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The development of society in various ways is central to social innovation and corporate social responsibility (CSR). CSR involves deliberate acts of companies, and can lead to social innovation either in themselves or through cooperation with other social stakeholders. The aims of this study are: (1) to describe the concepts of corporate social innovation and CSR, focusing on the relationship between them, and to introduce the features of social innovation in Hungary and (2) to use quantitative and qualitative research methods to investigate how integration of the business sector and a broad layer of society can promote social innovation in a disadvantaged region. The empirical survey indicates that social innovation is needed for economic development of a region, since such innovations are capable of helping the business activity recover in disadvantaged areas.

This study deals with current strategic challenges in connection with reshaping the fundamental conditions of corporate operation. This study is based on an experimental research project of domestic enterprises and to what extent Hungarian large enterprises are prepared for the current strategic challenges. The study examines how strategic directions and possible responses have changed in the course of the past five years in the following related areas: economic globalization, corporate sustainability, IT applications, workforce diversity and ethical responsibilities. The conclusions of the empirical survey serve as a reliable basis for the strategy development of businesses. [ABSTRACT FROM AUTHOR]

Over the past decade the requirements of sustainability were included in strategies of many companies. Besides economic goals, they also determine the exemplary social as well as environmental considerations. However, several empirical studies show that their environmental and social performance has been improving only slowly. Therefore, the application of the appropriate management methods and tools are needed to measure the economic, social and environmental impacts of strategic decisions and activities within the organization. The aim of this paper is to study the interaction between the sustainability strategy and sustainability accounting as its key success factor. The paper begins with the conceptual definition of sustainability and the process of sustainability strategic management. Next, the article introduces new approaches for the appraisal of strategic performance, beginning with conventional accounting, then followed by environmental accounting, and finally, sustainability accounting. [ABSTRACT FROM AUTHOR]

The aim of this paper is to contribute to the successful implementation of the sustainability corporate strategies. First, it summarizes the new strategic challenges of the 21st Century. In the next step, it determines the objectives, rules of the sustainability strategic alternatives and the critical factors of the strategic choices. Then, it describes the consequences of the simplistic addition of the social and environmental perspectives to the conventional Balanced Scorecard (BSC). Based on this, it outlines the structure of the Sustainability Balanced Scorecard (SBSC) and the steps of its definition. Relating to this, it introduces the proposals for the elements of the SBSC for the different sustainability strategies. Finally, it demonstrates the phases of the formation, and introduction of the "Credible" strategy in a chemical industry case study. [ABSTRACT FROM AUTHOR]