As social entrepreneurship takes off, its benefits are being enjoyed not just by the community, but also by big corporations as they increasingly hitch social responsibility agendas and dollars to innovative, sustainable social enterprises. It’s about more than “feel-good time” though. A contentious issue for social ventures, their corporate partners and government is how to monitor and measure value in a traditional business sense. Key performance indicators and social return on investment (SROI) are being applied, but the question remains: is this focus too narrow to evaluate a social venture’s real impact? 

Financial literacy is being taught in schools, but what about the generations that missed out on an education in how to save, accumulate wealth and avoid debt? For many adults, a focus on financial management is triggered by a major life event such as buying a home, having children, losing a job or inheriting money. But with a large number of Australians fast approaching retirement, the pressure is on the financial services industry to find ways to deliver money management know-how.

Chinese companies have missed out on acquiring attractive Australian assets because they lack offshore negotiating skills. The global financial crisis saw a number of miscalculated offers as Chinese bidders overlooked the strength of an Australian economy buoyed substantially by its connection to their own economy. But these early failures are not reliable indicators of what will happen next. Don’t sit back and relax, say China watchers, because the sophistication of Chinese deal makers is growing fast.

orporate social responsibility has a new stickiness. Even in tough times, companies have retained their strategies to give back to the community. They see value in solving social issues that affect their businesses, enhance brand and reputation, and promote employee engagement. In Australia, for example, a breakthrough in social enterprise has emerged from the recent financial crisis, says Peter Shergold of the Centre for Social Impact. 

Cultural and gender differences affect what people find funny so staking a marketing budget on a humorous advertising campaign may carry high risks. New research shows some attempts to make ’em laugh have backfired spectacularly. But the pay-off when you hit an audience’s funny bone can be huge. In a culturally diverse nation such as Australia – and with ad campaigns being rolled out internationally – marketers face some serious considerations.

Baby boomers may be used to getting what they want, but to meet their expectations – and the needs of Australia’s inexorably ageing population generally – a new model for aged care is required. With some industry players struggling to cover costs, tight regulation may need to be loosened to provide more appeal for investors. Wealthy boomers will also have to pay more for ultra-upmarket aged care facilities. And a new breed of service providers is catering to the generation that sung to the refrain, “Hope I die before I get old”.

e growth of companies depends on people taking initiative – but boundary pushing and “outside the square” behaviour doesn’t always earn a pat on the back. Managers can be suspicious of proactive individuals’ motives. Their actions may be construed as implied criticism – or even a threat. New research shows employees who are perceived to be happy at work and work well in teams are more likely to be rewarded.

In the global financial crisis, Australia's banks did much better than their offshore counterparts, mostly due to tight regulatory practices that forced the nation’s bankers to manage risk properly. But with the US and the European Union now working on new banking regulatory frameworks, the question going forward is: What changes will Australia need to make to fit the new international order?

londes are said to have more fun, but academic research suggests – in the early stages of their careers, at least – better educated blondes may need to enjoy the high life on comparatively tighter budgets. That’s because they tend to be paid less for the first five years of their careers, according to research by Geni Dechter of the Australian School of Business. However, they waste no time in catching up with their brunette counterparts. The new study adds to a growing body of research showing how appearances count at work – even behind the frontline.

Should big business offer smaller suppliers a helping hand as they try to develop best-practice sustainability? It’s almost pointless to go green in isolation, says Dr Mehreen Faruqi, an environmental expert and visiting fellow at the University of New South Wales. Shared responsibility presents a way forward as sustainability is refreshed on corporate agendas after the distractions of the financial crisis. Whether the motivation is to win business or save the planet, who cares if you are all in it together?