Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

1 results

  • 15 - Developing Countries’ Business Schools and Socially Conscious Business Leaders

  • from Part III - Normative and Utility Perspectives
  • Edited by Onyeka Osuji, University of Essex, Franklin N. Ngwu, Dima Jamali, American University of Beirut
  • Book:
    Corporate Social Responsibility in Developing and Emerging Markets
    Published online:
    18 December 2019
    Print publication:
    19 December 2019, pp 306-314

  • Summary

    Organisations and managers are increasingly being held accountable for CSR in their spheres of operation. While a few organisations already have structures to deal with competing demands from stakeholders with regards to corporate social responsibilities, some are caught flatfooted. This paper takes a look at the theoretical underpinning of CSR and CRS education in the literature. It also focuses on exploring the following questions. How do leaders or managers acquire the sensibilities of being in tune with the social responsibilities of an organisation? How do managers acquire the necessary knowledge and sense to handle corporate social responsibilities expectations? How are MBA institutions handling this critical task of preparing mangers as decisionmakers in charge of CSR for the future? Can a model emerge from current CSR education practices? These issues are addressed in this chapter.