Results 111 to 120 of about 60,640 (309)
Five Questions about Demonstrating Impact [PDF]
, 2008 American foundations must do a better job of demonstrating the impact of their work, according to a dozen philanthropy leaders. In this Philanthropy Awareness Initiative Digest, they weigh in on how foundations can demonstrate impact and why they should.
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Corporate Social Responsibility and Environmental Management, EarlyView.ABSTRACT While corporate social responsibility (CSR) scholarship assumes that organizational consistency signals effectiveness, there remains a knowledge gap about how MNCs navigate competing institutional logics between headquarters and subsidiaries. This study investigates how managerial sensemaking mediates the effects of institutional pressures on ...
Charles Antony Diab, Wendy Stubbs
wiley +1 more source
Maximizing Foundation Effectiveness: Aligning Program Strategy, Organizational Capacity, Strategic Planning, and Performance Assessment to Achieve Success [PDF]
, 2008 This paper outlines a framework for increasing the philanthropic performance of an organization by focusing on strategic planning and development of tight logic models for the organization's programs.
Paul Connolly
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What Drives CSR Performance: Structures, Declarations or Values?
Corporate Social Responsibility and Environmental Management, EarlyView.ABSTRACT Sustainability and corporate social responsibility (CSR) are increasingly central to strategic management, yet a gap persists between formal commitments and actual practice. The study explores the structural and value‐based predictors of the institutional integration of CSR and sustainability, with a focus on the mediating role of the CSR ...
Pavla Vrabcová +3 more
wiley +1 more source
Diversity in Action: Strategies With Impact [PDF]
, 2009 Compiles essays by foundation executives and trustees on the impact of diversity and inclusiveness efforts, strategies, and lessons learned.
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Corporate Social Responsibility and Environmental Management, EarlyView.ABSTRACT Extant literature assumes that powerful executives can wield their influence with minimal opposition from lower‐power actors. We reconsider this assumption by incorporating the coalitional view in which lower‐power actors can mobilize coalitions to resist.
Nhan Huong Nguyen +2 more
wiley +1 more source
An-Nida'This article aims to highlight the strategic role of Zubaidah bint Ja’far, the wife of Caliph Harun al-Rashid, in shaping the intellectual and cultural climate during the Abbasid Dynasty, particularly through women’s agency in informal power structures ...
Siti Mariam Ulfah +2 more
doaj +1 more source
The Value Added Approach of Entrepreneurial Philanthropy [PDF]
, 2011 Entrepreneurs add value to society beyond the wealth creation process and the creation of new products and services, through their engagement in philanthropy. The increasing prominence of high net worth entrepreneurs engaging in philanthropy, whose focus
Gordon, J.
core +1 more source
Corporate Social Responsibility and Environmental Management, EarlyView.ABSTRACT The significance of fostering an internal corporate social responsibility (ICSR) plan to advance employee well‐being is not fully understood. This article explores employee well‐being from a positive balance perspective, combining the strategic approach to Internal Corporate Social Responsibility with the Theory of subjective well‐being ...
Teresa C. Herrador‐Alcaide +3 more
wiley +1 more source
Revisiting the Relationship of CSR and Corporate Philanthropy by Using Alignment Theory [PDF]
, 2015 Both, CSR and corporate philanthropy are expressions of the interferences between the company and its societal environment. However, the question of the relationship between CSR and corporate philanthropy remains unclear.
Stühlinger, Sara, von Schnurbein, Georg
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