Index
Stakeholders, Governance and Responsibility
ISBN: 978-1-78756-380-3, eISBN: 978-1-78756-379-7
ISSN: 2043-0523
Publication date: 14 September 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Stakeholders, Governance and Responsibility (Developments in Corporate Governance and Responsibility, Vol. 14), Emerald Publishing Limited, Leeds, 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
- 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