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System change not climate change', 2009, UN climate talks in Copenhagen. Photo: kris krüg via Flickr (CC BY-NC-ND).

How Social Movements Spark Corporate Social Responsibility Initiatives

Idea posted: April 2016
  • CSR & Governance
  • Marketing
  • Operations

Social movements change society’s expectations of a company, as well as influence the thinking and values of individuals in that company. Under ideological pressure from diverse categories of external and internal stakeholders, the company responds with a corporate social responsibility agenda. 

Idea #603
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Management Practices that Lead to Corporate Social Responsibility

Idea posted: October 2015
  • CSR & Governance
  • Leadership & Change
  • Operations

Superior management quality practices, in areas such as monitoring employee performance, updating operations, setting targets and establishing incentives, will impact the extent of a company’s corporate social responsible practices — notably in issues related to stakeholder concerns, such as diversity, environmental performance and employee relations. 

Idea #554
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Changing Attitudes to Business Ethics: Insights from South Africa

Idea posted: February 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
  • Operations

The past 20 years or so have seen a marked change in attitudes towards ethics among South African business-school students. Recent MBA graduates have stronger opinions on what is ‘wrong’ and what is ‘right’ business behaviour and are more likely to think in terms of moral absolutes. This has significant implications for business schools and educators — and for companies and employers.

Idea #319
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The Fall of Man, Hendrik Goltzius, 1616 (Source: Wikimedia)

Gender and the Use of Deception in Negotiation

Idea posted: April 2013
  • CSR & Governance
  • Leadership & Change
  • Operations

Various factors affect the use of deception during negotiations. Could gender be one of them? Research suggests that men either deceive or do not deceive regardless of the other party’s strategy, whereas the probability that female negotiators will use deception varies according to their belief they will be ‘caught out’ by the party they are trying to deceive and their perception of the other party’s trustworthiness.

Idea #134
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