Call for Papers 4/2018

Multidimensionality of the Corporate Social Responsibility Concept

 

edited by

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

                                                                  

According to the norm ISO 26000 social responsibility is defined as responsibility of an organisation for the impacts of its decisions and activities on society and the environment, through transparent and ethical behaviour that:

  • contributes to sustainable development, including health and the welfare of society;
  • takes into account the expectations of stakeholders;
  • is in compliance with applicable and consistent with international norms of behaviour; and
  • is integrated throughout the organisation and practised in its relationships.
Added: 2016-10-19
Call for Papers 1/2019

Leadership in the Context of Information and Knowledge Management

 

edited by

Prof. John P. Girard

Middle Georgia State University, Macon, Georgia, United States  

Dr Katarzyna Kazojć

The University of Szczecin, Poland

and

Dr Andrzej Lis

Nicolaus Copernicus University in Toruń, Poland

 

Together with teamwork, intra-organisational communication and employee attitudes to changes, leadership is listed among behavioural antecedents of effective knowledge management processes. The cultural determinants of leadership important from the knowledge management perspective include: leadership style, centralisation of management, emotional barriers of effective communication between managers and subordinates, freedom of dissent and criticism of decisions made by managers, greed of power and perceiving knowledge as the source of power [Glińska-Neweś, 2007]. Positive leadership [Cameron, 2012; Karaszewski and Lis, 2013] is considered to be one of the key areas of positive organisational potential defined as “such states, levels and configurations of organisational resources which stimulate positive organisational climate and positive organisational culture in order to foster positive, pro-developmental employee behaviours” [Stankiewicz and Glińska-Neweś, 2013, pp. 23-24]. In consequence, leadership may both directly and indirectly stimulate but also inhibit knowledge management processes.

Added: 2016-10-19