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The University of Malta’s promising academic, Dr Mark Anthony CAMILLERI lectures in an international masters programme run by the University of Malta in collaboration with King’s College, University of London. Mark specialises in strategic management, marketing, research and evaluation. He successfully finalised his PhD (Management) in three years time at the University of Edinburgh in Scotland – where he was also nominated for his “Excellence in Teaching”. During the past years, Mark taught business subjects at under-graduate, vocational and post-graduate levels in Hong Kong, Malta and the UK.
Dr Camilleri has published his research in reputable peer-reviewed journals. He is a member on the editorial board of Springer’s International Journal of Corporate Social Responsibility and Inderscience’s International Journal of Responsible Management in Emerging Economies. He is a frequent speaker and reviewer at the American Marketing Association’s (AMA) Marketing & Public Policy conference, in the Academy of International Business (AIB) and in the Academy of Management’s (AoM) annual gatherings. Mark is also a member of the academic advisory committee in the Global Corporate Governance Institute (USA).
Dr Camilleri’s first book, entitled; “Creating Shared Value through Strategic CSR in Tourism” (2013) was published in Germany. This year Springer will publish his latest book; “Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies” (2017). Moreover, he edited a U.S. publication, entitled; “CSR 2.0 and the New Era of Corporate Citizenship” (2017). His short contributions are often featured in popular media outlets such as the Times of Malta, Business2Community, Social Media Today, Triple Pundit, CSRwire and the Shared Value Initiative.
Mark’s professional experience spans from project management, strategic management, business planning (including market research), management information systems (MIS), customer relationship and database marketing to public relations, marketing communications, branding and reputation management (using both conventional tools and digital marketing).
His latest book can be purchased from https://www.amazon.co.uk/Corporate-Sustainability-Responsibility-Environmental-Management/dp/3319468480 or http://www.springer.com/gb/book/9783319468488
This book provides a concise and authoritative guide to corporate social responsibility (CSR) and its related paradigms, including environmental responsibility, corporate sustainability and responsibility, creating shared value, strategic CSR, stakeholder engagement, corporate citizenship, business ethics and corporate governance, among others. It is primarily intended for advanced undergraduate and / or graduate students. Moreover, this publication is highly relevant for future entrepreneurs, small business owners, non-profit organisations and charitable foundations, as it addresses the core aspects of contemporary strategies, public policies and practices. It also features case studies on international policies and principles, exploring corporate businesses’ environmental, social and governance reporting.
Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies – by Mark Anthony Camilleri,PhD (Edinburgh)
The book includes a foreword by Professor Emeritus Archie B. Carroll, who is one of the pioneers of the CSR paradigm. It also features numerous endorsements from accomplished academic researchers:
“There’s a revolution taking place, one that’s percolating from the uncoordinated efforts of activist consumers/NGOs, regulators/moralists, and corporate/institutional investors. Mark Camilleri’s new book provides an excellent overview of the eclectic academic literature in this area, and presents a lucid description of how savvy companies can embed themselves in circular systems that reduce system-wide externalities, increase economic value, and build reputation. A valuable contribution.”
Charles J. Fombrun, Founder of Reputation Institute and a former Professor of Management at New York University and The Wharton School, University of Pennsylvania, USA.
“I am pleased to recommend Dr. Camilleri’s latest book, Corporate Sustainability, Social Responsibility, and Environmental Management. The book is a rich source of thought for everyone who wants to get deeper insights into this important topic. The accompanying five detailed case studies on a wide array of corporate sustainable and responsible initiatives are helpful in demonstrating how theoretical frameworks have been implemented into practical initiatives. This book is a critical companion for academics, students, and practitioners.”
Adam Lindgreen, Professor and Head of Department of Marketing, Copenhagen Business School, Denmark.
“This book is an essential resource for students, practitioners, and scholars. Dr. Mark Camilleri skillfully delivers a robust summary of research on the business and society relationship and insightfully points to new understandings of and opportunities for responsible business conduct. I highly recommend Corporate Sustainability, Social Responsibility, and Environmental Management: An Introduction to Theory and Practice with Case Studies.”
Diane L. Swanson, Professor and Chair of Distinction in Business Administration and Ethics Education at Kansas State University, KS, USA.
“Mark’s latest book is lucid, insightful, and highly useful in the classroom. I strongly recommend it.”
Donald Siegel, Dean of the School of Business and Professor of Management at the University at Albany, State University of New York, NY, USA.
