Corporate social responsibility, social value and ethics

2021 ◽  
pp. 44-64
Author(s):  
Greg Watts ◽  
Jason Challender ◽  
Anthony Higham ◽  
Peter McDermott
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Value ◽  
Corporate Social

scholarly journals Shared value: a bibliometric review of the literature from the approaches of strategy, corporate social responsibility and stakeholder

2020 ◽  
Vol 36 (66) ◽  
pp. 172-186 ◽  
Author(s):  
Marcela Maestre-Matos ◽  
Andrea Paola Paez Cabas ◽  
Jahir Enrique Lombana-Coy
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Value ◽  
Shared Value ◽  
Review Of The Literature ◽  
Bibliometric Review ◽  
Value Integration ◽  
Corporate Social ◽  
Conceptual Evolution

The recent rise of the Shared Value (SV) concept justifies the debate about its possible conceptual developments. The objective of this article is to analyze the conceptual evolution of the SV showing its approaches from strategy, corporate social responsibility (CSR) and stakeholders. The methodology used for research consists of a systematic review of the literature, using as input for the classification of articles, the graphs theory and a bibliometric analysis through the Tree of Science (ToS) tool. The analysis focuses on the evolution of the concept of SV (start, development and trends) observing the maintenance of the original approaches and new trends in concept application. It is concluded that although the origin of the SV does not yet have a defined consensus, there are some coincident characteristics for its application, such as: creation of mutual value, integration of economic and social value and the generation of positive impacts on stakeholders.

An Exploratory Study on Corporate Social Responsibility and Social Value

2020 ◽  
Vol 15 (4) ◽  
pp. 13-25
Author(s):  
Suin Yoon ◽  
Jongsuk Kim ◽  
Seungtae Yoon ◽  
Hongjik Lee
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Exploratory Study ◽  
Social Value ◽  
Corporate Social

scholarly journals KELUAR DARI LINGKARAN CSR: CORPORATE SOCIAL ENTREPRENEURSHIP DALAM MENJAWAB TANTANGAN SOSIAL LICENSE TO OPERATE [GETTING OUT FROM THE CIRCLE OF CSR: CORPORATE SOCIAL ENTREPRENEURSHIP IN ANSWERING THE CHALLENGE OF SOCIAL LICENSE TO OPERATE]

2020 ◽  
Vol 4 (2) ◽  
pp. 195
Author(s):  
Vandy Yoga Swara ◽  
Erwinton Simatupang
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Case Studies ◽  
Social Entrepreneurship ◽  
Social Value ◽  
Social License To Operate ◽  
Alternative Approach ◽  
Social License ◽  
Literature Reviews ◽  
Corporate Social

<p>Many believe that corporate social responsibility (CSR) is able to present social license to operate (SLO) of company’s community and stakeholders. In fact, CSR is not in line with SLO. The root of the problem lies on a CSR approach that differenciates economic and social value. Therefore, pressure, expectation, and need of company’s community and stakeholder will not be able to be met by a corporation despite it has proposed the best CSR programs. Through a series of literature reviews on SLOs and case studies at one company, this article offers an alternative approach to present SLO on business by emphasizing corporate social entrepreneurship (CSE) spirit.</p>

scholarly journals A MODEL HOW TO CREATE SOCIAL VALUE ADDED FOR COMPANY IN INDONESIA

2020 ◽  
Vol 1 (4) ◽  
pp. 572-579
Author(s):  
Maharani Rahma
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Scientific Progress ◽  
Value Added ◽  
Social Goals ◽  
Social Value ◽  
Capital Costs ◽  
The Social ◽  
Corporate Social ◽  
A Company

