scholarly journals Interfaces of occupational health management and corporate social responsibility: a multi-centre qualitative study from Germany

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Eva Kuhn ◽  
Sebastian Müller ◽  
Christoph Teusch ◽  
Grit Tanner ◽  
Marlies Schümann ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Occupational Health ◽  
Social Responsibility ◽  
Health Management ◽  
Qualitative Content Analysis ◽  
Theory And Practice ◽  
Practical Implementation ◽  
Business Partners ◽  
Occupational Health Management ◽  
Corporate Social

Abstract Background The workplace has been identified as a priority setting for health promotion. There are potential advantages of systematically integrating Occupational Health Management (OHM) and Corporate Social Responsibility (CSR). However, OHM and CSR are usually overseen by different management branches with different sets of values, and there is a lack of empirical research regarding interfaces between OHM and CSR. Germany offers a particularly useful setting due to legislation requiring health to be promoted in the workplace. This study aims to examine key stakeholders’ views and experiences regarding interfaces between OHM and CSR in German companies. Methods Individual semi-structured qualitative interviews were conducted with a sample of 77 German stakeholders from three different groups: experts in occupational health and corporate social responsibility from various companies (n = 35), business partners (n = 19), and various non-business partners (n = 23). Transcripts were analysed using qualitative content analysis. Results Participants identified several areas in which OHM and CSR are already interacting at strategic, structural and cultural levels, but also highlighted several barriers that undermine a more meaningful interaction. Participants reported difficulties in articulating the underlying ethical values relevant to both OHM and CSR at the strategic level. Several structural barriers were also highlighted, including a lack of resources (both financial and knowledge), and OHM and CSR departments not being fully developed or undertaken at entirely different operational levels. Finally, the missing practical implementation of corporate philosophy was identified as a critical cultural barrier to interfaces between OHM and CSR, with existing guidelines and companies’ philosophies that already connect OHM and CSR not being embraced by employees and managers. Conclusions There is already significant overlap in the focus of OHM and CSR, at the structural, strategic and cultural levels in many German companies. The potential is there, both in theory and practice, for the systematic combination of OHM and CSR. The insights from this study will be useful to ensure that closer integration between both management branches is set up in a socially sustainable and ethical manner.

scholarly journals Interfaces of Occupational Health Management and Corporate Social Responsibility: A multi-Centre Qualitative Study from Germany

2020 ◽  
Author(s):  
Eva Kuhn ◽  
Sebastian Müller ◽  
Christoph-Daniel Teusch ◽  
Grit Tanner ◽  
Marlies Schümann ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Occupational Health ◽  
Social Responsibility ◽  
Health Management ◽  
Qualitative Content Analysis ◽  
Theory And Practice ◽  
Practical Implementation ◽  
Business Partners ◽  
Occupational Health Management ◽  
Corporate Social

Abstract Background: The workplace has been identified as a priority setting for health promotion. There are potential advantages of systematically integrating Occupational Health Management (OHM) and Corporate Social Responsibility (CSR). However, OHM and CSR are usually overseen by different management branches with different sets of values, and there is a lack of empirical research regarding interfaces between OHM and CSR. Germany offers a particularly useful setting due to legislation requiring health to be promoted in the workplace. This study aims to examine key stakeholders’ views and experiences regarding interfaces between OHM and CSR in German companies. Methods: Individual semi-structured qualitative interviews were conducted with a sample of 77 German stakeholders from three different groups: experts in occupational health and corporate social responsibility from various companies (n=35), business partners (n=19) and various non-business partners (n=23). Transcripts were analysed using qualitative content analysis. Results: Participants identified several areas in which OHM and CSR are already interacting at strategic, structural and cultural levels, but has also highlighted several barriers that undermine a more meaningful interaction. Participants reported difficulties in articulating the underlying ethical values that are relevant to both OHM and CSR at the strategic level. Several structural barriers were also highlighted, including a lack of resources (both financial and knowledge), and OHM and CSR departments not being fully developed or being undertaken at entirely different operational levels. Finally, the missing practical implementation of corporate philosophy was identified as a key cultural barrier to interfaces between OHM and CSR, with existing guidelines and companies’ philosophies that already connect OHM and CSR not being embraced by employees and managers.Conclusions: There is already significant overlap in the focus of OHM and CSR, at the structural, strategic and cultural levels in many German companies. The potential is there, both in theory and practice, for the systematic combination of OHM and CSR. The insights from this study will be useful to ensure that closer integration between both management branches are set up in a socially sustainable and ethical manner.

