No / We examine the effect of family governance on corporate philanthropy by focusing on the motives of controlling families. We emphasize that controlling families have two different motives, namely, financial and socioemotional motives. On this basis, we argue that the two motives have contrasting effects on corporate philanthropy. Given that family ownership represents the financial motive of family principals, the first hypothesis posits that family ownership is negatively related to corporate philanthropy. Family management increases family visibility and thus encourages controlling families to be concerned with their socioemotional wealth. That is, the higher the visibility of controlling families in the firm, the more likely the overlap will be between family and firm identity. Thus, the second and third hypotheses predict that family involvement in management as a family CEO or director positively moderates the relationship between family ownership and corporate philanthropy. We test our hypotheses using fixed effects panel regression models and the sample of large nonfinancial Korean family firms listed in KOSPI, Korea’s major stock market. Test results support our hypotheses. We find that family firms become reluctant to engage in discretionary wealth transfer to nonfamily stakeholders as family ownership increases. However, this negative effect of family ownership on corporate philanthropy is weakened by family involvement in top management and the board of directors. Our findings reconcile the inconsistent results in the literature on family business and CSR, which is divided into positive and negative perspectives. In this manner, we revisit the assumption of prior research, which often treats family firms as homogeneous and reveals the limitation of a dichotomous approach to family business. We conclude by discussing the implications and theoretical contributions of this study and offering future research directions.

Made available in DSpace on 2016-04-25T16:44:56Z (GMT). No. of bitstreams: 1 ROBERTO GALASSI AMARAL.pdf: 882236 bytes, checksum: e89a3a4a16d38c93a5b9f24f09f53757 (MD5) Previous issue date: 2007-05-23 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The inclusion of responsibility for the management and execution of social projects in the agenda of human resources has brought in both synergy and challenges. This area, historically created aiming at the management of employees in a company, assists and supports now two distinct audiences. The first, inherently related to a work agreement and which is oriented by the organizational policies, management principles and company control, and the second which does not follow hierarchy. This research has then attempted to contribute to the implementation of social responsibility in the company, especially within the management of relations with the community initiated by the human resources area. In that sense, it has made a theoretical analysis based on management sciences, examining the context of corporate management, the management and the manager, identifying corporate social responsibility as a model of corporate management. It has systematized concepts that come around it such as: Corporate Philanthropy, Citizen Corporation, Private Social Investment, Marketing of Social Causes. It has also examined the interaction between business ethics and the third sector within this management model. This paper has gathered reflections on the history of the performance of the human resources area, people management models and the interaction that lies within the area and the socially responsible management. It has presented a concept model to support the processes of role assignment between positions in human resources and corporate management. To generate understanding about all these issues, this study has been based upon research made in the human resources departments in ten different companies in the metropolitan area of São Paulo. As a general objective, it verified the way the area of human resources has been managing corporate social responsibility concerning the company s relations with the community. Some specific objectives were equally sought. First, it tried to verify the understanding of this subject from the point of view of managers and directors of the researched area, as well as its implementation as a model of management. Second, it attempted to investigate some motivational profiles in the companies, how these motivations are translated into practical actions within the community and how they are managed. Third, it tried to get to know the perception of organizations about the challenges set upon social actions, when performed by the company and managed by the human resources area. Finally, some recommendations have been made regarding researches on the real implementation of this model of management. A favorable conclusion was drawn towards the development of competences in the professionals of human resources in order to potentialize their new role as articulators between private and public interests / A inclusão da responsabilidade pela gestão e execução de projetos de Ação Social na agenda das áreas de recursos humanos tem trazido sinergias e desafios. Área historicamente criada visando a gestão de funcionários da empresa tem, agora, dois públicos distintos entre si sob sua visão e cuidado. O primeiro com relações inerentes a um contrato de trabalho e que se orienta pelas políticas organizacionais, princípios de gestão e controle da empresa, e o segundo cuja relação não caminha pela hierarquia. Esta pesquisa buscou, então, contribuir com a implementação da responsabilidade social da empresa, em particular com a gestão das relações com a comunidade realizadas a partir da área de recursos humanos. Para tanto, fez reflexão teórica examinando o contexto da gestão empresarial, o management e o manager localizando a responsabilidade social da empresa como um modelo de gestão empresarial, a partir das ciências da gestão. Sistematizou conceitos que gravitam em seu entorno como: filantropia empresarial, empresa-cidadã, investimento social privado, marketing de causas sociais. Examinou, ainda, a interação da ética nos negócios e do terceiro setor com este modelo de gestão. Este trabalho trouxe, igualmente, reflexões sobre o histórico de atuação da área de recursos humanos, modelos de gestão de pessoas e sobre a interação existente entre a área e a gestão socialmente responsável. Apresentou um modelo conceitual para apoiar processos de negociação de papéis entre a função de que recursos humanos e a gestão da empresa. Para gerar discernimento sobre todas estas questões, este estudo se sustentou em pesquisa realizada nas áreas de recursos humanos em dez empresas da região metropolitana de São Paulo. Teve como objetivo geral verificar a maneira como as áreas de recursos humanos estão gerenciando o tema da responsabilidade social da empresa, no que se refere às relações com a comunidade. Alguns objetivos específicos foram igualmente perseguidos. O primeiro buscou verificar a compreensão sobre este tema a partir do olhar dos gestores e dirigentes da área pesquisada, bem como sua implementação como modelo de gestão. O segundo buscou verificar alguns perfis de motivação das empresas, como estas motivações se traduzem em ações práticas junto à comunidade e como são geridas. O terceiro buscou conhecer a percepção das organizações sobre os desafios colocados para a Ação Social, quando executada a partir da empresa e gerida pela área de recursos humanos. Ao final, foram feitas recomendações para pesquisas sobre a real implementação deste modelo de gestão. Conclui-se a favor do desenvolvimento de competências dos profissionais da área de recursos humanos no sentido de potencializar o seu novo papel de articulação entre o privado e o interesse público

