Name of student: Marina B Itwaru

Student Number: 2019620

Unit Title: Leading and Managing
Organisation Resources
Unit Code: BSS064-6
Unit Coordinator: Dr. Pauline Loewenberger
Date of Submission: 17 September, 2021

Assessment titles:

Week 1: Poster On Reforming Corporate Governance to enhance

Corporate Social Responsibility in modern-day organizations

Week 2: Professional email: Leadership Role in Health Care Settings

Week 4: Blog: Managing productivity and performance to increase

profit, alongside a commitment to appropriate HRM for sustainability of
the planet

Week 6: Business report: Amazon

 Week 1: Briefing for Poster Reforming Corporate Governance to
enhance Corporate Social Responsibility in modern-day organizations

Marina B Itwaru 2019620

University of Bedfordshire

It is a widely held view that corporate governance reflects the good a company does. Recent
studies and reports, however, explained that there is something called bad corporate governance
and then there is good corporate governance (Kiger, 2020; Fernando, Li, and Hou, (2020).
Historically the term Corporate governance has been used to describe the policies and procedures
set in place to ensure a business operates within the law (Stuebs and Sun, 2015). Despite its
common usage, it is used in different disciplines to mean different things as well, and it is
perhaps why it is considered a nebulous term. There is no agreed definition on what
constitutes corporate governance but there is much analysis of theoretical constructs to identify
connotative meanings of the term. Marie L’Huillier, (2014) listed various theories that helped
construct a generalized meaning of Corporate Governance with a special focus on the agency
theory and stakeholder theory. In this research, Marie L’Huillier (2014) stated that the agency
theory explains that corporate governance is more about creating and monitoring the mechanisms
to increase shareholder capital by dipping on agency loss. Whereas in the Stakeholder theory,
corporate governance is that balance that ensures all stakeholders are considered to have the right
to be heard.

Since the definition of corporate governance varies among researchers and theorists, it is
important to clarify how the term has changed over the years. The current framework is flawed
because good corporate governance requires you to be transparent when disclosing information
about the operations and finances of a company none of which is happening in huge corporations
worldwide (Kurniati, 2019). Therefore, the existing framework that organizations adopt needs
total reform, as directors and executives are obsessed with the short-term financial market, rather
than focusing on social responsibilities (Shrivastava and Addas (2014).

Kurniati, (2019) argued that good corporate governance has a significant influence on company
value as it pertains to the triple bottom line. Similarly, another study by Hussain, Rigoni, and
Orij (2016), who compared corporate governance to the triple bottom line and found that they are
essentially inversely related. Despite this, little progress has been made by organizations
worldwide to achieve this, as pressure has mounted to meet the demands of the financial markets
(Hitt and Haynes, 2018). Cho et al., (2015) explain that the consequences of short-term financial
markets stimulate an appetite for more and therefore push stock buybacks causing unnecessary
disbursements and a failure to invest sustainably. The result of this is a disaster waiting to
happen because many companies and their shareholders have failed to acknowledge the
environmental, social, or even their own, long-term, economic sustainability (Cho et al., 2015).

A reasonable approach to tackle this issue could be to have reform frameworks for corporate
governance. It is important to re-visit corporate governance in the light of the convergence of
theories and approaches and with a fresh angle, which has a holistic view. Therefore, strategies
to enhance or develop a new reform would be to focus on things like sustainable finances,
accountability, fairness, and transparency. Raworth, K. (2017) explained that sustainable
organizations require an economic market in which there are serious and willing investors who
can devise long-term sustainability plans, even at the expense of short-term incomes. Chabrak,
(2018) also suggests that changes should be made to company law where it is compulsory for
boards of directors to be transparent in developing sustainability strategies. Directors should also
be obligated to identify and address environmental and social issues (Peel and Schechinger,
(n.d.). There is also an urgent call for non-financial reporting addressing a company’s social and
environmental risks and impacts (Werne, 2019).

In summary, it has been shown from this review above that in today’s corporate environment,
business developments should emphasize more on other critical factors such as company laws,
principles, and institutional frameworks. Corporate governance is constantly evolving and
changes are determined by both internal and external environmental aspects. Moreover, an
effective and good corporate governance cannot be explained and achieve by one framework
alone but rather to have a combination of various aspects from different theories and other
business models that is specific to the type of organization. It is best to work in a combination
with these factors to address not only the social relationships but also highlight the principles and
regulations in order to go further than the standards of a fixed approach towards corporate
governance. Therefore, it is essential that a new insight into corporate governance should be
adopted in order to bring different sustainable perspectives across the corporate world. As
indicated previously the Current corporate governance practice is contributing to a wide range of
threats, social, environmental, and economic impacts that are devastating to the entire world. We
all need to have that sense of urgency to address the appalling risk of climate change as well as
the abuse of power and resources.
POSTER
References

Chabrak, (2018). Reforming accounting to support the shift towards a sustainable financial
system. Journal of Capital Markets Studies, 2(2), pp.148–161

Cho, C.H., Laine, M., Roberts, R.W. and Rodrigue, M. (2015). Organized hypocrisy,
organizational façades, and sustainability reporting. Accounting, Organizations and Society, 40(),
pp.78–94

Fernando, J.M.R., Li, L. and Hou, Y. (Greg) (2020). Corporate governance and correlation in
corporate defaults. Corporate Governance: An International Review, 28(3), pp.188–206

Hitt, M. and Haynes, K.T. (2018). CEO overpayment and underpayment: executives, governance
and institutions. Management Research: Journal of the Iberoamerican Academy of Management,
16(1), pp.38–46

Hussain, N., Rigoni, U. and Orij, R.P. (2016). Corporate Governance and Sustainability
Performance: Analysis of Triple Bottom Line Performance. Journal of Business Ethics, 149(2),
pp.411–432

Kiger, P.J. (2020). Good Corporate Governance Is a Great Idea, But Is Anyone Practicing
It? [online] Available at: https://www.gsb.stanford.edu/insights/good-corporate-governance-
great-idea-anyone-practicing-it [Accessed 2 Sep. 2021]

Kurniati, S. (2019). Stock returns and financial performance as mediation variables in the
influence of good corporate governance on corporate value. Corporate Governance: The
International Journal of Business in Society, 19(6), pp.1289–1309

Marie L’Huillier, B. (2014). What does “corporate governance” actually mean?. Corporate
Governance: The international journal of business in society, 14(3), pp.300–319.

Peel, J. and Schechinger, J. (n.d.). Climate Change. The Practice of Shared Responsibility in
International Law, pp.1009–1050
 st
Raworth, K. (2017) Doughnut Economics, seven ways to think like a 21 -century Economist.
London: Random House Business Books.

