Business Culture and Corporate Social Responsibility

2021 ◽  
pp. 86-93
Author(s):  
Johan J. Graafland
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business Culture ◽  
Corporate Social

SOCIAL RESPONSIBILITY AS AN INTEGRAL COMPONENT OF MODERN BUSINESS

2017 ◽  
Author(s):  
Zoya Ostropolska ◽  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Factors ◽  
Business Culture ◽  
Business And Society ◽  
Strategic Approach ◽  
Ethical Marketing ◽  
Modern Business ◽  
Marketing Activities ◽  
Corporate Social

The problems of formation and development of social responsibility of business in social, historical, ethical, marketing aspects are considered; the theoretical and practical components of the problem of formation of social responsibility are determined, the main advantages of realization of social responsibility for business and society are defined, the degree of urgency of this process is outlined; attention is paid to the main problems of social responsibility in terms of marketing activities of the enterprise and the shift of emphasis to a narrow purely marketing approach, the basis and content of which is the management of the image and reputation of the organization; emphasis is placed on social responsibility as a component of business culture and ethics; noted that social responsibility as an integral part of modern business can not be effectively implemented without taking into account cultural, historical and social factors; the concept of corporate social responsibility is defined, some concepts related to the concept of corporate social responsibility are outlined; the components and characteristics of social responsibility and directions of its realization are determined; It is noted that the strategic approach to the implementation of social responsibility is more typical for modern business, which in turn is an integral part of the strategy of sustainable development.

Tournament Incentives and Corporate Social Responsibility Performance

2021 ◽  
pp. 0148558X2110229
Author(s):  
Xuezhou (Rachel) Zhao ◽  
Gaoguang (Stephen) Zhou ◽  
Zabihollah Rezaee
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Chief Executive ◽  
Business Culture ◽  
Senior Executives ◽  
Vice Presidents ◽  
Management Incentives ◽  
Management Processes ◽  
Corporate Social

Management incentives for engaging and excelling in corporate social responsibility (CSR) performance is an important theme as business sustainability gains momentum. We examine the role of tournament incentives, which are created by competition among non-CEO (chief executive officer) senior executives (vice presidents [VPs]) for promotion to the CEO position, in firms’ CSR performance. Using a sample of U.S. Standard & Poor (S&P) 1500 firms from 1993 to 2014, we find that tournament incentives proxied by pay gaps between CEOs and VPs are negatively associated with CSR performance, suggesting that competition for promotion could be detrimental for CSR performance. We further show that such association is more pronounced when the perceived probability of promotion increases prior to CEO turnover. This article provides policy, practical, and education implications and contribute to the literature on the integration of CSR into the business culture and strategic management processes.

scholarly journals Implantation of corporate social responsibility measures in the horticulture in Mexico and Spain

2021 ◽  
Vol 53 (2) ◽  
pp. 165-177
Author(s):  
Karina Adalessa Bañuelos Torrontegui ◽  
Belem Avendaño Ruiz ◽  
Federico Martinez-Carrasco Pleite
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Agricultural Sector ◽  
Swot Analysis ◽  
Business Culture ◽  
Delphi Panel ◽  
Export Sector ◽  
Corporate Social ◽  
Implementation Of Standards

This work presents the results of a survey, following the Delphi methodology, to experts from the horticultural sector of Mexico and Spain. Interactions with experts have made it possible to identify relevant aspects where the level of consensus is high about the proliferation of Corporate Social Responsibility (CSR) initiatives in the export sector of both countries, standing out: the horticultural sector's leadership in the implementation of standards, which responds to the demand for destination supermarkets in the US and Europe, which despite their particularities, have similar dynamics. Not implementing is considered a risk factor; the implementations are positive actions, which enhance the reputation of companies. Agricultural companies that have a lack of business culture, ignorance, and high administrative burden limit their development, especially among smaller production companies. The greatest progress has been made in the area of labor and environmental practices, areas where consumer concern is growing. Despite CRS initiatives are not providing an immediate benefit to companies, strategic spending is valued. The research is completed with a SWOT analysis (Weaknesses, Threats, Strengths and Opportunities), providing a valuable ranking of great interest for the design of competitive improvements. Highlights Corporate Social Responsibility (CRS) measures in the horticultural activity are driven mainly for the Supermarkets Chains. There are other factors to implement it: gain competitive advantage, improve the reputation of the sector, stay in the market. The Delphi Method is a useful instrument to identify advantages, limitations, and barriers to adopt food safety and Social Responsibility Standards in the global value chain in the agricultural sector. The horticultural activity is adopting several CRS standards in order to stay in the market such as: GRASP, FAIR TRADE, SEDEX, SA 8000. The Delphi Panel considers that the CRS standards and measures implemented improve the labor, environmental and human rights in the horticultural activity in Mexico and Spain.

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