en
Carlos Largacha-Martínez

B-corps & purpose-driven companies: Are you listening

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During four months of the Fall 2018, nine Purpose-Driven Companies were qualitative analyzed in order to know their impact in women and youth inclusion. Two companies from Kenya and seven from Colombia. The majority are small companies. A six open-ended questionnaire were structured, using complex science, sustainable theories, humanistic management, and capacities approaches. Six women, all founders and CEOs, and one man CEO were interviewed to know their ideas and life experiences. Three main goals were structured:

1) To deeply understand the core concepts of our conceptual model from the CEO´s perspectives—like purpose, inclusion, women, and management;
2) To know how much of vanguard/alternative management practices is needed to become a Purpose-Driven Company; and 3) How many questions are in the B-Matrix that measures those vanguard management practices. Grounded Theory software were used to analyzed the texts—Atlas ti.

The main finding of this research is that the path towards purposefulness has three dimensions/steps, and that if you only have one or two, you could see yourself as a Purpose-Driven Company. However, only those that practice intentionally the three dimensions can be regarded as a Higher-Purpose Company-HPC. This new definition of businesses gives new light of how to increase their social impact, like gender and youth inclusion. HPC is an interesting finding since it is connected to the findings of great scholars and managers like Jim Collins, Peter Senge, Chris Argyris, Henry Mintzberg, Brené Brown, and Abraham Maslow.

The three dimensions defines the stance of the company. The first one we called it the External Purpose-Oriented Company; the second is the Internal Purpose-Oriented Company, and the third one is the Self-Reflective Purpose-Oriented Founder(s). In a nutshell, in the first one what is key is What the company does? Meaning, the strategies for achieving their purpose having benefits for society is the main drive of this type of PDCs. In the second one the key element is how the company creates, maintains, and potentializes its corporate culture, organizational climate and develop sound leadership styles, so the weighted impact is increased. Additionally, a `new´ purpose emerges: having flourished workers. And the third one relates to the question: What is my purpose in life? Which becomes the guiding light towards an authentic life, that is anchored in a self-reflective discipline. This question is being asked first by the founder(s), and later by all their workforce, and later by all stakeholders.
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87 halaman cetak
Publikasi asli
2020
Tahun publikasi
2020
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