“The theory and practice of corporate sustainability, social responsibility and environmental management is complex and dynamic. This book will help scholars to navigate through the maze. Dr Camilleri builds on the foundations of leading academics, and shows how the subject continues to evolve. The book also acknowledges the importance of CSR 2.0 – or transformative corporate sustainability and responsibility – as a necessary vision of the future.”
Wayne Visser, Senior Associate at Cambridge University, UK. He is the author of CSR 2.0: Transforming Corporate Sustainability & Responsibility and Sustainable Frontiers: Unlocking Change Through Business, Leadership and Innovation.
“Corporate Sustainability, Social Responsibility and Environmental Management: An Introduction to Theory and Practice with Case Studies” provides a useful theoretical and practical overview of CSR and the importance of practicing corporate sustainability.”
Geoffrey P. Lantos, Professor of Business Administration, Stonehill College. Easton, Massachusetts, USA.
“This book offers a truly comprehensive guide to current concepts and debates in the area of corporate responsibility and sustainability. It gives helpful guidance to all those committed to mainstreaming responsible business practices in an academically reflected, yet practically relevant, way.”
Andreas Rasche, Professor of Business in Society, Copenhagen Business School, Denmark.
“A very useful resource with helpful insights and supported by an enriching set of case studies”
Albert Caruana, Professor of Marketing at the University of Malta, Malta and at the University of Bologna, Italy.
“A good overview of the latest thinking about Corporate Social Responsibility and Sustainable Management based on a sound literature review as well as useful case studies. Another step forward in establishing a new business paradigm.”
René Schmidpeter, Professor of International Business Ethics and CSR at Cologne Business School (CBS), Germany.
“Dr. Camilleri’s book is a testimony to the continuous need around the inquiry and advocacy of the kind of responsibility that firms have towards societal tenets. Understanding how CSR can become a modern manifestation of deep engagement into socio-economic undercurrents of our firms, is the book’s leading contribution to an important debate, that is more relevant today than ever before”
Mark Esposito, Professor of Business and Economics at Harvard University, MA, USA.
“Mark’s book is a great addition to the literature on CSR and EM; it will fill one of the gaps that have continued to exist in business and management schools, since there are insufficient cases for teaching and learning in CSR and Environmental Management in Business Schools around the globe.”
Samuel O. Idowu, Senior Lecturer in Accounting at London Metropolitan University, UK; a Professor of CSR at Nanjing University of Finance and Economics, China and a Deputy CEO, Global Corporate Governance Institute, US
“Corporate Social Responsibility has grown from ‘nice to have’ for big companies to a necessity for all companies. Dr Mark Camilleri sketches with this excellent book the current debate in CSR and CSR communication and with his cases adds valuable insights in the ongoing development and institutionalization of CSR in nowadays business”.
Wim J.L. Elving, A/Professor at the University of Amsterdam, Netherlands.
The US government agencies and the bureaus regulatory policies and principles are creating both challenging opportunities and threats for the businesses. Evidently, the institutional legacies are affecting the ways in which civil society, industry and NGOs interact together (Camilleri, 2015). This reasoning echoes the legitimacy theory as heterogenous, competing groups of stakeholders often expect and solicit social and environmentally responsible behaviours from businesses. Debatably, the U.S. government and its agencies should ensure that the true ecological cost of environmental degradation and climate change is felt in the market. In this light, there may be scope for U.S. authorities to promote responsible behaviors.
For instance, recently there is an increased awareness on the circular economies that are characterised by their resource efficiency levels and cleaner production through recycling, reducing and reusing materials (EU, 2015; Geng, Fu, Sarkis and Xue, 2012; Geng and Doberstein, 2008).
US corporations should be urged to find alternative ways for sustainable energy generation, energy and water conservation, environmental protection and greener transportation systems. This way, they will be considered as legitimate businesses; as their corporate performance matches their stakeholders’ expectations (Camilleri, 2016; 2015). The organisations’ implementation of their legitimation strategy could include voluntary and solicited CSR disclosures that address norms, values or beliefs of stakeholders (Reverte, 2009). Responsible companies could be in a position to prevent third-party pressures through their engagement in social responsibility practices and sustainable behaviours. At the same time, they could lower the criticisms from the public and minimise their legal cases through their active compliance with regulations and guiding principles.
