Purpose: Companies' corporate social responsibility (CSR) activities tend to be regarded with suspicion: Taking managerial decision about engaging in CSR or communicating, this decision does not constitute the actual execution of this decision itself. A gulf can exist between deciding, speaking and doing. In fact, this gap between speaking and doing has longed fuelled the discussion about the risks, benefits and pitfalls of CSR, mainly for one reason: It remains unknown what happens to CSR concepts when they are transformed from formal decisions at the top of the hierarchy to concrete action in the rest of the organization. This paper explores this internal transformation process by combining the macro- and micro-levels of observation.
Der Ruf des Veränderungsmanagements hat seit einiger Zeit ordentlich gelitten. Der Erfolg blieb zunehmend aus, was auch am formalisierten Prozessdesign lag, das Kreativität und Veränderungsbereitschaft regelmäßig erodieren ließ. Gegen das weitläufig moderne Konditionalprogram der organisationalen Veränderung erinnert unser Beitrag an einen maßgeblichen Treiber von Veränderung, der im puritanischen Westen komplett und folgenreich unter die Räder gekommen ist: Stolz. Am Beispiel des argentinischen Tango zeigen wir, welche Rolle Stolz in sozialen Beziehungen spielt, welche unbändige Kraft sich darin verbirgt und wie das westliche Managementdenken von einer darauf abgestimmten Beziehungsgestaltung zwischen leader und follower profitieren kann.
Authentic leadership appears as the solution to plenty of painful contemporary problems. Bad economy, bad organizational performance, bad culture would all become subject to change for the better if leaders behave more authentically, according to the line of discussion. However, the debate seems to stand on poor feet, since some core assumptions don't stand a closer viability check. This paper highlights two core problems in the foundations of the authenticity debate such as the belief in a stable core self and the trust in a homogenous organization. The paper demonstrates not only the fragmented and narrative constitution of self and organization, we show furthermore to which hidden problem the authenticity debate refers, to which the sheer existence of the debate is already a solution. It is complexity avoidance that the authenticity debate provides. It helps to re-install the myth of the influential leader in a situation, in which the opposite has become apparent.
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