title: The business of social responsibility: Evidence from the garment industry  in Northeast Thailand

authors: Lim, Steven

subjects: corporate social responsibility

abstract: Many business managers demonstrate a reluctance to engage fully with corporate social responsibility (CSR). They often perceive CSR as a cost and their CSR activities tend to be piecemeal and defensive. Such suboptimal outcomes can stem from a failure to appreciate a firm’s social assets. We suggest that firms have the potential to engage much more fully with CSR, in a manner that is consistent with a profit-maximizing approach to business. But managers need help in both gaining an awareness of the social contributions that they can make and in navigating their way through CSR issues. To this end, we outline a program of four-Ds, namely dialogue, data, design and delivery, to assist managers integrate CSR issues into their overall business strategies. Our case study of the garment industry in Thailand illustrates how CSR issues can be leveraged to increase worker productivity and deliver positive social and community health outcomes, despite operating in an area that is often subject to criticism.

text: The business of social responsibility: Evidence from the garment industry  in Northeast Thailand Many business managers demonstrate a reluctance to engage fully with corporate social responsibility (CSR). They often perceive CSR as a cost and their CSR activities tend to be piecemeal and defensive. Such suboptimal outcomes can stem from a failure to appreciate a firm’s social assets. We suggest that firms have the potential to engage much more fully with CSR, in a manner that is consistent with a profit-maximizing approach to business. But managers need help in both gaining an awareness of the social contributions that they can make and in navigating their way through CSR issues. To this end, we outline a program of four-Ds, namely dialogue, data, design and delivery, to assist managers integrate CSR issues into their overall business strategies. Our case study of the garment industry in Thailand illustrates how CSR issues can be leveraged to increase worker productivity and deliver positive social and community health outcomes, despite operating in an area that is often subject to criticism.

year: 2007-12

title: Do returns to schools go up during transition? The not so contrary case of Vietnam

authors: Doan, Tinh Thanh

subjects: economic transition

abstract: A key stylized fact about transition economies is that the returns to schooling rise as economic reform progresses. Existing research suggests that Vietnam is an exception to this pattern, with a decrease in males’ return from 1992 to 1998, and little increase in the return to females’ education (Liu, 2006). This exception may be because of the gradual economic reform applied in Vietnam, whilst in Eastern European countries the “Big Bang” transformation was conducted. Therefore to see whether Vietnam is still a counter example, we re-examine the trend in the rate of return to schooling in Vietnam over the 1998-2004 period, where the reforms have had a longer time to have an effect.

text: Do returns to schools go up during transition? The not so contrary case of Vietnam A key stylized fact about transition economies is that the returns to schooling rise as economic reform progresses. Existing research suggests that Vietnam is an exception to this pattern, with a decrease in males’ return from 1992 to 1998, and little increase in the return to females’ education (Liu, 2006). This exception may be because of the gradual economic reform applied in Vietnam, whilst in Eastern European countries the “Big Bang” transformation was conducted. Therefore to see whether Vietnam is still a counter example, we re-examine the trend in the rate of return to schooling in Vietnam over the 1998-2004 period, where the reforms have had a longer time to have an effect.

year: 2009-10

title: Providing space for indigenous knowledge

authors: Tangihaere, Tracey Mininoa

subjects: indigenous knowledge

abstract: Colonial influences have generally failed to respect indigenous knowledge, languages, and cultures. Determination to reclaim First Nations identity is visible in many jurisdictions. First Nations Peoples continue to call on governments to facilitate changes needed to revitalize their economic, social, cultural, and spiritual well-being. This article is a reflective article generated from our response to the situation of Mäori, the indigenous peoples of New Zealand. It provides a background on the historical attempts to weaken Mäori leadership and the resilience of Mäori in their resistance to such undermining. Using a description of a physical space, the Marae (the meetinghouse), the authors provide a glimpse into a distinctive Mäori psychology connected to Marae encounters and into Mäori ways of thinking, feeling, and behaving. Three examples of organizational practice at the incorporation of such values are provided. Four implications for management education are posited as relevant not only to the education of managers in Aotearoa but wherever engagement with indigenous people occurs.

text: Providing space for indigenous knowledge Colonial influences have generally failed to respect indigenous knowledge, languages, and cultures. Determination to reclaim First Nations identity is visible in many jurisdictions. First Nations Peoples continue to call on governments to facilitate changes needed to revitalize their economic, social, cultural, and spiritual well-being. This article is a reflective article generated from our response to the situation of Mäori, the indigenous peoples of New Zealand. It provides a background on the historical attempts to weaken Mäori leadership and the resilience of Mäori in their resistance to such undermining. Using a description of a physical space, the Marae (the meetinghouse), the authors provide a glimpse into a distinctive Mäori psychology connected to Marae encounters and into Mäori ways of thinking, feeling, and behaving. Three examples of organizational practice at the incorporation of such values are provided. Four implications for management education are posited as relevant not only to the education of managers in Aotearoa but wherever engagement with indigenous people occurs.

year: 2011