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Journal articles on the topic 'Social reposibility of business'

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Published: 4 June 2021

Last updated: 19 February 2022

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1

Ferreira, Maria João, Fernando Moreira, and Isabel Seruca. "Social Business." International Journal of Information System Modeling and Design 6, no. 4 (October 2015): 57–81. http://dx.doi.org/10.4018/ijismd.2015100104.

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Information systems and technologies (IST) are the essence of up-to date organizations, and changes in this field are occurring at an uncontrollable pace, interrupting traditional business models and forcing organisations to implement new models of business. Social media represent a subset of these technologies which contribute to organizational transformation. However, by itself, the adoption of social media does not imply such a transformation; changes in the organization's culture and behaviour are also needed. The use of IST in an appropriate and integrated way with the organization's processes will depend on an individual and collective effort. For organizations to take advantages of these technologies within the context of Social Business, a comprehension exercise is required in how to demonstrate their usefulness. To this end, this paper will provide a comprehensive view of a new context of labour faced by traditional organizations i.e. social business supported by mobile IST – mobile_Create, Share, Document and Training (m_CSDT) – in order to improve the well-being of these organizations through the collective intelligence and agility dimensions.

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2

Dixson, Alan. "Social business." Nature 327, no. 6124 (June 1987): 668. http://dx.doi.org/10.1038/327668b0.

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3

Crowther, David, and Christina Reis. "Social responsibility or social business?" Social Business 1, no. 2 (August 26, 2011): 129–48. http://dx.doi.org/10.1362/204440811x593045.

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4

Moon, Jeremy. "Business Social Responsibility." Philosophy of Management 1, no. 3 (2001): 35–45. http://dx.doi.org/10.5840/pom2001135.

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5

Hausmann, Verena, and Susan P. Williams. "Social Business Documents." Procedia Computer Science 64 (2015): 360–68. http://dx.doi.org/10.1016/j.procs.2015.08.500.

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6

Wood, Jacob, and Gohar Feroz Khan. "Social business adoption." Business Information Review 33, no. 1 (March 2016): 28–39. http://dx.doi.org/10.1177/0266382116631851.

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7

Guamba, Jose Manuel Elija. "Building Social Business." Journal of Middle East and North Africa Sciences 4, no. 4 (April 2018): 21–31. http://dx.doi.org/10.12816/0045803.

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8

Baker, Michael J. "Social Business: Business as if people mattered." Social Business 5, no. 3 (November 30, 2015): 199–212. http://dx.doi.org/10.1362/204440815x14441363902311.

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9

Bell, David, and Sara Robaty Shirzad. "Social Media Business Intelligence." International Journal of Sociotechnology and Knowledge Development 5, no. 3 (July 2013): 51–73. http://dx.doi.org/10.4018/ijskd.2013070104.

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Social media tools are increasingly used for relationships management among marketplace actors (e.g. organisations, suppliers and individuals). As markets become ever more global and dynamic, new entrants find themselves struggling to fully understand the marketplace, companies operating with it and changes that occur. The authors discuss Social Media Network (SMN) tools and outline a methodology and procedure that supports the identification of domain specific networks within particular global business-to-business environments. Research is carried out using SMN data about firms in the pharmaceutical industry. The authors use their own methodology to uncover market participants, linkages and prominent issues that may help new firms to position themselves effectively within a new marketplace. SMNs provide a sizable source of information and new approaches are required to fully leverage their considerable value. This paper explores how SMNs can be used as an effective source of business intelligence by utilising two popular SMN platforms.

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10

Pareek, Avinash, and Satyam Pincha. "Social mediaand business environment." JIMS8M: The Journal of Indian Management & Strategy 19, no. 1 (2014): 50. http://dx.doi.org/10.5958/j.0973-9343.19.1.008.

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11

Arnaboldi, Michela, and Jean-Francois Coget. "Social media and business." Organizational Dynamics 45, no. 1 (January 2016): 47–54. http://dx.doi.org/10.1016/j.orgdyn.2015.12.006.

