Lens ID,Title,Date Published,Publication Year,Publication Type,Source Title,ISSNs,Publisher,Source Country,Author/s,Abstract,Volume,Issue Number,Start Page,End Page,Fields of Study,Keywords,MeSH Terms,Chemicals,Funding,Source URLs,External URL,PMID,DOI,Microsoft Academic ID,PMCID,Citing Patents Count,References,Citing Works Count,Is Open Access,Open Access License,Open Access Colour
000-035-854-356-888,"Business Ethics and Finance in Greater China: Synthesis and Future Directions in Sustainability, CSR, and Fraud",2016-08-12,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Douglas J. Cumming; Wenxuan Hou; Edward Lee,"Following the financial crisis and recent recession, the center of gravity of global economic growth and competitiveness is shifting toward emerging economies. As a leading and increasingly influential emerging economy, China is currently attracting the attention of academics, practitioners, and policy makers. There has been an increase in research interest in and publications on issues relating to China within high-quality international academic journals. We therefore organized a special issue conference in conjunction with the Journal of Business Ethics (JBE) in Lhasa, Tibet, on May 19–20, 2014, on Business Ethics in Greater China: Past, Present and Future. The papers for the special issue focused on the intersection of ethics and finance, and fit within one of the three themes: environment and sustainability, corporate social responsibility, and fraud. Within these themes, issues of intellectual capital protection, gender equality, political connections, regional development, investor protection, corporate stewardship, trust and corruption, and corporate transparency each play a significant role. In this paper, we survey these studies and the related literature to provide a comprehensive coverage of business ethics and finance issues that affect China.",138,4,601,626,Finance; Business ethics; Emerging markets; Accounting; Corporate social responsibility; Economics; Corporate transparency; Intellectual capital; Corporate governance; Public relations; Information ethics; Philosophy of business,,,,Social Sciences and Humanities Research Council of Canada,https://www.infona.pl/resource/bwmeta1.element.springer-doi-10_1007-S10551-016-3288-2 https://core.ac.uk/display/131064954 https://link.springer.com/article/10.1007/s10551-016-3288-2 https://econpapers.repec.org/RePEc:kap:jbuset:v:138:y:2016:i:4:d:10.1007_s10551-016-3288-2 https://philpapers.org/rec/CUMBEA https://ideas.repec.org/a/kap/jbuset/v138y2016i4d10.1007_s10551-016-3288-2.html https://dialnet.unirioja.es/servlet/articulo?codigo=5995483 https://www.research.ed.ac.uk/portal/files/28586344/Cumming_etal_2016_JBE_Business_Ethics_and_Finance_in_Greater.pdf https://www.research.ed.ac.uk/en/publications/business-ethics-and-finance-in-greater-china-synthesis-and-future https://www.pure.ed.ac.uk/ws/files/28586344/Cumming_etal_2016_JBE_Business_Ethics_and_Finance_in_Greater.pdf https://core.ac.uk/download/131064954.pdf,http://dx.doi.org/10.1007/s10551-016-3288-2,,10.1007/s10551-016-3288-2,2489037866,,0,000-772-061-134-441; 001-755-813-790-313; 002-695-589-998-092; 002-870-892-508-08X; 005-292-349-692-441; 006-524-945-164-326; 007-994-784-658-132; 011-809-145-939-293; 012-127-968-827-661; 012-552-926-487-395; 016-583-894-164-23X; 017-201-122-481-606; 018-225-070-838-425; 019-936-144-547-223; 020-149-310-653-754; 020-790-893-420-680; 022-709-548-529-505; 023-412-868-331-046; 024-745-157-416-555; 026-366-795-148-244; 027-008-784-004-778; 028-409-892-284-635; 029-257-638-158-39X; 032-438-247-629-87X; 035-331-011-978-044; 035-953-556-745-052; 036-264-803-987-79X; 037-686-751-701-142; 038-014-684-397-316; 039-080-425-058-100; 039-219-751-646-294; 040-535-358-084-90X; 043-946-276-583-380; 051-248-991-074-085; 054-182-649-208-375; 054-357-692-720-632; 054-566-529-058-969; 054-748-776-017-264; 054-898-025-439-187; 055-052-153-464-245; 056-731-935-311-340; 057-369-914-225-782; 059-827-371-052-798; 060-675-466-787-442; 064-337-792-484-854; 064-899-399-552-683; 065-150-401-851-570; 065-277-490-715-244; 065-751-699-405-787; 066-236-200-870-306; 066-689-717-740-207; 066-776-241-314-717; 070-324-134-786-062; 070-674-422-619-939; 072-406-253-389-942; 074-473-763-656-601; 074-604-733-522-925; 074-687-970-312-012; 076-100-506-906-893; 081-111-005-560-833; 084-041-141-623-315; 084-337-409-577-771; 088-379-602-914-777; 088-710-766-345-504; 088-742-226-000-261; 090-609-869-323-354; 090-781-903-792-977; 095-387-836-479-88X; 096-255-977-244-314; 096-467-289-346-522; 098-575-196-000-558; 098-922-028-976-491; 102-951-716-380-558; 103-027-501-253-482; 106-081-175-019-311; 106-127-280-778-142; 108-435-050-338-392; 109-295-718-054-854; 112-208-993-690-978; 115-239-244-291-102; 115-442-442-600-176; 128-273-208-390-016; 131-662-979-750-806; 131-761-546-014-209; 137-085-443-266-283; 137-142-252-339-871; 138-218-722-621-471; 144-447-380-614-496; 147-050-091-236-744; 164-371-080-084-232; 164-503-333-879-407; 167-772-921-808-132; 177-640-438-295-216; 183-674-987-078-591,49,true,,green
000-192-542-954-693,The Value of Corporate Citizenship: Protection,,2015,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Dylan Minor,"I posit that corporate citizenship, as obtained through Corporate Social Responsibility (CSR), is used by some managers to partially protect …rm value, helping them better withstand the tumult of negative business shocks. I explore two parallel mechanisms for such protection –one of building moral capital (CSR contributions) and another of improving investor posteriors (CSR investments). I …nd some theoretical",,,,,Accounting; Corporate social responsibility; Business; Value (ethics); Capital (economics),,,,,https://www.scholars.northwestern.edu/en/publications/the-value-of-corporate-citizenship-protection http://dash.harvard.edu/handle/1/21150404 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2651890_code698198.pdf?abstractid=2651890&mirid=4 https://dash.harvard.edu/bitstream/1/21150404/1/16-021.pdf http://dash.harvard.edu/bitstream/handle/1/21150404/16-021.pdf?sequence=1 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2651890 https://core.ac.uk/display/154868713 https://www.hbs.edu/faculty/Pages/item.aspx?num=49554 https://www.kellogg.northwestern.edu/faculty/minor/Papers/CV%206%20Minor%20The%20Value%20of%20Corporate%20Citizenship.pdf https://dash.harvard.edu/bitstream/handle/1/21150404/16-021.pdf?sequence=1 https://core.ac.uk/download/154868713.pdf,http://dx.doi.org/10.2139/ssrn.2651890,,10.2139/ssrn.2651890,2124136635,,0,000-750-392-574-903; 005-441-646-891-830; 008-823-758-105-34X; 009-247-255-626-737; 011-592-160-719-112; 023-960-508-678-65X; 029-237-981-272-714; 032-752-636-781-897; 034-876-878-504-355; 037-871-287-636-82X; 041-933-543-204-707; 050-990-245-194-851; 051-974-821-573-208; 055-199-532-629-851; 062-110-807-031-390; 062-300-894-288-182; 064-786-623-022-10X; 067-728-754-738-347; 076-917-717-771-833; 088-657-841-142-986; 095-918-672-097-737; 098-890-430-962-799; 106-600-306-527-423; 114-985-766-313-979; 118-502-157-753-318; 135-430-346-037-616; 137-327-806-492-714; 155-126-121-090-714; 156-870-833-845-355; 178-969-552-014-828; 197-210-681-408-984,11,true,,green
000-337-900-330-106,Disrobing the emperor: mainstream CSR research and corporate hegemony,2009-04-17,2009,journal article,Management of Environmental Quality: An International Journal,14777835,Emerald,United Kingdom,Marc T. Jones,"Purpose – This paper aims to utilise a typological matrix as the basis to categorise various corporate‐society interventions. It aims to argue that an instrumental version of corporate social responsibility (CSR) is hegemonic in both the theoretical and normative domains of mainstream research, and that this hegemony underpins an intellectual blockage that prevents the field from achieving critical reflexivity and ultimately, a justifiable raison d'eˆtre.Design/methodology/approach – The paper reflects on the extant CSR literature in the context of globalisation; presents a two‐dimensional typological matrix to be used in positioning corporate‐society interventions; provides examples of particular activities relevant to each quadrant of the matrix; and considers the wider political economy of CSR research.Findings – The logical implications of the corporation as an institution behaving in increasing accordance with the normative expectations of mainstream CSR scholarship will likely lead in the direction ...",20,3,335,346,Positive economics; Reflexivity; Hegemony; Corporate social responsibility; Sociology; Mainstream; Scholarship; Context (language use); Institution; Normative; Economic system,,,,,http://dro.deakin.edu.au/view/DU:30032809 https://core.ac.uk/display/13990069 http://dro.deakin.edu.au/eserv/DU:30032810/jones-disrobingtheemperormainstream-2009.pdf http://dro.deakin.edu.au/eserv/DU:30032809/jones-disrobingtheemperor-2009.pdf https://www.emerald.com/insight/content/doi/10.1108/14777830910950720/full/html http://hdl.handle.net/10536/DRO/DU:30032809,http://dx.doi.org/10.1108/14777830910950720,,10.1108/14777830910950720,2012988123,,0,007-080-491-753-776; 013-211-195-776-548; 013-916-208-016-266; 014-904-025-590-079; 020-191-210-459-320; 024-407-789-124-751; 026-951-015-997-42X; 033-025-753-354-072; 033-757-378-021-674; 033-861-384-270-001; 037-995-661-784-617; 038-084-386-197-993; 050-290-397-640-227; 050-898-401-083-757; 053-195-536-333-811; 061-612-745-273-768; 062-110-807-031-390; 068-024-330-986-786; 078-247-616-687-504; 080-361-191-972-828; 081-334-665-115-995; 082-815-961-326-23X; 084-613-224-049-188; 084-950-114-147-278; 088-541-703-373-976; 094-653-417-835-109; 096-632-113-198-366; 099-095-725-205-22X; 106-619-997-653-532; 118-354-522-870-183; 124-397-036-176-038; 129-946-393-124-691; 140-200-312-578-489; 150-756-983-846-92X; 155-879-175-881-390; 160-264-524-121-825; 174-919-080-816-054; 182-199-495-327-639; 197-210-681-408-984,18,true,,green
000-404-658-874-400,Ethical Responsibilities: An Empirical Analysis Of The Ethical Codes Of The Top 100 Companies In The United Kingdom,2011-02-17,2011,journal article,International Business & Economics Research Journal (IBER),21579393; 15350754,Clute Institute,,Sarah D. Stanwick; Peter A. Stanwick,"In response to ethical dilemmas faced by companies around the globe, companies are developing or refining their ethical codes. Many of these companies communicate these codes to their stakeholders through the company’s corporate social responsibility (CSR) report. This paper examines the ethics’ codes of the top 100 companies (based on market capitalization) in the United Kingdom. A sample of CSR reports for these companies is examined to determine if the company includes its ethical code in the CSR report, if it reports its ethical code in a separate document, or if it does not disclose the code. n response to ethical dilemmas faced by companies around the globe, companies are developing or refining their ethical codes. Many of these companies communicate these codes to their stakeholders through the company’s corporate social responsibility (CSR) report. This paper examines the ethics’ codes of the top 100 companies (based on market capitalization) in the United Kingdom. A sample of CSR reports for these companies is examined to determine if the company includes its ethical code in the CSR report, if it reports its ethical code in a separate document, or if it does not disclose the code. Then, the ethical code’s content is examined based on criteria described in the publication by Deloitte & Touche LLP, “Suggested Guidelines for Writing a Code of Ethics/Conduct” 1 . Each code is examined based on the five components of the guidelines: 1. Code Basics (e.g., apply to all employees) 2. Recommended Elements (e.g., ethical decision framework) 3. Areas of Risk 4. Potential Code Topics (e.g., customer relations) and 5. Implementation (e.g., communicate to all employees). The results of this study will be useful to academics and practitioners who are attempting to understand the development of ethical codes. A code of ethics can be defined as any written document whose purpose is to identify to its employees behavior that is considered acceptable and unacceptable. The role of the code of ethics is to present both the positive aspects of having a strong ethical commitment (a values based approach) as well as highlight the consequences of unacceptable behavior (compliance based approach). There could three types of statements that would incorporate the description of expected behavior of the employees. Those three statements are called value statement, corporate credo and code of ethics. Why do companies need codes of ethics?",6,9,,,Accounting; Ethical code; Corporate social responsibility; Political science; Market capitalization; Globe; Value (ethics); Ethical decision; Public relations; Sample (statistics); Customer relationship management,,,,,http://www.cluteinstitute.com/ojs/index.php/IBER/article/view/3400/3447 https://core.ac.uk/download/pdf/268106844.pdf,http://dx.doi.org/10.19030/iber.v6i9.3400,,10.19030/iber.v6i9.3400,2187477364,,0,,0,true,,bronze
000-413-547-670-231,Corporate Social Responsibility: Organization's Pull And Push Strategy,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"Corporate Social Responsibility, though not a new concept to both foreign and indigenous organizations operating within the shore of Nigeria and as well as researchers in the management field, however, the strategy been utilized is not gaining required recognition hence the failure of the practice to deliver its intended benefits. Despite the various economic challenges like electricity, security and corruption bedeviling the country leading to exodus of many manufacturing organizations out of Nigeria, one of the major organizations weathering storms and becoming stronger is Dangote Cement. The CSR initiatives of the firm is seen as one of its secret hence the study of the strategy been used. A synthesis of push and pull strategy that is robust and all stakeholder inclusive is adopted by it, pushing its product to the market while also attracting the people to it, hence its success story in the sector. Keywords: Corporate Social Responsibility, Organizations, Pull and Push strategy, Sustainability, Marketing Mix, Situation Response. DOI: 10.7176/EJBM/11-6-1",,,,,,,,,,https://core.ac.uk/download/pdf/234628822.pdf,http://dx.doi.org/10.7176/ejbm/11-6-12,,10.7176/ejbm/11-6-12,,,0,,0,true,cc-by,hybrid
000-611-822-413-174,"Ethics of the firm, for the firm or in the firm? Purpose of extrinsic and intrinsic CSR in Switzerland",2016-08-01,2016,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Stéphanie Looser; Walter Wehrmeyer,"Despite the increased recognition and emphasis on corporate social responsibility (CSR) as a topic and highly formalised CSR control systems, numerous well-publicised problems and scandals often involving multinational enterprises (MNEs) continue to emerge. These companies are mostly extrinsically motivated in CSR. They operate with highly formalised CSR systems that, in many cases, miss the prevention of anti-social and illegal behaviour. This might reflect the failure of extrinsic CSR to integrate the ethical dimension and/or the failure of intrinsic CSR to formalise and thus benefit from economies of scale. Currently, the conviction is growing that if CSR is to have a meaningful impact, it should be a matter of intrinsic motives, morale and ethical values rather than a formalised management tool. This research aims to focus on a sample of small and large companies in Switzerland, aiming at a comparison of key motives for CSR related to actual CSR implementation, performance and company size.,The study examined two groups: seven owner-managers of small- and medium-sized enterprises (SMEs) and seven managers of MNEs. Each group met for two focus group discussions that were qualitatively and visually analysed using MAXQDA.,The results show that CSR implementation in the examined Swiss SMEs is more related to moral commitment than to profit maximisation. These companies are often driven by soft assets, such as networks, by the nexus of mission and value set; by a system of initiatives and integrated behaviour; by proximity and informal, flat organisational structures; by the aspiration and ambition of craftsmanship or excellent service (instead of profit); by community involvement; by recruiting from the local community; by the willingness to grow slowly and steadily; by the avoidance of atomic markets; and finally, by the mental set up and sociological tradition of the stewardship concept. This contrasts with the extrinsically motivated approach of the MNEs under research. While MNEs follow their approach of “ethics for the firm that must pay”, the findings here identified potential transition cases of “ethics in the firm” and “ethics of the firm” within Swiss SMEs. This is consistent with others, resembling the need of this dichotomy to be revised.,The cross-sectorial approach limits the degree to which motives can clearly be attributed to actual CSR performance or company size.,The results imply that policymakers, public institutions, scientific community, etc. should be careful when establishing systems that favour financial returns from CSR engagement, because, first, other research showed that a behaviour attributed to extrinsic motives is mostly perceived as dishonest and misleading, for instance, consumers. Second, extrinsic motivation might crowd out morale and paying lead actors for behaving altruistically or philanthropically might decline their intrinsic motivation. Notably, the crowding out of intrinsic motivation by extrinsic incentives is a phenomenon well-researched not only in regard to CSR but in various other areas linked to human behaviour. This has important implications for nearly every business operation, especially for mergers and acquisitions, as well as for the growth of businesses.,It seems unsuitable to support social goods in intrinsic CSR by the implementation of a system of financial incentives (or consequences). Thus, an economic cost-benefit is inappropriate where CSR needs an ethical stand. The difference between extrinsic and intrinsic CSR is very difficult to bridge – both have powerful incentives and drivers preventing a potential cross-over.,In sum, this study showed that CSR is meaningful and justifiable even if it is not profitable in the first place or implemented in and