Communicating Socially Responsible Initiatives

2020 ◽  
pp. 79-106
Author(s):  
Ekaterina Arabska
Keyword(s):  
Sustainable Development ◽  
Public Relations ◽  
Special Focus ◽  
Socially Responsible ◽  
Csr Strategies ◽  
Short And Long Term ◽  
Corporate Social ◽  
Focus On Forms ◽  
Corporate Practice

The purpose of the chapter is to present results of case studies of socially responsible initiatives and their communication inside and outside the organizations through the official websites impacting their performance and image, as well as to make recommendations for improvements. Investigations focus on forms and goals of initiatives taken by companies in Bulgaria, including examples of the influence of foreign corporate practice and experience. Theoretical and practical basis and trends, international framework, and national institutional positions and support to corporate social responsibility are discussed. Socially responsible activities are analyzed through the official websites in their short- and long-term aspects and links to sustainable development initiatives. Main CSR principles are defined, and a model is proposed containing the main steps of incorporating CSR strategies in companies and linking all that to business communications and public relations. A special focus is put on capacity building and CSR teams.

Wealth redistribution between stakeholders

2020 ◽  
Vol 8 (11) ◽  
pp. 27-35
Author(s):  
Samia JIRARI ◽  
Mounime El Kabbouri ◽  
Sidi Mohamed Rigar
Keyword(s):  
Sustainable Development ◽  
Stock Exchange ◽  
Inclusive Growth ◽  
Socially Responsible ◽  
Csr Strategies ◽  
Wealth Redistribution ◽  
Sustainable Economy ◽  
Csr Strategy ◽  
Wise Choice ◽  
Corporate Social

Corporate social responsibility (CSR) is a very popular concept that hits the headline recently, companies face the obligation, not only to maintain their viability to ensure the sustainability of their business by continuing to create value, but to adopt a mode of governance that combines interests of all stakeholders. A CSR strategy is becoming more and more an obligation than just a wise choice. The strong involvement of Moroccan companies in CSR strategies is not by coincidence; but fits perfectly into the Kingdom's strategy, which adheres to the principles of sustainable development and CSR, for a sustainable economy and an inclusive growth. The purpose of this empirical study is to examine the shareholder’s engagement and the degree of involvement in CSR strategy, of a sample of 45 Moroccan companies listed on the Casablanca Stock Exchange and belonging to all sectors other than banking, insurance and equity investments, that claim to be socially responsible, through an analysis of the redistribution of their created value towards five categories of primary stakeholders, that are: lenders of funds, customers, suppliers, shareholders and employees.

scholarly journals Marketing Sustainable Retail Development

2013 ◽  
Vol 2 (2) ◽  
pp. 50 ◽  
Author(s):  
Dragan Ilić ◽  
Jasmina Stanković
Keyword(s):  
Sustainable Development ◽  
Public Relations ◽  
Green Marketing ◽  
Operating Costs ◽  
Socially Responsible ◽  
Retail Development ◽  
Long Run ◽  
Corporate Social ◽  
A Company ◽  
Standard Operations

One of the primary benefits of sustainable retail over the long run has to be the marketing gain from having something other competitors do not: lower operating costs, a more socially responsible public profile, ease of gaining planning approval for new projects, better access to certain investment pools, higher rents (in the case of developers), ease of recruiting and retaining key people. Each of these benefits needs marketing and public relations support; each benefits from a clear and consistent corporate message that promotes sustainable retail.To date, there are very few retailers or developers who have championed sustainability long enough, consistently enough and with enough actual demonstration of changes in standard operations to gain the benefits of green marketing, but the very paucity of examples serves to underscore the point: the green marketing space is wide open for large retailers and developers.What would be the marketing steps that a company could take to benefit from its “sustainability focus?” The key to any marketing program is to differentiate a company’s actions from those of competitors and to do it along lines that its various stakeholders care about. This practice of differentiation is often expressed as “finding a difference that makes a difference, to someone who makes difference to you.”For retail developers, the first differentiator should be to attract more and better tenants to all of their centers, tenants who value lower operating costs and the developer’s program of sustainable development and corporate social responsibility. 

Intertwining CSR with strategy – the way ahead

2014 ◽  
Vol 14 (2) ◽  
pp. 211-219 ◽  
Author(s):  
Shital Jhunjhunwala
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Business Models ◽  
Corporate Strategy ◽  
Sustainable Business ◽  
Socially Responsible ◽  
Content Type ◽  
Sustainable Business Models ◽  
Corporate Social

Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.

