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Corporate social responsibility (CSR) is one of the most crucial phenomena of global capitalism at the beginning of the twenty‐first century. For this reason it is emphasized by many companies (especially transnational corporations and multinational companies) and in the European Union and its policy. The main purpose of this paper is to analyze how CSR exists in a transitional country and region – the Upper Silesian Industrial District and the Rybnik Coalmine Area in Southern Poland.

A qualitative and quantitative methodology was used to summarize the sociological research among entrepreneurs and businesses located throughout the region.

This research showed that the CSR model is a new phenomenon, relatively unknown to entrepreneurs and managers, although there are some examples of CSR practices which currently exist in the strategies of certain companies. These companies are enterprises with significant foreign capital, which proves the theory that CSR is a new kind of idea and consciousness coming into Poland (and Upper Silesia) from abroad. Small to medium‐sized enterprises (SMEs) that belong to the Polish citizens are characterized by an unconscious mode of CSR. There are also examples of building a CSR model in the local perspective among SMEs through European projects. One project called “Inherit the Job” had a goal which was to have local companies recruit the long‐term unemployed for internships and practice and at the end of the program to employ them. To conclude, building a CSR model at the local/regional level depends on one's mentality and way of thinking and it will be a huge challenge in the coming years of transition.

The limitation of the research is that companies are not very open to researchers and often would like to present themselves in a public relations manner and not reveal the true condition of the company.

The practical implications of the research are to create new programs focusing on CSR awareness and distribute them among SMEs and other companies.

The original value of the research is in showing how the model of CSR as a social phenomenon is implemented among entrepreneurs and companies in the Upper Silesian Industrial District.

University–industry collaborations are an important driver of innovation that highlights the benefits of collaborative processes across organizational boundaries. However, like in most collaborative processes, many challenges remain when trying to manage the process of knowledge sharing and interaction in university–industry partnerships. In this chapter, the authors specifically investigate how leadership as a managerial dimension facilitates collaboration within university–industry joint laboratories. The authors present an explorative and inductive case study of eight joint laboratories set up by Telecom Italia within five major Italian universities. The results show that the laboratory directors play a crucial role in providing a dynamic and socially active working environment, which is enabled through a process of sensemaking and sensegiving. The authors, moreover, find that this process plays a crucial role by shaping effective communication channels that facilitate knowledge sharing and transfer of information. The authors find that this process ultimately acts as a mediator between charismatic leadership on the individual level and distributed leadership on the collective level.

To explore whether supposedly non-modern patrimonial arrangements ever advance the “modern” economy, this essay examines emergent state institutional practices in North America in relation to the domain of public lands from colonial times to the late nineteenth-century U.S. I deconstruct the Weberian model of patrimonialism into four elements – logic, setting, obligations, and resources – in order to show how state grants of land to individuals and corporations (notably railroad companies) constituted patrimonial practices embedded within modern structures. “Modern state patrimonialism” had its origins in royal patrimonialism. Monopolization of resources – by a state rather than an absolutist ruler – continued to offer the basis for patrimonial practice, but state patrimonial resource distribution became less personalistic and more connected to public goals (financing the state, rewarding state service, settlement of territory, development of a national economy, and construction of a transportation system). Recipients of patrimonial distributions often gained considerable control over disposition of resources that they received. In these patrimonialist practices, economic action was constructed in logics of action that occurred outside of “market” transactions. Future research should analyze patrimonial dynamics during the twentieth and twenty-first centuries, by identifying state monopolizations of scarce and desirable resources (mineral rights; city water systems; electrical systems; telephone systems; radio, television, and other airwave bandwidth; the internet), and analyzing how the distribution of those resources are entailed, controlled, licensed, or otherwise managed. A research program in the study of modern patrimonialism helps build out an institutionalist sociology of the economy.

AT the very outset of this paper it is necessary to make clear that it is not an attempt to compile an exhaustive bibliography of literature relating to special librarianship. Neither space nor time permit this. In fact, the references given can only claim to be a sample of the wealth of material on the subject and this paper is submitted in the hope that it will stimulate others to more scholarly efforts. Reference numbers throughout this paper refer to items in the ‘Select list of references to the literature of special librarianship’, section 2 onwards.

This paper aims to trace the roots and development of Consumer Culture Theory (CCT) through the eyes of major participants in this field of study.

The report is a qualitative essay based on data accumulated and integrated from several directions: the CCT literature, reminiscent versions by significant scholars, and participant/observation by the author.

The CCT conferences began in 2005, sparked by the contribution of Eric Arnould and Craig Thompson. However, earlier versions are traced through the growth of interest in the study of consumer behavior starting in ancient times and spurred by the surge of post-World War II prosperity and technological advances. The expansion of consumer studies through the Association for Consumer Research (ACR), the Journal of Consumer Research (JCR), and the Heretical Consumer Research (HCR) were precursors of CCT. Perspectives are provided by Shankar and Patterson, Mark Tadajewski, Russell Belk, Fuat Firat, and Markus Geisler, with a special emphasis on early roots by the author.

The paper is novel in its application of The Rashomon Effect which shows how different scholars perceive a particular historical phenomenon. It is also a useful example of the qualitative orientation of CCT culture and style in studying situations, both contemporary and historical, to gain holistic insights.

The purpose of this article is to show how The Rockwool Group has undergone an impressive change journey in recent years. Under the leadership of its president and chief executive officer, Eelco van Heel, the business has successfully redefined its strategic objectives, clarified its vision and mission and positively changed its culture to one that focuses firmly on people and values. The aim of this article is to examine the strategic role that HR has played in helping the organization meet its goals.

The case study discusses how managers across the global Rockwool business have been empowered to take on the mantle of change and adapt their own behavior for the good of the wider business. It examines the leadership approach taken to launching the change program and identifies how challenges were overcome in gaining buy‐in from across the organization.

Through the “Leading People & Brands” program, which encourages managers to mobilize their people to undertake positive change, the Rockwool Group has successfully cascaded responsibility for change throughout the organization.

This case study demonstrates the importance of going beyond simply communicating a new vision to gaining buy‐in from employees. This was achieved at Rockwool by listening and responding to feedback and adapting the launch program so that its message was simpler, understood by all, easy to translate into action and involved managers in its implementation.

The purpose of this paper is to examine the efficacy of knowledge management (KM) based systems and best practices that could be used to address operational issues in the oil and gas sector.

Given little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and KM based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants.

These were synthesised into a framework capturing seven well-defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, KM strategies and value enhancing practices.

Although the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of KM strategy.

As shown in this study, successful KM based systems requires the aligning of business strategy, technology for KM, project management operations with an enterprise knowledge-sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm.

The implementation of KM based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all KM issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.

The proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed KM framework and its seven well-defined stages were central to the effectiveness of KM in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.