The organisations’ legitimacy is a critical driver for a dynamic institutional and organisational change (Tost, 2011). The organisations’ evaluative process was also suggested by Scherer et al. (2013) as they discussed about the corporations’ isomorphic adaptation to societal pressures. Yet, such political perspectives have often been considered as being overly normative (Kuhn and Deetz, 2008; Scherer and Palazzo, 2007) and of neglecting the complexity of the debates between corporations and society. Baur and Arenas (2014) also noted that the regulated interactions and the consensus building may not be required if corporations address the sustainable development issues. However, the responsible behavioural issues often call for the re-negotiation of social, economic, and environmental factors among regulatory authorities and other interested parties.
Indeed, addressing the environmental protection often requires shifting through a multitude of complex and often contradictory demands of stakeholders (Camilleri, 2015; Freeman, 2010; Hardy & Phillips, 1998) that are defined beyond nation-state governance institutions. Multiple ethical systems, cultural backgrounds, and rules of behaviour could possibly coexist within the same communities (Scherer & Palazzo, 2007) as the legitimacy of the business community around sustainable development issues is often being challenged (Porter & Kramer, 2011; Scherer & Palazzo, 2011).
Therefore, the stakeholder engagement processes are important instruments for legitimacy building as the pluralist nature of US politics encourages the formation of lobby groups and associations that are often regarded as legitimate representatives (Camilleri, 2016; Doh and Guay, 2006). Other previous research also contended that the legitimacy in resolving social responsibility and sustainable development issues often requires ‘the ability to establish trust-based collaborative relationships with a wide variety of stakeholders especially those with non-economic goals (Sharma & Vredenburg, 1998, p. 735). These stakeholders may have an accepted role in influencing the public policy process.
Excerpt from: Camilleri, M.A. (2016) Corporate Citizenship and Social Responsibility Policies in the United States of America. Sustainability Accounting, Management and Policy (Forthcoming)
Most of the products we buy and consume are bound to reach their ‘end of life’ at some stage. To date, business and industry have customarily followed an economic model that is built on the premise of ‘take-make-consume and dispose’. When goods worn out or are no longer desired, they are often discarded as waste. Such a linear model also assumes that raw materials and resources are abundant, available and cheap to dispose of. However, the improper disposal of waste in landfills could cause health risks for society. Similarly, industrial and mining activities are causing resource depletion as well as pollution problems. The incineration of waste products also creates the need to dispose of residual toxic metals, including lead and mercury, which could also contaminate groundwater. Notwithstanding, it is envisaged that the reserves of some of globe’s key elements and minerals shall be depleted within the next century. At the same time, land degradation is constantly impacting on the natural environment, as arable land continues to disappear. In addition, plastic waste dumped into our seas and oceans is responsible for the deaths of millions of fish, seabirds, and sea mammals. Furthermore, the warming of the earth’s climate, that is one of the outcomes of carbon emissions from fossil fuels, is yet another serious problem facing today’s society.
The world’s growing populations and their increased wealth is inevitably leading to greater demands for limited and scarce resources. Boulding’s famous paper from 1966, “The economics of the coming spaceship Earth” anticipated that man will need to find his place in a cyclical ecological system which is capable of continuous reproduction of material. He went on to suggest that at the other end the effluents of the system are passed out into noneconomic reservoirs, including the atmosphere and the oceans. Of course, these ecological environments are not appropriated and do not enter into the exchange system. Twenty-five years ago, Granzin and Olsen (1991) reported that the US municipalities were already running out of landfills. These contentious issues underline the perennial conflict between economic development and environmental protection. Today’s society and its economic models still rely too much on resource extraction and depletion. If solutions are to be found, the public must be encouraged to alter a number of its irresponsible behaviours.
In this light, this contribution suggests that there is scope in using resources more efficiently; as better eco-designs, waste prevention and reuse of materials can possibly bring net savings for businesses, while also reducing emissions. In fact, WEF (2014) indicated that a shift towards CE can generate over US$ 500 million in material cost savings, 100,000 new jobs and prevent 100 million tons of waste globally, within five years. This means that there is a business case for CE as significant resource efficiencies could bring a new wave of smart, sustainable growth and competitiveness.
The basis of the CE economic approach lies in extracting the embedded costs of resources; through re-using, repairing, refurbishing, recycling and restoring materials and products throughout their life cycle. Arguably, what used to be regarded as ‘waste’ could be turned into a valuable resource for business and industry. The CE concept could be perceived as a response to the aspiration for sustainable growth in the context of increased regulatory pressures toward controlled operations management and environmentally responsible practices. Therefore, the setting of coherent policy frameworks and appropriate legislation could help to raise the bar for more responsible behaviours amongst public and private organisations.
