“社會在那里，組織就在這里”不同的管理團體對企業(yè)社會責(zé)任有不同的認(rèn)知【外文翻譯】

1、外文翻譯原文“SocietyisOutThereganizationinHere”:OnthePerceptionsofCpateSocialResponsibilityHeldbyDifferentManagerialGroupsMaterialSource:JournalofBusinessEthics(2009)88:381–393Auth:JamesA.H.S.HineLutzPreussThespecificpurposeof

2、thisarticleistoexplethecurrentperceptionsofmanagersconcerningthecpatesocialresponsibilityprogramoftheiremployingganizationsindertodiscernwhatifanyimpacttheseprogramexertontheganizationalconditionsofmanagerialagency.Indoi

3、ngsothearticleaimstomakeacontributiontothegeneraldebatebetweenthosewhoregardCSRprimarilyasapragmaticresponsetoexternalpressures(e.g.Roberts2001)thosewhoperceiveittopromisethepossibilityofmeaningfulchangetowardsameenlight

4、enedmanagementinvolvingavaluedrivenattemptatrefmingcpatepracticesincludingtheconditionsofmanagerialactivity(e.g.Weaveretal.1999a).BothanalyticalcommentaryconcerningcurrentCSRdevelopmentsdebateconcerningtheconceptualunder

5、pinningsofCSRtendtofocusonthe‘cpation’associatedpoliciespractices.Themanagerquamanagerastheagentofcpatebureaucracyissubstantiallymissingfromtheseaccounts.Thepointofdeparturefthisarticletherefearetheassumptionsthattheperc

6、eptionsofmanagersthemselvesarekeytounderstingthenaturepurposeofspecificCSRprogramthatarigousaccountoftheactualcpateconditionsofmanagerialagency–particularlyfthosewhohavesomeinvolvementintheexecutionofCSRstrategy–areparam

7、ounttotheyseekingtounderpinCSRpractices.ThearticleisinterpretativeinnatureseekingtocomparecontrasttheperceptionsofthemanagersinterviewedwiththeCSRrelatedliteraturegenerallyspecificallywiththeperspectivesthatinteraliathew

8、kofRoberts(2001)Weaveretal.(1999a)representconcerningthecurrentrealitiesofCSRthepotentialfalternativefmsofmanagerialengagement.Thearticleisstructuredthestatusofstakeholdersreflectedboththispragmatismtheaccompanyingshareh

9、olderientation.Senimanagers’responsessuggestthatratherthanaddressingtheentirerangeofstakeholderconcernsCSRpoliciesmakethecompanytakeexternalpressureintoconsideration.HenceCSRtoolsseemtoemulatetheearlycpateapplicationofen

10、vironmentalmanagementsystems(King2000).Internallythisrealitywasalsomanifestedintheresponsesofdlemanagersfwhomtheabilitytoimplementseniexecutives’directivesisimperativetotheiraspirationstoachieveganizationalpersonalsucces

11、s.Cpatebureaucracydemscomplianceonthepartofmanagerialagentswithwhateverpolicyinitiativeentersoperationalcapacity.Themeansmaybesubjecttonegotiationbuttheendsarerarelyquestioned.FourthwhileCSRpoliciesmayexertamebeneficialc

12、pateimpactexternallythereappearstobenochangetomanagers’needtoengagewillinglyotherwisewiththerealityofganizationalpoliticsasanexpressionofinternalmanagerialcompetition‘‘Thepoliticsareabsolutelybrutal’’(FSmanager43).Givent

13、hepressureonseniexecutivesseekingtoprotectshareholderinterestsappearsasanecessaryplankofstrategy.Addressingtheethicsofmanagerialcompetitionisnot.Asonemanagerputitifyourcareerhasprosperedinganizationsinwhichthemanagementc

14、ultureiscompetitivethen‘‘you’relikelytoadoptthesametechniqueswhenyougetsomerealpower’’(ABmanager42).Thisleadstoanexternal–internalganizationalparadoxwhiletheexternalsideofCSRisbeingincreasinglyaddressedbycompaniestheinte

15、rnalsideisnot.Themanagedcrelationbetweenganizationalefficiencyeffectivenessistheexpressionofaninstrumentalrationalitythatissubjecttocompetingvalueledinterpretationsdems‘‘It’snoisyoutthere’’(CDmanager51)butnecessarilyrequ

16、iresacalculableperfmanceincludingCSRinitiativeswhicharestructuredtoreflectoperationalstrategicpriities.CSRbecomesanattainablefmof‘ethicsinbusiness’preciselybecauseitcandeliveramebeneficialsocialenvironmentalimpactthatdoe

17、snotinvolveadeparturefromthepriitiesofeveryotheraspectofcpatefunctioning.ThusCSRemergesasaninstrumentalcomponentofstrategymanifestinganimpersonalqualityreflectingRoberts’s(2001)analysisofCSRasamanifestationofcpatepragmat