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Description
Social purpose is the strategic commitment by leaders to generate positive outcomes in society for multiple stakeholders through their organizational operations. An organization's social purpose may benefit any number of causes from human rights to environmental sustainability, at a large or small scale. The stakes can be high, for the organization's stability as well as for the larger community, and complex strategizing is required by leaders to plan, execute, and evaluate the implementation of social purpose initiatives. The Oxford Handbook of Social Purpose makes a foundational contribution to this field. Across twenty-eight chapters, the edited volume captures why social purpose is theoretically and practically important as well as timely. Throughout the Handbook, there are recurring themes around leadership, strategy, and stakeholders. The chapters are organized into four themes: First, conceptualizing social purpose; second, governance and strategy for social purpose; third, implementing and embedding social purpose; fourth, social purpose in practice. While the Handbook provides a valuable contribution to social purpose, it recognises that there is valuable future research and practice to follow. The Handbook concludes by calling on academics to build the evidence-base and practitioners to commit to delivering on social purpose through their activities. The stakes could not be higher to act now.
Table of Contents
- Introduction
- 1: William S. Harvey, Alexander Newman, and Libby Ward-Christie: New Perspectives on Social Purpose
- Section 1. Conceptualizing Social Purpose
- 2: Libby Ward-Christie and Michael Moran: The Social Purpose Spectrum: Hybridity and Purpose Drift
- 3: Samuel A. Mortimer: Ikigai and the Values of Social Purpose
- 4: Michelle Evans, Mark Jones, Admiral Manganda, and Peter Musinguzi: Decolonizing Social Purpose: Considering Experiences of Indigenous Business
- 5: Sven E. Feldmann and Andrew John: Social Purpose and Economics
- 6: Alexander Newman, William S. Harvey, Deshani Ganegoda, and Libby Ward-Christie: Leadership and Social Purpose
- 7: Lilia Giugni: Feminist Approaches to Social Purpose: How to Drive Change Drawing on a Gender and Intersectional Perspective
- 8: Ranjit Voola and Jamie Carlson: Social Purpose and Brand Purpose: A Marketing Perspective
- 9: Nathania Chua and Christof Miska: Social Purpose: New Concept, New Pathways?
- Section 2. Governance and Strategy for Social Purpose
- 10: Rebecca Robins: Five Generations Thinking: Collaborative Leadership and Collective Intelligence as a Force Multiplier for Social Purpose
- 11: Daniel J. Fleming: Virtue Ethics and Social Purpose
- 12: Colin Mayer and Rupert Younger: Governance and Reporting of Social Purpose
- 13: David M. Bersoff and Caitlin Semo: Social Purpose: A Prerequisite for Business Success
- 14: Marc Hurwitz and Sam Hurwitz: Followership and Social Purpose
- Section 3. Implementing and Embedding Social Purpose
- 15: Sotiris T. Lalaounis and Rachel Cooper: Brand Purpose: Managing the Commerce versus Social Purpose Paradox through Design
- 16: Juan Carlos Mondragón Quintana and Gina Simmons: Identifying Social Purpose in Multinational Enterprises: A Measurement Tool
- 17: Nicole Gillespie and Nicole Steller: How Do Social Purpose Initiatives Influence Trust? Insights From Chief Purpose Officers
- 18: Nicole Steller: How Chief Purpose Officers Prevent Purpose-Washing by Linking Social Purpose and Strategy
- 19: Franz Wohlgezogen: Exploring the Dark Side of Social Purpose: A Conceptual Model of Organizational Dysfunctions
- 20: Matt Thomas and William S. Harvey: Reputation and Social Purpose: How Organizations can Maintain Legitimacy with Their Stakeholders
- 21: Tracey Dodd and R. Edward Freeman: Social Purpose and Stakeholder Marginalization
- 22: Joachim Krapels, Michele Bradley, and Clay Brown: A Global Experiment in Social Purpose: B Corps
- 23: Robin Holt and Mike Zundel: Strategy and Purpose: The Case of the British Broadcasting Corporation
- 24: Harriet Gray, Jessica Vredenburg, and Amelie Burgess: Beyond the Pretty Picture: Social Purpose in Practice, an Autoethnographic Analysis of TABOO Period Products
- 25: Anuj Mehra and S. Ramakrishna Velamuri: Genesis and Evolution of Social Purpose in a Large, Diversified Corporation: The Case of the Mahindra Group
- 26: Marc Levy: Profit for Purpose: Embracing the Foundation-Owned Model
- 27: Fabiola Campbell: Social Purpose: A Case Study of Professional Migrant Women
- Conclusion
- 28: Libby Ward-Christie, Alexander Newman, William S. Harvey, and Julie Tucker: Where We Are and Where Next for Social Purpose?
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