Responsible Management: A Primer

There are rising calls for the adoption of responsible management practices in virtually every economic sector of both developed and developing economies. Among others, efforts to promote responsible management have been championed by governments, international organisations, academic institutions, and industry regulators. In developing economies, such moves have spawned numerous success stories across diverse sectors such as energy, mining, manufacturing, and agriculture. Despite these glowing achievements, a plethora of challenges persist that threaten the sustainable development agenda. Against this backdrop, we address some crucial pathways for the sustainability logic and responsible management philosophy, as exemplified by contemporary practices across various sectors within the emerging markets context. We conceptualised responsible management as built on three pillars and examine the contribution of this triad of cognate concepts and practices: corporate social responsibility, green business, and sustainable management. We argue that social responsibility is pivotal to responsible management since it is imperative for corporations to consider the interests of multiple stakeholders, including employees, the society, the environment, future generations, and not only the interests of companies and investors. Akin to corporate social responsibility are sustainable management practices. We applaud current sustainability transitions concerning initiatives by businesses to drive meaningful and rewarding sustainability action. However, considering the upsurge of irresponsible and unsustainable business practices that harm the biosphere, needlessly kill wildlife, deplete natural resources, and destroy vegetation, the chapter explicates some specific ways in which businesses in emerging markets can drive green business initiatives from thought to finish, as expressed through green sourcing, green processing, green production, and green consumption practices. We also make recommendations regarding how governments, policymakers, and managers can support and embed the responsible management agenda in emerging markets. The chapter recommends that organisations must reimagine present-day sustainability actions by adopting innovative and sustainable initiatives such as reducing consumption, recycling, remanufacturing, reusing resources, and employing cutting-edge technology to monitor business processes across the entire value-chain from manufacturing to the end-user. At the micro level, we advocate that firm managers, entrepreneurs, and individuals must propel efforts in adopting responsible management practices. Finally, this chapter introduces the multisectoral chapters contained in the pages of this book, outline contributions to theory, and discuss practical managerial and policy implications.

Global economic systems are moving towards more environmental sustainability, by taking firms’ environmental performance into consideration, for example, a reduction of greenhouse gas emissions, carbon taxes, and cap-and-trade programmes (Freedman & Jaggi, Sustainability, environmental performance and disclosures. Emerald Group Publishing, 2010). The challenge for responsible managers is not only to evaluate their firms’ operational performance but also to assess realistically their environmental performance. This requires responsible management education (RME), which is discussed in this chapter within a context of environmental economic performance, and is structured as follows: Section “Introduction” explores the definition of corporate social responsibility (CSR) and associated concepts; Section “Responsible Managers and RME” explores the role managers play in applying CSR-related values to multinational enterprises (MNEs), and small and medium enterprises (SMEs); and Section “Conclusions and Implications” explores the concept of RME in relation to CSR. The discussion is in terms of achieving a more environmentally sustainable economy through education for responsible management, since it is believed that substantial adjustments of regulating practices are required for firms to realistically alter balance sheets and responsible investors, among other stakeholders, to be fully informed, and responsible managers, by the very nature of their position in the firm, are key drivers for changes inside MNEs or SMEs.

PurposeThis study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives.Design/methodology/approachIt achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature.FindingsA responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being.Practical implicationsEmphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices.Originality/valueThe development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.

To assess child adherence to preventive asthma medications; to investigate relations between knowledge, reasoning about asthma, and responsibility for management and adherence; and to determine the association between adherence and morbidity. Participants were 106 children with asthma and their parents. Medication adherence was electronically monitored for 1 month. Participants completed self-report measures. Children were interviewed to assess reasoning about asthma. Children's adherence was approximately 48% of prescribed doses. Adherence was negatively related to age (r = -.21, p <.05); minority status, F(1, 98) = 7.55, p <.01; and morbidity (r = -.26, p <.01). Age was associated with increased child knowledge (r =.47, p <.001), reasoning about asthma (tau =.23, p <.01), and responsibility for asthma management (r =.44, p <.01). These variables were not associated with adherence. Although older children know more about asthma and assume more responsibility for disease management, their adherence is lower than that of younger children. No association was found between adherence and child knowledge, reasoning about asthma, or responsibility for asthma management.

With ChatGPT being promoted to and by academics for writing scholarly articles more effectively, we ask what kind of knowledge does ChatGPT produce, what this means for our reflexivity as responsible management educators/researchers, and how an absence of reflexivity disqualifies us from shaping management knowledge in responsible ways. We urgently need to grasp what makes human knowledge distinct compared with knowledge generated by ChatGPT et al. Thus, we first explain how ChatGPT operates and unpack its intrinsic epistemological limitations. Using high‐probability choices that are derivative, ChatGPT has no stake in the knowledge it produces and is thus likely prone to offering irresponsible outputs. By contrast, genuine human thinking—embodied in a contingent socio‐cultural setting—uses low‐probability choices both ‘inside’ and ‘outside’ the box of training data, making it creative, contextual and committed. We conclude that the use of ChatGPT is wholly incompatible with scientific responsibility and responsible management.

