Managers: Mercenaries or missionaries
Pages 166 to 178
Cite this article
- SILVA, François
- and MOURGUES, Charles-Philippe,
- Silva, François.
- et al.
- Silva, F.
- and Mourgues, C.-P.
https://doi.org/10.3917/mss.029.0166
Cite this article
- Silva, F.
- and Mourgues, C.-P.
- Silva, François.
- et al.
- SILVA, François
- and MOURGUES, Charles-Philippe,
https://doi.org/10.3917/mss.029.0166
This article proposes a new framework for understanding types of managers according to the new objectives of the company, starting from the premise that companies can no longer only seek short-term profitability but must develop a shared value for the benefit of actors other than the shareholder, on the basis of extra-financial criteria. Indeed, depending on the term (short/long) in which the company operates and the objectives sought by the manager (individual interest, societal/environmental implications, and contribution to the common good), it is possible to distinguish between two types of managers: missionaries and mercenaries. The article develops the characteristics specific to each manager profile by relating the proposed management typologies to the objectives that the company seeks to achieve.
- management
- missionary
- mercenary
- value
- shareholder
Publisher keywords: management, mercenary, missionary, shareholder, value