Shrivastava, P. and Addas, A. (2014). The impact of corporate governance on sustainability

performance. Journal of Sustainable Finance & Investment, 4(1), pp.21–37

Stuebs, M. and Sun, L. (2015). Corporate governance and social responsibility. International
Journal of Law and Management, 57(1), pp.38–52

Tang, P., Yang, S. and Yang, S. (2020). How to design corporate governance structures to
enhance corporate social responsibility in China’s mining state-owned enterprises? Resources
Policy, 66, p.101619

Werne, J. (2019). The four principles of good governance. [online] Reflections. Available at:
http://jochenwerne.com/the-four-principles-of-good-governance [Accessed 15 Jul. 2021].
Week 2: Professional email Leadership Role in Health Care Settings
Table of Contents
Week 2: Profession email .............................................................................. Error! Bookmark not defined.

1.0 Introduction ........................................................................................................................................... 10

What is Sustainable Leadership? ............................................................................................................ 11

Leadership and Management .................................................................................................................. 11

Health Care Settings and the role of Leadership for Sustainability............................................. 12

Different Leadership Principles and Theories that can be applied in Health Care Settings for Sustainability
.................................................................................................................................................................... 12

Transactional Leadership ........................................................................................................................ 12

How is Transactional Leadership Reflective in the Healthcare Setting?..................................... 13

Transformational Leadership .................................................................................................................. 13

How is Transformational Leadership Reflective in the Healthcare Setting? .............................. 13

Situational Leadership ............................................................................................................................ 14

Conclusion .................................................................................................................................................. 14

Recommendations ....................................................................................................................................... 14

References ................................................................................................................................................... 16
 Week 2: Profession email

To: suresh.deonarine@westscitech.com

From: marinabridgemohan@yahoo.com

Subject: Leadership Roles in Health Care Setting

1.0 Introduction

Dear Mr. Suresh Deonarine,

Good Morning.

We are indeed in a very strange and unfamiliar time in our lives right now where no one saw a
pandemic coming and which placed health care facilities in the spotlight. It is pertinent that in
times like these, leaders become more effective in the way they control and manage their
organizations. Over time, leadership has indeed become a dynamic factor in healthcare systems
in both private and public institutions. This email will serve as a guide and give you an idea of
how healthcare facilities can apply different leadership principles and theories to be ahead of
their competitors.
What is Sustainable Leadership?
Research shows that there are numerous definitions of leadership, but all show a common theme
within and which is comparable to what Rosari (2019, p.25) identified as "an influence
relationship among leaders and followers who intend real changes that reflect their mutual
purposes". The leader achieves this influence by understanding and showing a true appreciation
for narrative intelligence (Morgan, 2019) and emotional intelligence (Kafetsios, Nezlek, and
Vassiou, 2011) so that goals become achievable and the wellbeing of employees becomes a
priority. To be considered an effective leader, I believe that it must include the elements I listed
above.
Leadership and Management
It is pertinent to establish the difference between the two terms as they are often used
interchangeably. By using them as such, many believe that leadership and management contain
identical features, which can not be further from the truth. Leadership is a subtler concept than
management. According to Jakubik (2020), leaders provide continuing and inspirational vision
and intellectual stimulation, while developing new values and vision. On the contrary, he said
that managers have a more operational task, focusing on setting goals and reward systems and
sustaining the existing culture and values (Jakubik, 2020). In other words, leadership has more to
do with influencing and knowing how to aptly inspire people. This is why it should not be
confused with management, which is more transactional and focused on productivity than values.
Lunenburg, (2020) pinpointed that management uses authority but avoids conflicts while
leadership uses influence as well as conflicts in terms of their governance approach. From the
research, it can be said that management is about control to keep in line with sustainability while
leadership is about utilizing people and relationships to achieve mutual objectives (Lunenburg,
2020). Young and Dulewicz, (2008) identified common competencies such as communication
skills and the ability to work under pressure, between the two terms, and Jakubik (2020) also
found that there are times when the two can overlap.

.
Health Care Settings and the role of Leadership for Sustainability

There are growing numbers of health care facilities around the world since this type of business
has proven successful. The Health Care industry is extremely profitable and wishes some
business-minded leaders who will flip the business model to the customer, giving consumers the
healthcare they need by concentrating on customer fulfillment rather than the healthcare product
(Michiganstateuniversityonline.com, 2020). Since health care businesses are succeeding in the
business arena, they, therefore, must aim for competitive advantage by targeting sustainability.
Consequently, this is where leadership will play a pertinent part

Different Leadership Principles and Theories that can be applied in Health

Care Settings for Sustainability
Healthcare organizations, like where I worked, are more complex as they entail various
departments that cover a diverse collection of human resources. If the resources are not guided or
steered in the right direction, then constraints and inadequacies will prevail, thus hindering the
achievement of organizations' aims and objectives. As a result, this is where leadership comes
into play in my organization. It is through true leadership that organizations manage people and
processes to achieve that common goal. We work tirelessly every day to ensure excellent and
efficient services while delivering the best quality of services. To succeed, our CEO must handle
his administrative work while efficiently managing all resources. In a field known for constant
change, evolving technological developments, and growing ethical issues, healthcare leaders
must constantly adapt and develop solutions. Therefore, the following theories can be applied.

Transactional Leadership
According to Jabeen, Behery, and Abu Elanain (2015), transactional leadership is a matter of
conditional reinforcement of employees based on performance. This type of leadership assigns
and communicates tasks to get done and offers rewards in return (Sanda and Arthur, 2017). This
reward system as well as punishment act as a form of encouragement to be more innovative (Liu,
Liu, and Zeng, 2011). The significance of this type of leadership encourages knowledge sharing
in an organization ((Feng and Wang, 2018). Though this type of leadership is a benefit to health
organizations, it still has setbacks as no problem-solving is encouraged and workers work under
close supervision (Liu, Liu, and Zeng, 2011). Sanda and Arthur (2017) stated that not many
people work well under pressure and may present opportunities for inefficiencies.

As the name suggests, it views the relationship as purely transactional. Jabeen, Behery, and Abu
Elanain (2015) stated that this type of leadership is effective when employees are willing to work
under the chain of command whilst under scrutiny. Health care companies such as mine are
successful when this type of leadership is used to get specific jobs done.

How is Transactional Leadership Reflective in the Healthcare Setting?

