Referring to an organizations responsibility for their impact on society, corporate social responsibility (CSR) is greatly relevant for the competitiveness, sustainability and innovation in the management and engineering arena of organizations, and the economy worldwide. Taking in account its these concerns, Corporate Social Responsibility in Management and Engineering covers the issues related to corporate social responsibility in management and engineering in a context where organizations are facing, day after day, high challenges for what concerns issues related to their social responsibility. The book looks to contribute to the exchange of experiences and perspectives about the state of the research related to CSR, as well as the future direction of this field of research. It looks to provide a support to academics and researchers, as well as those that operating in the management field need to deal with policies and strategies related to CSR.

Some of the emerging views brought up in this e-book are: The paradox and the necessity of pursuing sustaining and disruptive innovation simultaneously require a new kind of talent called integral leadership, the usual tools of persuasion -- reason, statistics, and bullet-points of logic -- fail to cause the necessary changes in management culture to allow disruptive innovation to thrive. Leaders must guide companies through an emotional leap to embrace a future based upon disruptive innovation in technology and work practices and the search for viable disruptive innovationnew customer values, new markets, new business modelsstarts by systematically exploring a companys strategic frontier.

Corporate Governance is a subject of great interest to academics, investors, and politicians throughout the world. Corporate governance is associated with the way firms are managed and controlled. Countries have adopted different governance systems to resolve the corporate governance issues. Anglo-Saxon systems differ from European and Japanese systems, and Eastern Europe and China, for instance, experiment with the way private organizations should be governed. Despite the great interest and intense debate, empirical evidence on the effectiveness of various governance systems is still sparse. This book brings together most current contributions from various perspectives and from an international angle. The book is an essential reading for academics, university students, practitioners, investors, politicians, and legislators.

At the turn of the 21st century, corporate scandals at major companies like Enron, Tyco International, and WorldCom cost investors billions of dollars and shook public confidence in the securities market. In 2002, in direct response to these scandals, Congress passed the Sarbanes-Oxley Act, a sweeping set of new standards for the operation of all U.S. public company boards, management, and public accounting firms. Among its many reforms was the requirement that senior officials take personal responsibility for corporate finances. This book's exploration of the relationship between corporate governance and operations uses the requirements of the Sarbanes-Oxley law as a guide and the internal controls of the ISO 9001 Quality Management System as the interface medium to unite the strategic and tactical functions of the corporation. In the process, it introduces new concepts of process liability and materiality and stresses management ethics and responsibility, as well as efficient and effective governance.

This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.

As the first decade of the 21st century winds down we have seen a sea change in society's attitudes toward finance. The 1990s can best be described as the decade of shareholder supremacy, with each firm trying to outdo the other in their allegiance to shareholder value creation, or as it came to be known, Value-Based Management (VBM). No one seemed to question this culture as the rising firm valuations translated into vast wealth creation for so many. Three significant economic events have reshaped how the public feels about an unbridled devotion to VBM and have defined the last decade: the dot.com bubble in 2000, the infamous accounting scandals of 2001, and the collapse of the credit markets in 2007-2008. In all three of these events the CEOs were portrayed as reckless and greedy and Wall Street went from an object of admiration to an object of scorn. The first edition of this book, Value Based Management: The Corporate Response to the Shareholder Revolution was written to help explain the underpinnings of Value-Based Management. At the time of its publication, few questioned whether the concept was the proper thing to do. Instead, the debate was focused on how to implement a VBM program. With this new second edition, the authors look at VBM after having seen it through good times and bad. It is not their intent to play the blame game or point fingers. Nor is it their intent to provide an impassioned defense of VBM. Instead they provide an academic appraisal of VBM, where is has been, where it is now, and where they see it going.

This monograph focuses on the level of management culture development in organizations attempting to disclose it not only with the help of theoretical insights but also by the approach based on employees and managers. Why was the term "management culture" that is rarely found in literature selected for the analysis? We are quite often faced with problems of terminology. Especially, it often happens in the translation from one language to another. While preparing this monograph, the authors had a number of questions on how to decouple the management culture from organization's culture and from organizational culture, how to separate management culture from managerial culture, etc. However, having analysed a variety of scientific research, it appeared that there is no need to break down the mentioned cultures because they still overlap. Therefore, it is impossible to completely separate the management culture from the formal or informal part of organizational culture. Management culture inevitably exists in every organization, only its level of development may vary.

Behaviour Management and the Role of the Teaching Assistant draws on the latest research as well as teaching assistants' own views to enable readers to reconsider TA deployment and to maximise the benefits TAs have to offer in supporting children’s behaviour. It considers the difficulties facing TAs, summarises the key stages in the evolution of their role in the classroom and highlights the significant challenges of TAs’ role definition. Using current research findings, this book provides guidance and practical activities to support schools in empowering TAs to work with children whose behaviour challenges. Each chapter considers a range of strategies for working with TAs, as well as the strengths and limitations of these approaches. There are also a range of self-/school-auditing and self-evaluation tasks with key points to consider and practical in-school suggestions at the end of each chapter. This is essential reading for professionals at all levels working in schools wanting to understand how teaching assistants can best be supported to successfully manage behaviour in schools.

Corporate social responsibility is examined in this book as multi-stakeholder approach to corporate governance. This volume outlines neo-institutional and stakeholder theories of the firm, new rational choice and social contract normative models, self regulatory and soft law models, and the advances from behavioural economics.