CSR for Purpose, Shared Value and Deep Transformation focuses on a new type of CSR, which includes entrepreneurial innovation, sustainable goals and shared and integrated value in a systems-oriented approach for deep transformation. All topics are backed by case studies, academic literature and future research opportunities.

Bring the heart of your company into the community with effective CSR Doing Good by Doing Good shows companies how to improve the bottom line by implementing an engaging, authentic, and business-enhancing program that helps staff and business thrive. International CSR consultant Peter Baines draws upon lessons learnt from the challenges faced in his career as a police officer, forensic investigator, and founder of Hands Across the Water to describe the Australian CSR landscape, and the factors that make up a program that benefits everyone involved. Case studies illustrate the real effect of CSR on both business and society, with clear guidance toward maximizing involvement, engaging all employees, and improving the bottom line. The case studies draw out the companies that are focusing on creating shared value in meeting the challenges of society whilst at the same time bringing strong economic returns. Consumers are now expecting that big businesses with ever-increasing profits give back to the community from which those profits arise. At the same time, shareholders are demanding their share and are happy to see dividends soar. Getting this right is a balancing act, and Doing Good by Doing Good helps companies delineate a plan of action for getting it done. Readers will: Define an effective CSR strategy that promotes better business and makes a real impact Understand the current landscape to evaluate the CSR options that are right for your company Understand why corporate philanthropy is no longer enough Identify the hard and soft key performance indicators that help keep your program on track Gain an understanding of the concept of shared value and the importance to business Gain insight into each step of the CSR process, from interest, to information, to implementation The concept of CSR is not new, but traditional "payroll deductions" and "volunteer days" are out-dated and grossly ineffective. Today, companies are building simple, well-constructed programs that are changing business and changing lives on a much grander scale. Doing Good by Doing Good provides a fool proof strategy for CSR planning, with value to the company, employees, and community at large.

Corporate social responsibility (CSR) is simply the maximization of a companys value over time, undertaken because, in the long run, social and environmental problems ultimately become financial problems. The justification for CSR is therefore associated with representing the nature and role of the company, as well as its purpose. Companies therefore regard CSR as a strategic investment that is part of a proactive, resilient, inclusive approach, based on the creation of shared value. This approach is capable of reducing negative societal impacts of their activities, or inducing positive impacts if they sustain a hybrid culture, all the while improving their competitive advantage. This book presents a theoretical development that analyzes the challenges of CSR strategies based on the creation of shared value. Two case studies are presented, analyzing the different forms of social innovation strategies capable of inducing this shared value creation.

A “game changer” is a metaphor commonly used to describe a broad range of events and phenomena in different fields and domains, from natural disasters, through economic crises, emerging narratives, technological or social innovations to conflicts and political or military interventions. Although precise definitions of a “game changer” vary and its conceptual boundaries remain blurred scholars agree that its main quality is the ability to change the status quo. Management scholars have long been interested in increasing the relevance and impact of their studies by addressing a diverse range of global issues. This aspiration to offer significant and meaningful theoretical, practical and societal contributions has led to the advent of strand of management research related to “grand challenges”. Solving any of these challenges could be a game changer, not only from management studies perspective but also from a wider social standpoint.

This book focuses on the complex relationship between education and the Sustainable Development Goals (SDGs) and highlights how important context is for both critiquing and achieving the Goals though education, given the critical role teachers, schools and curriculum play in young people’s lives. Readers will find examples of thinking and practice across the spectrum of education and training sectors, both formal and informal. The book adds to the increasing body of literature that recognises that education is, and must be, in its praxis, at the heart of all the SDGs. As we enter the third decade of the 21st century, we have a clear understanding of the wicked and complex crises regarding the health of life on our planet, and we cannot ignore the high levels of anxiety our young people are experiencing about their future. Continuing in the direction of unsustainable exploitation of people and nature is no longer an option if life is to have a flourishing future. The book illustrates how SDGs are supported in and by education and training, showcasing the conditions necessary to ensure SDGs are fore fronted in policy reform. It includes real-world examples of SDGs in education and training contexts, as well as novel critiques of the SDGs in regard to their privileging of anthropocentrism and neoliberalism. This book is beneficial to academics, researchers, post graduate and tertiary students from all fields relating to education and training. It is also of interest to policy developers from across disciplines and government agencies who are interested in how the SDGs relate to education.

This book offers a unique framework to understand how public institutions and private investors can collaborate to sustain long term investments (LTIs), with a specific focus on public-private partnership for infrastructure, blended finance mechanisms, and impact investing.