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12

Bazan, Patricia, and Elsa Estevez. "Social business process management." Business Process Management Journal 26, no. 1 (October 17, 2019): 191–211. http://dx.doi.org/10.1108/bpmj-09-2017-0257.

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Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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13

Spence, Laura J. "Small Business Social Responsibility." Business & Society 55, no. 1 (April 25, 2014): 23–55. http://dx.doi.org/10.1177/0007650314523256.

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14

Baker, Michael J. "Editorial - Why 'Social Business'?" Social Business 1, no. 1 (April 15, 2011): 1–15. http://dx.doi.org/10.1362/204440811x570536.

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15

Baker, Michael J. "Capitalism and social business." Social Business 1, no. 2 (August 26, 2011): 115–27. http://dx.doi.org/10.1362/204440811x593036.

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16

Narayanan, Madhavan, Sitaram Asur, Arun Nair, Sachin Rao, Avinash Kaushik, Dina Mehta, Shubhangi Athalye, Amita Malhotra, Akhil Almeida, and Rajesh Lalwani. "Social Media and Business." Vikalpa: The Journal for Decision Makers 37, no. 4 (October 2012): 69–112. http://dx.doi.org/10.1177/0256090920120406.

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17

Sugahara, Cibele Roberta, Giovanni Moreira Rocha Campos, Marina Ardito Massaioli, Bruna Nunes Fantini, and Denise Helena Lombardo Ferreira. "Social business: a report on social impacts." Independent Journal of Management & Production 12, no. 1 (February 1, 2021): 015–31. http://dx.doi.org/10.14807/ijmp.v12i1.1245.

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The positive socio-environmental impacts generated by Social Business arouse interest in initiatives that have at their core to serve a social purpose. Social innovation seeks to contribute to the socioeconomic environment and to have a positive social impact, so that the generation of value with social innovation can contribute to a more inclusive society. The objective is to point out the importance of the impacts generated by Social Business that participate in Business Accelerators. As methodology adopts the methodological procedures of the bibliographic research. The results reveal the existence of impact initiatives generated to meet social needs.

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18

Egbert, Henrik. "Business Success Through Social Networks? A Comment on Social Networks and Business Success." American Journal of Economics and Sociology 68, no. 3 (July 2009): 665–77. http://dx.doi.org/10.1111/j.1536-7150.2009.00643.x.

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19

TASHMAN, PETE, and JORGE RIVERA. "BUSINESS ASSOCIATIONS AND CORPORATE SOCIAL PERFORMANCE: THE CASE OF BUSINESS FOR SOCIAL RESPONSIBILITY." Academy of Management Proceedings 2008, no. 1 (August 2008): 1–6. http://dx.doi.org/10.5465/ambpp.2008.33628667.

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20

Sakarya, Sema, Muzaffer Bodur, Özlem Yildirim-Öktem, and Nisan Selekler-Göksen. "Social alliances: Business and social enterprise collaboration for social transformation." Journal of Business Research 65, no. 12 (December 2012): 1710–20. http://dx.doi.org/10.1016/j.jbusres.2012.02.012.

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21

RUBINSTEIN, W. D. "SOCIAL CLASS, SOCIAL ATTITUDES, AND BRITISH BUSINESS LIFE." Oxford Review of Economic Policy 4, no. 1 (1988): 51–58. http://dx.doi.org/10.1093/oxrep/4.1.51.

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22

Zambrana Flores, Henry Mamfredo. "RESPONSABILIDAD SOCIAL EMPRESARIAL CORPORATIVA BUSINESS CORPORATE SOCIAL RESPONSIBILITY." Revista Cientifica TECNIA 25, no. 2 (February 23, 2017): 45. http://dx.doi.org/10.21754/tecnia.v25i2.49.

