论企业声誉管理

近年来，随着康师傅“水源门”、三鹿奶粉“结石门”、东航“返航门”等一系列危机事件的发生，企业的声誉管理再一次吸引了人们关注的眼球。经过这一系列的事件之后，人们不禁会问：企业的道德与社会责任在哪里？企业到底还有没有声誉？作为企业的一项重要无形资产，企业声誉建设的路在何方？针对这些问题，就企业声誉的内涵、作用、建立与维护方面进行一些研究，以为企业的声誉管理提供一些参考。     

农村信用社培育声誉文化路径分析

声誉文化作为农村信用社企业文化的核心,声誉文化建设是一项复杂而长期的系统工程,需要各机构结合自身实际,重点从物质、行为、制度和精神层面着手,加强自身的声誉文化建设,农信社领导、员工都要像爱护自己眼睛一样爱护声誉。丰富职工业余文化生活,推动企业声誉文化繁荣发展;加强农信社声誉风险防范技巧培训,加快全区声誉专业队伍建设;坚持传统媒体与新媒体相结合,借助媒体传播农信社声誉文化;以服务声誉文化建设为根本,不断提升农村信用社的社会形象;践行社会主义核心价值观,实现防范目标与社会责任融合。     

变革、领导与文化的关系

变革、领导和文化是企业管理的重要主题,三者是紧密联系在一起的。本文深入研究了变革与领导、变革与文化以及领导与文化的关系,为企业实施变革、贯彻愿景以及管理文化提供了系统的理论指导。     

企业声誉对供应链合作关系质量影响分析

本文基于企业声誉和供应链合作关系理论,分析了企业声誉对供应链合作关系质量的影响,并通过192家样本企业的数据分析,验证了企业声誉与供应链合作关系质量及其持久性、关系强度之间存在着显著的相关关系,最后建议企业通过讲求商业伦理,培育声誉文化,追求合作多赢,不断提升客户满意度和品牌形象等多种途径强化声誉管理,改进供应链舍作关系.     

以和谐思维为指导 创新民营企业管理

本文在提出以和谐思维为指导,不断创新民营企业文化管理、创新民营企业管理模式,具体包括企业精神文化与行为文化的和谐、企业精神文化与制度文化的和谐、企业精神文化与物质文化的和谐;不同管理体制的“和谐共生”、不同管理理念的“和谐互补”、不同管理方法的“和谐并举”。逐步确立起一套具一定可操作性、有中国特色的民营企业管理模式。     

三一铁血DNA：嫉慢如仇

“先有企业文化，后有企业实体”，正是三一的特殊所在。在三一集团工作一两年的年轻员工，都能对公司的成长史、领导风格、企业文化、管理方法等如数家珍。“先有企业文化，后有企业实体”，正是三一的特殊所在。     

试论加强制度建设是企业文化落地的重要举措

目前很多企业在推行企业文化建设,但是多停留在表面上,没能让提倡的企业文化真正“落地”,深深地融入到本企业中去.其重要原因是企业文化制度建设没能跟上.本文在阐述企业文化制度建设的作用、特征、组成要素等基础上,深入分析了现在企业文化制度建设存在的问题,探讨如何从领导机制、组织机构和企业管理制度三个方面建立企业文化制度建设体系,以期使企业文化能够更好地融入企业管理,从而促进企业长期健康可持续发展.     

网络环境下的企业声誉管理

传统企业对网络环境下的企业声誉管理重要性日益突出。以往的企业声誉管理模型由于并未把网络环境复杂的信息传播方式考虑在内,因此缺乏一定的指导性。本文依据传播学理论,将网络环境下的声誉传播方式划分为三种,并基于Mahon和Wartick(2002)的声誉动态管理模型,提出了网络环境下新的企业声誉管理模型。     

企业声誉管理:内部营销实施有效途径理论探讨

随着对企业声誉管理的重视度日益提高,学术派和从业者越来越关注员工在企业声誉管理中的作用.本文通过对企业声誉内涵的理论研究,分析了员工在声誉管理中的重要作用,论证了内部营销活动对于声誉管理的必要性,最后在此基础上对设计和执行内部营销活动的一些关键因素进行了探讨.     

