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The purpose of this chapter is to introduce and provide an overview of the topic of corporate social responsibility (CSR). The approach is to present an introduction to the importance of the topic and a review of the concept’s evolution and development which includes an exploration of the topic’s meaning and competing and complementary frameworks which are related. Among these related concepts are the following: business ethics, stakeholder management, sustainability, corporate citizenship, creating shared value, conscious capitalism, and purpose-driven business. These concepts are frequently used interchangeably with CSR, and they have more in common than differences. At their core, each embraces value, balance, and accountability. The chapter also explores a number of key research avenues that are quite contemporary. Among these, the following topics are addressed: political CSR; the CSP–CFP relationship and business case for CSR; upstream/downstream CSR; CSR in emerging economies, corporate social activism, and corporate social irresponsibility. In the final analysis, it is argued that the topic of CSR continues to be on an upward and sustainable trajectory in both conceptual development and practice.

We extend the literature on scientific discovery and commercialization by examining entrepreneurial action by university-based scientists. Specifically, we investigate the decision process and the paths to commercialize academic technologies. University-based technology transfer involves multiple stakeholders with competing interests; hence, we believe researchers should apply a multilevel theoretical lens, which starts with the disclosure of discoveries made by scientists in their labs. We build a multilevel framework that views the scientists’ choice to first disclose viable discoveries to pursue entrepreneurial action as a function of three factors: (i) a scientist's rent orientation, (ii) a university's rent doctrine, and (iii) the rent doctrine of the scientific field in which the scientist conducts research. We suggest that commercial disclosure most often occurs when there is alignment between these three factors. Lastly, we advance an agenda for future empirical research by developing specific propositions about the key constructs and relationships concerning university-based entrepreneurial action.

Corporate social responsibility (CSR) is presented as a series of evolving stages characterized by shifting attitudes and behaviors by business firms, their stakeholders, and public policies. Five major phases of CSR are described: CSR-1: Corporate Social Trusteeship; CSR-2: Corporate Social Responsiveness; CSR-3 Corporate-Business Ethics; CSR-4: Corporate Global Citizenship; and CSR-5: Toward a Millennial Future. Accompanying the first four CSR phases are the principal drivers and policy instruments that have activated those four CSR stages. An evolving set of generational values and attitudes about CSR — from Silent Generation to Baby Boomers to Gen-Xers to today’s Millennials — reveal the continuing development and relevance of — and the major questions and challenges about — Corporate Social Responsibility in the Millennial future.

International relocation is undoubtedly a source of stress for families, and in particular for married couples. Yet, despite familial challenges and the fact that “family concerns” remain a top reason for assignment refusal and assignment failure, including a growing body of anecdotal evidence suggesting that many expatriate marriages fail often at huge cost to organizations, there is not one academic study yet published on expatriate divorce. The purpose of this paper is to empirically examine the causes and consequences of expatriate divorce.

In this exploratory case-based study, the author uses respondent data from 13 face-to-face interviews and 25 online survey participants.

Findings demonstrate that expatriate marriages end in divorce for two main reasons: first, a core issue in the marriage that exists before going abroad (e.g. alcoholism, mental health problems) and which continues while abroad; and second, when one or both spouses is negatively influenced by an expatriate culture to such an extent that a form of “group think” results in polarizing behavior that is counter to how they might behave “back home” (e.g. infidelity, sexual misconduct). The consequences of divorce for expatriates are immense and include bankruptcy, destitution, homelessness, depression, psychophysiological illness, alienation from children, and suicide.

Data are cross-sectional and findings are limited by single-response bias. Future studies would do well to research matched samples of couples engaging in global work experiences over different points in time in order to track longitudinal changes in marital quality, including why some go on to divorce while others recover from marital breakdown and stay married.

One of the strongest pieces of advice offered by most of the respondents is for spouses, and trailing spouses in particular, to know their legal rights and entitlements in each country where they are living in the event of divorce.

This is the first study to empirically explore the lived experience of expatriate divorce.

The purpose of this paper is to establish the effectiveness of Talking Mats® (TM) in evaluating service users’ experiences, and explore their views of the implementation of person-centred active support (PCAS).

This is a mixed-methods study, employing qualitative interviewing and observational measures.

Both qualitative and quantitative measures indicated inconsistent implementation of PCAS. It was possible to effectively gain participants’ views on positive and negative aspects of quality of support and quality of life, using TM, across three themes, My life, My support and Self-determination.

Generalisability of the research may be limited due to the sample, and the potential for researcher and interviewer bias is acknowledged.

TM provides a mechanism that may facilitate the inclusion of the views and experiences of people with intellectual and developmental disability (PWIDD) who have limited verbal skills. Their views need to be reflected in adaptions made to PCAS.

This study included a population who are often left out of qualitative research because of the methodologies adopted. It also included older PWIDD, where there has been less research about the effectiveness of TM.

The purpose of this paper is to reflect on the difficulties highlighted by Ntinas around supporting change in services for people with intellectual and developmental disabilities.

This commentary examines what is needed for change and reflects on staff culture.

The authors propose that it is not sensible to separate the culture of a service from the implementation of person-centred approaches and attempt to map how the concepts overlap and are interconnected.

Whilst some elements of culture are clearly important in order to start the process of change, other elements will change as an intervention is introduced and embedded.

This duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.

A change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.

The authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.

Practitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.

For both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).