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La responsabilidad social empresarial (RSE) es un concepto con el cual las empresas deciden voluntariamente incluirse en el logro de una sociedad mejor y un medio ambiente más saludable. Requiere de una continua adaptación a los cambios que se producen en su entorno, con su mirada puesta en la sostenibilidad empresarial que beneficie a la empresa y a las partes interesadas. El presente trabajo aborda, en primer lugar, los inicios y evolución del concepto de RSE, mostrando la estrecha relación con los cambios económicos y sociales. La responsabilidad social empresarial se inició con acciones filantrópicas, seguidas de acciones de inversión social. Sin embargo, en la actualidad, se plantea la realización de prácticas responsables integradas a la gestión empresarial, lo que propone nuevos modelos de gestión empresarial. Para comprender la noción de RSE en los negocios, se ha considerado necesario la realización de un diagnóstico en profundidad. Para ello, se muestran las diversas teorías y modelos de RSE corporativa; los grupos de interés y la RSE para la gestión; su interrelación con las normas legales actuales; y las herramientas de aplicación. Si se quiere ser competitivo, es necesario entender la empresa como un ciudadano corporativo con deberes y derechos, así como desafíos y aspectos críticos en su gestión. Finalmente, se hace mención a una serie de casos de RSE en los ámbitos internacional, nacional y regional para comprender el accionar y la respuesta de diversas empresas frente a los desafíos de su entorno y las necesidades de sus grupos de interés. ABSTRACTCorporate Social Responsibility (CSR) is a concept whereby companies decide voluntarily to include themselves the achievement of a better society and a healthier environment. It requires constantly adapting to the changing environment, with their sights set on corporate sustainability that benefits the company and stakeholders. Firstly, this paper addresses the beginnings and evolution about CSR concept, showing the close relationship between the economic and social changes. CSR began with philanthropy actions, followed by social investment actions. However, today, a realization of responsible practices integrated to business management is set out, which proposes new models of business management. To understand CSR in business is necessary to consider performing an in-depth diagnostic; for that, it shows the various theories and models of Corporate CSR, the stakeholders and CSR management; the relationship with the current laws and implementation tools. If competitiveness is required, it is necessary to understand the company as a corporate citizen with rights and duties, as well as challenges and critical issues in management. Finally, many of regional, national and internationals CSR cases are mentions to understand the actions and responses of various companies facing the challenges of their environment and the needs of its stakeholders. .

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23

Toubiana, Madeline. "Business pedagogy for social justice? An exploratory investigation of business faculty perspectives of social justice in business education." Management Learning 45, no. 1 (August 6, 2012): 81–102. http://dx.doi.org/10.1177/1350507612454097.

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24

Malhan, R. C. "GDP and Business Social Responsibility." Review of Professional Management- A Journal of New Delhi Institute of Management 7, no. 2 (December 1, 2009): 27. http://dx.doi.org/10.20968/rpm/2009/v7/i2/100885.

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25

Messick, David M. "Social Categories and Business Ethics." Ruffin Series of the Society for Business Ethics 1 (1998): 149–72. http://dx.doi.org/10.5840/ruffinx1998111.

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In this article, I want to draw attention to one strand ofthe complex web of processes that are involved when people group others, including themselves, into social categories. I will focus on the tendency to treat members of one's own group more favorably than nonmembers, a tendency that has been called ingroup favoritism. The structure of the article has three parts. First I will offer anevolutionary argument as to why ingroup favoritism, or something very much like it, is required by theories of the evolution of altruism. I will then review some of the basic social psychological research findings dealing with social categorization generally, and ingroup favoritism specifically. Finally, I will examine two problems in business ethics from the point of view of ingroup favoritism to suggest ways in which social psychological principles and findings may be mobilized to help solve problems of racial or gender discrimination in business contexts.

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26

Farah, Badie. "Business Ethics and Social Media." International Journal of Civic, Political, and Community Studies 10, no. 3 (2013): 1–8. http://dx.doi.org/10.18848/2327-0047/cgp/v10i03/58258.

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27

Lee, Yun-bok. "Business Ethics and Social Justice." Journal of Korean Philosophical Society 153 (February 29, 2020): 295–322. http://dx.doi.org/10.20293/jokps.2020.153.295.

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28

Yerniyazova, А., and Zh Smailova. "CORPORATE SOCIAL RESPONSIBILITY OF BUSINESS." REPORTS 4, no. 326 (August 15, 2019): 76–82. http://dx.doi.org/10.32014/2019.2518-1483.119.

