000			01894pab a2200217 454500
008			140923b0 xxu||||| |||| 00| 0 eng d
040			_cWelingkar Institute of Management Development & Research, Mumbai _aWelingkar Institute of Management Development & Research, Mumbai
041			_aENG
082			_a _bKan
100			_aKanter Rosabeth Moss
245			_aHow Great Companies Think Differently
250			_a11
260			_a _bNov 2011 _c0
300			_a50-62 Pp.
490			_v6
520			_aCorporate leaders have long subscribed to the belief that the sole purpose of business is to make money. That narrow view, deeply embedded in the American capitalist system, molds the actions of most corporations, constraining them to focus on maximizing short-term profits and returns to shareholders at the expense of worker safety and health, the environment, and society in general. In this article, HBS professor Kanter argues that a very different logic informs the practices of most high- performing and sustainable companies: An institutional logic. These companies believe that they are more than moneymaking machines; they are a vehicle for advancing societal goals. They deliver more than just financial returns; they also build enduring institutions. At great companies, institutional logic takes its place alongside economic logic in research, analysis, and managerial decision making. Six facets of institutional logic--a common purpose, a long-term focus, emotional engagement, partnering with the public, innovation, and self- organization--radically alter leadership and corporate behavior and form the building blocks of a more sustainable competitive advantage. INSET: What Counts As Good?.
650			_aInstitutional Logic, Success, Innovation
650			_aGeneral Management
856			_uhttp://192.168.6.13/libsuite/mm_files/Articles/AR12421.pdf
906			_a891937
999			_c32168 _d32168