managed through formalised systems. This leads to two conclusions: first, care should be taken when emphasising the extrinsic approach in relation to social goods and second, the cost of a possible mismatch in a climate of ethical principles might be substantial for societies’ moral inclination.",12,3,545,570,Business operations; Corporate social responsibility; Multinational corporation; Economics; Marketing; Local community; Incentive; Public institution; Mergers and acquisitions; Crowding out,,,,,https://doi.org/10.1108%2FSRJ-07-2015-0097 http://doi.org/10.1108%2FSRJ-07-2015-0097 https://www.emerald.com/insight/content/doi/10.1108/SRJ-07-2015-0097/full/html https://ideas.repec.org/a/eme/srjpps/v12y2016i3p547-572.html https://epubs.surrey.ac.uk/812030/ https://econpapers.repec.org/RePEc:eme:srjpps:v:12:y:2016:i:3:p:547-572 https://core.ac.uk/download/76988247.pdf,http://dx.doi.org/10.1108/srj-07-2015-0097,,10.1108/srj-07-2015-0097,2530629226,,0,000-776-628-195-009; 001-641-591-592-307; 002-876-239-294-100; 003-089-105-705-22X; 006-880-751-156-038; 008-851-626-893-725; 010-273-283-483-918; 010-321-499-951-964; 011-050-225-259-246; 011-193-791-552-277; 015-311-640-401-375; 016-411-180-460-079; 016-539-320-665-846; 019-071-532-556-877; 019-780-527-804-938; 020-079-412-032-755; 020-127-948-138-105; 021-884-618-840-174; 022-816-522-168-266; 025-494-316-490-377; 025-575-346-673-478; 026-524-852-306-327; 027-446-615-526-495; 028-171-553-617-135; 029-259-838-795-819; 030-557-905-465-23X; 030-805-493-219-795; 031-346-195-587-959; 032-226-726-401-253; 032-800-727-739-153; 034-108-849-464-815; 034-690-946-623-829; 035-556-471-787-086; 036-069-081-007-96X; 036-155-239-414-911; 036-880-235-390-221; 037-681-510-507-24X; 040-344-640-544-410; 040-652-480-632-810; 042-739-135-998-672; 045-385-511-579-046; 045-754-631-412-145; 046-962-020-696-751; 049-618-650-094-284; 051-326-079-973-745; 052-802-334-885-429; 053-195-536-333-811; 054-912-156-265-832; 058-453-964-883-909; 064-091-717-837-982; 064-438-261-806-271; 067-945-242-728-795; 069-826-351-353-372; 069-979-400-051-010; 071-492-398-307-159; 072-941-885-592-302; 073-169-146-264-853; 076-134-455-686-776; 076-443-051-703-807; 078-878-622-221-576; 082-059-948-829-43X; 084-661-226-424-478; 090-511-001-376-640; 090-822-457-171-019; 091-049-367-913-235; 091-138-033-566-40X; 093-557-662-892-186; 093-659-966-894-532; 095-452-530-168-075; 096-130-385-429-973; 096-928-385-926-905; 097-177-952-229-623; 098-049-287-579-577; 101-135-802-578-593; 101-983-044-462-613; 103-810-274-554-238; 107-274-748-521-438; 110-502-326-347-134; 110-975-204-204-223; 114-146-853-009-804; 115-045-311-967-796; 115-252-087-890-780; 117-031-893-750-188; 122-068-609-968-324; 127-408-717-438-937; 130-541-361-333-456; 133-603-641-823-468; 136-097-279-011-407; 139-727-863-552-408; 143-310-899-233-91X; 144-990-763-873-027; 145-514-134-473-230; 147-469-477-993-759; 148-988-664-412-842; 150-756-983-846-92X; 154-663-043-160-867; 158-290-424-234-387; 163-529-639-649-240; 165-066-065-080-175; 167-601-593-304-050; 167-793-640-145-531; 174-445-408-150-777; 178-397-057-385-09X; 178-628-496-923-596; 182-867-587-691-99X; 184-811-689-015-327; 193-779-705-043-862,12,true,,green
000-685-327-289-446,Assessment the Corporate Social Responsibility According to Islamic Values (Case Study: Sarmayeh Bank),,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Saeed Fallah Tafti; Seyed Farhad Hosseini; Shahnaz Akbari Emami,"Nowadays, Corporate Social Responsibility (CSR) is the most considerable issue in the organizations; therefore, international organizations such as United Nations and European Union have formulated relative standards in this field. In the recent decades, not only corporations but also small and medium companies have been involved in Corporate Social Responsibility (CSR) activities. This is an important step in order to active participation in creating a reasonable balance between the economic, environmental and conservation needs of community and other stakeholders should be considered. In this study, according to criteria based on Islamic values, social responsibility is measured. Current research methodology is descriptive, and it is regarded as the method of data collection. Statistical community consist of the staff and managers of a nongovernmental bank in Iran (Sarmayeh Bank). And also, this research has used Fuzzy AHP method; the advantage of this method in comparison to classical AHP is achieving more accurate results because of using Fuzzy numbers instead of crisp ones. The major results of this study are calculating the CSR score (3/77) out of 5. The study has also classified as CSR priority indices that has been the priority of the Company Values, Workplace Policies, Environmental Policies, Community Policies and Market Policies.",58,,1139,1148,Accounting; Data collection; Corporate social responsibility; Social responsibility; Economics; Marketing; Order (exchange); Fuzzy number; European union; Sustainable development; Analytic hierarchy process,,,,,https://core.ac.uk/display/82806288 https://www.researchgate.net/profile/Seyed_Farhad_Hosseini2/publication/252076852_Assessment_the_Corporate_Social_Responsibility_according_to_Islamic_values_%28Case_study_Sarmayeh_Bank%29/links/0046351f288e4c0915000000.pdf http://hajarian.com/company/1-s2.0-S1877042812045570-main.pdf https://www.sciencedirect.com/science/article/pii/S1877042812045570 https://cyberleninka.org/article/n/201345 https://core.ac.uk/download/pdf/82806288.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.09.1095,,10.1016/j.sbspro.2012.09.1095,2020785683,,0,002-929-446-634-493; 013-812-899-271-496; 016-257-606-089-666; 019-806-548-132-918; 020-563-480-608-191; 031-903-224-926-833; 033-256-351-858-33X; 045-272-877-717-991; 050-698-489-956-308; 053-195-536-333-811; 062-708-685-604-969; 073-335-065-345-96X; 075-051-150-923-056; 082-994-677-184-285; 086-004-358-068-877; 088-657-841-142-986; 107-150-172-527-41X; 107-274-748-521-438; 120-512-170-170-097; 147-424-124-879-150; 149-658-066-380-056; 155-879-175-881-390; 156-208-441-443-940; 156-628-929-193-587,18,true,,gold
000-750-678-093-347,Corporate Social (IR)Responsibility in Media and Communication Industries,,2013,journal article,Javnost-the Public,13183222; 18548377,Taylor and Francis Ltd.,United Kingdom,Marisol Sandoval,"AbstractMicrosoft is the most socially responsible company in the world, followed by Google on rank 2 and The Walt Disney Company on rank 3 – at least according to the perceptions of 47,000 people from 15 countries that participated in a survey conducted by the consultancy firm Reputation Institute. In this paper I take a critical look at Corporate Social Responsibility in media and communication industries. Within the debate on CSR media are often only discussed in regard to their role of raising awareness and enabling public debate about corporate social responsibility. What is missing are theoretical and empirical studies about the corporate social (ir)responsibility of media and communication companies themselves. This paper contributes to overcoming this blind spot. First I systematically describe four different ways of relating profit goals and social gaols of media and communication companies. I argue for a dialectical perspective that considers how profit interests and social responsibilities mutu...",20,3,166,189,Empirical research; Dialectic; Corporate social responsibility; Sociology; Social responsibility; Profit (economics); Law; Public sphere; Public debate; Public relations; Reputation,,,,,https://www.tandfonline.com/doi/abs/10.1080/13183222.2013.11009120 http://core.ac.uk/display/18295062 https://openaccess.city.ac.uk/id/eprint/2906/ https://brill.com/view/book/edcoll/9789004272934/B9789004272934-s011.xml http://javnost-thepublic.org/article/pdf/2013/3/4/ https://javnost-thepublic.org/article/pdf/2013/3/4/ https://nca.tandfonline.com/doi/abs/10.1080/13183222.2013.11009120 https://booksandjournals.brillonline.com/content/books/b9789004272934s011 https://core.ac.uk/download/18295062.pdf,https://www.tandfonline.com/doi/abs/10.1080/13183222.2013.11009120,,,2023410672,,0,001-749-347-389-790; 003-563-977-323-304; 003-967-358-008-381; 021-123-851-538-856; 025-334-127-057-010; 032-266-292-246-263; 034-446-572-947-102; 056-323-998-975-555; 062-110-807-031-390; 068-825-451-126-264; 075-855-346-496-782; 077-316-327-229-224; 083-293-428-600-676; 085-847-384-774-301; 140-272-635-626-628; 140-295-649-201-585; 164-445-839-344-191; 168-430-497-751-996; 188-277-025-147-034; 194-423-798-753-722,8,true,,
000-826-714-247-488,Research on the Impact of Returnee Executives' Strategic CSR Orientation on Corporate Value,2020-04-28,2020,journal article,Applied Economics and Finance,23327308; 23327294,Redfame Publishing,,Zhiyuan Liao; Zhiqing Huang; Canming Fang,"An increasing number of studies have focused on the impact of the increase in the proportion of overseas returnees in enterprise management. How do executives with an overseas background affect corporate value? Based on Upper Echelons Theory, this paper studies the influence of overseas returnees on enterprise value from the perspective of strategic corporate social responsibility. Based on the sample composed of companies listed in Shanghai and Shenzhen stock exchange, the research shows that executives from overseas through strengthening strategic corporate social responsibility, make the enterprise social responsibility incorporated into the development of business strategy, finally promoting the ascension of the enterprise value. Namely, the strategic corporate social responsibility orientation plays an intermediary role between executives from overseas and enterprise value. This study further correlates the characteristics of overseas returnees with the strategic decisions of enterprises, deepens the understanding of the realization mechanism of overseas executives' promotion of corporate value, enriches the research results of factors influencing corporate social responsibility, to improve the active construction of local enterprises' social responsibility by changing the structure of the executive.",7,3,115,125,Corporate social responsibility; Business; Social responsibility; Business administration; Stock exchange; Enterprise value; Corporate value; Sample (statistics); Promotion (rank); Strategic management,,,,,https://redfame.com/journal/index.php/aef/article/download/4770/4997 https://redfame.com/journal/index.php/aef/article/view/4770 https://ideas.repec.org/a/rfa/aefjnl/v7y2020i3p115-125.html https://core.ac.uk/download/pdf/322535332.pdf,http://dx.doi.org/10.11114/aef.v7i3.4770,,10.11114/aef.v7i3.4770,3022350262,,0,025-151-189-036-790; 066-061-494-992-584; 150-016-067-400-259,1,true,cc-by,gold
001-007-146-564-203,An assessment of the literature on cause-related marketing: implications for international competitiveness and marketing research,2020-11-09,2020,journal article,International Marketing Review,02651335,Emerald,United Kingdom,Demetris Vrontis; Michael Christofi; Constantine S. Katsikeas,"Purpose:; ; A substantial, albeit scattered, body of research evidence is accumulating in the cause-related marketing (CRM) research stream. Thus, there is a need of a systematic overview of extant literature to map and holistically understand the CRM domain.; ; ; ; Design/methodology/approach:; ; To address this issue and make progress in this important area, the authors systematically review and critically examine the state of academic research on CRM.; ; ; ; Findings:; ; Based on a systematic review of 105 journal articles published over the past 30 years, the results reveal that CRM research is a vibrant and rapidly growing domain in the broader marketing field. This assessment exercise also shows that the current state of knowledge about CRM is characterized by persisting knowledge gaps, conflicting empirical results, theoretical inconsistencies, as well as by the absence of international marketing research on the CRM domain.; ; ; ; Originality/value:; ; Therefore, the authors critically evaluate the extant CRM research with the aim of increasing its coherence, quality, scope, impact and international dimension. Based on this evaluation, the authors develop an ambitious research agenda that addresses a number of promising research paths embracing different international perspectives. Finally, the authors discuss the contributions to the literature and the implications for both academics and practitioners.",37,5,977,1012,Critical appraisal; Marketing; Domain (software engineering); Political science; Value (ethics); Originality; CRM domain; Quality (business); Scope (project management); Marketing research,,,,,https://eprints.whiterose.ac.uk/159993/ https://pure.unic.ac.cy/en/publications/an-assessment-of-the-literature-on-cause-related-marketing-implic https://www.emerald.com/insight/content/doi/10.1108/IMR-07-2019-0202/full/html https://core.ac.uk/download/323059388.pdf,http://dx.doi.org/10.1108/imr-07-2019-0202,,10.1108/imr-07-2019-0202,3026139635,,0,001-535-698-671-25X; 001-577-184-555-986; 002-244-408-905-991; 006-933-840-252-001; 009-024-987-910-508; 009-841-785-647-668; 010-246-822-663-536; 014-351-126-200-685; 015-773-267-074-703; 015-840-390-184-083; 018-561-751-256-255; 019-451-653-561-319; 019-738-048-708-739; 020-259-644-092-288; 020-330-066-853-32X; 020-346-887-264-65X; 020-358-106-039-141; 021-985-110-165-342; 022-922-894-126-955; 023-128-174-566-299; 023-935-252-395-394; 024-012-469-848-850; 025-862-865-481-453; 029-095-766-719-551; 029-546-313-419-732; 034-040-333-960-502; 034-768-387-090-313; 035-954-227-230-263; 036-509-257-765-964; 037-534-064-271-723; 040-590-429-420-766; 040-665-413-018-311; 041-179-353-927-953; 041-619-785-221-176; 042-617-537-419-607; 044-686-753-444-18X; 044-919-367-437-349; 048-931-613-291-371; 049-067-185-344-517; 053-904-136-980-306; 057-198-818-481-758; 061-276-903-358-995; 061-821-506-490-555; 062-259-542-892-640; 066-323-431-350-16X; 068-324-437-307-565; 068-824-210-164-580; 069-171-279-552-128; 071-971-802-817-07X; 074-682-609-810-624; 075-170-238-988-964; 076-377-287-644-257; 078-878-622-221-576; 079-210-839-973-978; 079-843-485-383-267; 081-121-616-211-471; 081-332-069-654-651; 081-579-693-159-480; 083-638-737-127-377; 085-300-287-100-525; 087-264-081-681-958; 091-834-456-541-959; 093-362-673-911-75X; 097-512-968-316-225; 101-493-457-050-535; 104-504-488-038-678; 104-600-802-509-758; 104-986-376-833-671; 105-639-038-188-067; 106-824-173-416-545; 112-880-239-123-088; 115-947-548-890-099; 117-404-452-177-864; 118-737-328-560-454; 123-288-713-270-656; 125-884-494-097-438; 131-882-988-728-920; 133-978-259-610-788; 134-358-293-789-936; 134-690-507-205-989; 136-194-325-964-28X; 157-595-173-574-651; 162-646-035-571-784; 163-143-294-532-60X; 170-287-577-916-60X,28,true,,green
001-110-234-231-105,Corporate citizenship: Panacea or problem?,2011-12-01,2011,journal article,Journal of Corporate Citizenship,14705001; 20514700,GSE Research Limited,,Latha Poonamallee,"In this paper I examine the dilemma between being a market leader and a corporate citizen in the case of Hindustan Unilever Ltd. Grounded in secondary data collected from various published sources, I uncover the contradictions that underlie the positive picture of Hindustan Unilever\u27s CSR activities. By drawing on corporate social responsibility and stakeholder theories, I highlight how difficult it is to categorise an organisation as solely positive or negative in its impact on its social and physical environment. I conclude by arguing that we need more sophisticated evaluative frameworks to understand and evaluate real-world initiatives in this area",2011,44,8,28,Corporate social responsibility; Business; Corporate communication; Stakeholder theory; Corporate security; Stakeholder; Panacea (medicine); Critical management studies; Corporate governance; Public relations,,,,,https://digitalcommons.mtu.edu/business-fp/244/ https://digitalcommons.mtu.edu/cgi/viewcontent.cgi?article=1389&context=business-fp https://core.ac.uk/download/151510714.pdf,http://dx.doi.org/10.9774/gleaf.4700.2011.wi.00003,,10.9774/gleaf.4700.2011.wi.00003,2325373145,,0,,5,true,,green
001-323-949-388-404,How Customer Support for Corporate Social Responsibility Influences the Image of Companies: Evidence from the Banking Industry,2013-07-04,2013,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Andrea Pérez; Ignacio Rodríguez del Bosque,"The authors of this paper carry out two studies to determine whether customer support for corporate social responsibility (CSR support) influences the way customers form their perceptions of CSR practices in the banking industry. Study 1 consists of a cluster analysis which provides information about four customer groups classified according to their support for CSR practices. These groups are labelled as the ‘low support’, ‘social orientation’, ‘individual benefit’, and ‘high support’ clusters. In Study 2, the authors test whether differences exists in the way the four clusters process their CSR perceptions. The results confirm the relevance of motivational attribution when socially oriented and highly involved customers evaluate CSR. Based on this information, the authors provide several recommendations for managers to effectively design and communicate their CSR strategies. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment",22,3,155,168,Corporate social responsibility; Attribution; Business; Marketing; Perception; Test (assessment); Banking industry; Customer support; Process (engineering); Relevance (information retrieval),,,,,https://repositorio.unican.es/xmlui/bitstream/10902/9526/1/HowCustomerSupport%20.pdf https://repositorio.unican.es/xmlui/handle/10902/9526 https://ideas.repec.org/a/wly/corsem/v22y2015i3p155-168.html https://onlinelibrary.wiley.com/doi/10.1002/csr.1331/abstract https://onlinelibrary.wiley.com/doi/pdf/10.1002/csr.1331 https://core.ac.uk/download/pdf/147474954.pdf,http://dx.doi.org/10.1002/csr.1331,,10.1002/csr.1331,1897081157,,0,007-485-504-465-112; 010-375-814-454-76X; 014-092-563-907-466; 015-999-921-788-017; 018-606-075-915-716; 019-936-144-547-223; 022-583-662-511-21X; 024-388-806-468-644; 025-267-985-445-653; 028-513-151-138-964; 032-779-497-658-310; 033-171-354-077-456; 034-040-333-960-502; 035-485-649-808-871; 040-848-353-650-703; 043-605-651-281-566; 045-151-335-110-457; 055-835-543-142-760; 056-126-178-605-45X; 061-907-032-205-149; 064-207-876-235-702; 070-232-232-166-280; 071-974-909-056-489; 072-398-400-571-617; 077-117-467-213-142; 084-234-903-592-967; 089-291-031-816-072; 091-689-468-912-106; 094-308-341-507-012; 094-620-439-196-263; 094-679-689-603-382; 104-746-430-771-983; 106-384-489-675-125; 117-404-452-177-864; 121-463-988-631-580; 126-169-065-725-508; 128-723-104-995-841; 131-294-950-045-808; 137-127-338-350-689; 139-119-876-531-586; 164-995-161-422-024; 172-338-411-710-361,56,true,cc-by,green
