Corporate social responsibility in higher education

Rahman, Aminah Abdul; Castka, Pavel; Love, Tyron

doi:10.1002/csr.1731

Cited by 50 publications

(35 citation statements)

References 46 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The role universities play in local community development has been much discussed (Winter et al , 2006; de Rassenfosse and Williams, 2015; Murphy and McGrath, 2018; Ozias and Pasque, 2019). Campus sustainability has also been a hot topic and is now gradually including discussion of the social responsibilities of universities and their contribution to society (Posner and Stuart, 2013; Urbanski and Leal Filho, 2015; Wu and Shen, 2016; Rahman et al , 2019). However, “sustainability in higher education” implies more than just campus greening, having environmentally-friendly facilities or teaching about sustainability (Shriberg, 2002; Lozano et al , 2013).…”

Section: Social Impacts and The Sustainability Expectations Of Transnational Universitiesmentioning

confidence: 99%

Transnational universities, host communities and local residents: social impacts, university social responsibility and campus sustainability

Chen

Vanclay

2021

IJSHE

View full text Add to dashboard Cite

Purpose This paper aims to discuss how transnational universities create negative and positive social impacts on their host communities and what this means for campus sustainability and the expectation that universities contribute to sustainable development and to their local communities. Design/methodology/approach Using mixed methods, a multiple case study approach and qualitative meta-analysis, this study considers six transnational university campuses in China in terms of their relationship with local communities. Findings Because of the good reputation of universities generally, local residents tended to accord a social licence to operate (i.e. approval) to new university campuses. However, universities generally do not manage their social impacts, as well as many other industries and generally fail to consider the corporate social responsibility issues and the environmental, social and governance aspects of their activities. To improve their social licence to operate and grow and to meet expectations around “university social responsibility”, campus developments should observe key international principles and human rights standards: full disclosure of information; effective community engagement; appropriate resettlement and livelihood restoration; effective harm reduction procedures; provision of local benefits (benefit sharing); monitoring and adaptive management and implement a grievance redress mechanism. Originality/value This paper encourages broader thinking about sustainability in a higher education context and about what university social responsibility entails. Specifically, this study argues that the relationship between universities and their host communities also needs to be considered, especially during campus construction.

show abstract

Section: Social Impacts and The Sustainability Expectations Of Transnational Universitiesmentioning

confidence: 99%

Transnational universities, host communities and local residents: social impacts, university social responsibility and campus sustainability

Chen

Vanclay

2021

IJSHE

View full text Add to dashboard Cite

show abstract

“…As it is focused on the key role of the leader, his values and his leadership styles, and a first implication could be related to the education and training of prospective social leaders, meaning that educators should teach sustainable competences, in addition to financial ones, through analytical tools and management techniques (Doh & Tahsman, 2014;Rahman, Castka, & Love, 2019). Moreover, educators should enable students to develop a deep "passion" for sustainability in order to educate not just future business leaders but future global citizens (Adams, Heijltjes, Jack, Marjoribanks, & Powell, 2011).…”

Section: Considering Conclusionmentioning

confidence: 99%

Exploring the relationships between corporate social responsibility, leadership, and sustainable entrepreneurship theories: A conceptual framework

Silvestri

Veltri

2019

Corp Soc Responsibility Env

View full text Add to dashboard Cite

The main aim of the paper is to provide evidence that merging the corporate social responsibility (CSR), the leadership, and the social entrepreneurship literatures informs and benefit all these literatures. With this aim, a literature review on the studies investigating how leaders affect organizational CSR, why organizations engage in CSR, and how the environment affects the leader and the organizational CSR approach has been carried out. The outcome is a microfocused, multilevel, and multitheoretical conceptual framework, able to underline the links between the role of the leader, the organizational CSR approach, and the sustainable development of the territory. The conceptual framework has been applied to the GOEL case study, a strategic alliance operating in an unfavorable context. The findings provide evidence of the pivotal role of the leader in defining the organizational CSR approach and that the societal and cultural contexts affect the way in which leader faces the sustainability challenges.

show abstract

“…Social impacts are everything that affect people and communities, either in a perceptual or corporeal sense (Vanclay 2002). In order to mitigate the negative impacts on local communities, enhance the positive impacts, and fulfill CSR expectations, we suggest that all organisations and projects should carefully monitor their SLO and adapt their CSR and social investment strategies accordingly (Esteves and Vanclay 2009;Chen et al 2019;Rahman et al 2019).…”

Section: Introductionmentioning

confidence: 99%

How a new university campus affected people in three villages: the dynamic nature of social licence to operate

Chen

Vanclay

Dijk

2020

Impact Assessment and Project Appraisal

View full text Add to dashboard Cite

Social Licence to Operate is a framework for thinking about the relationship between an organisation or project and its host communities and other stakeholders. Key aspects are the extent of acceptability, legitimacy and trust local people accord to the project. A social licence is not necessarily enduring, rather it is dynamic, varying over time. Little research has been conducted into the dynamics of social licence and how it responds to changes in local context. By examining a new university campus, we highlight how all organisations need to consider the dynamic nature of their relationships with host communities. We assessed Wenzhou-Kean University, a partnership between Wenzhou City Government (Zhejiang Province, China), Kean University (a public university in New Jersey USA), and Wenzhou University. Three villages were resettled for the campus, experiencing many social impacts. Although residents initially allocated a high social licence to the project, this varied over time. To maintain and improve an organisation's social licence to operate and grow, having a good understanding of the local context and periodic assessment of social licence are needed.

show abstract

Corporate social responsibility in higher education

Cited by 50 publications

References 46 publications

Transnational universities, host communities and local residents: social impacts, university social responsibility and campus sustainability

Transnational universities, host communities and local residents: social impacts, university social responsibility and campus sustainability

Exploring the relationships between corporate social responsibility, leadership, and sustainable entrepreneurship theories: A conceptual framework

How a new university campus affected people in three villages: the dynamic nature of social licence to operate

Contact Info

Product

Resources

About