Overall, findings suggest a broader and more contemporary definition be utilised and communicated back to stakeholders to increase understanding of company specific CSR strategy. Significant differences were found across nationality groups in the MEA region, suggesting a need to incorporate cultural differences and the perceptions of different nationality groups in CSR planning. Recommendations for CSR strategy in emerging markets such as MEA are made, and are discussed in light of religious beliefs, culture and country of origin.

BackgroundE-learning allows delivery of education in many diverse settings and researchers have demonstrated it can be as effective as learning conducted in traditional face-to-face settings. However, there are particular practices and skills needed in the area of providing patient self-management support (SMS), that may not be achievable online. The aim of this study was to compare three approaches in the training of university students regarding the preparation of a Chronic Condition Self-Management Care Plan: 1) traditional face-to-face delivery of SMS training, 2) an e-learning approach and 3) a blended approach (combining e-learning and face-to-face teaching).MethodsGraduate entry physiotherapy students and medical students at Flinders University were recruited. Depending on the cohort, students were either exposed to traditional face-to-face training, e-learning or a blended model. Outcomes were compared between the three groups. We measured adherence to care plan processes in the preparation of an assessment piece using the Flinders Program Chronic Care Self Management tools. A total of 183 care plans were included (102 traditional, 52 blended, 29 e-learning,). All students submitted the Flinders Program Chronic Care Plan for university assessment and these were later assessed for quality by researchers. The submission was also assigned a consumer engagement score and a global competence score as these are integral to successful delivery of SMS and represent the patient perspective.ResultsThe blended group performed significantly better than the traditional group in quality use of the Flinders Program tools: Problem and Goals (P < 0.0001). They also performed significantly better in the total care plan score (P < 0.0001) and engagement score (P < 0.0001). There was no significant difference between the groups for the Partners in Health tool.ConclusionsIn this pilot study, the blended learning model was a more effective method for teaching self-management skills than the traditional group, as assessed in the development of a chronic condition self-management care plan. We anticipate that future research with identical groups of students would yield similar results but in the meantime, academics can have confidence that blended learning is at least as effective as traditional learning methods.

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Purpose Internationalization has witnessed rapid growth of multinational enterprises (MNEs) in emerging markets, requiring reflection on how to operate within these markets. The purpose of this paper is to assist MNEs to adapt to these markets, and adopt corporate social responsibility (CSR) strategy with social initiatives (SIs), relevant to stakeholders, including their employees and the communities they reside in. The current paper does this by examining the relationships between employee identification with the organization’s SIs (SI-I) and their engagement in them (SI-E), alongside their perspective on the general importance of CSR (ICSR) and employee values to help with CSR (VCSR). The findings will better prepare managers in pre-emerging and emerging markets to design CSR strategy and SIs relevant to these markets and their communities. Design/methodology/approach Guided by social identity theory, this paper examines local employee identification of SI (SI-I) and engagement in SI (SI-E), in two MNE subsidiaries across varying emerging market levels in developing countries, utilizing a quantitative survey design. Structural equation modeling is utilized to analyze responses of N=544 employees in two South East Asian countries, namely, Indonesia (as an emerging country) and Vietnam (as a pre-emerging country), to determine any differences that may exist between the two countries. Findings The findings reveal that SI identification (SI-I) has a strong effect on employee engagement in SIs (SI-E) and also the importance they attach to organizations conducting CSR (ICSR). However, employee values to help with CSR activities (VCSR) has an effect on Vietnamese employees but not Indonesian employees. Likewise, SI-I mediates the effect between ICSR and SI-E for Vietnamese employees but not for Indonesian, suggesting differences exist between these two developing countries where the less developed country, Vietnam, is defined as pre-emerging and Indonesia as an emerging market (MSCI, 2016). Practical implications An awareness of the differences that may exist across employees in emerging markets will assist managers to design CSR strategy relevant to the level of market emergence of the host country, allowing for better CSR SIs identification and engagement in these countries. Originality/value The research model for this analysis utilizes constructs based on past Identification literature, while including new constructs for this study adapted from past literature, and underpinned uniquely by social identity theory in an International Business setting. The findings indicate differences between emerging and pre-emerging markets for particular constructs, which suggests the importance of considering the market level when implementing MNE CSR strategy. Limited research has been conducted examining the differences between emerging and pre-emerging markets, so further research is required to replicate these findings and provide insight into the differences that may exist for CSR SIs in emerging markets.

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Designing sustainable corporate social responsibility (CSR) strategy utilizing the United Nations sustainable development goals (SDGs) framework to deal with consumption in a sustainable and responsible fashion is increasingly a requirement in emerging economies. This paper examines sustainable social initiatives (SIs) via a CSR model and social lens as part of the SDG framework for multinational enterprises (MNEs), to determine the perception of the internal customer and stakeholder (i.e., the employee) alongside their identification and voluntary engagement in their organization's SIs. The study examines internal customers (as the employee) of two MNEs who reside in a developed country and two developing countries from emerging economies. The findings indicate that identification with the SDG‐based SIs selected by MNEs for this study mediates the relationship between perception of their organization's perceived CSR and engagement in these initiatives, for employees in developing countries (and emerging markets) but not the developed country. This suggests the importance that internal employees “identify” with SDG‐based SIs in emerging markets in particular and builds on significant managerial implications for MNEs in these markets alongside their voluntary work with nonprofits as part of their SIs and CSR strategy. The findings also confirm the importance of MNEs adopting SIs that are not only relevant to the global United Nations SDG framework but also relevant to the actors, collaborators, and nonprofit organizations involved in these SIs, including stakeholders and in particular the internal customer (i.e., employee) who volunteer their time to implement these SIs in the communities where MNEs reside.

This book makes a significant contribution to the academic literature on Corporate Social Responsibility (CSR), and affiliated fields. It examines the development of CSR in response to successive waves of social and economic change and includes a number of case studies that illuminate the strengths and weakness of existing models of CSR which contribute not only to sustaining competitive advantage, but also social and environmental responsibility. The book also includes a comprehensive account of the literature on Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (SDGs) complete with case studies to understand these concepts in practice. The book's greatest strength, however, is that it sets out an extended framework and new model (CSR 4.0), to accommodate the new challenges and systemic change posed for the Fourth Industrial Revolution. The book is a must reference read for economics, social science post-graduate students, and researchers interested in sustainability and corporate responsibility and for government, community and corporate leaders.