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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 10)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 24, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 20, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 15, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 12)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 61, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 31)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 192, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 4, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 285)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 22)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 23, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 143, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 22, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 10, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 47, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 46, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 43, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 6, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 4, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 17)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 12, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 7, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 26)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 19, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 4, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 8, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 51, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 8)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 46, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 8, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 130, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 52)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 199, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 7, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 10)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 372, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 11)
J. of Forensic Practice     Hybrid Journal   (Followers: 52, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 2)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 4, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover Journal of Global Responsibility
  [4 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2041-2568
   Published by Emerald Homepage  [335 journals]
  • Editorial: denying responsibility
    • Pages: 146 - 150
      Abstract: Journal of Global Responsibility, Volume 8, Issue 2, Page 146-150, September 2017.

      Citation: Journal of Global Responsibility
      PubDate: 2017-08-29T07:42:21Z
      DOI: 10.1108/JGR-09-2017-034
  • Retooling Tullow Ghana’s CSR strategy: A communication lens
    • Pages: 225 - 243
      Abstract: Journal of Global Responsibility, Volume 8, Issue 2, Page 225-243, September 2017.
      Purpose Despite several years of its implementation, the corporate social responsibility (CSR) strategy of Tullow Ghana has not been able to produce the desired results for host coastal communities in south-western Ghana. This inability has resulted in many community agitations, mistrust and unresolved conflicts between Tullow and the beneficiary communities of its CSR initiative. This paper aims to examine Tullow’s CSR programme by juxtaposing the company’s annual reports with beneficiary views on CSR need satisfaction in proximate communities to determine the effectiveness of the company’s communication strategy and its impact on the performance of the programme. Design/methodology/approach This study was conducted using both secondary and primary data. The secondary data comprised CSR reports from Tullow Oil Plc. and reflected the company’s attempts at addressing social, environmental and economic issues in its host communities of southwestern Ghana. At the time of this research (February-March 2015), only the 2012 and 2013 CSR reports were available, and so the researchers relied on the two reports for secondary data. These annual reports and other relevant documents were downloaded from the company’s website, as advised by officials of the company’s CSR programme. The primary data for the research were, however, collected using face-to-face interviews with leaders of the company’s host communities, and focus group discussions with a cross-section of ordinary residents of affected communities. In all, 20 community leaders (five chiefs, five stool secretaries and ten youth leaders) were interviewed on the nature and impact of Tullow's CSR programme on the socio-economic development of host communities. Findings The study revealed that although Tullow’s reports show considerable CSR success in Ghana, the experiences of fishing communities in the country’s western region were largely inconsistent with the company’s reports on its CSR interventions for the fisher folks. The study also suggested that an improved community-outreach strategy is required to sanitise the relationship between Tullow and its CSR beneficiaries. Research limitations/implications A limitation of the study is that there are no current CSR reports of the company. Moreover, researchers would have wished to talk directly to company officials instead of relying on the company’s website for reports. Practical implications This study has unearthed a new pathway to improving Tullow Ghana’s CSR strategy. Unlike previous studies that have proposed a top-down approach (Ackah-Baidoo, 2012, ; Hilson, 2014) or a bottom-up redress (Andrews, 2013) of the conflict between Tullow Ghana and its host communities, these researchers have argued that the conflict between Tullow and its beneficiaries is a communicative one and that mistrust is one of the underlying factors of such community agitations. Social implications The study has pointed out that achieving an effective communication strategy is a shared responsibility between Tullow, the coastal fishing communities and third parties – NGOs, CSOs, and others. Tullow can help pursue this strategy by adopting a more inclusive CSR reporting and education. The current practice of uploading global reports on the company’s website is not helpful to the fishing community. Originality/value This study is an original piece of work with primary data collected directly from beneficiaries of the company’s activities. The study will contribute to CSR practice in Ghana particularly in the extractive sector.