Initially, the CE approach was being implemented in western countries were it was championed by a number of environmental NGOs (EMF, 2013; WEF, 2014). However, back in 2008, the People’s Republic of China had enacted a national law that promoted the CE model. Interestingly, China has experienced an average economic growth of 9.5% over the past two decades (since the start of their business-friendly policies and reforms). The United Nations Environment Program (UNEP) has recognised the significance of the rapid industrialisation in the Chinese scenario. Hence, UNEP in collaboration with the European Commission and Asia Pro Eco Programme have supported the Chinese city of Guiyang through the ‘Policy Reinforcement for Environmentally-Sound and Socially-Responsible Economic Development – PRODEV. In 2003, this city was still considered a relatively, underdeveloped region although it had a population of more than 3 million. For this reason, Guiyang had great potential as a pilot city for the exploration of sustainable development models (UNEP, 2006). In 2005, PRODEV supported Guiyang’s policy frameworks, financial systems that were intended to help the private sector development, facilitated technology transfers and sustained infrastructural development. PRODEV specified the best environmentally sound practices as it demonstrated the use of cleaner production processes (UNEP, 2006). Guiyang’s businesses have learned how to increase their operational efficiencies through better use of resources. These developments have also brought significant cost savings, and improvements in the firms’ bottom line. At the time, China needed a new sustainable development model which had the ability to ‘achieve improvements in resource productivity and eco-efficiency’ (Yuan, Bi, and Moriguichi, 2006:7). The country’s central development goal came into force in January 2009 as environmental conditions were expected to deteriorate due to rapid urban and industrial growth prospects.
In a similar vein, the European Union (EU) Commission has encouraged businesses to reuse, recycle and reduce resources to prevent the loss of valuable materials (EU, 2014). The EU Commission explained that, “new business models, eco-designs and industrial symbiosis can move the community towards zero-waste; reduce greenhouse emissions and environmental impacts” (EU, 2014:4). It transpired that the Europe has already started to prepare the ground work toward this transition. In fact, the ‘Resource Efficient Europe’ was one of the EU2020’s flagship ideas. This EU initiative involved the coordination of cross-national action plans and policies on the formulation of sustainable growth. The EU’s CE proposition was intended to bring positive environmental impacts, real cost savings, and greater profits. EU (2014) indicated that improvements in waste prevention and eco-design, the use and reuse of resources, and similar measures could translate to a net savings of € 600 billion, or 8 % of annual turnover (for EU businesses), while reducing total annual greenhouse gas emissions by 2-4%. This EU communication anticipated that the market for eco-industrial products will double between 2010 and 2020. It also posited that internationally, resource-efficiency improvements are in demand across a wide range of sectors. Lately, the EU has published a call for researchers, specifically in; (i) CIRC-01-2016: Eco-innovative approaches for the circular economy: large-scale demonstration projects, (ii) CIRC-02-2016: Water in the context of the circular economy, (iii) CIRC-03-2016: Smart specialisation for systematic eco-innovation / circular economy, (iv) CIRC-04-2016: New models and economic incentives for circular economy business and (v) CIRC-05-2016: Unlocking the potential for urban organic growth (EU, 2015b). Moreover, the European Fund for Strategic Investments (EFSI) has also unleashed a new financing avenue for future investments in infrastructure and innovation, including circular economy projects and closed loop systems.
Across the Atlantic, the US and Canada have also endorsed the circular economy perspective. The US Chamber of Commerce Foundation described the circular economy as a model that focuses on the careful management of material flows through product design, reverse logistics, business model innovation, and cross-sector collaboration. The US Foundation recognised that this regenerative model offers viable business opportunities that tackle environmental issues while stimulating economic growth and development. Similarly, Canada’s ‘Circular Economy Working Group’ (CEWG) has also encouraged the wider adoption of circular approaches as illustrated in Figure 1. This working group supports knowledge sharing on CE through a series of webinars and other avenues. They also featured numerous case studies that have presented the benefits of key circular business models.
Figure 1. The Circular Business Model
Although the circular economy is a relatively new notion, there could be potential pitfalls in its policy formulation and application. Moreover, businesses and industries would probably resent being imposed any mandatory changes in their established behaviours. It is very likely that they would opt to remain in their status quo, where they are ‘locked-in’ to their traditional linear models. For the time being, many companies could not be knowledgeable about the CE perspective. The terms that are actually being used to describe both linear and circular economies are potentially misleading, as both combinations already exist, but in very different contexts.