Social Responsibility of Organizational Management is the responsibility of every manager. Because, Organ- izational Social Responsibility (OSR) functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. An approach for OSR that is becoming more widely accepted is a community-based development approach. In Organizational Social Responsibility Approach (OSRA), corporations work with local communities to better themselves. In addition, Managerial Social Respon- sibility (MSR) is the responsibility of every manager for his/her actions. It is morally binding on everyone to act in such a way that the people immediately around them are not adversely affected.For this reason, Organizational Social Responsibility Policy (OSRP) functions as a built-in, self-regulating mechanism.

In modern business, a rational combination of administrative and responsible management is an integrated management instrument promoting adaptive development and implementation of innovative technologies. The study aims to generalise approaches to defining the essence and role of responsible management in the administrative management system and clarify the factors that ensure the efficiency of management processes. To achieve the research objective, factor analysis was used to systematise the main factors that influence the effectiveness of the responsible business management system. As a result of the factor analysis on the example of PJSC CB “Privat Bank”, it was found that for today's business, it is essential to analyse a significant set of indicators and study them in dynamics. Two factors were explicitly identified for the selected company: the factor of strategic development and business reliability, which includes the banking business reliability ratio, the equity protection ratio, the maximum risk ratio, the rating of the reliability of banking products, the rating of public confidence in the bank; as well as the factor of investment attractiveness of the business, which includes the capital multiplier coefficient, the standard of significant risks. In general, the combination of administrative and responsible management can open up significant additional opportunities for effective development.

Knowledge challenges for responsible supply chain management of chemicals in textiles – as experienced by procuring organisations

HR research rarely focuses on ethical issues and on moral legacies embedded in employees' cultural software. Ignoring the latter can result in a failure to assess important criteria of strategic HR policies, which should not stop at the factory door or at state borders. Recent HR problems experienced in the post-communist countries are cases in point. Hidden injuries of the Cold War include not only the obsolete Russian nuclear submarines waiting for their radioactive spills to enter global food chains. Less visible, but equally dangerous is a moral and an ethical fall-out from Stalinism and the failure to de-Stalinize. An authoritarian mind-set prevents ex-Soviet citizens from discovering, developing and maintaining civic entrepreneurship. Might (of the state) becomes right (for an individual). Lack of civic entrepreneurship makes redefining collective identity and coming to terms with responsibilities difficult. The emergence of a symbolic cemetery of Polish officers, the prisoners-of-war murdered on Stalin's orders in 1940, allows us to trace a mechanism for making state violence transparent and for acknowledging collective responsibilities. Is there a lesson to be learned in managing a social learning process in spite of the learned irresponsibility of 'authoritarian personalities'? Can coming to terms with state-controlled genocide provide a starting point for a re-educational campaign and for coaching in civic virtues? Can the management of moral legacies and ethical responsibilities become part and parcel of a future HR policy for a globally networked world?

‘Shared responsibility’ for managing risk is central to Australian adaptation and disaster-resilience policies, yet there is no consensus on what this term means or how it is discharged by various actors at each phase of the risk-management process. This has implications for both equity and effectiveness, because shared responsibility assumes that individuals have capacity and that the decisions they make will not conflict with other public values. This article explores how law assigns responsibility for climate adaptation by examining its approach to a specific climate impact in Australia: the increasing frequency and severity of bushfire. Australia faces heightened bushfire risk from the interplay of climate change effects and demographic shifts. While planning laws attempt to limit exposure of new communities to fire risks, adapting existing communities involves hazard mitigation across the landscape, through fuel reduction – accomplished by controlled burning or clearing of brush and timber – and the construction of fuel breaks. Most Australian jurisdictions impose some form of obligation on land managers or owners to mitigate fire risk. However, the effectiveness of shifting responsibility onto individual landholders, measured in terms of bushfire risk mitigation, is not established. The shifting of responsibility also has implications for equity because shared responsibility for fire management assumes that individuals know what must be done and have the capacity to do it themselves or pay others to. The law also privileges bushfire protection above other public values, including the protection of biodiversity and cultural values. To account for the complexity of adaptation decision-making, bushfire mitigation laws should avoid creating inequities and should include mechanisms for resolving trade-offs between competing values.