In Richard's (2020) study, she explained that transactional leadership remains a valuable
approach to meeting short-term goals and completing tasks, but that it should be combined with
other leadership styles to maximize its effectiveness, specifically in healthcare settings
Transformational Leadership
Transformational leadership theory emphasizes change and how people work more effectively
once the mission of the organization is clear (Xu, 2017). Transformational theory entails leaders
communicating the vision in a meaningful way to give encouragement as well as creating a sense
of empowerment in the employees (Park et al., 2021). Typically, transformational leadership is a
byproduct of a healthy relationship between the leader and the follower (Xu, 2017). The
fundamental elements of a healthy relationship follow four elements: trust, mutual respect,
support, and communication (Manion, 2011). Pattnaik and Sahoo (2021) and Xu (2017) listed
the important elements of leadership which include trust, so bonds can be created, respect for
humbleness, and support in times of need, and communication so the message is clear. Shava and
Heystek (2021) reported that this leadership ship style is sustainable and builds a culture for
continuous learning. It also plays a pivotal role in the health and well-being of staff and, as such,
creates a haven at work (Bosak et al., 2021).

How is Transformational Leadership Reflective within the Healthcare

Setting?
Weberg (2010) stated that transformational leadership during a healthcare setting is significantly
associated with increased contentment, increased staff well-being, decreased burnout, and
decreased overall stress.

Situational Leadership
In distinguishing the importance of considering the needs of the worker, the task to be
performed, and the situation or environment are what make up a situational leader (Al-Sawai,
2013). The situational leadership approach maintains that leadership style and influence should
only be introduced after a leader has successfully determined and communicated the readiness of
the employees to undertake given duties (Silverthorne, 2000). Salehzadeh (2017) explained that
it is the readiness and willingness of followers to carry out set tasks given by their leader. Lynch,
Mccormack, and Mccance (2011) claimed that this leadership style overlaps with
transformational leadership theory.

Therefore, from what was discussed above, it can be said that healthcare leaders who use a
situational leadership approach embrace the idea that different situations call for different
leadership styles.

Conclusion
In conclusion, it has been identified that there is not one specific leadership style, principle, or
theory. Effective leaders can follow and apply a shared leadership style such as both
transformational and transactional to gain long-term success as it has proven to be equally
effective. Additionally, to become a sustainable leader in health care organizations, there is no
limit to one approach and is rather an application of multiple styles depending on the situation.
The reason why a multidimensional approach is needed in this type of organization is because of
the dynamic nature of health systems. Even a manager type of approach can be utilized to gain
an edge. In the discussion, it was highlighted that the styles of leadership are different in their
approach and structure, but all can relate to the relationship and connection between a leader and
the people. Another key factor among the theories discussed was the way communication affects
relationships.

Recommendations
 All businesses aim for competitive advantage, therefore a mixed leadership approach is
recommended for health care settings based on the diversity and complexity of health
organizations. Appealing to workers' stories and their emotions can help better
understand them so you can reap the most from them.
 A mixture of all three approaches (situational, transformational, and transactional) can be
utilized, but the department or situation should be evaluated before its application.
 Managers can become effective leaders by utilizing people and building relationships to
achieve mutual objectives.
 Leaders must communicate their goals effectively to get the job done correctly.
 Leaders must show an appreciation and understanding of how unstable the business
environment in a health care setting can be and, as such, should be able to adapt to the
changes quickly and effectively.
 Health institutions need to implement both leadership and management strategies that
will foster a competitive edge against other systems by understanding their role and by
facilitating procedures to ensure patients and other customers are getting the service they
are promised.

Thank you. I hope both you and your company can learn from the discussion and recognize how
and what leadership style plays an integral role in the longevity of the company’s success.

Yours truly,

Marina Itwaru.

Branch Manager (Anna Regina)

Medical Technologist
References

Al-Sawai, A. (2013). Leadership of Healthcare Professionals: Where Do We Stand? Oman

Medical Journal, [online] 28(4), pp.285–287. Available at:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3725246/.

Feng, X. and Wang, X. (2018). Transactional leadership and dynamic capabilities: the mediating
effect of regulatory focus. Management Decision, 57(9).

Jabeen, F., Behery, M. and Abu Elanain, H. (2015). Examining the relationship between the
psychological contract and organisational commitment. International Journal of Organizational
Analysis, 23(1), pp.102–122.

Jakubik, M. (2020). How can practical wisdom manifest itself in five fundamental management
and leadership practices? Vilakshan - XIMB Journal of Management, ahead-of-print(ahead-of-
print).

Kafetsios, K., Nezlek, J.B. And Vassiou, A. (2011). A Multilevel Analysis of Relationships
Between Leaders’ and Subordinates’ Emotional Intelligence and Emotional Outcomes. Journal
of Applied Social Psychology, 41(5), pp.1121–1144.

Liu, J., Liu, X. and Zeng, X. (2011). Does transactional leadership count for team
innovativeness? Journal of Organizational Change Management, 24(3), pp.282–298.

Lunenburg, F. (2020). Leadership Versus Managment: A Key Distinction—At Least in

Theory. Main Issues Of Pedagogy And Psychology, 3(3), pp.15–18.

Lynch, B.M., Mccormack, B. And Mccance, T. (2011). Development of a model of situational

leadership in residential care for older people. Journal of Nursing Management, 19(8), pp.1058–
109.

Michiganstateuniversityonline.com. (2020). [online] Available at:

https://www.michiganstateuniversityonline.com/resources/healthcare-management/why-
healthcare-needs-business-leaders/.
Morgan, G. (2019). Part Two The Practical Wisdom of Leading with Narrative
Intelligence. Rewriting Leadership with Narrative Intelligence: How Leaders Can Thrive in
Complex, Confusing and Contradictory Times, pp.107–247.

Park, J., Han, S.J., Kim, J. and Kim, W. (2021). Structural relationships among transformational
leadership, affective organizational commitment, and job performance: the mediating role of
employee engagement. European Journal of Training and Development, ahead-of-print(ahead-
of-print).

Pattnaik, S.C. and Sahoo, R. (2021). Transformational leadership and organizational citizenship
behaviour: the role of job autonomy and supportive management. Management Research
Review, ahead-of-print(ahead-of-print).

Prasad, B. and Junni, P. (2016). CEO transformational and transactional leadership and
organizational innovation. Management Decision, 54(7), pp.1542–1568.

Richards, A. (2020). Exploring the benefits and limitations of transactional leadership in

healthcare. Nursing Standard, [online] 35(12). Available at:
https://pubmed.ncbi.nlm.nih.gov/33089675/.

Rosari, R. (2019). Leadership Definitions Applications For Lecturers’ Leadership

Development. Journal of Leadership in Organizations, 1(1).

Salehzadeh, R. (2017). Which types of leadership styles do followers prefer? A decision tree
approach. International Journal of Educational Management, 31(7), pp.865–877.

Sanda, A. and Arthur, N.A.D. (2017). Relational impact of authentic and transactional leadership
styles on employee creativity. African Journal of Economic and Management Studies, 8(3),
pp.274–295.

Shava, G. and Heystek, J. (2021). Managing teaching and learning: integrating instructional and
transformational leadership in South African schools context. International Journal of
Educational Management, ahead-of-print(ahead-of-print).