Made available in DSpace on 2009-11-18T18:50:27Z (GMT). No. of bitstreams: 1 TESE MC - volume I.pdf: 909223 bytes, checksum: cc5990de43a280b0ad4d88104dd1513a (MD5) Previous issue date: 2004 / In the recent years Corporate Social Action (CSA) has become more and more relevant to corporate context. The aim is to benefit both poor communities and the donnor companies, as it meets the needs of their salient stakeholders. Nevertheless, there still exists considerable scepticism concerning CSA. In order to become a solid management practice, it is critcal to evidence the attained results. Up to now, the focus has been on process evaluation, that is, on the policies companies are adopting. Literature revision has shown a great need of studies related to results identification in this field. Therefore, using stakeholders` framework (according to Wood, 1991; Donaldson and Preston, 1995; Hopkins, 1997; Hamil, 1999), we have developped a methodology to evaluate CSA results, based on public and private effectiveness criteria. As we applied it to assess Xerox social action in Brazil we were able to identify the attainment degree of expected results related to the benefitted community (Mangueira) and also to some Xerox salient stakeholders (employees and clients). / Nos últimos anos, a ação social das empresas (ASE) vem cada vez mais ganhando relevância no contexto corporativo. A expectativa é de que essa ação possa beneficiar tanto as comunidades carentes como a própria empresa, na medida em que atenda aos interesses dos seus stakeholders relevantes. No entanto, ainda existe considerável ceticismo quanto à ASE. Para que ela se torne uma prática de gestão sólida, torna-se fundamental evidenciar os resultados alcançados. Até o momento, o foco das avaliações tem sido no processo, ou seja, nas medidas que as empresas vêm tomando. Por outro lado, a revisão da literatura apontou a grande carência de estudos no que diz respeito à identificação de resultados nessa área. Assim, utilizando o enfoque dos stakeholders (Wood, 1991; Donaldson e Preston, 1995; Hopkins, 1997; Hamil, 1999), desenvolvemos uma metodologia para avaliar os resultados da ASE com base nos critérios da eficácia pública e da eficácia privada. Quando a aplicamos para avaliar a ação social da Xerox no Brasil, pudemos identificar o grau de alcance dos resultados esperados para a comunidade atendida (Mangueira) e para alguns dos seus stakeholders relevantes (funcionários e clientes).

In my theses I focus on analysis of three international private market companies. Company GEFCO ČESKÁ REPUBLIKA s.r.o. , Dalkia a.s. a ABB a.s. With this companies I'm interested in the way how they practice corporate social responsibility (CSR). When I was choosing this companies I considered facts as: Company has to have head quarter in Western Europe Company has to have experience with corporate social responsibility and has to practice CSR and has to organize social responsible activities. All chosen companies are leaders in its business sector. In my theses I will focus on overview about CSR activities of companies, mainly on corporate philanthropy. I will focus on cooperation of these companies and non government organization, I'm interested in concrete activities done by NGOs in cooperation with through CSR and how NGOs perceived activities that are done through CSR. I'm interested in the way how companies involve their employees into CSR. I 'm going to aim if subsidiaries and head quarters practice same CSR activities and using same CSR tools. I'm also interested in the role of CSR in marketing strategy of these companies. Key words Non government organization, corporate social responsibility (CSR), corporate philanthropy, corporate volunteering, volunteer, civil society, organization,...