      Citation: Journal of Global Responsibility
      PubDate: 2017-08-15T08:19:12Z
      DOI: 10.1108/JGR-03-2017-0013
  • Develop the recruitment criteria for professionalisation of politicians: a
           focus to group study
    • Pages: 244 - 260
      Abstract: Journal of Global Responsibility, Volume 8, Issue 2, Page 244-260, September 2017.
      Purpose The purpose of this study is to identify the fundamental elements necessary for formulating criteria to be used when recruiting politicians into the Sri Lankan political system with a view to professionalization. By means of a thorough examination of political practice issues, the paper focuses on the possibility of introducing the concept of political professionalization and endeavors to determine the prerequisite conditions needed to resolve or minimize those issues. Design/methodology/approach A total of 27 respondents: academics, clergy and journalists were purposively selected for this study and they were divided into three groups to enable data collection through focus group discussions. A thematic analysis method was used to analyze the data. Findings The main political practice problems were bribery and corruption, the misuse of state resources by politicians, the involvement of family in politics, and unscrupulous and unethical political campaigning. The majority of respondents cited greed for political power, low levels of education and an inadequate understanding of the parliamentary process as the leading factors which cause problems to arise in politics as practiced in Sri Lanka. The analysis revealed three main themes: “knowledge”, “skills” and “values”. Respondents recommended policy initiatives for political recruitment. Originality/value The findings suggested that the professionalization of political practice should be promoted by introducing knowledge C skills and values as criteria for political recruitment. And it also suggested that the introduction of professional political practice methods is vitally necessary to reduce political practice issues in the current political scenario of Sri Lanka.
      Citation: Journal of Global Responsibility
      PubDate: 2017-08-08T07:03:35Z
      DOI: 10.1108/JGR-02-2017-0012
  • Exploring consumer support for CSR from the perspective of moral
    • Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose The primary purpose of this paper is to explore and interpret the perceptions of Malaysian consumers regarding the factors that facilitate their market support for corporate social responsibility (CSR) through the lens of moral legitimacy. Design/methodology/approach This paper interprets qualitative data gathered from in-depth interviews with Malaysian consumers. The findings are then mapped to four forms of evaluations for moral legitimacy identified in the literature, towards establishing a conceptual model of consumer support for CSR. Findings Overall, six factors were identified as facilitating consumer market support for CSR. Of these, consumers were found to perceive strategic alignment between a firm’s business and its CSR as the most fundamental. In the absence of which, all other considerations are rendered irrelevant. Upon the requirement for alignment being met, the consumers then place emphasis on the manner by which a CSR activity is executed, for deciding whether to support or otherwise. Practical implications In contrast to previous reports in the literature concerning Malaysian consumers and CSR, the findings suggest that Malaysian consumers now have increased levels of awareness and maturity with regard to CSR, not unlike that of consumers in the West. Therefore, Malaysian firms will have to stop treating their CSR activities as an add-on, as has been reported previously, and they should endeavour to integrate their CSR into their overall business strategy. Originality value This paper offers an important insight about the consumers’ market support for CSR in the context of a developing nation.
      Citation: Journal of Global Responsibility
      PubDate: 2017-11-23T11:12:24Z
      DOI: 10.1108/JGR-04-2017-0023
  • How employees define organisational trust: analysing employee trust in
    • Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose Most business organisations try to create and maintain trustful relationships with their various stakeholders. Among all, sustaining a trustful relationship with employees has been particularly important for organisations. However, due to the multidimensional structure and changing nature of concept across settings, it is difficult to identify what makes an organisation trustworthy for its employees. The purpose of this study is to analyse the concept of organisational trust and identify how employees actually define organisational trust. Design/methodology/approach In the study, a survey was conducted on a sample of 104 employees who were working in Turkey. Following a qualitative and quantitative approach, the data were analysed to categorise the definitions of respondents according to the theoretical framework. Findings The findings of study closely overlap with the relevant literature, but they also extend the scope of definition with including new factors such as reputation management, strategic management or ethics and values. According to results, the perceptions of employees on organisational trust vary depending on their individual and organisational characteristics. Practical implications The study reveals the context depending nature of organisational trust. Developing a wider sense by capturing its full meaning and reflecting the different expectations of employees can increase the trust in organisations. Originality/value Based on the detailed review of literature, the study identifies the major dimensions of organisational trust and then reveals the similarities and differences with the literature. The study provides a viable perspective on the concept to capture its meaning in different contexts.