Silverthorne, C. (2000). Situational leadership theory in Taiwan: a different culture

perspective. Leadership & Organization Development Journal, 21(2), pp.68–74.
Weberg, D. (2010). Transformational Leadership and Staff Retention. Nursing Administration
Quarterly, [online] 34(3), pp.246–258. Available at:
https://journals.lww.com/naqjournal/Abstract/2010/07000/Transformational_Leadership_and_St
aff_Retention_.8.aspx.

Xu, J.-H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, [online] 4(4),
pp.155–157. Available at:
https://www.sciencedirect.com/science/article/pii/S2095771817300944.

Young, M. and Dulewicz, V. (2008). Similarities and Differences between Leadership and
Management: High-Performance Competencies in the British Royal Navy. British Journal of
Management, 19(1), pp.17–32.
Week 4: Blog: Managing productivity and performance to increase
profit, alongside a commitment to appropriate HRM for sustainability of
the planet
Table of Contents
Introduction ....................................................................................................... 21

Operations ....................................................................................................... 21

Human Resource Management ...................................................................... 21

Big Data as part of Amazon Success .............................................................. 22

Achieving the Bottom Line ............................................................................. 23

Recommendations and Conclusion ................................................................... 24

References .......................................................................................................... 26
Link to Blog: https://medium.com/@marinabridgemohan/managing-productivity-and-
performance-to-increase-profit-alongside-a-commitment-to-appropriate-hrm-85898a0aef26

Blog Topic: Managing productivity and performance to increase profit, alongside a commitment
to appropriate HRM for sustainability of the planet.

Introduction
Amazon is a massively successful company that serves as an inspiration and an example of
exemplary accomplishments in the E-Commerce sector. It is a very affluent establishment and is
one of the few trillion-dollar companies that have an average net worth of $314.9 billion
annually (Anderson, 2019), owing much of its success to catering to the needs of all people. The
road to their achievements did not come by easily and has been very reliant on numerous critical
success factors that led them to where they are today.

To accomplish such a success story, the company has understood the deeper concepts of
operations management such as supply chain and innovation, human resource management, and
data-driven decisions.

Operations
It is believed by many scholars that operations management involves a series of practices to
generate efficiency at the highest level (Hayes, 2021), thereby creating goods (Heizer, Render,
and Munson, 2016). Amazon has adopted a very robust supply chain system focusing on
customer-driven operations for faster delivery and greater customer satisfaction. Indeed, Amazon
has been a pioneer designer of supply chain management by employing extensive and advanced
technological innovations in the field (Wu and Gereffi, 2018) Due to excellent supply chain
management, the company had a handsome 84% increase in profits in 2020 (Kohan, n.d.). The
company vows to put forth continued efforts in delivering the products to the customer in the
quickest possible time aka 'agile manufacturing' (Coker, 2020), thereby forcing a colossal
amount of pressure on their competitors. The real game-changer for Amazon comes from the use
of artificial intelligence in their operations where it can act as a merger among suppliers,
manufacturers, customers, and other companies (Loske and Klumpp, 2021). The Amazon
success story continues to relish since it is on the verge of updated IT services, intact networking
of warehouses, multifaceted inventory management, and efficient transportation services (Das,
2020). Amazon's ingenious approach of outsourcing inventory management to third-party service
providers and insourcing logistics is yet another knowing but cunning tactic by the organization
(LeBlanc, 2020). Amazon has implemented a series of modern-day operations. Amazon Web
Services is part of a flexible specialization approach to their operations which has proven to
succeed in delivering optimal services to customers. Another operation they are notorious for is
their mass customization where beyond-print.de (2016) reports that Amazon Custom has some
400,000 products for personalization. Additionally, with Amazon's customer obsession, small
teams, and networking, there is no doubt that Amazon practices agile management (Denning,
2019).

Human Resource Management

Much of Amazon's success comes from its unconventional business models and the way they
manage their workers (Harvard Business Review, 2020). The company, however, did receive a
fair share of criticism as it pertains to their punitive approach to managing their people whereby
employees are often given difficult demands. According to Sustainability US (n.d.), the company
invests heavily in their employee development through rigorous training programs so innovative
ideas can be generated and solutions can be offered to problems. This is perhaps the reason why
Amazon developed such a philosophy. It is established now that Amazon's ultimate strategic
goal is a long-term competitive advantage and is achieved through investing in employees'
development (Amazon, 2021). Their approach can be explained by the Strategic human resource
management (SHRM) theory. (Heizer, Render and Munson, 2016) explain that human resources
strategies are expensive and difficult, but a competitive edge can be gained through proper
management of its people. Anlesinya and Susomrith (2020) reported that SHRM guides
organizations to become more competitive and effective in their quests to ensure economic
prosperity, social well-being, and ecological outcomes for their stakeholders. Garcia-Carbonell,
Martin-Alcazar, and Sanchez-Gardey, (2015) argue that an organization should consider ways to
connect HR decisions with best practices as a way to guide companies to perform better.
Amazon has certainly done that where they implemented a decentralized approach within the
organization, allowing decisions to be made independently for the best interest of the
organization (Sachs, 2020). The company values its employees where frequent training and
development are rigorously conducted on a healthy schedule. Unquestionably, Amazon
recognizes their best assets who are their employees and invests largely in them, but they are
under scrutiny every so often. Clegg et al., (2017) explain that this type of HR management is a
hard model of HRM where monitoring and controlling is part of the style. Even though Amazon
came under fire for this type of approach for the larger extent of the organization, it has been
working for them.

Big Data as part of Amazon Success

Amazon has an obsession with numbers, which is another major contributor in driving success
for them. The company thrives on these numbers and has adopted an intense data-driven
decision-making culture which can be difficult to work under (Kim, 2015). Zameena Mejia
(2018) reported that the CEO makes most of his decisions based on facts and the company
stresses that in a digital economic world, speed matters, and using data to quickly test product
ideas, design decisions, and hypotheses increases business agility (Amazon Web Services, 2019).
The company implemented a transformational framework for data-driven decision-making based
on the alliance of humans and machines for knowledge work. In fact, (Smuts and Smith, 2021)
said that these types of structures help undertake actionable awareness while applying the insight
from both knowledge workers and intelligent machines. While data-driven decisions have their
share of value, it can be daunting to work under since it is always working to reach a fixable
target. Amazon Web Services, (2019) stated that this type of culture brings transparency and
accountability to the entire company but can be uncomfortable. In many instances, it changes the
nature of the workplace, thereby creating new issues for organizations such as data protection
and liabilities for the actions of automated algorithms (Fogarty, 2019). Elgendy, Elragal, and
Päivärinta, (2021) said it can algorithmically lead you to failure as these data-sensitive decisions
are not always a walk in the park. They highlighted the Swedish public administration in their
research and many others who experienced glitches in their systems of data analytics that led to
unemployment, workers not receiving payments, and other benefits which ultimately cause
corruption and setbacks in those organizations. Data-driven tactics require a true appreciation of
the data characteristics, its complexity, and challenges in the context of the nature of the business
issues and the data available (Lu, Cairns, and Smith, 2020). A data-driven organization can gain
a competitive advantage through investment in high-quality data and sophisticated analysis
techniques, improving its decision-making capabilities. We have witnessed Amazon's investment
in resources like these and saw the benefits as well. That being said, this is not the only way
Amazon should benefit from big data but rather combat their carbon footprint issues.
Environmental Protection (2016) reported that it allowed them to make highly informed
decisions and optimize their approach to resource use and conservation and, similarly, Amazon
can do the same.

