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°³ÀÎÁÖÀÇÀÇ ºÎ»ó |
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Á¶»ç Àü¹®°¡µéÀº Á¡Á¡ ´õ Áõ°¡ÇÏ°í ÀÖ´Â °³ÀÎÁÖÀÇ Ç³Á¶°¡ ÇÑ Áö¿ªÀÌ ¾Æ´Ñ Áö±¸ÃÌÀÇ °øÅëÀûÀÎ Çö»óÀÓÀ» ÁöÀûÇÏ°í ÀÖ´Ù. ¿Ö °³ÀÎÁÖÀÇ°¡ ´õ Ä¿Áö°í ÀÖÀ»±î? ±× ¹Ý´ëÀÇ °³³äÀÎ ÀüüÁÖÀÇ¿¡´Â ¾î¶² ¹®Á¦°¡ ÀÖ´Â °ÍÀϱî? Á¤Ä¡¿¡¼ °æÁ¦, ¹®È¿¡ À̸£±â±îÁö °³ÀÎÁÖÀÇÀÇ È®»ê¿¡ ¼û¾îÀÖ´Â Àǹ̴ ¹«¾ùÀϱî? |
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Corporate Social Res |
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It¡¯s hard to argue with an idea that sounds as positive as ¡°corporate social responsibility.¡± After all, corporations should make a positive impact on the world, and the scandals at Enron, Tyco, and WorldCom demonstrate what can happen when unscrupulous CEOs put profits ahead of every other goal. But some theorists and some executives seem to be carrying the idea too far. |
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[RH] µðÁöÅÐ ±â¼úÀ» ÀÏÅÍ¿¡ ¼º°øÀû |
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¡®¿À°Å³ªÀÌÁ¦ÀÌ¼Ç »çÀ̾ð½º(Organization Science)¡¯ Àú³Î¿¡ ½Ç¸° MIT ½½·Î¾È °æ¿µ´ëÇпø(MIT Sloan School of Management)ÀÇ ¿¬±¸¿¡ µû¸£¸é, »õ·Î¿î ±â¼úÀ» ÀÏÅÍ¿¡ µµÀÔÇÒ ¶§ ±×°ÍÀº ¸Å¿ì ½ÇÁúÀûÀ̾î¾ß ÇÑ´Ù´Â »ç½ÇÀÌ ¹àÇôÁ³´Ù. |
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