Paul Griseri is Head of the Department of Business and Management at Middlesex University Business School. Prior to this he has taught management at all levels, from first line management through to MBA, and he has worked in a range of institutions, most recently at University College London. Paul is co-editor of the journal Philosophy of Management, and has published several books and articles on subjects related to this area. He has also trained a large number of professional managers both in formal education and through in-house organisation development programmes. Nina Seppala is Director of Studies at the Department of Management Science and Innovation, University College London. She has a PhD in Business Studies from University of Warwick and previously worked for the United Nations and International IDEA in the areas of democracy promotion and preventive diplomacy. Her research interests are in strategy in non-profits, boundaries of corporate responsibility, and business and human rights.

• IntroductionPart One: Frameworks Chapter One: Understanding corporate social responsibilityChapter Two: Stakeholder managementChapter Three: Theories of ethicsChapter Four: Environmental ethicsIntegrative Case Study 1.1: Walking the Walk: Putting Social Responsibility into Action at The White Dog CaféIntegrative Case Study 1.2: GlaxoSmithKline and Developing Country Access to Essential MedicinesPart Two: ContextsChapter Five: The behavioural contextChapter Six: Ethics and corporate social responsibility in a global contextChapter Seven: The business of human rightsChapter Eight: Civil society organizationsIntegrative Case Study 2.1: Microsoft's Partnership with UNHCR: Pro Bono Publico?Integrative Case Study 2.2: IKEA's Social and Environmental Responsibility InitiativesPart Three: ProcessesChapter Nine: Governing organizationsChapter Ten: Auditing and reporting social performanceChapter Eleven: Managing ethics internally Chapter Twelve: Responsibility in managing people and operationsChapter Thirteen: Environmental responsibilityChapter Fourteen: Giving back to society Integrative Case Study 3.1: Red Bull or Black Devil?Integrative Case Study 3.2: Starbucks Corporation: Building a Sustainable Supply ChainIntegrative Case Study 3.3: Lifebuoy 'Swasthya Chetna': Unilever's Social Marketing CampaignIntegrative Case Study 3.4: John Mackey and Whole Foods MarketIntegrative Case Study 3.5: The Human Face of HIV/Aids

Paul Griseri is Head of the Department of Business and Management at Middlesex University Business School. Prior to this he has taught management at all levels, from first line management through to MBA, and he has worked in a range of institutions, most recently at University College London. Paul is co-editor of the journal Philosophy of Management, and has published several books and articles on subjects related to this area. He has also trained a large number of professional managers both in formal education and through in-house organisation development programmes. Nina Seppala is Director of Studies at the Department of Management Science and Innovation, University College London. She has a PhD in Business Studies from University of Warwick and previously worked for the United Nations and International IDEA in the areas of democracy promotion and preventive diplomacy. Her research interests are in strategy in non-profits, boundaries of corporate responsibility, and business and human rights.

• IntroductionPart One: Frameworks Chapter One: Understanding corporate social responsibilityChapter Two: Stakeholder managementChapter Three: Theories of ethicsChapter Four: Environmental ethicsIntegrative Case Study 1.1: Walking the Walk: Putting Social Responsibility into Action at The White Dog CaféIntegrative Case Study 1.2: GlaxoSmithKline and Developing Country Access to Essential MedicinesPart Two: ContextsChapter Five: The behavioural contextChapter Six: Ethics and corporate social responsibility in a global contextChapter Seven: The business of human rightsChapter Eight: Civil society organizationsIntegrative Case Study 2.1: Microsoft's Partnership with UNHCR: Pro Bono Publico?Integrative Case Study 2.2: IKEA's Social and Environmental Responsibility InitiativesPart Three: ProcessesChapter Nine: Governing organizationsChapter Ten: Auditing and reporting social performanceChapter Eleven: Managing ethics internally Chapter Twelve: Responsibility in managing people and operationsChapter Thirteen: Environmental responsibilityChapter Fourteen: Giving back to society Integrative Case Study 3.1: Red Bull or Black Devil?Integrative Case Study 3.2: Starbucks Corporation: Building a Sustainable Supply ChainIntegrative Case Study 3.3: Lifebuoy 'Swasthya Chetna': Unilever's Social Marketing CampaignIntegrative Case Study 3.4: John Mackey and Whole Foods MarketIntegrative Case Study 3.5: The Human Face of HIV/Aids

Paul Griseri is Head of the Department of Business and Management at Middlesex University Business School. Prior to this he has taught management at all levels, from first line management through to MBA, and he has worked in a range of institutions, most recently at University College London. Paul is co-editor of the journal Philosophy of Management, and has published several books and articles on subjects related to this area. He has also trained a large number of professional managers both in formal education and through in-house organisation development programmes. Nina Seppala is Director of Studies at the Department of Management Science and Innovation, University College London. She has a PhD in Business Studies from University of Warwick and previously worked for the United Nations and International IDEA in the areas of democracy promotion and preventive diplomacy. Her research interests are in strategy in non-profits, boundaries of corporate responsibility, and business and human rights.

• IntroductionPart One: Frameworks Chapter One: Understanding corporate social responsibilityChapter Two: Stakeholder managementChapter Three: Theories of ethicsChapter Four: Environmental ethicsIntegrative Case Study 1.1: Walking the Walk: Putting Social Responsibility into Action at The White Dog CaféIntegrative Case Study 1.2: GlaxoSmithKline and Developing Country Access to Essential MedicinesPart Two: ContextsChapter Five: The behavioural contextChapter Six: Ethics and corporate social responsibility in a global contextChapter Seven: The business of human rightsChapter Eight: Civil society organizationsIntegrative Case Study 2.1: Microsoft's Partnership with UNHCR: Pro Bono Publico?Integrative Case Study 2.2: IKEA's Social and Environmental Responsibility InitiativesPart Three: ProcessesChapter Nine: Governing organizationsChapter Ten: Auditing and reporting social performanceChapter Eleven: Managing ethics internally Chapter Twelve: Responsibility in managing people and operationsChapter Thirteen: Environmental responsibilityChapter Fourteen: Giving back to society Integrative Case Study 3.1: Red Bull or Black Devil?Integrative Case Study 3.2: Starbucks Corporation: Building a Sustainable Supply ChainIntegrative Case Study 3.3: Lifebuoy 'Swasthya Chetna': Unilever's Social Marketing CampaignIntegrative Case Study 3.4: John Mackey and Whole Foods MarketIntegrative Case Study 3.5: The Human Face of HIV/Aids