Make alliances, not war, with crusading external stakeholders
Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corpo...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Deri, Chris [verfasserIn] |
|---|
| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2003 |
|---|
| Schlagwörter: |
|---|
| Umfang: |
8 |
|---|
| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Strategy & leadership - Bradford : Emerald, 1996, 31(2003), 5, Seite 26-33 |
| Übergeordnetes Werk: |
volume:31 ; year:2003 ; number:5 ; pages:26-33 ; extent:8 |
| Links: |
|---|
| DOI / URN: |
10.1108/10878570310492032 |
|---|
| Katalog-ID: |
NLEJ219967733 |
|---|
| LEADER | 01000caa a22002652 4500 | ||
|---|---|---|---|
| 001 | NLEJ219967733 | ||
| 003 | DE-627 | ||
| 005 | 20210707095806.0 | ||
| 007 | cr uuu---uuuuu | ||
| 008 | 090811s2003 xxk|||||o 00| ||eng c | ||
| 024 | 7 | |a 10.1108/10878570310492032 |2 doi | |
| 035 | |a (DE-627)NLEJ219967733 | ||
| 040 | |a DE-627 |b ger |c DE-627 |e rakwb | ||
| 041 | |a eng | ||
| 044 | |c XA-GB | ||
| 100 | 1 | |a Deri, Chris |e verfasserin |4 aut | |
| 245 | 1 | 0 | |a Make alliances, not war, with crusading external stakeholders |
| 264 | 1 | |c 2003 | |
| 300 | |a 8 | ||
| 336 | |a nicht spezifiziert |b zzz |2 rdacontent | ||
| 337 | |a nicht spezifiziert |b z |2 rdamedia | ||
| 338 | |a nicht spezifiziert |b zu |2 rdacarrier | ||
| 520 | |a Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. | ||
| 533 | |f Emerald Fulltext Archive Database 1994-2005 | ||
| 650 | 4 | |a Consumer behavior | |
| 650 | 4 | |a Non-governmental organizations | |
| 650 | 4 | |a Social responsibility | |
| 773 | 0 | 8 | |i In |t Strategy & leadership |d Bradford : Emerald, 1996 |g 31(2003), 5, Seite 26-33 |h Online-Ressource |w (DE-627)NLEJ21957832X |w (DE-600)2039442-1 |7 nnns |
| 773 | 1 | 8 | |g volume:31 |g year:2003 |g number:5 |g pages:26-33 |g extent:8 |
| 856 | 4 | 0 | |u http://dx.doi.org/10.1108/10878570310492032 |
| 912 | |a GBV_USEFLAG_U | ||
| 912 | |a ZDB-1-EFD | ||
| 912 | |a GBV_NL_ARTICLE | ||
| 951 | |a AR | ||
| 952 | |d 31 |j 2003 |e 5 |h 26-33 |g 8 | ||
| author_variant |
c d cd |
|---|---|
| matchkey_str |
derichris:2003----:aelinentawtcuaigxen |
| hierarchy_sort_str |
2003 |
| publishDate |
2003 |
| allfields |
10.1108/10878570310492032 doi (DE-627)NLEJ219967733 DE-627 ger DE-627 rakwb eng XA-GB Deri, Chris verfasserin aut Make alliances, not war, with crusading external stakeholders 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. Emerald Fulltext Archive Database 1994-2005 Consumer behavior Non-governmental organizations Social responsibility In Strategy & leadership Bradford : Emerald, 1996 31(2003), 5, Seite 26-33 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:5 pages:26-33 extent:8 http://dx.doi.org/10.1108/10878570310492032 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 5 26-33 8 |
| spelling |
10.1108/10878570310492032 doi (DE-627)NLEJ219967733 DE-627 ger DE-627 rakwb eng XA-GB Deri, Chris verfasserin aut Make alliances, not war, with crusading external stakeholders 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. Emerald Fulltext Archive Database 1994-2005 Consumer behavior Non-governmental organizations Social responsibility In Strategy & leadership Bradford : Emerald, 1996 31(2003), 5, Seite 26-33 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:5 pages:26-33 extent:8 http://dx.doi.org/10.1108/10878570310492032 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 5 26-33 8 |
| allfields_unstemmed |
10.1108/10878570310492032 doi (DE-627)NLEJ219967733 DE-627 ger DE-627 rakwb eng XA-GB Deri, Chris verfasserin aut Make alliances, not war, with crusading external stakeholders 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. Emerald Fulltext Archive Database 1994-2005 Consumer behavior Non-governmental organizations Social responsibility In Strategy & leadership Bradford : Emerald, 1996 31(2003), 5, Seite 26-33 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:5 pages:26-33 extent:8 http://dx.doi.org/10.1108/10878570310492032 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 5 26-33 8 |
| allfieldsGer |
10.1108/10878570310492032 doi (DE-627)NLEJ219967733 DE-627 ger DE-627 rakwb eng XA-GB Deri, Chris verfasserin aut Make alliances, not war, with crusading external stakeholders 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. Emerald Fulltext Archive Database 1994-2005 Consumer behavior Non-governmental organizations Social responsibility In Strategy & leadership Bradford : Emerald, 1996 31(2003), 5, Seite 26-33 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:5 pages:26-33 extent:8 http://dx.doi.org/10.1108/10878570310492032 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 5 26-33 8 |
