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Connecting the business mind and the...
~
Heckman, Elizabeth Foster.
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Connecting the business mind and the altruistic heart.
紀錄類型:
書目-語言資料,印刷品 : Monograph/item
正題名/作者:
Connecting the business mind and the altruistic heart./
作者:
Heckman, Elizabeth Foster.
面頁冊數:
341 p.
附註:
Source: Dissertation Abstracts International, Volume: 74-10(E), Section: B.
Contained By:
Dissertation Abstracts International74-10B(E).
標題:
Psychology, Industrial. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3566381
ISBN:
9781303175442
Connecting the business mind and the altruistic heart.
Heckman, Elizabeth Foster.
Connecting the business mind and the altruistic heart.
- 341 p.
Source: Dissertation Abstracts International, Volume: 74-10(E), Section: B.
Thesis (Ph.D.)--Saybrook Graduate School and Research Center, 2013.
The primary focus of this study was to investigate the occurrence of benefit corporations in Hawaii using multiple case study methodology. Combining profits and the values of social responsibility, many benefit corporations in Hawaii strive to contribute to the betterment of the world in general and Hawaii in particular. The importance of integrating value and profit cannot be understated. It is a both/and occurrence that has been treated as an either/or option for too long. I endeavored to learn the valuable lessons of benefit corporations and created a best practices primer to guide small business social entrepreneurs that are interested in maximizing social value while pursuing a profitable enterprise. Secondary research areas included exploring aspects of personal and professional integration, creativity, interconnectedness, and collaboration.
ISBN: 9781303175442Subjects--Topical Terms:
520063
Psychology, Industrial.
Connecting the business mind and the altruistic heart.
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The primary focus of this study was to investigate the occurrence of benefit corporations in Hawaii using multiple case study methodology. Combining profits and the values of social responsibility, many benefit corporations in Hawaii strive to contribute to the betterment of the world in general and Hawaii in particular. The importance of integrating value and profit cannot be understated. It is a both/and occurrence that has been treated as an either/or option for too long. I endeavored to learn the valuable lessons of benefit corporations and created a best practices primer to guide small business social entrepreneurs that are interested in maximizing social value while pursuing a profitable enterprise. Secondary research areas included exploring aspects of personal and professional integration, creativity, interconnectedness, and collaboration.
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These research topics are important for several reasons. First, humans have ravaged environmental resources and experts have warned that the earth's viability is compromised by the negligence of its citizens to foster sustainable practices. New ways of doing business must be created that includes the environment as one of the stakeholders. Second, recent economic issues have highlighted the dangers of "business as usual" and the myopic focus on profits at any cost. Failing to consider the impact on neighbors and community is shortsighted at best and catastrophic at worst. Finally, advances in communication and connectivity have made the world smaller and shaping these values around a diverse global economy is essential to successfully navigate responsible business practices. Hawaii's cultural diversity and unique geographic isolation created a practical incubator to address these important issues.
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This research project yielded several findings related to B Corp certification and sustainable business corporation designation in Hawaii. The participants were committed to creating a better world through better business. They were proponents of the sustainability movement and articulated the equal importance of each pillar of the triple bottom line of people, planet, and profit. They viewed themselves as change agents committed to combining social values and business acumen. The benefit corporation owners and employees demonstrated an integrated identity and had no separation or division of their work/life selves.
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