Vorwärts zum Shareholder-Kapitalismus? — „Corporate social values“ von Unternehmern und Managern als Orientierungs- und Wirkungsrahmen bei strategischen Managemententscheidungen in Transformationsgesellschaften

Advances in Human Resources Management and Organizational Development

2017

Within the GLOBE project, CEOs from companies in East Germany, Estonia and Romania (N=129) have been interviewed about their value preferences in case of critical management decisions. Furthermore, lower level managers and employees (N=787) filled out questionnaires concerning perceived value preferences of their companies. Drawing on an extended stakeholder approach through focus on managerial values (CSV) and the person-situation concept of , we particularly focus on country-based contingencies of managerial values coupled with other context factors like managerial position and ownership. The findings show that there are specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus coupled with a relatively strong religious orientation in Romania and an orientation on shareholders as well as on employees and community in Estonia. Moreover, an interaction between the country effect and organizational factors shaping managerial decisions can be observed.

Corporate Social Responsibility Values of Managers in Transforming Societies

Advances in Human Resources Management and Organizational Development

2017

Corporate Social Responsibility Values of Managers in Transforming Societies

Corporate Social Responsibility

2019

Corporate Social Responsibility Values in Transforming Societies

Research Anthology on Developing Socially Responsible Businesses

2022

The focus of the chapter is on corporate social values of managers as one important basis, and explanation of the functioning of CSR concepts in CEE organizations. The analysis is based on theoretical concepts explaining the relationship between the national and institutional context, corporate values of managers, and CSR activities, like “upper echelon theory,” which consider managerial action as a direct or indirect expression of the individual values of top managers. The situation in transforming societies in CEE countries can be well-described using the concept of situational strength. The empirical findings, with data from the GLOBE-CEO project from 129 firms in East Germany, Estonia, and Romania, show specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus and a relatively strong religious orientation in Romania, and an orientation on shareholders as well as on employees and community in Estonia.