001-357-570-247-725,The Effect of Corporate Social Responsibility Disclosures And Financial Information on Abnormal Return (Empirical Study on Food and Beverage Sub-sector Manufacturing Companies Listed on Indonesian Stock Exchange in 2013-2017),2019-01-16,2019,journal article,Media Ekonomi dan Manajemen,25034464; 08541442,UNTAG Semarang,,Suroto Suroto; Ch. Asta Nugraha,"This study aims to find empirical evidence of the effect of disclosure of corporate social responsibility and financial information proxied by accounting profits and return on assets to abnormal returns in food and beverage sub-sector manufacturing companies. The population in this study are all companies whose shares are consistently incorporated in the food and beverage sub-sector during the study period. The data used is secondary data in the form of annual reports. The statistical test used to test the hypothesis is panel data regression with a random effect model. The results of this study indicate that disclosure of corporate social responsibility has a negative and insignificant effect on abnormal returns, accounting earnings have a negative and insignificant effect on abnormal returns and return on assets have a positive and significant effect on abnormal returns. Keywords: corporate social responsibility, accounting profit, return on assets and abnormal return.",34,1,,,Empirical research; Accounting; Corporate social responsibility; Business; Empirical evidence; Return on assets; Stock exchange; Abnormal return; Population; Panel data,,,,,http://jurnal.untagsmg.ac.id/index.php/fe/article/view/935 http://jurnal.untagsmg.ac.id/index.php/fe/article/download/935/845 https://core.ac.uk/download/249338423.pdf,http://dx.doi.org/10.24856/mem.v34i1.935,,10.24856/mem.v34i1.935,2911570490,,0,,0,true,cc-by,gold
001-426-311-494-971,How Do Internal and External CSR Affect Employees' Organizational Identification? A Perspective from the Group Engagement Model.,2016-05-30,2016,journal article,Frontiers in psychology,16641078,Frontiers Media S.A.,Switzerland,Imran Hameed; Zahid Riaz; Ghulam Ali Arain; Omer Farooq,"The literature examines the impact of firms’ corporate social responsibility (CSR) activities on employees’ organizational identification without considering that such activities tend to have different targets. This study explores how perceived external CSR (efforts directed towards external stakeholders) and perceived internal CSR (efforts directed towards employees) activities influence employees’ organizational identification. In so doing, it examines the alternative underlying mechanisms through which perceived external and internal CSR activities build employees’ identification. Applying the taxonomy prescribed by the group engagement model, the study argues that the effects of perceived external and internal CSR flow through two competing mechanisms: perceived external prestige and perceived internal respect, respectively. Further, it is suggested that calling orientation (how employees see their work contributions) moderates the effects induced by these alternative forms of CSR. The model draws on survey data collected from a sample of 414 employees across five large multinationals in Pakistan. The results obtained using structural equation modeling support these hypotheses, reinforcing the notion that internal and external CSR operate through different mediating mechanisms and more interestingly employees’ calling orientation moderates these relationships to a significant degree. Theoretical contributions and practical implications of results are discussed in detail.",7,,788,788,Corporate social responsibility; Psychology; Survey data collection; Perspective (graphical); Organizational identification; Prestige; Affect (psychology); Structural equation modeling; Social psychology; Identification (information),CSR; group engagement model; organizational identification; prestige; respect,,,,https://www.ncbi.nlm.nih.gov/pubmed/27303345 http://dx.doi.org/10.3389/fpsyg.2016.00788 https://philpapers.org/rec/HAMHDI https://core.ac.uk/display/82855120 http://journal.frontiersin.org/article/10.3389/fpsyg.2016.00788/abstract https://www.frontiersin.org/articles/10.3389/fpsyg.2016.00788/pdf https://www.frontiersin.org/articles/10.3389/fpsyg.2016.00788/full http://europepmc.org/articles/PMC4884747 https://doaj.org/article/b009bb13176f4128a605f50f6dc7dc16 https://dx.doi.org/10.3389/fpsyg.2016.00788 https://core.ac.uk/download/pdf/82855120.pdf,http://dx.doi.org/10.3389/fpsyg.2016.00788,27303345,10.3389/fpsyg.2016.00788,2463898491,PMC4884747,0,001-406-669-823-532; 002-011-144-157-573; 002-244-408-905-991; 002-697-472-418-591; 002-979-129-888-591; 004-050-497-106-784; 004-233-510-966-298; 005-202-209-962-954; 006-191-017-398-194; 006-294-052-644-153; 006-937-781-681-604; 007-262-635-029-259; 008-648-698-747-707; 009-024-987-910-508; 009-093-554-141-845; 009-292-371-162-047; 009-980-637-097-123; 011-829-603-506-558; 012-306-603-838-118; 012-776-805-086-977; 013-796-317-992-537; 014-624-303-288-966; 016-276-109-581-231; 019-387-803-539-27X; 019-863-059-761-511; 020-906-704-647-301; 021-469-923-114-111; 023-703-433-043-598; 024-208-010-945-520; 024-815-787-987-361; 025-724-556-647-792; 029-189-638-038-003; 032-528-367-537-207; 032-587-781-576-199; 033-081-472-268-027; 033-171-354-077-456; 033-445-837-262-66X; 036-412-868-663-165; 038-310-213-333-275; 039-477-690-947-254; 040-422-895-285-124; 041-883-317-402-665; 043-263-072-372-01X; 043-308-275-964-687; 043-447-864-724-702; 043-486-855-938-524; 043-652-579-001-487; 044-557-610-853-006; 045-531-162-687-016; 047-009-078-384-910; 050-195-754-021-542; 052-004-299-783-059; 052-042-505-597-896; 052-432-242-116-651; 053-250-277-306-550; 053-589-560-321-281; 055-127-219-449-931; 057-024-083-740-260; 057-554-061-763-064; 059-446-963-181-797; 060-571-945-430-102; 062-897-804-263-622; 063-582-002-576-213; 067-156-425-886-137; 069-859-878-544-555; 073-979-991-221-257; 076-334-983-849-141; 076-931-367-462-707; 077-502-426-480-00X; 082-218-508-545-041; 082-804-205-346-733; 094-547-037-831-06X; 095-956-392-827-27X; 097-383-166-887-060; 102-856-915-556-75X; 104-905-649-240-488; 105-529-530-575-280; 107-001-379-787-375; 107-202-075-673-054; 108-890-126-050-163; 113-628-661-705-683; 115-373-591-444-545; 115-561-380-718-217; 115-604-538-103-384; 115-617-101-301-700; 118-349-433-341-654; 119-379-706-078-083; 119-437-756-489-502; 120-884-514-023-996; 121-855-169-991-104; 125-894-267-538-829; 136-433-326-513-70X; 136-682-589-226-830; 139-101-567-335-455; 140-293-691-548-647; 141-424-035-303-573; 151-737-772-776-418; 156-208-441-443-940; 158-798-678-208-274; 162-712-620-297-678; 163-236-143-492-199; 163-529-639-649-240; 167-836-700-928-27X; 175-860-603-488-030; 189-410-921-079-099; 189-941-253-397-202; 196-584-956-409-119,101,true,cc-by,gold
001-539-383-261-027,Measuring and Examining the Relevance of Discretionary Corporate Social Responsibility in Tourism Some Preliminary Evidence from the U.K. Conference Sector,2011-11-07,2011,journal article,Journal of Travel Research,00472875; 15526763,SAGE Publications,United States,Julie Whitfield; Leonardo A.N. Dioko,"This article investigates the implementation of environmentally focused discretionary corporate social responsibility (CSR) within the U.K. conference sector. A new framework is proposed that organizes and communicates information detailing business performance regarding 10 environmental policy initiatives (expressed by the acronym GREENER) using a CSR response scale (expressed by the acronym VENUE). This GREENER VENUE framework fills a void in the CSR literature by focusing on discretionary practices, by exhibiting psychometric and conceptual properties enabling its application within a multitude of contexts. Grounded in theory, the framework is simple to implement, practical, easily understandable, and highly relatable. Applying the GREENER VENUE framework to data collected via a self-administered Internet questionnaire of the U.K. conference sector reveals the majority of conference venues are classified as Eager. The study also examines the efficacy of the proposed framework toward influencing U.K. ve...",51,3,289,302,The Internet; Corporate social responsibility; Conceptual framework; Business; Tourism; Multitude; Public relations; Acronym; Scale (social sciences); Relevance (information retrieval),,,,,http://journals.sagepub.com/doi/10.1177/0047287511418369 http://eprints.bournemouth.ac.uk/20716/ http://journals.sagepub.com/doi/abs/10.1177/0047287511418369?related-urls=yes&legid=spjtr%3B0047287511418369v1&cited-by=yes&patientinform-links=yes https://journals.sagepub.com/doi/full/10.1177/0047287511418369 https://core.ac.uk/download/11306611.pdf,http://dx.doi.org/10.1177/0047287511418369,,10.1177/0047287511418369,2138667775,,0,000-776-628-195-009; 002-654-339-576-670; 005-647-871-023-021; 006-880-103-099-91X; 007-291-026-725-411; 008-543-764-118-482; 014-279-750-052-045; 014-750-041-903-048; 017-126-130-578-937; 017-833-588-283-834; 020-031-429-171-564; 021-994-506-478-50X; 024-489-871-810-883; 024-632-436-870-047; 026-252-500-351-937; 026-507-470-490-179; 027-458-628-303-328; 032-425-473-240-210; 035-063-535-236-465; 040-636-805-569-558; 042-807-425-625-032; 042-837-741-736-09X; 045-728-676-532-934; 047-460-128-505-546; 047-834-999-266-716; 049-456-092-913-169; 050-187-110-687-218; 053-250-277-306-550; 053-323-637-102-389; 053-440-685-088-799; 055-127-219-449-931; 061-829-988-617-171; 062-115-430-347-012; 065-753-520-612-620; 069-115-617-531-885; 070-794-461-899-933; 072-506-977-148-667; 072-730-746-170-775; 074-834-447-635-770; 079-103-706-131-140; 081-911-312-446-825; 082-815-961-326-23X; 083-494-437-443-28X; 088-141-061-641-891; 089-602-892-180-18X; 093-599-974-666-052; 094-620-439-196-263; 095-434-354-066-977; 097-060-515-491-827; 099-085-870-469-302; 099-306-423-127-702; 100-696-750-773-189; 102-315-200-204-070; 104-303-239-152-807; 106-198-629-019-412; 109-102-829-309-641; 111-311-756-947-150; 113-899-305-830-159; 118-079-747-225-966; 122-113-294-673-088; 128-923-989-155-44X; 135-526-819-302-528; 139-101-567-335-455; 139-641-412-398-758; 147-777-072-867-660; 148-510-808-764-431; 148-792-033-641-02X; 150-756-983-846-92X; 150-902-607-064-919; 151-889-547-981-725; 178-716-297-611-442; 192-389-272-784-584; 198-761-082-227-767,28,true,,
001-585-375-795-085,A Multilevel Analysis of Implicit and Explicit CSR in French and UK Professional Sport,,2018,journal article,European Sport Management Quarterly,16184742; 1746031x,Informa UK Limited,United Kingdom,Aurélien François; Emmanuel Bayle; Jean-Pascal Gond,"Research question: This paper examines the ways in which French and UK professional sports clubs implement and communicate their CSR policies. In addition to identifying similarities and differences between CSR practices in the two countries, our analysis extends and adapts the implicit-explicit CSR framework to the field of sport.; ; Research methods: We used a mixed methods approach to analyse qualitative and quantitative data on the CSR strategies of 66 professional rugby union (Top 14, Aviva Premiership Rugby) and football (Ligue 1, Premier League) clubs over the 2017-2018 season.; ; Results and findings: We found major differences in CSR communication between France and the UK. Communication by French clubs tends to highlight sport’s values, involve few media channels, whereas communication by UK clubs explicitly vaunts their social responsibility and involves numerous channels. In the case of CSR implementation, there are similarities between French and UK clubs, especially in the fields their CSR initiatives cover (e.g., health, diversity), as well as differences. However, the scope of initiatives varies more between sports than between countries, with football demonstrating a more international outlook than rugby.; ; ; Implications: This article expands Matten and Moon’s (2008) implicit-explicit CSR framework by identifying the influence of interactions between sectorial/field-level factors and national/macro-level factors on CSR practices, and by distinguishing between CSR communication and CSR implementation. Our results throw light on the shift from implicit to explicit CSR in French professional sport.",19,1,15,37,Corporate social responsibility; Social responsibility; Political science; League; Football; Research question; Field (Bourdieu); Diversity (politics); Public relations; Multilevel model,,,,,https://openaccess.city.ac.uk/id/eprint/20287/ https://serval.unil.ch/notice/serval:BIB_94F4A2420A0D https://www.tandfonline.com/doi/full/10.1080/16184742.2018.1518468 https://serval.unil.ch/resource/serval:BIB_94F4A2420A0D.P001/REF.pdf https://hal.archives-ouvertes.fr/hal-02366607 https://core.ac.uk/download/161123386.pdf,http://dx.doi.org/10.1080/16184742.2018.1518468,,10.1080/16184742.2018.1518468,2888946865,,0,000-913-802-932-624; 001-692-298-760-543; 004-445-473-094-420; 007-776-858-933-42X; 008-155-335-331-379; 008-191-565-399-086; 014-213-654-250-285; 016-024-150-341-060; 018-392-325-202-807; 019-879-423-560-879; 021-711-073-624-643; 022-774-738-500-720; 027-827-119-143-849; 030-351-867-629-34X; 035-556-471-787-086; 049-361-226-706-877; 049-803-187-893-598; 053-443-790-011-13X; 053-445-787-082-251; 057-744-054-929-211; 060-234-276-892-678; 061-517-555-655-698; 062-439-740-363-772; 064-091-717-837-982; 065-319-944-240-961; 066-247-186-458-107; 071-018-290-101-011; 071-155-607-138-623; 075-498-631-503-547; 076-482-115-684-61X; 076-590-599-359-204; 078-749-683-878-730; 082-798-134-733-462; 084-068-096-864-610; 092-235-131-089-660; 094-689-243-331-537; 094-819-448-989-335; 096-049-598-507-578; 097-667-089-009-209; 097-799-657-267-738; 099-619-845-924-346; 100-349-516-300-870; 100-442-660-273-842; 102-792-006-206-015; 104-303-239-152-807; 105-342-794-804-163; 106-656-207-537-24X; 108-475-905-723-912; 109-604-441-826-570; 109-888-351-405-788; 110-627-680-088-373; 113-998-633-023-771; 115-373-591-444-545; 115-482-499-323-938; 115-979-310-992-542; 117-025-996-282-726; 117-106-660-347-754; 121-028-236-072-791; 123-117-265-442-613; 127-111-462-462-208; 135-571-406-405-417; 141-677-362-596-081; 142-126-958-160-567; 142-570-595-843-342; 150-756-983-846-92X; 152-911-201-225-572; 154-532-127-084-46X; 163-020-421-050-727; 167-601-593-304-050; 168-322-456-965-359; 175-658-759-454-460; 193-660-223-550-046; 194-854-041-828-731,25,true,,green
001-654-208-131-309,Drivers and relationship benefits of customer willingness to engage in CSR initiatives,2020-03-25,2020,journal article,Journal of Service Theory and Practice,20556225,Emerald,United Kingdom,Ingrid O'Brien; Robyn Ouschan; Wade Jarvis; Geoffrey N. Soutar,"The purpose of this paper is to assess the impact of CSR initiative preference, customer helping orientation and customer participation on willingness to engage in CSR and to demonstrate the influence this engagement has on their commitment and loyalty to the organisation.,This study entailed an online survey of customers from a large not-for-profit organisation (n = 210). Choice modelling is used to test a structural equation model of drivers and outcomes of willingness to engage in CSR.,Results demonstrate the CSR initiative preferred by customers has a stronger impact on their willingness to engage with the CSR initiative (volunteering their time, effort, money) than either customers' helping orientation or customer participation. Furthermore, willingness to engage in CSR influences customer commitment and loyalty to support and recommend the organisation.,The results clearly demonstrate the significant impact that customers' preferences for and willingness to engage in CSR initiatives have on customers' relationship with not-for-profit organisations.,The results highlight the importance of taking into account customer preferences for CSR issues to encourage customers to engage in CSR initiatives designed to benefit society.,Traditionally CSR literature has focused on how commercial firms' engagement in CSR creates value for the firm and society. The marketing literature has focused on how customer engagement in brand communities benefits the firm. This study extends the research by exploring customers’ willingness to engage in CSR with not-for-profit organisations. It uses Choice modelling to demonstrate the impact of customer preferences for local and aligned CSR initiatives on customer willingness to engage.",30,1,5,29,Corporate social responsibility; Business; Marketing; Brand engagement; Customer engagement; Loyalty; Choice modelling; Service (business); Co-creation; Competitive advantage,,,,,https://www.emerald.com/insight/content/doi/10.1108/JSTP-08-2018-0186/full/html https://researchrepository.murdoch.edu.au/id/eprint/55420/ https://espace.curtin.edu.au/handle/20.500.11937/79994 https://research-repository.uwa.edu.au/en/publications/drivers-and-relationship-benefits-of-customer-willingness-to-enga,http://dx.doi.org/10.1108/jstp-08-2018-0186,,10.1108/jstp-08-2018-0186,3013075527,,0,001-170-044-677-055; 001-262-274-011-134; 002-121-243-316-426; 002-333-503-090-625; 002-563-149-259-160; 003-207-966-123-728; 004-771-103-585-250; 005-805-453-463-041; 006-174-433-547-406; 007-485-504-465-112; 007-553-870-357-738; 008-736-978-360-515; 009-024-987-910-508; 009-275-560-936-887; 009-581-717-251-460; 010-854-534-444-434; 011-443-839-184-434; 012-310-372-702-898; 013-665-483-040-275; 014-300-074-989-740; 015-367-565-957-260; 015-773-267-074-703; 015-970-537-854-332; 017-248-826-494-331; 017-750-091-685-99X; 018-606-075-915-716; 019-451-653-561-319; 020-495-260-092-515; 020-714-118-341-338; 021-197-003-280-591; 021-883-004-052-021; 024-115-867-513-759; 024-260-275-599-908; 024-572-586-108-937; 024-790-597-567-587; 025-684-388-421-239; 026-183-856-236-095; 026-249-910-065-223; 027-716-768-108-304; 028-407-867-995-401; 031-915-131-592-625; 032-428-973-192-343; 035-485-649-808-871; 037-474-783-441-942; 037-479-522-981-871; 038-287-528-914-91X; 039-009-818-009-068; 039-649-908-108-68X; 039-811-044-705-489; 041-067-188-972-243; 041-201-172-947-996; 042-617-537-419-607; 042-830-439-875-476; 043-042-734-594-449; 043-605-651-281-566; 043-727-675-952-972; 044-686-753-444-18X; 045-018-399-055-570; 047-460-128-505-546; 052-556-652-573-999; 054-802-377-705-750; 061-032-025-769-668; 066-280-241-480-433; 067-081-632-350-083; 068-440-133-993-234; 071-809-059-091-894; 072-103-876-421-218; 072-896-130-914-377; 073-158-781-920-270; 074-713-415-813-738; 075-996-497-879-368; 077-930-616-453-628; 081-332-069-654-651; 081-353-371-387-294; 081-579-693-159-480; 084-142-046-233-004; 087-380-849-827-669; 088-049-228-430-614; 089-726-267-092-162; 090-545-989-694-74X; 092-632-139-451-555; 092-655-847-198-572; 094-308-341-507-012; 095-436-504-300-327; 097-580-610-313-315; 099-085-870-469-302; 099-330-529-227-023; 099-791-143-917-39X; 107-869-572-964-552; 108-890-126-050-163; 110-831-426-908-944; 112-086-245-979-159; 112-880-239-123-088; 112-886-425-897-05X; 113-091-176-557-640; 113-143-866-754-387; 114-240-865-218-030; 116-017-667-784-964; 117-274-976-629-160; 117-404-452-177-864; 121-124-297-207-32X; 121-463-988-631-580; 123-288-713-270-656; 125-382-431-407-312; 137-848-042-940-962; 138-390-336-540-459; 139-632-349-005-688; 146-300-516-320-320; 148-617-628-508-916; 149-829-768-285-065; 150-756-983-846-92X; 151-314-980-254-302; 154-202-833-671-344; 154-531-617-856-536; 159-592-129-993-014; 168-666-202-411-208; 169-965-580-627-897,10,false,,
