Our society has witnessed large enterprises collapse from a disregard for Corporate Social Responsibilities (CSR) and illegal and unethical comportments. This chapter provides an understanding of the basic concepts of CSR in the context of lawful and ethical responsibilities, while recognizing the power of CSR branding. Moreover, in accordance with the theory that higher education can elevate the importance of CSR strategies, it reports the results from a qualitative content analysis study identifying explicit and implicit inclusions of CSR, law, and ethics in course titles and descriptions from 20 leading Executive Master of Business Administration (MBA) programs at institutions of higher education in the United States. The results report that while law and ethics are commonly part of the reviewed Executive MBA programs, CSR has minimal representation in these programs.
In the past, a large number of research efforts concentrated on single-level analysis; however, researchers who only conduct this level of analysis are finding it harder to justify due to the advancements in statistical software and research techniques. The validation of research findings comes partially from others replicating existing studies as well as building onto theories. Through replication and validation, the research process becomes cyclical in nature, and each iteration builds upon the next. Each succession of tests sets new boundaries, furthering the verification and falsification process. For multilevel models to be correctly specified, the level of analysis needs to be in congruence with the level of measurement. This chapter provides an overview of theory with a primary focus on multilevel theory and multilevel theory development. Also, this chapter provides tips for writing theoretical articles along with guidelines for evaluating theoretical articles.
Properly managed diversity practices enable organizations to maximize human capital, create a sustainable competitive advantage, attract more customers, and become more profitable. Many organizations conduct diversity training to address workplace diversity issues. Top management communicates the value of and commitment to diversity, whereas managers facilitate an environment that embraces diversity. Diversity management has emerged as a prominent strategy to handle diversity issues. This chapter examines diversity curriculum of leading Executive MBA (EMBA) programs in the United States and highlights the current state of the educational environment in addition to explaining how curriculum supports diversity and inclusion reforms at the organizational level. Through content analysis, the authors summarized the diversity topics featured in 20 leading EMBA programs in the United States. None of the reviewed programs explicitly utilized the word “diversity” in any of their core or elective course titles, and only three (3) explicitly mentioned the words “diverse” or “diversity” within course descriptions. Nevertheless, the data suggest that programs do seek to offer some form of experiences which have the potential and intent to enhance cultural awareness. The majority of programs under study require students to travel to a foreign country to participate in global travel exploration. The authors provide recommendations for future research related to effectively implementing diversity practices and curriculum so that leaders become better equipped to address the challenges of diversity for their organizations.
An aging workforce brings unique challenges and opportunities, requiring an understanding of how different age groups approach the workplace and employ thoughtful strategies to bridge generation gaps. It is crucial to identify wisdom held by experienced workers and develop strategies for passing knowledge on to less experienced employees. Training mature workers for the 21st century workplace is important; however, helping all employees to unlearn outdated processes or beliefs is equally vital to ensure growth and innovation. Organizations need to foster a climate of acceptance and appreciation for all workers and their contributions regardless of age. Workplace policies and procedures should be reviewed and updated to ensure no bias against mature workers is present. Community and public resources can be accessed to train and support mature workers as well. Recognizing the element of wisdom in the workforce and learning how to leverage that wisdom is key to success in the knowledge economy.
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