Suchergebnisse

Based on the results of the research, this part describes the possible management solutions, divided into five conditional steps, each of which consists of solutions of the individual tasks. Three conditions are emphasized as the starting condition. First, it is the shareholders' decisions, which turn into organization of goal-oriented processes on the following stages, by providing the necessary resources. Second, resulting from the first there is the evaluation (analysis) of the management culture of the organization, the results of which are enacted by organizing the changes. Third, the processes must be described in internal documents, and their control is associated with a continuous monitoring.

The stages of formation of the research instrument and the corrections carried out after the expert evaluation, and the exploratory research are described. The purified research instrument consisting of two parts is presented. The part of the management culture of the questionnaire consists of four scales (culture of managerial staff, culture of organization of the management processes, management culture of working conditions, and culture of the documentation system); the part of the social responsibility of the questionnaire consists of two scales (behavior of the socially responsible organization and behavior of the socially responsible employee). At the start, the provision that the management culture and social responsibility are universal categories, including organizations in terms of size and classification of economic activities, is reasoned. The principles of evaluation of the level of management culture are introduced.

This chapter presents the research design/plan. Methodological choice of quantitative and qualitative research is substantiated, and principles of design and verification of the research instrument are described. Individual stages of the research are presented in detail by describing their consistency in respect of the main objective. Statistical calculations to substantiate the reliability of the research instrument are presented and key aspects of the organization of research are described.

Introductory Chapter: The Level of Management Culture Development When Aiming for Implementation of Corporate Social Responsibility

Before carrying out the empirical analysis of the role of management culture in corporate social responsibility, identification of the philosophical approach and the paradigm on which the research carried out is based is necessary. Therefore, this chapter deals with the philosophical systems and paradigms of scientific research, the epistemology, evaluating understanding and application of various theories and practices used in the scientific research. The key components of the scientific research paradigm are highlighted. Theories on the basis of which this research was focused on identification of the level of development of the management culture in order to implement corporate social responsibility are identified, and the stages of its implementation are described.

By presenting the respondents' sociodemographic data (age, sex, education, etc.) and based on them, multilayer sections of the management culture and corporate social responsibility are carried out. The results of the research show that both social and demographic indicators, as well as respondents' positions in various companies have a significant impact on the evaluations of both the management culture and corporate social responsibility. In addition, the trends of evaluation of the respondents working in different divisions of companies were highlighted, related to the psychological climate and weak feedback in the management policy. This emphasizes especially the wide range of factors, which the companies implementing corporate social responsibility should pay attention to.

Based on the theoretical and empirical studies carried out in eight countries (Estonia, Latvia, Finland, Belarus, Lithuania, Poland, the Ukraine, and Denmark), tendencies of corporate social responsibility (CSR) in the region are presented. Similarities and differences in training of managerial personnel, ethics of activities of organizations, fostering of corporate social responsibility in the government policy, corporate involvement and expectations, communication with stakeholders, and in other aspects are highlighted. In spite of the different tendencies of political and social development, corporate social responsibility formed in the countries of the region and some common problematic tendencies are highlighted.

This part presents the detailed results obtained while determining the level of development of the management culture and presenting the respondents' evaluations not only in respect of subscales but also in relation to individual items. It has highlighted significant limitations in managerial competence, as well as the differences in declaration of values and the application of the values in practice, especially in relationships with subordinates, with the emphasis on leadership, interpersonal relationships, communication, sharing of knowledge and responsibility. Competition of managerial staff could be positive while striving for the goals of the organization, but when it is focused on the subjective aspirations, it reduces cooperation and confidence of the employees and disturbs the functionality of the management processes. In addition, uncertainty in regulation of processes due to which the opportunities provided by information technology are underused has been revealed.

Management culture and corporate social responsibility (CSR) are not separate, but they are two complementary dimensions. This part introduces the theoretical model of evaluation of the level of management culture in order to implement corporate social responsibility. It is constructed after the analysis of the concepts proposed by various authors, focusing on factors determining the effectiveness of implementation of corporate social responsibility, the quality of the relationship with stakeholders. The steps of the implementation in companies using internal and external resources are described. By offering a new conceptual model, it is emphasized that the management culture is a deliberately constructed and developed system that can have a significant impact on the quality of organizational performance, providing both an instrumental and an ethical framework for addressing corporate social responsibility objectives given a clear value decision of the majority of the company shareholders.

This chapter describes testing of the key research instrument, by identifying the individual steps, comprised of adaptation and testing of the questionnaire, by using statistical analysis. The selected sample of the research by surveying the employees of the groups of companies operating in Eastern Europe is not only minimal, but also sufficient (error is not greater than 1%), allowing to make sound conclusions of the research. After adaptation of the questionnaire for the larger and multilingual sample, high psychometric characteristics, which confirmed the reliability of the instrument and its suitability for the research, have been found. This shows that the developed questionnaire is appropriate, and it can also be used to measure management culture and corporate social responsibility not only in this research.

The links of management culture and corporate social responsibility in this part are verified and substantiated by statistical calculations. The connections were verified according to such categories as the culture of managerial staff, the culture of organisation of the management processes, the management culture of working conditions, the culture of documentation system, the behaviour of a socially responsible organisation and the behaviour of a socially responsible employee. The results of the research showed the different strength of the relationships of the management culture and corporate social responsibility, which may be significant when organising the changes in the management culture, oriented to the implementation of corporate social responsibility.

This part describes the evaluation of corporate social responsibility according to such structural elements as behavior of a socially responsible organization and behavior of a socially responsible employee, splitting into smaller components in accordance with the criteria corporate social responsibility consists of. The chosen approach to the analysis of reactions of the employees of companies allows distinguishing the approach to corporate social responsibility in accordance with opinions of external stakeholders which are influenced by the communication strategies, often applied in the studies. This method of approach enables a more sensitive evaluation of the internal processes of the companies when carrying out the internal cuts in order to understand why the staff contributes or does not contribute to corporate social responsibility. This provides valuable knowledge on how to correct the strategy of the company.

Research ethics is closely related to the ethical principles of social responsibility. This research covers a wide context of working with people, so the researchers raised a task not only to gain confidence in the respondents' eyes, to receive reliable data, but also to ensure the transparency of the science. This chapter discusses the theoretical and practical topics of research, after evaluation of which ethical principles of organization and conducting the research are presented. There is a detailed description of how and what ethical principles were followed on the different stages of the research.

This chapter defines an integrating role of values in the context of the management culture and corporate social responsibility (CSR). Although similar types of organizational culture predominate in the countries with similar historical, cultural, social and economic characteristics, three levels of values are highlighted, the significance of their integration and management standards oriented towards values congruence is substantiated. The developed axiological prerequisites of corporate social responsibility for managerial changes and the conditions of the formation of the value basis based on the idea of congruence are presented.

In order to establish the factors of occurrence of the management culture as a part of formal organizational culture, which have an influence on the implementation of corporate social responsibility, the survey of managerial staff of the companies was carried out. Corporate policy of formulation of strategic goals, visions, organizational structures, etc. as well as how corporate social responsibility is realised in practice was evaluated. Attention is drawn to the inconsistencies because of which corporate social responsibility, as a concept, is not fully realised in the corporate strategy, but only focused on individual goals. Therefore, there remains a wide untapped field of the managerial potential and the development of structure of the organization.