Search results for "Parties prenantes"

showing 10 items of 17 documents

Ethics in military organisations : implementation in the battlefield and lessons for management sciences

2016

This research questions the idea of military ethics. Our work uses an analytical framework combining three different disciplines: Ethics of care, developed in moral philosophy, Stakeholder theory, from business ethics, New institutionalism theory, from management science. This framework is then applied on two different research fields: the first one deals with the study of battles where ethical stakes were particularly high: the battle of Alger, the Iraqi war, the Srebrenica battle.The second one is qualitative interviews with officers coming back from the battlefield: 10 US officers from the Iraqi conflict and 7 French militaries from Afghanistan. These two research fields are completed by…

EthicsVirtue ethicsUtilitarianismEthics of careDeontological approachesParties prenantesMilitaireUtilitarismeStakeholdersApproches déontologiquesAsymmetric warfareEthique du careMilitaryEthiqueArmyArméeThéorie de la vertuConflits asymétriques[SHS.GESTION] Humanities and Social Sciences/Business administration
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Le recours au dialogue avec les parties prenantes dans l'exercice de la responsabilité sociale des entreprises (RSE) : proposition d'une typologie

2021

Since Freeman's work (1984), dialogue with stakeholders has become a central theme in the field of Corporate Social Responsibility (CSR) (Bonnafous-Boucher & Pesqueux 2006; Brown & Dillard 2015; Brown et al. 2020).This dialogue is strongly encouraged by international standards (ISO 26000, GRI, IIRC, AA1000SES, OCDE Principles), which describe it as a tool to inform the decisions of organizations and to allow stakeholders to make their views heard.While the concept of dialogue is omnipresent in the literature, the use of dialogue as a management device is little questioned and documented in scientific studies. How is the dialogue organized by companies? What are the roles of stakeholders? In…

GovernanceCorporate social responsabilityEngagementStakeholdersRole[SHS.GESTION]Humanities and Social Sciences/Business administrationDialogueResponsabilté Sociale des Entreprises[SHS.GESTION] Humanities and Social Sciences/Business administrationRôleParties Prenantes
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Incidence of Stakeholders in the corporate social responsibility of micro, small and medium-sized enterprises of Santa Marta

2018

Abstract This article analyses the perception and application of corporate social responsibility (CSR) practices in a sample of 499 micro, small and medium enterprises (MSMEs) in the city of Santa Marta (Colombia) following the theory of Stakeholders. Specifically, the interdependence technique of exploratory factor analysis was used to determine the most influential Stakeholders in the execution of CSR practices. It was found that Stakeholders related to the value chain, the environment and corporate management favour social responsibility actions in local MSMEs. In contrast, community and government have less influence on the development of social responsibility practices in MSMEs. Additi…

GovernmentGeneral Arts and HumanitiesMicroSMEsModerationSanta MartaParties prenantesExploratory factor analysisStakeholdersResponsabilidad social corporativaResponsabilité sociale des entreprisespetites et moyennes entreprisesCorporate social responsibilitySmall and medium-sized enterprisesBusinessCorporate social responsibilityFactor analysisMicro pequeñas y medianas empresasGrupos de interésMarketingValue chainSocial responsibilityAnálisis factorialAnalyse factorielleCorporate managementCuadernos de Administración
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Promouvoir un management environnemental participatif

2011

Page 80-89; International audience; L'expérience nous montre que, faute de solliciter l'engagement des parties prenantes, il risque d'y avoir un écart important entre le discours des dirigeants et les pratiques réelles des entreprises en matière de management environnemental (ou gestion environnementale). Par ailleurs, les dirigeants doivent de plus en plus tenir compte des attentes de diverses parties prenantes en cette matière. Les clients, les employés, les fournisseurs et les communautés locales ne veulent plus seulement être informés; ils tiennent aussi à participer à la prise de décisions environnementales étant donné qu'ils en subissent les conséquences. Dans ce contexte, la question…

Management environnementalNorme ISO 14001ParticipationParties prenantesManagement environnementalPerformance environnementaleNorme ISO 14001Entreprises proactivesResponsabilité sociale de l'entreprise (RSE)ParticipationEntreprises proactives[SHS.GESTION]Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationParties prenantesResponsabilité sociale de l'entreprise (RSE)Performance environnementale
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La territorialisation comme condition de durabilité des organisations

2019

Insertion in territories allows an organization to cope with environmental and cultural changes, because territorial insertion allows face-to-face. This face-to-face depends on actors’ personal commitments but it can be facilitated or hindered by existing structures and institutions. A fossilized organization becomes incapable of adapting to environmental changes or to distinct institutional contexts. As the organization focuses on abstract issues, the concrete satisfaction of stakeholders is ignored for the benefit of a statistical representation which focuses on past realities. Reconstructing the face-to-face transforms the figured representation because the face-to-face brings additional…