001-752-220-101-232,Developing a mission for further education: changing culture using non-financial and intangible value,2018-01-02,2018,journal article,Research in Post-Compulsory Education,13596748; 17475112,Informa UK Limited,United Kingdom,Ali Hadawi; M. James C. Crabbe,"AbstractIn his keynote lecture at the Reimagining Further Education conference in Birmingham in June 2016, Sir Frank McLoughlin was clear that the sector ‘needed a mission’ to unite around, and to ...",23,1,118,137,Accounting; Price–earnings ratio; Sociology; Further education; Value (economics); Outcome measures; Adult education; Strategic planning; Vocational education; Organizational culture,,,,,https://eric.ed.gov/?id=EJ1172765 https://core.ac.uk/display/148791592 https://www.tandfonline.com/doi/full/10.1080/13596748.2018.1421011 https://uobrep.openrepository.com/handle/10547/622468 https://uobrep.openrepository.com/bitstream/10547/622468/2/proofsresearchinpost-compulsoryeducation.pdf https://core.ac.uk/download/148791592.pdf,http://dx.doi.org/10.1080/13596748.2018.1421011,,10.1080/13596748.2018.1421011,2791758153,,0,001-911-067-804-876; 006-610-575-659-487; 006-655-662-976-287; 007-084-154-103-869; 011-775-819-869-955; 014-142-432-003-080; 016-389-738-788-164; 017-263-614-783-428; 017-440-317-849-990; 019-507-983-437-601; 021-283-692-605-507; 021-289-305-539-392; 028-099-303-117-353; 030-512-479-498-83X; 034-007-415-540-339; 038-774-348-851-200; 039-387-503-220-537; 042-061-194-974-615; 043-844-462-367-879; 044-701-444-736-210; 046-350-695-182-284; 046-889-174-213-160; 053-022-131-667-199; 053-856-872-661-019; 054-165-828-140-877; 054-771-370-779-408; 060-298-632-316-267; 074-173-984-453-280; 075-433-692-729-040; 077-094-808-470-106; 077-141-325-869-189; 079-924-350-867-074; 087-290-434-256-615; 087-665-353-721-202; 089-189-976-633-856; 091-592-388-917-141; 091-774-673-290-787; 091-998-911-058-258; 100-326-057-911-119; 111-312-120-862-199; 114-560-729-979-882; 118-543-738-642-414; 118-587-534-319-783; 127-609-772-282-868; 128-597-218-022-461; 129-906-007-914-323; 143-544-980-099-342; 144-924-661-937-063; 153-007-468-551-706; 162-362-400-888-516; 176-101-168-843-585; 180-780-210-996-449; 181-866-815-404-227,3,true,cc-by-nc-nd,green
001-752-806-363-432,Socialinės įmonių atsakomybės iniciatyvos kaip inovacijų šaltiniai,2013-03-05,2013,journal article,Verslas: teorija ir praktika,16480627; 18224202,Vilnius Gediminas Technical University,Lithuania,Valentinas Navickas; Rima Kontautienė,"The authors of the article analyze the importance of innovation in gaining competitiveness of company. The innovation in business is understood as a broad, continuous, systematic activity that takes place throughout the company. Different types of innovation open new possibilities for companies and contribute to the attainment of competitiveness of companies. By emphasize the importance of creating different types of innovation the article treats of socially responsible initiatives as sources of innovations. The paper deals with the development of socially responsible innovations in Lithuanian companies. Companies in Lithuania innovate in socially responsible way, but for more streamlined development of socially responsible innovations require the better advertence and competence of business representatives. Researched the socially responsible initiatives as sources of different types of innovation, the authors found that an active development of socially responsible initiatives positively influences the creating of business innovations and increases competitiveness of company in the global economy.",14,1,27,34,Competence (human resources); Business; Social responsibility; Marketing; Lithuanian; Commerce,,,,,https://www.ceeol.com/search/article-detail?id=117922 https://core.ac.uk/download/pdf/144798841.pdf,http://dx.doi.org/10.3846/btp.2013.03,,10.3846/btp.2013.03,1554968062,,0,001-934-371-334-305; 003-596-997-009-874; 004-556-919-194-963; 022-131-057-185-252; 029-218-088-106-998; 030-938-375-874-94X; 034-378-133-157-975; 053-904-136-980-306; 054-616-169-976-952; 055-588-055-829-867; 091-454-902-683-195; 107-797-132-440-632; 125-723-866-325-212; 139-641-412-398-758; 140-191-583-388-212; 174-735-656-020-694; 178-065-969-768-746; 181-967-176-028-108,13,true,cc-by,gold
001-808-088-419-381,Subsidiary Capability Upgrading and Parent-Subsidiary Relationship: Insights from a Chinese Acquisition in the United Kingdom,2015-10-14,2015,journal article,Progress in International Business Research,17458862,Emerald Group Publishing Limited,United Kingdom,Shaowei He; Zaheer Khan,"Purpose: - This study aims to explore capability upgrading of EMNE’s subsidiaries in developed countries and how the parent-subsidiary relationship influences such upgrading. Design/methodology/approach: - The study adopts an interdisciplinary approach to capability upgrading of EMNEs subsidiaries in developed countries. It employs a single case study to explore this under-research area. Finding: - the analysis challenges the orthodox view and suggests broad based capability upgrading has taken place in the EMNE acquired subsidiaries ranging from product, process, functional to intersectoral. In addition, the capability upgrading was contingent on the degree of subsidiary autonomy and subsidiary mandates. Originality/value: - This study represents one of the first to examine capability upgrading and parent-subsidiary relationship in the context of EMNEs’ internationalisation activities.",10,,127,141,Subsidiary; Product (category theory); Business; Originality; Context (language use); Industrial organization; Process (engineering); Autonomy; Economic system; Internationalization,,,,,http://nectar.northampton.ac.uk/11593/ https://www.emerald.com/insight/content/doi/10.1108/S1745-886220150000010012/full/html https://www.emeraldinsight.com/doi/full/10.1108/S1745-886220150000010012 http://nectar.northampton.ac.uk/id/document/13248 https://pure.northampton.ac.uk/en/publications/subsidiary-capability-upgrading-and-parent-subsidiary-relationshi https://kar.kent.ac.uk/59841/ https://core.ac.uk/download/30321082.pdf,http://dx.doi.org/10.1108/s1745-886220150000010012,,10.1108/s1745-886220150000010012,2471749045,,0,001-275-756-351-644; 005-556-224-866-58X; 013-542-485-564-689; 015-254-894-611-518; 018-701-535-416-359; 022-523-874-736-07X; 022-911-041-255-639; 039-122-538-711-439; 049-225-540-012-13X; 053-930-225-429-515; 058-891-889-066-916; 072-098-766-057-116; 077-391-795-639-208; 086-369-120-110-15X; 087-670-710-031-768; 090-399-233-965-965; 100-008-518-145-207; 100-827-956-705-672; 102-712-331-497-140; 122-515-604-504-602; 125-917-519-664-59X; 129-752-053-403-031; 135-575-031-128-326; 147-491-915-347-61X; 167-557-709-588-425; 168-171-036-789-277,5,true,,green
001-909-944-134-120,How do things become strategic? ‘Strategifying’ corporate social responsibility:,2017-05-14,2017,journal article,Strategic Organization,14761270; 1741315x,SAGE Publications,United States,Jean-Pascal Gond; Laure Cabantous; Frédéric Krikorian,"How do things become ‘strategic’? Despite the development of strategy-as-practice studies and the recognized institutional importance of strategy as a social practice, little is known about how strategy boundaries change within organizations. This article focuses on this gap by conceptualizing ‘strategifying’ – or making something strategic – as a type of institutional work that builds on the institution of strategy to change the boundaries of what is regarded as strategy within organizations. We empirically investigate how corporate social responsibility has been turned into strategy at a UK electricity company, EnergyCorp. Our findings reveal the practices that constitute three types of strategifying work – cognitive coupling, relational coupling and material coupling – and show how, together and over time, these types of work changed the boundaries of strategy so that corporate social responsibility became included in EnergyCorp’s official strategy, became explicitly attended to by strategists and corporate executives and became inscribed within strategy devices. By disambiguating the notions of strategifying and strategizing, our study introduces new perspectives for analysing the institutional implications of the practice of strategy.",16,3,241,272,Corporate social responsibility; Work (electrical); Political science; Institution; Social practice; Public relations; Strategic planning,,,,,https://journals.sagepub.com/doi/full/10.1177/1476127017702819 http://journals.sagepub.com/doi/full/10.1177/1476127017702819 https://core.ac.uk/display/96598739 http://journals.sagepub.com/doi/10.1177/1476127017702819 https://openaccess.city.ac.uk/id/eprint/17806/ https://core.ac.uk/download/96598739.pdf,http://dx.doi.org/10.1177/1476127017702819,,10.1177/1476127017702819,2615691415,,0,001-354-320-584-784; 001-921-953-324-251; 002-929-446-634-493; 003-919-482-352-001; 004-481-479-249-882; 006-315-877-958-034; 007-418-088-732-014; 007-727-205-417-929; 008-372-591-934-268; 009-024-987-910-508; 013-285-209-509-179; 013-869-386-621-056; 014-975-843-933-30X; 015-024-117-834-940; 017-771-076-509-798; 017-954-822-268-853; 018-835-556-317-601; 019-483-178-808-752; 021-278-618-888-100; 023-124-570-133-972; 025-580-258-105-143; 026-580-441-129-49X; 030-032-127-450-653; 030-762-106-093-356; 031-206-810-891-385; 031-922-119-999-161; 032-688-567-941-485; 034-904-170-193-120; 035-180-445-724-396; 035-556-471-787-086; 035-927-563-798-030; 039-192-266-316-024; 041-373-100-303-113; 041-883-317-402-665; 043-819-331-111-617; 044-635-858-320-95X; 046-069-144-072-981; 048-645-419-219-088; 051-134-895-616-555; 051-771-438-045-55X; 052-280-117-965-945; 052-298-555-806-093; 053-306-946-727-345; 053-732-549-104-824; 054-823-122-082-697; 057-128-217-172-032; 058-704-179-299-946; 059-667-667-783-338; 059-705-085-985-129; 061-139-525-026-30X; 065-565-647-853-984; 071-771-276-588-513; 072-108-180-474-63X; 072-956-839-920-362; 075-756-451-158-538; 079-043-611-077-434; 085-221-891-081-169; 091-923-862-211-28X; 092-354-882-473-198; 093-942-547-952-834; 093-987-615-666-653; 095-449-933-020-30X; 095-551-293-899-547; 096-049-598-507-578; 096-188-365-147-495; 098-416-040-374-723; 098-616-316-968-255; 099-329-124-142-672; 100-349-516-300-870; 100-683-333-414-772; 106-974-514-751-338; 108-771-737-734-626; 110-627-680-088-373; 111-133-073-549-269; 113-142-813-778-575; 115-404-415-751-502; 118-077-767-357-211; 121-028-236-072-791; 133-280-976-415-876; 136-045-290-887-296; 136-777-374-826-339; 138-429-054-265-415; 141-042-007-362-935; 141-089-283-808-065; 151-609-092-719-210; 151-914-712-058-072; 165-365-244-895-02X; 166-204-621-970-742; 169-283-148-486-548; 171-344-399-453-458; 180-995-580-446-178; 184-025-413-811-236; 184-790-553-293-803; 192-791-739-801-399,41,true,,green
002-009-864-729-485,"Taste, Information, and Asset Prices: Implications for the Valuation of CSR",,2015,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Henry L. Friedman; Mirko Stanislav Heinle,"Firms often undertake activities that do not necessarily increase cash flows (e.g., costly investments in corporate social responsibility, or CSR), and some investors value these non-cash activities (i.e., they have a ""taste"" for these activities). We develop a model to capture this phenomenon and focus on the asset-pricing implications of differences in investors' tastes for firms' activities and outputs. Our model shows that, first, investor taste differences provide a basis for investor clientele effects that are endogenously determined by the shares demanded by different types of investors. Second, because the market must clear at one price, investors' demands are influenced by all dimensions of firm output even if their preferences are only over some dimensions. Third, information releases cause trading volume, even when all investors have the same information. Fourth, investor taste provides a rationale for corporate spin-offs that help firms better target their shareholder bases. Finally, individual social responsibility can lead to corporate social responsibility when managers care about stock price because price reacts to investments in CSR activities.",,,,,Finance; Financial economics; Shareholder; Corporate social responsibility; Social responsibility; Economics; Cash flow; Capital asset pricing model; Valuation (finance); Stock price; Phenomenon,,,,,https://core.ac.uk/display/132269997 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2692839_code959678.pdf?abstractid=2635057&mirid=1 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2635057 https://core.ac.uk/download/132269997.pdf,http://dx.doi.org/10.2139/ssrn.2635057,,10.2139/ssrn.2635057,2229023028,,0,000-819-292-422-585; 000-947-964-113-862; 001-306-368-968-289; 002-536-644-252-106; 004-165-207-137-313; 008-341-588-787-365; 009-038-692-583-770; 012-416-045-324-565; 013-450-615-410-867; 014-470-004-966-414; 014-500-386-687-828; 017-457-587-896-536; 017-513-614-620-02X; 025-753-877-935-085; 027-208-805-619-111; 027-918-341-504-020; 035-312-396-236-733; 035-937-201-964-889; 036-008-609-566-438; 037-640-559-904-499; 039-008-416-845-325; 040-161-071-744-962; 041-270-180-015-178; 044-519-482-600-41X; 044-717-966-917-55X; 048-368-095-297-238; 053-211-310-920-316; 056-847-929-705-364; 059-693-994-457-467; 061-188-247-172-016; 062-594-859-444-131; 067-014-484-981-579; 071-099-507-704-700; 072-087-175-214-622; 075-191-290-613-329; 080-768-043-451-179; 084-344-255-632-568; 085-207-999-658-635; 088-163-471-396-822; 091-519-571-647-724; 099-898-555-692-393; 102-675-709-033-859; 103-658-897-761-985; 103-912-362-904-450; 103-990-895-002-373; 105-174-929-604-362; 110-620-209-650-406; 110-909-363-889-113; 115-115-375-752-728; 116-870-074-840-922; 118-195-403-002-601; 120-298-075-075-732; 121-339-606-195-173; 125-539-841-149-814; 128-600-739-641-49X; 130-185-490-312-282; 130-786-338-683-058; 141-228-717-697-014; 141-512-207-707-161; 144-200-124-845-952; 146-340-433-205-964; 147-488-927-094-122; 167-842-057-302-569; 184-736-077-834-420,3,true,,green
002-030-301-526-525,Creating social value within the delivery of construction projects: the role of lean approach,2019-04-02,2019,journal article,"Engineering, Construction and Architectural Management",09699988; 1365232x,Emerald,United Kingdom,Emmanuel Itodo Daniel; Christine Pasquire,"The purpose of this paper is to present the current knowledge surrounding social value (SV) and show how lean approach supports SV realisation in the delivery of construction projects.,A critical literature review was adopted, to gather the current knowledge surrounding SV from mainstream management sciences, construction management and lean literature. A total of 70 studies were critically reviewed.,The study establishes that the current level of awareness on SV is still low and there is a dearth of scholarly publications on SV especially in the construction management literature. The investigation reveals the potentials of lean approach in supporting the delivery of SV on construction projects.,This study conceptualises the community and the physical environment around where the construction project is executed as customers using lean production approach. It shows that the transformation, flow and value view supports smooth workflow, which enhances the achievement of SV objectives. This creates a new insight into how SV can be realised in construction project delivery.,This study extends the on-going debate around the need for SV in construction project delivery and contributes to construction management and lean construction literature on SV. Future studies could build on this to obtain empirical data and develop an approach/method that would support the evidencing of SV delivery on construction projects.",26,6,1105,1128,Supply chain; Construction management; Lean manufacturing; Integrated project delivery; Workflow; Process management; Value (ethics); Mainstream; Lean construction; Computer science,,,,,http://irep.ntu.ac.uk/id/eprint/33965/ https://www.emerald.com/insight/content/doi/10.1108/ECAM-06-2017-0096/full/pdf?title=creating-social-value-within-the-delivery-of-construction-projects-the-role-of-lean-approach https://www.emerald.com/insight/content/doi/10.1108/ECAM-06-2017-0096/full/html https://core.ac.uk/download/267021693.pdf,http://dx.doi.org/10.1108/ecam-06-2017-0096,,10.1108/ecam-06-2017-0096,2890172720,,0,002-130-356-168-188; 006-539-907-709-964; 007-729-205-643-909; 013-416-474-235-129; 013-922-525-052-472; 018-777-666-627-94X; 019-524-542-164-075; 020-098-767-674-304; 021-771-817-401-659; 025-341-663-848-962; 026-831-414-129-463; 028-161-880-020-070; 034-714-594-617-751; 036-087-874-552-772; 037-144-921-470-169; 037-532-978-619-045; 038-415-906-657-433; 045-035-313-679-564; 045-206-186-924-769; 049-459-192-056-348; 050-135-007-400-608; 051-505-024-864-211; 056-485-524-375-867; 057-133-737-997-544; 057-299-215-636-290; 060-045-151-351-306; 061-658-361-109-532; 066-128-846-206-529; 066-462-966-868-942; 066-543-634-250-307; 068-778-769-605-485; 080-325-864-440-685; 081-547-256-855-879; 085-300-287-100-525; 094-087-744-700-005; 095-308-130-282-518; 096-183-491-668-221; 113-565-849-458-391; 114-285-818-378-241; 117-441-368-139-227; 130-342-517-207-009; 133-235-171-938-933; 137-338-142-903-077; 139-971-361-583-401; 151-724-363-481-667; 157-293-417-045-809; 169-431-783-890-488; 181-976-378-381-991,18,true,cc-by-nc-nd,green