scholarly journals Corporate reputation through strategic communication of corporate social responsibility

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Oyindamola Abiola Ajayi ◽  
Tsietsi Mmutle
Keyword(s):  
South Africa ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Corporate Reputation ◽  
Qualitative Content Analysis ◽  
Communication Strategies ◽  
Theory And Practice ◽  
Content Type ◽  
Csr Communication ◽  
Corporate Social

PurposeThe purpose of this paper is to explore how the communication of corporate social responsibility (CSR) contributes towards a favourable corporate reputation. It explores the communication strategies and channels organisations deemed reputable by stakeholders use to achieve an effective CSR communication.Design/methodology/approachTo achieve this, a qualitative content analysis using the directed approach was conducted on the textual CSR communication materials of ten reputable organisations in South Africa based on the 2018 South Africa Reptrak survey.FindingsResult showed that seven out of ten organisations use both self-serving and society-serving motive in their CSR communication, while the other 3 use only the society serving motive. The informing strategy was also more evident in the CSR communication materials than the interactive strategy. In terms of the communication channels, the study found that organisations mainly utilise controlled channels for CSR communication.Originality/valueThe literature reviewed and the findings of this study reveal a gap between the theory and practice of CSR communication. This drives the need for organisations to research and tailor CSR communication based on stakeholders' unique characteristics and preferences. The paper also contributes to improving the knowledge on the role different CSR communication strategies and channels play in CSR communication.

scholarly journals Developing corporate social responsibility in the face of the COVID-19 pandemic

2021 ◽  
Vol 11 (1) ◽  
pp. 31-42
Author(s):  
Nataliia Riabets
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Process Management ◽  
Positive Impact ◽  
Evolutionary Development ◽  
Practical Implementation ◽  
The Face ◽  
Business Entities ◽  
Corporate Social ◽  
The Impact

The paper presents the results of the study of the manifestations, trends of business social responsibility during the pandemic and gives the dominant directions of its practical implementation. The paper provides the results of the analysis of the evolutionary development of views and approaches to theoretical and conceptual understanding of corporate social responsibility. The impact of business social responsibility on the results of its activities and the quality of relationships with stakeholders is revealed. A study was also conducted on the transformation of directions and tools for the practical implementation of CSR initiatives before and during the spread of the pandemic. Potential directions for establishing a constructive conversation business structure with society, which will have a positive impact on the success and stability of the business, as well as on social development in the current environment have been identified. A study was carried out to evaluate the perception of the social responsibility by domestic business organizations and awareness of its trends, and the need for its implementation and advantages. A comparative analysis of the development of corporate social responsibility in the world and in Ukraine has been conducted. Trends and mechanisms that have a transformational impact on the formation and implementation of CSR in modern conditions of development are identified. The priority vectors of CSR programs of international business entities in the face of a pandemic are outlined. The necessity of developing a business process management model based on corporate and social responsibility tools has been formulated, taking into account the desire of business to conduct successful activities in a highly dynamic global environment.

scholarly journals THE MAIN DIRECTIONS OF ESTIMATION OF CORPORATE SOCIAL RESPONSIBILITY OF BUSINESS

2018 ◽  
Vol 13 (3) ◽  
pp. 130-134 ◽  
Author(s):  
Гузалия Клычова ◽  
Guzaliya Klychova ◽  
Алсу Закирова ◽  
Alsu Zakirova ◽  
Альфия Юсупова ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resources ◽  
Social Development ◽  
Environmental Sustainability ◽  
Negative Impact ◽  
The State ◽  
Business Partners ◽  
The Social ◽  
Corporate Social

