Bøker av John Zinkin

The book reframes the discussion from a race-and-gender-based "business case for diversity" to explore the conditions which render Equality, Diversity and Inclusion (EDI) policies beneficial or divisive.

Criminality and Business Strategy: Similarities and Differences explores what can be learned from criminal organizations on four continents based on comparisons of their historical and cultural origins, chosen governance and power structures, and business models. It discusses how these contexts determined their applications of the principles and practice of effective, but amoral leadership, and whether these lessons can be applied to legitimate business enterprises. In this book John Zinkin and Chris Bennett argue that defining a "crime" is a contested issue and that criminality can be viewed as a spectrum, comprising a range of different types of crimes, the harms caused, and the variety of punishments involved. They discuss the critical role of the state in determining where criminality is perceived to sit on the crime continuum. The authors delve into how the state and organized crime are natural competitors, and how organized crime and legitimate businesses are subject to many of the same internal and external strategic considerations. They contend that the resulting similarities between criminality in organized criminal organizations and legitimate businesses are greater than the differences and that the differences are only in degree and not in kind. This thought-provoking study of criminality will be of immense interest to professionals, coaches, consultants, and academics interested in the techniques and ethics of leadership. The book is, in effect, the result of an intellectual journey of the authors from the ideas presented in their earlier book, The Principles and Practice of Effective Leadership, to the issues in this book discussing important, difficult, and contested subjects. The journey continues in their third book: The Challenge in Leading Ethical and Successful Organizations.

¿Leadership¿ is redefined as a morally neutral activity, reflecting the impact of strategic, cultural and operational contexts on a leaders¿ effectiveness. Techniques for senior executives based on history and neuroscience are discussed to enhance their ¿managerial leadership¿ in different environments. The ethical dilemmas of directors and executives are explored, with lessons from both leadership failures and successes.

This series aims to increase dialogue between and within the private and public sectors on the leading environmental, social, and governance issues of our time. Exploring and testing the very purpose of corporations and governments, the series features practical solutions to complex challenges.

Shows how to improve corporate governance in the post-crisis period. This title identifies that most boards on underperforming companies have three elements of failure: a lack of proper understanding of the business and its strategy; and, a total lack of appreciation of both the strategic and systemic risks created by new product markets.