002-071-581-767-77X,"The Impact of Corporate Social Responsibility, Service Quality and Customer-company Identification on Customers",,2013,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Esra Arıkan; S. Güner,"Abstract Despite the importance of corporate social responsibility (hereafter CSR) as an important construct in academia and a pressing item on corporate agenda, some contradictory results suggesting that CSR is far away from being the most dominant criteria in purchase behavior call for further research on the topic. Research supporting this view suggests that traditional criteria such as price, quality and brand familiarity are still the most important choice criteria. Acknowledging the significant role that quality can play in the context of services, this study incorporates these two separate views and considers the effect that both CSR and service quality have on customer-related outcomes such as customer- company identification, customer satisfaction and customer loyalty. The study also investigates the mediating role of customer- company identification, pointing to the fact that improving customers’ psychological attachment to a company can serve as a strategic tool for enhancing the effect that CSR and service quality have on customer satisfaction and customer loyalty. To test the hypothesized relationships, an online questionnaire is conducted to a sample of 242 bank customers.",99,,304,313,Customer retention; Business; Loyalty business model; Marketing; Customer satisfaction; Customer advocacy; Customer equity; Customer intelligence; Customer to customer; Customer delight,,,,,https://cyberleninka.org/article/n/424368 https://core.ac.uk/display/47256971 https://www.sciencedirect.com/science/article/pii/S1877042813039438 http://www.sciencedirect.com/science/article/pii/S1877042813039438 https://core.ac.uk/download/pdf/47256971.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.10.498,,10.1016/j.sbspro.2013.10.498,2028564755,,0,001-095-917-910-673; 001-691-679-659-751; 002-048-809-685-442; 007-622-898-589-828; 008-736-978-360-515; 010-273-283-483-918; 010-854-534-444-434; 014-535-100-247-676; 016-257-606-089-666; 018-561-751-256-255; 018-606-075-915-716; 018-922-746-207-337; 019-387-803-539-27X; 020-828-843-756-021; 022-509-785-910-67X; 023-130-305-255-726; 024-208-010-945-520; 024-260-275-599-908; 025-267-985-445-653; 026-197-051-291-561; 029-052-083-023-694; 032-836-393-727-80X; 033-016-234-097-567; 034-884-431-260-18X; 035-485-649-808-871; 038-853-688-899-783; 041-689-690-812-380; 043-605-651-281-566; 044-189-398-143-472; 044-476-116-764-45X; 055-127-219-449-931; 057-465-097-679-708; 061-032-025-769-668; 061-829-988-617-171; 061-875-342-614-374; 062-420-659-190-886; 062-777-472-155-775; 068-552-243-960-077; 070-716-268-076-683; 074-176-668-531-703; 077-930-616-453-628; 081-070-854-033-351; 081-349-388-488-145; 084-162-173-026-348; 084-377-933-341-93X; 084-472-336-387-126; 086-192-193-330-056; 087-664-051-963-498; 088-049-228-430-614; 092-632-139-451-555; 093-593-687-451-086; 094-620-439-196-263; 094-679-689-603-382; 096-312-770-506-792; 101-546-450-833-744; 103-108-182-535-072; 104-267-863-215-474; 108-890-126-050-163; 111-649-215-084-143; 112-565-796-968-753; 118-332-373-904-628; 121-195-620-677-195; 122-526-528-313-639; 123-831-611-048-714; 124-168-437-732-104; 124-778-355-889-851; 124-890-253-043-927; 128-039-313-779-140; 128-860-047-103-157; 129-475-205-884-338; 130-551-105-526-602; 131-180-572-109-097; 131-294-950-045-808; 131-761-546-014-209; 133-546-417-719-596; 152-445-790-083-860; 153-905-245-264-106; 155-879-175-881-390; 156-208-441-443-940; 166-041-022-341-019; 169-157-688-346-75X; 170-978-164-888-578; 174-943-249-600-807; 184-778-230-100-040; 185-050-475-065-604,40,true,cc-by-nc-nd,gold
002-094-537-047-427,Firms’ Board Independence and Corporate Social Performance: A Meta-Analysis,2017-06-10,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Eduardo Ortas; Igor Álvarez; Eugenio Zubeltzu,"This paper investigates the influence of organizations’ board independence on corporate social performance (CSP) using a meta-analytic approach. A sample of 87 published papers is used to identify a set of underlying moderating effects in that relationship. Specifically, differences in the system of corporate governance, CSP measurement models and market conditions have been considered as moderating variables. The results show that the independence of a company’s board positively influences CSP. This is because companies with more independent directors in their boards are more likely to commit to stakeholder engagement, environmental preservation and community well-being. Interestingly, the results also show that the positive connection between board independence and CSP is stronger in civil law countries and when CSP is measured by self-reporting data. Finally, the strength of the influence of the independence of a firm’s board on CSP varies significantly in different market conditions. The paper concludes by presenting the main implications for academics, practitioners and policy makers.",9,6,1006,,Accounting; Business; Commit; Set (psychology); Independence; Stakeholder engagement; Corporate social performance; Corporate governance; Sample (statistics); Meta-analysis,,,,Spanish Education Ministry; Spanish Education Ministry,https://addi.ehu.es/handle/10810/30608 https://www.mdpi.com/2071-1050/9/6/1006/pdf https://zaguan.unizar.es/record/61798 https://EconPapers.repec.org/RePEc:gam:jsusta:v:9:y:2017:i:6:p:1006-:d:101100 https://zaguan.unizar.es/record/61798/files/texto_completo.pdf https://www.mdpi.com/2071-1050/9/6/1006 https://pubag.nal.usda.gov/catalog/6519677 https://core.ac.uk/display/88819146 https://ideas.repec.org/a/gam/jsusta/v9y2017i6p1006-d101100.html https://core.ac.uk/download/168408228.pdf,http://dx.doi.org/10.3390/su9061006,,10.3390/su9061006,2622512914,,0,001-543-576-612-198; 001-729-623-432-874; 002-758-333-375-065; 003-102-714-898-112; 003-394-927-085-948; 003-843-787-322-294; 003-958-334-118-75X; 004-291-206-805-997; 005-016-668-348-065; 005-553-218-906-57X; 006-943-493-796-707; 008-338-964-123-865; 009-573-999-259-187; 010-210-131-145-962; 010-955-725-944-194; 012-179-477-679-451; 012-680-647-355-783; 013-405-702-528-334; 013-665-483-040-275; 013-858-820-525-515; 013-950-326-361-078; 014-220-636-594-020; 014-229-080-427-104; 014-276-512-664-560; 014-373-587-051-990; 017-046-212-454-268; 019-806-548-132-918; 021-046-065-118-719; 021-527-868-010-178; 022-382-623-818-517; 023-297-592-516-11X; 024-969-201-768-279; 025-823-003-151-969; 026-609-636-261-964; 027-012-647-449-406; 029-002-340-356-778; 029-415-732-546-656; 030-809-592-300-503; 031-251-988-286-644; 031-505-615-393-727; 032-027-382-592-778; 033-025-753-354-072; 033-396-948-426-286; 034-137-616-385-81X; 034-761-280-924-574; 036-698-363-824-441; 036-979-246-066-419; 038-463-873-520-743; 039-189-112-190-978; 039-262-561-349-911; 041-248-153-677-255; 041-683-828-165-183; 042-230-206-789-850; 042-961-193-094-062; 043-012-577-504-667; 044-135-771-950-755; 046-679-101-689-437; 047-590-602-284-433; 051-152-063-030-366; 051-240-609-559-342; 051-393-730-216-859; 054-572-975-803-456; 055-690-418-267-922; 057-466-616-657-864; 057-631-709-495-370; 058-736-616-380-23X; 059-668-843-246-676; 059-908-973-680-34X; 060-963-027-837-782; 061-032-025-769-668; 061-055-068-167-159; 061-829-988-617-171; 064-245-036-420-304; 064-310-337-781-259; 064-556-375-736-352; 064-775-755-236-229; 065-248-222-180-527; 066-539-514-438-119; 067-426-106-000-383; 067-442-322-883-168; 070-360-915-793-941; 070-490-280-277-497; 070-936-877-647-722; 071-486-419-651-346; 072-241-716-502-065; 072-823-653-163-114; 072-872-490-207-91X; 074-556-447-737-905; 075-602-411-716-169; 075-962-355-010-303; 076-159-289-981-964; 076-937-571-051-048; 077-691-048-138-877; 079-363-214-561-671; 079-479-251-811-312; 082-465-046-313-630; 082-588-931-524-30X; 082-815-961-326-23X; 086-452-436-562-512; 088-460-209-403-215; 088-919-850-566-219; 089-779-898-344-601; 092-327-614-798-427; 093-121-558-186-313; 093-537-026-229-975; 093-727-542-184-539; 096-970-350-634-266; 097-753-359-696-32X; 099-085-870-469-302; 099-528-062-013-163; 101-956-625-133-056; 102-927-579-401-200; 103-500-584-713-843; 104-326-493-247-889; 104-840-155-336-24X; 105-838-601-739-57X; 106-619-997-653-532; 107-274-748-521-438; 112-758-008-103-62X; 114-188-623-464-911; 115-373-591-444-545; 116-816-818-006-344; 119-963-743-231-481; 123-367-428-472-73X; 123-548-554-472-100; 124-524-863-901-546; 126-455-518-335-826; 127-514-382-922-530; 129-727-462-709-520; 134-853-342-517-653; 135-930-663-570-626; 136-431-652-550-355; 137-551-136-875-121; 140-648-763-300-705; 141-427-794-061-185; 142-847-885-188-517; 144-942-890-191-639; 146-028-177-366-788; 148-234-739-533-112; 148-330-418-013-845; 148-792-033-641-02X; 150-776-319-537-65X; 151-198-972-962-725; 154-784-718-174-636; 157-959-969-461-710; 158-252-124-968-584; 161-805-999-562-937; 172-352-844-335-086; 174-929-255-263-252; 177-298-336-474-407; 182-170-415-856-399; 182-486-789-700-082; 192-121-378-418-163,43,true,cc-by,gold
002-130-271-075-951,Achieving consumer trust on Twitter via CSR communication,2017-09-11,2017,journal article,Journal of Consumer Marketing,07363761,Emerald,United Kingdom,Jana Kollat; Francisca Farache,"Purpose; ; ; ; ; Corporations are under increasing pressure to communicate their position and policies with regards to corporate social responsibility (CSR), informing consumers about the corporations’ good intentions and actions to appear trustworthy. Corporations have been asked to engage in dialogue with their consumers. However, academic literature still lacks empirical research that examines how consumers react to asymmetric versus symmetric communication strategies.; ; ; ; ; Design/methodology/approach; ; ; ; ; The present paper closes this gap and evaluates how consumers react to different CSR communication approaches on social media, specifically on Twitter. The study is based on a sample of 507 respondents in the UK, representing a well-educated population of social media users. The sample was divided into two sub-samples, one receiving a set of tweets with an asymmetric CSR communication approach (N = 242) and the other one with a symmetric CSR communication approach (N = 265).; ; ; ; ; Findings; ; ; ; ; The main finding of this study is that an asymmetric communication approach performs generally better than a symmetric communication approach. However, consumers’ involvement and their own personal information processing mechanisms also play a significant role when evaluating the trustworthiness of corporations.; ; ; ; ; Originality/value; ; ; ; ; The paper provides insights into how corporations should communicate with consumers on Twitter and what characteristics they should take into consideration to achieve consumer trust.",34,6,505,514,Advertising; Empirical research; Corporate social responsibility; Business; Marketing; Personally identifiable information; Originality; Stakeholder engagement; Population; Sample (statistics); Social media,,,,,https://www.emerald.com/insight/content/doi/10.1108/JCM-03-2017-2127/full/html https://cris.brighton.ac.uk/ws/files/486503/Farache%20Achieving%20consumer%20trust%20on%20Twitter.pdf https://www.emerald.com/insight/content/doi/10.1108/JCM-03-2017-2127/full/pdf?title=achieving-consumer-trust-on-twitter-via-csr-communication http://www.emeraldinsight.com/doi/10.1108/JCM-03-2017-2127 https://research.brighton.ac.uk/en/publications/achieving-consumer-trust-on-twitter-via-csr-communication https://core.ac.uk/download/pdf/188257933.pdf,http://dx.doi.org/10.1108/jcm-03-2017-2127,,10.1108/jcm-03-2017-2127,2743218975,,0,000-277-719-038-344; 001-262-274-011-134; 001-647-241-792-138; 001-833-098-565-029; 002-541-304-332-19X; 003-844-489-810-585; 005-351-894-481-516; 006-080-230-736-840; 007-080-491-753-776; 007-554-638-891-05X; 009-024-987-910-508; 011-854-399-312-637; 013-613-302-137-680; 013-665-483-040-275; 014-741-900-871-765; 017-237-517-707-192; 017-672-028-658-971; 023-184-293-018-435; 023-686-250-053-329; 028-820-224-344-284; 032-779-497-658-310; 032-923-818-280-579; 034-329-257-116-269; 035-177-364-825-032; 038-786-731-166-618; 039-421-216-586-356; 044-720-803-880-69X; 048-368-596-301-151; 055-757-427-482-230; 056-689-066-026-84X; 059-005-189-409-76X; 059-932-055-254-384; 061-626-452-869-442; 068-746-977-170-205; 074-176-668-531-703; 076-852-353-895-004; 078-662-430-529-434; 079-257-148-621-47X; 090-406-037-700-073; 093-159-047-091-826; 096-644-727-175-386; 096-868-867-224-947; 101-247-097-250-512; 103-108-182-535-072; 103-405-438-698-440; 107-104-671-850-660; 109-999-098-065-063; 111-819-171-804-346; 131-391-243-000-824; 133-563-133-466-878; 137-127-338-350-689; 147-096-933-427-955; 151-393-988-289-735; 152-078-020-589-601; 153-040-061-759-403; 158-318-851-114-883; 162-290-133-902-677; 164-921-377-129-554; 165-877-676-856-242; 168-867-890-175-157; 185-121-286-494-667,38,true,,green
002-152-285-234-332,Bridging the great divide? Making sense of the human rights-CSR relationship in UK multinational companies,,2018,journal article,Journal of World Business,10909516,Elsevier BV,United Kingdom,Louise Jayne Obara; Kenneth John Peattie,"Human rights (HR) and corporate social responsibility (CSR) are both fields of knowledge and research that have been shaped by, and examine, the role of multi-national enterprises in society. Whilst scholars have highlighted the overlapping nature of CSR and HR, our understanding of this relationship within business practice remains vague and under-researched. To explore the interface between CSR and HR, this paper presents empirical data from a qualitative study involving 22 international businesses based in the UK. Through an analysis based on sensemaking, the paper examines how and where CSR and HR overlap, contrast and shape one another, and the role that companies’ international operations has on this relationship. The findings reveal a complex and multi-layered relationship between the two, and concludes that in contrast to management theory, companies have bridged the ‘great divide’ in varying degrees most notably in their implementation strategies.",53,6,781,793,Corporate social responsibility; Sociology; Multinational corporation; Human rights; Bridging (networking); Qualitative research; International business; Sensemaking; Empirical data; Public relations,,,,,https://dora.dmu.ac.uk/handle/2086/14880 https://orca.cardiff.ac.uk/105642/ https://www.sciencedirect.com/science/article/pii/S1090951617307307 https://dora.dmu.ac.uk/bitstream/2086/14880/1/JWB%20Paper.%20Obara%20and%20Peattie.%20Authors%20Post%20Print%20Version..pdf https://ideas.repec.org/a/eee/worbus/v53y2018i6p781-793.html https://econpapers.repec.org/RePEc:eee:worbus:v:53:y:2018:i:6:p:781-793 http://orca.cf.ac.uk/105642/ https://core.ac.uk/download/97019338.pdf,http://dx.doi.org/10.1016/j.jwb.2017.10.002,,10.1016/j.jwb.2017.10.002,2762717761,,0,000-428-112-626-823; 002-503-581-366-083; 002-982-578-834-799; 005-159-618-051-720; 007-130-766-654-914; 010-378-216-471-125; 011-922-845-631-18X; 012-459-857-692-136; 012-595-103-185-775; 014-624-766-364-697; 019-501-932-259-203; 020-160-304-599-488; 021-973-919-308-32X; 023-581-253-979-994; 025-353-943-675-902; 026-113-820-124-370; 027-170-582-488-984; 027-464-289-530-614; 027-599-160-115-661; 032-106-314-910-83X; 034-620-977-759-362; 046-525-971-866-271; 047-265-308-873-81X; 047-575-777-298-68X; 048-598-361-113-053; 050-617-717-628-377; 053-819-638-335-618; 053-904-136-980-306; 054-787-801-789-47X; 055-641-053-118-746; 055-818-933-018-007; 059-031-301-002-994; 060-871-745-408-220; 061-505-962-187-643; 065-344-124-462-07X; 066-308-167-417-584; 068-449-207-953-958; 073-183-273-314-981; 073-308-479-601-35X; 073-743-700-500-192; 076-137-189-930-855; 076-339-656-036-779; 076-531-834-607-707; 082-595-789-403-616; 084-862-515-601-240; 092-249-863-455-205; 093-501-575-801-933; 097-106-240-878-31X; 098-281-178-824-648; 099-105-403-832-921; 105-712-133-854-388; 108-846-292-387-10X; 109-168-282-736-27X; 114-764-022-109-992; 115-753-517-158-529; 116-638-488-258-039; 118-278-281-847-73X; 123-242-698-259-884; 124-974-172-377-990; 139-641-412-398-758; 143-361-002-216-980; 143-517-725-198-198; 149-054-909-074-560; 149-453-535-089-378; 152-503-572-402-280; 156-628-929-193-587; 163-312-080-008-137; 167-549-281-890-390; 174-407-604-182-664; 179-573-759-610-788; 187-746-548-399-41X; 194-701-488-982-412,23,true,cc0,green
002-264-197-866-678,Charitable Partnerships among Travel and Tourism Businesses: Perspectives from Low-Fares Airlines,2011-06-10,2011,journal article,International Journal of Tourism Research,10992340; 15221970,Wiley,United Kingdom,Emily Fenclova; Tim Coles,"Responsibility has been advocated as vital for the future management and governance of the sustainable tourism destinations, yet extensive empirical research of specific stakeholders is lacking. This paper addresses this knowledge gap by examining corporate philanthropy practices among low-fares airlines. An analytical framework is developed and applied. Corporate philanthropy is practised more widely than may have been anticipated by the frills-adverse, low-fares business model. For studies of tourism, the paper points to the need for greater theoretical and conceptual urgency in research on corporate social responsibility and corporate philanthropy if future practical action at the destination level is to match current advocacy. Copyright © 2011 John Wiley & Sons, Ltd.",13,4,337,354,Empirical research; Corporate social responsibility; Economics; Marketing; Tourism; Destinations; Sustainable tourism; Corporate governance; Public relations; Business model; Tourism geography,,,,,https://ore.exeter.ac.uk/repository/bitstream/10871/16401/2/IJTR%202011%20Coles%20and%20Fenclova%20Accepted.pdf https://onlinelibrary.wiley.com/doi/abs/10.1002/jtr.854 https://www.cabdirect.org/cabdirect/abstract/20113229698 https://ore.exeter.ac.uk/repository/bitstream/handle/10871/16401/IJTR%202011%20Coles%20and%20Fenclova%20Accepted.pdf;sequence=2 https://ore.exeter.ac.uk/repository/handle/10871/16401 https://core.ac.uk/download/43094231.pdf,http://dx.doi.org/10.1002/jtr.854,,10.1002/jtr.854,2120583115,,0,001-634-912-247-93X; 002-538-064-574-730; 003-207-966-123-728; 006-471-754-181-493; 007-898-350-109-582; 012-283-565-987-972; 014-904-025-590-079; 015-013-726-939-074; 015-183-192-918-085; 020-127-948-138-105; 020-906-704-647-301; 021-483-436-563-068; 022-619-541-959-300; 024-119-480-369-252; 028-648-799-135-019; 031-291-397-374-016; 034-259-979-660-337; 034-404-970-198-391; 036-639-085-366-785; 039-968-375-718-706; 040-564-904-193-875; 042-370-485-738-128; 043-696-410-382-776; 044-349-819-062-460; 044-439-303-790-933; 046-632-685-764-788; 047-485-283-483-886; 052-822-918-312-104; 053-235-285-847-415; 054-378-571-628-699; 056-299-688-875-041; 057-744-054-929-211; 058-310-408-592-731; 061-037-711-668-317; 061-854-980-342-69X; 062-110-807-031-390; 063-995-931-414-716; 066-866-770-608-824; 068-530-172-720-713; 072-689-006-891-946; 072-730-746-170-775; 072-756-196-974-992; 074-789-033-230-01X; 075-295-236-014-153; 081-336-061-512-593; 087-264-081-681-958; 088-551-432-480-84X; 089-602-892-180-18X; 089-846-807-629-677; 090-785-551-967-689; 098-009-686-192-146; 099-085-870-469-302; 099-095-725-205-22X; 099-306-423-127-702; 102-815-602-033-113; 104-375-479-972-153; 107-274-748-521-438; 117-404-452-177-864; 119-010-531-589-630; 129-101-355-193-464; 129-118-131-030-691; 135-211-636-520-147; 136-690-752-005-713; 136-889-040-701-110; 142-924-117-673-911; 154-054-575-849-696; 163-529-639-649-240; 166-999-317-592-574; 172-338-411-710-361; 172-860-770-755-563; 179-571-020-317-39X; 185-145-067-673-119; 193-660-223-550-046,23,true,,green