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29

Kultgen, John. "Donaldson’s Social Contract for Business." Business and Professional Ethics Journal 5, no. 1 (1986): 28–39. http://dx.doi.org/10.5840/bpej19865116.

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30

Reilly, Bernard J., and Myroslaw J. Kyj. "The Social Conscience of Business." Business and Professional Ethics Journal 7, no. 3 (1988): 81–101. http://dx.doi.org/10.5840/bpej198873/412.

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31

Vittenberg, Evgeniy Ya. "Social Responsibility: Government and Business." Sociologicheskaja nauka i social'naja praktika 4, no. 3 (2016): 54–77. http://dx.doi.org/10.19181/snsp.2016.4.3.4578.

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32

Maravilhas, Sérgio. "Social Media Intelligence for Business." International Journal of Organizational and Collective Intelligence 6, no. 4 (October 2016): 19–44. http://dx.doi.org/10.4018/ijoci.2016100102.

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Social Media intelligence allow the knowledge of competitor's moves and the analysis of trends from the communications exchanged in the networks of individual consumers, making it easy for companies to develop solutions according to their clients and prospects desires. There are several characteristics that describe the quality of information that will allow the analysis of the value of the information used. Information is an important aid in the decision making process and must be of quality to improve its value. Marketing trends and competitive information is needed to clear decision-making about what products develop, for what customers, at what cost, through which distribution channels, reducing the uncertainty that a new product/service development always brings. Learning how to extract quality information, unbiased, valuable for business, from these social tools is the aim of this work, sharing with the interested parties some ways of using it for their profit and competitive sustainability.

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33

Bryantseva, Marina Vitalyevna. "Corporate social responsibility of business." Science in figures, no. 3 (4) (September 5, 2017): 14–18. http://dx.doi.org/10.21661/r-463584.

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34

Maan, Jitendra. "Social Business Transformation through Gamification." International Journal of Managing Information Technology 5, no. 6 (August 31, 2013): 9–16. http://dx.doi.org/10.5121/ijmit.2013.5302.

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35

Vugec, Dalia Suša. "Defining Social Business Process Management." International Journal of E-Services and Mobile Applications 11, no. 1 (January 2019): 68–82. http://dx.doi.org/10.4018/ijesma.2019010105.

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Business process management (BPM) is a holistic discipline which is focused on improving organizational performance by managing the business processes of the organization. In recent decades, it has been widely accepted and implemented across many different organizations with some success. However, there were some issues regarding the traditional approach to BPM, like the reality-model divide, etc. As a response, a new discipline, called social BPM has emerged which is based on the principles of social software. For the purpose of this article, a Delphi study has been conducted with the aim of defining the social BPM as well as to identify its main characteristics. The results are presented in this article, proposing a single definition of social BPM and the list of its characteristics.

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36

Nunez-Zabaleta, Aitziber. "Social Media for Business Purposes." International Journal of E-Business Research 15, no. 3 (July 2019): 35–50. http://dx.doi.org/10.4018/ijebr.2019070103.

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This article analyses the specific work tasks that 302 professional workers from the Basque region in Spain perform on social media (SM) for attaining their objectives, together with the work satisfaction they gain. The target population consisted of 23,000 professional workers in the Spanish Basque Country region, both employees and self-employed, with a particular interest in the use of new technologies. A sample of 302 professional workers were surveyed. The author found that professional workers are using SM applications to accomplish a wide range of objectives. Employees themselves are using SM for business purposes with their own strategy and on behalf of the company they work for. In addition to the SM strategy of the employees being integrated within the overall business strategy, managers should encourage them to use SM as this all contributes to the better performance of the company.

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37

Flores, Yoya, and Luz Cruzado. "Social work functions in business." SCIÉNDO 21, no. 4 (December 31, 2018): 443–51. http://dx.doi.org/10.17268/sciendo.2018.049.