Arguably, the long term investments for an active engagement in sustainable CE practices could possibly result in significant improvements in operational efficiencies. However, CE approaches may still be perceived as novel, risky and complex. Notwithstanding, the prices of green technologies do not necessarily reflect the real costs of resources and raw materials. Macro-environmental factors, including political, economic, social and technological issues could also impact on CE behaviours. Moreover, there may be policy makers and regulators who may not want to support the transition towards the circular economy. Of course, it would be better if governments, civil societies and the respective industries work in tandem to resolve the contentious issues relating to the increased scarce and limited resources, across the globe.
In conclusion, the CE concept has the potential to maximize the functioning of global eco-systems as it could lead to significant benefits to societal well-being. There are implications for the re-alignment of economic and management practice with well laid-out ecological and social models. Future research should begin to incorporate the latest ecological knowledge into our understanding of naturalistic economic models and systems, without silencing the social and human dimension.
Accenture. (2014), “Circular Advantage: Innovative Business Models and Technologies to Create value in a World without Limits to Growth”, available at: https://www.accenture.com/us-en/insight-circular-advantage-innovative-business-models-value-growth.aspx (accessed on the 12th October, 2015).
Boulding, K.E. (1966) The economics of coming spaceship earth in Jarret, H. (Ed.), Environmental Quality in a Growing Economy, Johns Hopkins Pres, Baltimore, M.D. pp. 3–14
EMF (2013), “Towards the Circular Economy. Ellen MacArthur Foundation Rethinking the Future”, available at: http://www.ellenmacarthurfoundation.org/assets/downloads/publications/TCE_Report-2013.pdf (accessed on the 28th October, 2015).
EU (2014), “Attitudes of Europeans towards Waste Management and Resource Efficiency”, European Commission, Brussels, available at:http://ec.europa.eu/public_opinion/flash/fl_388_en.pdf (accessed on the 17th October 2015).
EU (2015b), “Research and Innovation Industry 2020 in the Circular Economy” (Call identifier: H2020-IND-CE-2016-17; Publication date: 14-10-2015), available at:
http://ec.europa.eu/research/participants/portal/desktop/en/opportunities/h2020/calls/h2020-ind-ce-2016-17.html#c,topics=callIdentifier/t/H2020-IND-CE-2016-17/1/1/1&callStatus/t/Forthcoming/1/1/0&callStatus/t/Open/1/1/0&callStatus/t/Closed/1/1/0&+identifier/desc (accessed on the 5th November 2015).
Granzin, K. L. and Olsen, J. E. (1991), “Characterizing participants in activities protecting the environment: a focus on donating, recycling, and conservation behaviors”, Journal of Public Policy & Marketing, pp. 1-27.
UNEP (2006), “Circular Economy: An alternative model for economic development”, United Nations Environment Programme. Paris, France, available at:http://www.unep.org/resourceefficiency/Portals/24147/scp/nap/circular/pdf/prodev-summary.pdf (accessed on the 25th October 2015).
WEF (2014), “Circular Economy Can Generate US$ 1 Trillion Annually by 2025”, World Economic Forum, available at: http://www.weforum.org/news/circular-economy-can-generate-us-1-trillion-annually-2025 (accessed on the 27th October 2015).
Yuan, Z., Bi, J. and Moriguichi, Y. (2006), “The circular economy: A new development strategy in China”, Journal of Industrial Ecology, Vol. 10 No. 1, pp. 4-8.
Several empirical studies have explored the respondents’ attitudes and perceptions on corporate social responsibilities. Very often, the measurement of corporate citizenship could have involved quantitative analyses on organisational commitment toward responsible organisational behaviours (Maignan, Ferrell and Hult, 1999; Aupperle, Carroll and Hatfield, 1985). Therefore, their survey responses could not have revealed and explained actual corporate citizenship practices. Other research could have focused on investigations of managerial perceptions of corporate citizenship rather than focusing on corporate behaviours (e.g., Basu and Palazzo, 2008; Singhapakdi, Kraft, Vitell and Rallapalli, 1995). A number of similar studies have gauged corporate citizenship by adopting Fortune’s reputation index (Fryxell and Wang, 1994; Griffin and Mahon, 1997; Stanwick and Stanwick, 1998), the KLD index (Fombrun, 1998; Griffin and Mahon, 1997) or Van Riel and Fombrun’s (2007) Reptrak. Such measures require executives to assess the extent to which their company behaves responsibly toward the environment and the community (Fryxell and Wang, 1994). Despite their wide usage in past research, the appropriateness of these indices remains doubtful. For instance, Fortune’s reputation index failed to account for the multi-dimensionality of the corporate citizenship construct and is suspected to be more significant of management quality than of corporate citizenship (Waddock and Graves, 1997). Fortune’s past index suffered from the fact that its items were not based on theoretical arguments as they did not appropriately represent the economic, legal, ethical, and discretionary dimensions of the corporate citizenship construct. Hunt, Wood and Chonko’s (1989) investigated broad based perceptions on (a) the extent to which employees perceive that managers are acting ethically in their organisations (b) the extent to which employees perceive that their managers are concerned about the issues of ethics in their organisations and (c) the extent to which employees perceive that ethical (or unethical) behaviour is rewarded (or punished) in their organisation. Other authors, including Webb, Mohr and Harris (2008) also explored the philanthropic values that were related socially responsible consumption.
