scholarly journals Corporate Social Responsibility, Sustainability, Sustainable Development and Corporate Sustainability: What Is the Difference, and Does It Matter?

2021 ◽  
Vol 13 (11) ◽  
pp. 5965
Author(s):  
Benedict Sheehy ◽  
Federica Farneti
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Policy Development ◽  
Corporate Sustainability ◽  
Public And Private ◽  
Policy Goals ◽  
The Difference ◽  
Policy Agendas ◽  
Corporate Social

The terms “corporate social responsibility” (CSR), “sustainability”, “sustainable development” and “corporate sustainability” (CS) are critical terms for developing, analysing and evaluating public and private policy goals. These terms are used to make decisions about investment, policy development, and strategy creation. The terms emerged in different fields of endeavour at different points in time. Accordingly, they have different meanings; however, over time they have come to be used interchangeably mixing up policy agendas, confusing managers, regulators, activists and the public at large. We demonstrate that CSR is the best term for focusing on individual business organisations, “corporate sustainability” is an organisation level environmental policy, “sustainable development” is a public policy, and “sustainability” is the broadest term encompassing global local and organisational levels.

scholarly journals Sustainability in Project Management. Governance and Integration of the P5 Standard

2016 ◽  
Vol 5 (1) ◽  
pp. 3-9
Author(s):  
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Carboni Joel B.
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Project Management ◽  
Social Responsibility ◽  
United Nations ◽  
Millennium Development Goals ◽  
Public And Private ◽  
Project Governance ◽  
Development Goals ◽  
Corporate Social

In 2012, The Rio+20 United Nations Conference on Sustainable Development centered on the notion that sustainable development is dependent upon both public and private sectors being fully engaged by leveraging frameworks that support the advancement of sustainable development initiatives, taking into account the importance of corporate social responsibility (Rio, 2012). With the United Nations Millennium Development Goals set to expire in 2015, giving way to the Post-2015 Engagement Architecture, a framework that is expected to establish priorities and strategies for the next era. Project management is uniquely positioned to drive these efforts through both governance and use. This paper focuses on the key integration points for sustainability to project governance and methods using the GPM P5 Standard for People, Planet, Profit, Project Products and Processes. P5 provides for useful benchmarking across industry and fundamentally helps organizations demonstrate the reality of their commitment to sustainability by allowing stakeholders to better understand the organization�s contribution to sustainable development.

scholarly journals Corporate Sustainability through Stakeholders’ Engagement in Mining: Experiences from Shared Practices of Corporate Social Responsibility

2021 ◽  
Vol 10 (2) ◽  
pp. 324-344
Author(s):  
Percy Arrosquipa
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Local Community ◽  
Corporate Sustainability ◽  
Mining Company ◽  
The Sustainable Development ◽  
The North ◽  
Local Stakeholders ◽  
Corporate Social

The shared practices of corporate social responsibility with local stakeholders is one of the few relevant experiences that are undertaken to contribute to sustainable development in a mining context of high social complexity. This study characterises the relationships with local stakeholders that allow them to carry out shared practices of Corporate Social Responsibility in the district of Pataz, La Libertad Region, in the north of Peru, through two case studies and data collection that included 23 local stakeholders working with the Mining Company. This applied research included interviews and participatory observation. The findings indicated that 80% of local entrepreneurs have shown their interest in carrying out shared practices of corporate social responsibility in education, environment, health, water and sanitation, respectively. The study describes the contribution of artisanal mining enterprises and local supplier enterprises in shared practices of social responsibility, within the locations where they carry out their business activities. This research enriches knowledge of experiences that promote a shared culture of corporate social responsibility and how attending to the social demands from the perspective of the local community and business risks from the perspective of the mining company. These two sometimes conflicting perspectives coexist and complement one another for corporate sustainability after overcoming certain local and corporate paradigms which facilitates contributing to the sustainable development of the surrounding communities.

scholarly journals Social responsibility and quality: issues of competitiveness and sustainable development

2021 ◽  
pp. 135-150
Author(s):  
Krisztián Kis
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Market Participants ◽  
The Future ◽  
Development Goals ◽  
Quality Issues ◽  
The Difference ◽  
Corporate Social ◽  
Part Complexity

It can be stated that quality is a multifaceted concept, and it makes the difference between any perceivable or conceivable entities visible. The meaning of quality has greatly changed over the years, its content has expanded and quality has become the most important single factor for success. Therefore, it is no exaggeration to say that “quality means business”. However, quality, as it will be seen, means much more than that. Corporate Social Responsibility and the service of Sustainable Development Goals have become part of organisational quality. Nonetheless, without innovation, there is no quality or competitiveness, thus, there is no business either. This is the 21st century, which, according to Joseph M. Juran, will be the century of quality. It is important to note that companies are not just economic units or merely market participants, but also social factors and entities influencing the environment. For this reason, compliance with social norms and ethical expectations is also an important aspect of their operation. To meet the expected and latent needs of customers and users, and also the requirements of society as well as the natural environment in a way that all stakeholders are equally satisfied is a fundamental issue for companies, today and even more so in the future. The main purpose of this chapter is to discuss how quality should be understood, and what the relationships between the issues involved are. In the chapter, it is argued that quality, Corporate Social Responsibility, innovation, competitiveness and sustainable development are interrelated concepts. Therefore, it is the further purpose of this chapter to discuss how social responsibility and innovation affect quality, and how quality contributes to competitiveness and sustainable development. In this chapter, quality issues are dealt with from different aspects. In the first part, the concept of quality is presented, which deals with the evolving notion of quality and the future of quality in light of social responsibility. In the second part, complexity issues and emergences are introduced, while quality is discussed as an emergent property, and the role played by social responsibility and environmental concerns in competitiveness and sustainable development are explained, and furthermore, innovation from quality and responsibility perspectives are examined.