In modern conditions, the social component of business is becoming increasingly important both for organizations and for society as a whole, since, as many years of experience show, those enterprises that develop their socially-oriented activities are more trusted by the state, investors, counterparties, creditors and other business partners. The social responsibility of business helps minimize the negative impact of the enterprise's production activities, the formation of an atmosphere of trust, predictability and common values in society, thanks to which, business becomes economically and socially more sustainable. In this regard, relevant issues are related to the assessment of the level of social responsibility of the enterprise, determining the main directions of social development of companies. The economic essence of the concept “corporate social responsibility” has been studied and specified in the article, the main directions of the corporate social responsibility of business assessment are examined. For a comprehensive assessment of corporate social responsibility, a system of indicators is proposed that takes into account its following components: the development and implementation of human resources, the formation of environmental sustainability and the implementation of socially significant projects.

Examining Corporate Social Responsibility and Employee Engagement in Macao

2016 ◽  
pp. 59-81
Author(s):  
Jennifer H. Gao
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Engagement ◽  
Organizational Support ◽  
Theory And Practice ◽  
Future Research ◽  
Chinese Values ◽  
Tourism Sector ◽  
Corporate Social ◽  
The Relationship

Previous research suggested that Corporate Social Responsibility (CSR) is positively related to organization's attractiveness to potential employees. This chapter tries to explore the effectiveness of CSR dimensions on employee engagement and the mediating factors that lay between the two constructs. It is proposed that CSR has a direct impact on employee engagement, and that perceived organizational support (POS) and Chinese values mediate this relationship, so CSR may also contribute indirectly to employee engagement. Data were collected from 314 employees in the tourism sector in Macao. Results support the hypotheses, as the relationship between CSR and employee engagement is fully mediated by POS and Chinese Values. Implications to theory and practice, with limitations and future research are presented.

scholarly journals Incorporating the Concepts of Sharing-In and Sharing-Out in CSR: Australian Consumers’ Perspective

2019 ◽  
Vol 11 (9) ◽  
pp. 2586 ◽  
Author(s):  
Anjum Amin-Chaudhry ◽  
Alan Pomering ◽  
Lester W. Johnson
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Theory And Practice ◽  
Online Panel ◽  
Different Types ◽  
Original Contribution ◽  
Corporate Social

Corporate social responsibility (CSR) is based on attending to concerns beyond a corporation’s shareholders. This concern embraces the concepts of sharing and caring for others. Logically then, the literature on sharing might inform theory and practice around CSR initiatives. To date, however, theory around the theme of sharing is absent from extant CSR literature, and, presumably, it is omitted as a perspective on CSR practice. This paper addresses this gap by empirically investigating consumers’ responses to different types of sharing involved in a range of CSR initiatives. We test the sharing theory to provide generalizable conclusions. Data was collected via an online panel of Australian consumers. Findings reveal two distinct types of sharing across different CSR initiatives: Sharing-in and sharing-out. Sharing-in CSR initiatives are those perceived as being adopted for the benefit of the firm’s direct stakeholders and aimed at providing a direct, reciprocal benefit to the firm. Conversely, sharing-out initiatives are perceived as providing wider and unconditional support to all, irrespective of their proximity to the firm. This research makes an original contribution to the CSR literature by embedding the notion of sharing within the management of CSR initiatives. The sharing perspective adds to knowledge and may assist managers when developing CSR initiatives, and how those initiatives might be perceived by a firm’s relevant stakeholders.