The purpose of establishing a company can be divided into two, economic goals and social goals. Economic goals regarding the company's efforts to maintain it’s existence, the company's social goals are expected to meet the desires of investors, employees, providers of factors of production and the wider community. Both of these goals support one another, the company will not be able to realize its social goals if the company has not been able to achieve the company's economic goals. Social Value Added (SVA) which is an adaptation of Economic Value Added (EVA) is one of the tools to assess a company's performance to achieve social goals. The positive SVA shows that the social influence created by the company has yielded results in excess of the capital costs that must be incurred, which will later be proven by obtaining "social profitability". SVA is in line with what scientific progress. is saying that perceptions about company value have changed. which at first a company was judged by its ability to generate profits, but a good company is a company that is able to produce high profitability and high social responsibility as well. Corporate social responsibility (CSR) is intended to create harmony between the interests of the company's management and the interests of its stakeholders. Corporate social responsibility is one of the strategic plans implemented by organizations with regard to suitainable social which companies consider their involvement in social activities, and also decrease the destructive effects of business on society and the natural environment. In Indonesia, corporate social responsibility is no longer voluntary. The company is responsible for holding company activities accountable, but now it is mandatory for some companies to implement them. This is regulated in Act Number 40 of 2007 concerning Limited Liability Companies (UU PT), which was passed on July 20, 2007. Based on this, As a novelty, we need a model to evaluate the social responsibility that has been done in order to generate social profit for the company. as well as being a model of how companies can achieve Social Value Added.

scholarly journals Non-profit organization-business value co-creation: conceptualization and scale development.

2020 ◽  
Vol 9 (1) ◽  
pp. 3
Author(s):  
Yolanda Díaz-Perdomo ◽  
Luis Ignacio Álvarez-González ◽  
María José Sanzo-Pérez
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Management Strategy ◽  
Business Value ◽  
Social Value ◽  
Management Approach ◽  
Collaborative Relationships ◽  
Non Profit ◽  
Corporate Social ◽  
Practical Implications

The value co-creation strategy is adopted by companies in its relationships with stakeholders as a mechanism to improve the performance of its activities. Both from the perspective of Corporate Social Responsibility (CSR) practices carried out by companies, and from the approach of the mission that non-profit organizations (NPOs) must effectively fulfil, adopt the strategy of co-creation in activities, projects, programs, etc. that both entities jointly develop is essential to achieve the expected organizational and social value. However, although the value co-creation between companies and its stakeholders (mainly customers) has been substantially investigated in recent years, there is a significant gap in both theoretical and empirical research into the adoption by the NPOs of said management approach in its collaborative relationships with companies. Therefore, after reviewing the literature on co-creation, an NPO-business value co-creation scale is developed in the empirical part, consisting of four basic dimensions: participation, reciprocity, learning, and engagement. The proposed scale shows reliability and construct validity (convergent and discriminant). The main conclusions and practical implications that this management strategy has for organizations are presented.

scholarly journals Corporate social responsibility of small- to medium-size enterprises as a solution to out-migration: an example from the hospitality sector

GeoScape ◽  
2021 ◽  
Vol 15 (1) ◽  
pp. 43-52
Author(s):  
Petra Jarkovská ◽  
Martina Jarkovská
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Regional Development ◽  
Work Attitudes ◽  
The Body ◽  
Social Value ◽  
Medium Size ◽  
List Type ◽  
Geographical Regions ◽  
Corporate Social

Abstract Local and regional authorities are often held responsible for implementing social and economic “population drain reduction” policies but at the same time are constrained with little fiscal power and inability to access resources. Being considered the “backbone” of local economies, it is on small- to medium-size enterprises (SMSEs) to come up with an “out-migration” solution which would be effective; yet at the same time sustainable, and adding social value to the local or regional development. Therefore, using a sample of 24 SMSEs from the hospitality industry environment, this paper empirically examines corporate social responsibility (CSR) as a prerequisite for employees’ affirmative work attitudes, such as job satisfaction (JS), effective organizational commitment (OC), and employees’ voluntary retention (R). Inspired by Carroll’s (2015, 2016) four-dimensional concept of CSR (economic, legal, ethical, and philanthropic dimension), the findings suggest a significant causal relationship between CSR and the examined employees’ desirable behavior outcomes. However, it is mainly the ethical and legal dimension of CSR that influence all three employees’ affirmative work attitudes - JS, effective OC, and voluntary R. The contribution of this paper also lies in amounting to the body of scholarly literature on CSR in respect to employees. Most works focus on other stakeholders but employees, or are set in different cultural settings or geographical regions, mainly in Asia, and thus their findings might be difficult to implement in the Central European context. Highlights for public administration, management and planning: • CSR as a prerequisite for sustainable management of employees’ retention in small-to medium- size enterprises. • CSR may act as an approach to reduce “out-migration” faced in local and regional development. • SMSEs adding a social value to local and regional development.

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