Rethinking Business Responsibility in a Global Context: Challenges to Corporate Social Responsibility, Sustainability and Ethics (CSR, Sustainability, Ethics & Governance)

Rethinking Business Responsibility in a Global Context
	Acknowledgments
	Contents
	About the Editors
	The Social Responsibility of Multinationals: From an Afterthought to Center Stage
		1 Introduction
		2 The Social Responsibility of Multinationals: A Canadian Lens
		3 The Social Responsibility of Multinationals: An Economics Lens
		4 The Social Responsibility of Multinationals: An International Political Economy Lens
		5 The Social Responsibility of Multinationals: An International Business Lens
		6 MNE-State Relations and Globalization
		7 Culture, Corruption, and Liability of Foreignness
		8 Global Governance and MNEs
		9 The Social Responsibility of Multinationals: New Insights from Schlegelmilch and Szocs (2020)
		10 Conclusion
		References
	Part I: Rethinking Global CSR
	The Role of CSR in International Policy Agendas
		1 Introduction
		2 The United Nation´s Sustainable Development Goals
		3 Business and Sustainable Development
		4 CSR and the Sustainable Development Goals
		References
	Business Success Revisited: What Constitutes Business Success?
		1 The Role of Global Business in Creating a Good Society
		2 Human Well-Being and Multinational Enterprises
		3 What Does CSR Offer for Global Business?
		References
	Embedding CSR in Corporate Strategies
		1 Corporate Social Strategies Instead of CSR?
		2 Designing CSR Strategies
			2.1 Step 1: Corporate Aspiration
			2.2 Step 2: Scope of CSR
			2.3 Step 3: Rules of Engagement
			2.4 Step 4: Capabilities and Causes
			2.5 Step 5: Management Systems
		3 CSR Impact Measurement and Reporting
		References
	CSR Initiatives
		1 Aligning Global Business Values with Local Realities
		2 Collaborations Across Institutional Boundaries
		3 Equifinality and Responsible Business Activity in Different Parts of the Globe
		References
	Part II: Regional CSR Perspectives
	CSR in the USA: A Historic Perspective on the Interplay Between Ideological, Political, and Economic Forces
