2024-03-28T08:15:43Zhttps://www.tdx.cat/oai/requestoai:www.tdx.cat:10803/4069622017-10-09T09:15:21Zcom_10803_253col_10803_280
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Business sustainability
Sostenibilitat empresarial
Sostenibilidad empresarial
Entrepreneurial skills
Competències emprenedores
Competencias emprendedoras
Environmental commitment
Compromís ambiental
Compromiso ambiental
Social commitment
Compromís social
Compromiso social
Individual dynamic capabilities
Capacitats dinàmiques individuals
Capacidades dinámicas individuales
Stakeholders engagement
Participació dels grups interessats
Participación de los grupos interesados
Influence of individual dynamic managerial capabilities over business sustainability commitment, stakeholder engagement and gender
[Girona] :
Universitat de Girona,
2017
Accés lliure
http://hdl.handle.net/10803/406962
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Buil Fabregà, Marian,
autor
1 recurs en línia (127 pàgines)
Tesi
Doctorat
Universitat de Girona. Departament d'Organització, Gestió Empresarial i Disseny del Producte
2017
Universitat de Girona. Departament d'Organització, Gestió Empresarial i Disseny del Producte
Tesis i dissertacions electròniques
Llach Pagès, Josep,
supervisor acadèmic
Bagur Femenías, Llorenç,
supervisor acadèmic
TDX
In today's dynamic environment, which is characterized by continuous and unpredictable changes, companies need new strategies to maintain their competitive advantage in the market, ensure long-term sustainability and consider the demands of stakeholders. The role of the manager of the company is relevant and he/she should have new capabilities to respond to new market demands. This thesis, through a survey of 339 managers using an empirical methodology based on a structural equation model, proposed as new managerial dynamic capabilities of the manager (IDMC), the entrepreneurial skills (alertness, creativity and self-awareness) and individual dynamic capabilities (sensing, seizing and transforming). The results suggest that there is a direct and positive relationship between the degree of development of the IDMC and the level of social and environmental commitment and stakeholders’ commitment. It is proposed that IDMC of the manager drive their commitment to sustainability and this in turn drives engagement with stakeholders. Finally, it is analyzed for the first time, if there are gender differences in the previous relationships, resulting that women have greater social commitment and environmental sustainability than men; although, it is concluded that the company requires a top management team committed to long-term sustainability regardless of gender of its members
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