scholarly journals STRATEGI BARU PENGENTASAN KEMISKINAN MELALUI HUKUM SEBAGAI SARANA PEMBERDAYAAN CORPORATE SOCIAL RESPONSIBILITY

2018 ◽  
Vol 46 (1) ◽  
pp. 1
Author(s):  
Erwin Syahputra ◽  
Suteki Suteki
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Legal Research ◽  
Strategic Csr ◽  
Corporate Social

Artikel ini bertujuan untuk mengkaji dan menganalisis dampak sosial ekonomi bagi masyarakat dengan adanya hukum sebagai sarana pemberdayaan Corporate Social Responsibility (CSR) serta implementasi dan strategi yang ideal dalam pengentasan kemiskinan berdasarkan hukum melalui sarana pemberdayaan CSR. Penelitian ini merupakan penelitian socio-legal research. Hasil penelitian menunjukkan bahwa penerapan CSR perusahaan melibatkan masyarakat sekitar, baik sebagai subyek maupun objek program. Dalam rangka program pengentasan kemiskinan, perusahaan turut mengambil peran sesuai dengan perundang-undangan yang berlaku. Selain itu, perusahaan harus memiliki strategi jangka pendek, menengah dan panjang dengan menerapkan pendekatan strategic CSR dalam pengelolaan pertambangan agar dapat memberikan manfaat yang sebesar-besarnya terhadap masyarakat setempat dan menangani isu-isu sosial yang terdapat dalam masyarakat. Dari segi pemerintah, proses regulasi terkait kewajiban CSR perlu memenuhi pembuatan peraturan yang terbuka dan akuntabel.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

Corporate Social Responsibility (CSR) & Education for Sustainable Development

2016 ◽  
Vol 2 (3) ◽  
pp. 112
Author(s):  
R.S.S. Nehru
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Local Community ◽  
Human Life ◽  
Knowledge Generation ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Strategic Csr ◽  
Corporate Social

Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large” According to World Business Council for Sustainable Development, In globalization era education plays a crucial role in building the society and Nation. India is the highest country in a number of universities which constitute more than seven hundred universities, including private, public and semi sectors. Despite India have more institutions and strategies for education still Indian education is not competitive and performing infancy stage as compared to world class level. Education has pivotal role in nation building and molding superb wings of human recourse. In globalized economy and the privatization the education have been transformed into rural or root level of sustainable development in all sorts of human life. Adopting a businesslike approach which emphasizes a strategic CSR is important to survival in this increasingly competitive arena. It does not appear as a surprise to see universities and colleges discover the opportunity to move the focus beyond the classrooms into their own institutional operations. Universities, colleges and schools are the centers of knowledge generation and sharing perform a very important role in addressing the Triple Bottom Line of the world’ socioeconomic and environmental issues by promoting sustainable solutions. This paper discusses the good CSR practices and some suggestions that can boost up the CSR management and make invites on education sector.

scholarly journals Corporate Profit Tax and Strategic Corporate Social Responsibility Under Foreign Acquisition

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
Lili Xu ◽  
Sang-Ho Lee
Keyword(s):  
Corporate Social Responsibility ◽  
Nash Equilibrium ◽  
Social Responsibility ◽  
Corporate Tax ◽  
Government Grants ◽  
Corporate Profit ◽  
Foreign Acquisition ◽  
Strategic Csr ◽  
The Government ◽  
Corporate Social

Abstract This study investigates government public policies facing competing firms’ strategic corporate social responsibility (CSR) activities and finds that the choice of CSR crucially depends on corporate profit tax. We demonstrate that strategic CSR decreases while social welfare increases with corporate tax. When the government grants uniform output subsidies, we show that bilateral CSR leads to a lower CSR level than under unilateral CSR but bilateral CSR is always beneficial to society. However, when the government grants discriminatory output subsidies which yield different levels of unilateral CSR, we show that domestic CSR leads to a lower CSR level than under foreign CSR. In an endogenous CSR choice game, domestic CSR (no CSR) is a Nash equilibrium when corporate tax is low (high) under the uniform subsidy, while foreign CSR could be a Nash equilibrium when corporate tax is low under the discriminatory subsidy.

scholarly journals PENGELOLAAN ZAKAT OLEH BADAN DAN LEMBAGA AMIL ZAKAT DI SURABAYA DAN GRESIK

