A stakeholder-integrated approach to health care management

Zinkhan, George M.; Balazs, Anne L.

doi:10.1016/s0148-2963(02)00342-9

Cited by 18 publications

(11 citation statements)

References 2 publications

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“…Many studies consider some aspects of CSR-for example, focusing on health care management (cf. Zinkhan & Balazs, 2004) or other policy-related issues such as education (Macpherson, 1998)-even though their main contribution is in another field than business and society research. In cases like these, it is hard to draw a line on what involves CSR/CSP and what does not.…”

Section: Data Collectionmentioning

confidence: 99%

A Bibliometric Analysis of 30 Years of Research and Theory on Corporate Social Responsibility and Corporate Social Performance

Bakker¹,

Groenewegen²,

2005

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Social responsibilities of businesses and their managers have been discussed since the 1950s. Yet no consensus about progress has been achieved in the corporate social responsibility/corporate social performance literature. In this article, we seek to analyze three views on this literature. One view is that development occurred from conceptual vagueness, through clarification of central constructs and their relationships, to the testing of theory—a process supported by increased sophistication in research methods. In contrast, other authors claim that hardly any progress is to be expected because of the inherently normative character of the literature. A final view is that progress in the literature on the social responsibilities of business is obscured or even hampered by the continuing introduction of newconstructs. This article explores which of these three views better describes the evolution of the literature during a period of 30 years and suggests implications for further research.

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Section: Data Collectionmentioning

confidence: 99%

A Bibliometric Analysis of 30 Years of Research and Theory on Corporate Social Responsibility and Corporate Social Performance

Bakker¹,

Groenewegen²,

2005

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“…As each stakeholder will have to deal with a disaster based on how it affects him/her, a network among the different stakeholders should be formed to ensure that all stakeholder needs are served. Moreover, considering that each stakeholder may not be able to effectively fight against a series of disasters alone, there is a synergistic benefit to the formation of networks among all stakeholders (Zinkhan and Balazs, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

Disasters can happen to anybody: The case of Korea

2016

Environmental Impact Assessment Review

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In Korea, there is a pervasive feeling of invincibility to the point that people and organizations do not believe that disasters can strike them. This has impact on the level of preparedness for disasters. This study aims to delve into how Korea has to change its governmental policies/practices with some private partners' efforts to mitigate disaster risks. A case study was utilized as the major methodology by comparing exclusive management with inclusive management. These two approaches have been comparatively analyzed via four variables, namely the central government, the local governments, the incident commander, and other stakeholders. The major finding is that Korea's practices and policies have to evolve from the current exclusive management into future-oriented inclusive management. Moreover, the importance of communication, cooperation, collaboration, and multidiscipline coordination is discussed. Additionally, the problem of reductionism and equal participation among all stakeholders, as well as the resistance from vested interests, are recognized and elaborated for Korea and the international community.

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“…Lozano 2010) and the triple bottom line (Elkington 1999) and more specifically pharmaceuticalrelated research (such stakeholder-integrated approach to healthcare management e.g. Zinkhan and Balazsb 2004) is vast and continually increasing, past scholarship which precisely explains how to manage CSR stakeholder engagement in practice and which exposes the factors which influence these practices is rather limited or deficient (Ferrell et al 2010;Crane and Matten 2010, p. 224). Arguably, the very abundance of the literature on this broad range of related topics may actually compound the uncertainty and confusion among pharmaceutical business decision-makers (e.g.…”

Section: Conceptualising Csr Managementmentioning

confidence: 99%

Managing CSR Stakeholder Engagement: A New Conceptual Framework

2013

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As concepts of corporate social responsibility (CSR) continue to evolve, the predicament facing CSR managers when attempting to balance the differing interests of various stakeholders remains a persistent management challenge. A review of the extensive literature in this field reveals that the conceptualisation of corporate approaches to responsible stakeholder management remains underdeveloped. In particular, CSR practices within the specific context of the pharmaceutical industry, a sector which particularly dramatically depicts the stakeholder management dilemmas faced by business managers, has been under-researched. To address this gap, this paper utilises qualitative, exploratory data, obtained via multiple research methods, to investigate the CSR practices of major pharmaceutical companies in the UK and Germany. The data are employed to critically re-examine and revise a previously published explanatory framework which identifies the management steps involved in CSR stakeholder engagement. The resulting revised explanatory framework is the main contribution of this paper. By abstracting those factors which influence CSR practice, it provides an analytical tool which is designed to be of practical use for business decision-makers when managing their stakeholder engagement activities. Given that the research addresses values and ideals and prescribes practical recommendations for practitioners, it is essentially applied and normative in nature. Ultimately, the framework proposes a set of steps for developing CSR strategies which could help CSR professionals to make a 'mindset transition' from a narrower 'traditional' approach to CSR to a more innovative way of thinking.

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A stakeholder-integrated approach to health care management

Cited by 18 publications

References 2 publications

A Bibliometric Analysis of 30 Years of Research and Theory on Corporate Social Responsibility and Corporate Social Performance

A Bibliometric Analysis of 30 Years of Research and Theory on Corporate Social Responsibility and Corporate Social Performance

Disasters can happen to anybody: The case of Korea

Managing CSR Stakeholder Engagement: A New Conceptual Framework

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