      Citation: Journal of Global Responsibility
      PubDate: 2017-11-16T09:52:55Z
      DOI: 10.1108/JGR-04-2017-0025
  • Socially responsible mining using project stakeholder identification and
    • First page: 151
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose The aim of this paper is to conduct an initial exploratory investigation to systematically identify and classify the stakeholders associated with the mining sector in West Africa into key and non-key stakeholders through the use of the comprehensive project stakeholder management tools and processes. The results can be used as an initial identification and classification of stakeholders associated with a typical mining project and can also be used as a basis for confirmation analysis to develop further knowledge and an improved understanding of the management of multiple stakeholders in mining sector projects. Design/methodology/approach This exploratory work used mine managers from West Africa, asking them to identify stakeholders that are of importance to a typical open pit mining project and also to make some objective assessments of their attitudes and influence of the stakeholders identified. From this, a stakeholder power/interest grid was developed to classify stakeholders into key and non-key stakeholders. Findings The findings present an initial exploratory result indicating that the key stakeholders for a mining project are the Environmental Protection Agency, Minerals Commission, Geological Survey Department, Member of Parliament, the Ministry in charge of mining, Forestry Commission, farmers, Lands Commission, non-governmental organizations, Department of Feeder Roads, traditional chiefs, district or municipal assembly and youth associations within the concession area. Research limitations/implications The research was limited to only respondents working in the mining sector in three West African countries. Practical implications Practically, this study highlights for mining companies and operators, some preliminary understanding of stakeholders that are critical for engagements to be successful in their operations. Social implications This study, essentially, reveals the importance of the various stakeholder groups interested in a mining project and the level of influence. Originality/value This study contributes to the debate on project stakeholder management in the mining sector, especially from a developing country’s point of view.
      Citation: Journal of Global Responsibility
      PubDate: 2017-06-14T02:05:59Z
      DOI: 10.1108/JGR-10-2016-0026
  • Does ESG performance have an impact on financial performance? Evidence
           from Germany
    • First page: 169
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose The purpose of this paper is to concentrate on environmental, social and governance performance (ESGP) in total and divided in each component and evaluate their impact on financial performance (FINP). Design/methodology/approach The study covers a sample selection of companies listed on the German Prime Standard (DAX30, TecDAX, MDAX) for the business years 2010-2014 (412 firm-year observations). A correlation and regression analysis was carried out to evaluate possible links between ESGP as determined by the Asset4 database of Thomson Reuters and accounting and market-based measures of FINP (Return on Assets [ROA] and Tobin’s Q). Findings ESGP has a positive impact on ROA but no impact on Tobin’s Q. Furthermore, by analyzing the three different components of ESGP, governance performance has the strongest impact on FINP in comparison to environmental and social performance. Originality/value The analysis makes a key contribution to the empirical corporate social responsibility (CSR) research as the author breaks down ESGP into their three components and include both accounting-based and market-based FINP measures for the German setting for the first time. Not only companies but also regulators and researchers are affected by the notion that CSR and FINP are close together and should be lead to a successful stakeholder management.
