Suchergebnisse

"In a world struggling to adapt to seismic social and environmental changes, the time is now for businesses to prioritise creating local conditions of peace. This book builds on original research foregrounding 'peace' as a core business outcome for natural resources industries. Especially in non-warlike situations where natural resources industries have exacerbated or caused conflict, foregrounding peace as a core business outcome can bring substantial benefits. Peace is a concept external and internal stakeholders understand. Consequently, research shows that when natural resources sector CSR professionals start reframing their day-to-day decisions in terms of peace outcomes, they are more likely to create efficient and cost-effective solutions to environmental, social and economic business challenges. This book provides both theory and practical suggestions for how to reframe day-to-day CSR activities of natural resources companies as peace-focused, business decisions. Especially in the remote and rural regions of the world where natural resources industries have the greatest impact, businesses can lead the way in contributing to conditions of peace while bringing much needed resources to market"--

Purpose
Despite the pressure on work-family polices arising from the increase in nonstandard working times in various sectors, only a few studies have addressed management practices in 24/7 workplaces. This paper aims to investigate the challenges Finnish managers face in meeting the various tensions stemming from nonstandard working hours and services operating 24/7. Two typical 24/7 work contexts are focused: the hospitality and retail industries and flexibly scheduled early childhood education and care (ECEC) services. The emphasis is on management practices relating to the planning of work shifts and children's care schedules.


Design/methodology/approach
Study 1 comprises focus group interviews with middle managers (N = 20) working in hotels, stores and service stations with restaurants and shopping facilities. Study 2 uses survey data on directors (N = 20) of centers offering flexibly scheduled ECEC services.


Findings
The results showed that management in 24/7 workplaces raises issues of fairness and social responsibility. Managers in both sectors were faced with constantly varying service demands, leading further to changes and unpredictability in employee working times. Alongside organizational goals, the business managers reported needing to consider employee needs and the ECEC service directors the well-being of parents and children. They also reported seeking the most cost-effective way to deliver services at a time of budget cuts.


Research limitations/implications
The relatively small sample sizes and non-representative nature of the data restrict the generalizability of the results.


Practical implications
Service organizations need to design a 24/7 strategy that includes organizational communication and guidelines on fair work scheduling. Key issues in management are finding ways to enhance predictability within unpredictability, discussing the most common ethical problems and developing the skills needed to manage diversity. These are elements that should be included in management training.


Originality/value
The study contributes to the literature by focusing on seldom studied issues and innovately approached by comparing two work sectors.

AbstractA bibliometric and bibliographic review was carried out to determine the effect that gender diversity in a board of directors has on the level of business commitment to sustainable development and stakeholder engagement through the dissemination of social and environmental information. The review included 89 articles published in the 66 most prestigious journals on business, management, ethics and environmental sciences according to the journal citation reports on the ISI Web of Knowledge. There has been spectacular growth in this line of research since 2016, led by Spanish and American researchers. There is currently a paradigm shift in the theoretical frameworks that support these investigations in examining the organisational and institutional environments that favour the advantages associated with the presence of women in bodies responsible for business strategy. However, the latest papers are based on the use of the Critical mass theory and moderating factors in order to explaining the divergence of results.

Abstract
This paper adopts a green managerial delegation model in a polluting network industry wherein consumers form fulfilled rational expectations of network externalities. We show that firms are consistently incentivized to undertake ECSR (environmental corporate social responsibility) under price competition, while positive network externalities can increase the strategic level of ECSR. We also show that product substitutability between network products can play an important role in determining a firm's strategic level of ECSR and resulting profits. Finally, ECSR is conducive to increasing environmental quality and social welfare in a high-polluting network industry. Therefore, the strategic adoption of ECSR in a network industry is Pareto-improving as environmental damage becomes serious.

Although there are several studies which focus on the status of corporate social responsibility and sustainability in the Middle East or Arab World, CSR in the United Arab Emirates has not been examined broadly yet. Thus this study set out to fill this gap. To achieve this objective, CSR practices of the 50 largest Emirati companies are investigated based on Whitley's national business systems approach. Several additional questions are answered in this study, such as which sectors stand out with regard to CSR practices or whether there is really a relationship between firm size and CSR practices for Emirati companies. The outcome of this research revealed that the country's political and socio-economic institutions play a central role in shaping the understanding and practice of CSR activities.

The growing interest in corporate social responsibility (CSR) has led to renewed attention to the relationship between businesses and key stakeholders, such as NGOs or local communities. Curiously, however, one societal actor - trade unions - is largely missing from such discussions, while the employment relations (ER) literature seldom engages with the concept. This situation is all the more remarkable since - at least in continental Europe - unions have traditionally played a prominent role in defending the interests of one key stakeholder, the employee. Written by dedicated experts in their field, this book addresses a key gap in both the CSR and ER literatures, namely trade union policies towards CSR as well as their engagement with particular CSR initiatives and the challenges they face in doing so. The research covers 12 European countries, which, when taken together, constitute a representative sample of industrial relations structures across the continent. This book will be essential reading for scholars and students of international business, employment relations, public policy and CSR.

We have a responsibility to obey COVID-19 rules, in order to minimize risk. Yet it is still seen as rude to challenge people who do not respect those rules, when in fact the opposite is true; it is rude to increase risk to others. In this paper I analyse the relationship between risk, responsibility, and rudeness by analysing the evolution of the main governmental slogans and rules and explore the complex relationship between simplicity, safety, and perceived fairness of these rules, and how these features in turn influence the extent to which we act responsibly. I begin by exploring the relationship between rudeness and risk in our interactions about coronavirus, before going on to analyse the importance of clear rules in minimizing tension between us, illustrating the argument with various slogans including "stay at home," "stay alert," and the now infamous "rule of six," which is actually at least three different rules. Ultimately, we are faced with a paradox: people annoyed about complex/unfair rules are less likely to obey them, even if that means rules will apply for longer and even though it was noncompliance with earlier simpler rules that means new rules are necessary. And if rules make less or no sense it is harder to try to get people to follow them in your own capacity as a citizen; it is hard to police rules that are seen as arbitrary or unfair.