This article explores a variety of ways employees are being engaged as social innovators in their companies or as co-creators in partnerships with other businesses, NGOs, and/or government agencies. They are engaged as intrapreneurs in company innovations contests, in partnerships with external social entrepreneurs, and in pro bono global service programs, and as members of innovation teams in organization-wide innovations. The study compares and contrasts four employee engagement platforms and assesses their impact on participating employees, companies, and communities from these efforts.
If your company is undergoing a merger or acquisition, you're apt to feel anxious. Roughly 30% of employees are deemed redundant when firms in the same industry merge. But you needn't dread the outcome, say the authors, who draw on their experience as academics and consultants. They've found that employees usually reap great rewards if they embrace the M&A process as a chance for introspection and growth. Your first step should be to figure out where you stand. The authors recommend conducting a SWOT analysis: Assess your strengths and weaknesses and the opportunities and threats that the deal presents. Then get involved in the integration effort--in a way that lets you showcase or sharpen your skills. Executing transition plans, innovating, and collaborating with new colleagues are all postmerger opportunities for personal growth. If you prove adept, you will be well positioned for success in the hybrid organization--or at another company. The authors suggest specific questions to ask yourself as you take stock of the situation. They provide tips on how to make sure you have a role in the integration work. And they present brief case studies of four professionals who followed the recommended approach and emerged from their companies' M&A deals as "winners."
It's not easy to recover from a big career disappointment such as getting fired or being passed over for a promotion. Many people sink into anger or denial, blaming situational factors or company politics. Though that's a natural response, it can also prevent them from breaking free of the destructive behaviors that may have derailed them in the first place. People who successfully rebound from career losses take a different approach: They do the hard work of figuring out why they lost, identifying which new paths they could take, and then seizing the right opportunity--whether that's a different role in the same organization, a move to a new company, or a shift to a new industry or career. Drawing on in-depth research and the authors' consulting experience, this article offers practical guidance for transforming anger and self-doubt over what seems like a failure into focused exploration and excitement about the fresh possibilities the situation presents. To gauge your ability to rebound from career setbacks, take the self-assessment at hbr.org/assessments/mirror-test.
This article looks at the relevance of corporate social responsibility (CSR) for engaging employees, including its impact on their motivation, identity, and sense of meaning and purpose. It explores three different ways that companies engage their employees through CSR: a transactional approach, where programs are undertaken to meet the needs of employees who want to take part in the CSR efforts of a company; a relational approach, based on a psychological contract that emphasizes social responsibility; and a developmental approach, which aims to activate social responsibility in a company and to develop its employees to be responsible corporate citizens.
Since 2006, SK Telecom has worked to develop strategic corporate social responsibility programs that are aligned with its business operations and corporate mission. The case tracks the original assessment process the company went through and successive organizational design efforts to align its CSR strategy and implementation architecture. In 2009, the company is going through reorganization, and the protagonist is considering how well the existing structure of SK Telecom's CSR efforts supports its strategy. The key dilemma he is faced with is whether to change the design of the CSR organization, or perhaps revise the CSR strategy to better match the existing organizational architecture.
Identifies stages in the development of corporate citizenship in large organizations. Drawing on a combination of U.S. and global executive surveys, a longitudinal study of 10 companies advancing their citizenship agendas, and several case studies, this article posits that a series of challenges that firms encounter determines the pace of development of citizenship. Describes these evolutionary stages and circumstances that trigger movement and illustrates characteristic company attitudes and practices at each stage. Concludes by examining the institutional, environmental, and organizational factors that shape and constrain the development of corporate citizenship within firms.