Thrill and Agony at Ultimate Fighting Championship

Watuagung is an area in Indonesia that is experiencing water shortage. The lack of water caused some conflicts in the village. People fought to get clean water. In 2013, a local hero strived for water supply for the village. Moreover, now, water is easy to find in Watuagung village. Therefore, the quality of life of the people is getting better. Because of the water supply, people can harvest plants and earn money. This village achievement occurred with the involvement of Kalbe Farma, Indonesia’s pharmaceutical company, in its CSR program. Furthermore, this CSR journey is described in the short video "Akses Air untuk Watuagung." The purpose of this study is to explore the underlying message of Kalbe Farma’s CSR strategy: A case study of the video "Akses Air untuk Watuagung" from college students’ perceptions. Focus Group Discussion (FGD) conducted to explore the audience’s perceptions of the video. Five students will watch the movie at one time, and questions will be delivered among the participants of the FGD to dig into the audience’s perception. The results revealed five dominant factors in communication CSR: CSR informativeness, personal relevance, self-efficacy, self-promotional message tone, and consistency. Moreover, two factors need to be improved: third-party endorsement and transparency. This research also highlights new factors, such as CSR authenticity, stakeholder involvement, and culture.

Purpose This research addresses the integration of sport into corporate social responsibility (CSR) strategies by companies listed on the Qatar Stock Exchange (QSE). Theoretically underpinned by neo-institutional isomorphic pressures, the study aims to fill a gap in the literature on CSR practices in the Middle East by examining how Qatari firms use sport-related CSR initiatives to foster community engagement and meet sustainable development goals. Design/methodology/approach The research involved a comprehensive analysis of annual reports from QSE-listed companies (n = 47), ensuring reliability through an automated data retrieval and analysis framework. The study handled extensive data sets consisting of annual reports spanning 10–15 years and primarily used two components: prompts and retrieval augmented generation. Findings The results highlight an increased focus on and utilisation of sport within CSR strategies across various sectors. They further demonstrate significant sectoral differences in CSR strategies, with banks and financial services leading in activities linked to philanthropy, sponsorships and personnel engagement. Given Qatar’s strategic emphasis on sport, related CSR initiatives have seen parallel and substantial growth, strengthening their role in promoting societal well-being. Originality/value This study contributes to the understanding of CSR practices in the region, by offering theoretical and practical insights on developing effective “CSR through sport” programmes. The research further provides a methodological and data foundation for application into other/adjacent regional or sectoral contexts.

Purpose – The purpose of this article is to discuss the corporate social responsibility (CSR) strategy of the waste collection firm, Waste King.Design/methodology/approach – The article is an interview with Glenn Currie and Andy Cattigan, founders of Waste King.Findings – There is a popular belief that following a CSR strategy is something that only benefits large companies – and that only large companies can afford to pursue such a strategy. Among the small businesses in the UK that are proving this belief to be a folk myth is Waste King, a specialist collections, clearance and recycling company serving both domestic and commercial markets. It focuses not only on providing a friendly, efficient, cost‐effective service but also one that is environmentally friendly. In particular, Waste King's Environment Agency licensed staff take time to ensure that the maximum amount of waste can be recycled and that all the waste it collects is disposed of in an environmentally friendly way.Originality/value – The inte...

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The socio-environmental impact of hydroelectric initiatives, which are essential for sustainable energy production, is significantly influenced by Corporate Social Responsibility (CSR). This study compares the efficacy of corporate social responsibility (CSR) initiatives in hydroelectric programs between the public and private sectors. It is the objective to evaluate and compare the CSR strategies implemented by public and private entities, with a focus on their impact on stakeholder satisfaction, environmental sustainability, and local communities. The research employs a mixed-methods approach, with a total sample size of 150 hydroelectric initiatives. Quantitative surveys are implemented to evaluate the perceptions and outcomes of corporate social responsibility (CSR). The primary focus of data acquisition is the assessment of corporate social responsibility (CSR) initiatives, their implementation processes, and the tangible advantages that local communities and the environment perceive. The analysis contrasts the CSR strategies of selected public and private hydroelectric projects to identify their distinct practices and effectiveness. The results indicate that, despite the fact that both sectors are dedicated to corporate social responsibility (CSR), their methodologies and results exhibit substantial disparities. Public sector initiatives frequently prioritise compliance and the well-being of the entire community, which leads to moderate but consistent community benefits. In contrast, private sector initiatives frequently implement more innovative and focused corporate social responsibility (CSR) strategies, which can result in increased stakeholder satisfaction but occasionally restrict community engagement. The study concludes that a balanced approach that incorporates the assets of both sectors is necessary to optimise CSR effectiveness. This approach should focus on the development of customised strategies that address the specific requirements of the community while simultaneously ensuring overall sustainability and stakeholder engagement.

