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CSR for Purpose, Shared Value and Deep Transformation focuses on a new type of CSR, which includes entrepreneurial innovation, sustainable goals and shared and integrated value in a systems-oriented approach for deep transformation. All topics are backed by case studies, academic literature and future research opportunities.
A “game changer” is a metaphor commonly used to describe a broad range of events and phenomena in different fields and domains, from natural disasters, through economic crises, emerging narratives, technological or social innovations to conflicts and political or military interventions. Although precise definitions of a “game changer” vary and its conceptual boundaries remain blurred scholars agree that its main quality is the ability to change the status quo. Management scholars have long been interested in increasing the relevance and impact of their studies by addressing a diverse range of global issues. This aspiration to offer significant and meaningful theoretical, practical and societal contributions has led to the advent of strand of management research related to “grand challenges”. Solving any of these challenges could be a game changer, not only from management studies perspective but also from a wider social standpoint.
This book focuses on the complex relationship between education and the Sustainable Development Goals (SDGs) and highlights how important context is for both critiquing and achieving the Goals though education, given the critical role teachers, schools and curriculum play in young people’s lives. Readers will find examples of thinking and practice across the spectrum of education and training sectors, both formal and informal. The book adds to the increasing body of literature that recognises that education is, and must be, in its praxis, at the heart of all the SDGs. As we enter the third decade of the 21st century, we have a clear understanding of the wicked and complex crises regarding the health of life on our planet, and we cannot ignore the high levels of anxiety our young people are experiencing about their future. Continuing in the direction of unsustainable exploitation of people and nature is no longer an option if life is to have a flourishing future. The book illustrates how SDGs are supported in and by education and training, showcasing the conditions necessary to ensure SDGs are fore fronted in policy reform. It includes real-world examples of SDGs in education and training contexts, as well as novel critiques of the SDGs in regard to their privileging of anthropocentrism and neoliberalism. This book is beneficial to academics, researchers, post graduate and tertiary students from all fields relating to education and training. It is also of interest to policy developers from across disciplines and government agencies who are interested in how the SDGs relate to education.
This book offers a unique framework to understand how public institutions and private investors can collaborate to sustain long term investments (LTIs), with a specific focus on public-private partnership for infrastructure, blended finance mechanisms, and impact investing.
It has been fairly traumatic for everyone and every organization over the last couple of years as we have had to deal with the coronavirus pandemic. It has certainly been a shock to the economic system of the world from which many are still recovering. Equally it has affected social systems and the environment, the effects of which are still being felt and will be felt for some time to come. In addition, there has been a fairly general economic crisis around the world as people struggle and adapt to the new environment. Certainly, there have been and will be changes which are likely to become permanent. While recovering from one crisis however another is becoming more significant as climate change and its effects start to become ever more apparent. So, it seems inevitable that difficult times will continue into the future. This book therefore sets out to examine aspects of the changes to corporate and institutional behaviour which have come about by the difficult times of needing to deal with past and future crises. The international origins of the contributors to this volume make this very original, taking some of the best ideas from around the world. This approach is based on the tradition of the Social Responsibility Research Network (SRRNet.org), which in its 20-year history has sought to broaden the discourse and to treat all research as inter-related and relevant to business. This tradition has always been to explore the subject widely and to seek relevant solutions, while also sharing best practice.
This timely Companion analyses how corporate social responsibility (CSR) can accelerate the achievement of the UN’s Sustainable Development Goals. Global experts from a wide range of disciplines develop a flexible, diverse, and reconstructed form of CSR and illustrate how it can help build an inclusive and sustainable future.
This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.
The book examines the evolution and current state of corporate social responsibility (CSR), using a five-stage maturity model: defensive, charitable, promotional, strategic and transformative CSR. The first four stages are dubbed CSR 1.0 and characterise most current CSR practice, while the fifth stage is named CSR 2.0 (also transformative or systemic CSR) and describes emergent and future CSR practices. Reasons are given why CSR 1.0 approaches have failed to have any significant impact on the most serious global social, environmental and ethical challenges. The emergent CSR 2.0 will then be explored in detail by elaborating on five principles underlying the new approach, including: creativity, scalability, responsiveness, glocality and circularity. A four-part DNA Model is also introduced, covering value creation, good governance, societal contribution and ecological integrity, which provides the basis for defining and measuring CSR 2.0. Finally, a 70-question CSR 2.0 self-assessment diagnostic tool developed by the author is presented, with sample data to show how the tool can be used for future research and practitioner application.