This book is a compilation of Corporate Social Responsibility (CSR) theory and practices, with special reference to the Indian context. Over the last few decades, which have seen the onset of globalization, emergence of the industrial sector and an increased focus on community development, much attention has been focused on the role of corporations towards developing those societies where their operations are based. The introduction and evolution of CSR theories and practice in the developed countries has given CSR theorists and practitioners the guidance to appropriately place and implement CSR initiatives to help develop their role in the developed societies. However, while ample literature exists on such CSR practices, little has been done to aid the development of CSR in developing countries. Characterized by peculiar economic, political and social settings, the developing world needed its own blueprint for how CSR works and how it could best succeed. The need for doing is especially pertinent to a country like India, which is presently at a very crucial threshold, economically, politically and socially. Given the need to contextualize CSR theory and practice to the developing context, several CSR theories and practices have been explored in this book, which will provide readers with a thorough understanding of CSR and its successful implementation.

Corporate Social Responsibility (CSR) often emerges at the boundary of the business enterprise, expressed in changing relations with stakeholders and society. This book explores the theoretical and practical aspects of implementing CSR within organizations. It captures implementation perspectives and unravels consequences of implementing CSR.

Protect the earth and your bottom line. If you need the best practices and ideas for turning sustainability into competitive advantage--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place. This collection of HBR articles will help you: - Craft strategy to compete on green turf - Redesign your business model, products, and processes to achieve green goals - Parlay your efforts into lower costs and higher revenues - Capture more value from clean-tech investments - Launch sustainability programs with impact - Synchronize green initiatives by overhauling your supply chain - Engage constructively with environmental activist groups - Mitigate the risks of climate change

Corporate Social Responsibility (CSR) often emerges at the boundary of the business enterprise, expressed in changing relations with stakeholders and society. This book explores the theoretical and practical aspects of implementing CSR within organizations. It captures implementation perspectives and unravels consequences of implementing CSR.

This book addresses the topic of the business case for Corporate Social Responsibility (CSR) and its importance for business success, on one hand, and for the further diffusion of CSR practices, on the other. It discusses the business case for CSR in the chemical industry because this sector is relevant for economic development, and for its constant innovativeness. Moreover, the chemical industry has a long experience in CSR and sustainability strategies, and it offers many best practices to discuss. The book highlights how CSR practices can be correctly implemented in order to obtain positive financial corporate performance as well as to improve relationship with stakeholders. Factors influencing the effectiveness and efficiency of CSR will be described too, with particular focus on the effects of the different organizational behaviors. Why many CSR strategies fail to support business development, and the development of a positive relationship between business and society, is examined by arguing that contextual factors, corporate organization, and the different dimensions and aspects of CSR directly affect CSR performance. For instance, this book reveals that proper environmental initiatives implemented by chemical companies effectively improve economic results by allowing an efficient allocation of resources and assets. This book may have a broad target audience including students of business schools, but also professors, researchers, and business practitioners. Indeed, the book aims to support and guide entrepreneurs, managers and business advisors to design, plan, and implement successful CSR strategies. The latter may effectively improve corporate performance, financial and non financial, such as the image and reputation, which are reflected in positive economic results in the long term. In particular, the book highlights that developing CSR initiatives addressing specific stakeholder concerns improves corporate trust, and then, the long-term financial performance.

Though there is no dearth of literature on CSR, it is more skewed towards theoretical models. The current book mainly aims at fulfilling two long felt needs – providing sufficient depth for an understanding of various facets of CSR and serving as a blue print in the implementation of CSR. The book adopts ‘handholding and guiding’ approach in helping the student/practitioner in various steps involved in practicing the CSR. It also meant to serve as a guide for corporate houses, corporate managers, corporate staff and field staff involved in planning, execution, monitoring and evaluation of different CSR initiatives. Anecdotes, cartoons and diagrams provided help easy understanding of different concepts, models and practices of CSR. Tables, graphs and diagrams drawn from field experiences serve as blueprints for use in implementing CSR and in preparing the reports. It also presents with tools that can be used in conducting baseline survey, impact assessment, community needs assessment, social satisfaction survey and accounting of CSR

This monograph focuses on the level of management culture development in organizations attempting to disclose it not only with the help of theoretical insights but also by the approach based on employees and managers. Why was the term "management culture" that is rarely found in literature selected for the analysis? We are quite often faced with problems of terminology. Especially, it often happens in the translation from one language to another. While preparing this monograph, the authors had a number of questions on how to decouple the management culture from organization's culture and from organizational culture, how to separate management culture from managerial culture, etc. However, having analysed a variety of scientific research, it appeared that there is no need to break down the mentioned cultures because they still overlap. Therefore, it is impossible to completely separate the management culture from the formal or informal part of organizational culture. Management culture inevitably exists in every organization, only its level of development may vary.