Corporate Social Performance
Paradoxes, Pitfalls and Pathways To The Better World
A volume in the series: Contemporary Perspectives in Corporate Social Performance and Policy. Editor(s): Agata Stachowicz-Stanusch, Canadian University Dubai.
Corporatee Social Performance: Paradoxes- Pitfalls and Pathways to the Better World is authored by a range of international experts with a diversity of backgrounds and perspectives and provides a collection of ideas, examples and solutions on CSP implementation and problems that occur in this area of consideration.
The last decade had abundant corporate, national and international ethical and financial scandals and crises. After this epoch of moral catastrophes stakeholders expect that corporations which are considered as the most powerful institutions today and which have enormous impact on our planet’s ecosystems and social networks will take more active roles as citizens within society and in the fight against some of the most pressing problems in the world, such as poverty, environmental degradation, defending human rights, corruption, and pandemic diseases.
Although Corporate Social Performance (CSP) has been a prominent concept in management literature and in the business world in recent years "it remains a fact that many business leaders still only pay lip service to CSR, or are merely reacting to peer pressure by introducing it into their organizations." (Bevan et al. 2004:4). So do really companies do “well” by doing “good” or maybe” companies engage in CSR in order to offset corporate social irresponsibility’? (Kotchen and Moony, 2012 p.4). I hope that we would agree that companies and CSR only by working together guarantee their own survival and we- the society and the planet -will be much obliged (Thomé, 2009 p. 3).
Part I: Introduction. Corporate Social Performance in the Age of Irresponsibility, Agata Stachowicz-Stanusch. Acknowledgments. Part II: Paradoxes of Corporate Social Performance. Does Being “Good” Pay Off Even During Periods of Crisis?: An Employee Perspective, Irene Nikandrou and Irene Tsachouridi. Corporate Social Performance Needs More Competition Not Less: An Idea for a Paradigm Shift in CSP, Athanasios Chymis, Massimiliano Di Bitetto, and Paolo D’Anselmi. Should Acquisitions Perform Well, Good or Both? A Stakeholder Perspective on Acquisition Performance, Olimpia Meglio. Identifying Reasons Why Some Firms Maximize Corporate Social Irresponsibility and Some Firms Minimize Corporate Social Responsibility, Duane Windsor. Corporate Social Responsibility: A Three-Layer Discussion, Harry Costin. Part III: Pitfalls of Corporate Social Performance. Corporations and Corporate Social Performance—Be Genuine, Simplify, or Leave It ..., Kathrin Köster. The Importance of Corporate Social Performance: A Review of the Construct’s Evolution and Relation to Financial Performance, Andrew E. Michael. Corporate Social Responsibility (CSR) as a Derivative of Capitalistic Anxieties, Adela J. McMurray, Susan Mravlek, and Claire A. Simmers. Corporate Social Responsibility and Corporate Social Performance: Neither Binary nor Righteous, Robert L. Heath and Damion Waymer. CSR and Employer Branding in Work Organizations, Abubakr M. Suliman and Hadil T. Al-Khatib. Part IV: Pathways of Corporate Social Performance. Sustainable Management of Renewable Natural Resources: The Case of Fisheries Management Systems, Einar Svansson and Stefan Kalmansson. Global Sustainability Reporting Initiatives: Integrated Pathways for Economic, Environmental, Social, and Governance Organizational Performance, Marco Tavanti. Sustainability and Its Paradigms, Maurice Yolles and Gerhard Fink. Impact Investing: an Evolution of CSR or a New Playground?, Veronica Vecchi, Niccolò Cusumano, and Manuela Brusoni. Media Responsibility 2.0: A New Responsibility Model in the Media Sector, Lida Tsene and Betty Tsakarestou. Reconceptualizing Corporate Social Responsibility (CSR) as Corporate Public Responsibility (CPR), Soojin Kim, Laishan Tam, and Jeong-Nam Kim. Organizational Mindfulness in Corporate Social Responsibility, Yi-Hui Ho and Chieh-Yu Lin. The Transformations Through the Teaching of Corporate Social Performance (CSP) Utilizing Case Studies, Interviews, Videos and Social Media in Knowledge Transfer in Tertiary Schools of Management, Peter Odrakiewicz. About the Authors.
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