Corporate social responsibility in construction and engineering firms: key elements of effective strategy

Through multiple case studies of firms we argue that firms that have developed corporate responsibility strategies, albeit informally at first, do so by making intentional, informed and collective choices about CSR initiatives. More precisely, we point to the importance of considering corporate identity in making these choices and to the process of adaptive coordination, which includes both responding to and influencing the CSR environment. We conclude that CSR strategic landscape are determined more and more by the astute and careful management of a network of cooperative and competitive stakeholder interests which possess both tangible and intangible value to a firm.

Design (provisional chapter title)

The move of parts of OUP's publishing operation from London to Oxford in the 1970s allowed the creation of a centralised art and design department. Drawing on material in the OUP archives this chapter traces the kinds of work that this department undertook and the subsequent devolution of design activities to publishing divisions. Book design at Oxford is considered both stylistically and in response to technological changes. The relationship with the Printing House and its design standards, the search for standardisation and the need for economy, and the specialist design skills demanded by OUP's publications are recurring themes. Innovations in using overseas suppliers and in the introduction of desktop publishing technology are located in relation the the organization of the design function at OUP and its relationship to editorial policies.The chapter concludes with a consideration of the corporate identity system introduced in 1998, and its relationship to previous manifestations of 'Oxford style'.