Does CSR Contribute to Sustainable Development? What a Régulation Approach Can Tell Us

2016 ◽  
Vol 50 (1) ◽  
pp. 154-172 ◽  
Author(s):  
Thomas Lamarche ◽  
Catherine Bodet
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Jel Classification ◽  
The Other ◽  
Csr Strategies ◽  
Development Regime ◽  
Institutional Csr ◽  
Strategic Csr ◽  
Corporate Social ◽  
Regulation Approach

We argue that corporate social responsibility depends on two distinct stylized facts concerning régulation and power. The first—institutional CSR—is institutional in nature, the other—strategic CSR—is economic and productive. The former permits and stabilizes the latter, which in turn gives rise to political compromises structuring institutional mechanisms. CSR strategies and institutions correspond to a private, oligopolistic régulation which shows no signs of being able to pursue a sustainable development regime. JEL classification: B52, D02, L15, M14, P17

Corporate hypocrisy

2021 ◽  
Author(s):  
Manuel Alfonso Garzón Castrillón
Keyword(s):  
Two Dimensions ◽  
Review Article ◽  
Moral Hypocrisy ◽  
Brand Reputation ◽  
Short And Long Term ◽  
Corporate Social ◽  
Temporal Direction ◽  
Practical Implications ◽  
Made In

This review article aimed to contribute to the understanding of the importance of coherence between saying and acting to prevent companies from being perceived from the perspective of business hypocrisy and affecting the brand, reputation, trust and credibility in the company. It was carried out based on the Methodi Ordinatio, addressing its theoretical origins and then approaching the concept, later venturing into the different studies that have approached it from corporate social responsibility (CSR), ethics; reputation, interest groups (stakeholders), and communication, subsequently in relation to the consequences that it generates in world-known organizations, their statements and the criticism made, subsequently an analysis of three aspects or facets is made in which it is presented namely: moral hypocrisy; behavioral hypocrisy and how to attribute business hypocrisy, the next point presents a typology that involves two dimensions: an orientation that refers to the attention span, in the short and long term of participants when making or responding to accusations of hypocrisy and a temporal direction, which refers to the point of comparison, past or future, finally reaches some conclusions, and some practical implications.

OBSTACLES TO IMPLEMENTING INITIATIVES OF SOCIAL RESPONSIBILITY IN SMALL AND MEDIUM-SIZE FIRMS

2010 ◽  
Vol 8 (1) ◽  
pp. 261-270
Author(s):  
Rima Česynienė ◽  
Marina Neverkevič
Keyword(s):  
Social Responsibility ◽  
Research Data ◽  
Theory And Practice ◽  
Financial Resources ◽  
Medium Size ◽  
Socially Responsible ◽  
Lack Of Information ◽  
Corporate Social ◽  
Support Research

The purpose of the paper is to analyse the obstacles to implementing social responsibility initiatives in small and medium-size business firms. The implementing fields and the importance of corporate social responsibility (CSR) initiatives in small and medium-size business firms are stressed in the paper. The current situation of CSR in Lithuanian small and medium-size firms is presented. The research data allowed discovering that the main obstacle to implement social responsibility in the small and medium-size firms is the managers’ attitude that social responsibility is a matter of great concern only to large companies. 43% of respondents indicated this obstacle. On the other hand, the research data allowed finding out that in our turbulent environment social responsibility in small and medium-size business firms is not a random phenomenon (71 %), and it is constant concern to managers, which provides for the budget (54 %). The understanding that social responsibility initiatives are only charity or philanthropy is also declined, only 5% of the respondents think so, however, 32 % of firms are supporting charitable initiatives. The most stimulating factors in the implementation of CSR are: staff loyalty and job satisfaction, a better image of the company, long-term competitiveness of the business advantage, the increased consumers requirements. Socially responsible behaviour disincentives are: the lack of human resour-ces (51 %), lack of information about gain from socially responsible activities (50 %), lack of financial resources (28 %). Both theory and practice agree that the implementation of CSR issues is most dependent on the leader’s attitude. The managers of small and medium-size business firms mostly are coordinating the implementation of CSR initiatives (70% of respondents). The results of the empirical research of CSR initiatives implementation in business prac-tices were presented in the possible model of tools which stimulates social responsibility initiatives in small and medium-size business firms. This integrated model includes pu-blic, government and business efforts and interests: 1) improvement of public policy, 2) revitalization of public organizations; 3) encourage and support research, 4) integration of CSR into education, 5) singleness of purpose (depending on companies’ specifics), 6) increase of managers’ consciousness, 7) implementation of a step-by-step approach.

