Civic responsibility among Australian adolescents: testing two competing models

The development of civic responsibilitv is considered to be an important
component of healthy adolescent development. However, the study of its
development has been relatively neglected and few studies have attempted to ground understanding of its development in a theoretical framework. The present study operationalized civic responsibility as attitudes and behaviors relating to political and community issues that are beneficial to society and compared two theoretical causal models, the social development model (SDM) and a coping-competency model for their predictive value. Gender differences were also assessed. A total of 500 subjects, drawn from a longitudinal study (the Australian Temperament Project), participated in the study, using questionnaire and interview data. Approximately 1 in 5 adolescents actively engaged in behaviors reflecting community civic responsibility and less than 1 in 10 actively participated in the political arena. However, positive levels of social awareness were evident.

Governance, social responsibility and the banking sector

Banks in both the developed and undeveloped world remain at the core of financial systems and have the unique ability to write cheques against themselves. In light of the essential culture of credit at the heart of banking operations then the structures of corporate governance should especially reflect the supervision and management of risks and credit. This means that committee and management structures as well as staffing commitments revolve around credit and other risks.

Corporate social responsibility: some key theoretical issues and concepts for new ways of doing business

This paper brings together some of the main scholarly sources and thinkers of the last fifty years or so, who have been influential in the corporate social responsibility discussions which have become important, once again, as we begin the 21st century. The author creates a narrative ofkey social, economic and political concepts and themes, which are rationalised (in ways that others might not) from what is often a very disparate, diverse and not always connected discussion on corporate social responsibility. This is not an objective history, charting the developments chronologically, but is the bringing together ofsome serious thinking in the field of corporate social responsibility in a way which has considerable resonance JOT both the development of public policy and business practice in corporate citizenship at the beginning ofthe 21st century.

Corporate social responsibility: why business should act responsibly and be accountable

This paper identifies drivers which are pressurising organisations to adopt corporate social responsibility and produce corporate social reports. The authors discuss what constitutes a good report, some of the problems with current reporting practices, benefits to organisations which produce corporate social reports and the costs to those which do not.

Ricoeur on responsibility

There are at least two themes in Paul Ricoeur’s recent essay, ‘The Concept of Responsibility: An Essay in Semantic Analysis’ (Ricoeur 2000). The first of these is in the foreground of the essay. It concerns how the concept of responsibility has evolved in recent times from a delimited juridical notion to a much broader moral concept. The second theme remains in the background of the essay and alludes to theses that Ricoeur has developed in his book, Oneself as Another (Ricoeur 1992). This theme concerns how responsibility relates to personal and moral identity and how it emerges dialectically from social formation and from an eliminable subjectivity. In this paper I will explicate Ricoeur’s first theme and also explore how the second theme might solve the problem of the unassumable scope and range of our responsibilities which the first theme might suggest.

Corporate social responsibility in Asia

"Introduction JCC theme issue"

Criminal responsibility based on complicity among corporate officers

In a 2001 Issues Paper entitled 'Sentencing: Corporate Offenders', the New South Wales Law Reform Commission outlined a number of reasons for not ascribing liability to individuals within a corporation for unlawful acts arising from the operation of the corporation. One of the reasons raised in the Issues Paper, a reason traditionally used to avoid liability being imposed on individuals for corporate crimes, is that it is conceptually difficult to look behind the form to the substance of a corporate crime in order to establish liability for individual acts, when on the surface the unlawful conduct was caused by a corporation as a collective body. In this article, the authors challenge this position by suggesting that the doctrine of complicity can be used to [*2] pierce the corporate veil and direct criminal liability to those individuals who control the actions of the company. This proposition that company officers can be found liable pursuant to the principles regarding accessorial responsibility is not novel. However, what is unusual is the infrequency with which this wide ranging doctrine is applied in the corporate setting. The focus of this article is to underline the relevance of this doctrine to corporate offenders and, in the process, to assert that the problems of punishing corporate offenders are in principle no different to punishing other crimes which are committed by more than the one offender and can be addressed by the proper application of existing legal principles.

'Publics' or 'stakeholders'? Performing social responsibility through stakeholder software

Government and corporate organizations increasingly seek the support of the communities where they operate and represent themselves as good corporate citizens with a sense of Corporate Social Responsibility (CSR). These organizations seek to create and sustain dialogue with their many and varied ‘stakeholders’ and reject traditional ‘PR’ approaches that regard communication as a way to manipulate ‘target publics’. Some of these organizations use a form of ‘stakeholder software’ to guide and support their efforts to embrace CSR in their operations and this article examines two such software packages. It sets their use and the broader drive for CSR in the context of a diminishing trust in traditional institutions and a rise in new, extra-parliamentary forms of activism (new activism); and it examines stakeholder software’s potential contribution to a values-based approach to PR training in universities and colleges.

Financial reporting for environmental and social responsibility: a normative strategic concept

Corporate responsibility demands that firms address environmental and social values in their firms' policy and key performance indicators. These are integrated through strategic planning and require firms to merge the long-term environmental and social values with short-term economic objectives and performance measures. Each firm's strategy will differ. This paper provides a normative reporting concept to connect the financial implications associated with long-term planning for environmental and social values, with short-term accounting reports. Reporting variants adapted from total cost assessment, life cycle costing and variable costing are integrated to offer upstream information based on a product segment view.

Some care, little responsibility? Promoting directors'and managers' legal accountability for Occupational Health and Safety in the workplace

Health and safety at work remains a serious and under-recognised problem in Australia. This paper argues for the importance of increasing the individual responsibility and accountability of senior managers and directors of corporations for the development and maintenance of occupational health and safety (OHS) standards in the workplace. In order to do so, the paper first sets out the range of statutory and general law duties and liabilities to which directors and senior managers are subject, considers to what extent these obligations have relevance in the OHS area and argues for the extension of these duties and liabilities in some circumstances. The paper then goes on to argue for a better legislative model for the legal responsibility of managers and officers, supported by the increased prosecution of individuals in appropriate circumstances, as well as acknowledging the benefits of a broader range of non-legal strategies to improve board level commitment to OHS that will influence corporate compliance overall.