First published in 1998. Routledge is an imprint of Taylor & Francis, an informa company.

First published in 1998. Routledge is an imprint of Taylor & Francis, an informa company.

First Published in 1998. Routledge is an imprint of Taylor & Francis, an informa company.

The book Academic Social Responsibility - Sine Qua Non for Corporate Social Performance is our endeavor to disseminate the awareness of the significance of responsible (especially management) education not only for academic stakeholders, but for the whole society. It is an interesting combination of theories, studies, recognitions, and experiences gained by authors from different countries, institutions, who function in various institutional and cultural conditions. The book is divided into “Introduction” and three parts: “Towards the Socially Responsible University”, “Socially Responsible Education for Enterprise Development”, “Human Voice in Responsible Management Education”. The authors present fresh concepts for socially responsible university, their impact on real business performance as well as discussions on specific issues when implementing academic social responsibility in practice.

Corporatee Social Performance: Paradoxes- Pitfalls and Pathways to the Better World is authored by a range of international experts with a diversity of backgrounds and perspectives and provides a collection of ideas, examples and solutions on CSP implementation and problems that occur in this area of consideration. The last decade had abundant corporate, national and international ethical and financial scandals and crises. After this epoch of moral catastrophes stakeholders expect that corporations which are considered as the most powerful institutions today and which have enormous impact on our planet’s ecosystems and social networks will take more active roles as citizens within society and in the fight against some of the most pressing problems in the world, such as poverty, environmental degradation, defending human rights, corruption, and pandemic diseases. Although Corporate Social Performance (CSP) has been a prominent concept in management literature and in the business world in recent years "it remains a fact that many business leaders still only pay lip service to CSR, or are merely reacting to peer pressure by introducing it into their organizations." (Bevan et al. 2004:4). So do really companies do “well” by doing “good” or maybe” companies engage in CSR in order to offset corporate social irresponsibility’? (Kotchen and Moony, 2012 p.4). I hope that we would agree that companies and CSR only by working together guarantee their own survival and we- the society and the planet -will be much obliged (Thomé, 2009 p. 3).

Jeffrey C. Alexander brings together new and leading contributors to make a powerful and coherently argued case for a new direction in cultural sociology, one that focuses on the intersection between performance, ritual and social action. Performance has always been used by sociologists to understand the social world but this volume offers the first systematic analytical framework based on the performance metaphor to explain large-scale social and cultural processes. From September 11, to the Clinton/Lewinsky affair, to the role of the South African Truth and Reconciliation Commission, Social Performance draws on recent work in performative theory in the humanities and in cultural studies to offer a novel approach to the sociology of culture. Inspired by the theories of Austin, Derrida, Durkheim, Goffman, and Turner, this is a path-breaking volume that makes a major contribution to the field. It will appeal to scholars and students alike.