Value Based Managment with Corporate Social Responsibility

Martin, John D.; Petty, J. William; Wallace, James S.

doi:10.1093/acprof:oso/9780195340389.001.0001

Cited by 44 publications

(22 citation statements)

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“…Petty, J.S. Wallace [65] and work by A. Jabłoński [66] were used. The combination of these assumptions resulted in a coherent approach to examining business models from the point of view of the life cycle criterion.…”

Section: Methodology Of Researchmentioning

confidence: 99%

Research on Business Models in their Life Cycle

Jabłoński

2016

Sustainability

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Abstract:The paper presents the results of theoretical discussions and research findings in the field of designing sustainable business models that support the creation of value at various stages of the business life cycle. The paper presents selected findings of extensive research into the business models of Polish companies listed on the Warsaw Stock Exchange. Companies which are at various stages of development should build and adapt their business models in order to maintain the ability to create value for stakeholders. Characteristics of business models at the early stages of development are different than at mature stages. The paper highlights the differences in business models in the context of the life cycle of companies and sustainability criteria. The paper presents research findings which show that the company's development can be seen from the point of view of the business model. Research on business models concentrated on identifying the key attributes and the configuration of the business models appropriate for the early stage of development as well as the maturity stage. It was found that the business models of companies at an early stage of the development of companies listed on the Warsaw Stock Exchange are oriented primarily to how the company shapes, delivers, and captures value from the market in order to generate profits for shareholders and increase the value of the company, while the business models of mature companies include the intentions of management used to balance objectives with respect to different groups of stakeholders, and to carefully formulate and implement business objectives with particular attention paid to preserving the sustainability of the business. The assessment of business models from the point of view of the life cycle proves that managers change their approach to configuring business models over time; at some point, they include management intentions aimed at a broader range of goals than merely generating profits. At the early stage, it is important to adapt the business model to the ability to create value for shareholders by actively searching for the optimal configuration of the business model. Here a component approach to making rapid changes in the structure of the business model is essential. The business model of mature companies is based on assumptions ensuring the long-term viability of the business and is holistic in nature. When the company moves from the stage of early development to the maturity stage, business models change in such a way that the assumptions of the Triple Bottom Line concept become increasingly important, as expressed in the joint implementation of Corporate Social Responsibility and Value-Based Management assumptions. At the early stage of development, the business model strengthens the need to create value for shareholders and is not as dependent on strong partnerships with a large number of stakeholders. At the maturity stage, it is important to balance the objectives of all stakeholders and to build long-term relationships with ...

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Section: Methodology Of Researchmentioning

confidence: 99%

Research on Business Models in their Life Cycle

Jabłoński

2016

Sustainability

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“…The stakeholder theory broadens of concept of strategic management by integrating the interests of shareholders, employees, customers, suppliers, communities, and other groups into corporate strategy to ensure the long-term success of the firm [24,25]. Value-Based Management reinforces the firm to operate in a socially responsible manner that encompasses the importance of all its stakeholders such that they contribute to creation of sustainable value to the firm, thus providing a win-win situation for both the stockholders and other stakeholders [26].…”

Section: Relevant Literature and Hypothesis Developmentmentioning

confidence: 99%

Manager’s Dilemma: Stockholders’ and Consumers’ Responses to Corporate Environmental Efforts

2017

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Abstract:This study aims to reveal that different stakeholders have different environmental preferences by demonstrating the managers' dilemma of selecting an appropriate environmental strategy to achieve firms' corporate goals. It analyzes the effects of firms' efforts in environmental impact through actual environmental practices and environmental considerations in environmental management on stockholders' and consumers' responses by using the Newsweek Green Rankings 2012 for large US-based firms. The study uses the event study methodology and the ordinary least squares multivariate regression model conditioned with relevant firm and industry-specific characteristics. The results indicate that both stockholders and consumers appreciate corporate efforts in reducing environmental damage; however, consumers exhibit a significant and negative response against firms' environmental management efforts. The conflicting results provide valuable insights into the alignment of environmental efforts for developing core competencies that lead firms toward sustainability. Further, this research makes a valuable contribution to the existing literature and provides guidelines for the formulation of public policies that encourage corporate environmental efforts to ensure simultaneous development of business and society.

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“…Hybrids offer alternative solutions, probably the optimal ones, when significant limitations in obtaining contractors occur [120] (p. 19).…”

Section: Hybrid Organizationsmentioning

confidence: 99%

“…According to S. Blank and B. Dorf, a startup is a temporary organization dedicated to looking for a scalable, repeatable and profitable business model [138] (p. 19). Such a definition clearly indicates startup characteristics such as: The proposed definition explicitly refers to the concept of a business model as a factor determining the success or failure of the company.…”

Section: According To Christian Nielsen and Morten Lund Scalable Busmentioning

confidence: 99%

Scalability of Sustainable Business Models in Hybrid Organizations

Jabłoński

2016

Sustainability

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Abstract:The dynamics of change in modern business create new mechanisms for company management to determine their pursuit and the achievement of their high performance. This performance maintained over a long period of time becomes a source of ensuring business continuity by companies. An ontological being enabling the adoption of such assumptions is such a business model that has the ability to generate results in every possible market situation and, moreover, it has the features of permanent adaptability. A feature that describes the adaptability of the business model is its scalability. Being a factor ensuring more work and more efficient work with an increasing number of components, scalability can be applied to the concept of business models as the company's ability to maintain similar or higher performance through it. Ensuring the company's performance in the long term helps to build the so-called sustainable business model that often balances the objectives of stakeholders and shareholders, and that is created by the implemented principles of value-based management and corporate social responsibility. This perception of business paves the way for building hybrid organizations that integrate business activities with pro-social ones. The combination of an approach typical of hybrid organizations in designing and implementing sustainable business models pursuant to the scalability criterion seems interesting from the cognitive point of view. Today, hybrid organizations are great spaces for building effective and efficient mechanisms for dialogue between business and society. This requires the appropriate business model. The purpose of the paper is to present the conceptualization and operationalization of scalability of sustainable business models that determine the performance of a hybrid organization in the network environment. The paper presents the original concept of applying scalability in sustainable business models with detailed interpretation. The paper and its findings are based on longitudinal research with participant observation, bibliographic research and the author's own experience in the processes of building and implementing business models in the years [2005][2006][2007][2008][2009][2010][2011][2012][2013][2014][2015]. At the time, the author observed the conceptualization and operationalization of several business models of companies operating in the Polish market.

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Value Based Managment with Corporate Social Responsibility

Cited by 44 publications

References 0 publications

Research on Business Models in their Life Cycle

Research on Business Models in their Life Cycle

Manager’s Dilemma: Stockholders’ and Consumers’ Responses to Corporate Environmental Efforts

Scalability of Sustainable Business Models in Hybrid Organizations

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