Achieving the Bottom Line

Balancing productivity, profitability, and environmental health is a key challenge for any
industry. First and foremost, to find that balance, Amazon will need to reconsider a few things,
and as they are under pressure to intensify their production sustainably while addressing the
workers' concerns. No doubt Amazon is best known for its efficiency in delivery and optimal
with consistent delivery services. (Banker, n.d.) reported that the company's operations have
evolved over the years and consider it to have one of the most innovative supply chains in the
world. Amazon has made some very ambitious sustainable commitments for the future yet
promises to increase services and fast-track delivery globally.

de Nadae, Carvalho, and Vieira (2020) noted that some companies who failed to find that
equilibrium struggled mainly in their efforts to effectively manage and engage their human
resources. Indeed, Elkington, who invented this theory himself, stated that profitability is
measurable because it is typically quantitative, but measuring the social and environmental
bottom lines is somewhat of a challenge (Kenton, 2021; ced.msu.edu, n.d.). de Nadae, Carvalho,
and Vieira (2020) in their research found that that was exactly the case for the companies they
investigated and stated that the real challenge came from failure to properly develop sustainable
strategies and analyze their performance because of the nature of the bottom lines. Another
challenge with adapting to this framework is the ever-changing business environment and the
constant need for professional management to effectively manage resources to keep intact with
overall performances (Tjahjadi and Soewarno, 2019)
Recommendations and Conclusion
In light of the many great qualities of the Amazon, there is still room for improvement. One of
the biggest areas is the way they handle their greatest asset; their people. The above-mentioned
are areas the company excels at but are areas which, if targeted differently, can input
sustainability even further. The good news is that the e-commerce industry has predicted
continual growth and Amazon stands a great chance of deploying resources more efficiently,
keeping its debt financing within plausible limits, reducing rising operating costs, and reexamine
working conditions for all its people. They have the capabilities to get there because of the
innovative strategies they can develop and the intelligent business decisions they implement.

Amazon's organizational strategies are very performance-centered and with this come to a few
drawbacks. It is suggested that Amazon shift to a more people and environmental-oriented
approach narrowing in on more social values. Their operations’ performance is considered strict
and yes, this has led to high turnover, but what about the exploitation that comes with that
approach? Instead, the company should seek to protect its brand image by avoiding such and
focus on a favorable working culture where innovation and enthusiasm are distributed equally.
References

About Amazon. (n.d.). Sustainable Operations. [online] Available at:

https://www.aboutamazon.com/planet/sustainable-operations.

Amazon (2021). Who We Are. [online] About Amazon. Available at:

https://www.aboutamazon.com/about-us.

Amazon Web Services. (2019). How to Create a Data-Driven Culture. [online] Available at:
https://aws.amazon.com/blogs/enterprise-strategy/how-to-create-a-data-driven-culture/.

Anderson, J. (2019). How Much Is Amazon Worth? [online] GOBankingRates. Available at:
https://www.gobankingrates.com/money/business/how-much-is-amazon-worth/.

Anlesinya, A. and Susomrith, P. (2020). Sustainable human resource management: a systematic

review of a developing field. Journal of Global Responsibility, 11(3), pp.295–324.

Banker, S. (n.d.). Amazon Supply Chain Innovation Continues. [online] Forbes. Available at:
https://www.forbes.com/sites/stevebanker/2021/04/01/amazon-supply-chain-innovation-
continues/?sh=151276e177e6 [Accessed 3 Jul. 2021].

beyond-print.de. (2016). Amazon: Mass Customization + Print – US Launch. [online] Available

at: https://www.beyond-print.net/amazon-mass-customization-print-us-launch/ [Accessed 14 Jul.
2021].

ced.msu.edu. (n.d.). Triple Bottom Line: recognizing challenges and moving forward - Center
for Community and Economic Development - Michigan State University. [online] Available at:
https://ced.msu.edu/media/e-newsletters/cnv-vol-27-no-1-spring-2017/triple-bottom-line-
recognizing-challenges-and-moving-forward.

Clegg, S., Jochen Schweitzer, Whittle, A. and Christos Pitelis (2017). Strategy : theory and
practice. Los Angeles: Sage.

Clegg, S., Kornberger, M. and Pitsis, T. (2011). Managing and organisations: an Introduction to
Theory and Practice. 4th ed. [online] Sage, pp.167–213. Available at:
https://books.google.gy/books?hl=en&lr=&id=Ev2ICwAAQBAJ&oi=fnd&pg=PP2&dq=managi
ng+and+organisations:+an+introduction+to+theory+and+practise&ots=rdkjB3TglR&sig=WHv_
FAk5HEXMcTNyi6pDlGOm-
Lw&redir_esc=y#v=onepage&q=managing%20and%20organisations%3A%20an%20introducti
on%20to%20theory%20and%20practise&f=false [Accessed 4 Jul. 2021].

Coker, A. (2020). Amazon cements its place as a supply chain leader amid uncertainty. [online]
FreightWaves. Available at: https://www.freightwaves.com/news/amazon-cements-its-place-as-
a-supply-chain-leader-amid-uncertainty [Accessed 6 Jul. 2021].

Das, S. (2020). How Amazon Is Using AI To Better Understand Customer Search Queries.
[online] Analytics India Magazine. Available at: https://analyticsindiamag.com/how-amazon-is-
using-ai-to-better-understand-customer-search-queries/.

Denning, S. (2019). How Amazon Became Agile. [online] Forbes. Available at:
https://www.forbes.com/sites/stevedenning/2019/06/02/how-amazon-became-
agile/?sh=7714569331aa [Accessed 14 Jul. 2021].

Elgendy, N., Elragal, A. and Päivärinta, T. (2021). DECAS: a modern data-driven decision
theory for big data and analytics. Journal of Decision Systems, pp.1–37.

