Search results

This article aims to explore the recent evolution of corporate social responsibility (CSR) from fringe philosophy to corporate buzzword.

For the period 2008 to mid‐2009, the author surveyed articles in mainstream media and business periodicals focusing on corporate social responsibility; reviewed polls for methodology and results; searched press releases for mention of corporate social responsibility; and interviewed professionals employed in the field. The author sought quantifiable examples of corporate financial support for programs in light of the recessionary economy. The author also looked to define today's corporate social responsibility as a philosophy reflecting the values of environmentalism, corporate transparency, community investment, diversity programs and other social benefits.

CSR is a wide‐ranging global movement advocating good corporate citizenship through such values as sustainability, corporate transparency, business ethics, workforce diversity, philanthropy, quality, service to community and workforce education. Even as corporations shed costs by the billions, CSR programs are thriving. The reasons are complex, but involve the conflation of CSR with environmentalism, and the apparent genuineness of corporate executives' commitment to its principles.

Research found fewer in‐depth articles on the topic than might be expected, particularly articles providing or examining hard data.

For those seeking to develop, sustain or evaluate a corporate social responsibility program, this article offers context, insight, and caution.

The article suggests there is resilience to corporate social responsibility, in light of the durability it has shown in the current economic downturn.

This paper aims to discuss best practices in corporate libraries. It is limited to libraries within the USA and excludes medical, hospital, pharmaceutical and government libraries.

Definitions of a corporate library and best practices are presented from the literature. The absence of generally accepted best practices within corporate libraries is noted and an explanation for its absence is presented.

The literature review indicates that there is an absence of generally accepted best practices within the corporate library community. This lack of quantitative data further weakens the position of corporate libraries within their organization as they cannot compare their operations to other service units. Corporate library managers must use the language and analysis tools of upper management to align the corporate library with the larger mission of the corporation to ensure its survival.

The absence of quantitative data focusing on corporate library services adversely impacts the future of corporate libraries. Until the professional association(s) representing the interests of corporate libraries develop, validate and administer a survey of corporate library services and costs, corporate librarians will remain at a competitive disadvantage when discussing the future of the corporate library.

The paper discusses best practices in corporate libraries.

This paper aims to describe the SFAS 109/Financial Accounting Standards Board (FASB) Accounting Standards Codification 740.

This paper is an overview of a topic.

SFAS 109 establishes the financial accounting and reporting standards for the effects of federal, state and foreign income taxes.

The paper is a good discussion for non‐tax financial executives. It is a valuable read for anyone looking for an introductory paper on the subject.

The purpose of this paper is to provide an understanding of a concept that the author refers to as strategic research and development.

The driver for this article came from interviews and discussions with CEOs, vice presidents, and director level engineers and scientists over the past several years who have demonstrated great interest in understanding why their companies' R&D efforts fall short of target so many times.

A visionary research and development, or new product or service development that is not linked early on to excellent operational and governance processes, cannot be successfully implemented. Conversely, operational excellence may lower costs, improve quality, and reduce process and lead times; but without a strategic R&D vision and guidance is unlikely to enjoy sustainable success from its operational improvements alone. High performance operating processes in R&D are critical and when combined with pro‐active implementation and governance will result in successful and strategic R&D which could serve as a sustaining advantage of companies in the near term and should secure long term survival.

The paper is insightful in that it makes several suggestions at optimizing research and development efficiency and effectiveness through strategic operational excellence. It is creative in that it links operational excellence and operations management themes with developing new products and services and the work of R&D. This is a very interesting read for high‐level executives and senior management involved with research and development and new product development.

This paper aims to unveil the business‐government‐society relationship in China, as compared with that in the USA.

Three cases – the Chinese milk scandal, the beef recall, and the peanut butter scandal in the USA – are presented and contrasted.

The business‐society‐government relationship in China sets itself apart from that in the USA, largely due to its one‐party political system and the Confucian tradition. The relative lack of independent watchdogs and advocacy groups and the relative lack of independence of the media make it more difficult for irresponsible behavior by powerful corporations to be exposed in China. Further, paternal local governments can sometimes play an enabling role to companies engaged in irresponsible behavior under their protective wings.

With little extant research in the area of corporate social responsibility in the Chinese context, future research can build on this research and further test the relationship with quantitative data.

The research provides insights into the context of business operations in China and thus has significant practical relevance.

The paper is the first to explore the business‐government‐society relationship in China.

This article aims to provide business managers and executives with a framework of how to best utilize and implement teams in the workplace so as to maximize both internal and external diversified skill sets capabilities in team members.

A combination of primary and secondary research was conducted to highlight and strengthen the authors' views and opinions. The original ideas and basic concepts are based upon the authors' own experiences.

Companies have much to gain from utilizing teams and teamwork within and across corporate boundaries. Success is more likely to be achieved if the team has certain core characteristics. In addition, a heterogeneous team composition could optimize efficiency, quality, and innovation. By collaborating and teaming with external parties companies can overcome internal resource limitations and achieve competitive advantage, greater profitability and maximize chances for long‐term survival.

The article is primarily based upon the authors' own experiences and opinions, which may differ from results of studies and research done on the subject. The secondary research was limited. The survey conducted by the authors was not scientifically constructed. The sample size was small (n=32) but yet statistically significant and based upon a convenience sample.

The article may help company executives and managers who want go get the most out of their employees and enhance their work teams' productivity levels, output quality, and creativity.

The article is a clear and concise read relating to a highly relevant business topic. It takes a multi‐level approach to the concept of teams in the workplace, and could serve as a good guide to business leaders on how to create the most efficient and effective work environment for their employees that will ultimately result in more successful and profitable operations.

This paper aims to review the growing literature on the issues and variables which are impacting the determination of CEO pay for Fortune 500 and other large organizations. While many previous researchers have focused on agency theory, CEO power, market forces and board of directors governance as the most relevant issues, the authors seek to propose a general model for determining CEO pay which has a more comprehensive set of variables.

The paper draws on existing literature to derive the variables for the proposed model.

The bulk of the literature reviewed takes an Anglo‐American point‐of‐view on the best way to manage CEO pay. There is a need for a more “balanced” and broader perspective on how to motivate CEO behavior with the needs of other stakeholders.

The paper provides new insights into the dynamic nature of CEO motivation and governance and by designing a general model, integrates divergent points of view into a more holistic body of knowledge.

During difficult economic times the media often highlight examples of failing or failed business organizations. In some cases the demise of corporations is examined in considerable detail often resulting in the following take‐home messages: these are the sins that have brought about your failure; and if things had been done differently you might still be a viable company. This paper aims to point out success stories from creative leaders who successfully navigated through challenging environments.

The paper draws on existing cases from the literature highlighting leaders who led their organizations to positive ends during turbulent times.

There are opportunities for company success despite difficult business environments.

It is rare to read about successful leadership practices during turbulent times. Yet, they do exist. The overwhelming number of examples and cases written about, however, are indeed in the negative direction, not the positive.