2015 ◽  
Vol 27 (1) ◽  
pp. 68
Author(s):  
Indah Purbasari
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Islamic Banking ◽  
Legal Research ◽  
Itu Model ◽  
The Individual ◽  
Regulation Model ◽  
Corporate Social

This research aims to explore potency of corporate zakat in Surabaya and Gresik. This research is a socio legal research. Those two regions were chosen due to industrial basis. The research found that the empowerment is only of zakat focused on the individual zakat. Government corporation and islamic banking distribute corporate social responsibility fund but they don’t distribute zakat from their corporations. The potency of corporate zakat is certainly bigger. Therefore, this research suggested regulation model to optimalize the empowerment of individual and corporate zakat due to Law Nnumber 23 of 2011 on The Management of Zakat regulated only the management body of zakat, but not as an obligation. Penelitian ini bertujuan untuk menggali potensi zakat perusahaan di Surabaya dan Gresik, dengan metode penelitian sosio legal. Kedua wilayah ini dipilih sebagai basis industri. Hasil penelitian ini menunjukkan bahwa pemberdayaan zakat masih berorientasi pada zakat individu. Perusahaan BUMN maupun bank syariah menyalurkan dana tanggung jawab sosial perusahaan tetapi tidak menyalurkan zakat perusahaannya, padahal potensi zakat perusahaan tentunya lebih besar. Oleh karena itu, model regulasi pengelolaan zakat diperlukan untuk mengoptimalkan pemberdayaan zakat baik individu maupun perusahaan sebab UndangUndang Pengelolaan Zakat hanya mengatur manajemen zakat, bukan pada kewajiban menunaikannya.

What Does Entrepreneurship Add to the Understanding of Corporate Social Responsibility Management in Sport?

2020 ◽  
pp. 1-13
Author(s):  
Cleo Schyvinck ◽  
Kathy Babiak ◽  
Bram Constandt ◽  
Annick Willem
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Entrepreneurship ◽  
Social Engagement ◽  
Short Term ◽  
Professional Soccer ◽  
Sport Teams ◽  
Depth Study ◽  
Strategic Csr ◽  
Corporate Social

Despite the widespread growth of corporate social responsibility (CSR) initiatives in sport, the majority of professional sport teams still manage social engagement in an opportunistic manner. Tactical attempts toward CSR management can provide discrete and short-term benefits, but lack the ability to create lasting social and economic impacts. This study uses an entrepreneurship perspective to study CSR management in sport. More specifically, it builds on the concept of corporate social entrepreneurship (CSE) to study the transition toward more strategic CSR approaches. Through an in-depth study of a single professional soccer case in Belgium, the drivers of CSE and their relation to strategic CSR development and implementation were explored. The findings indicate the importance of having an intrapreneur, an enabling organization, and, to some extent, stakeholder alliances. Challenges, however, arise at the level of organizational culture and aiming for shared value creation.

scholarly journals Corporate Social Responsibility at LUX* Resorts and Hotels: Satisfaction and Loyalty Implications for Employee and Customer Social Responsibility

2020 ◽  
Vol 12 (22) ◽  
pp. 9745
Author(s):  
Haywantee Ramkissoon ◽  
Felix Mavondo ◽  
Vishnee Sowamber
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Structural Equation ◽  
Integrative Model ◽  
2030 Agenda ◽  
Equation Modelling ◽  
Customer Delight ◽  
Strategic Csr ◽  
Multi Stakeholder ◽  
Corporate Social

Corporate Social Responsibility (CSR) remains a hot topic in management. Yet, little is known about how well managers, employees and consumers are responding to CSR initiatives to align with the 2030 Agenda for Sustainable Development. Underpinned by well-established theories, this study develops a single integrative model of managers’, employees’ and consumers’ CSR. Data were collected from the LUX* group of resorts and hotels located on three Indian Ocean islands: Mauritius, Reunion and the Maldives. Structural equation modelling was employed. Findings reveal: (1) organizational CSR is positively related to employee social responsibility; (2) organizational CSR is negatively associated with customer social responsibility; (3) employee social responsibility is negatively related to customer social responsibility; (4) employee social responsibility is negatively related to customer delight; (5) customer social responsibility is positively related to customer satisfaction; and (6); customer social responsibility is positively related to customer delight. Strategic CSR initiatives with a multi-stakeholder engagement approach are discussed.

scholarly journals Can strategic corporate social responsibility drive corporate innovation?