The purpose of the study is to identify the ways to increase social responsibility in the modern management of industrial enterprises on the example of corporation “Arterium”. The basic principles that have been used in the research are historical, systematic and comparative methods, institutional and structural-functional approaches. In the paper the theoretical foundations of corporate social responsibility were considered, foreign and domestic practices were analyzed, in particular, based on “Arterium” corporation. The urgency of the work is to study the current state of corporate social responsibility in Ukraine, and, in particular, at the “Arterium” enterprise. More and more companies are introducing CSR into their business, business standards are changing, and socially responsible behavior becomes an essential element of successful entrepreneurship. It was found that the corporation, implementing the principles of social responsibility of business towards society, focuses on the following areas: business ethics and ethical marketing, innovation and product development, patient health and safety, protection against fraud, investment in employee training, environmental policy and Green office, support for health, sports and education programs, community care. According to the results of the conducted research: - the situation and effectiveness of corporate social responsibility at the specified enterprise have been substantiated; - the algorithm for developing a social report for “Arterium” corporation has been proposed as a method of increasing social responsibility. To achieve the goal, the following tasks have been solved: - the essence of the concept of corporate social responsibility and the state of CSR in the world have been investigated; - the activity of “Arterium” corporation has been analyzed; - the state of corporate social responsibility in Ukraine has been assessed; - the experience of foreign companies in the field has been studied. JEL Classification: M11, M14, M31.

There are two aims of this paper: first to analyze the responsibility of the government in the commitment to protect the rights of indigenous and tribal peoples in natural resource management activities; secondly, to analyze the implementation of government responsibilities in mining management in relation to the rights of indigenous and tribal peoples in enjoying their rights in the ecosystem, such as the environment. The method used in the research is empirical normative method, namely research that emphasizes the secondary data that is by studying and reviewing the principles of law and positive law principles derived from the existing literature materials in legislation and the provisions especially in relation to the exclusion of indigenous people's rights in the obligation of the state to create a healthy environment for the management of natural resources as a manifestation of human rights protection, and supplemented by empirical data in the form of interviews with related parties in Balaesang Tanjung Donggala District. The results show that natural resource management activities, linked to indigenous and tribal peoples' rights in environmental protection are regulated in various laws, both nationally and internationally. Implementation of government responsibility in mining management is related to the right of customary law community in enjoying the environment has not been optimally done. From the case of Balaesang Tanjung Donggala, it is envisaged that local governments ignore the rights of indigenous and tribal peoples in enjoying a healthy environment.

The paper concerns the duties and responsibilities of managers using the principle of clawback. The authors proposed their own model of financial model of construction of remuneration for managers. There are in practice ethical problems concerning the level of requirements and qualifications versus salary and the level of legal and financial liability, especially against top-managers of the largest enterprises; often in a situation of extensive economic and social impact of their decisions. The problem of a manager’s responsibility has a dual nature. On the one hand the manager is charged with overall responsibility for all financial and PR losses of a company, on the other hand the manager takes moral, legal and financial responsibility for particular decisions. This article considers the financial responsibility area. The subprime financial crisis has sparked a discussion about the responsibility of top management in the context of disclosure of large bonuses paid to the senior managers and lack of consequences for bankruptcies. Very high salaries the executives were paid, were not sufficiently related to the system of contractual and administrative responsibility.

This study examines the perceptions of eleven senior church leaders on the nature and extent of stress among rural clergy. Analysis of the interview data from these church leaders reveals five key themes: first, the unreasonable expectations laid on ordained rural ministers; second, their difficulty in maintaining a work/life balance; third, the need to share the responsibility for stress management between the individual minister and the wider church; fourth, the particular insights of church leaders who had recently worked in a rural setting; and fifth, the need for further research, especially into the effective deployment of limited specialist resources to support ordained rural ministers when in stressful situations. The senior church leaders differed in their ‘location of responsibility’ for managing stress and the enhancement of psychological health in ordained rural ministers. The recommendation is then made for an integrated approach in which the responsibility is shared between the individual minister and the wider church. The study concludes with the need for a large-scale survey of senior church leaders in several denominations into the management of stress and the enhancement of the psychological health of ordained rural ministers.

Successful asthma management in children requires an appropriate division of responsibility for management tasks between patient and their family. Non-adherence may result without appropriate assignment or acceptance of responsibility for these tasks. This study explored the relationship between selected child, caregiver, family, and asthma characteristics and responsibility for self-management activities. Child and caregiver perceived responsibility for selected tasks were determined and described via means and mean summary scores. Child, caregiver, family, and asthma characteristics were determined via interview and chart review and described by means or proportions. Pearson's correlation coefficient (r) examined any relationship between these characteristics and perceived levels of responsibility. Multiple regression examined whether the affect of child, caregiver, family, and asthma characteristics influenced perceived levels of responsibility for asthma management. One-hundred and four child and caregiver pairs were enrolled. Mean caregiver scores for all tasks suggest responsibility for each most of the time. The mean child scores for all tasks suggest an unwillingness to assume responsibility most or all of the time. Regression analysis indicated that patient age (r2 = 0.344), number of hospital admissions (r2 = 0.052), and PEF (r2 = 0.106) had the best predictive strength for the patient summary score. Only patient age (r = 0.486) was a significant predictor for the caregiver summary score. We conclude that children and caregivers perceive differently responsibility for asthma management tasks and patient age had the best predictive strength for both patient and caregiver responsibility.