| MONEY, Dr. Kevin |
|---|
| 2003 - present |
Director, John Majedski Centre for Reputation and School of Reputation and Relationships
Henley Management College, UK. |
| Articles |
Spring 2009
Putting positive psychology to work in organisations
Nuno Da Camara, Carola Hillenbrand, Kevin Money
This article takes positive psychology concepts from the domain of individual psychology and applies them to the workplace. The adaptation of the Approaches to Happiness Questionnaire (Seligman, 2002), developed by Martin Seligman, suggests that the three dimensions of pleasure, engagement and meaning are relevant to employees in the organisational context. In addition, Seligman“s (2002) classification of Character Strengths and Virtues is explored, and their relevance for workplace performance is discussed. The paper concludes by suggesting that positive psychology is a useful lens through which approaches to work and employee potential can be explored further and suggests some future research in the area. |
Winter 2007
Are CSR and corporate governance converging?
Kevin Money, Herman Schepers
This paper reports on research that explores the perceived relationship between corporate governance and corporate social responsibility (CSR) from the perspective of main board directors and company secretaries in 13 FTSE100 companies in the UK. A comparative literature analysis of shareholder and stakeholder theory shows that the scope of corporate governance has broadened over time, a phenomenon influenced by the growing importance of CSR. While there is now a coherent stream of theoretical approaches within corporate governance that are concerned with the broader environment, there is little empirical evidence to shed light on these. Using qualitative field research, this paper aims to redress this balance. The research sample is narrowed to those connected to FTSE 100 companies in the UK. Data analysis revealed a significant alignment between the corporate governance and CSR programmes within the sample companies. Key influencers for this convergence were seen to be regulatory pressure, the rise of business ethics (due to corporate scandals) and demands from SRI investors. As such, there is evidence that businesses are starting to look beyond financial accountability as the sole route to creating shareholder value. This development is causing a shift of the corporate-governance concept to a stakeholder-based approach, with a balance of focus between the short-term financial accountability of directors with a long-term sustainable strategy. This increased alignment between corporate governance and CSR is reflected in the development of more formal governance structures, such as the growing number of CSR board committees, SEE risk registers and CSR reports. |
Autumn 2006
Using Reputation measurement to create value: An analysis and integration of existing measures.
Carola Hillenbrand, Kevin Money
A large body of academic literature is concerned with the conceptualisation and measurement of Corporate Reputation. However, it is not clear how different conceptualisations interact, complement or conflict with each other. Moreover, the theoretical rigour of individual models of Reputation is not always clear. In recent years, there has been a call for a theoretical development to provide a framework that can be used to identify the scope and potential utility of different Reputation measures.
This paper answers this call by providing a theoretical framework that integrates literature analysing Reputation as a concept that resides in individuals perceptions, cognitions and actions towards an organisation with literature that places Reputation as a key part of the strategic thinking of an organisation. Existing measures of Reputation are then placed within this theoretical framework and discussed at both the perceptual and strategic level. The results show that different measures seem complementary and based upon similar conceptual assumptions. 'The framework allows organisations to understand the utility of different Reputation measures and provides an approach by which reputation can be managed to create value.
|
Winter 2004
Giving your organisation SPIRIT: an overview and call to action for directors on issues of corporate governance, corporate reputation and corporate responsibility.
Steve Downing, Carola Hillenbrand, Keith MacMillan, Kevin Money
A focus on the strength of a business's relationships provides directors with a practical means of successfully managing three of their core concerns - Corporate Governance, Corporate Reputation and Corporate Responsibility. This paper both demonstrates the use of a new relationship-measuring tool and argues cogently for its more widespread application. |
|
