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Article
Publication date: 1 February 2006

Tejinder Sharma and Mahabior Narwal

Crisis is the real test of the capabilities, of both the organizations as well as individuals. When time is hard, they are tempted to break the rules of the game, only to realize…

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Abstract

Crisis is the real test of the capabilities, of both the organizations as well as individuals. When time is hard, they are tempted to break the rules of the game, only to realize later that the harm done by their socially irresponsible behaviour while handling the crisis, outweigh the damage because of the crisis itself. The Spring of 2003 brought crisis on the MNCs in soft‐drinks and chocolate industries. In this paper, the action of three MNCs to get out of the crisis is analyzed from the CSR perspective, both theoretically and empirically. The actions of the company manufacturing chocolates are perceived as being socially responsible, while those manufacturing soft‐drinks are not perceived as being socially responsible. Although the MNCs are out of the crisis now, but people are able to differentiate between socially responsible behaviour and those actions, which are not. Such repeated actions may damage the company reputation and erode their competitive advantage in long run.

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Social Responsibility Journal, vol. 2 no. 2
Type: Research Article
ISSN: 1747-1117

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Book part
Publication date: 17 July 2011

Ethan S. Bernstein and Frank J. Barrett

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities…

Abstract

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78052-022-3

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Article
Publication date: 1 December 2005

Kelly Dye, Albert J. Mills and Terrance Weatherbee

This paper aims to build on recent work in the field of management and historiography that argues that management theorizing needs to be understood in its historical context.

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Abstract

Purpose

This paper aims to build on recent work in the field of management and historiography that argues that management theorizing needs to be understood in its historical context.

Design/methodology/approach

First, the paper attempts to show how a steady filtering of management theory and of the selection and work of management theorists lends itself to a narrowly focused, managerialist, and functionalist perspective. Second, the paper attempts to show how not only left‐wing ideas, but also even the rich complexity of mainstream ideas, have been “written out” of management accounts. The paper explores these points through an examination of the treatment of Abraham Maslow in management texts over time.

Findings

The paper's conclusion is a simple one: management theory – whether mainstream or critical – does a disservice to the potential of the field when it oversimplifies to a point where a given theory or theorist is misread because sufficient context, history, and reflection are missing from the presentation/dissemination.

Originality/value

This paper highlights the importance of reading the original texts, rather than second or third person accounts, and the importance of reading management theory in the context in which it was/is derived.

Details

Management Decision, vol. 43 no. 10
Type: Research Article
ISSN: 0025-1747

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Case study
Publication date: 20 January 2017

Edward W. Davis and Keith L. Paige

The consumer-products division of a multinational company is facing a decision on the sourcing of product components: whether to stay in Taiwan or switch to Mexico. See also the…

Abstract

The consumer-products division of a multinational company is facing a decision on the sourcing of product components: whether to stay in Taiwan or switch to Mexico. See also the supplement to this case, “Cost Analysis for Sourcing Alternatives for Emerson Electric Company ACP Division” (OM-0823).

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

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Article
Publication date: 4 January 2013

W. Randy Evans, Stephanie S. Pane Haden, Russell W. Clayton and Milorad M. Novicevic

The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the…

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Abstract

Purpose

The aim of this paper is to examine the development of the social responsibility (SR) of business concept and related management philosophies through the history‐of‐management‐thought perspective.

Design/methodology/approach

The history‐of‐management‐thought approach to social responsibility (SR) is grounded in the paradigm of continuing progress exemplified by the contributions of great management thinkers (e.g. Fayol, Taylor, Follett, Barnard). A historical evolution of the SR concept is provided, together with tracing the development of stakeholder theory in its attempt to depict the relationship between stakeholder management and SR.

Findings

Three management philosophies (recognition of the external environment, a need for collaboration, and a need for a shared understanding) emerge from both classical and modern management thinkers. Recent conceptualizations have added depth by clarifying the meaning of social responsibility and in addition, detailing the nature of firm‐stakeholder relationships. Despite voluminous literature, achieving collaborative integration between firms and stakeholders in practice appears elusive.

Practical implications

These management philosophies can help organizations navigate the intertwined relationship between business and society. Business leaders need to consider the vital role of trust in building more collaborative relationships.

Originality/value

The unique contribution of this paper is to provide the first history‐of‐management‐thought perspective on the social responsibility of business by tracing changes in the conceptualization of this concept, including the related stakeholder paradigm, to their roots in the works of renowned management thinkers.

Details

Journal of Management History, vol. 19 no. 1
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 4 October 2011

Rosamaria C. Moura‐Leite and Robert C. Padgett

The concept of corporate social responsibility (CSR) has a long history associated with how it impacts on organizations' behavior. In order to understand CSR's impact on…

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Abstract

Purpose

The concept of corporate social responsibility (CSR) has a long history associated with how it impacts on organizations' behavior. In order to understand CSR's impact on organization behavior, therefore, it is necessary to comprehend its progression. Subsequently, the purpose of this paper is to trace the conceptual evolution of CSR.

Design/methodology/approach

The paper reviews the literature and adopts a chronological structure organized on a decade‐by‐decade basis. The results demonstrated that CSR research has changed constantly during the last 60 years.