Pinkston and Carroll (1994) identified four dimensions of corporate citizenship, including; orientations, stakeholders, issues, and decision-making autonomy. They argued that by observing orientations, one may better understand the inclinations or posturing behaviours of organisations with respect to corporate citizenship. The stakeholder dimension should better define to whom the organisation feels responsible as it could identify where the corporate citizenship issues or social concerns are originating. The aspect of decision-making autonomy was believed to illuminate the perceived importance of corporate citizenship as one that determines at what organisational level corporate citizenship decisions are actually made. In a similar vein, Griffin and Mahon (1997) combined four estimates of corporate citizenship: the Fortune reputation index, the KLD index, the Toxic Release Inventory (TRI), and the rankings provided in the Directory of Corporate Philanthropy. They admitted that their four measures do not necessarily track one another. Such findings suggest that these indicators may not be representative of the same underlying construct and their items may not be sufficient to provide an overall understanding of corporate citizenship.
Singh, De los Salmones Sanchez and Rodriguez del Bosque (2007) adopted a multi- dimensional perspective on three domains, including; commercial responsibility, ethical responsibility and social responsibility. Firstly, they proposed that commercial responsibility of businesses relates to their continuous development of high quality products and truthful marketing communications of their products’ attributes and features among customers. Secondly, they maintained that ethical responsibility is concerned with businesses fulfilling their obligations toward their shareholders, suppliers, distributors and other agents with whom they make their dealings. Singh et al. (2007) argued that ethical responsibility involves the respect for the human rights and norms that are defined in the law when carrying out business activities. They hinted that respecting ethical principles in business relationships has more priority over achieving superior economic performance. Their other domain, the social responsibility is concerned about laudable behaviours. The authors suggest that businesses could allocate part of their budget to the natural environment, philanthropy, or toward social works that favoured the most vulnerable in society. This perspective supports the development of financing social and/or cultural activities and is also concerned with improving societal well-being.
Aupperle, K. E., Carroll, A. B., & Hatfield, J. D. (1985). An empirical examination of the relationship between corporate social responsibility and profitability. Academy of Management Journal, 28(2), 446-463.
Basu, K., & Palazzo, G. (2008). Corporate social responsibility: A process model of sensemaking. Academy of Management Review, 33(1), 122-136.
Fombrun, C. J. (1998). Indices of corporate reputation: An analysis of media rankings and social monitors’ ratings. Corporate reputation review, 1(4), 327-340.
Fryxell, G. E., & Wang, J. (1994). The fortune corporate ‘reputation’ index: Reputation for what?. Journal of management, 20(1), 1-14.
Griffin, J. J., & Mahon, J. F. (1997). The corporate social performance and corporate financial performance debate twenty-five years of incomparable research. Business & Society, 36(1), 5-31.
Hunt, S. D., Wood, V. R., & Chonko, L. B. (1989). Corporate ethical values and organizational commitment in marketing. The Journal of Marketing, 79-90.
Maignan, I., Ferrell, O. C., & Hult, G. T. M. (1999). Corporate citizenship: cultural antecedents and business benefits. Journal of the Academy of Marketing Science, 27(4), 455-469.
Pinkston, T. S., & Carroll, A. B. (1994). Corporate citizenship perspectives and foreign direct investment in the US. Journal of Business Ethics, 13(3), 157-169.
Singh, J., & Del Bosque, I. R. (2008). Understanding corporate social responsibility and product perceptions in consumer markets: A cross-cultural evaluation. Journal of Business Ethics, 80(3), 597-611.
