In a world where trust in politicians, corporations and the processes that determine our lives continues to dwindle, this innovative book brings together research, case studies and stories that begin to answer a central question for society: How we can create organisations, institutions, groups and societies that can nurture trusting relationships with one another and among individuals?Something to Believe In provides a fresh take on the corporate responsibility debate, based as it is on the work of key global thinkers on corporate social responsibility, along with a raft of work developed from collaborations between the New Academy of Business and the United Nations Volunteers, UK Department for International Development and TERI-Europe in countries such as Brazil, Nicaragua, Ghana, India, Sri Lanka, Bangladesh, Lebanon, Nigeria, the Philippines and South Africa. The focus is on business, and particularly how deeper, more systemic changes to current ways of understanding and undertaking business can and have been enacted in both developed countries and in nations where the Western concept of CSR means nothing. The market-based model of economic thinking-the increasingly distrusted globalisation project-which threatens to sweep all before it is challenged by many of the contributions to this book.The book tells stories such as the mobilization of civil society in Ghana to bring business to account; the reorientation of a business school to focus on values; the life-cycle of ethical chocolate; the accountability of the diamond business in a war zone; the need to reinvent codes of conduct for women workers in the plantations and factories of Nicaragua; a Philippine initiative to economically empower former Moslem liberation fighters; and the development of local governance practices in a South African eco-village.The book is split into four sections. "Through Some Looking Glasses" contains short, thought-provoking pieces about the issues of trust, belief and change from writers including Thabo Mbeki, Malcolm McIntosh and a reprinted piece from E.M. Forster. Section Two asks how it will be possible to believe in our corporations and provides new approaches from around the world on how space is being opened up to found businesses that are able to create trust. Section Three examines the role of auditing in fostering trust. Corporations continue to attempt to engender trust through their activities in philanthropy, reporting and voluntary programmes. But, post-Enron et al., even the most highly praised corporate mission statements are tarnished. Can social and environmental audits of corporate reports, codes and practices assuage our doubts about boardroom democracy? Section Four examines alternative forms of accountability, transparency and governance from around the world and offers some different ways of thinking about the practice of creating trust in society.Something to Believe In provides a host of fascinating suggestions about redefining and renewing the underlying deal between society and its organizations. It will become a key text for students, thinkers and practitioners in the field of corporate responsibility.

chapter |9 pages


Edited ByRupesh A. Shah, David F. Murphy, Malcolm McIntosh

part 1|22 pages

Through some looking glasses

chapter 1|2 pages

Something to have struggled for and now to believe*

ByT.M. Mbeki

chapter 2|6 pages


ByMalcolm McIntosh

chapter 3|6 pages

From terrorism to trust

Trusting our nature?
ByMary-Jayne Rust

chapter 4|3 pages

Partnering trust

India’s corporate social responsibility heritage
ByViraal B. Balsari

chapter 5|4 pages


ByE.M. Forster

part 2|65 pages

How could it be possible to believe in our corporations?

chapter 6|9 pages

Demanding corporate responsibility is the key

The creation of a movement for corporate responsibility in Ghana*
ByJoseph Yaw Boateng

chapter 7|6 pages

Corporate responsibility

The emerging South Asian agenda*
ByRitu Kumar

chapter 8|20 pages

Corporate governance, shareholder interests and managerial accountability in turbulent times

ByScott Bourke, Neil E. Béchervaise

chapter 9|19 pages

Strange bedfellows make for democratic deficits

The rise and challenges of private corporate social responsibility engagement
ByMatthew J. Hirschland

chapter 10|6 pages

The rise of the ‘abdroids’*

ByRoger Warren Evans

chapter 11|4 pages

Changing focus

A business school for sustainable development
ByJuliet Roper, Eva Collins, Mike Pratt

part 3|71 pages

Auditing for whom?

chapter 12|5 pages

Love in a time of chocolate

The corporate discipline of compassion
ByAdrian Henriques

chapter 13|18 pages

Trouble at the Hard Rock Café

Diamonds and corporate social responsibility
ByIan Smillie, Ralph Hazleton

chapter 14|9 pages

In search of transparency

Corporate codes of conduct and women workers in Central America
ByMarina Prieto-Carron

chapter 15|24 pages

Voluntary governance or a contradiction in terms?

Are voluntary codes accountable and transparent governance tools?
BySimon B. Archer, S. Tina Piper

chapter 16|14 pages

The auditor has no clothes

Challenging the pursuit of objectivity in auditing
ByRupesh A. Shah

part 4|50 pages

New initiatives

chapter 17|8 pages

In the business of making peace

La Frutera and Paglas in the Philippines*
ByCharmaine Nuguid-Anden

chapter 18|17 pages

Corporate responsibility in New Zealand

A case study
ByBob Frame, Richard Gordon, Ian Whitehouse

chapter 19|9 pages

Reforming government; working with business

The Office of the Minister of State for Administrative Reform in Lebanon*
ByLubna Forzley

chapter 20|8 pages

Living and learning in Stellenbosch, South Africa

ByMark Swilling, Eve Annecke

chapter 21|7 pages

It's the film that matters, not the photo

Good governance in development co-operation*
ByDavid F. Murphy

part 5|5 pages


chapter 22|4 pages

Under the trumpet flower *

ByAbdul Cader Riswana, Ismael Ashraff, Jinutheen Rasmina, Kanathan Dinojit, Stepan Sampath