How value systems interconnect to shape managers' corporate social responsibility practices in a developing country context - Lebanon - by Neamat Mohammad Sidani

dc.contributor.author	Sidani, Neamat Mohammad
dc.contributor.department	Suliman S. Olayan School of Business
dc.contributor.faculty	Suliman S. Olayan School of Business
dc.contributor.institution	American University of Beirut
dc.date	2010
dc.date.accessioned	2012-06-13T07:31:53Z
dc.date.available	2012-06-13T07:31:53Z
dc.date.issued	2010
dc.description	Project (M.B.A.)--American University of Beirut, Suliman S. Olayan School of Business, 2010.;"First Reader : Dr. Dima Jamali, Associate Professor, Suliman S. Olayan School of Business--Second Reader : Dr. Imad Zbib, Assistant Professor, Suliman S. Olayan
dc.description	Bibliography : leaves 192-194.
dc.description.abstract	This paper consists of two sections. The first section is comprised of a comprehensive literature review pertaining to what has been historically said and done regarding corporate social responsibility. The review embarks on defining corporate social resp
dc.format.extent	xiv, 194 leaves : ill. 30 cm.
dc.identifier.uri	http://hdl.handle.net/10938/8399
dc.language.iso	en
dc.relation.ispartof	Theses, Dissertations, and Projects
dc.subject.classification	Pj:001577 AUBNO
dc.subject.lcsh	Social responsibility of business -- Lebanon
dc.subject.lcsh	Executives -- Lebanon
dc.subject.lcsh	Values -- Lebanon
dc.title	How value systems interconnect to shape managers' corporate social responsibility practices in a developing country context - Lebanon - by Neamat Mohammad Sidani
dc.type	Project

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