activities of prevention, monitoring and containment 1 . Corporate

Business Networks and Local Partners in Global Competition

“…The significance of this system of relationships is so important that for some time now, scholars have sustained the responsibility of the network; in other words, the repercussions of any action taken by other companies in a particular network for the companies involved in the same network -particularly the largest which attract the attention of the competition and the markets (Brondoni 2003). Take the example of global sourcing alliances: "Purchasing managers see themselves confronted with the board's expectation to purchase larger volumes of supplies from low wages countries.…”

Innovation and Imitation: Corporate Strategies for Global Competition

“…In fact, in fiercely competitive global markets, cooperation makes it possible to limit over-supply, with a global market perspective. To this end, companies often create strategic alliances even with direct competitors (competitive strategic alliances) with a vast range of solutions, differentiated primarily on the basis of whether there is joint participation in the stock capital (equity alliances), or whether the common competitive advantage is the outcome of forms of long-term collaboration with no joint ownership of the stock capital (non-equity alliances) (Brondoni 2003).…”

School Networks and Sustainable Development

“…But the related activities are part of a complex network of relationships (Milward, Provan 2001;Sliwka 2003;Brondoni 2003;Kenis, Provan 2009, Klijn et al 2010) that may be: vertical, with the relevant public system (Ministry and regional and local education authorities, Regional governments, local authorities, etc. ), or horizontal, with reference to all the forces in a community (non-profit organisations, enterprises, universities, etc.)…”