8 found
Order:
Disambiguations
Marcel van Marrewijk [8]Marcel Na van Marrewijk [1]Marcel N. A. van Marrewijk [1]
  1.  20
    Corporate Sustainability Conference 2002: The Impact of CSR on Management Disciplines.Marcel van Marrewijk - 2003 - Journal of Business Ethics 44 (2/3):89-93.
    In addition to the traditional personnel and human resource management, there is a need for a new approach to personnel management, which we will call Human Capital Management. 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.
    Direct download  
     
    Export citation  
     
    Bookmark   48 citations  
  2. Multiple Levels of Corporate Sustainability.Marcel van Marrewijk & Marco Werre - 2003 - 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 (...)
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   36 citations  
  3.  93
    Human Capital Management: New Possibilities in People Management. [REVIEW]Marcel van Marrewijk & Joanna Timmers - 2003 - 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.
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   12 citations  
  4.  39
    European Corporate Sustainability Framework for Managing Complexity and Corporate Transformation.Marcel van Marrewijk & Teun Hardjono - 2003 - 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 (...)
    Direct download (3 more)  
     
    Export citation  
     
    Bookmark   12 citations  
  5.  40
    A Value Based Approach to Organization Types: Towards a Coherent Set of Stakeholder-Oriented Management Tools. [REVIEW]Marcel van Marrewijk - 2004 - 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 (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   11 citations  
  6.  36
    The Social Dimension of Organizations: Recent Experiences with Great Place to Work® Assessment Practices. [REVIEW]Marcel van Marrewijk - 2004 - 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 (...)
    Direct download (5 more)  
     
    Export citation  
     
    Bookmark   6 citations  
  7.  9
    From Quality to Sustainability.Gerard Ij M. Zwetsloot & Marcel Na van Marrewijk - 2004 - Journal of Business Ethics 55 (2):79-82.
    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 (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   6 citations  
  8.  25
    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]Marcel van Marrewijk & Hans M. Becker - 2004 - 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 (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   2 citations