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  1. Marcel van Marrewijk (2004). A Value Based Approach to Organization Types: Towards a Coherent Set of Stakeholder-Oriented Management Tools. [REVIEW] Journal of Business Ethics 55 (2):147-158.
    This paper describes a set of ideal type organizations in a developmental sequence. As these descriptions are based on Spiral Dynamics (or Emerging Cyclical Levels of Existence Theory – ECLET), the types are labeled as Order, Success, Community and Synergy. Per type the author elaborated on the underlying value system and relating institutional structures, such as leadership role, governance and measurement format. As a summary, a Transition Matrix is presented which indicate the paradigm shifts per discipline/department, as manifested in the (...)
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  2. Marcel van Marrewijk (2004). The Social Dimension of Organizations: Recent Experiences with Great Place to Work® Assessment Practices. [REVIEW] Journal of Business Ethics 55 (2):135-146.
    This paper elaborates on conceptual, empirical and practical arguments why corporations need to focus on their social dimensions, in order to further enhance organizational performance. The paper starts with an introduction on the general trend towards inclusiveness and connectedness. It then elaborates on the phase-wise development of cultures and organizational structures. Managing corporate improvement by building cultures of trust is the central focus of this contribution. By showing the cultural dimensions of Great Places to Work and their workplace practices, worthwhile (...)
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  3. Marcel Van Marrewijk & Hans M. Becker (2004). The Hidden Hand of Cultural Governance: The Transformation Process of Humanitas, a Community-Driven Organization Providing, Cure, Care, Housing and Well-Being to Elderly People. [REVIEW] Journal of Business Ethics 55 (2):205-214.
    This article gives a practice-based and theoretical overview of the transformation from a traditional hierarchical organization in the care and cure sector towards a so-called Community-driven organization providing human happiness to 6000 elderly people. The actual case study is intertwined with conceptual information for better understanding of the innovative transition which took place at Humanitas. The case description includes its initial situation, its new core values, mission and objectives and shows the sequence of emerging policies and interventions that resulted in (...)
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  4. Marcel Van Marrewijk, Iris Wuisman, Wim De Cleyn, Joanna Timmers, Virgilio Panapanaan & Lassi Linnanen (2004). A Phase-Wise Development Approach to Business Excellence: Towards an Innovative, Stakeholder-Oriented Assessment Tool for Organizational Excellence and CSR. [REVIEW] Journal of Business Ethics 55 (2):83-98.
    The European Corporate Sustainability Framework (ECSF) is, among other concepts, based on a phase-wise development approach as described by Clare Graves'' Levels of Existence Theory. As much as corporate sustainability has a sequence of adequate interpretations, aligned with each development level, also the notion of business excellence can be defined at multiple levels, as this paper demonstrates. Furthermore, the authors analyze the current EFQM Excellence Model for particular biases towards various development levels and suggest a new and innovative two-step approach (...)
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  5. Gerard I. J. M. Zwetsloot & Marcel N. A. van Marrewijk (2004). From Quality to Sustainability. Journal of Business Ethics 55 (2):79 - 82.
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  6. Gerard Ij M. Zwetsloot & Marcel Na van Marrewijk (2004). From Quality to Sustainability. Journal of Business Ethics 55 (2):79-82.
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  7. Marcel van Marrewijk (2003). Concepts and Definitions of CSR and Corporate Sustainability: Between Agency and Communion. [REVIEW] Journal of Business Ethics 44 (2-3):95-105.
    This paper provides an overview of the contemporary debate on the concepts and definitions of Corporate Social Responsibility (CSR) and Corporate Sustainability (CS). The conclusions, based on historical perspectives, philosophical analyses, impact of changing contexts and situations and practical considerations, show that "one solution fits all"-definition for CS(R) should be abandoned, accepting various and more specific definitions matching the development, awareness and ambition levels of organizations.
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  8. Marcel Van Marrewijk (2003). Corporate Sustainability Conference 2002: The Impact of CSR on Management Disciplines. Journal of Business Ethics 44 (2/3):89-93.
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  9. Marcel van Marrewijk & Teun W. Hardjono (2003). European Corporate Sustainability Framework for Managing Complexity and Corporate Transformation. Journal of Business Ethics 44 (2-3):121-132.
    The European Corporate Sustainability Framework (ECSF) is a new generation management framework, aimed to meet increased corporate complexity and support corporate transformation towards more sustainable ways of doing business. It is a multi-layer, integral business framework with an analytical, contextual, situational and dynamic dimension.Analytically, the framework is structured according to four focus points – the constitutional, conceptual, behavioural and evaluative perspective – providing integrative designs of complex and dynamic phenomena. The framework includes coherent sets of business philosophies, approaches, concepts and (...)
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  10. Marcel van Marrewijk & Joanna Timmers (2003). Human Capital Management: New Possibilities in People Management. [REVIEW] Journal of Business Ethics 44 (2-3):171-184.
    In addition to the traditional personnel and human resource management (HRM), there is a need for a new approach to personnel management, which we will call Human Capital Management (HCM). HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.
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  11. Marcel van Marrewijk & Marco Werre (2003). Multiple Levels of Corporate Sustainability. Journal of Business Ethics 44 (2-3):107-119.
    According to Dr. Clare Graves, mankind has developed eight core value systems,1 as responses to prevailing circumstances. Given different contexts and value systems, a one-solution-fits-all concept of corporate sustainability is not reasonable. Therefore, this paper presents various definitions and forms of sustainability, each linked to specific (societal) circumstances and related value systems. A sustainability matrix– an essential element of the overall European Corporate Sustainability Framework – is described showing six types of organizations at different developmental stages, with different forms of (...)
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