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Analysis of data from the 1982 Characteristics of Business Owners Survey reveals that there are some differences between the social capital (social resources available from group support networks) of black business owners and those of other ethnic groups. Black owners have had less exposure to entrepreneurial role models and training in firms run by close relatives than Asian, Hispanic, or nonminority male owners. They do not rely on their relatives or friends for business loans to the same extent as Asians, and show less such reliance than the other groups as well. Black owners compare favorably with Hispanics and nonminority males in using family funds as a source of nonborrowed capital, but are behind Asians. Black firms are relatively more likely to sell to minority customers and hire minority employees. Finally, black owners are the least likely to be married, which indicates some diminished help from the family, a key institution in group support networks.

Corporate Social Responsibility (CSR) is an evolving concept that reflects various views and approaches regarding corporate relationships with broader society. This study examines the meanings and values attached to CSR within the Australian resource sector where various interests shape the implementation of CSR programs. The study was based on in-depth interviews with industry practitioners, business leaders, environmental and social specialists, government representatives and community leaders, including representatives from Indigenous groups.CSR was found to be a complex, multi-dimensional concept that was highly individualised with a variety of aspects highlighted during interviews. To make sense of this complexity, meanings of CSR were mapped according to Carroll's four dimensions, namely Corporate, Legal, Ethical, and Philanthropic. However, a further CSR dimension was also required to capture the full spectrum of meanings. Referred to as "CSR interaction", this dimension focuses on CSR meanings that align with the concept of CSR creating social change and improving the dynamics between companies and local communities and stakeholders.This study also identified some key social processes or drivers which helped explain how and why CSR meanings and approaches are adopted and delivered. These drivers also increased understanding of the wide diversity of CSR meanings and their distribution across the different stakeholder groups. Drivers included not only individual-level influences such as background, life experience, cultural and ethical values, but also broader influences such as organisational and institutional context. The implications of this for CSR practice were explored.The study sought to provide guidance for developing a working definition of CSR within the given context, through identifying the key integral requirements for CSR incorporating different perspectives and interests. The intent is that this can help support evaluation of the future success of CSR programs within the Australian resource sector.

Business Ethics and Corporate Governance gives readers a comprehensive coverage of the theories of business ethics and corporate governance. This book emphasizes the importance of ethical principles in overcoming ethical dilemmas in the highly dynamic business world of today. It also provides a details explanation of the corporate governance mechanism. Its constituents and its implementation in India and abroad. Numerous real-life examples and case studies presented in this book help in the comprehension of concepts and discussions around these cases provide a better understanding of real-life business practices. A comprehensive, realistic, innovative, and practical approach to the subject makes this book the most student-friendly text in the market.

Corporate social responsibility ('CSR') is often associated with hopes for improved corporate governance. As understood conventionally, however, CSR is conceptually incoherent, practically unworkable, and wholly unjustified. To be compatible with corporate governance, 'CSR' needs to be understood not as Counterproductive Stakeholder Regimentation, but as Conscientious Stakeholder Responsibility.

"Business leaders need to embrace sustainability in order to ensure the lasting success of their organizations. Co-authors Suhas Apte and Jagdish Sheth bring their expertise from practice and from academic to illustrate how business leaders can embed sustainability in a truly holistic and transformative way. Through an examination of such companies as Walmart, AT&T, IKEA and the Tata Group, Apte and Sheth have developed a proven and actionable framework rooted in the real world success of these companies. The case studies reveal how business leaders proactively engage, energize and promote market sustainability to all of their stakeholders including customers, employees, suppliers, investors and the government. The Sustainability Edge enables companies to critically engage their stakeholders and influence them to accept sustainability as part of their core mission."--

The notion of Corporate Social Responsibility (CSR) seems appealing amidst unprecedented corporate affluence and power vis-a-vis abject socio-economic and deteriorating environmental conditions. An increasing number of corporations have started exploiting social responsibility as insurance strategy against government intervention, media reporting and consumer reaction to irresponsible corporate behaviour. Analyzing retrospectively, current Social Responsibility Practices are far away from letter and spirit. This article aims to present critique of concept and practice of CSR. This phenomenological study, analyzing corporate practices, explores the ulterior motives precipitating corporations espouse CSR and finds that Social Responsibility is not social, it is economic phenomenon. The proposed model of CSR can make it social, sustainable and provide much-needed impetus to practice.