000			01805nam a22002177a 4500
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100			_aHatami, A., _938607
245			_aCreating Social Sustainability Through Distributing Leadership and Co-Responsibility in Corporate Volunteering
300			_a81-96 p.
520			_aIn this article, we apply a distributed perspective on leadership to the study of co-responsibility and social sustainability in corporate volunteering. An approach to leadership as a distributed and collective phenomenon, in which leadership is shared, is highlighted as a method of developing a more responsible and people-focused approach to sustainability. Co-responsibility highlights the transition from individual to co-created responsibility, influenced by different actors and offering a wider approach to responsibility. The present qualitative study employs two corporate volunteering cases from Finland as an empirical context for distributing leadership. As a result, the study suggests three transitions in organizational life and leadership, including transition in values, organizing, and dynamism. The study contributes to the discussion of social sustainability by demonstrating how several transitions in terms of leadership are necessary to enable an emerging sense of co-responsibility in companies which is argued as the key to companies’ social sustainability.
653			_aSocial sustainability,
653			_aco-responsibility,
653			_adistributing leadership
700			_aHermes, J., _938608
710			_aKeränen, A., _938609
710			_aUlkuniemi, P _938610
773	0		_054731 _982718 _o55513581 _tSouth Asian Journal of Business and Management Cases _x2277-9779
942			_2ddc _cJA-ARTICLE
999			_c54782 _d54782