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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 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.

The purpose of this paper is to provide a perspective on the emergence of social media and their adoption as a critical element in knowledge management strategy. Social media are defined as the collection of software tools and web‐based applications that are personalized, that is, that communications identify individuals by name and enable the development of human relationships. Specific tools and software applications include blogging, wikis, microblogging, social networking services, tagging, subscribing, and so on.

The paper uses 1999 as a pivotal year, describing how research in social network theory preceded and then co‐evolved with the development of applications during the dot. com boom and coincided with the emergence of a third phase in knowledge management, a phase in which the emphasis has been on enabling social networks as a primary focus for KM work.

The paper presents a model for understanding how social media have augmented communication and collaboration methods and have introduced new dimensions in work practices, namely, peripheral awareness, crowd sourcing, and network maintenance.

The paper puts forward a potential guide in helping practitioners to make sense of the plethora of social tools, social networking sites, and web applications, and to make better decisions about which tools to apply depending on specific circumstances and learning and knowledge management goals.

The paper reflects the personal experience and practice of the author, who has worked in the field of knowledge management, collaboration, and networks, for over 20 years.

The purpose of this paper is to examine how the principles of talent management (TM) can be leveraged to enhance an organization's knowledge management (KM) initiatives.

This paper critically reviews the literature pertaining to the emerging concept of TM and specifically that which focuses on “smart talent management” i.e. the fusion of TM and KM concepts. The authors offer insights as to how TM can benefit KM and then discuss these insights with a focus group of KM practitioners.

The fusion of the two concepts has so far only been considered by human resource scholars who have tended to examine how learnings from the field of KM can be leveraged to advance TM. The authors confront the issue in reverse and identify five KM concerns – identifying key knowledge workers, knowledge creation, knowledge sharing, developing knowledge competencies, and knowledge retention – which they argue can be advanced through the application of TM principles. Their focus group confirms that these KM concerns can benefit from the integration of TM principles, but some more than others.

The fusion of TM and KM has so far only been considered from a HR perspective. This paper examines the fusion of the two concepts from a KM perspective. Five specific KM concerns which can benefit from the integration of a TM approach are detailed and then validated by a focus group of KM practitioners.

The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future.

It illustrates with examples of global companies including Blockbuster, Nokia, Kodak and Sears that failed to embrace change while Google, Amazon, Apple and Facebook succeeded in reinventing. It draws a blueprint for CEOs to build organizations in the future.

It implores to plan for multiple and emerging visions of the future using a scenario approach. It concludes that CEOs must predict the future, embrace change and adopt innovative tools and techniques to lead the organizations in the future.

These tools and techniques can be applied by chief executives in any industry and any size of the organization.

The social implications of this research suggest that the chief executives must adopt these tools and techniques to build the organizations of the future.

It explores organizational network analysis, encourages a focused differentiation strategy and emphasizes differentiated skill-focused structures. It advises integrated efforts from all stakeholders including the organization, employees, human resources and chief executives to reinvent and build organizations of the future.

This paper aims to find out accredited social health activists’ (ASHA) communication competence and effectiveness while working as leaders with groups in the rural setting. ASHA, as the “first point of contact” for pregnant women in rural areas, plays a significant role in building awareness and disseminating key information at critical times (e.g. antenatal and post-natal period), promotes healthy maternal and newborn care practices and facilitates identification and referral of maternal and newborn complications. ASHA plays critical role of a leader in bridging the gap between health system and community. In the entire process, effective communication competency is the key to her effectiveness.

The study adopts seven items from the farmers communication (FACOM) scale of communication measures developed by Udai Pareek and Y.P Singh. Preliminary editing of the items was done keeping certain points in mind such as the items should not be judgemental, should be acts of behaviour, should be observable and should be simple. This scale was adopted for the study, as it was designed to measure farmers’ communication competence and suited the context. The evaluation criteria included the seven essential elements of communication identified in the FACOM scale.

Results from the study identified a need to sensitise ASHAs on the critical role of effective communication and need for investing more in building her capacity for health communication. The trainings being imparted to ASHAs have to be strengthened in terms of communication skills. They should focus upon developing all three variables of communication skills equally and integrating them to get desired results.

The study was conducted in one state while the programme is running across the country. The sample size was small.

The learning of the study will help in developing a better understanding of the beneficiaries’ perspectives and their expectations regarding ASHAs communication process in the leadership role which she performs. Such understanding will not only be instructive but may also prove transformative for the benefit of both ASHAs and her community, whose support is critical to the success of the programme. This learning will feed into the policy planning and communication and capacity building strategy of the ASHA programme and may lead to better and more effective strategies and tools of communication.

Research study is original. Keeping the observers’ status in mind, questionnaire was translated in Hindi language. Twenty ASHAs were selected randomly from small villages of Uttar Pradesh, the largest state in India. The scale was presented to at least five observers (all females) for one ASHA. These observers/judges were the ones who knew ASHA well and with whom she had communicated at some point of time as part of her work.