"This book examines trust in a third dimension. It considers how building trust is different for managers developing "virtual" relationships. Questions answered include: To what extent can we inform the way: remote workers are managed; electronic commerce is used to sell products and services to unseen consumers; IT is relied on to interface with organizations, virtual or otherwise?"--Provided by publisher
PurposeThis paper sets out to present an innovative model for managing stakeholder relationships in the networked society.Design/methodology/approachIn the proposed network model, socially‐responsible investment organizations (SRIOs) collaborate with corporations to enhance the flow of information through the network, providing a key focal point and filter for information to and from the various stakeholders of the corporation.FindingsIllustrations show SRIOs becoming a catalyst towards best practices, emphasizing strategic options, monitoring functions, benchmarking peer firms, and providing stronger linkages to the global environment.Research limitations/implicationsThe model is illustrated with anecdotal evidence.Practical implicationsUtilizing SRIOs as intermediaries in the relationship between businesses and their multiple stakeholders is attractive because SRIOs possess the capabilities and skills of experts and matchmakers. The implications of increased access to information and greater valuation of corporate social responsibility are projected as a result of the SRIOs' role as expert, driving greater accountability with increased access to information. It is also seen as a direct result of the SRIOs' role as matchmaker, providing more explicit valuation of corporate social responsibility.Originality/valueIn the global economy, the concept of "managing stakeholders" may be an anachronism. As the importance of corporate social responsibility grows, efforts to address corporations' social responsibilities are increasingly challenged by: the complexity of globalization; the immediacy of digital networks; and the blurring of organizational boundaries.
"The Routledge Companion to Marketing and Society focuses on marketing for social impact as the use of marketing strategies, tools and techniques to improve the well-being of society. As such it does not exclude the use of marketing to increase profit and shareholder value but rather prioritises the social impact of marketing, both positive and negative (even if largely unintended). This companion is a scholarly reference providing an overview of marketing for social impact in terms of its current and emergent themes, debates and developments, as well as reflections on the future of the field. Using marketing tools and techniques for social impact is commonly accepted as an effective commercial strategy (e.g. corporate social responsibility, cause-related marketing) and increasingly accepted as an approach to planned social transformation that can be used to influence positive social change in behaviours such as recycling, healthy eating, domestic violence and human trafficking. This reference volume serves as an authoritative and comprehensive statement on the state of contemporary scholarship focusing on the diverse subject of the social impact of marketing. It features 25 chapters written by international subject specialists within 6 themed sections, including consumer issues, marketing tools, commercial marketing and non-profit marketing. It will find a global audience of scholars and researchers within marketing and cognate fields, interested in using marketing tools and techniques to create social impact in areas such as public health, social and behaviour change communication, sociology and cultural studies"--