Singhapakdi, A., Kraft, K. L., Vitell, S. J., & Rallapalli, K. C. (1995). The perceived importance of ethics and social responsibility on organizational effectiveness: A survey of marketers. Journal of the Academy of Marketing Science, 23(1), 49-56.
Stanwick, P. A., & Stanwick, S. D. (1998). The relationship between corporate social performance, and organizational size, financial performance, and environmental performance: An empirical examination. Journal of Business Ethics, 17(2), 195-204.
Van Riel, C. B., & Fombrun, C. J. (2007). Essentials of corporate communication: Implementing practices for effective reputation management. Routledge.
Waddock, S. A., & Graves, S. B. (1997). The corporate social performance-financial performance link. Strategic management journal, 18(4), 303-319.
Webb, D. J., Mohr, L. A., & Harris, K. E. (2008). A re-examination of socially responsible consumption and its measurement. Journal of Business Research, 61(2), 91-98.
The contemporary subject of Corporate Social Responsibility (CSR) has continuously been challenged by those who want corporations to move beyond transparency, ethical behavior and stakeholder engagement. Today, responsible behaviors are increasingly being embedded into new business models and strategies that are designed to meet environmental, societal and governance deficits.
This book builds on the previous theoretical underpinnings of the corporate social responsibility agenda, including Corporate Citizenship (Carroll, 1998; Waddock, 2004; Matten and Crane, 2004), Creating Shared Value (Porter and Kramer, 2011; 2006), Stakeholder Engagement (Freeman, 1984) and Business Ethics (Crane and Matten, 2004) as it presents the latest Corporate Sustainability and Responsibility (CSR2.0) perspective. The CSR2.0 notion is increasingly being recognized as a concept that offers ways of thinking and behaving that has potential to deliver significant benefits to both business and society (The International Conference(s) on Corporate Sustainability and Responsibility, organized by the Humboldt University Berlin in 2014, 2016).
This ‘new’ proposition is an easy term that may appeal to the business practitioners as it is linked to improvements in economic performance, operational efficiency, higher quality, innovation and competitiveness. At the same time it raises awareness on responsible behaviors. Therefore, CSR2.0 can be considered as strategic in its intent and purposes, as businesses are capable of being socially and environmentally responsible ‘citizens’ as they pursue their profit-making activities.
It will include relevant theoretical frameworks and the latest empirical research findings in the area. It shall provide thorough understanding on corporate social responsibility, sustainability, stakeholder engagement, business ethics and corporate governance. It also sheds light on environmental, social and governance (ESG) disclosures and sustainability reporting; CSR and digital media, socially responsible investing (SRI); responsible supply chain management; the circular economy, responsible procurement of sustainable products; consumer awareness of sustainability / eco labels; climate change and the environmental awareness; CSR in education and training; and responsible behaviors of small enterprises among other topics.This publication will explain the rationale for CSR2.0 as a guiding principle for business success. It shall report on the core aspects of contemporary strategies, public policies and practices that create shared value for business and society.
Carroll, A. B. (1998). The four faces of corporate citizenship. Business and society review, 100(1), 1-7.
Crane, A., & Matten, D. (2004). Business ethics: A European perspective: managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press.
Freeman, R. Edward (1984). Strategic Management: A stakeholder approach. Boston: Pitman. ISBN 0-273-01913-9.
Matten, D., & Crane, A. (2005). Corporate citizenship: Toward an extended theoretical conceptualization. Academy of Management review, 30(1), 166-179.
Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard business review, 84(12), 78-92.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard business review, 89(1/2), 62-77.
Waddock, S. (2004). Parallel universes: Companies, academics, and the progress of corporate citizenship. Business and society Review, 109(1), 5-42
This book introduces the concept of corporate sustainability and responsibility (CSR2.0) to advanced undergraduate and / or post graduate students in a structured manner. It is also relevant to policy makers, business professionals, small business owners, non-profit organizations and charitable foundations.
• Theoretical Underpinnings on Corporate Sustainability and Responsibility;
• The Evolution of Corporate Sustainability and Responsibility;
• International Policies and Regulatory Instruments for Engagement in Corporate Sustainability and Responsibility;
• Responsible Corporate Governance and Sustainable Business;
• Environmental, Social and Governance (ESG) Disclosures of Sustainable and Responsible Businesses;
• Corporate Citizenship and Sustainable Business;
• Socially Responsible Investing (SRI) for Sustainable Business;
• Responsible Supply Chain Management for Sustainable Business;
• Responsible Procurement of Sustainable Products;
• Corporate Sustainability and Responsibility Communications;
• Corporate Sustainability and Responsibility Reporting and Digital Media;
• Consumer Awareness of Sustainable Products and Responsible Businesses;
• The Use of Eco labels by Responsible Businesses;
• Global Issues, Climate Change and the Environmental Awareness of Sustainable and Responsible Businesses;
• Corporate Sustainability and Responsibility Initiatives in Education and Training;
• Corporate Sustainable and Responsible Behaviors;
• The Business Case for Responsible Behaviors among Small and Medium-Sized Enterprises.