002-584-438-082-915,Corporate social responsibility reporting among European low-fares airlines: challenges for the examination and development of sustainable mobilities,2013-05-07,2013,journal article,Journal of Sustainable Tourism,09669582; 17477646,Informa UK Limited,United Kingdom,Tim Coles; Emily Fenclova; Claire Dinan,"This paper examines corporate social responsibility (CSR) practices among the growing low-fares airlines (LFAs) flying between mainland Europe and the United Kingdom. A mixed-methods approach was employed, combining a content analysis of 22 airlines’ documentation with key-informant interviews with 11 airlines including three of the four market-leading LFAs. The research discovered evidence that LFAs were aware of the need to act more responsibly but how far intentions resulted in action was difficult to establish. To date the examination of LFAs has relied heavily on secondary sources and perspectives external to the firm. The firms’ own CSR-related texts do not represent a reliable basis for examining CSR among LFAs; they have a high degree of fragmentation and variable quality. In-depth interviews showed that while there is more CSR activity than is made public, incomplete knowledge was a more significant problem than bias or spin. Very few LFAs had conducted a systemic audit of CSR-related activity. I...",22,1,69,88,Accounting; Corporate social responsibility; Economics; Content analysis; Audit; Mobilities; Quality (business); Mainland; Incomplete knowledge; Public relations; Documentation,,,,,https://www.cabdirect.org/cabdirect/abstract/20143093229 https://www.tandfonline.com/doi/full/10.1080/09669582.2013.790391 https://ore.exeter.ac.uk/repository/bitstream/handle/10871/16436/JOST%202013%20Coles%20et%20al%20Accepted.pdf;sequence=2 https://ore.exeter.ac.uk/repository/handle/10871/16436 https://www.cabdirect.org/abstracts/20143093229.html https://core.ac.uk/download/43094234.pdf,http://dx.doi.org/10.1080/09669582.2013.790391,,10.1080/09669582.2013.790391,2151313039,,0,000-426-493-027-947; 001-634-912-247-93X; 002-538-064-574-730; 008-223-854-575-473; 009-346-756-609-170; 013-126-282-519-80X; 013-205-371-955-051; 014-904-025-590-079; 015-013-726-939-074; 020-221-534-428-525; 024-119-480-369-252; 031-291-397-374-016; 033-693-476-314-091; 036-639-085-366-785; 044-349-819-062-460; 046-632-685-764-788; 047-103-891-708-472; 054-378-571-628-699; 055-152-654-090-964; 057-812-171-903-549; 058-310-408-592-731; 059-263-654-552-767; 061-037-711-668-317; 062-963-460-669-321; 063-995-931-414-716; 065-871-283-756-934; 067-709-496-111-272; 070-248-935-188-407; 070-715-856-018-047; 077-567-241-057-683; 080-171-782-806-154; 081-336-061-512-593; 082-426-271-997-838; 082-869-298-269-104; 087-790-872-165-423; 089-602-892-180-18X; 099-085-870-469-302; 100-937-943-268-386; 119-010-531-589-630; 120-821-967-415-37X; 136-889-040-701-110; 149-309-154-462-873; 150-756-983-846-92X; 162-804-177-767-329,28,true,cc0,green
002-679-295-369-514,A fuzzy approach to improve CSR reporting: an application to the Global Reporting Initiative indicators,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Tamara Menichini; Francesco Rosati,"Abstract Organizations’ activities impact on environment, economy and society. The recognition of business effects is the basis of the Corporate Social Responsibility (CSR). Nevertheless, not all social responsibility issues have the same relevance for every organization. The evaluation of CSR performance depends on those dimensions and stakeholders that are really affected by company activities. Moreover, there is the necessity to create appropriate measures to quantify the relevant sustainability aspects for an organization. This paper proposes a fuzzy AHP to support decision makers for effectively determining which Global Reporting Initiative (GRI) indicators are the most significant in the CSR assessment.",109,,355,359,Accounting; Corporate social responsibility; Business; Social responsibility; Fuzzy ahp; Knowledge management; Fuzzy logic; Sustainability; Relevance (information retrieval),,,,,https://core.ac.uk/display/82819918 https://orbit.dtu.dk/en/publications/a-fuzzy-approach-to-improve-csr-reporting-an-application-to-the-global-reporting-initiative-indicators(5956cfd2-c2f4-4037-9dad-9c20d0f4e0d3).html https://www.sciencedirect.com/science/article/pii/S1877042813051033 https://orbit.dtu.dk/files/101935754/A_fuzzy_approach.pdf https://orbit.dtu.dk/en/publications/a-fuzzy-approach-to-improve-csr-reporting-an-application-to-the-g http://www.sciencedirect.com/science/article/pii/S1877042813051033 https://backend.orbit.dtu.dk/ws/files/101935754/A_fuzzy_approach.pdf https://cyberleninka.org/article/n/336497 https://core.ac.uk/download/pdf/82819918.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.471,,10.1016/j.sbspro.2013.12.471,2027703479,,0,004-145-958-679-641; 010-214-972-429-618; 018-606-075-915-716; 019-459-340-103-006; 020-885-011-437-897; 025-684-388-421-239; 025-885-727-820-308; 028-661-237-836-979; 029-465-031-042-004; 035-165-386-899-931; 037-941-653-331-331; 038-811-997-206-383; 039-674-401-428-224; 043-682-295-217-574; 045-721-746-626-951; 046-011-793-808-379; 046-541-795-625-451; 065-307-450-726-701; 067-341-125-020-782; 081-743-390-892-142; 084-656-426-757-975; 087-117-298-554-44X; 088-022-078-480-367; 088-541-703-373-976; 106-119-426-422-342; 109-144-411-223-213; 109-949-656-842-854; 113-136-297-276-382; 119-175-533-227-313; 130-669-354-631-714; 132-094-157-491-968; 132-827-181-753-564; 135-788-976-441-521; 158-293-513-266-798; 162-290-133-902-677,21,true,,gold
002-689-671-800-339,Use of social networks as a CSR communication tool,2016-05-30,2016,journal article,Cogent Business & Management,23311975,Informa UK Limited,,Francisco-Javier Cortado; Ricardo Chalmeta,"AbstractThe aim of this paper is to analyse the use of online social networks as a tool for Corporate Social Responsibility (CSR) communication and management. To this end, an analysis was performed of the messages posted by the 20 Spanish companies with the highest market capitalisation and the responses that they received on two of the most popular online social networks, Facebook and Twitter. The results of the analysis of these data show that the tendency has been to use social networks for the one-way communication of aspects of CSR related with the organisation. Therefore, it is necessary to change the way companies communicate their CSR issues by shifting to a two-way communication approach, as has been the case in other kinds of enterprise relations with their stakeholders.",3,1,1187783,1187783,Corporate social responsibility; Business; Marketing; Market capitalization; Public relations,,,,,https://www.tandfonline.com/doi/full/10.1080/23311975.2016.1187783 https://ideas.repec.org/a/taf/oabmxx/v3y2016i1p1187783.html https://core.ac.uk/display/61488259 https://cogentoa.tandfonline.com/doi/full/10.1080/23311975.2016.1187783 https://www.cogentoa.com/article/10.1080/23311975.2016.1187783 http://repositori.uji.es/xmlui/handle/10234/162071 https://core.ac.uk/download/61488259.pdf,http://dx.doi.org/10.1080/23311975.2016.1187783,,10.1080/23311975.2016.1187783,2418369770,,0,000-284-261-840-620; 000-426-493-027-947; 001-647-241-792-138; 004-183-269-055-320; 006-080-230-736-840; 008-181-239-297-667; 009-477-431-316-265; 010-827-466-046-368; 014-359-002-658-113; 014-741-900-871-765; 016-435-164-751-112; 023-686-250-053-329; 024-115-867-513-759; 024-661-231-125-652; 025-401-621-173-479; 028-820-224-344-284; 031-080-587-181-477; 038-179-699-626-543; 038-327-540-689-966; 038-652-918-352-556; 042-466-326-194-297; 043-338-663-608-307; 045-584-630-139-125; 049-258-889-939-414; 049-693-382-357-286; 053-627-958-163-820; 059-726-253-513-52X; 060-677-224-149-076; 068-589-273-133-346; 071-100-514-680-538; 079-618-323-935-873; 079-674-596-574-408; 080-142-224-521-995; 086-506-529-570-520; 087-131-118-234-889; 087-790-872-165-423; 093-159-047-091-826; 093-438-643-091-007; 101-247-097-250-512; 101-308-206-668-624; 116-696-666-378-822; 126-678-531-935-47X; 127-356-618-215-912; 133-102-266-612-865; 134-875-545-789-920; 135-727-189-529-322; 139-641-412-398-758; 157-029-967-688-187; 164-233-751-793-174; 171-116-291-341-919; 185-121-286-494-667; 195-536-081-128-070,44,true,cc-by,gold
002-697-472-418-591,Stakeholders' Responses to CSR Tradeoffs: When Other-Orientation and Trust Trump Material Self-Interest,2016-01-14,2016,journal article,Frontiers in psychology,16641078,Frontiers Media S.A.,Switzerland,Flore Bridoux; Nicole Stofberg; Deanne N. Den Hartog,"When investing in corporate social responsibility (CSR), managers may strive for a win-win scenario where all stakeholders end up better off, but they may not always be able to avoid trading off stakeholders' interests. To provide guidance to managers who have to make tradeoffs, this study used a vignette-based experiment to explore stakeholders' intention to associate with a firm (i.e., buy from or become an employee) that trades off CSR directed at the stakeholders' own group (self-directed CSR) and CSR directed at another stakeholder group (other-directed CSR). Results show that stakeholders were not systematically more attracted to a firm that favors their own group over another stakeholder group. Specifically, stakeholders' other-orientation moderated their reaction to tradeoffs: stakeholders higher on other-orientation were willing to forego some material benefits to associate with a firm that treated suppliers in developing countries significantly better than its competitors, whereas stakeholders lower on other-orientation were more attracted to a firm favoring their own stakeholder group. Other-orientation also moderated reactions to tradeoffs involving the environment, although high CSR directed at the environment did not compensate for low self-directed CSR even for stakeholders higher on other-orientation. Second, the vignette study showed that trust mediated the relationship between tradeoffs and stakeholders' reactions. The study contributes first and foremost to the burgeoning literature on CSR tradeoffs and to the multimotive approach to CSR, which claims that other motives can drive stakeholders' reactions to CSR in addition to self-interest. First, it provides further evidence that studying CSR tradeoffs is important to understand both (prospective) employees' and customers' reactions to CSR-related activities. Second, it identifies other-orientation as a motive-related individual difference that explains heterogeneity in stakeholders' reactions to CSR. These findings suggest several avenues for future research for organizational psychologists interested in organizational justice. Third, it investigates trust as a mediating mechanism. Fourth, it reveals differences in stakeholders' reactions depending on which other stakeholder group is involved in the tradeoff. For practice, the findings suggest that tradeoffs are important because they influence which stakeholders are attracted to the firm.",6,1992,1992,1992,Environmental resource management; Competitor analysis; Corporate social responsibility; Psychology; Marketing; Stakeholder theory; Microfoundations; Organizational justice; Self-interest; Developing country; Vignette,consumers; corporate social responsibility; micro-CSR; microfoundations; other-orientation; prospective employees; stakeholder theory; tradeoffs,,,,https://europepmc.org/articles/PMC4712297 https://repub.eur.nl/pub/119331 http://dx.doi.org/10.3389/fpsyg.2015.01992 https://doaj.org/article/d66d353774bf417e800b018f82455730 http://journal.frontiersin.org/article/10.3389/fpsyg.2015.01992/abstract https://philpapers.org/rec/BRISRT https://dx.doi.org/10.3389/fpsyg.2015.01992 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4712297/ https://www.frontiersin.org/articles/10.3389/fpsyg.2015.01992/full https://www.academia.edu/62380821/Stakeholders_Responses_to_CSR_Tradeoffs_When_Other_Orientation_and_Trust_Trump_Material_Self_Interest https://pure.uva.nl/ws/files/2704567/168766_Bridoux_Stofberg_Den_Hartog_2016_Stakeholders_responses_to_CSR_tradeoffs_FRONTIERS_IN_PSYCHOLOGY.pdf https://core.ac.uk/display/43816637 https://dare.uva.nl/record/1/507113 https://www.frontiersin.org/articles/10.3389/fpsyg.2015.01992/pdf https://core.ac.uk/download/pdf/82854302.pdf,http://dx.doi.org/10.3389/fpsyg.2015.01992,26834657,10.3389/fpsyg.2015.01992,2269728413,PMC4712297,0,000-624-573-283-577; 002-809-469-932-42X; 002-821-366-510-576; 002-929-446-634-493; 003-143-175-232-995; 003-571-789-205-730; 004-195-929-360-645; 004-624-885-037-821; 005-006-112-224-551; 005-495-093-612-996; 005-553-153-856-945; 006-046-121-647-209; 007-291-996-898-41X; 007-699-515-339-844; 007-945-454-031-15X; 007-994-906-707-95X; 008-393-841-235-455; 009-024-987-910-508; 009-527-901-429-241; 010-329-824-265-48X; 010-389-684-051-563; 011-226-588-612-148; 011-364-981-161-852; 011-829-603-506-558; 013-665-483-040-275; 013-796-317-992-537; 014-343-045-734-116; 015-444-857-221-251; 017-134-002-617-946; 017-959-546-669-433; 018-261-361-571-431; 019-605-734-016-59X; 019-806-548-132-918; 024-208-010-945-520; 024-388-806-468-644; 025-885-727-820-308; 026-188-326-311-687; 026-411-989-872-812; 026-431-301-391-040; 028-770-207-074-11X; 031-080-587-181-477; 032-027-345-102-709; 032-587-781-576-199; 032-779-497-658-310; 033-243-264-642-618; 034-884-431-260-18X; 035-036-104-069-85X; 036-251-102-675-504; 036-412-868-663-165; 040-966-221-976-039; 041-656-432-752-61X; 042-180-743-560-055; 043-575-280-864-433; 043-605-651-281-566; 043-927-835-324-825; 044-388-244-524-004; 046-831-003-317-959; 048-006-880-014-725; 049-113-680-303-995; 050-199-112-545-182; 051-290-210-484-436; 051-579-452-365-859; 054-744-184-822-931; 056-126-178-605-45X; 058-713-831-539-600; 061-331-488-401-843; 061-962-780-079-67X; 062-777-472-155-775; 064-116-058-215-538; 066-362-949-771-921; 067-736-898-510-464; 068-304-107-991-511; 069-497-872-046-744; 069-533-155-665-652; 069-750-570-548-411; 073-289-182-442-377; 076-334-983-849-141; 076-931-367-462-707; 077-920-649-408-285; 082-413-883-596-565; 084-666-286-655-959; 086-192-193-330-056; 086-900-917-010-969; 088-049-228-430-614; 089-121-317-233-276; 089-334-223-623-774; 089-482-272-400-109; 091-689-468-912-106; 092-459-737-286-258; 093-988-809-128-321; 095-988-536-232-088; 097-565-104-573-629; 100-828-378-898-496; 101-309-402-693-725; 102-798-766-852-770; 105-402-224-691-568; 107-104-671-850-660; 109-536-650-113-145; 111-976-956-395-094; 115-373-591-444-545; 116-964-805-506-416; 117-416-703-852-827; 122-413-610-326-358; 124-691-261-362-889; 127-330-379-380-746; 134-846-311-342-63X; 137-939-668-930-698; 138-924-683-034-714; 145-756-205-275-525; 146-267-791-584-388; 147-244-326-512-236; 148-223-435-969-407; 151-738-450-807-335; 152-756-459-445-356; 158-477-404-015-70X; 169-597-990-368-588; 170-287-577-916-60X; 176-565-443-517-318; 191-370-710-675-251,33,true,cc-by,gold
002-881-122-600-625,Influence of social media marketing on the performance of hotel industry: a study in Chandigarh Tri-city,2020-04-30,2020,journal article,International Journal for Research in Engineering Application & Management,24549150,IJREAM Publishing House,,,"<jats:p>This research paper illustrates the need of social media marketing in expanding the hotel businesses of the Chandigarh tri-city. Internet services being present in the tri-city allow the effective implementation of digital marketing strategy. This research paper highlights the available of swift transportation facilities, tourist sites, and technological parks as the primary factors leading to the emergence of hotel businesses in the tri-city. The research paper involves conduction of online survey to evaluate the indulgence on varied age group in social media platforms like Facebook and Snap chat. Also, implication of CSR marketing strategies and collaboration between IT and marketing departments in an organization to improve the social media based business promotions have been illustrated in this study. On the other hand, the paper also discusses the CSR driven marketing strategies aid to provide a competitive advantage to hotel businesses by ensuring recognition from social influencers due to the community welfare oriented business methods. Thus, organizations in the hospitality sector who are able to promote their community service driven programs on social media platforms receive stakeholder recognition.</jats:p>",,,401,408,Social media; Business; Marketing; Hospitality; Digital marketing; Influencer marketing; Marketing strategy; Tourism,,,,,,http://dx.doi.org/10.35291/2454-9150.2020.0322,,10.35291/2454-9150.2020.0322,,,0,,0,true,,gold