| allfieldsSound |
10.1108/10878570310492032 doi (DE-627)NLEJ219967733 DE-627 ger DE-627 rakwb eng XA-GB Deri, Chris verfasserin aut Make alliances, not war, with crusading external stakeholders 2003 8 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. Emerald Fulltext Archive Database 1994-2005 Consumer behavior Non-governmental organizations Social responsibility In Strategy & leadership Bradford : Emerald, 1996 31(2003), 5, Seite 26-33 Online-Ressource (DE-627)NLEJ21957832X (DE-600)2039442-1 nnns volume:31 year:2003 number:5 pages:26-33 extent:8 http://dx.doi.org/10.1108/10878570310492032 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 31 2003 5 26-33 8 |
| language |
English |
| source |
In Strategy & leadership 31(2003), 5, Seite 26-33 volume:31 year:2003 number:5 pages:26-33 extent:8 |
| sourceStr |
In Strategy & leadership 31(2003), 5, Seite 26-33 volume:31 year:2003 number:5 pages:26-33 extent:8 |
| format_phy_str_mv |
Article |
| institution |
findex.gbv.de |
| topic_facet |
Consumer behavior Non-governmental organizations Social responsibility |
| isfreeaccess_bool |
false |
| container_title |
Strategy & leadership |
| authorswithroles_txt_mv |
Deri, Chris @@aut@@ |
| publishDateDaySort_date |
2003-01-01T00:00:00Z |
| hierarchy_top_id |
NLEJ21957832X |
| id |
NLEJ219967733 |
| language_de |
englisch |
| fullrecord |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219967733</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707095806.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2003 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/10878570310492032</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219967733</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Deri, Chris</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Make alliances, not war, with crusading external stakeholders</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2003</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">8</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Consumer behavior</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Non-governmental organizations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Social responsibility</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Strategy & leadership</subfield><subfield code="d">Bradford : Emerald, 1996</subfield><subfield code="g">31(2003), 5, Seite 26-33</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ21957832X</subfield><subfield code="w">(DE-600)2039442-1</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:31</subfield><subfield code="g">year:2003</subfield><subfield code="g">number:5</subfield><subfield code="g">pages:26-33</subfield><subfield code="g">extent:8</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/10878570310492032</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">31</subfield><subfield code="j">2003</subfield><subfield code="e">5</subfield><subfield code="h">26-33</subfield><subfield code="g">8</subfield></datafield></record></collection>
|
| series2 |
Emerald Fulltext Archive Database 1994-2005 |
| author |
Deri, Chris |
| spellingShingle |
Deri, Chris misc Consumer behavior misc Non-governmental organizations misc Social responsibility Make alliances, not war, with crusading external stakeholders |
| authorStr |
Deri, Chris |
| ppnlink_with_tag_str_mv |
@@773@@(DE-627)NLEJ21957832X |
| format |
electronic Article |
| delete_txt_mv |
keep |
| author_role |
aut |
| collection |
NL |
| remote_str |
true |
| illustrated |
Not Illustrated |
| topic_title |
Make alliances, not war, with crusading external stakeholders Consumer behavior Non-governmental organizations Social responsibility |
| topic |
misc Consumer behavior misc Non-governmental organizations misc Social responsibility |
| topic_unstemmed |
misc Consumer behavior misc Non-governmental organizations misc Social responsibility |
| topic_browse |
misc Consumer behavior misc Non-governmental organizations misc Social responsibility |
| format_facet |
Elektronische Aufsätze Aufsätze Elektronische Ressource |
| format_main_str_mv |
Text Zeitschrift/Artikel |
| carriertype_str_mv |
zu |
| hierarchy_parent_title |
Strategy & leadership |
| hierarchy_parent_id |
NLEJ21957832X |
| hierarchy_top_title |
Strategy & leadership |
| isfreeaccess_txt |
false |
| familylinks_str_mv |
(DE-627)NLEJ21957832X (DE-600)2039442-1 |
| title |
Make alliances, not war, with crusading external stakeholders |
| ctrlnum |
(DE-627)NLEJ219967733 |
| title_full |
Make alliances, not war, with crusading external stakeholders |
| author_sort |
Deri, Chris |
| journal |
Strategy & leadership |
| journalStr |
