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- W4207059040 endingPage "424" @default.
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- W4207059040 abstract "Creating sustainable organisational change is difficult. It is estimated that between 60% and 70% of all change initiatives fail to reach their objectives, achieve only partial success, or in the worst-case scenario, make the situation worse. It seems that despite the numerous change models, approaches and methodologies available in the literature, leaders do not fully appreciate what is required in guiding their organisations through change. Putting it differently, leaders continue to lack a clear understanding of change, its antecedents, its processes or the ability to engage employees in change initiatives. This chapter will not consider the different types of corporate social responsibility (CSR) organisational activities or CSR strategy formulation, but will view CSR as a change process i.e. how to implement CSR activities using a change management lens." @default.
- W4207059040 created "2022-01-26" @default.
- W4207059040 creator A5005820918 @default.
- W4207059040 creator A5013615100 @default.
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- W4207059040 date "2022-01-01" @default.
- W4207059040 modified "2023-09-25" @default.
- W4207059040 title "Implementing Corporate Social Responsibility Initiatives – A Change Approach" @default.
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- W4207059040 doi "https://doi.org/10.1007/978-94-024-2111-8_24" @default.
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