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This book explores how the distinctive "Quaker" approach to responsible business is based on honesty, truth and integrity. It analyzes how networks, family and succession are at its heart, and how much this approach offers to current debates on corporate social responsibility, as well as to managers and practitioners in an increasingly complex business world. The contributions in this volume assess the factors that explain the success and prosperity of many Quaker businesses throughout the eighteenth and nineteenth centuries, discussing the lessons learned from their disappearance from prominence. By drawing upon examples that illustrate the Quaker ethic, it also considers what so-called “Quakernomics” can contribute to contemporary responsible business theory and practice.
Combining commercial success with philanthropy and social activism, ‘Quakernomics’ offers a compelling model for corporate social responsibility in the modern world. Mike King explores the ethical capitalism of Quaker enterprises from the eighteenth to the twentieth centuries, testing this theory against those of prominent economists. With a foreword by Sir Adrian Cadbury, this book proves that the Quaker practice of ‘total capitalism’ is not a historically remote nicety but an immediately relevant guide for today’s global economy.
The period from 1830 to 1937 was transformative for modern Quakerism. Practitioners made significant contributions to world culture, from their heavy involvement in the abolitionist and women’s rights movements and creation of thriving communities of Friends in the Global South to the large-scale post–World War I humanitarian relief efforts of the American Friends Service Committee and Friends Service Council in Britain. The Creation of Modern Quaker Diversity, 1830–1937 explores these developments and the impact they had on the Quaker religion and on the broader world. Chapters examine the changes taking place within the denomination at the time, including separations, particularly in the United States, that resulted in the establishment of distinct branches, and a series of all-Quaker conferences in the early twentieth century that set the agenda for Quakerism. Written by the leading experts in the field, this engaging narrative and penetrating analysis is the authoritative account of this period of Quaker history. It will appeal to scholars and lay Quaker readers alike and is an essential volume for meeting libraries. In addition to the editors, the contributors include Joanna Clare Dales, Richard Kent Evans, Douglas Gwyn, Thomas D. Hamm, Robynne Rogers Healey, Julie L. Holcomb, Sylvester A. Johnson, Stephanie Midori Komashin, Emma Jones Lapsansky, Isaac Barnes May, Nicola Sleapwood, Carole Dale Spencer, and Randall L. Taylor.
Being socially responsible on the part of corporate entities is now no longer an option, it is part of their normal business obligations to all their stakeholders regardless of whether these are primary or secondary stakeholders. Modern societies around the world now expect corporate entities of all shapes and forms to be socially responsible in whatever they do; the “Global Practices of Corporate Social Responsibility” is a first attempt at bringing together in one book experts' accounts of how corporate entities in twenty independent nations around the world are dealing with the issue of CSR. The world today faces diverse social problems. These become apparent as one moves from one country to the next, interestingly, society now expects corporations to help in finding solutions to these problems. The problem of global warming affects us all; modern corporations can no longer continue to assume that the problem will go away, if nothing is done by them. We can all make a little difference by our actions.
Would you like to have Thanksgiving without yelling at your uncle about politics? How about spending the day with your in-laws on the opposite side of the aisle without walking on eggshells? Your best friend from high school? Your neighbor? The list goes on. Persuade, Don’t Preach gives you tools to have productive conversations with those you don’t agree with. Description As a society, we’ve become so polarized, we barely know how to talk to each other anymore. When we disagree, we often preach. And then the other person freezes or explodes. We wind up even more polarized than we were to begin with. What’s the key to get past this? It all comes down to persuading instead of preaching. Karen Tibbals distills the latest social science research to create a practical plan for talking to others in a respectful way — a way that enables people to get past their differences. Persuade, Don’t Preach explains why people differ, why particular groups of people focus on certain issues, and why what the typical tactics simply don’t work. This knowledge will foster empathy and help you develop a plan for approaching people you disagree with in a way that restores civility and allows them to listen.
Emerging from what was a somewhat staid sub-discipline, there is currently a battle for the soul of Management and Organizational History (MOH), at the centre of which is a widespread concern that much recent work has been more about how one should or might do history rather than actually doing historical work. If ever there was a time for a new volume on MOH, this is certainly it.