汪海：让MBA变身“ABW”

“人们都认为一个企业的竞争归根到底是人才的竞争,实际上人才是可以流动的,归根到底应该是文化的竞争。企业最高管理是思想文化管理,企业领导应该是企业文化的倡导者,企业家最重要的才能就是影响文化的能力。”     

A New Scale to Measure Executive Servant Leadership: Development,Analysis, and Implications for Research

This article introduces a new scale to measure executive servant leadership, situating the need for this scale within the context of ethical leadership and its impacts on followers, organizations and the greater society. The literature on servant leadership is reviewed and servant leadership is compared to other concepts that share dimensions of ethical leadership (e.g., transformational, authentic, and spiritual leadership). Next, the Executive Servant Leadership Scale (ESLS) is introduced, and its contributions and limitations discussed. We conclude with an agenda for future research, describing ways the measure can be used to test hypotheses about organizational moral climate, ethical organizational culture, corporate responsibility, and institutional theory.     

When Servant Becomes Leader: The Corazon C. Aquino Success Story as a Beacon for Business Leaders

This article makes the case for servant leadership as a model for business in its analysis of the leadership style of former Philippine president, Corazon C. Aquino. Premised on the idea that self-management requires deep spirituality lived integrally (and sustained by an interior or inner life), we identify specific traits and virtues of Aquino and their implications on her leadership and effect on people. The article begins with an introduction to establish the contribution of servant leadership on business. It continues with a summary of key points in servant leadership literature. Then, we analyze Aquino as a person and leader and find that the former spilled over to the latter. We conclude by providing a model based on Aquino’s journey into the role of servant leader; thus, presenting a framework that charts the path toward servant leadership to help businesses address the leadership crisis brought on by an Enron-WorldCom-Tyco dominated business culture.     

Servant leadership across the globe: Assessing universal and culturally contingent relevance in organizational contexts

Servant leadership is ripe for exploration from both etic and emic perspectives investigating its robustness as a leadership style globally. Through a meta-analysis of data from 139 studies, we examine the relationship of servant leadership with 23 attitudinal, behavioral, and performance outcomes across cultures. Utilizing values and practices approaches to culture, we test the moderating influence of a profile of four GLOBE culture dimensions theoretically linked to servant leadership: assertiveness, institutional collectivism, humane orientation, and power distance. The findings provide evidence of servant leadership's association with workplace outcomes, grant insight into contingencies of cultural practices and values, and offer directions for future research.     

A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts

A new research area linked to ethics, virtues, and morality is servant leadership. Scholars are currently seeking publication outlets as critics debate whether this new leadership theory is significantly distinct, viable, and valuable for organizational success. The aim of this study was to identify empirical studies that explored servant leadership theory by engaging a sample population in order to assess and synthesize the mechanisms, outcomes, and impacts of servant leadership. Thus, we sought to provide an evidence-informed answer to how does servant leadership work, and how can we apply it? We conducted a systematic literature review (SLR), a methodology adopted from the medical sciences to synthesize research in a systematic, transparent, and reproducible manner. A disciplined screening process resulted in a final sample population of 39 appropriate studies. The synthesis of these empirical studies revealed: (a) there is no consensus on the definition of servant leadership; (b) servant leadership theory is being investigated across a variety of contexts, cultures, and themes; (c) researchers are using multiple measures to explore servant leadership; and (d) servant leadership is a viable leadership theory that helps organizations and improves the well-being of followers. This study contributes to the development of servant leadership theory and practice. In addition, this study contributes to the methodology for conducting SLRs in the field of management, highlighting an effective method for mapping out thematically, and viewing holistically, new research topics. We conclude by offering suggestions for future research.     