      Citation: Journal of Global Responsibility
      PubDate: 2017-06-13T12:34:21Z
      DOI: 10.1108/JGR-11-2016-0029
  • The sustainable executive: antecedents of managerial long-term orientation
    • First page: 179
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose The purpose of this paper is to explain how managers incorporate long-term thinking in their decision-making processes as an antipode to a widely criticized managerial short-termism. For this purpose, the authors present a model of the influence of institutional, cultural and individual temporal factors on managerial long-term orientation (LTO). Design/methodology/approach This conceptual paper is based on a multidisciplinary review of the literature on the causes of managerial LTO. Findings It is proposed that managerial LTO is influenced by cultural and institutional factors on both a societal and an organizational level, as well as by managers’ individual temporal predispositions and the strengths of relational commitments with different stakeholder groups. It is further expected that managerial LTO has an influence on sustainability-related managerial behavior. Practical implications As the presented model reveals the main factors that orient managers toward the long run in their decisions, it can also be used as a framework to evaluate policies to curb managerial myopia on both an organizational and a societal level. Social implications As sustainability is intrinsically linked with the ability to think and act in the long term, understanding the factors that influence managerial LTO can also contribute to building more sustainable organizations. Originality/value One of the main contributions of this paper is that it highlights the link between reciprocal relationships and LTO, an aspect that has not yet been the focus of the literature on the temporal orientation of managers.
      Citation: Journal of Global Responsibility
      PubDate: 2017-06-16T11:20:42Z
      DOI: 10.1108/JGR-04-2017-0026
  • A Neo-Kohlbergian approach to moral character: the moral reasoning of
           Alfred Herrhausen
    • First page: 196
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose This paper aims to provide a new methodological approach by applying Neo-Kohlbergian considerations in historical context to an analysis of the late speaker of Deutsche Bank Dr Alfred Herrhausen’s moral reasoning process. Design/methodology/approach A wide range of methods is used, including analyzing Herrhausen interviews, biographies, speeches, statements and further written material, as well as interviews of his contemporaries conducted by this researcher to derive the most accurate posthumous depiction of Herrhausen’s moral reasoning. Findings The study reveals that Herrhausen was indeed a person of significant moral character when judged by his activist stance on several highly salient global issues. Practical/implications The thought construct Kohlbergian scholars have been providing is deeply imbedded in a tradition of continental philosophy. While the underlying philosophy in Kohlberg’s cognitive moral development model provides much more than is often considered when used in the field of business ethics, discourse ethicists still consider Kohlberg’s ideas a cornerstone of their philosophical ventures. Originality/value Herrhausen has become an iconic figure in Germany, often used by politicians as an aspirational standard and corrective to the current management elites’ mishaps. Internationally, he played an important role as a global manager on the political stage by arguing for a Chapter 11 solution for highly indebted countries during the late 1980s.
      Citation: Journal of Global Responsibility
      PubDate: 2017-06-15T10:57:45Z
      DOI: 10.1108/JGR-05-2017-0027
  • Whistleblowing propensity in power distance societies
    • First page: 212
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose This study aims to examine the link between power distance culture and whistleblowing intention or propensity in the African context. Design/methodology/approach The study achieves its aim by reviewing literature on power distance culture and whistleblowing, and it draws on the outcomes of relevant previous studies. It then reflects on some cultural practices in Africa in relation to the topic and uses examples from Ghana to exemplify the discussions. Findings It is considered unacceptable and disrespectful for subordinates to challenge or question their superior’s actions and decisions in high power distance societies. High power distance culture increases the perception of the negative consequences of whistleblowing, as whistle-blowers are regarded as traitors instead of civic heroes. These issues consequently provide major disincentives to subordinates engaging in whistleblowing, leading to low whistleblowing propensity in high power distance societies and implications for the increasing rate of corruption in Africa. Practical/implications The study findings imply that high power distance culture creates a “culture of silence”, which in turn provides fertile grounds for corporate crimes and unethical conducts. Authorities in high power distance societies should therefore institute adequate incentive schemes and shields to encourage and safeguard the safety of whistle-blowers. Originality/value In this era, where corporate scandals have become the order of the day and indeed a global canker, this study brings to the fore the destructive and limiting roles of culture, specifically power distance culture on the global war against unethical corporate practices and scandals.
