Index
2018; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s2043-052320180000014013
ISSN2043-0531
ResumoCitation (2018), "Index", Stakeholders, Governance and Responsibility (Developments in Corporate Governance and Responsibility, Vol. 14), Emerald Publishing Limited, Bingley, pp. 265-271. https://doi.org/10.1108/S2043-052320180000014013 Publisher: Emerald Publishing Limited Copyright © 2018 Emerald Publishing Limited INDEX Aarhus Convention, 35 Adaptive leadership, 78 African culture of environmental stewardship, 93 Airport governance and stakeholder issues, study competition and prices, 198–199 economic regulations, impact of, 202 impact of public, private, or PPP provision of services, 196–199 market power, 198–199 methodology, 196 operational and managerial efficiency, 196–198 price cap regulation, impact of, 202 rate of return (ROR) regulation, impact of, 201–202 regulatory issues, 201–203 safety and social responsibility, 200–201 service quality, 199 Airports public interest and, 190–192 stakeholders of, 192–196 Areas of impact (AOIs), 64 Associational value, 7, 9 Balanced scorecard (BSC), 51 Bangladesh’s textile and apparel industry, 230–231 export sector, 233 factory disasters, 241–244 free trade agreement with European Union, 232 integration of global production and markets, 231–235 labour relations and working conditions, 233 outsourcing phenomenon, 234–235 retailer–supplier relationships, dynamics of, 236–237 See also Global apparel industry Bilateral or reciprocal exchanges, 8 Blame culture, 81–83 Brundtland Report (1987), 208 Business-opportunity driven strategy, 16 Business Responsibility Reports (BRRs), 177–178 Bus–NGO partnerships bilateral or reciprocal exchanges in, 8 case studies, 9–18 formation and motivation, 8, 16–18 goal fulfillment, 22–23 implementation and execution of, 8–9, 19–21 literature on, 5–6 managerial challenges, 27–28 monitoring and evaluation, 23–25 motivations and strategic direction, role of, 8 nature of resources, 19–21 outcomes and challenges, 9, 21–25 partners’ motivations and, 7–8 resource complementarities in, 8 resources and capabilities for, 8 value-added and challenges in, 9, 25–30 CARE International, 10, 24 Central Public Sector Enterprises (CPSEs), 178 Chartered Institute of Personnel and Development (CIPD), 76 Clean drinking water project, Africa, partnership project partnership design and operation, 12 partnership formation and selection, 11–12 Climate White Paper, 11–12 Code of Conduct Principles for Responsible Investment, 50 Cognitive legitimacy, 119 Collaboration Value Construct (CVC), 6 Collaborative value, definition of, 6 Conscience repayment, 106 Constitution of Bangladesh, 41–42 Continuum of Well-Being Influence, 85 Convention on the Elimination of All Forms of Discrimination Against Women (CEADAW), 36 Copenhagen Declaration and Programme of Action of the World Summit for Social Development, 40 ‘Corporate citizenship’ (CC), 219 Corporate legitimacy, 117–119 Corporate responsibility (CR), 116–117, 167 as antecedent to corporate legitimacy, 119–120 reporting, 181 as social contracts, 120 in United Kingdom, 219 value sharing and, 120 Corporate social liability of environmental degradation, 102–103 Corporate social responsibility (CSR), 5, 78–79 business case argument of, 216–217 business (corporate) law assumptions of, 217–218 business management model, 208 clean water to poor communities in Africa, 11–12 conceptual analysis, 209–215 corporate responses toward, 179–182 definition of, 167 dodgy practices, 215–218 driving development using, 212–213 environmental protection and, 215 explicit, 167, 169 financial inclusion and, 213–214 governance norms, 167–168 human capital development and, 214–215 institutionalizing, 170–176 law-based regulatory approach, 168–169 matrix, 182 policies, 176 reform proposals for, 218–221 role of government in, 175 social inclusion and, 213 sustainable development and, 214 “voluntary-mandatory” dichotomy, 168 Corporate social responsibility (CSR) reporting, 50 limitations of, 50–55 Cross-sector partnerships, 5, 29 Cross-sector social partnerships, 4 Danish Consumers’ Cooperative Society, 13–14 Decentralization, 42 Declaration on the Right to Development, 39–40 Defending legitimacy, 118 Deontological ethics, 235 Dutch National Research Programme, 20 Economic and Social Research Council (ESRC), 77 Economic legitimacy, 117 Education system, social responsibility in cognitive impact, 156 educational impact, 156 mapping and analyzing stakeholders, 156 organizational impact, 156 school social responsibility, 146–147 social impact, 156 stakeholders in, 149–154 transitioning role of stakeholders, 156–158 university social responsibility (USR), 147–149 Employee well-being at work, concept of, 78–80 Enlightened Shareholder Value, 221 Environmental, social and corporate governance (ESG) reports, 48–50, 57 assurance and