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Business ethics, corporate social responsibility (CSR), corporate strategy and public administration.

Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration).

This case accounts the experience of a Malaysian Governmental Development Agency cum City Council, Bintulu Development Authority (BDA), in organizing and strategizing its CSR initiatives so as to discharge its self-interests and societal expectations. BDA was established following the discovery of huge reserves of natural gas and oil offshore in Bintulu, an industrial town in the state of Sarawak, Malaysia. It serves as the governmental instrument to undertake and coordinate development initiatives in Bintulu. There have been several driving forces prompted BDA to be more vigilant in discharging its social obligations along with its statutory obligations as a development agency and municipal services provider. They are, namely, the BDA Ordinance 1978 that governs its legitimate existence, the emergence of social media era that alters the access of people to information, the growing ecological and social concerns, and the unpredictable geopolitical environment that makes the logic of long-term strategic planning questionable. To ensure discharging its statutory and social obligations, BDA articulated vision and mission statements with strong social orientation. Two master development plans, embedded with social and environmental considerations, have guided BDA in translating its strategic mission into real structured development and action plans from 1978 to present. Through institutionalization of CSR elements as part of the organization's core business routines, annual budget allocation, performance control and reward mechanisms, CSR becomes an organizational routine of value to BDA.

This case has three learning objectives: it assists students to understand the contextual background of the case so as to establish the strategic position of CSR initiatives within the organization; it assists students to assess the embeddedness of CSR in an organization's core business routines and its potential sources of value creation; and it encourages students to examine the possible critical factors that enable or impede the initiation and implementation of regular CSR programs in an organization.

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A central claim of stakeholder theory is that the purpose of business is to create value for various stakeholders. However, managing diverse interests of stakeholders can be challenging in a business environment entrenched with different value systems. Lacking of qualitative narratives and complicated nature of corporate governance perhaps have impeded the stakeholder theory to become a major theory of strategic management and organizational ethics on its own. The purpose of this paper is to ascertain the strategic values of stakeholder management.

Three stakeholder management case studies, taken in the context of a large corporatized public organization, were conducted in attempting to amplify the underpinning theories of stakeholder identified by Laplume et al. (2008). Tape-recorded semi-structured interviews were transcribed into texts. To reduce retrospective bias, some typical secondary records were examined.

Stakeholder management can be a core competence that draws resource capabilities throughout a firm for generating desirable triple bottom line results, which also eases the tensions between shareholders and stakeholders of the firm.

Stakeholder management is an organizational mechanism tightly embedded in the firms’ strategic organizing and strategizing routines. It is vital for generating desirable triple bottom line results. This conjures up potential linkages between the stakeholder theory and the resource-based view (RBV) theory as pursuing stakeholder management can be a hard-to-emulate strategic asset within the framework of the RBV theory.

There is relatively scant literature that pays attention on amplifying stakeholder management theory in the public sector organizations. Through the unlocking of some valuable public sector data sets, this research can make a positive contribution in the areas.

Engaging corporate social responsibility (CSR) is essential to attain corporate sustainability. This paper aims to take the CSR from the viewpoints of a believing system, Christianity in an attempt to bridge a gap in the existing literature.

Through related literature reviews, research questions asked and grounding in the Christians' sacred text, the author seek to explore the Christians' social responsibilities and their relatedness to the CSR.

This paper highlights the interlocking principles – honoring God, one's neighbor, God's creation, great commissions and eternality concept – that shape the Christians' fundamental approaches toward their social responsibilities. These collective faith driven principles would redefine the existing CSR conceptions in a refined form that the author call a faith‐based CSR.

The paper discusses the applications of the faith‐based CSR in the areas of corporate philanthropy, environmental preservation and social reporting. The faith‐based CSR is inherently beneficial to the firms and their stakeholders. It refines the organizational paradigms on the business competition, and uncovers a corporate sustainability paradigm otherwise hidden to managers and scholars.

The Christians have significant presence in both developed and emerging nations. Their worldviews on the social responsibility, consequently, would have influenced the CSR practices of firms. Given the scant attentions paid to explore the intersection between a believing system and the business ethics, this paper can make a unique contribution to the area of CSR literature.

A compressed cycle time enables products to be manufactured more quickly and has the potential of locking in the most profitable customer. Applies time‐based process mapping (TBPM), a time compression technique, to a firm that operates in a resource‐based environment, and undertake detailed case studies. Analyses the firm's key supply chains and examine related strategic issues. Competitive forces analyses indicate that depleting supply, which is valuable, in an attractive industry affects considerably the time horizon of strategy formulation. Robust supply chains integration requires a good consideration of a firm's resources, capabilities and external environments. Both the industrial organisation and resource‐based view are important to sustain business timeliness and operations management. It seems, from the case studies, that in times of intense competition with shortages of resources, continued globalisation, and the fast and slow world divide, the integration of value chains and systems is an effective way of achieving business timeliness. Enabling yet effective strategies and technologies only come to their optimum with proper leadership – the interconnectivity of the time compression triangle.

Efforts to create an international system for corporate responsibility should now be concentrated not on the drafting of yet more rules and standards, but on the strengthening of existing international institutions. This chapter first outlines the problems with using rules that are generally not enforceable within national courts to make global corporations accountable. It is argued that at least some of these obstacles could be overcome by strengthening already existing international institutions. Four such institutions are examined – the existing regional human rights bodies, the International Criminal Court, the International Labor Organization (ILO), and an expanded International Court of Justice.