The near global implementation of public sector and social welfare reform as a result of neoliberal economic reform has impacted on social work and social inequality. State strategies to reduce soc...

https://journals.sagepub.com/doi/pdf/10.1177/0020872814524964

The implications of neoliberalism for social work: Reflections from a six-country international research collaboration

On the effectiveness of private transnational governance regimes - evaluating corporate sustainability reporting according to the Global Reporting Initiative

While scholarship exploring the impact of ownership structure on corporate social responsibility (CSR) has investigated firms in developed markets, less work has examined how ownership in firms from emerging markets influences community-related CSR. Both internal and external forces potentially drive community-related CSR decisions. It is hence important to understand the role of internal constraints arising due to agency problems along with institutional pressures from external stakeholders in emerging markets in shaping CSR. In this study, we draw on agency theory and sociological perspectives of institutions to explore variations in the motivation of different owners to pursue a socially responsible agenda. Our analysis of a sample of Indian firms for the period 2008–2015 illustrates that business group and family ownership is beneficial for community-related CSR. Our theoretical arguments and results highlight the importance of combining multiple lenses to assess the influence of ownership structures on CSR in emerging markets.

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Ownership structure and corporate social responsibility in an emerging market

Mohandas Karamchand “Mahatma” Gandhi discussed corporate responsibility (CR) and business ethics over several decades of the twentieth century. His views are still influential in modern India. In this paper, we highlight Gandhi’s cross-level CR framework, which operates at institutional, organizational, and individual levels. We also outline how the Tata Group, one of India’s largest conglomerates, has historically applied and continues to utilize Gandhi’s concept of trusteeship. We then compare Gandhi’s framework to modern notions of stakeholder and stewardship management. We conclude that trusteeship has strong potential to help firms and their stakeholders achieve shared value by (a) considering the interactions between individual, organizational, and institutional factors, and (b) paying attention to a range of multi-level (reciprocal) stakeholder obligations.

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Multi-Level Corporate Responsibility: A Comparison of Gandhi’s Trusteeship with Stakeholder and Stewardship Frameworks

The purpose of this paper is to study the relationship between corporate governance practices and internationalization through foreign direct investments in the context of family-owned business groups in India.,The comparative case study method is used to understand the relationship between corporate governance practices and internationalization using four family-owned business groups in India.,The ownership concentration negatively influences the internationalization, while transparency has a positive association. Professionalization of management helps in internationalization. Overall, good corporate governance practices have a positive influence on group internationalization.,This paper provides detailed discussions based on the case study research which would help the future research work on the relationship between corporate governance practices and internationalization.,The existing literature studies in this field in the context of emerging markets are inconclusive. Hence, this paper uses the case study method to understand the relationship better.

Internationalization and governance of Indian family-owned business groups

This article examines the business practices of Jamsetji Nusserwanji Tata, the founder the Tata group of business in India in the 19th century, from the perspective of stakeholder welfare. Jamsetji Nusserwanji Tata was concerned about the welfare of all major stakeholder constituents. His business practices promoted the welfare of employees, customers, society, owners, competitors, environment and other stakeholders. He implemented several measures even before law mandated them thus acting as a forerunner in promoting stakeholder welfare. His business plans became the foundation for an economically strong India. This article, after an initial overview of the stakeholder framework, describes the business practices of Jamsetji Nusserwanji Tata with regard to major stakeholder constituents. Relevant research findings regarding each stakeholder constituent studied have been cited to show that the practices of Jamsetji Nusserwanji Tata have relevance to business even today.

N. Sivakumar

Papers

The Business Ethics of Jamsetji Nusserwanji Tata – A Forerunner in Promoting Stakeholder Welfare