Environmental Protection. (2016). Using Big Data Technology for Environmental Protection --
Environmental Protection. [online] Available at: https://eponline.com/articles/2020/03/25/using-
big-data-technology-for-environmental-
protection.aspx#:~:text=Big%20data%20can%20significantly%20help%20organization%20defe
nd%20the%20environment.&text=Big%20data%20analytics%20can%20also%20help%20comp
anies%20become%20more%20sustainable [Accessed 7 Jul. 2021].

Fogarty, D.J. (2019). Chapter 12 Issues and Advantages of Advanced Analytics, Machine
Learning, and Artificial Intelligence in the Workplace. Advances in the Technology of Managing
People: Contemporary Issues in Business, pp.131–148.

Garcia-Carbonell, N., Martin-Alcazar, F. and Sanchez-Gardey, G. (2015). Is double fit a

sufficient condition for SHRM success? International Journal of Organizational Analysis, 23(2),
pp.264–284.
Harvard Business Review. (2020). How Jeff Bezos Built One of the World’s Most Valuable
Companies. [online] Available at: https://hbr.org/podcast/2020/11/how-jeff-bezos-built-one-of-
the-worlds-most-valuable-companies.

Hayes, A. (2021). Operations Management. [online] Investopedia. Available at:

https://www.investopedia.com/terms/o/operations-management.asp [Accessed 5 Jul. 2021].
Heizer, J., Render, B. and Munson, C. (2016). Principles of Operations Management + Myomlab
With Pearson Etext Access Card Sustainability and Supply Chain Management, Student Value
Edition. Pearson College Div.

Heizer, J., Render, B. and Munson, C. (2016). Principles of Operations Management + Myomlab
With Pearson Etext Access Card Sustainability and Supply Chain Management, Student Value
Edition. Pearson College Div.

Kenton, W. (2021). Triple Bottom Line (TBL). [online] Investopedia. Available at:
https://www.investopedia.com/terms/t/triple-bottom-line.asp.

Kim, E. (2015). One phrase that perfectly captures Amazon’s crazy obsession with numbers.
[online] Business Insider. Available at: https://www.businessinsider.com/one-phrase-shows-
amazons-data-obsession-2015-10 [Accessed 6 Jul. 2021].

Kohan, S.E. (n.d.). Amazon’s Net Profit Soars 84% With Sales Hitting $386 Billion. [online]
Forbes. Available at: https://www.forbes.com/sites/shelleykohan/2021/02/02/amazons-net-profit-
soars-84-with-sales-hitting-386-billion/?sh=74c5afff1334 [Accessed 6 Jul. 2021].

LeBlanc, R. (2020). How amazon is changing supply chain management. [online] The Balance
Small Business. Available at: https://www.thebalancesmb.com/how-amazon-is-changing-supply-
chain-management-4155324.

Loske, D. and Klumpp, M. (2021). Intelligent and efficient? An empirical analysis of human–AI
collaboration for truck drivers in retail logistics. The International Journal of Logistics
Management, ahead-of-print(ahead-of-print).

Lu, J., Cairns, L. and Smith, L. (2020). Data science in the business environment: customer
analytics case studies in SMEs. Journal of Modelling in Management, ahead-of-print(ahead-of-
print).
Newton, C. (2021). Amazon is finally realizing it has a labor problem. [online] The Verge.
Available at: https://www.theverge.com/2021/4/16/22386992/amazon-is-finally-realizing-it-has-
a-labor-problem.

Reynolds, M. (2020). Jeff Bezos wants to fix climate change. He can start with Amazon. [online]
Wired UK. Available at: https://www.wired.co.uk/article/jeff-bezos-climate-change-amazon.

Sachs, H. (2020). Why Amazon Is Successful As A Global E-Commerce Company, How Amazon
Benefits Stakeholders, Amazon’s Business Culture And Organizational Structure, And Amazon’s
Strategies For Long Term Success. Independently published.

Smuts, H. and Smith, A. (2021). Collaboration of Human and Machine for Knowledge Work: An
Organisational Transformation Framework for Data-driven Decision-making. Information
Technology in Organisations and Societies: Multidisciplinary Perspectives from AI to
Technostress, pp.25–59.

Sustainability - US. (n.d.). Investing in Our Employees. [online] Available at:

https://sustainability.aboutamazon.com/people/employees/investing-in-employees [Accessed 5
Jul. 2021].

Wu, X. and Gereffi, G. (2018). Chapter 13 Amazon and Alibaba: Internet Governance, Business
Models, and Internationalization Strategies. Progress in International Business Research, 13,
pp.327–356.

Zameena Mejia (2018). Amazon’s Jeff Bezos: This simple framework can help you answer the
most difficult questions you face. [online] CNBC. Available at:
https://www.cnbc.com/2018/11/19/jeff-bezos-simple-strategy-for-answering-amazons-hardest-
questions--.html.
Week 6: Business report on Amazon
Executive Summary

The purpose of this paper is to critically analyze the challenges and opportunities at Amazon, in
terms of their culture, leadership and to generate ways so that the triple bottom lines become
achievable. The case study was assessed and areas of weaknesses and opportunities were
emphasized. The applications of models, frameworks, and theories were pragmatic to various
areas within the organization, and solutions were synthesized for a better outcome. It was found
that Amazon is successful by achieving only one of the bottom lines (Profits) and many issues
need to be addressed if they want to be continuously sustainable. A regenerative approach was
therefore suggested for the company's long-term success.
Table of Contents
Introduction ................................................................................................................................. 33

Leadership................................................................................................................................ 33

Culture...................................................................................................................................... 33

Corporate Social Responsibility ............................................................................................. 35

Conclusion ................................................................................................................................ 36

Recommendations ................................................................................................................... 36

Reference .................................................................................................................................. 38
Introduction

What started as an online bookstore, Amazon, the world's largest E-commerce organization, has
redefined the way the retail industry works over the last decade. The company has an extensive
operating system run by a paramount number of employees that is led by a one-of-a-kind leader.
Amazon has been unstoppable in the way they conducted businesses over the years and perhaps
much of their success can be owed to the eccentric leadership, unique business model, and
people management approaches they implemented. That being said, the company did, however,
receive much condemnation owing to the fact of promoting a toxic work culture, unsustainable
working practices, and showing no remorse for the environment. There are many reports sharing
details about the corruption within the organization leading to unhappy workers and how it is
failing to fulfill the many social responsibilities they owe the people and the environment. That is
to say, the company has many issues and drawbacks in terms of its culture, to some extent,
leadership, and management practices. Centered on appropriate concepts, theories, and facts, the
report will critically analyze the challenges and opportunities of developing sustainable
leadership, culture, and practices with a focus on the triple bottom line and makes
recommendations on how the issues can be addressed differently for long term success.

