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.

Here is the story of Corporate Social Responsibility---what it means, where it came from, where it is going, what it requires of business. Told in an eyewitness, I-was-there style by a pioneer of the study of CSR in the nation's business schools, it takes the reader through a half century of corporate scandals and fierce struggles over corporate ethics---from Ralph Nader's 1960s Campaign GM to today's white collar crimes at Enron, WorldCom, Tyco, and other Wall Street giants. It lays bare the values that drive corporate culture, explores the motivational depths of corporate strategy and policy, demonstrates how biological impulses can lead business decision makers astray, questions the relevance and ethical commitment of business school education, reveals the spiritual side of management life, and holds out hope that the New Millennium will see improvement in the ethical performance of business. William C. Frederick is one of the founders of the study of Corporate Social Responsibility in the United States and initiated some of the key concepts and analytic categories. His books include Business and Society, Social Auditing, and Values, Nature, and Culture in the American Corporation. He was president of The Society for Business Ethics and The Society for Advancement of Socio-Economics, and chaired the Social Issues in Management division of The Academy of Management. He conducted studies of management education in Spain, Italy, Egypt, Yugoslavia, Ecuador, Nigeria, and Australia, and designed and taught programs for executives in U. S. corporations. He was dean of the business schools at the University of Kansas City and the University of Pittsburgh. He received a PhD in economics and anthropology from the University of Texas. Corporation, Be Good! draws on the author's half-century of thinking about the social and ethical responsibilities of the modern corporation.

In a changing and complex environment currently facing the main challenges of sustainable development, effective management of knowledge, intellectual assets, organizational learning, and talent management are the basis for social innovation and new ways of competition. In this sense, management and business practice are incorporating social and environmental demands made by all types of stakeholders to improve business decisions and strategies. Knowledge Management for Corporate Social Responsibility provides research exploring the theoretical and practical aspects of linking firm profitability, social development, and natural environment in respect to business management practices. Featuring coverage on a broad range of topics such as employer branding, intellectual capital, and organizational performance, this book is ideally designed for business professionals, small business owners, entrepreneurs, academicians, researchers, and business students.

This book provides a multidisciplinary approach to Corporate Social Responsibility. While for decades a purely mathematical-technical orientation dominated the business curriculum, this book presents CSR and sustainability as a business concept embedded in its cultural and spiritual context. It initially approaches practical wisdom from different cultural and religious traditions as a source of spiritual capital for sustainable business practices. Subsequently, it links current CSR concepts and the latest thinking in CSR with long-standing cultural and spiritual knowledge, promoting a more comprehensive view on sustainability management and its implementation at business enterprises. The book collects and unites viewpoints from various cultural and religious contexts, offering a comprehensive guide for international and globally active companies.

Embedding CSR into Corporate Culture demonstrates that a new frontier for corporate social responsibility is possible in theory and practice. The key idea - discovery leadership - enables corporate managers to deal effectively with problems, issues, and value clashes occurring at the corporation-society interface.

Is corporate investing in the arts and culture within communities good business? Written by an expert on the topic who ran the Corporate Art Program at Johnson & Johnson, the book sets out the case for business patronage of the arts and culture and demonstrates how to build an effective program for businesses to follow. As companies seek new ways to add value to society, this book places business support of the arts in a corporate social responsibility context and offers a new concept: Corporate Cultural Responsibility. It discusses the issues underlying business support of the arts and explores new avenues of collaboration and value creation. The framework presented in the book serves as a guide for identifying the key attributes and projected impact of successful and sustainable models. Unlike other books centered on the relationship of art and commerce, this book looks at the broader and global implications of Corporate Cultural Responsibility. It also usefully sets the discussion about the role of philanthropy and corporate social responsibility and the arts within an historical timeframe. As the first book to link culture to community responsibility, the book will be of particular relevance to corporate art advisors and auction houses, as well as students of arts management and corporate social responsibility at advanced undergraduate and postgraduate levels.

This book highlights the most critical aspects of diversity and their implications for Corporate Social Responsibility (CSR), examining them in a collection of conceptual and practical contributions from researchers and practitioners alike. In particular the book discusses good and best practices for diversity management and analyzes possible links between CSR and diversity within organizations. Examples are drawn from a diverse range of organizational settings including corporations, educational institutions and other (non-profit) organizations and in various countries, including Germany, the UK, the USA and India.