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Additionally, stakeholder management theory suggests that top executives behave in either instrumental or normative ways in organizing the firm (Donaldson & Preston, 1995).
此外,利益相關者管理理論表明,高管的行為規范的方法或手段或組織公司(唐納森和普雷斯頓,1995)。
The distinction between instrumental and normative values can best be described in terms of economic choice and moral responsibility.
儀器和規范的區別的特徵值可以從經濟的選擇和道德上的責任。
2 Under the instrumental perspective, CEOs are concerned with the achievement of corporate objectives, and in doing so may pursue socially desirable activities, such as managing diversity, to achieve market place success.
2在儀器的角度來看,ceo們所關心的公司目標,取得的成就,並在這樣做可能追求社會所期望的活動,如管理多樣性,實現市場地方成功。
On the other hand, the normative perspective is concerned with the identification of moral or philosophical guidelines for the operation and management of firms (Donaldson & Preston, 1995).
另一方面,規范的視角關注的是道德的識別和哲學指南的運營和管理公司(唐納森和普雷斯頓,1995)。
CEOs recognize the importance of corporate social responsibility, are committed to non-financial causes, and may simply doing what is right even in situations where this runs counter to corporate objectives (e.g., such as，providing employment) (Singer, 1994).
首席執行官承認企業社會責任的重要性,致力於非金融原因,可能做什麼是正確的甚至在這種情況下,這違反公司目標(例如,例如,提供就業)(歌手,1994)。
Research has shown that issues of diversity have frequently been linked to ethical issues and stakeholder management (e.g., Berman, Wicks, Kotha, & Jones, 1999; Burns & Schapper, 2007; Donaldson & Preston, 1995; Hillman & Keim, 2001; Wiegand, 2007).
研究表明,經常成為問題的多樣性與倫理問題和利益相關者管理(如>,收錄Kotha威克斯、和瓊斯,1999分;燒傷和Schapper唐納森和普雷斯頓,2007分;,1995分;耳曼和Keim,2001分;Wiegand,2007)。
In sum, the normative perspective essentially argues that diversity initiatives are not focused on the business case or achieving corporate objectives, but instead because it is 「the right thing to do.」
總之,這個規范的觀點認為多樣性自主本質上沒有集中在企業案例,或實現企業的發展目標,而是因為它是「正確的事情要做。」
5.3.
5.3。
Affective commitment
歸屬感
A third motivation behind top executive motivation for managing diversity has to do with personal identification and 「patriotism of benevolence.
三分之一的動機背後的動力高級管理人員管理多樣化與個人身份和「愛國主義的善舉。
」 This concept is borrowed from public service motivation literature (Perry &Wise, 1990), which states that indivials may be motivated to public service because of a genuine conviction about its social importance.
「這個概念是借用了公共服務的動機文學(佩里&Wise,1990),它表明個體可能激發公眾服務,因為真正的信仰是其社會的重要性。
Frederickson and Hart suggest that 「patriotism of benevolence」 represents a moral position but it is also an emotional state (cf. Perry &Wise, 1990).
Frederickson和Hart,建議將「愛國主義的仁」代表了一種道德立場也是一種情緒狀態(cf。佩里&Wise,1990)。
Under the identification approach, an indivial becomes committed for its own sake rather than for instrumental reasons (Wiener, 1982).
在識別的方法,一個人變成了承諾本身而不是儀器原因(維納,1982)。
Consequently, top executives may be devoted to issues of diversity because of personal identification or have a desire to be associated with and become involved because of personal convictions.
因此,高層的問題可能是致力於多樣性由於個人的識別或有一個願意聯系和參與由於個人的信念。