Servant leadership across cultures

Servant leadership is anchored in the human drive to bond with others and contribute to the betterment of the society. An emphasis on service motivation, as demonstrated by empowering and developing people with empathy and humility, differentiates servant leadership from other leadership frameworks. In this study, we analyzed the degree to which five aspects of servant leadership, Egalitarianism, Moral Integrity, Empowering, Empathy and Humility were endorsed as important for effective leadership across cultures. While each of these dimensions was found to be associated with effective leadership, there was considerable variation in degree of endorsement of components of servant leadership across different GLOBE culture clusters. The dimensions of Egalitarianism and Empowering were endorsed more strongly in Nordic/European cultures but less so in Asian and similar cultures. On the other hand, servant leadership dimensions of Empathy and Humility were more strongly endorsed in Asian cultures than European cultures. Further, significant relationships were found between several societal cultural values and aspects of servant leadership which help us understand why nations differ in endorsing this leadership construct.     

Servant leadership,transformational leadership,and customer satisfaction: An implicit leadership theories perspective

Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested.     

Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis

The purpose of this study is to examine the impact of two comparative leadership styles on organizational performance outcomes. The leadership styles undertaken is transformational and servant leadership. A sample of 155 participants is taken from profit-oriented service sector of Pakistan. Data through survey gathered on a five point likert scale from organizations. AMOS and SPSS are used for statistical analysis. The result shows that, transformational leadership has more impact on organizational learning than servant leadership. Furthermore organizational learning enhances organizational performance. Managers and leaders of corporate sector can get benefited from this study. Their main objective is to maximize the profitability of organization thus, they can choose leadership style which polishes their abilities and helps them to achieve profit maximization.     

Ethics in Business: Answering the Call

What might happen if business leaders across the globe viewed their work as a sacred calling in a religious sense? Might not the world be a far better place? This paper is an effort to stimulate debate and discussion on this topic. Concepts addressed include: (a) ethics in business, (b) ethical standards in business settings, (c) the role of law, (d) levels of corporate responsibility, (e) the role of religion in business ethics, (f) the idea of business as a calling in a religious sense, (g) the elements of modern corporate culture, (h) creating an ethical corporate culture, (i) demonstrating corporate social responsibility, and (j) providing servant leadership. The introduction to the paper shows how these concepts interrelate; its conclusion offers a challenge to business leaders to answer their call to business in the truest sense.     

The Impact of Corporate Social Responsibility Disclosure on Corporate Reputation: A Non-professional Stakeholder Perspective

This paper examines the impact of corporate social responsibility (CSR) disclosure on corporate reputation as perceived by non-professional stakeholders. Proponents of CSR disclosure argue that CSR disclosure can be considered as a tool for reputation management. We empirically investigate this claim using a reputation index which tracks the general public’s perceptions of corporate reputation over time. In our analysis, we focus on disclosure in stand-alone CSR reports and control for CSR performance. We find that, in contrast to the common belief, stand-alone CSR reports do not influence corporate reputation among non-professional stakeholders. However, we are able to document that stand-alone CSR reports influence corporate reputation among professional stakeholders. We also provide some evidence that transparent CSR disclosure on corporate websites can influence corporate reputation among non-professional stakeholders.     

The Influence of Servant Leadership on Restaurant Employee Engagement

Servant leadership is a leadership philosophy which addresses the concerns of ethics, customer experience, and employee engagement while creating a unique organizational culture where both leaders and followers unite to reach organizational goals without positional or authoritative power. With employees viewed as one of the greatest assets for organizations, maintaining loyal, productive employees while balancing profits becomes a challenge for leaders, and drives the need to understand employee engagement drivers. Thus, the purpose of this study was to qualitatively explore servant leadership from the perspective of employees. Participants were 11 employees from a servant leadership led restaurant who took part in two focus groups. The modified van Kaam method (Moustakas 1994) contributed to data analysis, which examined employee responses for comparison and assessment. Several themes emerged including servant leader experience, servant leader traits, the impact of servant leadership, the application of servant leadership, and limited employee attrition. The themes revealed servant leadership positively influences employee engagement while contributing to employee loyalty to the workplace. Based on the servant leader experience, participants were more committed, built healthy work relationships, and actively participated in achieving organizational goals. Findings are discussed in light of current research and practical applications are provided.