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PurposeThis paper aims to deal with the significance of leadership as driver of corporate responsibility and complementary, dynamic organizational change. It seeks to focus on the continuous attention required by competitiveness, and the cultural complexity of renewing business processes in a global environment.Design/methodology/approachThe paper opens by adopting the insecurity context that is clearly reflected in a range of contemporary management and non‐management discourses. Among the negative attributes of advanced globalization the authors trace the erosion of trust between society and institutions to perceptions of impropriety by managers in large firms. Reflecting on their extensive joint experience of the corporate responsibility vanguard from the early 1990s, they suggest some interesting themes that will be familiar to governance and CSR academics and practitioners alike. Strands of social, political, economic, cultural and environmental complexity are evident in the narratives.FindingsPerhaps reflecting this decline in trust, the chorus of stakeholders calling for CSR two decades ago has now segued into a demand for sustainable enterprise. But are the dimensions of sustainability any more distinct and measurable than its conceptual antecedent: what is it for a firm to be responsible, accountable, sustainable and transparent? While aspiration can be seen to be running well ahead of capability on such a score in many businesses there are some showing clear leadership in the challenge to be more sustainable.Originality/valueThe paper offers an insight on the responses to this challenge at telecoms multinational BT. It articulates a comprehensive approach to what is a highly socialized (human‐focused) approach to managing the multiplicity of risks inherent in the opening context.

This book argues that organizations, corporations, and governments have the abilities and resources to drive deep systemic change, yet fail to evoke change strategies that can significantly improve the social fabric of our global environment. It actively engages the reader in a conversation that reviews, evaluates, and challenges these issues juxtaposed to current strategies and resulting positions regarding business ethics, social responsibility, our view towards humanity, and the role of leaders. Provocative in its voice and message, this book demonstrates how more robust contributions can lead to effective change. The author includes a detailed change model designed to invoke significant global change that builds upon the current work of the United Nations' Global Compact, and incorporates the participation of all critical stakeholders including corporate leaders, civil society, government leaders, and the people who are challenged daily by ethical dilemmas and social responsibility initiatives. It speaks to academics and students of change management, social responsibility, and business ethics, as well as the organizations and communities who stand to make a positive difference in the world.

Cover -- Occhiello -- Dedica -- Indice -- Introduzione -- Occhiello Parte I - Responsabilità sociale di impresa: un inquadramento teorico -- P. I - Capitolo I: Lo stato del dibattito sulla responsabilità sociale di impresa -- P. II - Capitolo II: Responsabilità sociale di impresa: politiche e strumenti operativi -- Occhiello Parte II - Pratiche di responsabilità sociale di impresa: il bilancio sociale -- P. II - Capitolo I: Il bilancio sociale. Oltre la rendicontazione economica -- P. I - Capitolo II: Perché redigere un bilancio sociale? Il caso del terzo settore -- Bibliografia -- Finito di stampare -- Volumi pubblicati

ABSTRACTThe imperatives of a growing consensus on human‐induced causes of climate change, an increasing gap between rich and poor, and the misguided incentives in the economic, business, and financial models that dominated the last quarter of the twentieth century and first decade of the twenty‐first century along with the emergence of Web 2.0's transparency have highlighted the need for a new approach to capitalism. Looking around the world, we can witness the emergence of numerous new forms of enterprise that are part of a broader movement that we are calling change to a sustainable enterprise economy (SEE Change). This article details the broad outlines of the emerging shift, highlighting the new types of enterprise that constitute the SEE. First, we set the context in which business unusual is evolving, a context of "wicked problems"uncertainty, and sustainability problems. Then we provide an overview of new types of enterprises that are already emerging to cope with these changes, enterprises of the cloud (interlinked, web‐based enterprises that rely on the "cloud" of computers that store data such as social media, eBay, and Google). Next, we outline how such enterprises are permitting processes of dematerialization and "servicization" (the shift from product to services) to create new forms of enterprise that are less dependent on physical resources. From here, we explore what we term enterprise unusual, corporations that incorporate pro‐social goals into their very essence, for example, for‐benefit corporations, the B Corporation, and conscious capitalism companies, along with a few entities that are shaping their product development along the lines of biomimicry. All of this change, we argue, has created a blurring of sector boundaries evidenced in the rapid emergence of social enterprise, of which explore a variety of types, and what is being called the fourth sector, where business purpose and pro‐social activity are combined.

"Sustainability is a topic of great interest to governments, businesses and individual members of society. There is a general consensus that sustainability is important and therefore, needs to be addressed. There is much less consensus, however, as to what this actually means and how it can be addressed. It appears to mean different things to different people and certainly everyone has their own priorities about what needs to be addressed. Consensus is difficult to find because of the complexity of what is involved in sustainability. This book addresses a number of these complexities by looking at different perspectives from experts from a wide range of different disciplines and from different parts of the world. The aim of the book ,therefore, is to stimulate discussion about what needs to be prioritised, as this forms an essential precursor to taking the necessary actions in order to achieve the essential sustainability for the planet"--

PurposeThe purpose of this paper is to present a procedure for identifying a corporate social responsibility (CSR) model with best goodness‐of‐fit. This research constructed a model of which CSR was mainly influenced by four core components: accountability, transparency, competitiveness, and responsibility.Design/methodology/approachThe data presented in this study were collected from companies in the year 2009 in Taiwan using questionnaires, and in total 185 companies were analyzed. Structural equation modeling was applied to assess the proposed CSR model containing four latent factors and 13 observation indicators.FindingsThe results of confirmatory factor analysis indicated that the correlation among four latent variables was significant, and the second‐order factor structure fit the observed data well.Research limitations/implicationsThe result supported the proposed model that four constructs played a dominant role toward CSR. Business leaders therefore could have clearer perspectives while facing challenges regarding CSR issues.Originality/valueThe paper shows that while developing business strategies, companies taking accountability and transparency as priority would strengthen their competitiveness and generate responsibility and in turn lead to CSR. Companies would obtain great advantages in the long run.

Part 1: Introduction -- Chapter 1: The Call for for Responsible Research in Business and Management -- Part 2: Methodologies for Responsible Business Research -- Chapter 2: Critical Realism: A Philosophy of Science for Responsible Business and Management Research -- Chapter 3: Identifying and Solving the Right Problem by Using Multidimensional Systems Thinking -- Chapter 4: Relational Objectivity as Responsibility in Management Research -- Chapter 5: Reflections on Standards for Responsible – and High-Quality – Research: A Call for Peace -- Chapter 6: Responsible Research and Diversity in Methods – Contributions of Mixed Methods Research for Better Business and a Better World -- Chapter 7: From Being Observed to Becoming an Active Participant: How Visual Research Methods Contribute to Producing Useful and Credible Knowledge -- Part 3: Getting Closer to Real World Business -- Chapter 8: Sustainable Value Management: Pluralistic, Multi-Criteria, and Long-term Decision Making -- Chapter 9: Responsible Research for Responsible Investment The JUST Capital Case Study -- Chapter 10: Obstacles to Sustainable Change in Business Practice.