Book and Book chaptershttp://ir.must.ac.ug/xmlui/handle/123456789/5522024-03-29T01:41:07Z2024-03-29T01:41:07ZPrinciples of Corporate Social Responsibility (CSR)Katamba, DavidZipfel, ChristophHaag, DavidKazooba, Charles Tushabomwehttp://ir.must.ac.ug/xmlui/handle/123456789/18222022-04-26T03:00:32Z2012-01-01T00:00:00ZPrinciples of Corporate Social Responsibility (CSR)
Katamba, David; Zipfel, Christoph; Haag, David; Kazooba, Charles Tushabomwe
The 20th Century leading Management Guru, Peter Drucker, once said business should not only address problems of society but should also ensure that its activities that impact on society negatively are addressed. Drucker’s views contrasted with the views then that business had no business with society’s problems. This view only led to the increasing demand by society on business not only to do good on society but to ensure that it did not impact on society negatively. This highlights the importance of Corporate Social Responsibility (CSR). Today CSR is not philanthropy. It is a conscious effort by organizations to make sure that they address the challenges that society faces. CSR is bordering sustainable development where business not only act responsibly in terms of ensuring sustainability of resources but also generally improving society where the businesses exists. There is demand now that all businesses incorporate CSR in their strategies. This book gives an overview of CSR and provides an understanding of the practice of CSR not only for students but also for practicing managers. The book indicates how CSR can be incorporated into strategies of organizations, how CSR can be implemented, and also has insights into international practices
2012-01-01T00:00:00ZIntellectual capital and competitive advantage in Uganda’s microfinance industryKamukama, NixonSulait, Tumwinehttp://ir.must.ac.ug/xmlui/handle/123456789/17682022-12-15T09:20:49Z2017-10-03T00:00:00ZIntellectual capital and competitive advantage in Uganda’s microfinance industry
Kamukama, Nixon; Sulait, Tumwine
The mushrooming and wide spread of institutions engaged in providing diverse financial services to both organizations and communities have caused stiff competition in the microfinance industry. Players in the Microfinance industry are facing stiff competition than ever before (CGAP, 2002; Adongo & Christopher, 2005). Notwithstanding its adverse effects, competition is seen as health a phenomenon that is capable of improving quality of service and efficiency in firms. Majority of financial institutions has recognized that a sustainable solution to a competitive environment lies in building more efficient and strong financial institutions that are capable of cultivating strategic assets that are firm specific. Barney (1991) regards such assets are those that are internally controlled and permit the firm to formulate and implement strategies that expand its efficiency and effectiveness. Stiles and Kulvisaechana (2004) observed that such assets are valuable, rare, and hard-to imitate, and, above all, they are firm specific. Competitive advantage is, thus, dependent not, as traditionally assumed, on such bases as natural resources, technology or economies of scale, since these are increasingly easy to imitate. Rather, competitive advantage is, according to the resource-based view, dependent on the valuable, rare, and hard-to-imitate resources that reside within an organization (Barney, 1991; Stiles & Kulvisaechana, 2004). They are indeed the assets which Stewart (1997) referred to as ' invisible assets,’ which in a real sense is intellectual capital.
2017-10-03T00:00:00Z