Leadership
Known for their unconventional work practices, employees at Amazon are invited to what some
may call a political arena to debate each other's ideas while being contentious about each other's
views (Kantor and Streitfeld, 2015). One can therefore define Jeff Bezos as a transformational
leader who constantly engages and connects with his employees to generate differences of
opinions to come up with innovative solutions for the sustainability of the company (Mencl,
Wefald and van Ittersum, 2016; Clegg et al., 2019). Locke (2019) reported that many of Bezos's
decisions are based on facts and truth, thereby allowing his workforce to think critically for the
greater good of the company. However, there are challenges to his style of leadership even
though his method may influence better decision-making. In that arena, employees are faced
with blunt truths, harsh reactions, and, by that means, provoke the minds of the weak. Therefore,
the constant belittlement, manipulation, and pressure from Bezos and top managers are identified
as corrupt practices belonging to the toxic leadership style (Mergen and Ozbilgin, 2021). While
Bezos possesses the essence of a transformational leader where he inspires, motivates, and is
performance-focused (Zaman, Nawaz, and Nadeem, 2020), he also gets enraged when
employees are not performing to his expectations (Kantor and Streitfeld, 2015). The New York
Times article that Kantor and Streitfeld (2015) published also indicated incidents of sabotage,
backstabbing, and indisputable criticisms among employees and managers. Lipman-Blumen
(2006) described these issues as unethical and criminal acts relating to the very nature of the
mephitic repertoire of toxic autocratic leaders. Leaders with these outsized egotistic ambitions
eventually erode public trust and may lead to scarring of the company's image (Tavanti and Tait,
2021), which is something Amazon holds dearly, and it is the leadership style they have to
reconsider for longer-term sustainability. Storm (2019) calls upon leaders to adopt regenerative
principles and lead with compassion for not just profits but the people and the planet. Bezos can
therefore opt for a regenerative organization, where storm discussed is a place that should be
where people thrive, customers do business consciously; leaders lead with compassion and all
operations and production should be based on circularity and design inspired by nature. Or
perhaps they can use a mixed approach of transformational, transactional and situational models
based on the status quo (Itwaru, 2021).

Culture

The culture like the leadership at Amazon has appeared to be a critical success factor for the
company even though they faced much criticism. According to Schein, "culture and leadership
are two sides of the same coin and one can not understand one without the other" (Scheins, 2009,
p.3). The company has espoused a culture that is so customer-obsessed that in the process they
promote hyper-consumption and disregard the toxic work culture they created while fulfilling the
needs of their customers. Therefore, they can be identified as a company where there is a
multifaceted, goal-driven culture based on Bezos's leadership principles and impulses. Using
Edgar Schein's culture web model, the espoused value of Amazon can be identified. Gallo (2021)
stated at the time of employment, Amazon ensures the company's visions and values are crystal
clear to them by iterating to the necessity to be customer-obsessed, continuously innovative, the
obligation to be optimal with operations, and finally, with the aim to long term success.
Similarly, the artifacts can be identified in the fanatical and belligerent work ethics of the
employees, especially on prime sales day (Kelly, 2021). The issue with this is that Amazon needs
to align the three layers properly to gain full effect. Perhaps Charles Handy's 'Four Dimension
Theory' can help better understand Amazon's culture. The organizational culture of Amazon can
be considered as a mix of Role culture and Task culture as explained by Handy himself, where
the position is the main power source in the role culture and essential control is retained by
senior managers in task culture (Handy, 2000). Indeed, this is so because the employees who
hold important job titles are in a position to significantly influence the culture of Amazon,
especially in warehouse operations (Kantor and Streitfeld, 2015). On the other hand, Amazon
possesses traits of task culture because the team members who are more skilled and experienced
are leading and shaping the culture of other employees (Gershgorn, 2021). Subsequently, this
may be so because of the type of power that exists within the company where power follows the
strategic contingency theory that "sees power as something that accrues to individuals and
departments that cope with critical problems" p. (Leavitt, Pondy, and Boje, 1989, p. 346). It is
because of this rigorous power-drunken, obsessive approach to feeding customers what they
want, that contributes towards their toxic culture.

Corporate Social Responsibility

Amazon is fully aware of its actions on the environment and has made very ambitious pledges to
make Earth green again. Considering how customer-oriented they are, Amazon can be
considered a stakeholder company. Fulfilling the needs of customers, while protecting the
environment, is Amazon's ultimate plan. The stakeholder theory explains that stakeholders are
the forefront of the organization and can be suppliers, investors, employees, customers, or the
community (Lange and Bundy, 2018). Needless to say, Amazon's most proud stakeholders are
their customers. Yet Amazon has set out to obtain zero carbon footprint by 2040 (NBC News
2021). (Cernansky, 2021) reported that making ambitious pledges like what Amazon has taken
may be used as a cover-up instead of focusing on the real issues at stake. Amazon stakeholder
duties are heavily slanted and, therefore, the company should look to find that balance among
their profits, people, and the environment. Lange and Bundy (2018) stated that the stakeholder
approach should have a strong moral foundation that entails considerations of care, fairness,
loyalty, and respect for all stakeholders.
Conclusion
The report highlighted various issues and success factors within Amazon. Employees are part of
a toxic culture. Amazon operations are environmentally unfriendly and their approaches are too
customer-oriented, thus affecting the entire system of the company. The leadership style and the
organizational culture have been the apparent reasons for the poor conditions of management
throughout the company. In understanding the various concepts and theories, it can be pinpointed
that the leadership style has caused limitations within Amazon, but the report did provide
alternatives to address and fix the situation. Management can be largely blamed for the culture
they created as no motivational approach is practiced within the organization. It is understood
that they are too technologically-customer-focused and, in the process, fail to address the basic
needs of their employees. In conclusion, the organization has a chain of command that is
unsustainable, an operating system that is ecologically unfavorable, and a very toxic culture. The
good news is that there are numerous options for models and frameworks that Amazon can
introduce into their daily operations.