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38

Davidson, D. Kirk. "Social Marketing as Business Strategy." Proceedings of the International Association for Business and Society 10 (1999): 107–8. http://dx.doi.org/10.5840/iabsproc19991010.

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39

McHaney, Roger, Merrill Warkentin, David Sachs, Michael Brian Pope, and Dustin Ormond. "Teaching Social Media in Business." Journal of Information Technology Education: Innovations in Practice 14 (2015): 039–62. http://dx.doi.org/10.28945/2164.

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The ways people connect, interact, share, and communicate have changed due to recent developments in information technology. These developments, categorized as social media, have captured the attention of business executives, technologists, and education professionals alike, and have altered many business models. Additionally, the concept of social media impacts numerous sub-disciplines within business and has become an important issue with operational, tactical, and strategic considerations. Despite this interest, many business schools do not have courses involving social media technologies and applications. In those that do, the placement and focus of the course varies considerably. This article provides motivation and insight into the process of developing an approach for effectively teaching social media use in business. Additionally, it offers implementation examples of courses taught at three major universities. The article concludes with lessons-learned that will give instructors practical guidance and ensure that social media courses taught in a business school provide students with a solid basis for integrating social media into business practice.

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40

Messick, David M. "Social Categories and Business Ethics." Business Ethics Quarterly 8, S1 (1998): 149–72. http://dx.doi.org/10.1017/s1052150x00400126.

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In this article, I want to draw attention to one strand of the complex web of processes that are involved when people group others, including themselves, into social categories. I will focus on the tendency to treat members of one’s own group more favorably than nonmembers, a tendency that has been called ingroup favoritism. The structure of the article has three parts. First I will offer an evolutionary argument as to why ingroup favoritism, or something very much like it, is required by theories of the evolution of altruism. I will then review some of the basic social psychological research findings dealing with social categorization generally, and ingroup favoritism specifically. Finally, I will examine two problems in business ethics from the point of view of ingroup favoritism to suggest ways in which social psychological principles and findings may be mobilized to help solve problems of racial or gender discrimination in business contexts.

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41

Wilson, J. "Social networking: the business case." Engineering & Technology 4, no. 10 (June 6, 2009): 54–56. http://dx.doi.org/10.1049/et.2009.1010.

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42

Rath, Pragyan. "‘Social Issue Is Business Issue’." Journal of Human Values 17, no. 2 (August 16, 2011): 171–83. http://dx.doi.org/10.1177/097168581101700206.

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43

Spoerl, J. S. "The Social Responsibility of Business." American Journal of Jurisprudence 42, no. 1 (January 1, 1997): 277–98. http://dx.doi.org/10.1093/ajj/42.1.277.

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44

Bull, Mike, and Helen Crompton. "Business practices in social enterprises." Social Enterprise Journal 2, no. 1 (March 2006): 42–60. http://dx.doi.org/10.1108/17508610680000712.

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45

Schütt, Peter. "Der Weg zum Social Business." Wirtschaftsinformatik & Management 4, no. 6 (December 2012): 48–53. http://dx.doi.org/10.1365/s35764-012-0195-x.

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46

Koren, Miklós, and Rita Pető. "Business disruptions from social distancing." PLOS ONE 15, no. 9 (September 18, 2020): e0239113. http://dx.doi.org/10.1371/journal.pone.0239113.

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47

Macshane, Denis. "Global business and social responsibility." New Political Economy 1, no. 2 (July 1996): 265–69. http://dx.doi.org/10.1080/13563469608406257.

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48

Krause, Bob. "The social responsibility of business." Ecquid Novi: African Journalism Studies 6, no. 1 (January 1985): 9–12. http://dx.doi.org/10.1080/02560054.1985.9652946.

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49

Geoff Gallop and Greg Patmore. "Social Democratic Governments and Business." Labour History, no. 98 (2010): 1. http://dx.doi.org/10.5263/labourhistory.98.1.1.

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50

Branco, Manuel Castelo, and Catarina Delgado. "Business, social responsibility, and corruption." Journal of Public Affairs 12, no. 4 (April 18, 2012): 357–65. http://dx.doi.org/10.1002/pa.1426.

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