Soldiers and priests in business management

Mevorach, Baruch

doi:10.1007/s11135-014-0133-5

Cited by 2 publications

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“…Further still, they were described as obsessive, even to the point where their centralistic management and hefty involvement were sometimes seriously detrimental to the very existence of their organizations (March & Sutton, 1997;Mevorach, 2014).…”

Section: Introductionmentioning

confidence: 99%

Reverse Capitalism

Mevorach¹

2015

BMS

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A rather strange end of history, in Fukuyama's terms (Fukuyama, 1992), is presented in the paper. Backed by the following six paradoxes, the entrepreneur and tycoon are beginning to return to the cozy lap of socialist ideology, while leaving behind their faithful worker, an unwilling prisoner of a cruel and alienated capitalistic ideology.Entrepreneurs are living in a "No Risk Society", while faithful workers are prisoners of a "Full Risk Society" (Aharoni, 1981).The six paradoxes, presented hereafter, are as follows:1. -A negative correlation exists between the amount of time and energy devoted to an organization and the degree of ownership thereof‖.2. -A negative correlation exists between the degree of identification with, involvement in, commitment to and loyalty to an organization and the degree of ownership thereof‖.3. -Ownership of organizations is not acquired by one's own means. Owners are not really owners in the traditional sense of making purchases using their own money‖.4. -The loss of the workplace is devastating for a worker, whereas the direct damage to the owners as a result of going out of business can sometimes be relatively marginal‖.5. -In times of affluence, valuations are made on the stock exchange itself, which puts a high value on the companies traded in it; in times of depression, valuations are commissioned from outsiders, and they too traditionally put a high figure on the value of the company ordering the valuation‖.6. -The price of a product is particularly high when sold up the hierarchy, from the private to the public company (upward generosity); the price of the same product is particularly low when sold down the hierarchy, from the public to the private company (downward stinginess)‖.

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Section: Introductionmentioning

confidence: 99%

Reverse Capitalism

Mevorach¹

2015

BMS

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“…In the past, owners of the large business organizations in the western world took care to ensure that admiring biographers of their head-spinning success portrayed them as individuals actively involved in running their businesses. Further still, they were described as obsessive, even to the point where their centralistic management and hefty involvement were sometimes seriously detrimental to the very existence of their organizations (March & Sutton, 1997;Mevorach, 2014).…”

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility within Social Media-Stakeholder Relations Strategies: Case of Turkish Stock Exchange Companies

Saatçi

Erdönmez

2015

BMS

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Emergence and dominance of internet has changed the rules of the business world. Customer centric strategies became customer participated actions with the rise of social networks where all functional strategies of the firms are continuously being reshaped according to customer values. At the same time, concerns of customers as the buyers in terms of cost and quality are also backed up with their concerns as a member of the society where the organizations have direct impact on, which can give a clear explanation for the enhanced corporate social responsibility movement of the last decade. Philanthropic act of organizations are also considered as the fifth P of marketing which is also channeled through new media such as Face book, YouTube, LinkedIn, Twitter and YouTube. This paper intends to investigate 53 Turkish Holding companies which are register to Turkish Capital Market Board-and therefore, have to declare their social responsibility projects according to corporate governance rules-with an aim to contrast these projects' prevalence in the social media and strategic use of marketing elements accordingly to frame the Turkish perspective.

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Soldiers and priests in business management

Cited by 2 publications

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Reverse Capitalism

Reverse Capitalism

Corporate Social Responsibility within Social Media-Stakeholder Relations Strategies: Case of Turkish Stock Exchange Companies

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