This book examines and analyzes the challenges programmes for Corporate Social Responsibility (CSR) and sustainable development are facing in global management practice. It looks at the dichotomy of a general and popular demand for responsible and resilient management, and the counterplayers that impact the positive effect of such efforts. The book assembles latest research looking at the root causes for this opposition, and new case studies that showcase the dilemma and possible solutions to overcome it. Overall, the book juxtaposes short terminism within CSR programmes and longer term sustainable development, mis-allocation of resources and failed promises associated with CSR, and sketches pathways how CSR and sustainable development can be directed towards the most pressing issues.

Analyzes the challenging and opposing factors against CSR programmes and sustainable development Addresses the tensions and confusions that exist between the concepts Provides case studies and examples that showcase the obstacles and possible solutions

Autorentext

Stephen Vertigans is Head of School of Applied Social Studies, Robert Gordon University, Aberdeen, UK. His research interests include Corporate Social Responsibility in the energy sector, with particular attention placed upon social impacts in Africa. To this end he has visited numerous African countries to help build capacity and to investigate how CSR approaches can help overcome deep rooted social problems and political tensions. Stephen was instrumental in the introduction of a MSc programme looking at CSR and Energy. He has published widely across a range of fields including Corporate Social Responsibility, African studies and forms of political violence.

Samuel O. Idowu is a Senior Lecturer in Accounting and Corporate Social Responsibility at the London Guildhall Faculty of Business & Law, London Metropolitan University, UK. He researches in the fields of Corporate Social Responsibility (CSR), Corporate Governance, Business Ethics and Accounting and has published inboth professional and academic journals since 1989. He is a freeman of the City of London and a Liveryman of the Worshipful Company of Chartered Secretaries and Administrators. Samuel is a Vice President of the Global Corporate Governance Institute. He has led several edited books in CSR and is the Editor-in-Chief of two Springer's reference books - the Encyclopaedia of Corporate Social Responsibility and the Dictionary of Corporate Social Responsibility. He is also a Series Editor for Springer's books on CSR, Sustainability, Ethics and Governance. One of his edited books was ranked 18th in the 2010 Top 40 Sustainability Books by, Cambridge University, Sustainability Leadership Programme. Samuel is a member of the Committee of the Corporate Governance Special Interest Group of the British Academy of Management (BAM). He is on the Editorial Boards of the International Journal of Business Administration, Canada and Amfiteatru Economic Journal, Romania. Samuel has delivered a number of Keynote Speeches at national and international conferences and workshops on CSR and has on two occasions 2008 and 2014 won Emerald's Highly Commended Literati Network Awards for Excellence. To date, Samuel has edited several books in the field of CSR, Sustainability and Governance and has written four forewords to books. Samuel has served as an external examiner to the following UK Universities - Sunderland, Ulster, Anglia Ruskin, Plymouth, Robert Gordon University, Aberdeen, Teesside University, Middlesbrough, Sheffield Hallam University and De Montfort University, Leicester. He is currently an external examiner at Canterbury Christ Church University and University of Brighton.

Inhalt

FM.-Part I: Sustainable Development Goals.- Directing CSR and Corporate Sustainability towards the most pressing issues.- Is Covid-19 setting the stage for UN Agenda 2030? In pursuit of the trajectory.- CHALLENGES TO THE EFFECTIVE IMPLEMENTATION OF SDG 8 IN CREATING DECENT WORK AND ECONOMIC GROWTH IN THE SOUTHERN AFRICAN HEMISPHERE: PERSPECTIVES FROM SOUTH AFRICA, LESOTHO AND ZIMBABWE.- Part II: Global South.- CSR in the Global South: The continuing impact of postcolonial power and knowledge.- CSR, Local Content and taking control do shifts in rhetoric echo shifts in power from the centre to the periphery?.- Corporate Social Responsibility Practices and Its Implementation after the Legal Mandate- A Study of Selected Companies in India with Special Emphasis on the Mining Sector.- Part III: Europe.- A circular economy strategy for sustainable value chains: A European perspective.- RECYCLING INITIATIVES IN ROMANIA AND RELUCTANCE TO CHANGE.- Part IV: Strategic.- Catalyst, not hindrance -how strategic approaches to CSR and sustainable development can deliver effective solutions for society's most pressing issues.- Anchoring big shifts and aspirations in the day-to-day: A case for deeper decision making and lasting implementation through connecting change-makers with their values.- The Role of Corporate Social Responsibility In Business Sustainability.- Part V: Reporting.- Institutional Pressures and CSR Reporting Pattern: Focus on Nigeria's Oil Industry.- Corporate Social Indices: Refining the Global Reporting Initiative.- Environment, Social and Governance (ESG) and Integrated Reporting.-BM.