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The purpose of this paper is to conceptualize a new paradigm that challenges managers of hospitality services to include the component of corporate social responsibility (CSR) into the business plan. The objective is to answer the question: how can organizational leaders really lead and serve at the same time?

The design follows a research of the literature from a global perspective to show that CSR preserves losses related to the breach of cultural, environmental, economic, physical, and linguistic boundaries associated with globalization.

Evidence shows CSR safeguards are, otherwise, extraordinary assets to create a sophisticated business portfolio with increase in earnings at least in keeping with or surpassing more traditional portfolios. Discussion points include variations in the interpretation of CSR between countries, and the need for legal policy to enforce implementation of CSR practices for companies both at home and abroad in order to protect human rights, social investments, environment, culture, language, fair trade, and economic sustainability.

Several practical management tactics for CSR are presented in a chart accompanying the text. These include ideas and ways to: implement change in the workplace, save energy, communicate with employees and guests, clean with green products, and save money.

This paper is valuable to managers arguing for or seeking investment opportunities with sound CSR initiatives.

Emerging collaborative arrangements between public and private institutions provide the potential for novel ways of enhancing the provision of public goods. This paper aims to explore the question whether formal mechanics rooted in complex institutional alliances are today's prototype of tomorrow's mainstream approaches to governance, or such mechanics are transitory stages or symptoms of governance challenges that will eventually be resolved through more traditional means.

The paper focus on the role of business in these governance micro‐climates, although the analysis carries implications for public institutions and civil society organizations, and the final sections extend the country case analysis to related public policy strategies.

Collaborative governance could be the common currency of decision making in the future and is preferable if it provides a means to overcome existing institutional constraints to effectively addressing social and environmental challenges.

The paper brings together the phenomena of collaborative governance and corporate responsibility.

Addresses three related, though not entirely congruent, aims. Seeks, first, to initiate moves towards a “normative theory” ‐ a conceptual framework ‐ for the developing of social accounting by organizations. Second, aims inductively to draw out best practice from a range of social accounting experiments, illustrated, in particular, by reference to two short cases from Traidcraft plc and Traidcraft Exchange. Third, draws from the conclusions reached in the exploration of the first two aims and attempts to identify any clear “social accounting standards” or “generally acceptable social accounting principles” which can be used to guide the new and emerging social accounting practice. Presents a number of subtexts which attempt to link back to the accounting literature’s more trenchant critiques of social accounting; to address the tension between academic theorizing and engaging with practice; to synthesize different approaches to social accounting practice; and to respond to the urgency that the recent upsurge in interest in social accounting places on the newly formed Institute of Social and Ethical Accountability. An ambitious paper which means that coverage of issues must be thinner than might typically be expected ‐ exploratory, rather than providing answer, offers a collective view from experience and encourage engagement with the rapidly evolving social accounting agenda.

The purpose of the paper is to explore the theoretical underpinnings and practical implications of responsible competitiveness, where responsible business practices become a driver of national and regional competitiveness.

The paper is based on extensive international consultations in association with the United Nations, detailed case studies, and econometric analysis of country level competitiveness and corporate responsibility related data.

The paper concluded that responsible business practices can contribute to national and regional competitiveness, and that without such links corporate responsibility impacts are likely to remain limited.

Further sector and issue‐based and country‐level research is needed exploring the potential and practice of responsible competitiveness.

Proposes that national and regional strategies for enhancing competitiveness and so also social/environmental outcomes can be grounded in responsible competitiveness. Furthermore, offers insights into how global markets can internalise key costs and benefits.

The paper authors the notion of responsible competitiveness, and provides original definitions, methodology and data previously unpublished in any academic journal.

The purpose of this paper is to emphasize that the growing of competitiveness at any level may be possible through more responsibility (business ethics) on the one hand and less corruption (as lack of business ethics) on the other.

The objective of the paper is to identify the double‐way relationships between competitiveness and the responsible (beyond ethics) behaviour. In order to do this, the authors used correlation indexes CORREL and R² and the graphic representation able to illustrate the above‐mentioned interrelations.

The authors observed that there is a strong and direct correlation between GCI, RCI and CPI – at national level, and six possible situations which reflect the interrelations between NP and FGP.

The paper may be continued with specific behavioural models of MNEs in different host countries – integrating different approaches of business ethics.

The practical implications of the paper consist in offering some guidelines/starting points for firms in the search of global competitiveness through responsible/ethical conduct.

The paper develops a new conceptual framework, which integrates two “obsessions” of nowadays (competitiveness and responsibility) into the concept of global performance – national and firm related.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Former UK Prime Minister Margaret Thatcher once controversially claimed that there was no such thing as society. Despite inevitable condemnation, her remarks spawned an era where collective responsibility gave way to a belief that it was every man for himself. Hopefully, things have changed for the better since those “me, me, me” days of the 1980s.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

As China takes on the role of workshop of the world, how do its businesses and their customers recognize and react to the need for corporate social responsibility?

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.