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The book outlines how companies should synchronize competitive strategies with extant strategies for social engagement and political and regulatory activism in order to build and sustain business success.
Volume Two of Business and Society 360 focuses on research drawn from work grounded in "corporate social responsibility" and "corporate citizenship."
The 41st Annual Conference of the Academy of International Business UK and Ireland Chapter was held at The University of York in April 2014. This book contains records of keynote speeches and special session on key topics, as well as selection of some of the best papers presented at the conference.
Changing social values, skepticism of corporate behavior, and regulation are forcing firms to recognize the impact of these issues on potential success. Political and social action can impact dramatically on individual firms and industry-wide competitiveness by changing the rules by which competition occurs. In addition, policies that restrict trade in the international arena, regulatory interventions that impose additional costs, and public interest group activities that challenge the legitimacy of the firm and industry product and service offerings also alter the rules of competition. Firms and industries that learn to play by the new rules of engagement can significantly improve their competitive positioning within the economy. There has been almost nothing written on the topic of industry political strategy. As competition moves increasingly to a global scene, the businesses will have to deal with more complex social and political interactions. Business academicians and business managers have become more interested in the impact of social and political issues on success. Until this work, there has been a lack of models of how to deal with the general issue. In addition, formulations of strategies and tactics have been lacking before this work along with the means of their implementation.
Twenty five years ago, in 1964, The Operational Research Society's first International Conference (held at Gonville and Caius College, Cambridge) took as its theme "Operational Research and the Social Sciences". The Conference sessions were organised around topics such as: Organisations and Control; Social Effects of Policies; Conflict Resolution; The Systems Concept; Models, Decisions and Operational Research. An examination of the published proceedings (J.R.Lawrence ed., 1966, Operational Research and the Social Sciences, Tavistock, London) reveals a distinct contrast between the types of contribution made by the representatives of the two academic communities involved. Nevertheless, the Conference served to break down some barriers, largely of ignorance about the objects, methods and findings of each concern. In the ensuing twenty five years, although debate has continued about the relationship between OR and the social sciences, mutual understanding has proved more difficult to achieve than many must have hoped for in 1964.

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