		1 Introduction
		2 Part I: CSR-A Socially Constructed, Value Laden, and Dynamic Phenomenon
			2.1 Neoliberal Ideology: The Social Responsibility of Business Is to Increase Its Profits
			2.2 Paternalism: The Benevolent Owner Knows Best
			2.3 Trusteeship: Noblesse Oblige
			2.4 The New Deal: Government Guides Business
		3 Part II: The Justification of Corporate Social Responsibility
		4 Part III: Conclusion
		References
	CSR in Egypt: Communication and Marketing Practices
		1 Introduction
		2 Literature Review
			2.1 Overview of CSR
			2.2 CSR and Marketing
			2.3 CSR and Corporate Communications
			2.4 CSR and Brand Value
		3 Methodology
		4 Evolution of CSR in Egypt
			4.1 Private Sector
			4.2 Civil Sector
			4.3 Government
			4.4 International Organizations
			4.5 Academia
			4.6 CSR Marketing and Communication Patterns in Egypt
		5 Case Studies
			5.1 PepsiCo
				5.1.1 Company Profile
				5.1.2 CSR Profile
				5.1.3 CSR and Marketing
			5.2 Arab African International Bank
				5.2.1 Company Profile
				5.2.2 CSR Profile
				5.2.3 CSR and Marketing
		6 Conclusion and Recommendations
		References
		Useful Links
	CSR in Germany: A European Perspective
		1 Roots
		2 Corporate Social Responsibility in the European Union
		3 Corporate Social Responsibility in Germany
		4 Conclusion
		References
	CSR in Poland: The Rise and Development of Corporate Social Responsibility
		1 Introduction
		2 Uptake of CSR Practices in Poland
		3 Mechanisms of CSR Diffusion Among Polish-Based Companies
		4 Discussion
		References
	CSR in India: Evolution, Models, and Impact
		1 Evolution of CSR in India
		2 CSR Models Practiced in India
			2.1 Ethical Model
			2.2 Statist Model
			2.3 Liberal Model
			2.4 Stakeholder Model
			2.5 Neoliberal Model
		3 Sectoral Appreciation of CSR in India
			3.1 Banking and Financial Services Industry (BFSI)
			3.2 Construction Industry
			3.3 IT Industry
			3.4 Pharmaceutical Industry
		4 Social and Economic Impact of CSR
			4.1 CSR and Poverty Alleviation
			4.2 CSR in Education and Health Care Areas
			4.3 CSR in Environment, Livelihood, and Rural Development Areas
		5 Is CSR a Part of Corporate Strategy in India?
			5.1 ITC´s e-Choupal Program
			5.2 Evaluation of ITC´s e-Choupal Program with the Porter and Kramer Model
		6 Legislation for CSR
			6.1 Minimum CSR Spending
			6.2 Critique of CSR Law
		7 Critical Evaluation of CSR in India
			7.1 Evaluation of Inputs
				7.1.1 Major Drivers
				7.1.2 Strategy
			7.2 Evaluation of Process
				7.2.1 Programs
				7.2.2 Implementation
			7.3 Evaluation of Outputs
				7.3.1 Measurement Models of CSR
				7.3.2 Models for Measurements of CSR in India
				7.3.3 CSR Spend
				7.3.4 Firm Performance
				7.3.5 Responsibility Growth
		8 CSR and Sustainable Development Goals
		9 Conclusion
		References
	CSR in Thailand: A Stakeholder´s Perspective
		1 Introduction
		2 Introducing CSR to Thailand
			2.1 How the Public Differentiates Socially Responsible and Irresponsible Companies
			2.2 What a Company Thinks of CSR and Why?
			2.3 CSR from the Point of View of Other Stakeholders
				2.3.1 Current Employees
				2.3.2 Newly Graduated College Students
				2.3.3 Value Investors
			2.4 Policy Maker: The Stock Exchange of Thailand
		3 Discussion and Conclusion
		References
	Part III: CSR Policies and Practices in Different Countries
	Mandated CSR in India: Opportunities, Constraints, and the Road Ahead
		1 Introduction
		2 Background
			2.1 CSR and the Role of the State
			2.2 CSR in India in Pre-2013: The Background of the Mandate
			2.3 The CSR Mandate Under the Companies Act 2013
			2.4 The Scope of the Mandate
			2.5 Comply or Explain
			2.6 CSR in India in the Post-mandate Period: The Key Trends
			2.7 Explanations Given for Not Spending on CSR
		3 Discussion: Mandated CSR-Opportunity or Constraint?
			3.1 CSR as an Opportunity
				3.1.1 Complementing the Internal Market
				3.1.2 Building Reputation
				3.1.3 Springboarding Internationalization
			3.2 CSR as a Constraint
				3.2.1 Buying in of the Top Leadership
				3.2.2 Changing the Organizational Culture to Integrate CSR
				3.2.3 Building Capability for CSR
		4 Going Forward: Future Research Agenda
		5 Conclusion
		Appendix 1: Section 135 of the Companies Act 2013
		References
	CSR in Government-Owned Enterprises in India: A Principal-Agent Perspective
		1 Introduction
		2 Indian Institutional Development, CSR Policy, and CPSEs
			2.1 The Structure of CPSEs
			2.2 The CSR Ecosystem in CPSEs
			2.3 State Ownership and Principal-Agent Relationship
			2.4 Principal-Agent Framework in a Mandated CSR Ecosystem
		3 Risk Propositions that Impact CSR Effectiveness and Outcomes in CPSEs
			3.1 Performance Evaluation of CPSEs
			3.2 Sub-Optimal Selection of CSR Projects
			3.3 Opportunistic Behavior
		4 Evaluation of the Research Propositions
		5 Findings and Discussion
			5.1 Goal Conflict
			5.2 Sub-Optimal Project Selection Risk
			5.3 Opportunistic Behavior of CPSEs
		6 Discussion of Results
		7 Conclusion
		References
	Sustainable Public-Private Partnership (PPP) Projects in Colombia
		1 Introduction
		2 Part I: Understanding Infrastructure PPP Project Complexity
			2.1 Risk Area: Finance
			2.2 Risk Area: Stakeholders
		3 Part II: Colombian PPPs and the Conceptual Sustainable Model
			3.1 PPP Infrastructure Projects in Colombia
			3.2 A Conceptual Sustainable PPP Model for Infrastructure Projects
			3.3 Components of the Model
				3.3.1 Component 1: Balancing the Interests of Public and Private Sectors
				3.3.2 Component 2: Risk Allocation and Mitigation
				3.3.3 Component 3: Corporate Social Responsibility
		4 Part III: Conclusion
		References
	The Buffering and Backfiring Effects of CSR Strategies During a Crisis: A US Perspective
		1 Introduction
		2 Corporate Social Irresponsibility and Consumer Responses
		3 The Moderating (Buffering Versus Backfiring) Effect of CSR
			3.1 CSR ``Buffering´´ Effect: Supporting Theory and Empirical Evidence
			3.2 CSR ``Backfiring´´ Effect: Supporting Theory and Empirical Evidence
		4 Contingent Factors and Attempts to Reconcile the Different Perspectives
			4.1 Type (Ability Versus Morality) of a Crisis
			4.2 Congruence Between a Crisis Issue, Pre- and Post-crisis CSR Initiatives, and Attribution of Motives
		5 General Discussion, Implications, and Propositions for Future Research
		References
	Part IV: CSR Projects
	Under the Mango Tree: Sustainable Livelihood Approach to Poverty Reduction Through Beekeeping
		1 Background
		2 Project Profile
		3 Broad Issues Addressed by the Project
		4 Geographical Operation Area
		5 Duration of the Project
		6 Objectives of the Project
		7 Stakeholders of the Project and Their Roles
		8 Need Assessment of the Project
		9 Project Activities
		10 Sustainability Plan of the Project
		11 Scalability and Replicability
		12 Innovative Aspects of the Initiative
		13 Budgetary Provisions of the Project
		14 Monitoring and Evaluation of the Project
		15 Impact of the Program
		16 Example and Testimonial
		17 Employee Engagement
			17.1 Standard Chartered Mumbai Marathon 2016
			17.2 RBL Bank Employees´ Car and Bike Rally
		18 Project Pictures
	MiVana: Brewing Pleasure, Enhancing Equity, and Restoring Forests
		1 Introduction
		2 Starting with the Big Pain Points
		3 A Different Approach to Fight Against Deforestation and Inequity
		4 Emerging via Strength, Growing via Transformation
		5 Breaking the Limits, Gaining Resilience
		6 Challenging the Disruptive Future
		References
	Early Childhood Care and Education: A Mainstay for CSR Investments
		1 Preamble
		2 About DHFL and the DHFL Changing Lives Foundation
		3 Project Sneh
			3.1 Theory of Change
			3.2 Program Delivery
				3.2.1 Monitoring Systems
				3.2.2 Supervisory Overlay
				3.2.3 Infrastructure Upgrade
				3.2.4 Stakeholder Empowerment
			3.3 Key Highlights of the Program
		4 Outlook
		References