Variables efectives de l'empowerment

Aquest treball que porta per títol variables efectives de l’empowerment es el treball investigació del programa de doctorat Interuniversitari en Organització i Administració d’Empreses. El treball està composat per tres parts diferenciades. La primera part del treball consisteix amb el comentari de vint articles relacionats amb la motivació, el downsizing i l’empowerment. Els resums exposats han servit per establir els fonaments teòrics previs al model proposat de variables efectives d’empowerment. La segona part consisteix amb l’elaboració d’un article que resumeix les principals fonts consultades i proposa un model de classificació de les variables que poden contribuir a aconseguir amb èxit un procés d’empowerment. Les variables efectives es poden dividir en variables recíproques, variables unidireccionals, variables compartides i variables reflexives. La tercera part i amb l’objectiu de comprovar la validesa de model s’ha desenvolupat un qüestionari per mesurar l’estat de les variables anomenades efectives d’empowerment i la seva contribució amb l’èxit del procés. Es descriu l’eina desenvolupada, el tractament i la representació de les dades obtingudes. Finalment es pot trobar els primers resultats de la prova pilot realitzada per provar el model conceptual proposat.

Generating Brand Equity through Corporate Social Responsibility to Key Stakeholders

In this paper we argue that socially responsible policies have a positive impact on a firm's brand equity in the short-term as well as in the long-term. Moreover, once we distinguish between different stakeholders, we posit that secondary stakeholders such as community are even more important than primary stakeholders (customers, shareholders, workers and suppliers) in generating brand equity. Policies aimed at satisfied community interests act as a mechanism to reinforce trust that gives further credibility to social responsible polices with other stakeholders. The result is a decrease in conflicts among stakeholders and greater stakeholder willingness to provide intangible resources that enhance brand equity. We provide support of our theoretical contentions making use of a panel data composed of 57 firms from 10 countries (the US, Japan, South Korea, France, the UK, Italy, Germany, Finland, Switzerland and the Netherlands) for the period 2002 to 2007. We use detailed information on brand equity obtained from Interbrand and on corporate social responsibility (CSR) provided by the SiRi Global Profile database, as compiled by the Sustainable Investment Research International Company (SiRi).

Responsibility-allevation and effort provision in a gift-exchange experiment

Previous indirect evidence suggests that impulses towards pro-socialbehavior are diminished when an external authority is responsiblefor an outcome. The responsibility-alleviation effect states that ashift of responsibility to an external authority dampens internalimpulses toward honesty, loyalty, or generosity. In a gift-exchangeexperiment, we find that subjects respond with more generosity(higher effort) when a wage is determined by a random process thanwhen it is assigned by a third party, indicating that even a slightshift in perceived responsibility for the final payoffs can changebehavior. Responsibility-alleviation is a factor in economicenvironments featuring substantial personal interaction.

Generating global brand equity through corporate social responsibility to key stakeholders

In this paper we argue that corporate social responsibility (CSR) to various stakeholders(customers, shareholders, employees, suppliers, and community) has a positive effect on globalbrand equity (BE). In addition, policies aimed at satisfying community interests help reinforcecredibility to social responsible polices with other stakeholders. We test these theoreticalcontentions using panel data comprised of 57 global brands originating from 10 countries (USA,Japan, South Korea, France, UK, Italy, Germany, Finland, Switzerland and the Netherlands) forthe period 2002 to 2008. Our findings show that CSR to each of the stakeholder groups has apositive impact on global BE. In addition, global brands that follow local social responsibilitypolicies over communities obtain strong positive benefits in terms of the generation of BE, as itenhances the positive effects of CSR to other stakeholders, particularly to customers. Therefore,for managers of global brands it is particularly productive for generating brand value to combineglobal strategies with the satisfaction of the interests of local communities.