Evaluation of Sociotechnical Systems in Managing Corporate Social Responsibility and Stakeholders' Engagement

2019 ◽  
pp. 15-38
Author(s):  
Toivo Niskanen
Keyword(s):  
Decision Making ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Engagement ◽  
Business Strategy ◽  
Systems Approach ◽  
Sociotechnical Systems ◽  
Five Disciplines ◽  
Senge's Five Disciplines ◽  
Corporate Social

The aim of this chapter is to explore at the Finnish Kemira Corporation how a corporation manages corporate social responsibility (CSR) and stakeholders' engagement. Greimas' actantial model and Senge's five disciplines were applied to evaluate CSR reports with a sociotechnical systems approach in relation to the stakeholders: (1) employees, (2) suppliers, (3) financiers and shareholders, and (4) communities and authorities. It was found that issues of CSR management and stakeholder engagement should be involved in strategic corporate decision making. The business strategy of the corporation emphasizes adherence to CSR guidelines and business standards that reflect the concerns of the stakeholders. CSR strategic procedures indicate the implementation of the corporation's measures to promote and pursue CSR goals that extend beyond their legal responsibilities.

Corporate Social Responsibility: Insights from Literature Review

2021 ◽  
Vol 25 (1) ◽  
pp. 26-35
Author(s):  
G.K. Deshmukh ◽  
Sanskrity Joseph ◽  
Asha Sahu
Keyword(s):  
Time Series ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Time Series Analysis ◽  
Business Strategy ◽  
Net Worth ◽  
Series Analysis ◽  
Almost All ◽  
Corporate Social ◽  
The Impact

Corporate social Responsibility has become a buzz word in recent times. Its worldwide acceptance due to the social consciousness of enterprises coupled with legal orientation in developing countries like India has made it one of the most researched issue for researchers across continents. This paper is an attempt to review the development in the core concepts and theories which have been put forwarded by different researchers during the time period of 2010-2018. The paper undergoes a time series analysis for the selected period evaluating the evolution and impact assessment of CSR on core managerial concepts like marketing, finance and Human Resource management. The researchers after time series analysis have concluded that CSR is age long practice which has changed its orientation with the changes in objectives of business. It can be easily classified in three conceptual eras on the basis of its objectives. In the initial era it was a self-driven practice mainly influenced by the values of promoters of business. In the later stages it can be related with a business strategy of gaining goodwill. In the present era corporates have understood the value of societal obligation and it has again become a self-driven exercise. Further the impact of CSR has coupled with almost all functions of management which can be easily understood from the host of studies conducted during the selected period. The selected studies indicate that CSR has been instrumental in increasing net worth, customer satisfaction and employee retention.

scholarly journals Corporate Social Responsibility: Past, Present, And Success Strategy For The Future

2017 ◽  
Vol 10 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Ahmad Ahmadian ◽  
Shahrzad Khosrowpour
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business Strategy ◽  
Corporate Citizenship ◽  
Social Responsiveness ◽  
Strategic Philanthropy ◽  
Corporate Social Responsiveness ◽  
History Of ◽  
Corporate Social ◽  
Specific Interests

Recently, scholars and managers have devoted greater attention to corporate social responsibility (CSR) and its strategic implications. With more awareness surrounding the topic it would be expected for there to be a consensus on a definition, but as of yet none has been reached. The lack of a universally accepted definition has led some to define it as a term, a concept, a process, a theory, while others simply call it an activity or set of activities (Hazlett & Murray, 2007). CSR has been also captioned under many names. Terms such as corporate citizenship, global citizenship, corporate social responsiveness, strategic philanthropy, and even spiritual capitalism are sometimes used interchangeably, depending on the organization to use it. Often, these numerous monikers and interpretations lead to confusion amongst those intending to study or implement the practice into their business strategy. This uncertainty on how CSR should be defined has led some academics and practitioners to believe that the concept is void of any definition. Contrary to this belief, others find that there is an overabundance of definitions; many of which are “often biased toward specific interests and thus prevent the development and implementation of the concept” (Dahlsrud, 2008). Our study focuses on the importance of CSR and why it’s becoming so prevalent in any organizations. By studying the history of CSR, its many definitions, as well as its implementation methods, we attempt to suggest strategic alternatives for an effective corporate social responsibility.  

scholarly journals Motives Behind The Integration Of CSR Into Business Strategy: A Comparative Study In French SMEs

2015 ◽  
Vol 31 (5) ◽  
pp. 1975 ◽  
Author(s):  
Linh-Chi Vo ◽  
Karen Delchet-Cochet ◽  
Hakim Akeb
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Comparative Study ◽  
Business Strategy ◽  
Small And Medium Enterprises ◽  
Operational Performance ◽  
Integrative Study ◽  
Medium Enterprises ◽  
Corporate Social ◽  
Shed Light

<p>Corporate social responsibility (CSR) in the context of small and medium enterprises (SMEs) has become an important and substantial area of study for quite a few years. In this literature, while so much research has shed light on what makes SMEs integrate CSR into their business strategy, the existing results regarding their economic, social, and environmental motives are contradictory. In this article, we aim at making a contribution by conducting an integrative study. More specifically, we compare the roles of economic, social, and environmental motives in driving SMEs to make CSR become an integral part of their strategic planning and routine operational performance. Our sample includes 155 French SMEs.</p>

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