Recommendations

 The Amazon leadership style may be currently working for them but is not sustainable as
many employees are beginning to complain about the condition they work under. It
would be beneficial for the company if they adapted to a more toned-down approach that
is more employee-oriented and environmentally conscious. A regenerative approach is an
ideal option for Amazon to consider in addressing their internal affairs and their
responsibility towards the environment. According to Storm (2019), leaders who function
by creating a developmental culture build an organization where employees feel valued.
She stressed that these types of leaders understand that change is constant and it is pivotal
to be responsive to that type of nature (Storm, 2019).
 A multidimensional leadership approach such as the one discussed in the week two
activity can be applied so that it addresses different departments based on their
operations. For example, the HR department has more administrative work so a
transformational approach can be implemented there. Similarly, in the warehouse
 department, a transactional approach can be applied. However, the HR department should
use that approach to influence proper working conditions for other departments.
 As it relates to the cultural issue at Amazon Sheins (2000) suggested that companies align
themselves in terms of their artifacts, espoused values, and assumptions. Indeed, many of
Amazon's problems that are attributed to administrative and operational work,
environmental factors, or personality conflicts among employees are the result of the lack
of alignment between these factors of culture. The disconnection among workers at
Amazon causes the undermining of organization commitments and therefore it is
suggested that employees find that socialization process while keeping with the
company's core values. It is also keen to note that organizations are made up of many
sub-cultures and, as such, Amazon needs to determine which one is affecting the overall
image of the company. They should start to believe in building an honest relationship
with their employees with transparent communication rather than the cut-throat tactic
they adopted.
 Finally, Amazon has spoken to its commitments to the environment but desperately needs
to reorganize its stakeholder model so that it supports achieving the triple bottom line.
Yes, it is pertinent to continue to be customer-oriented to generate profits, but what about
the planet and the people? Therefore, a more sustainable operations management model
is needed while ensuring employees are happy and content with their level of work.
Amazon will need a shift from its current model to a more regenerative one for the sake
of its people, planet, and profit. The best way to deal with this is for leaders to intervene
and steer culture. Amazon needs to now encourage its employees to be adventurous,
creative, and open-minded and pursue learning humanely. One thing that Amazon will
gain from is the top-down regenerative approach adopted throughout the company.
Reference
Cernansky, R. (2021). Amazon promises more “Climate Friendly” products. Is it
enough? [online] Vogue Business. Available at:
https://www.voguebusiness.com/sustainability/amazon-promises-more-climate-friendly-
products-is-it-enough [Accessed 11 Jul. 2021].

Clegg, S., Kornberger, M., Pitsis, T. and Mount, M. (2019). Managing and organizations: an
introduction to theory and practice. Fifth edition ed. [online] SAGE Publications, p.London.
Available at: https://contentstore.cla.co.uk/EReader/Index?guid=071bb900-89c3-eb11-a7ad-
281878522c78&pcid=1533916&t=eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJqdGkiOiIxM
DVlZjBmMS1jMzkyLTQxNTQtOWUwNC1hZWZiZjgyYzlhYTIiLCJuYmYiOjE2MjU4MTM
wNjQsImV4cCI6MTYyNTgxMzM2NCwiaWF0IjoxNjI1ODEzMDY0LCJpc3MiOiJEQ1MiLCJ
hdWQiOiJSZWFkZXIifQ.MAHmd3mxrxpYyGUnQ3dJ8s7Mw3fTkOXk5eviOziupGE
[Accessed 7 Jul. 2021].

Gallo, C. (2021). How Jeff Bezos Consistently Communicates Four Core Values That Made
Amazon A Success. [online] Forbes. Available at:
https://www.forbes.com/sites/carminegallo/2021/02/11/how-jeff-bezos-consistently-
communicates-four-core-values-that-made-amazon-a-success/?sh=4f7a9df46e24 [Accessed 10
Jul. 2021].

Gershgorn, D. (2021). Amazon reportedly doesn’t want employees to know when they’re on
performance plans. [online] The Verge. Available at:
https://www.theverge.com/2021/7/9/22570579/amazon-performance-focus-plans-hidden-
employees [Accessed 11 Jul. 2021].

Handy, C. (2000). Gods of management: the changing work of organizations. London; New
York: Oxford University Press.

Itwaru, M. (2021) ‘Week 2: Leadership Role in Health Care Settings’. University of

Bedfordshire. Unpublished essay.
Kantor, J. and Streitfeld, D. (2015). Inside Amazon: Wrestling Big Ideas in a Bruising
Workplace. The New York Times. [online] 15 Aug. Available at:
https://www.nytimes.com/2015/08/16/technology/inside-amazon-wrestling-big-ideas-in-a-
bruising-workplace.html.

Kelly, J. (2021). Amazon Prime Day Offers Great Sales—Here’s What Workers Suffer Through
To Make This Happen. [online] Forbes. Available at:
https://www.forbes.com/sites/jackkelly/2021/06/17/amazon-prime-day-offers-great-sales-heres-
what-workers-suffer-through-to-make-this-happen/?sh=6e91226c1519 [Accessed 11 Jul. 2021].

Lange, D. and Bundy, J. (2018). The Association between Ethics and Stakeholder
Theory. Advances in Strategic Management, pp.365–387.

Lange, D. and Bundy, J. (2018). The Association between Ethics and Stakeholder
Theory. Advances in Strategic Management, pp.365–387.

Leavitt, H.J., Pondy, L.R. and Boje, D.M. (1989). Readings in managerial psychology. Chicago,
Ill.: University Of Chicago Press.

Linstead, S. (2010). Managing Culture. HStalks. Available at: https://0-hstalks-

com.brum.beds.ac.uk/t/1757/managing-cultures/?business [Accessed 7 Jul. 2021].

Lipman-Blumen, J. (2006). The allure of toxic leaders: why we follow destructive bosses and
corrupt politicians--and how we can survive them. New York: Oxford University Press.

Locke, T. (2019). Jeff Bezos: This is the one Amazon leadership principle that “surprises
people” the most. [online] CNBC. Available at: https://www.cnbc.com/2019/10/11/jeff-bezos-
amazon-leadership-principle-that-surprises-people.html.

Mencl, J., Wefald, A.J. and van Ittersum, K.W. (2016). Transformational leader attributes:
interpersonal skills, engagement, and well-being. Leadership & Organization Development
Journal, 37(5), pp.635–657.

Mergen, A. and Ozbilgin, M. (2021). Toxic Illusio in the Global Value Chain: The Case of
Amazon. Destructive Leadership and Management Hypocrisy, pp.163–178.
NBC News. (2021). What Amazon’s Climate Pledge means, according to experts. [online]
Available at: https://www.nbcnews.com/shopping/eco-friendly/amazon-climate-pledge-
n1271192

Schein, E.H. (2009). The corporate culture survival guide. San Francisco, Ca: Jossey-Bass.

Storm, L. (2019). The world calls for regenerative leadership. TedTalk. Available at:
https://www.youtube.com/watch?v=gOAse2G_nmE [Accessed 11 Jul. 2021].

Tavanti, M. and Tait, A. (2021). The Dark Side of Nonprofit Leadership: Cases, Causes, and
Consequences. Destructive Leadership and Management Hypocrisy, pp.255–279.

Zaman, U., Nawaz, S. and Nadeem, R.D. (2020). Navigating Innovation Success through
Projects. Role of CEO Transformational Leadership, Project Management Best Practices, and
Project Management Technology Quotient. Journal of Open Innovation: Technology, Market,
and Complexity, [online] 6(4), p.168. Available at: https://www.mdpi.com/2199-8531/6/4/168.