Findings

In the 1950s the primary focus was on businesses' responsibilities to society and doing good deeds for society. In the 1960s key events, people and ideas were instrumental in characterizing the social changes ushered in during this decade. In the 1970s business managers applied the traditional management functions when dealing with CSR issues, while, in the 1980s, business and social interest came closer and firms became more responsive to their stakeholders. During the 1990s the idea of CSR became almost universally approved, also CSR was coupled with strategy literature and finally, in the 2000s, CSR became definitively an important strategic issue.

Research limitations/implications

The focus of this work is on researches that have generated much of the original discourse on this issue, since it is difficult to cover all of the existing literature. In addition, this analysis of the conceptual evolution of CSR started with Bowen's, although earlier references can be found.

Originality/value

This paper provides didactical information of the conceptual evolution of CSR, also it advances on the discussion of the progress of CSR throughout time that has caught the attention of several researchers and finally it provides recommendations for further studies.

Details

Social Responsibility Journal, vol. 7 no. 4
Type: Research Article
ISSN: 1747-1117

Keywords

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Book part
Publication date: 14 May 2018

Archie B. Carroll and Jill A. Brown

The purpose of this chapter is to introduce and provide an overview of the topic of corporate social responsibility (CSR). The approach is to present an introduction to the…

Abstract

The purpose of this chapter is to introduce and provide an overview of the topic of corporate social responsibility (CSR). The approach is to present an introduction to the importance of the topic and a review of the concept’s evolution and development which includes an exploration of the topic’s meaning and competing and complementary frameworks which are related. Among these related concepts are the following: business ethics, stakeholder management, sustainability, corporate citizenship, creating shared value, conscious capitalism, and purpose-driven business. These concepts are frequently used interchangeably with CSR, and they have more in common than differences. At their core, each embraces value, balance, and accountability. The chapter also explores a number of key research avenues that are quite contemporary. Among these, the following topics are addressed: political CSR; the CSP–CFP relationship and business case for CSR; upstream/downstream CSR; CSR in emerging economies, corporate social activism, and corporate social irresponsibility. In the final analysis, it is argued that the topic of CSR continues to be on an upward and sustainable trajectory in both conceptual development and practice.

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Article
Publication date: 1 January 2004

Keith Davis and Sally Scholfield

This paper gives an overview of the evolution of digital reference services at the University of Technology Sydney, and the emergence of a new phase to this service as part of a…

666

Abstract

This paper gives an overview of the evolution of digital reference services at the University of Technology Sydney, and the emergence of a new phase to this service as part of a planned global network of digital reference partners. Reasons for moving beyond traditional reference to networked provision are discussed, and the merits of different types of online service are sketched out. The benefits of a global consortium approach as opposed to local consortia are also described, together with the criteria for selecting suitable consortium partners. Strategies for exchange of knowledge and improving cross‐institutional awareness of each partners’ user enquiries are given, and the shape of the next collaborative phase of the service is indicated.

Details

Library Review, vol. 53 no. 1
Type: Research Article
ISSN: 0024-2535

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Article
Publication date: 1 March 2003

Barry Anderson, Sandy Davis and Theresa Gullo

The federal budget process is a compilation of many rules and procedures, enacted primarily over the past century. Initially neutral as to budget outcome, that process, by the…

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Abstract

The federal budget process is a compilation of many rules and procedures, enacted primarily over the past century. Initially neutral as to budget outcome, that process, by the mid-1980s, had evolved to emphasize reducing the deficit. And the budget enforcement procedures put in place to control deficits, combined with robust economic growth, helped to produce historic budget surpluses by the end of 1990s. But in 2001, the economy slowed significantly. The budgetary effects of that slowdown, of the terrorist attacks of September 11, 2001, and other factors, brought a return of the deficit in 2002--- ironically, just as the budget enforcement framework put in place to control deficits expired. Now, lawmakers face the question of what new framework should take its place. This article discusses the evolution of federal budgeting, emphasizing the major characteristics of each period and what factors drove reform efforts at each stage.

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Journal of Public Budgeting, Accounting & Financial Management, vol. 15 no. 2
Type: Research Article
ISSN: 1096-3367

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Book part
Publication date: 14 September 2020

Virginia Munro

To determine the new responsibility and new form of CSR required in an evolving ecosystem, this chapter covers the historical evolution of CSR including the various additional…

Abstract

To determine the new responsibility and new form of CSR required in an evolving ecosystem, this chapter covers the historical evolution of CSR including the various additional labels CSR has attracted, and its many surrogate, complementary, and alternative terms and themes. Some parties still view CSR as just a form of Philanthropy; however, current definitions for CSR involve many components, which have adapted over time. The new CSR definition provided by the European Commission in 2011, for example, mirrors some of the changes created by the inclusion of the sustainable development goals (SDGs) in 2015. The creation of shared and integrated value and the ongoing development of the social enterprise industry are further developments, alongside the growing trend toward B-Corp registration, the increasing emphasis on ‘business-for-purpose’ and the rise of the ‘be the change’ movement. This chapter discusses this journey and reveals how CSR has followed a cycle of social movements through several industrial revolutions. As we head toward the Fourth Industrial Revolution and usher in the new era for Globalization 4.0, this requires new business models, new labels, and new adaptations of CSR. These concepts are introduced in this chapter and developed further in later chapters.

Details

CSR for Purpose, Shared Value and Deep Transformation
Type: Book
ISBN: 978-1-80043-035-8

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