Suchergebnisse

Recognising that the concept of 'social responsibility of higher education' can be interpreted in two intricately related ways, viz., responsibility of higher education institutions to society and responsibility of society to higher education, which mutually reinforce each other, this article largely focuses on the former. While social responsibility is an important function of universities, this remained implicit for a long period. As universities tend to increasingly ignore this function and concentrate on teaching and research, the need to explicitly recognise and take up social responsibility as a major function of universities is highlighted. The article highlights how the social responsibility role is intricately related to the other two functions of higher education—teaching and research. Reviewing the efforts of the Government of India in this regard, the article underscores the need to send a message to the entire academic community and society that society values the contribution of higher education to social progress. This also needs to be given proper weightage in the assessment of performance of universities and students.

This part describes the evaluation of corporate social responsibility according to such structural elements as behavior of a socially responsible organization and behavior of a socially responsible employee, splitting into smaller components in accordance with the criteria corporate social responsibility consists of. The chosen approach to the analysis of reactions of the employees of companies allows distinguishing the approach to corporate social responsibility in accordance with opinions of external stakeholders which are influenced by the communication strategies, often applied in the studies. This method of approach enables a more sensitive evaluation of the internal processes of the companies when carrying out the internal cuts in order to understand why the staff contributes or does not contribute to corporate social responsibility. This provides valuable knowledge on how to correct the strategy of the company.

"Could Wal-Mart offer a better solution to healthcare than Medicaid? Could GE help reduce global warming faster than the Kyoto protocol? Social Innovation, Inc. declares a new era where companies profit from social change. Leading corporations like GE, Wellpoint, Travelers and Wal-Mart are transforming social responsibility into social innovation and revolutionizing the way we think about the role of business in society. Based on four years of measuring the social strategies of America's leading corporations, Jason Saul lays out the five strategies for social innovation and offers a practical roadmap for how to get started. Explains the fundamental shift in the role of business in society, from social contract to social capital market. Identifies the 5 social innovation strategies: submarket products and services, social points of entry, pipeline talent, reverse lobbying, and emotive customer bonding. Offers step-by-step guidance for creating economic value through positive social change. Social Innovation, Inc. is about making social change work for the business, and in turn staying relevant in the new economy."--

The essays in this volume open up reflection on the implications of social inequality for theorizing about moral responsibility. Collectively, they focus attention on the relevance of the social context, and of structural and epistemic injustice, stereotyping and implicit bias, for critically analyzing our moral responsibility practices.

Most of people have believed that corporate social responsibility (CSR) played a significant role in the 2008 global financial crisis. However, little research has been done to reflect on the underlying issues of CSR in connection to the financial crisis. This collection brings together leading scholarly thinking to understand why CSR failed to prevent the global financial crisis, how corporate social irresponsibility (CSI) contributed to the financial crisis, and how we may reframe CSR or improve CSR frameworks to help prevent or mitigate any future financial and economic crises. While the conventional CSR theories are identified as an implicit construction of alienated CSR, a new perspective of CSR, namely, an embedded CSR, is proposed in this volume. CSR involves a variety of issues and demands continuing and multidisciplinary explorations. As a pioneering research into embedded CSR, this volume concentrates on three key themes: A critical review of the role of CSR played in the financial crisis and its underlying theses; A unique understanding of the institutionalization of CSR in codified rules and the application of CSR into business and management; and An in-depth exploration of the future direction of CSR as post-crisis agenda.

Corporate citizenship protagonists - whether academics or practitioners - are increasingly being challenged with regard to the relevance of corporate citizenship as a driver for global change. This special edition directly addresses this challenge, focused on the theme ""Is corporate citizenship making a difference""?