2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Zhenzhen Yang ◽  
Hanning Su ◽  
Wenzhang Sun
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Market Competition ◽  
Economic Consequences ◽  
Business And Society ◽  
Corporate Innovation ◽  
Strategic Csr ◽  
Corporate Social

Purpose: In practice, an increasing number of economic entities have begun to consider strategic corporate social responsibility (CSR) as an opportunity to create a win-win situation for the organisation and the society. The existing literature has yet to soundly corroborate the role of strategic CSR in corporate innovation. This study examines the relationship between strategic CSR and innovation.Design/methodology/approach: The empirical regression models are estimated to analyse the data collected from 2817 firms yielding 18 845 firm–year observations from 2001 to 2014 in the United States.Findings/results: The findings indicate that firms with strategic CSR generate more and better innovation outputs. The positive effect is more pronounced when institutional ownership is lower, when firm size is larger, and when product market competition is more intense. In terms of economic consequences, firms with strategic CSR actually have higher commercial value and are less likely to suffer loss from failed innovation.Practical implications: To establish a sustainable relationship with stakeholders and realise the long-term development of business and society, enterprises should engage in strategic CSR in a planned manner based on their own resources and professional expertise.Originality/value: The study sheds light on a growing body of literature that investigates the real consequences of firms’ strategic CSR, and explains the growing recognition of the importance of strategic CSR.

scholarly journals Investing In Corporate Social Responsibility, Banking Disclosure And Finance In Uzbekistan

2021 ◽  
Vol 3 (05) ◽  
pp. 86-94
Author(s):  
Odilov Akmal Odilovich ◽  
◽  
Jo’rayev Behzod Nuraliyevich ◽  
Keyword(s):  
Corporate Social Responsibility ◽  
Panel Data ◽  
Social Responsibility ◽  
Financial Performance ◽  
Developing Country ◽  
Fixed Effects ◽  
Corporate Financial Performance ◽  
Data Set ◽  
Strategic Csr ◽  
Corporate Social

Using panel data set from banks in Uzbekistan, a developing country, this paper examines the effects of corporate social responsibility (CSR) investment and disclosure on corporate financial performance. The results from the Wallace and Hussain estimator of component variances (a two- way random and fixed effects panel) suggest that CSR investment without due disclosure would have little or no contribution to corporate financial performance. This paper supports the argument that firms could benefit both financially and non-financially from a strategic CSR agenda.

CONSUMERS’ AWARENESS ON JOLLIBEE FOODS CORPORATION’S CORPORATE SOCIAL RESPONSIBILITY PROGRAMS AND THEIR BUYING BEHAVIOR TOWARDS A STRATEGIC CORPORATE SOCIAL RESPONSIBILITY

2021 ◽  
Vol 8 (4) ◽  
pp. 25-39
Author(s):  
Jacobson B. Dalay ◽  
Fershie Yap
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Fast Food ◽  
Buying Behavior ◽  
Chi Square ◽  
Demographic Classification ◽  
Bachelor's Degrees ◽  
Strategic Csr ◽  
Corporate Social ◽  
Consumer Buying Behavior

The research identified the consumers’ awareness of CSR, consumers’ buying behavior relating to Jollibee Foods Corporation’s (JFC) Corporate Social Responsibility (CSR) programs as well as to JFC as an organization, determined the relationship between consumers’ CSR awareness and consumer buying behavior, and ascertained differences in consumer buying behavior according to their socio-demographic classification. The study used descriptive research design, using self-administered questionnaires through purposive sampling method in the selection of respondents with a sample size of 250 consumers who participated in the survey. Data were statistically treated using mean, frequency, and percent distribution and standard deviation, chi-square, correlation, Kruskal-Wallis, and Mann-Whitney. Based on the findings, the researcher concludes that 25-34 years old consumers prefer Jollibee Foods brands as their fast-food preference. Females, those with Bachelor’s degrees, and are employed prefer JFC as well. The majority of respondents/consumers have knowledge on the topic at hand, thus they could be seen as the current audience of the CSR programs being done by JFC. It is highly commendable that JFC is conducting programs for the benefit of its targeted segments and communities, but consumers are not fully aware of these programs. Overall, consumers are most aware of other CSR programs done by JFC. Therefore, the researcher recommends creating a strategic CSR communication of JFC’s CSR programs to increase the awareness of consumers. It should capitalize on identified significant relationships between consumers’ CSR awareness and buying behavior to gain economic advantage.

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