stakeholder engagement, 50 non-financial elements, 49 risks and opportunities, 62–64 sustainable development and portfolio investments, 49 Environmental costs, 92 Environmental degradation air quality in urban centres, 93–94 plastic pollution, 101–102 Environmental degradation, corporate social liability of, 102–103 Environmental performance, 52 Environmental stewardship, 93, 99–101 Equality, 41 Ethical trade, 236 Ethical Trading Initiative, 236 Ethics of care, 235–237 Extended Producers Responsibility (EPR) regulations of OECD, 102 Extending legitimacy, 118 Fair trade, 236 Fair trade development, partnership project partnership design and operation, 13–14 partnership formation and selection, 13 Fan Milk Plc projects, 110 Financial inclusion and financial literacy, partnership in partnership design and operation, 15 partnership formation and selection, 14–15 Friedman, Milton, 169 Gap, 237 Global apparel industry consumers, 240–241, 243–244 ethical obligations, 239–240 ethical trading, 236 retailer–supplier relationships, dynamics of, 236–237 sweatshop exploitation, 239 Global Reporting Initiative (GRI), 181 Governance paradigm, debate in, 166–170 Government-Linked Companies (GLCs), 116, 136 See also Malaysian GLCs–corporate legitimacy relationship, study of Guest Model, 76 Health Work and Well-being Executive (HWWE), 77 Human resource management (HRM), 75–77 best-practice school of, 76 multiconceptual normative models of, 76 IGNOU Shillong, 255, 259 Indian CSR, 176–179 Activities and Non-Compliance Eligible Activities Schedule VII of the Act, 179 guidelines, 176–177 Institutionalization of CSR, 170–176 Bourdieusian notion, 172 in India, 176–179 stages of institutionalization, 170–171 Institutions, definition of, 171 Integrated reporting (IR), 55–61 implementation of, 62–65 pros and cons, 58–61 Integrated thinking (InTh), 57, 61–62 implementation of, 62–65 relationship between IR and, 61–62 Interaction value, 7, 9 International Covenant on Civil and Political Rights (ICCPR), 35 International Covenant on Economic, Social, and Cultural Rights (ICESCR), 1966, 35 International Integrated Reporting Council (IIRC), 56–58, 61, 182 Interpretative Phenomenological Analysis (IPA), 72, 80 Isomorphism, definition of, 171 Job-related well-being, 79 Justice ethics, 235 Knippers, Jan, 39 Kuswidiati, Wiwit, 38 Lagos Waste Management Authority (LAWMA), 95 Leadership practices and well-being, 78–80 Legitimacy, concept of, 117 Line management leadership and employee well-being, study of findings, 86–87 meaning of job, 83–84 research method, 80–81 rewards, role of, 83–84 trust in management, support and communication, 84–86 work organisation viewpoint, 81–83 ‘Maatschapelijk Verantwoord Ondernemen’ (MVO), 219 Magna Charta Universitatum, 147 Maintaining legitimacy, 118 Malaysian GLCs–corporate legitimacy relationship, study of characteristics of NGOs, 124–127 corporate legitimacy constructs, 132–134 corporate legitimacy measurement, 131–132 data analysis and hypothesis testing, 124 discriminant validity, 130–131 factor analysis, 127–130 GLCs’ CR activities and performance, 135 implications for NGOs, 134–135 implications for policy and practices, 134 measurement model, 127 measurement of corporate legitimacy, 122–123 population of, 121 reliability tests, 131 research design, 121 research paradigm, 121 unit of analysis, 121 Market-place model of environmental stewardship, 103–106 balancing factory-level cost saving with social cost minimisation, 105 benefits and burden, 104, 108–109 cost savings through eco-efficiency, 108 enlightened self-interest, 108–109 tax considerations for, 109–110 TEK perspective, 105–106 through strategic alliance, 106–108 Massive Open Online Courses (MOOCs), 256 Mayo, Elton, 76 Meghalaya climatic conditions, 251 distance education, 254–256 education through ICT, 256–260 geography, 251 higher education, 252–254 history of formal education and schooling, 251–252 Institute of Vocational and Training (IIVET), 259 languages for communication, 251 literacy rate, 252 National Optical Fibre Network (NOFN), 259 original inhabitants, 251 population and sex ratio (2011), 251 Skill Assessment Matrix for Vocational Advancement of Youth (SAMVAY), 259 telecom density in, 256–258 Mission-driven motivation, 18 Moskowitz, Milton, 169 Motivational categories for NGOs, 16–18 Multi-capital scorecard, 64–65 National development, 41 New Public Management (NPM), 75 Nigeria air quality in, 93–94 CSR bill in, 221 CSR regime in corporate, 216–217 dumpsites in, 94–96 littering of non-biodegradable wastes in, 92, 94 market-place tradition in, 93 mobile supermarket, 97–99 packaging industry of, 96–97 plastic waste pollution in, 92–96, 102 Stakeholder theory of business (corporate) law in, 220 Nongovernmental organizations (NGOs), 5 Nonprofit organizations, 4–5 Nordic Climate Facility fund, 12, 19 Nordic Climate Fund (NCF), 12 