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Doctorpreneur
Published in Emma Stanton, Claire Lemer, MBA for Medics, 2021
Social enterprises sit along a spectrum, shown in Figure 13.2. At one extreme is the for-profit company - often legally set up as a limited company. Moving towards the social benefit side is the for-profit company with a strong corporate social responsibility (CSR) arm. Whilst many argue whether CSR really exists or whether it is simply disguised marketing, there is a still a net direct benefit to society from this approach, albeit where CSR works best directed along the lines of the company strategy. An example might be a technology firm funding education and training in engineering.
Global frameworks, local strategies: Women's rights, health, and the tobacco control movement in Argentina
Published in Emily E. Vasquez, Amaya Perez-Brume, Richard G. Parker, Social Inequities and Contemporary Struggles for Collective Health in Latin America, 2020
Hepzibah Muñoz Martínez, Ann Pederson
Also, lack of regulations to limit the various exceptions in the law has allowed tobacco companies avenues to continue to circumvent the law. For instance, tobacco companies could turn any space such as a nightclub or a bar into a point of sale in order to advertise. In lieu of sponsorships, tobacco companies implemented corporate social responsibility (CSR) programmes as a way of promote their cigarettes. For instance, tobacco companies have financed anti-poverty campaigns in the form of road pavement in poor neighbourhoods in order to include the logo and name of the company in these CSR programmes (Lipcovich, 2012). In the same way, any enclosed space could be turned into a smokers’ club (FIC-A et al., 2012; Hecha la Ley, 2013).
Smartphone fitness apps and football fans
Published in Peter Krustrup, Daniel Parnell, Football as Medicine, 2019
Alex Fenton, Anna M. Cooper-Ryan, Cristina M. Vasilica
In sports, the concept of doing sport for good is widely adopted by the industry as part of corporate social responsibility (CSR) (Breitbarth et al., 2011). In a broader sense, CSR is a long-standing concept in that organisations are socially accountable to stakeholders and the public. CSR presents a variety of approaches and theories with a long history, evolving from the Paris Agreement and linking into the Sustainable Development Goals (SDG) which were adopted in 2016 (Garriga and Melé, 2004). As part of the SDGs, organisations are expected to contribute to the global determination to achieve the goals. As part of this, it could be said that the view held by football clubs that they have a responsibility to their communities of fans to encourage wellbeing, healthy living, exercise and research can feed into the SDGs. Implementation of CSR models within the football industry are widely adopted and discussed in literature (e.g. Breitbarth et al., 2011; Zeimers et al., 2019). However, as with many things, the challenges associated with implementation of CSR are associated with managerial alignment of strategies, conflict and access to resources which triggers inconsistent application of CSR (Anagnostopoulos and Shilbury, 2013).
Strategic importance of after-sales measures for small and medium-sized medical technology companies in Germany: Empirical evidence
Published in International Journal of Healthcare Management, 2021
Looking at numerous of the open answers, one can undoubtedly draw the important conclusion that a superordinate after-sales strategy with multiple components and a comprehensive, process-based approach is required (including regular communication with customers / customer contact). But interestingly, most medtech companies attached a conspicuously low level of importance to offering free product recycling for medical devices as an after-sales service. Attention is focussed more on ensuring the medical devices are implemented and operate smoothly. Looking at the empirical data, one must infer that medtech companies have not yet fully grasped that capital goods of this nature have a finite lifecycle and will need to be disposed of in a responsible manner at some point in the future. This is an issue which undoubtedly requires attention – not only within this specific industry, but also on a broader social level – so that the protagonists embrace the necessity for a forward-looking recycling policy (sustainability concept). Therefore, an appropriate solution for medtech companies should be to emphasize aspects of corporate social responsibility (CSR) more strongly and to ensure sufficient recycling processes by means of contract terms with customers. The corresponding outlook is encouraging, as awareness in the medtech industry for CSR, environment and the normative goal of ‘green manufacturing’ has been increasing in recent years on an international level [36].
Should plant-based hospital meals be the law? An American experience
Published in Hospital Practice, 2020
Offering plant-based menus is also a good strategy for hospitals and healthcare facilities to engage in corporate social responsibility (CSR). CSR refers to business operations that involve initiatives benefiting society[16]. In regard to the alignment of health and environmental outcomes for plant-based diets [17], offering greener plant-based menus might be a potent tool in a hospital management’s CSR strategy. According to Albert Schweitzer Foundation, hardly any other CSR measure appears to have a more positive impact than expanding the range of vegan menus offered[18]. A hospital that engages in environmental and social issues by promoting plant-based menus might experience a significantly better corporate reputation. The latter is of paramount importance in terms of marketing and public relations, given the already large quantities of greenhouse gas emissions generated by hospital-based healthcare.
A framework for measuring sustainability in healthcare systems
Published in International Journal of Healthcare Management, 2020
Omar Awad AlJaberi, Matloub Hussain, Paul R. Drake
There is a gap in the literature addressing the complexity of sustainability in service sectors [68]. This research aimed to fill the gap by introducing a new sustainability framework. The current research demonstrated the importance of the social dimension of sustainability, which aligns with stakeholder theory. Implementation of sustainability in different sectors is a challenge. However, the healthcare decision makers must design their policies and strategic goals to align with the internal and external dimensions of social sustainability [4,8,68]. To simplify the complexity of sustainability in the service sector, they could utilize the 80/20 principle [69], which states that 80% of problems arise from 20% of causes. As shown in the current research, healthcare decision makers should target patient and employee satisfaction. To research maximum resolution utilizing the 80/20 principle, we studied the complexity of sustainability in healthcare from patient satisfaction and customer satisfaction perspectives; though they comprise 20% of sustainability issues, addressing these issues will eliminate 80% of sustainability needs to reach an acceptable resolution. Most healthcare organizations pay attention to the CSR and its importance. In this research, the CSR scored an average weight.