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27 results

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  • Nutrition environments in early childhood education: do they align with best practice?

  • Anna Aristova, Alison C Spence, Christopher Irwin, Audrey Elford, Laura Graham, Penelope Love
  • Journal:
    Public Health Nutrition / Volume 27 / Issue 1 / 2024
    Published online by Cambridge University Press:
    29 April 2024, e124
    • Article
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  • Objective:

    To assess the comprehensiveness (scope of nutrition guidance) and strength (clarity of written language) of centre-based nutrition policies (CBNP) within early childhood education (ECE) centres. To also consider the applicability of an existing CBNP assessment tool and policy alignment with best practice food provision and feeding practices.

    Design:

    Cross-sectional online study to assess written ECE CBNP using the Wellness Child Care Assessment Tool.

    Setting:

    Licenced ECE centres in the state of Victoria, Australia.

    Participants:

    ECE centres (operating at least 8 h per d, 48 weeks per annum), stratified by location (rural and metropolitan), centre management type (profit and not-for-profit) and socio-economic area (low, middle, high).

    Results:

    Included individual CBNP (n 118), predominantly from metropolitan centres (56 %) and low-medium socio-economic areas (78 %). Policies had low overall Wellness Child Care Assessment Tool scores, particularly strength scores which were low across all four domains (i.e. nutrition education, nutrition standards, health promotion and communication/evaluation). The nutrition standards domain had the lowest strength score. The communication/evaluation domain had the lowest comprehensiveness score. Content analysis indicated low scores may relate to the Wellness Child Care Assessment Tool applicability for the Australian context due to differences in best practice guidance.

    Conclusion:

    Despite the presence of written nutrition policies in ECE centres, many showed weak language and lacked comprehensiveness and strength. This may relate to poor implementation of best practice food provision or feeding practices. Low scores, however, may partly stem from using an assessment tool that is not country-specific. The redevelopment of country-specific tools to assess ECE CBNP may be warranted.

  • 8 - Multinationals, Small and Medium-Sized Enterprises and Sustainability

  • from Part II - Corporate Sustainability: Actors
  • Edited by Andreas Rasche, Copenhagen Business School, Mette Morsing, Principles for Responsible Management Education (PRME), UN GlobalCompact, United Nations, Jeremy Moon, Copenhagen Business School, Arno Kourula, Amsterdam Business School, University of Amsterdam
  • Book:
    Corporate Sustainability
    Published online:
    09 March 2023
    Print publication:
    30 March 2023, pp 155-169

  • Summary

    Multinational corporations (MNCs) and small and medium-sized enterprises (SMEs) all over the world engage vividly in sustainable development and responsible management. It is important to know the very different ways in which they do so, as this will allow you to best support their progress for contributing to sustainability and societal improvement. We present five key features where MNCs and SMEs differ in their sustainability approach: motivation, communication, operations, organising and stakeholder scope. For many people, the default position when we talk about business and sustainability is to think of the large, MNCs which dominate media, stock exchanges and business school curricula. However, it is often under-acknowledged how the SME or ‘small business’ in fact is the dominant way of organising business. SMEs constitute over 90 per cent of private sector business and are perhaps even more important in developing economies than developed ones, where reliance on the economic benefits generated for individuals and communities is a fundamental part of poverty alleviation. This chapter aims to encourage you to consider how to support carefully the development and maintenance of sustainability and responsibility in the different contexts of MNCs and SMEs.

Children and Youth in Premodern Scotland
  • With contributions by Janay Nugent , Elizabeth Ewan , Cynthia J. Neville , Katie Barclay , Stuart Campbell , Mairi Cowan , Jamie Reid Baxter , Sarah Dunnigan , Anne Frater , Dolly MacKinnon , Heather Parker , Cathryn Spence , Laura E. Walkling and Nel Whiting
  • Published by:
    Boydell & Brewer
    Published online:
    11 May 2021
    Print publication:
    15 October 2015
  • Children and youth have tended to be under-reported in the historical scholarship. This collection of essays recasts the historical narrative by populating premodern Scottish communities from the thirteenth to the late eighteenth centuries with their lively experiences and voices. By examining medieval and early modern Scottish communities through the lens of age, the collection counters traditional assumptions that young people are peripheral to our understanding of the political, economic, and social contexts of the premodern era.
    The topics addressed fall into three main sections: theexperience of being a child/adolescent; representations of the young; and the construction of the next generation. The individual essays examine the experience of the young at all levels of society, including princes and princesses, aristocratic and gentry youth, urban young people, rural children, and those who came to Scotland as slaves; they draw on evidence from art, personal correspondence, material culture, song, legal and government records, work and marriage contracts, and literature.

    Janay Nugent is an Associate Professor of History and a founding member of the Institute for Child and Youth Studies at the University of Lethbridge, Alberta, Canada; Elizabeth Ewan is University Research Chair and Professor of History and Scottish Studies at the Centre for Scottish Studies, University of Guelph, Ontario, Canada.

    Contributors: Katie Barclay, Stuart Campbell, Mairi Cowan, Sarah Dunnigan, Elizabeth Ewan, Anne Frater, Dolly MacKinnon, Cynthia J. Neville, Janay Nugent, Heather Parker, Jamie Reid Baxter, Cathryn R. Spence, Laura E. Walkling, Nel Whiting.

  • Chapter 3 - Strategic CSR: Ambitions and Critiques

  • from PART I - STRATEGY AND CSR
  • Edited by Andreas Rasche, Copenhagen Business School, Mette Morsing, Copenhagen Business School, Jeremy Moon, Copenhagen Business School
  • Book:
    Corporate Social Responsibility
    Published online:
    28 May 2018
    Print publication:
    23 March 2017, pp 63-85

  • Summary

    Learning Objectives

  • • Assess the strengths, weaknesses and practical implications of strategic CSR within the wider CSR field.

  • • Understand the different types of arguments – theoretical, empirical and normative – that can be used in support of a strategic understanding of CSR.

  • • Distinguish between different ways of arguing for the strategic value of CSR, including corporate social responsiveness and the business case, and to be able to reflect on their respective strengths and weaknesses and how they can be combined.

  • • Understand why and how it is useful to consider Porter and Kramer's notion of shared value not as a standalone concept, but one that should be combined with other perspectives in order to get a fuller picture of corporate responsibility.

    • The Strategic Turn in CSR

    Since the early 2000s, the discourse on corporate social responsibility has taken what might be called a strategic turn. Not only ‘the usual CSR supporters’ but also some former believers in the neoclassical dictum that ‘the business of business is business’ have started to embrace the positive, productive, innovative, value-creating aspects of social responsibility. In the wake of insidious corporate scandals – ranging from Enron in 2001 to Volkswagen in 2015 – and, in particular, the events surrounding the global financial crisis of 2008 and beyond, the proposition that we can rely on the ‘invisible hand’ of the market to secure beneficial outcomes for society does not seem very comforting to many. In 2005 it was famously declared in a critical survey in The Economist that the advocates of CSR seemed to have won ‘the battle of ideas’ (Crook, 2005), and it has been suggested that we have reached a point where it is no longer a matter of whether but only of how companies are to engage in social responsibility (Smith, 2003). These conditions would seem to call for new, more accommodating economic approaches to CSR. It is in this context that strategic CSR has emerged.

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