Deeply Responsible Business profiles corporate leaders of the past two centuries who made social missions vital to their businesses. Geoffrey Jones explores the characters and motivations of fourteen such leaders and compares their deep social and environmental commitments to the lukewarm “corporate social responsibility” of today.
In this groundbreaking book Bill Bolton and John Thompson present a completely new take on the conventional domains of entrepreneur, leader and manager. They argue that in today’s turbulent and uncertain world, businesses no longer have the time for a business cycle that begins with an entrepreneur, hands over to a manager and finally brings in a strategic leader when things are flagging. ‘The New Normal’ that now prevails requires that these things run together and calls for a new kind of all-rounder. Bolton and Thompson give us a new word to describe such a person: The ENTIREPRENEUR The entirely competent person, able to discern aright and make things happen. Drawing upon the successful person-centred approach of their books on entrepreneurs they first tell the stories of over 40 entirepreneurs, demonstrating clearly that such people do exist. After discussing the ‘New Normal’ context they present a fascinating analysis that goes below the surface to describe the key Talent, Temperament, Technique and Discernment attributes that explain the entirepreneur. Readers have the opportunity to make a self-evaluation of their own attribute strengths, concluding with a final ‘entirepreneur’ score. This fascinating and insightful look at the entirepreneur is a clear pointer to what will be demanded of those who wish to succeed amid the vicissitudes of the 'New Normal’.
Over the past four decades many European welfare states have seen an increasing involvement of the commercial sector in their mixed economies of welfare. One aspect of this development that has yet to be fully understood in social policy analysis is the engagement of businesses to address social problems, such as social exclusion, through activities labelled as 'corporate social responsibility' ('CSR'). Although CSR has gained increasing currency on both national and international policy agendas since the 1990s, it remains a topic which is predominantly researched in business schools and from a business perspective. This book aims to redress this imbalance by focusing on the social aspect of CSR. Based on interviews with a wide spectrum of people who work with CSR professionally in England, Denmark and in the EU Commission, the book argues that when CSR is linked to social exclusion it is a way of renegotiating responsibilities in mixed economies of welfare. The book also offers a comprehensive historical understanding of CSR as it traces the emergence and development of CSR in West European welfare economies as diverse as England, Denmark, Sweden, Norway, Germany and France. By situating CSR within the conceptual framework of the mixed economy of welfare and using Historical Institutionalism as a theoretical perspective to explore and explain the relationship between the welfare state and CSR, this book makes an innovative contribution to critical debates in comparative social policy.
This book provides a comprehensive overview of Corporate Social Responsibility (CSR) in Indian corporations following the 2013 legal mandate on corporate spending of profits for CSR. Bringing together authors hailing from diverse walks of life, the book pursues a 'hands-on' approach, with real-world case studies and examples that help the reader feel the dynamic pulse of India immediately after the ratification of the CSR mandate in the Companies Act, 2013. The Act is expected to affect over 16,300 companies with an estimated flow of approximately 200 billion Indian rupees into the economy every year, thus shaking the foundations of business and society and impacting the country at multiple stakeholder levels. As a result, India is likely to become the birthplace of social, economic, and environmental transformation through financial investments in CSR! In order to insightfully reflect on this transition, this book has been divided into three parts. The first part presents the CSR mandate and its implications, while the second focuses on its implementation and the third part provides a view on the way forward. The book helps to reveal the various layers of CSR in an emerging economy like India and is expected to spark debate, discussion and research among policy-makers, consultants, academics, practitioners and other stakeholders the world over, which will further expand its contribution to CSR literature and open up new vistas in CSR research. "This is indeed a first of its kind book and marks a watershed in the journey of CSR. It is an extremely important contribution to the body of knowledge in the area of CSR and Corporate Governance in emerging economies that is driven by a completely different set of challenges, opportunities and requirements from that of developed economies." Dr. Bhaskar Chatterjee, Director General & CEO, Indian Institute of Corporate Affairs