No

No

No / Academic interest in corporate social responsibility (CSR) can be traced back to the 1930s. Since then an impressive body of empirical data and theory-building has been amassed, mainly located in the fields of management studies and business ethics. One of the most noteworthy recent conceptual contributions to the scholarship is Midttun’s (Corporate Governance 5(3):159–174, 2005) CSR-oriented embedded relational model of societal governance. It re-conceptualises the relationships between the state, business, and civil society. Other scholars (In Albareda et al. Corporate Governance 6(4):386–400, 2006; Business Ethics: A European Review 17(4):347–363, 2008; Lozano et al., Governments and Corporate Social Responsibility, 2008) have recently successfully used the model as the basis for their analytical framework for researching CSR activities in a large number of western European countries. While this research offers valuable insights into how CSR is operationalised, it also suffers from a number of significant limitations. To develop a stronger analytical framework with which to explore CSR, this article draws more deeply on political science literature concerned with governance and public policy analysis. This represents the main purpose of this article. In addition, this article also addresses a second and more modest aim: to reflect on the ways in which relational governance-inspired frameworks could be adapted and applied to politico-economic systems where state-industry-third sector relations differ from those found in North America and Western Europe. Both lines of argument are illustrated using vignettes from a case study of the Evenkia Hydro-Electric Station building project in the Russian Federation.

No / Corporate social responsibility (CSR) is a mechanism for aligning company policies and practices within the socio-economic, cultural and environmental challenges facing society and, in particular, communities. Though the majority of empirical research on CSR has been conducted in Western companies, there is growing interest in CSR in transitional and developing economies, as well as Western firms working in developing countries.

Yes / Founders of family firms differ from descendants, particularly in terms of affective attachment, cognitive identification, and social concern. This study examines how these generational differences between founder-led and descendantled family firms affect corporate social responsibility (CSR) decoupling, which is the gap between stated CSR policies on paper and their actual implementation in practice. While decoupling may yield economic benefits by saving on implementation costs if concealed, it can damage socioemotional wealth if revealed. The findings, based on a sample of 3,576 firm-year observations from large firms in the United States, demonstrate that the relationship between family ownership and CSR decoupling is contingent upon family generation. Family ownership decreases CSR decoupling in founder family firms, while it increases CSR decoupling in descendant family firms. It indicates that family firms perceive the benefits and risks of CSR decoupling differently based on the generation of family leaders.

Yes / The Body Shop's business has been an entrepreneurial enterprise of remarkable success. Its core lies on the principle, pioneered by founder Anita Roddick, that '(...) the business of business should not be just about money, it should be about responsibility'. The company is the symbol of the 1970's corporate social responsibility (CSR) revolution.

Yes / Corporate social responsibility has been seen by corporations as a practice to adopt as an act of philanthropy. There have been attempts to expand the role of social responsibility to business problems however there has never been an attempt to consider the strategic alignment of social outcomes to strategy. This article analyses the role of strategy by providing a review of strategy using Whittington’s generic strategies model and expanding the same model to incorporate a social strategy model that supports the anecdotal idea that social responsibility can be potentially strategic. The paper centres its argument within the Indian context.

Yes

Efter att ha uppmärksammat ett ökat engagemang i flyktingkrisen från företag under 2015 började vi intressera oss för vad som är bakomliggande de välgörande handlingar som företag gör. Samhället har ett högre tryck på företag att engagera sig i samhällsfrågor och CSR är ett verktyg som de senaste åren har ökat, vi ville undersöka hur företag arbetar med CSR-frågor i förhållande till samhällsopinioner. Vi reflekterade också över en rådande problematik för företag att kommunicera sitt CSR-arbete på ett trovärdigt sätt. Syftet med den här studien har varit att undersöka hur organisationer arbetar med CSR i förhållande till opinioner. Vi har även undersökt kommunikation av CSR och på vilket sätt det förstärker varumärkesidentiteten. Studien har visat på att organisationer arbetar med att driva opinioner utifrån deras egen verksamhet, men att den allmänna opinionen och framförallt media har större påverkan på organisationerna. Undersökningen har också visat på att det är viktigt att CSR är integrerat i hela verksamheten och inte enbart ett kommunikationsverktyg eller ett sidoprojekt. Detta kräver att kommunikationen om arbetet först sker internt och att det är viktigt att organisationerna är transparenta i sin kommunikation. CSR har kommit att bli en hygienfaktor i samhället för både interna som externa intressenter.

No description available.