scholarly journals THE CORPORATE SUSTAINABILITY TYPOLOGY: ANALYSING SUSTAINABILITY DRIVERS AND FOSTERING SUSTAINABILITY AT ENTERPRISES

2016 ◽  
Vol 24 (2) ◽  
pp. 513-533 ◽  
Author(s):  
Winston JERÓNIMO SILVESTRE ◽  
Paula ANTUNES ◽  
Walter LEAL FILHO
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Business Ethics ◽  
Social Responsibility ◽  
Corporate Citizenship ◽  
Corporate Sustainability ◽  
Doing Business ◽  
Entrepreneurial Activities ◽  
Corporate Social ◽  
New Framework

Much has been written about the need for more humane, ethical, socially just and trans­parent ways of doing business and performing entrepreneurial activities. Consistent with this, con­cepts such as sustainable development, corporate citizenship, corporate sustainability (CS), sus­tainable entrepreneurship, business ethics, and corporate social responsibility (CSR), among many others, have emerged. This diversity of expressions raises the need to development a new typology for to CS. This paper addresses this gap and describes a framework typology for corporate sustain­ability, by analysing sustainability drivers and the interactivity factors in the context of sustainability. It also describes the various types of sustainable emphasis given by companies and their associated levels of CS, which may pave the way for a new framework typology.

scholarly journals Sustainable Development and Corporate Social Responsibility: The Case of Corinth Pipeworks S. A.

2020 ◽  
Vol 13 (3) ◽  
pp. 150
Author(s):  
Kartalis Nikolaos ◽  
Tsimpri Eugenia
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Common Good ◽  
Social Issues ◽  
Health And Safety ◽  
Iso 26000 ◽  
Global Standards ◽  
The Difference ◽  
Corporate Social

Investors around the world show steadily increasing support for environmental and social issues. Therefore, the majority of the companies are in favor of adopting sustainable and socially responsible actions. On one hand, Corporate Social Responsibility, according to which companies operate considering the common good of society and environment, assist in reducing environmental and social problems, but always focusing in respect of people, society and economy. On the other hand, there is the Sustainable Development, which follows the same parameters as CSR (Economy, Environment and People), with the difference that -in the light of economic growth- corporations look forward and plan their changes in order to secure their future (i.e. reducing waste, assuring supply chains, developing new markets, health and safety, etc.). In the first part of the article, both of the concepts above -namely SD and CSR- will be investigated with the aid of literature review, targeting in to not only comprehend their importance but also to recognize the changes that have occurred throughout the decades. Moreover, the article will be focused in current global standards such as GRI and ISO 26000. In the second part, through the presentation of Corinth Pipeworks S.A. case study, it will be compared how the above concepts (as well as GRI and ISO 26000) operate in a company’s real time and will be examined, how those practices have evolved in a three years’ time-period.

scholarly journals CORPORATE SOCIAL RESPONSIBILITY (CSR) DALAM PERSPEKTIF PEMBANGUNAN BERKELANJUTAN

2015 ◽  
Vol 44 (1) ◽  
pp. 26 ◽  
Author(s):  
Sunaryo Sunaryo
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Corporate Sustainability ◽  
Environmental Aspects ◽  
The Law ◽  
Corporate Social ◽  
Laws And Regulations

The mandatory Corporate Social Responsibility (CSR) which has regulated under the law requires company to have CSR programs which oriented to sustainable development. The obligation to implement the CSR has arranged in a variety of laws and regulations, both in the  Constitution and in other sectoral legislation, such as about the company and the environment. Therefore, companies that want to corporate sustainability, in making CSR programs in addition have to pay attention to the socioeconomi aspects, should also pay attention to environmental aspects. In otherwords, CSR programs need to be aligned with the  of  development as mandated bythe Constitution.Diwajibkannya Corporate Social Responsibility (CSR oleh undang-undang, menuntut perusahaan untuk memiliki program-program CSR yang berorientasi pada pembangunan berkelanjutan. Kewajiban melaksanakan CSR tersebut diatur dalam berbagai peraturan perundangan, baik dalam UUD 1945 maupun dalam undang-undang sektoral lainnya, seperti tentang perusahaan maupun tentang lingkungan. Oleh karena itu, perusahaan yang ingin mencapai usahanya berkelanjutan, maka di dalammembuat program CSR di samping harus memperhatikan aspek sosial ekonomi, juga harus memperhatikan aspek lingkungan. Dengan kata lain, program-program CSR perlu diselaraskan dengan prinsip-prinsip pembangunan berkelanjutan sebagaimana yang diamanatkan dalam UUD 1945.

Stages of Corporate Sustainability: Integrating the Strong Sustainability Worldview

2017 ◽  
Vol 31 (4) ◽  
pp. 287-313 ◽  
Author(s):  
Nancy E. Landrum
Keyword(s):  
Environmental Management ◽  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Corporate Sustainability ◽  
Business Case ◽  
Unified Model ◽  
Strong Sustainability ◽  
Corporate Social ◽  
Ecological Science

Businesses are increasingly adopting sustainability, yet the environment continues to decline. This research responds to Dyllick and Muff’s assertion that this paradox is caused by a constricted understanding of the meaning of corporate sustainability, lack of inclusion of constructs from related streams of literature, and failure to integrate micro and macro perspectives of sustainability. The current research addresses these concerns through an integration of 22 micro- and macro-level models of stages of development from literature in corporate sustainability, corporate social responsibility, environmental management, and sustainable development. This integration results in a new unified model of stages of corporate sustainability that broadens the current narrowly constricted understanding of corporate sustainability, extends the paradigm of corporate sustainability beyond the business case and into the realm of ecological science and strong sustainability, and sheds light on the paradox.

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

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