Company Case Study 8: Cucinelli-A Humanistic Enterprise for a Sustainable Growth and a Sustainable World

none1noAbstract This section presents a case-study relative to an Italian large Group, Brunello Cucinelli, that is of particular interest for its business model and the path of growth, characterized by a coherent and authentic CSR orientation. Sustainability of growth and healthy profitability are distinctive features of the Cucinelli Group. In pursuing the “humanistic enterprise” people work to achieve a shared objective adhering to a system of “soft” intangible values that represents the living core of the entire Group. The study employs a qualitative research approach. First, it provides a brief description of the company; secondly attention addresses the humanistic enterprise model and the leadership style. Finally, conclusions summarise the most relevant insights emerged from the case that represent an example of a sustainable growth and “a gentle capitalism”.Chapter 15, Part IV Business Strategy, Innovation Management and Growth https://www.palgrave.com/gp/book/9783030210366noneDel Baldo, MaraDel Baldo, Mar

From Human Resource Management to Human Dignity Development:A Dignity Perspective on HRM and the Role of Workplace Democracy

The recent crisis has revealed a number of problems inherent to contemporary societies and economic systems (seymour 2014) and has increased many of these, including greater inequality and more poverty, depression, suicides, and other health problems (kentikelenis et al. 2014; seymour 2014). Moreover, the crisis also revealed and amplified problems for workers, including unemployment and underemployment (george 2014), as well as a higher rate of burnout (leiter et al. 2014) and worker abuse (lucas et al. 2011). Besides these human costs, there are also financial costs. For example, the costs of employee burnout have been calculated to be over £77 billion a year across europe (evans-lacko and knapp 2014). In the search for underlying problems, many scholars have pointed towards flaws in the economic system and increasing social injustice (george 2014; harvey 2005; seymour 2014). More specifically, at the heart of capitalism, and in particular neoliberalism, are the focus on (short-term) profit maximization for individual firms, the focus on the instrumentality of labor, and the focus on individualism among workers. These elements have been adopted in many modern organizations and have affected the relationships between employees and their organizations (bal 2015).keywordshuman resource managementhuman dignityresource base viewtalent managementhuman resource management practicethese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves

Authentic CSR and Leadership: Towards a Virtues-Based Model of Stakeholder Dialogue and Engagement: The Loccioni Group Experience

The paper addressed the theme of authentic CSR based on a virtues and a charismatic approach. Several studies—which are part of the theoretical framework of CSR and are placed within ethical theories—underline how entrepreneurial behaviors and values lie at the base of Corporate Social Responsibility (CSR)-oriented strategies and actions. The business ethics literature emphasises the values dimension of entrepreneurial and managerial activity and has introduced concepts such as management integrity, authenticity and virtues, which are becoming widespread in the corporate context. Departing from these premises, the works focuses on entrepreneurial and managerial leadership and on its attributes and role in developing an authentic CSR oriented strategy. The work addresses the following questions: Can a business become a laboratory capable of orienting and educating stakeholders’ “minds and hearts”? How does leadership affect the dissemination of a CSR authentic orientation at all levels of the organization? On which values and virtues is an authentic leadership based? And how can virtues be used to trigger stakeholder engagement, with particular reference to internal stakeholders, like employees? These questions are the thread from which the study has been developed, focusing on the factors affecting leadership that put social responsibility as the foundation of behaviors, actions and strategies to be disseminated and shared inside and outside the company. First, the work offers an analysis of the leadership theoretical framework paying specific attention to values and virtues-based models of leadership. Secondly, the paper presents the first results of an empirical analysis, centered on an exemplary case study relative to a company—the Loccioni Group—which has for years built the CSR-orientation into its mission and governance model and, recently, has been implementing a project aimed to assess virtues among its stakeholders, departing initially from its employees. The results of the study have both scientific and managerial implications and they underline the need for developing a methodology that allows further empirical research on the relationship between ethical values, humanistic education, family and social structures and the development of an authentic CSR-oriented model of entrepreneurial leadership

Measuring Young Graduates’ Job Quality Through a Composite Indicator

The aim of the article is to propose a job quality composite indicator (JQCI) by which to measure the quality of young graduates’ jobs. We design JQCI by grouping jobs’ objective and perceived characteristics into three dimensions—economic, professional, and work–life balance—following a theory-driven approach, and weighting each dimension according to its importance. We apply the resulting JQCI to a sample of Italian graduates 3 years after graduation and validate it by measuring their motivation to leave their jobs, assuming that poor quality could be a reason to want to leave a job. We find that the professional dimension scores the highest. Relevant differences in job quality are related to individual (gender, degree level, disciplinary field, whether the graduate worked while studying) and organizational characteristics (company size). Implications for policy-makers and for firms interested in attracting and retaining Generation Y workers are discussed