Involvement in cultural activities contributes significantly to the quality of life and wellbeing of individuals, and equally to the vibrancy and sustainability of communities. The variety of activities embraced by this strategy is, therefore, far reaching.
People visit the cinema, play squash, walk in country parks, go to local museums, borrow a book from the library, take grandchildren to the park/playground, watch football, learn musical instruments or watch a performance at the theatre. These are the sort of things which everyone should be able to do, if they wish, wherever they live and whatever their circumstances. There should be no barriers to people participating in activities, whatever their age, beliefs, background, race, gender or physical ability (Estienne, 1997).
While the thuds of corporate collapses echoed through 2002, and question marks emerged with each new step of the global economy, issues of Corporate Social Responsibility (CSR) shifted out of the margins and into the mainstream in the last year.
One indication of this is the increased sophistication of the CSR concept. Already, despite its fairly short life, CSR is spotlighting the sometimes foggy corners of corporate culture, often not covered by company reports, and this is leading to sharp advances in its ability to affect change in the way corporations act in relation to wider society (Bennett, J. M., Bennett, M. J., & Pusch).
The issue of extra-territoriality refers to the extent a multinational company adopts the same standards of operation in all areas in which it operates. In the past, many companies have been shown to carry satisfactory minimum standards at home, but to be taking advantage of poor legislation or social contexts in lesser-developed areas (Estienne, 1997).
This is an area where perhaps the consideration of the process of decision-making is most central to understand the company's position on....
