Entrepreneurs are outsiders by nature – outsiders with a work ethic.
Anita Roddick
A company is no more and no less than its people.
John Monks
Every action we take and behavior we encourage must support our Values.
Michael D.Parker
Capitalism at its best, forcing corporate elephants to behave as entrepreneurial fleas.
Richard Scase
Poaching is probably the most important and widespread form of wildlife utiliization throughout much of Africa.
Edwin Muchapondwa
Shareholders are but one of the key constituencies in an organisation, rather than the emperors of all they survey.
Will Hutton
The possibility of losing or attracting customers is, after all, the most potent incentive for business action.
Jeremy Moon
The Enron saga is reinforcing what many see as an urgent need to strengthen obsolescent disclosure standards.
Allen L.White

Dame Anita Roddick
As the founder of The Body Shop, I often get asked to talk about entrepreneurship -- even by hallowed institutions like Harvard and Stanford. It makes me smile that the Ivy League is so keen to 'learn' how to be an entrepreneur, because I'm not at all convinced it is a subject you can teach. How do you teach obsession, because more often than not it's obsession that drives an entrepreneur's vision? How do you learn to be an outsider, if you are not one already? Why would you march to a different drumbeat if you are instinctively part of the crowd? I never set out to be an entrepreneur, I'd never heard of the word and I was not interested in its definition.  But since those early days I have had plenty of experience of the ups and downs of entrepreneurship and I've met many other entrepreneurs I have liked and admired, so I feel I can discuss the subject with a little authority. The vision of something new and a belief in it that's so strong that it becomes a reality. Vision-making is also obsessive, a type of psychopathology. If you see something new, your vision usually isn't shared by others.
... Most of the entrepreneurs I've met have had an innate desire for social change. They understand that business isn't just financial science, where profit is the sole arbitrator, it is just as much about taking part in political and social activism, using products as conduits for social change. That gives entrepreneurs enormous freedom to experiment with what they want, but it also makes them dysfunctional in hierarchies and inert structures.  Of course it's easy to talk about creativity, but in essence it remains a mystery to me. I have never heard or read anything that explains how people behave creatively, despite the fact that we constantly glory in human creativity. Einstein said: 'Imagination is more important than knowledge. 'Dali claimed: 'You have to systematically create confusion, it sets creativity free. 'Maybe creativity is magic, maybe it is bestowed by the gods, maybe it is just polished opportunism. I just don't know and I'll probably go to my grave not knowing. The ability to mix all these together effectively...

Corporate governance disclosure: demonstrating corporate social responsibility through social reporting.
Abstract
This paper discusses some of the critical issues and corporate governance choices for members of boards concerned with decisions about their organisation’s corporate social responsibilities (CSR). The paper defines corporate governance, corporate social responsibility, and discusses some ethical and pragmatic reasons why Triple-Bottom-Line (TBL) reporting of CSR is of benefit to corporations. It argues that various antecedent conditions (values, legal requirements, perceived benefits of CSR, and the ability to measure and report CSR practices) drive socially responsible behaviour, and that the practice of CSR is demonstrated by TBL reporting. Responsible reporting is transparent and communicates with relevant stakeholders. It will only happen if board members, their accountants and relevant stakeholders are convinced that reporting is possible, credible and worthwhile. The paper reports the opinions of a survey of investment directors on this issue. Anona Armstrong Victoria University and Mary Sweeney University of Melbourne

Research Insights into Corporate Social Responsibility (Part 1.)
Abstract.
The aim of this two-part review is to encourage some of the wisdom relating to CSR produced by academics in recent years, to escape out into the wider world. The review is inevitably selective rather than comprehensive. Trying to cover a field that effectively encompasses the whole of business, the societies in which business operates, and the planet that they all exist upon, is fundamentally something of a “Mission Impossible”. The fabric of CSR is woven from a very diverse set of threads, and this review was only able to pick up a selection that seemed to be of potential interest to the readership of NAR. Apologies are offered to anyone whose research work has been neglected or whose findings have been over-simplified. This article represents the first half of the review, and it concentrates on general CSR issues; on its relevance to specific management functions; and on the challenge of integrating CSR initiatives across a company. The second part, to be published in the next edition of NAR, looks at CSR from the perspective of law, accountancy, accountability and socially responsible investment.  Professor Ken Peattie, University of Cardiff