This paper explores the determinants of effective Corporate Social Responsibility (CSR) strategy implementation within sports organisations in the eThekwini region. Sport serves as a powerful tool for bridging social and economic disparities, fostering unity, and promoting gender and racial equality. Previous research indicates that hosting sporting events can create employment opportunities and generate economic benefits (Valeri, 2019). The increasing focus on leveraging sports for CSR purposes calls for an understanding of the factors influencing implementation. Through a qualitative research approach, this study identifies determining factors for successful CSR implementation, drawing on insights from four sports organisations. This study illustrates that successful CSR implementation can be attained through a high level of CSR awareness, organisational embeddedness, effective communication with stakeholders, continuous evaluation, and the strategic leveraging of specific organisational strengths. Overall, the research contributes to existing literature clarifying the dynamics of CSR in sports organisations and the factors that influence effective implementation of CSR strategies.

This study used structural equation modelling to analyse and investigate the adoption of corporate social responsibility (CSR) strategies by the Spanish technology industry and the impacts of these strategies on technology companies’ performance and competitiveness. The research was conducted using a survey of companies located in Spanish science and technology parks. The analyses’ results reveal positive, direct and statistically significant relationships between companies’ CSR strategies and competitiveness and between their competitiveness and performance.In addition, the results show that competitiveness is a mediating variable in the relationship between CSR strategies and technology companies’ performance.

The developments in our environment and society have made it clear that the way we run our businesses and govern our nations is not sustainable in the long run. This is also why more and more companies and organizations are pursuing sustainable business through various Corporate Social Responsibility (CSR) activities. However, many companies experience that although they facilitate a CSR strategy on corporate level, CSR is often not embedded in their business and/or integrated across their functions. If companies are to achieve the full business potential and performance impact of CSR, sustainability has to be operationalized, targeted and measured across the value chain through empowered employees and in alignment with the business strategy of the company. Though the state-of-the-art CSR research, theories and models, the theoretical platform for sustainable business and CSR is presented in this book. However, CSR is carried out in practice, and not just in theory. This is why each chapter is supplemented with practical case examples explaining the way in which different companies and their managers have integrated sustainable business in their strategy and across the organizations’ different functions. As is evident both in theory and practice, the success of CSR integration is highly affected by industrial context, as the unique characteristics of the industry have an impact on the key sustainability challenges and business opportunities of the specific company and industry. In support of this evidence, the book also reveals how CSR can be implemented across private and public organizations as well as small and medium sized entities (SMEs). Theoretical and empirical topics discussed in the book include: • Sustainable business and CSR • CSR strategy integration • Stakeholder management • Sustainable production • Responsible HRM and administration • Cradle-to-cradle • Green procurement • Sustainable supply chain management • Corporate social innovation • Sustainable innovation • Sustainable Communication and – Sales • Business-NGO partnership

This study examines how multinational corporations (MNCs) adapt their Corporate Social Responsibility (CSR) strategies to the cultural, legal, and economic contexts of emerging markets. While CSR is widely recognized as a vehicle for corporate legitimacy and sustainable development, its effectiveness is contingent upon successful localization. Employing a qualitative multiple-case study design, this research analyzes the CSR approaches of Unilever in India, Shell in Nigeria, and Coca-Cola in Brazil through thematic analysis of corporate reports and secondary literature. The findings reveal that successful CSR adaptation depends on a strategic integration of cultural resonance, legal compliance, and economic inclusion. Specifically, Unilever in India effectively aligns with national mandates by integrating women's empowerment and rural development into its core business model. In contrast, Shell in Nigeria operates within a weak institutional framework, where, despite large-scale initiatives, it faces challenges in stakeholder engagement due to regulatory gaps and community mistrust. Meanwhile, Coca-Cola Brazil emphasizes economic inclusion and environmental stewardship, tailoring its CSR to local market expectations and sustainability demands. This study contributes to stakeholder, institutional, and legitimacy theories by demonstrating how contextualized CSR strategies enhance corporate legitimacy and competitive advantage. It also offers managers practical insights for designing culturally attuned, legally astute, and economically integrative CSR programs to foster sustainable stakeholder engagement in emerging markets.

