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The purpose of this paper is to explain people's divergent perceptions of companies' corporate social responsibility (CSR) activities in order to help organizations strategically manage their global responsibilities.

Combining institutional theory and role‐theory, the authors examine how people's expectations for the role of business (RoB) in society define the standard by which corporate activities are judged. Where conformity to institutional models confers “legitimacy” and compliance to social scripts constitutes “appropriate” behavior, the authors contend that congruence with RoB expectations is what defines corporate responsibility. This research utilized a quasi‐experimental method to explore the effects of stakeholder status and individuals' RoB expectations on their assessments of CSR activities.

Significant differences were found between stakeholder groups on all but one of the CSR activities scales. Of substantially more impact, subjects' RoB expectations were found to significantly shape their assessment on all CSR activities scales. A factor analysis of the RoB items identified five dimensions to the role business plays in society, which together define a holistic model for global responsibility.

Subjects were recruited by convenience and randomly assigned to the four experimental conditions, so they are not representative of the general population. Future research would benefit from cross‐cultural, longitudinal and qualitative explorations into people's RoB expectations.

The five RoB components provide managers with a tool to strategically manage a multi‐dimensional portfolio of corporate CSR activities.

This research applies role‐theory concepts to the study of CSR, thereby introducing some emergent, situational, negotiated and idiosyncratic dynamics to our understanding of global responsibility.

The purpose of this article is to describe the emerging business discipline of organizational network analysis and its potential as a tool to guide efforts in creating awareness of where knowledge exists in an organization and how this expertise can be best tapped by an organization's workforce. Specific initiatives and activities that companies are using to promote the changes necessary to ensure that knowledge flows are discussed.

The article gives a case example of building a networked organization at MWH Consulting, Broomfield, Colorado, USA.

When organizational network analysis is accompanied by management practices that encourage, support, and require connectivity, employees more naturally leverage the expertise of peers and counterparts, wherever they live.

The article provides an insight into organizational network analysis and shows the barriers to and signifies the importance of knowledge management.

This chapter focuses on business and industry networks. All six facets of knowledge networks are described. Three of the six facets have particular importance for these networks, specifically domain, relationships, and how messages are managed and controlled. The authors provide six network profiles, including health care industry networks, fashion industry networks, technology industry networks, food production industry networks, building industry networks, and transportation industry networks.

This study aims to develop and estimate the Musharaka demand and supply model for full-fledged Islamic banks to explore patterns and stability of Musharaka equilibrium in the market.

This quantitative study uses a deductive approach to explore financial statement-level data of 30 Islamic banks of six countries between 2012 and 2017.

The results show that the Musharaka market is stable when Musharaka demand is purchase price elastic and supply is sale price inelastic. It indicates that the current banking industry is unable to increase supply when there is an increase in Musharaka returns. In comparison, industry demand for Musharaka is increasing at a higher rate, corresponding to a decrease in Musharaka price.

This study is fundamental in estimating the market stable market returns and market quantity of Musharaka financing. If market returns and quantity deviate, market forces will push it to equilibrium.

The theoretical and empirical studies worked on the application and suitability of Musharaka financing. However, they failed to explain demand and supply forces in determining the level of Musharaka financing in the economy using empirical data. Without an equilibrium model, policymakers would be unable to predict the movement of the Islamic stock market index (the price of Musharaka financing) and the incidence of Musharaka financing. Further, it is not possible to apply expansionary intervention by policymakers if the stability of the market is unknown.

The purpose of this paper is to review a systemic organizational change initiative for improving collaboration, innovation and value creation at a global telecom.

Based on a comprehensive internal assessment Telenor identified core issues and challenges in supporting collaboration after several years of dramatic global expansion. From the assessment the change leaders built a business case for launching a systemic change initiative. They chose a collaboration and partnering approach with multiple management groups, with an emphasis on networks and innovation. A two‐year roadmap was developed to build three meta capabilities in collaborative technologies, social innovation and network behaviors and new business thinking.

The case study is a mid‐point assessment of how the implementation is working. A small and smart approach for introducing new ideas and learning innovations into receptive and influential groups within Telenor, new ways of working are taking hold quickly. The equal emphasis on bringing in social innovation such as communities of practice and introducing a next generation of management tools is effectively changing behaviors that are supported by new collaborative technologies.

Collaboration and knowledge sharing at Telenor is seen equally as a technology issue, a social innovation and behavior issue and a business issue. Many change efforts around knowledge sharing and collaboration emphasize technology or behaviors, but rarely address both effectively. This approach is more systemic than most because it not only addresses these two arenas, but also puts an unusually high emphasis on educating people into new business fundamentals such as the importance of intangible value and the power of networks.