PurposeThe purpose of this paper is to explore the “mash‐up” of business strategy and corporate social responsibility (CSR). In popular music, a mash‐up is a file of digitally combined musical sources. Song A is played simultaneously with Song B, and in various other combinations. There are often elements of dissonance, and even cacophony, to the form – but the sum of the parts often surpasses the originals. CSR is a management innovation like the idea of business strategy itself. Each is also a metaphor representing alternative visions and approaches to corporate value creation. Business strategists are talking, writing, and meeting about CSR, and CSR is increasingly intersecting, integrating, converging, with business strategy. The trend is described within as a “mash‐up”. But what is the significance of this trend? How serious should companies be about it? Is CSR going to become a part of standard business theory and practice? How long will it take? What should organizations do to respond and participate?Design/methodology/approachThis paper examines two propositions. First, that CSR is more than a set of ideas and processes; it is a metaphor for a different approach to business. Second, CSR is a management innovation like strategic planning itself. The paper concludes that the impact the two ideas will have on each other and society is fundamentally unpredictable, but it is likely that eventually the current CSR mania will subside and disillusionment will set in.FindingsCSR is a highly significant trend, and well‐managed companies are already taking it very seriously. CSR may become a part of standard business theory and practice, but not without evolving through adoption patterns that will necessarily involve some disillusionment. Leaders will guide their company through this period by focusing on how to make CSR “real” for their organization by embracing the business strategy/CSR mash‐up and driving growth and innovation within the new parameters.Originality/valueFamiliarizes business strategists with CSR and CSR practitioners with points of connection and overlap with business strategy.

PurposeIn this interview, Tom McManus and Dr Harold Lazarus explore transparency as both an approach and an outcome in the management of organizations, and the relation of transparency to corporate strategy. The interview aims to offer context and perspective on transparency.Design/methodology/approachUtilizing the format of an interview, the reader is introduced to transparency in general and as a management principle.FindingsAs the global economy continues to become a reality, as large corporations continue to get bigger and more multinational, as information technology continues to advance, there is going to be a lot of stakeholder dispute around issues related to transparency in the coming years. Stakeholders such as customers, shareholders, and voters are holding management accountable. Information matters, and stakeholders have access to an unprecedented quantity and quality of information. Practical application of transparency is not simple, and many qualified and interesting people are developing the field.Originality/valueTransparency is often talked about as a remedy for corruption and criminality. This interview explores a component of transparency that has not received the same attention – transparency as a principle in management.

Purpose -The purpose of this paper is to convey useful and practical advice on one's development as a manager from the perspective of a successful entrepreneur. Design/methodology/approach -Based on lessons learned from founding and leading a $300 million business. Findings -Beware of the transition from school to business. Take jobs that offer real experience. Showing up is 90 percent of the battle. If you are not in a job that you consider to be as much fun as what you do when you are not working, then you should go and try to find that job. The best decisions you make will be the mistakes you avoid. If it doesn't make sense it can't last. When you are explaining you are losing. Hire people who care. Break down barriers to communication. Embrace humor. You can't lead when your pants are too tight. Never ignore the last mile problem. Big egos destroy companies. Originality/value -Valuable for managers at every stage of their development, and especially for those just entering the work force.

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