<p>This study investigates the corporate social responsibility (CSR) strategy by multinational corporations (MNCs) in the Nigerian oil and gas industry. The goal of CSR is to encourage a positive impact through its activities with the stakeholders, the environment and the general public. CSR also focuses on how businesses would proactively support the public interest by encouraging community growth and development. The problem of insecurity in the Niger Delta region is attributed to the feeling of anger and frustration by host communities due to perceived negligence of CSR initiatives by the MNCs. This has resulted in crude oil theft, vandalization of oil pipelines, general insecurity and actions that have negatively affected the activities of the MNCs as well as the federal government who depend on the oil revenue for its national budgets. This paper considers the CSR initiatives of the MNCs and the underpinnings of security challenges in this region. This is an empirical paper based on in-depth semi-structured interviews conducted in the host communities of the Niger Delta region. Using the stakeholder theory, the paper maintains that initiating and implementing the right CSR strategy would help to reduce the crisis in this region and enhance the peaceful operations of the MNCs. It contributes to emerging discourse in CSR on how desired positive impact can be made through effective CSR.</p>

Corporate social responsibility (CSR) is an extension of the corporate role which encompasses the economic, legal, ethical, and philanthropic responsibilities that a company must fulfill, such that it improves the overall quality of life of the community around it. Sustainable development (SD) on the other hand involves operations that have a minimal impact on the environment. However, in today’s global environment, governments around the world are implementing stricter environmental regulations and supporting higher standards of living for their citizens. This socially and environmentally conscious undertone has made it imperative for organizations to address issues related to CSR and SD seriously and in many cases with the highest urgency. Successful implementation CSR and CS strategies are very vital for oil and gas industries due to fact that these industries are very responsible for the global environment as well as these companies represent the top wealthy industries of the world. The three oil and gas industries (Shell, BP, and Total S.A.) that have been analyzed in this project work, demonstrate that their CS and CSR strategies are not the same and there is scope of improvement. From the comparative analysis, BP’s investment (0.8% of the net annual profit) in community development is very low compared to the investment in community development of Shell (5.5% of Net annual profit) and Total S.A. (4.77% of Net annual profit) which clearly indicates that BP’s CSR strategies are not sustainable also BP’s TBL aspects are not balanced in this case.

Introduction The European Union (EU) is strengthening its corporate social responsibility (CSR) strategy in the framework of Europe’s contribution to the social dimension of globalization. This chapter analyses the origins and development of the EU’s approach within the context of the international discourse on corporate responsibility in relation to human rights and the environment. It focuses on the international dimension of the Union’s CSR strategy, considering some of the measures undertaken in recent years and options for the development of tools to make European companies accountable for their activities abroad. It considers, in particular, the impact that such development and the choices made by the EU when designing its strategy may have on its achievement of the wider goal of becoming a pole of excellence for CSR.

Customers, civil organizations, the media, and society demand that companies behave in ways beyond regulatory requirements concerning social and environmental issues. Therefore, companies are striving to adapt to these new requirements and to express their commitment to stakeholders through their Corporate Social Responsibility (CSR) strategy. The values and principles of cooperatives make them ideal for responsible business management within the framework of CSR. Almeria is a province in southeastern Spain and it is one of the areas with the highest concentration of agribusiness in Europe. This paper aims to empirically verify whether the CSR orientation of agricultural cooperatives in this province are greater than that of other companies because of the application of these principles. Or, if globalization and competition is pushing these organizations to abandon their principles and values while losing their distinctive identity. A cluster analysis was applied to a representative sample of 107 fruit and vegetable production‐commercialization companies, and this included five dimensions of study applying the stakeholder theory: partners, employees, customers, farmers, and the environment. According to their legal form, we concluded that these entities do not significantly differ in their corporate social responsibility strategy. The Mann‐Whitney nonparametric analysis indicates that only the employee dimension shows significant differences depending on the legal form.

This paper studies the impact of the information and communication technologies (ICT) used by organizations in their Corporate Social Responsibility (CSR) strategy. In particular, it analyses the impact of the most recent technological development, Cloud Computing, on the corporate users that adopt this service. What key issues need to be addressed by companies that use Cloud Computing? What is the impact of these choices on their CSR strategy? What strategic approaches best marry the company’s ICT decisions with its CSR reputation?

This research aims to analyze the implementation of corporate social responsibility (CSR) strategies and their impact on corporate outcomes. The study employs a case study design to gain a deeper comprehension of the implementation of CSR strategies and their impacts on company outcomes. A qualitative approach is utilized in this research, incorporating both secondary and primary data sources. Primary data was gathered by conducting interviews with both internal and external stakeholders who play a direct role in the execution of CSR. The results of the study suggest that by giving priority to programs and initiatives focused on education and training, healthcare enhancement, public infrastructure, places of worship, technological support, childcare facilities, community empowerment, and environmental conservation, companies can enhance their performance, gain a competitive edge, and bolster their reputation.