The impact of changes in stakeholder salience on CSR activities in Russian energy firms: a contribution to the divergence / convergence debate

This empirical paper examines the drivers underpinning changes to socially-responsible behaviours in the Russian energy sector. Responding to recent requests to contextualise CSR research, we focus on the changing set of stakeholders and developments in their saliency as reflected in corporations’ CSR activities. Based on interviews with more than thirty industry professionals, our findings suggest that Russian energy companies’ CSR is strongly stakeholder driven, and organisations adapt their activities according to their dependence on the resources that these salient stakeholders possess. We challenge the proposition that CSR in Russia arises from purely endogenous, historical, paternalism or neo-paternalism. We identify stakeholders that now shape CSR in the Russian energy sector, both endogenous (institutional and contextual forces relevant to the national business system) and exogenous (relating to the organisational field of the energy industry - international by nature). We thereby contribute to the convergence / divergence debate within CSR theory by demonstrating that both national business systems and the organisational field must be taken into account when analysing the forces that shape CSR strategies in any one country

Mapping Philanthropic Foundations’ Characteristics: towards an international integrative framework of foundation types

As philanthropic foundations take on increasingly prominent sociopolitical roles, the need for stronger conceptualizations of foundations as an organizational form is articulated widely across academic, policy, and practice contexts. Building on institutional research’s tradition of categorizing, classifying and typologizing organizational forms, our article critically explores the different ways in which foundations have been cast and differentiated in international academic and practice literatures. Examining and integrating these, we propose an integrative framework of foundation types. Incorporating 13 categories—three contextual, five organizational, and five strategic ones—the framework allows for clarifying distinctions and identifying commonalities between different foundation forms, offering a basis for developing more reflective and differentiated research and practice knowledge

The Role of the Learning Organization to Effect Successful Change: VTC—A Case Study

© 2020, Springer Nature Singapore Pte Ltd. Higher education has expanded rapidly since the last century following a global trend that has strengthened in recent decades (Lo & Tang, 2017). The main cause of this expansion being attributed to national competitiveness and the essential role which higher education plays especially in the context of the emerging knowledge economy. Globalization’s effect on higher education has been significant and substantive (Lo & Tang, 2017). One of these effects is the increase in access to higher education to a much greater proportion of the population (Eftimie, 2017)

S14-1 [26] The role of the Learning Organization to effect successful change: VTC a case study

© 2020, Springer Nature Singapore Pte Ltd. Higher education has expanded rapidly since the last century following a global trend that has strengthened in recent decades (Lo & Tang, 2017). The main cause of this expansion being attributed to national competitiveness and the essential role which higher education plays especially in the context of the emerging knowledge economy. Globalization’s effect on higher education has been significant and substantive (Lo & Tang, 2017). One of these effects is the increase in access to higher education to a much greater proportion of the population (Eftimie, 2017)