The Evolving Role of Commercial Publishers and the Future of Open Access Repositories: The Potential of Corporate Social Responsibility

2019 ◽  
Vol 35 (3) ◽  
pp. 391-417
Author(s):  
Nikos Koutras
Keyword(s):  
Corporate Social Responsibility ◽  
Open Access ◽  
Social Responsibility ◽  
The Future ◽  
Corporate Social

scholarly journals The strategic value of corporate social responsibility CSR: the present and future of its management

2021 ◽  
Author(s):  
Estrella Barrio-Fraile ◽  
Ana-María Enrique-Jiménez
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Main Challenge ◽  
Strategic Value ◽  
The Future ◽  
Corporate Social ◽  
Social Entities ◽  
The Impact

Corporate social responsibility (CSR) has become the central theme of many debates on the role of organizations in society in recent years. The voluntary incorporation of strategies that influence economic profitability and in turn social and environmental issues is already a reality in companies. This article has several aims: (1) to analyse whether CSR is strategic and cross-cutting for companies and whether there exists a true dialogue between companies and stakeholders; (2) to identify the functions, relationships and quality of CSR or sustainability directors; (3) to determine the main challenges for the future; (4) to reflect on the impact that Covid-19 has had on the development of CSR in businesses. The study was based on the Delphi method and employed a sample of 20 experts: 10 academics (lecturers and researchers) and 10 professionals (communication and CSR directors, and CSR and reputation consultants). The results reveal that: (1) with the exception of SMEs, CSR management in companies is strategic and cross-cutting; (2) there is no reciprocal dialogue between companies and stakeholders; (3) the functions carried out by CSR directors can be classified as analytical, strategic, tactical and communicative; (4) the most outstanding qualities of the CSR director are communication skills, deep knowledge of the company and a willingness to work as part of a team; (5) the main challenge for senior management for the future is to be more strategic; (6) Covid-19 has changed the focus in CSR areas of action and in the prioritization of stakeholders. In short, we conclude that CSR management is well rooted in companies and represents a true transformation for businesses as social entities.

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.

The Ethics of Petroleum

2017 ◽  
Author(s):  
Jonathon W. Moses ◽  
Bjørn Letnes
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Host Country ◽  
Corporate Citizenship ◽  
Costs And Benefits ◽  
Political Actors ◽  
Oil Companies ◽  
Corporate Social ◽  
Oil Company

This chapter considers the role of international oil companies (IOCs) as global political actors with significant economic and political power. In doing so, we weigh the ethical costs and benefits for individuals, companies, and states alike. Using the concepts of “corporate social responsibility” (CSR) and “corporate citizenship” as points of departure, we consider the extent to which international oil companies have social and political responsibilities in the countries where they operate and what the host country can do to encourage this sort of behavior. We examine the nature of anticorruption legislation in several of the sending countries (including Norway), and look closely at how the Norwegian national oil company (NOC), Statoil, has navigated these ethical waters.

Toward a Theoretical Framework of Corporate Social Irresponsibility: Clarifying the Gray Zones Between Responsibility and Irresponsibility

2021 ◽  
pp. 000765032110159
Author(s):  
Cynthia E. Clark ◽  
Marta Riera ◽  
María Iborra
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Theoretical Framework ◽  
Conceptual Clarity ◽  
Corporate Social Irresponsibility ◽  
Corporate Social

In this conceptual article, we argue that defining corporate social responsibility (CSR) and corporate social irresponsibility (CSI) as opposite constructs produces a lack of clarity between responsible and irresponsible acts. Furthermore, we contend that the treatment of the CSR and CSI concepts as opposites de-emphasizes the value of CSI as a stand-alone construct. Thus, we reorient the CSI discussion to include multiple aspects that current conceptualizations have not adequately accommodated. We provide an in-depth exploration of how researchers define CSI and both identify and analyze three important gray zones between CSR and CSI: (a) the role of harm and benefit, (b) the role of the actor and intentionality, and (c) the role of rectification. We offer these gray zones as factors contributing to the present lack of conceptual clarity of the term CSI, as a concept in its own right, leading to difficulties that researchers and managers experience in categorizing CSI acts as distinct from CSR.

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