002-937-594-121-083,Conceptual Analysis of Moderator and Mediator Variables in Business Research,,2016,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Mohammad Namazi; Navid Reza Namazi,"Abstract The major purpose of this article is to expand the domain of the business research by providing conceptual analysis of the moderating and mediating variables and exploring their potent effects in business research. To provide specific implications, Kang et al. (2015) model with respect to Balanced Scorecard technique is conceptually extended. Theoretical foundation of the moderating, mediating, and their major distinctions along with appropriate statistical tests applicable to each situation are also provided. The model is also extended to analyzing interaction effects of Mediated-Moderation and Moderated-Mediation designs and their testing. The article concludes that: 1) the nature of complex business problems will be more transparently captured by considering moderating and mediating variables, 2) without specifying moderating and mediating variables, business models are incomplete and therefore are not able to solve real business obstacles. Lack of inclusion of moderating and mediating effects is one viable reason which indicates why most business models do not function in real practice, 3) moderating and mediating variables are widening the scope of the prevalent business theories, and 4) moderating and moderating variables makes it possible to respond to the inquiries regarding “when” “how” and “why” a particular relationship exists between the independent and dependent variables. Hence, this study posits great impacts in future correlational and experimental studies in business.",36,,540,554,Psychology; Balanced scorecard; Moderated mediation; Variables; Scope (project management); Public relations; Business model; Knowledge management; Function (engineering); Statistical hypothesis testing; Moderation,,,,,https://www.sciencedirect.com/science/article/pii/S2212567116300648 https://www.academia.edu/24544832/Conceptual_Analysis_of_Moderator_and_Mediator_Variables_in_Business_Research https://doi.org/10.1016/s2212-5671(16)30064-8 https://www.sciencedirect.com/science/article/abs/pii/S2212567116300648 http://www.sciencedirect.com/science/article/pii/S2212567116300648 https://core.ac.uk/download/pdf/82016191.pdf,http://dx.doi.org/10.1016/s2212-5671(16)30064-8,,10.1016/s2212-5671(16)30064-8,2305652456,,0,001-241-442-989-869; 005-805-453-463-041; 007-273-590-602-966; 008-153-011-958-563; 010-539-180-893-389; 011-035-813-072-431; 013-665-483-040-275; 014-169-327-431-542; 015-350-324-818-920; 024-815-787-987-361; 025-724-556-647-792; 032-522-559-374-329; 035-489-541-576-923; 045-430-982-639-367; 056-745-448-836-198; 061-019-206-773-176; 061-331-488-401-843; 065-505-826-540-401; 066-615-798-182-064; 074-195-055-209-803; 075-136-947-247-270; 080-556-669-565-413; 083-657-888-475-751; 105-752-120-197-936; 116-294-637-759-923; 127-852-999-397-272; 138-334-704-586-850; 160-439-940-472-562; 182-074-558-784-695; 182-936-640-390-771; 185-057-543-972-137; 188-116-748-462-364,48,true,cc-by-nc-nd,gold
003-035-335-727-973,Online Brand Communities: A Literature Review☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Stefano Brogi,"Abstract Competition in the global market is driving companies to find innovative approaches to business. The Internet explosion resulted in the transition from physical business places (companies, shops, etc.) to a virtual ones, creating new sources of competitiveness for those companies that are able to take advantage of this opportunity. Among them, one of the most promising is the online brand communities, born from the combination of conventional (physical) brand communities and Web 2.0 technologies. Indeed, a company exploitation of the online brand communities can hugely increase knowledge about customer needs, preferences and desires (actual and potential). This paper presents a literature review on online brand communities focusing on their distinctive characteristics. We highlight the managerial implications related to the exploitation of online brand communities, identifying which set of key factors companies should leverage on in order to improve their business.",109,,385,389,The Internet; Advertising; Business; Brand awareness; Marketing; Brand equity; Customer needs; Key factors; Reputation; Brand management; Leverage (finance),,,,,https://www.sciencedirect.com/science/article/pii/S1877042813051094 http://www.sciencedirect.com/science/article/pii/S1877042813051094 https://www.sciencedirect.com/science/article/pii/S1877042813051094#! https://core.ac.uk/display/82452128 https://core.ac.uk/download/pdf/82452128.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.477,,10.1016/j.sbspro.2013.12.477,2001232207,,0,004-145-958-679-641; 004-570-739-348-604; 008-267-969-991-009; 010-214-972-429-618; 012-989-276-970-909; 015-329-722-494-910; 019-459-340-103-006; 025-684-388-421-239; 029-087-521-375-666; 029-465-031-042-004; 030-528-078-329-302; 033-112-681-748-341; 034-108-524-378-943; 035-165-386-899-931; 039-674-401-428-224; 045-721-746-626-951; 059-815-018-073-098; 063-884-020-980-694; 065-307-450-726-701; 066-810-642-558-903; 068-553-268-934-785; 070-637-056-059-835; 081-743-390-892-142; 087-117-298-554-44X; 088-022-078-480-367; 097-966-904-549-667; 098-176-629-648-133; 106-119-426-422-342; 113-544-364-174-558; 121-208-879-829-725; 126-912-324-781-044,34,true,,gold
003-172-689-929-661,Business attitudes towards funding ecosystem services provided by urban forests,,2018,journal article,Ecosystem Services,22120416,Elsevier BV,Netherlands,Helen Davies; Kieron J. Doick; Malcolm D. Hudson; Marije Schaafsma; Kate Schreckenberg; Gregory Valatin,"Urban trees and woodlands provide a wide range of ecosystem services (ES) to society, for example, flood risk reduction, air purification, and moderation of urban heat islands. Despite this, local government budgets for tree planting and maintenance have declined in many cities throughout the world. Thus far, the academic literature has largely ignored whether businesses are willing to help fund urban forests and the ES they provide. Business financing via payments for ecosystem services (PES) within the urban realm is also under-researched and lacking in practice. This study aims to address these research gaps. Semi-structured interviews were carried out with 30 businesses of varying sizes and sectors, operating in Southampton, UK. Respondents thought a public-private partnership would be feasible, with a focus on voluntary payments towards enhancing air quality, reducing flood risk, and improving aesthetics. Respondents would prefer to choose from a list of location-specific, cost-effective, monitored projects to fund directly, for marketing and/or corporate social responsibility purposes. To facilitate business funding of urban forest-based ES, clear communication of the expected environmental benefits and a strong business case are required, drawing on the experience of similar initiatives. From our findings, we recommend the piloting and analysis of such PES schemes.",32,,159,169,Corporate social responsibility; Business; Payment; Urban forest; Local government; Business case; Ecosystem services; General partnership; Tree planting; Environmental planning,,,,,https://www.sciencedirect.com/science/article/abs/pii/S2212041617307076 https://ideas.repec.org/a/eee/ecoser/v32y2018ipbp159-169.html https://econpapers.repec.org/RePEc:eee:ecoser:v:32:y:2018:i:pb:p:159-169 https://eprints.soton.ac.uk/422668/ https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2F90bed912-fd6b-41e8-88a0-d420e6054c44 https://research.vu.nl/en/publications/business-attitudes-towards-funding-ecosystem-services-provided-by https://www.sciencedirect.com/science/article/pii/S2212041617307076 https://core.ac.uk/download/160275519.pdf,http://dx.doi.org/10.1016/j.ecoser.2018.07.006,,10.1016/j.ecoser.2018.07.006,2886852981,,0,003-053-931-117-409; 003-898-813-424-971; 006-101-808-205-756; 006-280-175-099-004; 007-124-394-604-172; 009-883-149-185-218; 012-673-175-153-298; 014-972-546-828-999; 015-202-908-143-969; 020-127-948-138-105; 021-374-122-024-261; 023-051-932-296-767; 026-814-010-127-221; 027-007-186-822-995; 027-262-852-292-147; 031-599-305-843-374; 031-964-331-233-871; 035-264-285-811-711; 035-486-796-728-630; 037-550-015-414-716; 037-848-726-473-239; 039-427-483-176-842; 040-047-306-624-481; 045-371-719-938-696; 047-362-173-646-656; 052-407-459-299-845; 053-391-364-620-053; 053-910-433-581-433; 055-049-908-854-392; 064-285-158-142-388; 065-087-846-691-347; 071-847-182-732-72X; 083-163-036-796-82X; 084-450-700-674-774; 098-450-207-730-304; 106-397-396-061-75X; 106-444-651-733-007; 107-274-748-521-438; 110-764-100-537-314; 110-770-916-303-984; 122-973-691-313-30X; 139-509-566-856-856; 142-747-643-705-851; 151-300-586-921-43X; 172-838-589-899-457; 177-071-147-203-433; 183-032-528-028-830; 192-040-628-915-759,15,true,cc-by,hybrid
003-276-274-566-121,Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences,2013-08-07,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Niamh Brennan; Doris M. Merkl-Davies; Annika Beelitz,"We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a 2-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction characterising a turn, i.e. denial, apology or excuse) and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other. We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in press releases by six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict.",115,4,665,679,Business ethics; Corporate social responsibility; Sociology; Stakeholder; Conversation; Excuse; Denial; Intertextuality; Public relations; Function (engineering); Social psychology,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=4394132 https://researchrepository.ucd.ie/handle/10197/4948 https://link.springer.com/article/10.1007/s10551-013-1825-9 https://researchrepository.ucd.ie/bitstream/10197/4948/1/04_30_Brennan_Merkl-Davies_Beelitz_Dialogism_and_Intertextuality_in_CSR.pdf https://econpapers.repec.org/article/kapjbuset/v_3a115_3ay_3a2013_3ai_3a4_3ap_3a665-679.htm https://research.bangor.ac.uk/portal/en/researchoutputs/dialogism-in-corporate-social-responsibility-communications-conceptualising-verbal-interaction-between-organisations-and-their-audiences(f0def0f9-1fa1-470a-948a-6d27949e28cc).html https://research.bangor.ac.uk/portal/files/7372698/PDB787-00.pdf https://link.springer.com/article/10.1007/s10551-013-1825-9/fulltext.html https://research.birmingham.ac.uk/en/publications/dialogism-in-corporate-social-responsibility-communications-conce https://philpapers.org/rec/BREDIC https://ideas.repec.org/a/kap/jbuset/v115y2013i4p665-679.html https://core.ac.uk/download/pdf/228892496.pdf,http://dx.doi.org/10.1007/s10551-013-1825-9,,10.1007/s10551-013-1825-9,2035824532,,0,010-321-499-951-964; 010-871-825-424-606; 012-805-278-438-570; 014-477-379-548-456; 016-620-973-977-714; 022-942-456-078-699; 024-570-018-064-172; 028-543-904-861-311; 035-177-364-825-032; 036-919-393-994-114; 037-286-363-835-103; 040-076-055-473-190; 042-016-394-208-373; 043-310-537-609-152; 044-079-267-894-172; 044-349-093-339-175; 044-844-857-345-996; 047-030-217-320-949; 050-487-180-921-537; 054-383-205-749-075; 054-578-520-377-646; 056-493-766-554-358; 059-963-608-933-099; 062-473-095-312-102; 064-091-717-837-982; 077-948-455-085-582; 079-214-206-228-407; 081-920-716-713-04X; 082-725-496-090-962; 082-815-961-326-23X; 086-514-019-962-778; 088-361-205-390-302; 088-919-850-566-219; 090-406-037-700-073; 095-018-514-537-30X; 102-779-852-089-624; 107-436-576-744-131; 108-771-737-734-626; 110-431-524-054-345; 116-206-192-371-578; 119-882-193-101-193; 123-501-909-133-856; 123-639-215-823-15X; 143-182-807-552-291; 151-737-772-776-418; 154-042-304-754-208; 156-645-352-736-739; 157-523-515-335-413; 164-020-839-739-587; 164-724-314-891-872,66,true,cc-by-nc-nd,green
003-599-044-380-598,Corporate Social Responsibility and Sustainable Development: A Study of Commercial Banks in Bangladesh,2019-01-10,2019,journal article,Applied Economics and Finance,23327308; 23327294,Redfame Publishing,,Ataur Rahman; Ashraful Islam,"This paper investigates the practices of Corporate Social Responsibility (CSR) by commercial banks in Bangladesh and the achievement of sustainable development through this practice. The motive of this descriptive research is to look at the framework of CSR areas and contribution by the state-owned and private commercial banks to those areas during 2011-2017. This study reveals that commercial banks contribution in CSR is increasing every year and new CSR areas are being concentrated on by commercial banks as part of their responsibility to the society and more and more focus is being given to important CSR areas to achieve sustainable development. This study also shows that there is a positive relationship between CSR and sustainable development. This research effort suggests that a precise guideline by the government about CSR expenditure, large corporation’s timely involvement in CSR activities and CSR disclosure in the bank’s annual report will fulfill the desired objectives of the business organizations. These will also ensure the successful and sustainable development of the country. These will also ensure successful and sustainable development of the country.",6,2,6,14,Accounting; Corporate social responsibility; Descriptive research; Business; Government; Annual report; Corporation; Positive relationship; Sustainable development,,,,,https://www.redfame.com/journal/index.php/aef/article/download/3849/4350 https://redfame.com/journal/index.php/aef/article/view/3849 https://core.ac.uk/download/pdf/228084740.pdf,http://dx.doi.org/10.11114/aef.v6i2.3849,,10.11114/aef.v6i2.3849,2909553697,,0,,3,true,cc-by,gold
003-675-435-246-339,The Relationship Between Web Content and Web Accessibility at Universities: The Influence of Social and Cultural Factors,2017-05-28,2017,journal article,Social Science Computer Review,08944393; 15528286,SAGE Publications,United States,Pedro Lorca; Javier De Andrés; Ana Belén Martínez,"This research assesses whether universities from varied cultures rank significantly different with respect to the quality of their web contents and with regard to their web accessibility (WA) level. Moreover, this article tests whether universities, which make stronger efforts to improve the quality of their web contents, also take into account WA issues to ease the access to such contents. We use a database containing 399 universities from 16 countries. Main results suggest that universities in Anglo-Saxon countries pay more attention to WA issues and that those in Germanic countries rank significantly higher with regard to web quality contents. On a global basis, there is a significant relationship between the level of accessibility at university webpages and the quality of the web contents. However, if countries are grouped, results are different. While in Germanic, Nordic, and Anglo-Saxon countries, there is no relation between the level of accessibility of university webpages and the quality of the w...",36,3,311,330,Rank (computer programming); Business; Web accessibility; Web page; Web content; Quality (business); Germanic Countries; Web quality; Public relations,,,,,https://journals.sagepub.com/doi/10.1177/0894439317710435 https://digibuo.uniovi.es/dspace/handle/10651/48830 http://journals.sagepub.com/doi/10.1177/0894439317710435 https://digibuo.uniovi.es/dspace/bitstream/10651/48830/1/The%20Relationship.pdf https://core.ac.uk/download/pdf/161645003.pdf,http://dx.doi.org/10.1177/0894439317710435,,10.1177/0894439317710435,2618563346,,0,000-766-007-010-914; 003-344-774-854-877; 004-448-960-257-905; 011-289-486-901-502; 013-622-015-274-257; 014-491-521-266-275; 015-017-819-587-192; 021-656-219-861-280; 022-186-749-026-592; 024-884-895-671-929; 026-628-449-018-68X; 027-204-887-820-637; 027-329-616-984-102; 032-378-801-374-156; 033-856-589-334-228; 034-050-085-347-125; 034-917-181-383-774; 035-556-471-787-086; 037-167-029-540-295; 040-477-605-889-113; 041-299-616-653-98X; 045-929-083-982-850; 048-495-572-653-496; 049-218-170-864-742; 051-451-624-994-043; 059-494-171-626-408; 060-534-044-167-156; 068-046-222-267-562; 069-092-722-678-396; 069-899-668-932-775; 078-493-918-553-564; 086-961-501-296-325; 092-213-573-134-951; 092-546-754-501-779; 100-072-532-695-56X; 102-414-099-908-113; 104-313-906-946-504; 116-931-535-075-968; 117-409-574-938-185; 123-715-146-356-229; 124-318-334-571-054; 130-221-268-439-149; 134-440-123-939-180; 142-445-431-670-323; 149-405-648-877-681; 152-998-806-848-734; 153-044-938-446-71X; 155-752-736-182-381; 165-482-306-955-925; 174-913-230-503-241,5,true,,
003-972-413-729-699,"Authoritarian state, global expansion and corporate social responsibility reporting: The narrative of a Chinese state-owned enterprise",,2018,journal article,Accounting Forum,01559982; 14676303,Informa UK Limited,Australia,Teng Li; Ataur Rahman Belal,"Abstract This case study examines why stand-alone Corporate Social Responsibility (CSR) reporting has been initiated in a Chinese state-owned enterprise (SOE). Chinese SOEs have been pioneering CSR reporting since the mid–2000 s and extant literature interprets its development as no more than a consequence of government interventions. However, there is a dearth of qualitative evidence illuminating the subtle interrelationships between the global, national and internal organisational dynamics mediating CSR reporting initiative of Chinese SOEs within the authoritarian state. To fill this gap, we provide a nuanced multi-level institutional analysis of the drivers underlying the initiation of CSR reporting within the case examined.",42,2,199,217,Accounting; Corporate social responsibility; Institutional theory; Government; Political science; China; Narrative; State (polity); Institutional analysis; Authoritarianism,,,,,https://EconPapers.repec.org/RePEc:eee:accfor:v:42:y:2018:i:2:p:199-217 https://www.tandfonline.com/doi/full/10.1016/j.accfor.2018.05.002 https://eprints.ncl.ac.uk/266961 https://eprints.whiterose.ac.uk/133474/ https://bura.brunel.ac.uk/bitstream/2438/16462/3/Fulltext.docx https://www.sciencedirect.com/science/article/pii/S0155998217301710 https://eprint.ncl.ac.uk/266961 https://ideas.repec.org/a/eee/accfor/v42y2018i2p199-217.html https://bura.brunel.ac.uk/handle/2438/16462 https://core.ac.uk/download/161126168.pdf,http://dx.doi.org/10.1016/j.accfor.2018.05.002,,10.1016/j.accfor.2018.05.002,2803949859,,0,001-442-062-943-886; 002-087-277-066-262; 003-382-742-912-398; 004-184-477-389-485; 004-460-239-193-354; 006-972-786-821-091; 008-809-195-430-462; 009-949-048-113-61X; 012-519-745-816-845; 015-271-876-692-523; 018-466-134-621-979; 018-633-424-296-938; 019-588-328-324-958; 021-919-538-033-564; 022-512-643-506-628; 027-827-119-143-849; 029-446-013-777-353; 032-808-881-722-233; 033-244-210-506-13X; 037-070-507-784-85X; 041-626-151-421-083; 043-906-778-050-14X; 043-952-753-267-251; 049-618-650-094-284; 053-270-435-185-909; 055-788-063-462-184; 056-199-186-766-066; 057-690-804-811-423; 058-348-251-533-066; 060-895-522-285-709; 062-248-607-237-775; 064-243-869-463-182; 065-006-858-589-211; 068-282-512-782-815; 070-324-134-786-062; 070-697-503-444-706; 071-056-777-506-667; 079-791-062-424-512; 081-525-020-629-042; 081-851-913-445-404; 082-240-653-506-365; 083-804-385-233-491; 084-337-409-577-771; 087-109-295-304-250; 089-571-454-475-915; 093-973-930-661-53X; 095-871-985-266-735; 096-870-308-291-812; 103-854-183-604-134; 104-578-894-717-483; 110-337-905-274-092; 113-849-247-645-661; 114-890-297-758-833; 115-482-499-323-938; 121-340-017-801-647; 123-700-015-783-843; 126-373-486-661-141; 130-090-627-871-471; 130-162-322-709-027; 137-142-252-339-871; 138-958-898-946-687; 140-152-638-698-68X; 141-089-950-543-604; 144-610-477-316-994; 149-558-917-660-390; 161-654-393-057-439; 163-282-370-360-29X; 169-492-683-594-269; 171-685-324-576-248; 176-400-162-173-170; 177-640-438-295-216; 181-398-343-204-694; 185-242-931-972-037; 186-743-383-364-816; 198-030-524-322-966,17,true,cc-by-nc-nd,green
