Corporate Social Responsibility in the Health Sector

Samuel O. Idowu is a senior lecturer at London Metropolitan University (UK). He is a fellow member of the Chartered Governance Institute, a fellow of the Royal Society of Arts, a Liveryman of the Worshipful Company of Chartered Secretaries & Administrators and a named freeman of the City of London. Samuel has been in academia for more than 30 years. He is an editor in chief of the International Journal of CSR and editor in chief of the American Journal of Economics and Business Administration and also a series editor of the book series CSR, Sustainability, Ethics & Governance.Mary T. Idowu holds a bachelors degree in Law with French. She is a highly experienced senior leader at the National Health Service (NHS) in the United Kingdom for almost 15 years. This experience spans across national, regional and local transformation, innovation and quality improvement and she was working at the heart of the national COVID response. Mary is a recognised quality improvement expert, e.g. for the Foreign Commonwealth Development Office (FCDO) for the Better Health Programme, where she provided strategic advice and technical expertise for South Africa’s leadership development plan for coordinating quality improvement initiatives.Abigail O. Idowu holds a Bachelor of Science in Psychology and Childhood & Society. Abigail is a specialist in Psychology and Core Rehabilitation from Roehampton University, UK.  While Core Rehabilitation is a combi-tool of counselling & therapy, it combines the best attributes of both methods to bring about positive change. She was the Director of Administration within Financial Services before deciding to practice as an independent consultant.

• Part I. Corporate Social Responsibility and COVID-19 in Europe.- Chapter 1. COVID-19 Pandemic Management from Sustainability Viewpoint – Austria, the EU and the World Health Organisation.- Chapter 2. Corporate Social Responsibility Initiatives and Programs in the Health System of Greece during COVID-19 Pandemic.- Chapter 3. Corporate Social Responsibility Manifestations in Health Care Facilities in Poland During COVID-19 Pandemic.- Chapter 4. Corporate Social Responsibility – A solution for Resilience During the COVID-19 Pandemic in Romania.- Chapter 5. Responsiveness, Strategy and Health as Diplomacy – The Unlikely Case of Serbia.- Chapter 6. Corporate Social Responsibility and Profitability in Spanish Private Healthcare During the COVID-19 Period.- Chapter 7. Saving Lives and Minds: Understanding Social Value and the Role of Anchor Institutions in Supporting Community and Public Health Before and After Covid-19.- Chapter 8. Corporate Social Responsibility and COVID-19 Pandemic in Global Health Service Institutions Within the UK.- Chapter 9. Responsible Innovation During the COVID-19 Pandemic: A Case Study from the Republic of Türkiye.- Part II. Corporate Social Responsibility and COVID-19 in Africa.- Chapter 10. Grappling with COVID-19 Pandemic: The Implications for Ghana.- Chapter 11. Corporate Social Responsibility and the Impact of COVID-19 on Healthcare Institutions in Nigeri.- Chapter 12. The Private Sector’s Role in Strengthening Public Hospitals in Zambia Druring the Coronavirus (COVID-19) Pandemic: A Corporate Social Responsibility (CSR) Perspective.- Part III. Corporate Social Responsibility and COVID-19 in Asia.- Chapter 13. Business Responses to COVID-19 Through Corporate Social Responsibility: A Study of Selected Companies in India.- Chapter 14. The Rippling Effect of COVID-19 in Malaysia: Now and Then.- Part IV. Corporate Social Responsibility and COVID-19 in South America.- Chapter 15. Corporate Social Responsibility in Bolivia: Hospital Responses toCOVID19 Pandemic.