NormesStakeholdersOrganisationTerritoire[SHS.GESTION]Humanities and Social Sciences/Business administrationTerritory[SHS.GESTION] Humanities and Social Sciences/Business administrationInstitutionsParties prenantesDurabilityOrganizationDurabilité
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Les choix des parties prenantes dans les organisations de microfinance au Sénégal

2019

As African organizations operate according to universal principles (Western) while such principles often ignore African specificities, this study proposes to relate Western theory to African specificities. This doctoral study examines a Western model, the Mitchell and al. (1997)’s model, applied to the governance of microfinance organizations in Senegal. Many researches explain that microfinance organizations’ problems are related to corporate governance difficulties. Moreover, most studies consider that the concept of stakeholder is the foundation of the governance of microfinance organizations. Finally, the model of Mitchelland al. (1997) is cited as one of the most relevant typologies in…

OrganizationsGovernanceStakeholdersSénégalTerritoire[SHS.GESTION]Humanities and Social Sciences/Business administrationGouvernanceMicrofinanceTerritoryOrganisations[SHS.GESTION] Humanities and Social Sciences/Business administrationParties prenantesSenegal
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Cultural differences in nature park management and visitor experiences in a French-Hungarian comparison

2016

Cross-cultural investigations in management prevail over those on for-profit organizations, while intercultural studies on protected natural areas is a relatively untapped field of research. This thesis proposes cross-cultural models (adapted from the existing model of Hofstede, along with marketing and management concepts) for the analysis of the park management and visitor experiences at (protected) European natural parks. Among the various methods used, the most relevant were the semi-directed interviews with actors of the park management and the visitor survey, while document analysis and observations also completed our findings. Using our analysis of the park management, stakeholders, …

Park managementVisitor experiencesExpériences des visiteursStakeholdersCross-cultural studies[SHS.SOCIO] Humanities and Social Sciences/SociologyNatural parkGestion du parcParc naturelOutdoor activitiesParties prenantesÉtudes interculturellesActivités outdoor
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Déterminants de la viabilité financière des PME

2020

To be interested in the survival of SME (small and medium-sized enterprises) is to question their ability to create rent and therefore their financial viability. Our panel study on French SMEs, between 2000 and 2018, shows that several factors play a different role in the annuity creation process. If the effectiveness of state governance seems to play a negative role, through the policies put in place, it turns out that debt plays a positive role in the wealth creation process of SME. Given the nature of the goods or service activities, the impact of suppliers and customers is different. In any case, SME in France suffer from a problem of generation renewal and transmission of knowledge whi…

StakeholdersBusiness failure[SHS.GESTION]Humanities and Social Sciences/Business administrationSmall and medium enterprisesValue créationFranceCréation de richesses[SHS.GESTION] Humanities and Social Sciences/Business administrationParties prenantesPetites et moyennes entreprisesDéfaillance d’entreprise
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Le dialogue avec les parties prenantes dans l’exercice de la RSE : caractéristiques clés pour une prise de parole collective et effective

2021

National audience; Des appels à un changement radicale des modes de production accentuent la responsabilité sociale des entreprises. Cette notion de responsabilité longtemps affiliée à la satisfaction des seuls actionnaires est aujourd’hui tournée vers d’autres acteurs tout aussi exigeants, au-delà des frontières de l’entreprise. La responsabilité sociale de l’entreprise se traduit par une pression omniprésente qui contraint les entreprises à s’adapter. Cette adaptation passe par l’intégration des préoccupations liées à l’environnement, aux questions sociales et sociétales dans la conduite de leurs activités (Gond et ali., 2011 : 121). Elle passe aussi par la prise en compte de l’ensemble d…

StakeholdersEnvironnement externeParties Prenantes (PP)JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social ResponsibilityDialogue avec les parties prenantes[SHS.GESTION]Humanities and Social Sciences/Business administrationResponsabilité Sociale de l’Entreprise (RSE)Corporate Social Responsibility (CSR)Dialogue[SHS.GESTION] Humanities and Social Sciences/Business administrationCaractéristiques
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La politique de dividende permet-elle de discipliner les dirigeants?

2010

Depuis près de 25 ans, la théorie de l’agence (Easterbrook, 1984 ; Jensen, 1986) postule que les actionnaires demandent des dividendes pour discipliner les dirigeants. Une analyse approfondie de la littérature montre cependant que la politique de dividende ne constitue pas un mécanisme efficace de gouvernance, pour au moins trois raisons : les attentes des divers groupes d’actionnaires sont variées en matière de versement de dividendes ; les entreprises concernées présentent des caractéristiques spécifiques ; la gouvernance des entreprises est de « faible » qualité du point de vue des actionnaires minoritaires.

dividendes;fiscalité;asymétrie d’information;biais comportementaux;opportunités d’investissement;gouvernance;parties prenantes.politique de dividende[SHS.GESTION]Humanities and Social Sciences/Business administrationjel:G30discipliner les dirigeants[SHS.GESTION] Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administrationjel:G35
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