Suchergebnisse

In this paper, the process for firms to decide whether or not to invest in corporate social responsibility is treated from a real option perspective. We extend the Husted (2005) framework with an important extra parameter that allows us to understand the timing of CSR investment and explain why some companies drag their feet over CSR investments. Our model explicitly allows for the impact of the opportunity cost of delaying the CSR investment decision, providing firms with tools to determine the optimal moment of exercising the CSR investment option. We illustrate our timing model through a case study and analyze governmental support strategies for CSR from a real options perspective.

The current conditions for moving towards a sector wide approach (SWAp) to the health sector was researched in three post-conflict states: Timor Leste, Sierra Leone and Democratic Republic of Congo (DRC). This study addresses key lessons learned with regards to the desirability and feasibility of SWAps in post-conflict health sector settings; the progress that these three countries have made in putting in place the six major SWAp building blocks; the drivers and barriers to early SWAp development within these countries; and how to enhance SWAp implementation within health sectors that are in transition from humanitarian to development aid.