Corporate Leaders’ Perceptions About Corporate Social Responsibility: An Exploratory Analysis

2013 ◽  
pp. 127-142
Author(s):  
John O. Okpara ◽  
Jean D. Kabongo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Exploratory Analysis ◽  
Corporate Leaders ◽  
Corporate Social

CORPORATE SOCIAL RESPONSIBILITY: MALAYSIAN CORPORATE LEADERS’ UNDERSTANDING

2021 ◽  
Vol 26 (1) ◽  
pp. 1-13
Author(s):  
Eric Balan ◽  
Mohammad Saeed
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Community Outreach ◽  
Corporate Leaders ◽  
Cause Related Marketing ◽  
The Future ◽  
Younger Generation ◽  
Definition Of ◽  
Corporate Social

Corporate Social Responsibility commonly known as CSR has been defined by many world organizations and at present its definition has been practiced and adopted by corporations based on individual’s belief and understanding. Every corporation has its own definition of CSR and what is deemed CSR has always been philanthropy, cause-related marketing, green, community outreach or piecemeal solution. This paper will examine the understanding of CSR between the current and future corporate leaders and to analyze the challenges of its applications and implications in Malaysia. Through interviews and surveys, we analyze how CSR is perceived and how the dynamics are influenced by the interest of a corporation itself. In this paper we hope to highlight that the future of CSR is in the hands of the younger generation as they take on the role of corporate leaders. The corporate leaders of today’s economy will have a distinctive role in accompanying the younger generation into the arena of CSR to establish a foundation for the future of CSR in Malaysia that will take shape as a culture and identity. In conclusion, based on the Malaysian understanding of CSR, the authors suggest CSR approaches that will respond to the needs of communities in emerging economies.

scholarly journals IT, CSR And Industry Relationships: A Descriptive Study

2011 ◽  
Vol 15 (3) ◽  
pp. 107
Author(s):  
Margaret L. Andersen ◽  
Yongtao (David) Hong ◽  
Limin Zhang
Keyword(s):  
Information Technology ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Descriptive Study ◽  
Exploratory Analysis ◽  
It Investment ◽  
Socially Responsible ◽  
It Investments ◽  
Corporate Social

From the resource-based perspective, corporate social responsibility (CSR) and investment in information technology (IT) are both associated with a firms profitable performance. Corporations, taking socially responsible actions, can create valuable intangible assets such as improved relations with stakeholders. In a similar fashion, effective investment in and use of information technology can positively impact a firms competitive advantage. Both CSR and IT investments consume organizational resources and each may lead to a competitive advantage separately. This paper explores if one complements or opposes the other.Investment in information technology and the socially responsible activities of companies vary across industries. The purpose of this paper is to offer an exploratory analysis into a possible association between IT investment and CSR at the industry level. The findings indicate that there is no discernible relationship.

Multicultural leaders from emerging markets: transforming international acquisitions and corporate social responsibility

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kathleen Park ◽  
Frederick Wallace
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Emerging Markets ◽  
Emerging Market ◽  
Community Outreach ◽  
Business Leaders ◽  
Content Type ◽  
Corporate Leaders ◽  
Strategic Actions ◽  
Corporate Social

PurposeThe purpose of this paper is to explore the influence and advantages of leadership multiculturalism on global strategy development through cross-border mergers and acquisitions (CBA) and corporate social responsibility (CSR) from emerging market multinational companies (EMNCs) expanding into emerged markets. The key contribution of asymmetric multiculturalism is a novel finding based on inductive research. We fill a gap by further linking business leader characteristics and corporate strategic actions and examining how multicultural business leaders from emerging markets can be highly effective at CBA and CSR.Design/methodology/approachThe paper draws on in-depth interviews, observations and documentary evidence analyzed with iterative coding, construct definition and thematic development to understand how leadership multiculturalism affects CBA and CSR in an EMNC over time.FindingsThe new construct of leadership asymmetric multiculturalism describes strategic advantages accruing to leaders from developing markets who are culturally fluent in both emerging and emerged market milieus. The construct contributes to emergent research on the rise of multicultural leaders and their strategic advantages and delineates a pathway toward identifying advantages of emerging over emerged market business leaders.Research limitations/implicationsThe research addresses specific CBA and CSR strategies within one emerging market region and EMNC. Future research should further articulate and validate the key construct of asymmetric multiculturalism, further examine its sources, draw more explicit comparisons with data from emerged market leaders, and explore the applicability of these findings to strategic actions and advantages in both emerging and emerged markets.Practical implicationsEmerging market corporate leaders should identify and develop pertinent aspects of their own asymmetric multiculturalism in enacting CBA and CSR strategy with respect to EMNCs and firms from developed markets. Emerged market leaders should become more aware of and cultivate their own multiculturalism.Social implicationsAsymmetric multiculturalism can be accompanied by heightened awareness of global citizenship — including codes of ethics, environmental challenges, community outreach and fair labor practices — which, in tandem with CBA, can strengthen emerging market firms’ performance and reinforce their global stature and reputation.Originality/valueAsymmetric multiculturalism is a new explanatory construct in the sociological, economic and management disciplines. Emerging markets corporate leaders utilize their multicultural competence to accelerate global CBA and CSR activity and advance strategic opportunities for their firms. The identification of advantages deriving from emerging market leadership capabilities is an unusual finding given the more typical emphasis on the privileges of emerged market leaders and firms.

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