08837nam 2200517 450 991048869650332120221219154926.03-030-73847-7(CKB)5590000000516488(MiAaPQ)EBC6676301(Au-PeEL)EBL6676301(OCoLC)1258649397(PPN)266493203(EXLCZ)99559000000051648820220327d2021 fy 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierCorporate responsibility and sustainability during the Coronavirus crisis international case studies /editors, Anna Sörensson [et al.]Cham, Switzerland :Palgrave Macmillan,[2021]©20211 online resource (250 pages) illustrationsPalgrave studies in governance, leadership and responsibility3-030-73846-9 Includes bibliographical references and index.Intro -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1: What Happens to Corporate Responsibility in a Worldwide Health Emergency? -- 1.1 Introduction -- 1.2 Corporate Responsibility and COVID-19: International Perspectives -- 1.2.1 COVID-19 and New CSR Perspectives -- 1.2.2 CSR, SMEs and COVID-19 -- 1.2.3 CSR in Large Companies During COVID-19 -- 1.3 Concluding Thoughts -- References -- Part I: COVID-19 and New CSR Perspectives -- 2: The Coronavirus Makers Network. Understanding the Success of an Innovation Community Facing COVID-19 in Spain -- 2.1 Introduction -- 2.2 Theoretical Framework -- 2.2.1 The Maker Movement as an Innovation Community -- 2.2.2 Social Impact and CSR -- 2.3 Methodology -- 2.4 Results -- 2.4.1 Process of Development -- 2.4.2 Maker Profile and Types of Collaboration -- 2.4.3 Innovation Community Success Factors: The Strategic Facilitator, Institutional Relations and the Environment -- 2.4.4 Innovation Communities, Companies and Social Impact: The Role of CSR -- 2.5 Discussion -- 2.6 Concluding Remarks -- References -- 3: Corporate Social Responsibility Response During the COVID-19 Crisis in Mexico -- 3.1 Introduction -- 3.2 Context -- 3.3 Method -- 3.4 Results -- 3.4.1 Period 1: Before the first case confirmed in the Mexican territory. -- 3.4.2 Period 2: Phase I, imported cases confirmed. -- 3.4.3 Period 3: Phase II, local spread and confinement. -- 3.4.4 Period 4: Phase III, exponential spread and opening. -- 3.4.5 Period 5: Adopting the "new normal". -- 3.5 Conclusions -- 3.6 Limitations and Recommendations for Future Research -- References -- 4: What Are the Outcomes of Corporate Social Irresponsibility (CSI)? The Disconnect Between CSI Theory and CSI Practice -- 4.1 Introduction -- 4.2 What We Know About the Outcomes of CSI.4.3 Stakeholder Expectations, CSI, and Organizational Outcomes -- 4.4 How Crises and Disruptions May Act as Catalysts to Changing Stakeholder Expectations -- 4.5 Conclusions -- References -- Part II: CSR, SMEs and COVID-19 -- 5: Effects of the Coronavirus Pandemic on Swedish Tourism Firms and their Sustainability Values -- 5.1 Introduction -- 5.2 Sustainability as a Value for Tourism Firms -- 5.3 Value Creation -- 5.4 Value Configuration -- 5.5 Value Capture -- 5.6 Tourism in Sweden and the Coronavirus Pandemic -- 5.7 Methodology -- 5.8 Findings -- 5.8.1 Accommodation and Restaurants -- 5.8.2 Culture and Entertainment -- 5.8.3 Travel Agencies -- 5.9 Conclusions -- References -- 6: Managing the COVID-19 Crisis. A Case Study of Entrepreneurship and Social Responsibility in Swedish SMEs -- 6.1 Introduction -- 6.2 Entrepreneurship and Social Responsibility in SMEs in the Context of Crisis -- 6.3 Crisis Management and Entrepreneurship -- 6.4 Research Design -- 6.5 The Case Study -- 6.5.1 Demographic Description of the Case Companies -- 6.5.2 The Respondents, their Perceptions, Responses, Strategies, and Expectations -- 6.5.3 Case C1 -- 6.5.4 Case C2 -- 6.5.5 Case C3 -- 6.5.6 Case C4 -- 6.5.7 Case C5 -- 6.5.8 Case C6 -- 6.5.9 Case C7 -- 6.5.10 Summary -- 6.5.11 COVID-19 Responses and Management Practices of SMEs -- 6.5.12 Social Responsibility in SMEs during the Crisis -- 6.6 Conclusions and Discussion -- References -- 7: Experiences of Small Businesses Due to the COVID-19 Pandemic -- 7.1 Introduction -- 7.2 