245 10 |a Managing corporate impacts : |b co-creating value / |c Jennifer J. Griffin, The George Washington University, School of Business.

505 8_ |a Machine generated contents note: Foreword R. Edward Freeman; Acknowledgements; 1. Corporate impacts: focusing on relationships and outcomes; 2. Four mindsets on financial impacts; 3. Employee and product impacts; 4. Information-sharing impacts: redefining 'community'; 5. Combining impacts, net impacts and spillover effects; 6. Multiplier effects; 7. Debunking persistent myths about co-creating value; 8. Anticipating changes in expectations; 9. Convergence: combining issues and interests to co-create value; 10. Aligning initiatives and mechanisms for impact; 11. Integrating global and local impacts in a global economy; 12. The art and science of managing impacts; References; Websites; Index.

520 __ |a "Managing Corporate Impacts draws on the insights and experiences of managers from around the world to examine how companies can manage corporate impacts to co-create enduring value for business and society. Corporate impacts - the points at which businesses create, or destroy, value with others - extend well beyond financial impacts to include the workplace, delivery of goods and services, and shaping perceptions held about corporate behaviour. This book uses simple frameworks to demonstrate why and how today's corporations co-create enduring value with multiple stakeholders simultaneously. By introducing multiplier effects and spillover effects, it moves the attention of management beyond direct impacts to examine indirect impacts that create value connected to the core of the business. It shows that by connecting with stakeholders through information sharing, and effectively using supply and distribution chains, companies are poised to provide solutions with their stakeholders"-- |c Provided by publisher.