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Global Social Change Leadership: A Framework For Business

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dc.contributor.author Neville, Mary Grace
dc.date.accessioned 2014-09-04T18:50:22Z
dc.date.available 2014-09-04T18:50:22Z
dc.date.issued 2006
dc.identifier.uri http://hdl.handle.net/11214/57
dc.description.abstract This article posits a framework for thinking about the role business leaders can play in creating global social change. The qualitative, grounded theory research study rests on the assumption that alternative paradigms exist compared to our predominant, profit-maximizing corporate model. The study seeks to understand how 39 formal and informal leaders consciously act within business contexts in order to create forms of wealth that include, but are not limited to, financial profits. The framework’s four propositions characterize attitudes and values espoused by the snowball sample of individuals. Implications are hypothesized for the influence relationships created within our larger global society as a result of interconnection actions occurring at individual and local levels. en_US
dc.language.iso en_US en_US
dc.relation.ispartofseries Brown Working Papers in the Arts and Sciences;2006, no. 5
dc.subject Business and society en_US
dc.subject Wealth en_US
dc.subject Interconnectedness en_US
dc.subject Leadership en_US
dc.title Global Social Change Leadership: A Framework For Business en_US
dc.type Working Paper en_US

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