      Citation: Journal of Global Responsibility
      PubDate: 2017-07-07T10:21:31Z
      DOI: 10.1108/JGR-02-2017-0005
  • Linking values and ideologies: a scale of managerial social responsibility
    • First page: 261
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose The literature on corporate social responsibility (CSR) provides fragmented and sometimes contradictory empirical findings on the role of managerial values in CSR. This is partly due to the absence of a unifying framework and its subsequent measurement. Following the Schwartz’s (1994) Value Survey (SVS), this study aims to provide an original scale to measure CSR values based on their ideological underpinnings of classical liberalism and economic egalitarianism. Design/methodology/approach Following the scale-development procedure, a scale was developed in six steps and tested on a sample of 105 Turkish managers through confirmatory factor analysis. Findings On the basis of a sound theoretical construct, the study provides an original and reliable measurement tool to capture the link between ideology and values. A scale with a four-factor solution as self-transcendence, self-enhancement, openness to change and conservation was obtained at the end of the process. Research limitations/implications Despite that the sample size was relatively small and drawn from a single country setting, the model has a reasonable fit to the data, and the scale is reliable at 0.869 Cronbach’s alpha value. Therefore, the scale can be used in future studies to reveal the nature, structure and magnitude of socially responsible managerial values based on their ideological roots. Social implications Although the managerial values towards CSR have been studied for a long time, the interwoven relations of such values with diverse ideological stances are not clearly investigated in literature. By linking values and ideologies on a theoretical ground, the scale developed in this study can be used as a valuable tool to better understand socially responsible behaviours of managers in our modern societies. Originality/value Considering the fragmented body of knowledge in literature, this scale can be useful for both scholars and practitioners when exploring the ideologically driven and value-laden nature of socially responsible behaviours.
      Citation: Journal of Global Responsibility
      PubDate: 2017-08-03T10:14:06Z
      DOI: 10.1108/JGR-03-2017-0022
  • A systematic literature review of responsible leadership
    • First page: 281
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose This study aims to provide a point of reference and another of guidance for future research on the topic of responsible leadership by exploring its challenges, outcomes and practices. Design/methodology/approach A systematic review of the literature, originally adopted from the medical sciences but also used in management and leadership studies, was conducted to integrate research in an organized, translucent and reproducible manner. The final sample of 46 empirical and conceptual studies were scientifically screened and synthesized. Findings The synthesis revealed that balancing stakeholder needs, personal characteristics and organizational structures are the main challenges against responsible leadership, whereas financial benefits, employees-related benefits and reputational gains among others are the main outcomes. Practices pinpointed, while scarce, are represented in nurturing a stakeholder culture, and engaging employee-related and human-resource-responsible functions. Originality/value This study contributes to the development of responsible leadership.
      Citation: Journal of Global Responsibility
      PubDate: 2017-07-14T11:48:24Z
      DOI: 10.1108/JGR-01-2017-0004
  • The Global Compact and its concrete effects
    • First page: 300
      Abstract: Journal of Global Responsibility, Ahead of Print.
      Purpose The purpose of this study is to document the concrete practices put in place by United Nations Global Compact (UNGC) affiliated firms and their application of the UNGC Communication on Progress (COP). Design/methodology/approach The paper examines the practices implemented by firms on the Fortune 500 list that have affiliated with the UNGC and issued a COP separate from their annual report or a sustainable development report. According to the UNGC, the COP policy sets out a description of practical actions the company has taken or plans to take to implement the ten principles. Findings The findings tend to show that firms affiliated with the UNGC use a variety of practices to integrate these principles. Many adopt policies based on an international standard relating to a UNGC principle. However, the reporting process supported by the UNGC does not seem to fully promote the widespread application of these practices. Originality/value The documentation of these practices will serve as a reference for any business interested in adopting the UNGC principles or for government and non-government organisations, including accounting standard setters, aiming to promote and support the universal principles on human rights, labour, the environment and anti-corruption. In addition, the study reveals weaknesses in the UNGC COP policy that could limit more extensive application of these practices.
      Citation: Journal of Global Responsibility
      PubDate: 2017-07-07T12:00:30Z
      DOI: 10.1108/JGR-02-2017-0011
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
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