Method and Selection -- 7.3 Comparison of Women and Men as Operational Business Leaders -- 7.4 Three Regional Groups -- 7.5 Entrepreneurship in Four Sub-Business Sectors -- 7.6 Sales Pattern -- 7.7 Impact and Support during the Pandemic -- 7.8 Support Programmes-Needs and Use.7.9 Support Programmes-Different Background Factors -- 7.10 Pandemic-Future and Employment -- 7.11 Conclusions -- 7.11.1 The Total Effects of the Pandemic Varied Greatly between Sub-Sectors, but the Total Effects on Employment Were Limited -- 7.11.2 Small Businesses Stated that they Benefited Greatly from State Support Programmes -- 7.11.3 In some Areas, there Were Significant Differences between Women and Men -- 7.11.4 For Most Comparisons between Women and Men, there Were no Significant Differences -- References -- Part III: CSR, Large Companies and COVID-19 -- 8: Corporate Sustainability and COVID-19 Responses in West Africa: The Potential for Sustained Linkages Between Philanthropy and CSR Practices -- 8.1 Introduction -- 8.2 CSR Typology: Philanthropy to Sustained CSR Strategy -- 8.3 COVID Responses: Country Level -- 8.4 COVID-19 Responses: Institutional Practices -- 8.4.1 Lafarge Africa Plc. -- 8.4.2 Unilever -- 8.4.3 Lessons from the Illustrative Cases -- 8.5 Conclusion -- References -- 9: Board Members' Religious Affiliations and Corporate Governance Practice: An Exploratory Study -- 9.1 Introduction -- 9.2 Upper Echelon Perspective and Board Diversity Research -- 9.3 Participants and Data Collection -- 9.4 Findings -- 9.4.1 Religious Beliefs/Practices Shaping Board Members' Values -- 9.4.2 Religious Beliefs/Practices and Values Guiding Directors' Actions -- 9.4.3 Directors' Religious Affiliations and Corporate Outcomes -- 9.5 Discussion and Analysis of Findings -- 9.6 Contribution of the Study Findings -- 9.7 Limitation and Guidance for Future Research -- Annexures -- References -- 10: Corporate Social Responsibility and Corporate Reputation During the COVID-19 Pandemic: The Case of Kuwait's Oil Sector -- 10.1 Introduction -- 10.1.1 How Kuwait Responded to the Pandemic in the Early Months.10.1.2 The Oil Sector in Kuwait -- 10.2 Kuwait Oil Sector CSR in Response to Government Concerns -- 10.2.1 Pillar 1: Major CSR Initiatives -- 10.2.2 Pillar 2: Medium-Level CSR Projects -- 10.2.3 Pillar 3: Media Coverage and Immediate Positive Impact on Reputation -- 10.2.4 Stay at Home for Kuwait Campaign -- 10.2.5 Together United Campaign -- 10.2.6 "May God Protect the White Army" Campaign -- 10.2.7 Thank You Kuwait Campaign -- 10.3 CSR Implementation During Pandemics -- 10.3.1 CSR After the Pandemic? -- 10.4 Conclusion -- References -- Index.This book seeks to understand how society and businesses are affected by, and respond to, the coronavirus crisis in various parts of the world. The volume explores: new CSR perspectives given the pandemic situation; SME perspectives and responsibility during the early stages of the pandemic; how large companies responded to the crisis; the challenges and opportunities provided by the use of digital technologies; and how leaders, entrepreneurs and individuals manage in uncertain times. Pulling together conceptual and empirical studies from Spain, Mexico, Sweden, Nigeria, Ghana and Kuwait , the book offers a truly international perspective as it examines how the pandemic has challenged a number of existing CSR assumptions, concepts and practices. It will be valuable reading for academics working in the fields of management, CSR, sustainability and crisis management.Palgrave studies in governance, leadership and responsibility.COVID-19 Pandemic, 2020-Economic aspectsCase studiesSocial responsibility of businessCase studiesCOVID-19 Pandemic, 2020-Economic aspectsSocial responsibility of business658.408Sörensson Anna1977-MiAaPQMiAaPQMiAaPQBOOK9910488696503321Corporate responsibility and sustainability during the Coronavirus crisis2820468UNINA