Strategy & leadership |
| lang_code |
eng |
| isOA_bool |
false |
| recordtype |
marc |
| publishDateSort |
2003 |
| contenttype_str_mv |
zzz |
| container_start_page |
26 |
| author_browse |
Deri, Chris |
| container_volume |
31 |
| physical |
8 |
| format_se |
Elektronische Aufsätze |
| countryofpublication_str_mv |
XA-GB |
| author-letter |
Deri, Chris |
| doi_str_mv |
10.1108/10878570310492032 |
| title_sort |
make alliances, not war, with crusading external stakeholders |
| title_auth |
Make alliances, not war, with crusading external stakeholders |
| abstract |
Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. |
| abstractGer |
Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. |
| abstract_unstemmed |
Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground. |
| collection_details |
GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE |
| container_issue |
5 |
| title_short |
Make alliances, not war, with crusading external stakeholders |
| url |
http://dx.doi.org/10.1108/10878570310492032 |
| remote_bool |
true |
| ppnlink |
NLEJ21957832X |
| mediatype_str_mv |
z |
| isOA_txt |
false |
| hochschulschrift_bool |
false |
| doi_str |
10.1108/10878570310492032 |
| up_date |
2024-07-06T06:36:28.114Z |
| _version_ |
1803810544669425665 |
| fullrecord_marcxml |
<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219967733</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707095806.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2003 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/10878570310492032</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219967733</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Deri, Chris</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Make alliances, not war, with crusading external stakeholders</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2003</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">8</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Increasingly, the attitudes of consumers are being shaped by an array of advocacy organizations that research and campaign on various social and political causes collectively categorized as non-government organizations (NGOs). They are the key driver in the public's increasing demand that corporations act in a socially responsible way. This means not only offering products and services that do not pose new environmental or social risks but also doing business in a way that supports the livelihood of people in the producing nations and sustainability of our planet's eco-systems. NGOs are powerful with consumers because they are significantly more trusted overall than business. CEOs and corporate managers may approve or disapprove of the growing role of activist NGOs, but it is perilous to ignore their growing influence and ability to shape public perceptions of a company. There are seven guiding principles for successfully engaging the NGOs: (1) act and respond as one global brand, making certain that, for example, the environmental practices by a unit in Spain are consistent with the corporate position in the USA; (2) prepare for greater transparency, reporting social and environmental impacts as well as financial information is a starting point for building greater trust and dialogue with the NGOs; (3) do not be forced into a "yes-or-no" public confrontation on any issue; (4) enlist and engage multiple partners and perspectives on business practices and strategies; (5) do not rely solely on industry-wide action, or hide behind it; (6) distinguish between an NGO's rhetoric and its actual objectives; and (7) know when to stand your ground.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Consumer behavior</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Non-governmental organizations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Social responsibility</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Strategy & leadership</subfield><subfield code="d">Bradford : Emerald, 1996</subfield><subfield code="g">31(2003), 5, Seite 26-33</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ21957832X</subfield><subfield code="w">(DE-600)2039442-1</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:31</subfield><subfield code="g">year:2003</subfield><subfield code="g">number:5</subfield><subfield code="g">pages:26-33</subfield><subfield code="g">extent:8</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/10878570310492032</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">31</subfield><subfield code="j">2003</subfield><subfield code="e">5</subfield><subfield code="h">26-33</subfield><subfield code="g">8</subfield></datafield></record></collection>
|
| score |
7.3989573 |