Carroll shaped the corporate social responsibility (CSR) discourse into a four-dimensional pyramid framework, which was later adapted to corporate citizenship and sustainability approaches. The four layers of the pyramidstructured from foundation to apex as economic, legal, ethical, and philanthropic (or discretionary) responsibilities-drew considerable managerial attention. An important criticism of the economic foundation of the Carroll pyramid concerns the identification and ordering of the four dimensions, which are inadequately justified theoretically. The authors of this article propose an alternative approach that builds on the public value concept, which integrates a microfoundation of psychological research into basic human needs. Drawing on their Swiss Dialogue process, the authors argue that a four-dimensional pyramid does have heuristic value for managers. The advantage of this alternative pyramid logic is that it may be contingently adapted to different cultural contexts, because it allows adaptive internal reordering.
An organization's contribution to the wider public can be seen in different ways. Self-reported data from Switzerland and Germany indicate that top managers vary considerably concerning their awareness of various multiple realities. We explain this phenomenon by drawing on the notion of cognitive style, using the metaphor of hedgehogs and foxes. It is argued that research should move from a focus on moral awareness to value awareness in a very broad sense. Keywords Cognitive style • Top management • Value awareness • Hedgehog-fox metaphor • Complexity "The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time and still retain the ability to function." F. Scott Fitzgerald (1956, p. 69
This paper describes an exploratory concept for how video communication can address the potential collaboration opportunities (and challenges) that arise with an emerging networked society in which the "material" to be used in the collaboration no longer is restrained to simple presentations, but can include services, Internet enabled objects, and many other types of systems and features. The concept illustrates how tangible objects can be utilized as props for the interaction and collaboration, and as access points to services, functionality and information. The findings from a qualitative user study suggest that this contributes to creating a form of collaboration in which technology is less visible and the actual meeting between humans becomes more significant. The user study also showed the importance of security and trust for such a system to work.
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