Corporate Social Responsibility in Developing Countries

2009 ◽  
Author(s):  
Wayne Visser
Keyword(s):  
Developing Countries ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Crucial Role ◽  
Regional Level ◽  
Theory And Practice ◽  
Future Research ◽  
Corporate Social

This article maps out the crucial role and responsibilities for business in fighting poverty and acting responsibly in developing countries. It begins by proposing different ways to categorize the literature on corporate social responsibility (CSR) in developing countries. It then reviews the research which has been conducted at a global and regional level, before considering the main CSR drivers in developing countries. Finally, it proposes a model of CSR in developing countries, before concluding with a summary and recommendations for future research. What is clear from this article is that CSR in developing countries is a rich and fascinating area of enquiry, which is becoming ever more important in CSR theory and practice. And since it is profoundly under-researched, this enquiry also represents a tremendous opportunity for improving the knowledge and understanding about CSR.

Corporate Social Responsibility and Transparency in the Development of Energy and Mining Projects in Emerging Markets; Is Soft Law the Answer?

2007 ◽  
Vol 8 (4) ◽  
pp. 311-339 ◽  
Author(s):  
Bede Nwete
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Government Regulation ◽  
Intrinsic Value ◽  
Self Regulation ◽  
Resource Development ◽  
Soft Law ◽  
Practical Implementation ◽  
Bottom Line ◽  
Corporate Social

Corporate Social Responsibility (CSR) has today become the rhetoric of every Business Enterprise, especially those engaged in Natural Resource Development. This is in recognition of its intrinsic value to the business bottom line and its ability to stave off social and reputation risks that may not only affect a project's rate of return, but also subject to questioning, its ‘social licence’ to operate. But the ‘free rider’, ‘green wash’ and ‘blue wash’ problems that result from self-regulation inherent in the practical implementation of CSR initiatives, has led to questions as to whether self regulation as exemplified in the ‘soft law’ approach to CSR and transparency, is really the answer to the problem of using CSR and Transparency initiatives, to ensure that Mineral Resource Development benefits all parties on the Mineral Development Triangle. Is government regulation a better option or should industry driven self-regulation be allowed to continue? This paper reviews the above issues using examples from a few countries to show the way forward.

Employee happiness and corporate social responsibility: the role of organizational culture

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Francisco Espasandín-Bustelo ◽  
Juan Ganaza-Vargas ◽  
Rosalia Diaz-Carrion
Keyword(s):  
Organizational Culture ◽  
Corporate Social Responsibility ◽  
Occupational Health ◽  
Social Responsibility ◽  
Health And Safety ◽  
Cross Cultural ◽  
Content Type ◽  
Corporate Social ◽  
Employee Happiness

PurposeThis research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of happiness of employees.Design/methodology/approachThe study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using partial least squares.FindingsThe findings evidence that clan and adhocracy cultures highly foster internal CSR practices and that internal CSR activities enhance employees' happiness. The mediating role of internal CSR in the relationship between organizational culture and employee happiness is also found. These results suggest that managers could play a proactive role in fostering internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training and support of supervisors.Research limitations/implicationsThe research focuses on a single country, which makes it difficult to generalize the results and guides future research into cross-cultural analysis. Including countries that present differences in their cultural and institutional context would allow to explore the influence of the national context on the business culture, on internal CSR and on employee happiness. This work is also limited in time, as the data used are of a cross-cultural nature.Practical implicationsA greater effort in internal CSR by companies translates into a higher level of happiness for their workers. Specifically, occupational health and safety practices have the greatest influence on employee happiness. Hence, organizations must develop cultures that contribute to promote internal CSR—adhocracy and clan—since this would enhance employees' happiness if the values and beliefs that characterize these cultural configurations are translated into internal CSR practices such as occupational health and safety, work–life balance and equal opportunities.Social implicationsThe improvement of employee happiness creates social value and can be enhanced through an organizational culture that promotes CSR. The research findings might be useful when defining institutional policies to promote job quality, as encouraged by the social policy agenda of the United Nations embodied in the Sustainable Development Goals.Originality/valuePromoting internal CSR through organizational culture will have positive effects for companies internally by enhancing employees' happiness. Therefore, the article contributes to overcome the lack of evidence about the antecedents of internal CSR and its relationship with employees' happiness, an emerging variable in the management literature.

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