Normative (moral) legitimacy, 119 Organisational leaders, 78 Organization-specific resources, 19 Outsourcing of production and services, 234–235 anti-globalisation movement and rules of engagement, 234–235 multinational retailers and, 236–237 See also Bangladesh’s textile and apparel industry; Global apparel industry Participation definition of, 34 as human rights, 35–37 indigenous people’s, 37 minorities group, 41–42 public, 35, 37 right to development (RtD) and, 35 role in good governance, 34 role of state and non-state actors in, 42–43 women, 36, 41–42 World Bank Learning Group on, 34 Participatory development, notion of, 37–38 role of civil society, 42 Partnered governance, 174 Personal well-being, 79 Plan International, 10–11 Plastic pollution, effect of, 101–102 Political legitimacy, 117 Pragmatic legitimacy, 119 Primark, 237 Psychosocial factors, 76 Public participation, 35 Recycling, 107 Red Cross, 10, 24 Refuse collection points, 107–108 Regulatory legitimacy, 119 Resource-based view (RBV) of partnerships, 8 for sustained competitive advantage, 7 Resource complementarities, 8 Resource directionality, 8 ‘Responsabilidad Social Empresarial’ (RSE), Spain, 219 ‘Responsabilita Socialedelle Impresse’ (RSI), Italy, 219 ‘Responsabilite Social des Enterprises’ (RSE), France, 219 Responsible corporate behavior, 166 Rewards, role in employee well-being, 83–84 Right to development (RtD), 35, 37, 39–41 Right to participation (RtP), 35–36, 39–41 SAKSHAT, 256 School social responsibility, 146–147 stakeholders in, 149–153 transitioning role of stakeholders, 156–158 School stakeholder management strategies, 154–155 Scientific Management, 76 Securities Exchange Board of India (SEBI), 177 Social legitimacy, 117 Social license, 209 “Socially responsible,” notion of, 120 Socially Sensitive Corporation, 219 Social performance, 52 Stakeholders definition of, 220 engagement in sustainability accounting and reporting, 48–49 groups, 193 Stakeholder theory, 192–196, 202 Stewardship-orientation, 16 Storey Model, 76 Strategic alliances, resource complementarities in, 8 Study Webs of Active–Learning for Young Aspiring Minds (SWAYAM), 256 Sustainability reporting, 53–55 concerns in, 53–54 corporate rhetoric critique of, 54–55 isomorphism critique of, 54 Sustainable business-led development, 17 Sustainable corporate, 53 Sustainable packaging, 107–108 Sustained competitive advantage, 7 Synergistic value, 7, 9 Taylor, Fredrick, 76 Telecommunication networks, 251 Traditional development, concept of, 38 Transferred resource value, 7 Transferred value, 9 Triple bottom line (TBL), 51–53, 55 lack of integration, 52–53 measurement of, 52 Trust, role in employee well-being, 84–86 University social responsibility (USR), 147–149 academic freedom and university autonomy, 147 cognitive impact, 156 definitions of, 148 educational impact, 156 management strategies, 155–156 organizational impact, 156 social impact, 156 stakeholders in, 153–154 transitioning role of stakeholders, 156–158 UN ‘polluter pays principle,’, 108 ‘Unternehmerische Gesellschaftsverantwortung’ (UG), Germany, 219 Utilitarian ethics, 235 Value creation, 7 Value Creation Spectrum, 6 Values-driven orientation, 16 Value sources, 6–7 Vienna Declaration and Programme of Action, 40 Village environmental sanitation, 93 Virtue ethics, 235, 237 Welfare-based Personnel Management (PM), 76 Well-being philosophy, 72–75 hedonic approach, 77 HRM and, 75–77 leadership and, 78–80 treatment of employees and, 75–77 at work, 78–80 Wellness promotion, 76 Work, challenges and tensions of, 74–75 Workers’ ill-health to organisations, cost of, 73–74 Work-related stress, 73 Book Chapters Prelims Part I Stakeholders’ Roles in Organisations Value Creation from Strategic Partnerships between Companies and NGOs Participation as a Human Right: A Rights-based Approach to Development The Role of the Integrated Reporting in Raising Awareness of Environmental, Social and Corporate Governance (ESG) Performance Employee Well-being at Work: Insights for Business Leaders and Corporate Social Responsibility Strategic Alliance for Environmental Stewardship: The Market-place Model Striving for Corporate Legitimacy through Corporate Social Responsibility (CSR): Insights from NGO’s Perspectives Part II Industry and Stakeholders Social Responsibility in Transition of Stakeholders: From the School to the University Institutionalizing Corporate Social Responsibility: A Study of Provisions and Implications of Indian Companies Act 2013 An Assessment of Airport Governance Policies with a Stakeholder Perspective Corporate Social Responsibility as Catalyst for Development: Prospects and Challenges in Nigeria Sweatshops and a Duty of Care: To What Extent? The Case of Bangladesh Synergising Distance Education and ICT: A Study of the State of Meghalaya, India Index
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