A Liberating Curricula as a Social Responsibility for Promoting Social Justice and Student Success Within the UK Higher Education Institution (HEI)

Integrating corporate social responsibility (CSR) activities as part of a higher education institution (HEI) organisational strategies and practices to address economic and social inequality is no longer a new phenomenon. This promotes increased levels of involvement, choice, and diversity, and is aligned with recent initiatives to widen participation improve representation and promote attainment. CSR may also be encapsulated within frameworks through which HEIs may identify and self-reflect on institutional and cultural barriers that impede minority ethnic (ME) staff and students' progression and attainment. This chapter is informed by discussions concerning CSR within higher education in relation to the aims and objectives of education; student progression and attainment as a university's socially responsible business practice and act of due diligence, to improve representation, progression and success for ME students; curriculum vs. education and the function of a liberating curriculum as a vehicle to enhance academic attainment and promote student success.

Corporate Social Responsibility as a Strategy in a Self-Service Shop S-Mart

The objective of this chapter is to make known the importance of the use of these practices in Mexican companies, the benefits they have in the community where they are implemented. The method used is the method in a descriptive way through the periodic notes of the regional self-service company S-Mart. The method is based on analysis of the literature review. The main conclusion is that the company seeks to compete against the large self-service companies through CSR trying to fulfill its mission as a company. It is also concluded that corporate social responsibility affects the social responsibility of the consumer to the extent that circumstances permit, positively or negatively.

The Role of Technology Acceptance Model in Strengthening Business Positioning

Technology acceptance model (TAM)—new media—has been widely viewed as a veritable medium for innovating businesses, specifically business positioning. However, organizations are hardly adopting it due to fear of losing control of information flow and cyber-attack, which has intensified and taken mutative dimensions recently. Although numerous studies have explored TAM, they have largely focused on users' perception of the system's usefulness, ease of use, intention to use, and the actual use, while leaving out the strategic implications of such business practice. Thus, relying on thematic textual analysis of interview data drawn from 41 respondents, this chapter empirically investigates how selected ICT firms in Nigeria are behaving towards TAM- new social media. Consequently, the study proposes that rather than dwell on avoidance model, following associated risks, TAM can be securely and effectively integrated to help stimulate business positioning: market positioning, market leadership, customer intimacy-relationship, and competitive advantage for organizational success.

Why Should the Business Community and Organizations Leverage Social Media to Demonstrate Their Corporate Social Responsibility (CSR) Commitment?

Social media is a great asset for developing a sustainable brand strategy that goes hand-in-hand with CSR. The role of social media cannot be ignored; we live in a customer-centric and highly connected world where consumers vote with their wallets, supporting companies that demonstrate concern for employee welfare, community development, environmental sustainability, and human rights. As the adage goes, “There's power in numbers,” and social media provides companies—who actively engage—with an influential, built-in network of passionate consumers that become followers of a brand when interested in what it's doing. By way of example, real-life case studies are presented that demonstrate the role social media platforms may play to showcase the strides that a company has made for a cause, whether this means funds donated, awareness raised, consumers reached, beneficiaries helped, communities improved, etc.

Understanding Historical Background of Corporate Social Responsibility (CSR) and Realizing Social Media as a New Horizon in CSR Communication

With globalizing world, formal and the dimensional structure of market competition has been changing dramatically. In such a rapidly changing environment, companies should not just meet unlimited consumer needs, but also adopt a certain social responsibility philiosophy towards the society. In that sense, corporate social responsibility is one of the important concepts that play a role in formation of positive perceptions of the target groups. The purpose of this chapter is to understand the changing nature of corporate social responsibility (CSR) over years, and also find the effect of social media on communicating corporate social responsibility. In that sense, firstly the need for CSR is to be discussed in different perspectives. Alternative definitions are provided over years to sense the evolving nature of the concept. Then in the last part, new media and social media's impact on CSR, as of benefits/challenges provided and alternative social media tools to be used in communication, are discussed.

The Concept of Green Marketing

Environmental concerns have become one of the most important issues of today's business world. Companies have discovered the importance of green marketing and sustainability and that consumers will buy products that are greener and sustainable. This chapter focuses on the concepts of green marketing and sustainability. The concepts of green marketing and sustainability are discussed, analysis of green markets and green market examples are provided, and viable green marketing strategies are also suggested.

CSR and PSR Diversity Engagement Among Ethnic Minority Businesses (EMBs) Within the UK

This chapter attempts to comprehend the complexity, nuances, and inherent challenges that exist amongst corporate social responsibility (CSR) and purchasing social responsibility (PSR) in the public and private sectors, within the context of ethnic minority businesses (EMBs) in the UK. As noted by Carter and Jennings and the Institute of Supply Chain Management, there is now a need to discuss ethnic minority businesses in the same context as human rights as there are such inequalities in both fields.

The Business of Business Is Business Through Social Integration

The business of business during the twentieth century was considered to be only earning and delivering profits to the shareholders. But, the twenty-first century challenges this approach and offers a different business environment characterized by fast digitization, faster disruptive innovations, and fastest shifting consumer expectations. The business community has to awake to the reality and find ways to create sustainability to their businesses by leveraging the networks, capital, people, and technology to create a win-win situation with the social environment. In this process, the scope of corporate social responsibility has become narrow and the trust on corporates in the society has been declining. Hence businesses need to go beyond by defining a social mission to integrate deeply with society and create trust. The economic view of the business is transforming into a wider social view, forcing businesses towards social integration to create shared value.

Sustainability Strategies for Software Development Firms

Business sustainability is critical for any industry. In the software sector, this is often well practiced by organizations according to their sustainability reports. The work documented in this chapter aims to analyze the sustainability reports of software development firms from India to document the best practices in business sustainability. Ten large-scale software development firms were selected, and the themes such as efficiency enhancement, health and safety, opportunity maximization, productivity enhancement, risk management, value creation, and waste management were explored in the reports. The results are presented in this chapter that integrates the knowledge on the practical implications that software organizations in the rest of the world could adapt for better management of sustainability initiatives.