Minority-Owned Suppliers A Growing Global Supply Base

2016 ◽  
pp. 472-490
Author(s):  
Bertie Marie Greer
Keyword(s):  
Corporate Social Responsibility ◽  
Review Of The Literature ◽  
Socially Responsible ◽  
Supplier Diversity ◽  
Global Challenges ◽  
Effective Relationships ◽  
Corporate Social ◽  
Global Supplier ◽  
Practical Implications

The increased focus on globalization, corporate social responsibility, sustainability, supplier diversity and other socially responsible initiatives have made minority-owned businesses an important supply base for buyers. Moreover, this emphasis has established a need for buyers to develop long-term effective relationships with minority owned firms. Businesses seeking to increase their global supplier diversity need to understand the global challenges of defining “minority” and other critical relational issues in order to increase effectiveness. Based on a review of the literature, and interviews with a minority supplier director this chapter discusses these challenges and offers practical implications.

CSR and Social Marketing as Enablers of Recovery after the Global Recession

2017 ◽  
pp. 274-289
Author(s):  
Misra Cagla Gul ◽  
Mehmet Kaytaz
Keyword(s):  
Corporate Social Responsibility ◽  
Social Marketing ◽  
Local Communities ◽  
Economic Downturn ◽  
Socially Responsible ◽  
Global Recession ◽  
Csr Strategies ◽  
Self Interest ◽  
Marketing Tool ◽  
Corporate Social

Corporate Social Responsibility (CSR) is a relatively new concept in Turkey. Leading companies including banks stress socially responsible activities in their marketing communications. The recent economic crisis put banks into the center stage again. Turkey was one of the few countries that emerged from the economic downturn relatively quickly. In the initial stages of the crisis, banks faced some criticism for protecting their self-interest more and not acting for the benefit of the society. Later, these criticisms got weaker and less frequent. This chapter examines the behavior of banks during the crisis with respect to CSR and social marketing. Particularly, the chapter analyzes how the banks behaved during the crisis and how they supported small and medium scale enterprises and local communities through CSR strategies, as well as how they utilized CSR efforts as a marketing tool. In addition, the outcome of these strategies is discussed.

Socially Responsible Value Creation in the Post-COVID-19 Era

2022 ◽  
pp. 67-89
Author(s):  
Gönenç Dalgıç Turhan ◽  
Narin Bekki ◽  
Gulen Rady
Keyword(s):  
Sustainable Development ◽  
Value Creation ◽  
Sustainable Development Goals ◽  
Business Organizations ◽  
Socially Responsible ◽  
Resource Based View ◽  
New Era ◽  
Development Goals ◽  
Strategic Position ◽  
Corporate Social

The unfortunate economic environment emanated from the outbreak of the coronavirus has suddenly raised business organizations' concerns over the value creation. This new era forced them to focus on dynamic and digital capabilities to cope with the adverse changes. Following the stakeholder theory and the resource-based view, this chapter attempts to specify value creation of companies to preserve strategic position while satisfying the demands and interests of their stakeholders. In this sense, corporate social responsibility (CSR) seems a viable way of providing help and support to stakeholders during the fight against the pandemic as well as a catalyzer for the integration of sustainable development goals that can bridge the widened gap in the society. Hence, this chapter seeks to present an understanding on socially responsible value creation, dynamic and digital capabilities, and implementation of sustainability-driven CSR initiatives to ensure recovery, growth, and achieve sustainable development goals.

Cardiac Surgery for Carcinoid Heart Disease: A Weapon Not to Be Misused

Cardiology ◽  
2016 ◽  
Vol 136 (4) ◽  
pp. 243-251 ◽  
Author(s):  
Maria Bonou ◽  
Chris J. Kapelios ◽  
Gregory Kaltsas ◽  
Konstantinos Perreas ◽  
Konstantinos Toutouzas ◽  
...  
Keyword(s):  
Cardiac Surgery ◽  
Heart Disease ◽  
Treatment Options ◽  
Optimal Timing ◽  
Special Focus ◽  
Carcinoid Heart Disease ◽  
Term Survival ◽  
Patient Profile ◽  
Short And Long Term

Carcinoid heart disease (CHD) complicates approximately 25% of patients with a carcinoid tumor and carcinoid syndrome and leads to heart valve degeneration with mixed-stenotic and regurgitation pathology and consequent heart failure (HF) leading to significant morbidity and mortality. Cardiac surgery in symptomatic, severe CHD leads to significantly better functional capacity and prolonged survival when compared to medical treatment alone. Recent studies have shown improvement in postoperative outcomes of patients undergoing surgery for CHD over the last decades. The trend for early diagnosis and application of surgery prior to the manifestation of HF symptoms, which tended to develop during the previous years, does not seem justifiable based on the findings of recent studies. Therefore, the optimal timing of intervention in CHD and the type of valve that should preferably be used remain issues of controversy. This review comprehensively examines the existing literature on the treatment options for patients with CHD, with a special focus on short- and long-term survival after cardiac surgery, and discusses the selection of the exact patient profile and intervention timing that are more likely to optimize the benefit-to-risk ratio for surgical intervention.

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