Note: There are no submission or acceptance fees for manuscripts submitted to this book publication, CSR 2.0 and the New Era of Corporate Citizenship. All manuscripts are accepted based on a double-blind peer review editorial process.
All proposals should be submitted through the E-Editorial DiscoveryTM online submission manager.
February 15, 2016: Notification of Acceptance
April 30, 2016: Full Chapter Submission
June 30, 2016: Review Results Returned
July 31, 2016: Final Acceptance Notification
August 15, 2016: Final Chapter Submission
For Further Inquiries:
Mark Anthony Camilleri, Ph.D.
Department of Corporate Communication
Faculty of Media & Knowledge Sciences
Room 603, MaKS Building
University of Malta
Tel: +356 2340 3742
Mob: +356 79314808
In the past, economic models were mostly built on the premise of ‘take-make-consume and dispose” pattern of growth (EU, 2015). Businesses and industries have customarily followed such a linear model that assumed that resources are abundant, available and cheap to dispose of; as every product is usually bound to reach its ‘end of life’. At the same time, when products worn out or are no longer desired, they are often discarded as waste.
Industrial and mining activities are causing resource depletion and pollution problems (Prior, Giurco, Mudd, Mason and Behrisch, 2012). Notwithstanding, it is envisaged that the reserves of some of globe’s key elements and minerals shall be depleted within the next 50 years or so (Shrivastava, 1995).
Moreover, land degradation is constantly impacting on the natural environment, as arable land continues to disappear. Improper disposal of hazardous waste in landfills could cause health risks for nearby residents and animals (McKinney, Kick and Cannon, 2015).
Incineration of waste products also creates the need to dispose of residual toxic metals, including lead and mercury, which in turn bring problems of groundwater contamination (Singh, Singh, Araujo, Ibrahim and Sulaiman, 2011).
In addition, plastic waste dumped into the ocean is responsible for the deaths of millions of fish, seabirds, and sea mammals, annually (Barnes, Galgani, Thompson and Barlaz, 2009).
Furthermore, the warming of the earth’s climate, that is one of the outcomes of carbon emissions from fossil fuels, is yet another serious problem facing today’s society (Levitus, Antonov, Boyer, Baranova, Garcia, Locarnini and Zweng, 2012).
The world’s growing populations and their increased wealth is inevitably leading to greater demands for limited and scarce resources. Twenty five years ago, Granzin and Olsen (1991) reported that the US municipalities were already running out of landfills. Today, Americans are generating around 251 million tons of trash (EPA, 2012). In a similar vein, every person in Europe consumes more than 4.5 tonnes of waste (EU, 2015).
These contentious issues underline the perennial conflict between economic development and environmental protection. It may appear that the extant economic models seem to rely too much on resource extraction and depletion. If solutions are to be found, the public must be encouraged to alter a number of its irresponsible behaviors (Williams and Zinkin, 2008). There could be scope in using resources more efficiently; as better eco-designs, waste prevention and reuse of materials can possibly bring net savings for businesses, while also reducing emissions.
Perhaps, policy makers could elicit certain behavioral changes that will close the loop of the circular economy. Their responsible proposals may be presented as voluntary principles or could even be mandated by legislation – in some contexts. Regulatory tools and guidelines will help to bring further improvements in the organisations’ operational procedures, for the benefit of all stakeholders (Camilleri, 2015).
The basis of the circular economy lies in extracting the embedded costs of resources; through re-using, repairing, refurbishing and recycling materials and products throughout their life cycle. Arguably, what was used to be regarded as ‘waste’ could be turned into a valuable resource for business and industry.
In sum, this contribution presents the business case for resource efficiency that could possibly bring a new wave of smart, sustainable growth and competitiveness.
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Levitus, S., Antonov, J. I., Boyer, T. P., Baranova, O. K., Garcia, H. E., Locarnini, R. A., … & Zweng, M. M. (2012). World ocean heat content and thermosteric sea level change (0–2000 m), 1955–2010. Geophysical Research Letters, 39(10).
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