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The authors are reviewing Social Intrapreneurism and All That Jazz: How business innovators are helping to build a more sustainable world – the last book of the scholarly team David Grayson, Melody McLaren and Heiko Spitzeck issued in March 2014 that aims to demonstrate how business can become an active participant in building a sustainable future by utilizing its capacity and resources.

By reviewing their book in perspective through the literature, the authors discuss its potential and significance for academic and business society.

By doing so, the book was identified as a quite beneficial and a valuable source of information for business students with interest in corporate social responsibility and sustainability, individuals having career aspirations in the field of social intrapreneurship, and managers aiming to introduce social intrapreneurism in their organisations.

The paper adds some further insights into the topic of social intrapreneurship and the relevance of this practice to well-known and established concepts focused on the relationship between business and society.

It is estimated that by the year 2000, 40 per cent of all the UK workforce will require first degree level of education as a minimum. Examines the role of Corporate Community Involvement (CCI), a strategic management tool, and highlights several case examples.

Globally, urban planners and decision makers are pursuing place-based initiatives to develop and enhance urban infrastructure to optimise city performance, competitiveness and sustainability credentials. New discourses associated with big data, Building Information Modelling, SMART cities, green and biophilic thinking inform research, policy and practice agendas to varying extents. However, these discourses remain relatively isolated as much city planning is still pursued within traditional sectoral silos hindering integration. This research explores new conceptual ground at the Smart – Natural City interface within a safe interdisciplinary opportunity space. Using the city of Birmingham UK as a case study, a methodology was developed championing co-design, integration and social learning to develop a conceptual framework to navigate the challenges and opportunities at the Smart-Natural city interface. An innovation workshop and supplementary interviews drew upon the insights and experiences of 25 experts leading to the identification of five key spaces for the conceptualisation and delivery at the Smart-Natural city interface. At the core is the space for connectivity; surrounded by spaces for visioning, place-making, citizen-led participatorylearning and monitoring.The framework provides a starting point for improved discussions, understandings and negotiations to cover all components of this particular interface. Our results show the importance of using all spaces within shared narratives; moving towards ‘silver-green’ and living infrastructure and developing data in response to identified priorities. Whilst the need for vision has dominated traditional urban planning discourses we have identified the need for improved connectivity as a prerequisite. The use of all 5 characteristics collectively takes forward the literature on socio-ecological-technological relationships and heralds significant potential to inform and improve city governance frameworks, including the benefits of a transferable deliberative and co-design method that generates ownership with a real stake in the outcomes.

The concept of the self‐regulating work group is not new. Whilst much has been written about it there are no reliable statistical data about its incidence, perhaps because of the difficulty of adequately describing this form of work organisation. Its use, however, would not appear to be widespread. Nevertheless, it remains one of a variety of work forms for companies to consider in searches for enhanced productivity, flexibility, employee involvement and work satisfaction. It is with this in mind that some of the basic ideas underpinning the self‐regulating work group and conditions surrounding its introduction are considered.

The purpose of this paper is to capture, codify and communicate an implicit change‐management process to embed corporate responsibility and sustainability at the Cranfield School of Management.

To explain the (on‐going) change‐management process, the authors retrospectively applied change‐management literature to the implicit process in which they have, themselves, been intimately involved.

The implicit change‐management process had unconsciously mobilized a variety of tactics identified in the change‐management literature; a more explicit articulation of the “as‐is” and “desired” states, and a more explicit, systematic and regular communication of the journey and goal, might have enabled faster progress. However, the nature of a highly autonomous and decentralized organization, such as an academic institution, means that sustainable change management may be slower than in commercial institutions.

The authors have been closely engaged in the change‐management process they describe and, inevitably, have unconscious biases and partial perspectives. Nevertheless, as a frank and self‐critical account of a five‐year‐plus process, it can assist other academic institutions.

As more business schools seek to embed corporate responsibility and sustainability, the case study identifies a series of potential change‐management tactics.

The paper applies a change‐management model to examine how one school of management is tackling how to embed corporate responsibility and sustainability into its research, teaching, advisory services and its own operations.

This paper aims to describe the emerging practice of joint management‐stakeholder‐committees (JMSCs) in which corporate executives take decisions in collaboration with stakeholders.

To identify firms involving stakeholders in their governance arrangements, the authors analysed 51 companies regularly participating in Business in the Community's Corporate Responsibility Index in the UK. The data provided by the index as well as corporate reports were then analysed to evaluate the impact of JMSCs on corporate decision‐making.

The research finds that JMSCs strongly influence corporate governance mechanisms such as monitoring and measurement as well as the policy development of firms.

The analysis builds on corporate responses given to the questionnaire sent by the Corporate Responsibility Index as well as corporate reports. Future research is encouraged to triangulate findings with stakeholder opinions on the effectiveness of JMSCs.

JMSCs prove to be an effective tool to involve stakeholders in corporate decision‐making processes. Owing to their effectiveness JMSCs are more likely to create trust between firms and their stakeholders.

The paper is the first empirical investigation into the effectiveness of engaging stakeholders in joint management‐stakeholder committees, demonstrating the impact and effectiveness of such engagement.

This 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.

The 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.

Perhaps 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.

The 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.

The British retailer Marks & Spencer aspires to be the world's most sustainable major global retailer by 2015. This paper seeks to examine how the company is embedding sustainability.

The paper is written as part of an ongoing investigation into how businesses do this. It is based on direct dialogue with corporate sustainability specialists inside and outside the company; participation in company stakeholders' briefings held regularly since the launch of Marks & Spencer's Plan A for sustainability in January 2007; and analysis by the company's own corporate sustainability specialists about how they are embedding.

This case demonstrates that, in order to speed their journey, Marks & Spencer have aligned sustainability with core strategy. Top leadership is driving the strategy, which is overseen by the board. M&S have made a very public commitment: Plan A with measurable targets, timescales and accountabilities. The strategy is being integrated into every business function and strategic business unit; and involves suppliers, employees and increasingly customers. To enable implementation, the company is developing its knowledge‐management and training; engaging with wider stakeholders including investors; building partnerships and collaborations; and has evolved its specialist sustainability team into an internal change‐management consultancy and coach/catalyst for continuous improvement.

The value of the case study is that it provides an analysis of how one company, which has been active in progressing corporate sustainability, has evolved its approach in recent years.

The purpose of this paper is to review approaches to providing support to entrepreneurs adopted by four business support organisations, originally created with similar objectives, in Kenya, Uganda, Tanzania and Cameroon to examine entrepreneurial heterogeneity in Africa and the hypothesis that local solutions are required to support entrepreneurs effectively.

An empirical review of each business support organisation's approach, including a stakeholder analysis was undertaken.

Although the trusts were established to achieve broadly similar objectives, all have followed a different path, apparently in response to the need to provide support in different ways. All are successful, demonstrating the importance of this approach. All learn from each other, adopting and, importantly, adapting successful programmes.

The research whilst systematically covering stakeholders was limited to gathering qualitative perceptions of the organisations and their successes. Further research, based on systematic performance measurement by the trusts, and with appropriate control groups, could provide further insights.

The study is relevant to policy makers, particularly in donors and multi‐lateral institutions, considering how further to encourage and support small business development. It should encourage the designers of new programmes to spend more time ensuring that they understand how the needs of local entrepreneurs can best be addressed.

The study is unique in being able to use four business support organisations, in four countries, all with a common core sponsor and similar values, to make comparisons of supporting entrepreneurs. The paper makes a contribution towards demonstrating that there is little homogeneity amongst entrepreneurs in Africa and those entrepreneurs therefore require assistance tailored to meet their particular culture.