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What causes the emergence of social entrepreneurship at a societal level? This chapter proposes that emancipatory theory provides an adequate theoretical framework in which to comprehensively understand the emergence of social entrepreneurship as an emancipatory phenomenon. We theoretically identify the elements of the human empowerment process (action resources, emancipative values and civic entitlements, in this sequence) that drive the emergence of social entrepreneurship.

The fundamental idea behind CSR is that corporations have duties that go beyond lawful execution of their economic duties (Steiner & Steiner, 2009). The waning hold of states over powerful transnational corporations and the increasing recognition of the potential of corporations to contribute to the welfare needs underline the importance of CSR in contemporary society. It is believed that a good CSR strategy would lead to significant reductions in business risks, including stakeholder, regulatory or marketplace sanctions. India being the first country to make CSR mandatory recognizes the potential of firms to synergize with the state in achieving larger developmental causes. This chapter is an attempt to review the CSR contributions toward public health during COVID-19. This chapter analyses the ways in which corporate social responsibility could contribute toward value creation in society and proposes a community-based convergent model of CSR implementation.

The purpose of this chapter is to provide organisations with a better understanding of how they can manage rapidly developing information and communication technology, and particularly wireless networks that have evolved into several technological standards in recent years. Case analyses of two large organisations, called here Metro University and Urban Healthcare Centre, demonstrated collective patterns of how organisational legitimacy was changed. More specifically organisational legitimacy, in relation to wireless networks and IT management, was often enhanced by the recognition and/or appreciation from three major groups of stakeholders: external customers who were normally prospective users, internal customers who were the existing users, and the IT staff members who provided services to the user groups. Our empirical findings suggest that certain social values such as prospective customers' recognition, internal customers' satisfaction, and existing IT staff members' appreciation might help shape an organisation's long turn image and legitimacy. They might not provide immediate profitability and growth, but their effects could be sustained over time and help organisations to survive and ultimately thrive. Organisations situated in today's rapidly changing IT and wireless environment might thus need to reconsider how to better capture various social values derived from IT and wireless network projects, and in turn help legitimise their innovative status that might ultimately ensure long-lasting survival.