003-983-123-543-259,Markets and Violence,2018-07-02,2018,journal article,Journal of Marketing Management,0267257x; 14721376,Informa UK Limited,United Kingdom,Subhabrata Bobby Banerjee,"In this commentary, I address different forms of corporate violence, in particular how some contemporary corporate practices result in violence. Violence is carried out often without impunity by a market-state nexus that enables accumulation by dispossession. Structural violence concentrates power on certain groups while creating a class of disposable labour. Epistemic violence involves using language and law to disempower specific groups of people. The state often uses instrumental violence to quell resistance. I discuss how violence operates in the political economy by discussing conflicts in the extractive industries.",34,11-12,1023,1031,Political economy; Corporate social responsibility; Nexus (standard); Political science; Social group; Power (social and political); State (polity); Structural violence; Accumulation by dispossession; Impunity,,,,,https://www.tandfonline.com/doi/pdf/10.1080/0267257X.2018.1468611 https://www.growkudos.com/publications/10.1080%25252F0267257x.2018.1468611/reader https://openaccess.city.ac.uk/id/eprint/20004/ https://core.ac.uk/download/159105950.pdf,http://dx.doi.org/10.1080/0267257x.2018.1468611,,10.1080/0267257x.2018.1468611,2810689187,,0,002-132-475-473-096; 004-651-428-567-10X; 006-596-454-646-155; 013-631-636-107-640; 016-411-180-460-079; 017-860-427-202-822; 023-723-515-674-252; 028-642-431-099-358; 031-441-979-670-596; 032-085-535-789-05X; 043-809-613-138-35X; 043-970-854-751-914; 046-743-119-751-175; 049-690-346-541-656; 053-742-469-562-904; 053-953-542-452-18X; 076-335-515-115-694; 082-171-985-858-889; 101-673-005-716-867; 117-960-864-294-87X; 120-181-570-036-66X; 136-609-255-174-97X; 145-823-769-085-150; 152-355-679-065-825; 160-427-780-968-99X; 172-834-858-691-980; 178-628-496-923-596; 188-203-909-664-377,8,true,cc0,green
004-121-835-462-606,"University Social Responsibility, University Image And Hight Education Performance",2020-04-21,2020,journal article,Indonesian Management and Accounting Research,24429724; 14118858,Universitas Trisakti,,Sunardi Sunardi,"The purpose of the study was to test empirically the direct and indirect influence of university social responsibility, university image and hight education performance. Data used primary data, using questionnaire instrument with total  respondents 138 people consisting of leaders of private universities (11 universities and 48 faculties), sample determination used purposive sampling technique, after validity and reliability test, the number of statements processed as many as 38 items. Furthermore, data processing was using Structural Equation Model with partial least square approach (PLS). The findings result showed that university social responsibility had positive and significant impact to the image of university, while university social responsibility influenced positively and insignificant to the height education performance, university image also had a positive and significant impact on the hight education performance. The limitations of this study did not consider the variable number of students, the total assets owned by the university and the ownership status of the university. The research results had implications in the preparation of university work program and budgeting process, as well as the university promotion tool.",18,1,62,78,Nonprobability sampling; Social responsibility; Psychology; Test (assessment); Work program; Sample (statistics); Medical education; Promotion (rank); Validity; Structural equation modeling,,,,,https://www.trijurnal.lemlit.trisakti.ac.id/imar/article/view/4081 https://www.trijurnal.lemlit.trisakti.ac.id/imar/article/download/4081/pdf https://core.ac.uk/download/pdf/267902540.pdf,http://dx.doi.org/10.25105/imar.v18i1.4081,,10.25105/imar.v18i1.4081,2970127231,,0,,3,true,cc-by-nc-sa,gold
004-191-667-951-315,Exploring the bi-directional relationship of stock return and sustainability performance through the sustainability risk lens (case of Indonesia),2019-11-10,2019,journal article,Jurnal Perspektif Pembiayaan dan Pembangunan Daerah,23558520; 23384603,"Faculty of Education and Teacher Training, Jambi University",,Sita Deliyana Firmialy; Sudarso Kaderi Wiryono; Yunieta Anny Nainggolan,"Sustainability investing has been evolved significantly since the last decade. The inclusion of social, environmental, and economic dimension into the portfolio screening criteria is stated as an essential strategy to increase the firms' financial performance. However, previous empirical evidence has gained a mixed result on this issue (i.e. positive, negative, and insignificant). This study contributes to the discussion by offering result on the heterogeneous effect of sustainability performance to the stock return, specifically through the sustainability risk lens. Sustainability risk is related to firm sustainability concern of not being able to perform in a ""sustainable manner"", thus related directly to the inefficiency within the firms, as well as the firms' idiosyncratic risk. Uniqueness contribution of this study is by offering the analysis in a disaggregated ways (i.e. separately examines the relationship between each sustainability performance dimensions and stock return), within portfolio level. Using large size of cross-sectional data (more than 400 companies over two years span of time) covered all non-financial sectors listed in the Indonesia Stock Exchange (IDX), we are able to confirm the notion of heterogenous sustainability performance within Indonesian firms. We also found evidence on the positive direction of an increase of social and economic performance to stock return. Meanwhile, environmental sustainability performance shows the contrast direction.",7,2,127,142,Financial economics; Business; Inclusion (education); Empirical evidence; Stock exchange; Dimension (data warehouse); Inefficiency; Portfolio; Sustainability; Systematic risk,,,,,https://online-journal.unja.ac.id/JES/article/view/7663 https://core.ac.uk/download/pdf/297665045.pdf,http://dx.doi.org/10.22437/ppd.v7i2.7663,,10.22437/ppd.v7i2.7663,2986984816,,0,000-622-423-217-305; 006-142-278-285-218; 010-189-902-518-111; 013-939-028-987-745; 013-997-035-039-976; 014-839-031-589-359; 015-993-111-835-11X; 019-806-548-132-918; 020-079-535-361-348; 020-834-862-879-896; 023-076-082-100-65X; 027-208-805-619-111; 029-947-399-889-838; 033-617-817-217-106; 033-681-271-110-388; 044-161-762-520-250; 046-992-105-871-253; 047-504-370-922-93X; 055-773-672-952-080; 057-726-555-355-181; 058-933-124-979-281; 061-829-988-617-171; 082-815-961-326-23X; 086-926-774-596-338; 089-785-531-787-810; 094-512-199-008-375; 103-677-632-250-120; 115-170-653-019-035; 116-870-074-840-922; 120-751-459-476-095; 134-518-787-460-743,1,true,cc-by,gold
004-207-074-080-802,Corporate Social Responsibility in the Framework of Quality Management,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Irina Frolova; Inga Lapina,"Abstract Quality management system (QMS) provide a framework for implementing corporate social responsibility (CSR) strategy in all management levels of organization, that create basis for establishment of sustainable development policy and related activities. Key for organizational excellence is the combination of focusing on quality in the process level and following the needs of stakeholders, giving the valuable contribution to the well-being of society. The aim of the research is to analyse concept of CSR in the context of organizational quality management system. This article presents the literature review on CSR definitions, organization excellence and sustainability concepts. The research showed that implementing employee-related CSR activities in quality management system of organization is the best alternative which helps to minimize staff rotation and improve the quality of processes and the overall performance of organization. Quality management system framework allows maintaining, monitoring and evaluating continuous effect and execution of CSR principles, and including CSR strategies in organizational policy.",156,,178,182,Corporate social responsibility; Business; Quality policy; Quality management system; Excellence; Quality (business); Sustainable development; Knowledge management; Sustainability; Quality management,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814059862 https://core.ac.uk/display/81956102 https://core.ac.uk/download/pdf/81956102.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.166,,10.1016/j.sbspro.2014.11.166,2013998637,,0,020-885-011-437-897; 031-525-890-033-169; 034-241-240-247-565; 063-417-649-291-236; 080-289-680-843-118; 082-815-961-326-23X; 086-285-005-719-092; 093-369-183-261-944; 103-768-779-950-459; 104-303-239-152-807; 107-274-748-521-438; 133-720-896-972-10X; 135-930-663-570-626; 142-190-302-318-313,17,true,,gold
004-246-311-092-72X,THE EFFECT OF CSR HOTEL DEVELOPMENT ON MICRO BUSINESS POTENTIAL IN ENVIRONMENTAL CONSERVATION,2019-04-08,2019,journal article,"International Journal of Economics, Business and Accounting Research (IJEBAR)",26141280; 26224771,STIE AAS Surakarta,,Johny Subarkah; Ravik Karsidi; Kuncoro Diharjo; Drajat Tri Kartono,"Companies that are engaged in the tourism or hospitality industry sector are also not inferior to implement CSR activities. The development of CSR in the tourism sector, especially hotels, does not run as fast as other business sectors. Social responsibility is an important thing that needs to be considered for the progress of a country and region in particular. The research method used is quantitative. The data used are questionnaires distributed to customers and through direct interviews with farmers micro-entrepreneurs who are partners for Lorin Solo Hotels, Sahid Jaya Solo Hotels and New Kuta Hotels in Bali. The results of the study show that the Development of CSR Hotels has a significant positive effect on the Empowerment of Farmers Micro Enterprises in Environmental Conservation. This means that through the CSR hotel development activities carried out it will have a good effect and make the name of the hotel can be large in the eyes of the wider community and Micro Farmers also become more empowered.; Keywords: Development of CSR Hotels, Empowerment of Farmers Micro Enterprises",3,01,25,37,Business sector; Corporate social responsibility; Business; Social responsibility; Tourism; Empowerment; Research method; Hospitality industry; Environmental protection,,,,,https://jurnal.stie-aas.ac.id/index.php/IJEBAR/article/view/446 https://jurnal.stie-aas.ac.id/index.php/IJEBAR/article/download/446/258 https://core.ac.uk/download/pdf/230490802.pdf,http://dx.doi.org/10.29040/ijebar.v3i01.446,,10.29040/ijebar.v3i01.446,2946818433,,0,008-627-005-448-593; 019-806-548-132-918; 163-529-639-649-240,0,true,cc-by,gold
004-306-793-593-27X,Sustainable and socially responsible business: doable reality or just a luxury? An exploratory study of the Bangladeshi manufacturing SMEs,,2018,journal article,"World Review of Entrepreneurship, Management and Sustainable Development",17460573; 17460581,Inderscience Publishers,United Kingdom,Nazmul Hasan,"Drawing on the ISO 26000: 2010 – Guidance on Social Responsibility, this study investigates the extent to which Bangladeshi manufacturing SMEs are incorporating sustainability into their day-to-day business activities. The findings reconfirm the existence of the so called ‘attitude-behaviour’ gap. The barriers that hinder the sustainable engagement of SMEs include corruption, a weak regulatory environment, inefficient or ill-suited government and external support, and a lack of awareness of the environmental aspects of SR. In addition, this research reveals that Bangladeshi manufacturing SMEs do, to a certain degree, implement sustainability; only those few issues that suit the owner-managers’ personal motives are addressed, while some others are neglected. Finally, it has been found that the business type and size, and the owner-managers’ educational attainments have no significant influence on the degree of adoption of sustainable and socially responsible business practices by Bangladeshi manufacturing SMEs.",14,4,473,506,Business; Social responsibility; Government; Marketing; Corruption; ISO 26000; Business activities; Sustainability; Developing country; Exploratory research,,,,,http://nectar.northampton.ac.uk/id/document/24153 https://www.inderscienceonline.com/doi/abs/10.1504/WREMSD.2018.093570 https://ideas.repec.org/a/ids/wremsd/v14y2018i4p473-506.html https://researchportal.bath.ac.uk/en/publications/sustainable-and-socially-responsible-business-doable-reality-or-j http://nectar.northampton.ac.uk/9788/ https://pure.northampton.ac.uk/en/publications/sustainable-and-socially-responsible-business-doable-reality-or-j https://core.ac.uk/download/211247956.pdf,http://dx.doi.org/10.1504/wremsd.2018.10014584,,10.1504/wremsd.2018.10014584,2778406033,,0,000-743-503-529-22X; 003-488-836-029-614; 004-653-353-125-268; 008-202-249-220-743; 009-344-383-582-833; 009-426-422-045-272; 016-774-201-383-07X; 018-392-325-202-807; 020-633-511-474-298; 021-919-538-033-564; 022-373-285-369-522; 029-023-178-644-204; 030-412-132-629-193; 038-522-465-409-410; 042-591-020-042-891; 043-953-814-281-511; 057-496-725-278-342; 057-795-605-434-398; 061-446-699-618-401; 061-542-566-905-829; 067-760-150-764-990; 067-945-242-728-795; 068-152-893-061-45X; 068-282-512-782-815; 069-203-448-310-773; 070-075-471-836-759; 072-241-716-502-065; 076-100-506-906-893; 076-443-051-703-807; 077-309-721-514-378; 084-001-293-941-148; 092-987-846-107-430; 096-255-977-244-314; 101-299-425-939-891; 108-587-733-502-588; 110-156-303-412-926; 111-387-912-309-750; 112-198-854-498-875; 114-483-148-297-676; 116-343-258-336-689; 118-132-922-554-872; 118-249-877-400-725; 122-068-609-968-324; 131-179-217-705-398; 137-100-740-938-309; 137-676-353-846-094; 150-091-765-683-604; 175-332-447-328-430; 189-576-339-823-951,0,true,,green
004-657-713-668-02X,University Teachers’ Perceptions Towards Teaching Business Ethics,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Imran Ali; Georgiana Grigore; Jamilah Ahmad,"Abstract Business ethics are the moral principles that apply to all aspects of business environment at individual and organizational level. The emergence of large multinationals, with limited relationships and sensitivity to the community, enforced the need for formal business ethics. The study addresses basic controversies and perceptions regarding teaching of business ethics and the role of the educational system in teaching business ethics. The current study examines the perceptions among university teachers’ regarding the teaching of business ethics to business graduates. This is an exploratory study which is conducted in different business schools of Pakistan. The primary data regarding university teachers’ perception towards business ethics is collected through structured survey questionnaires. Confirmatory factor analysis (CFA) is conducted to check the validity of data and the scale. The study found strong motivation among university teachers to incorporate business ethics in the curriculum of various business related subjects, in order to build strong ethical characters for our future business leaders and managers. The important findings of the study are also discussed in detail as well the applications and implications of the study.",46,,3637,3641,Business ethics; Psychology; Pedagogy; Business relationship management; Public relations; Confirmatory factor analysis; Curriculum; Business education; Business economics; Exploratory research; Information ethics,,,,,https://www.sciencedirect.com/science/article/pii/S1877042812018551 https://core.ac.uk/display/82323124 http://www.sciencedirect.com/science/article/pii/S1877042812018551 https://core.ac.uk/download/pdf/82323124.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.06.119,,10.1016/j.sbspro.2012.06.119,1969963688,,0,000-417-146-642-641; 004-704-028-599-272; 005-202-209-962-954; 022-824-597-814-568; 038-663-437-250-413; 038-965-997-877-672; 039-175-826-643-281; 040-726-049-888-113; 041-049-866-599-961; 041-615-730-834-815; 043-331-759-433-423; 045-923-820-550-277; 047-460-128-505-546; 047-469-528-445-109; 062-777-472-155-775; 073-557-838-510-458; 080-361-191-972-828; 082-751-137-372-588; 082-815-961-326-23X; 090-051-859-999-588; 090-235-311-229-525; 107-274-748-521-438; 113-238-379-616-384; 138-629-372-114-950; 139-641-412-398-758; 142-211-905-520-211; 160-264-524-121-825; 167-727-458-823-513; 172-973-447-899-39X; 188-427-446-176-651,3,true,,gold
004-804-865-992-264,Human Resource Management Models: Aspects of Knowledge Management and Corporate Social Responsibility☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Inga Lapiņa; Gunta Maurāne; Olga Stariņeca,"Over time, changes have affected not only the attitude towards people employed in organizations and the knowledge and intellectual capital, but also social values and responsibility. The aim of the paper is to analyse and assess the aspects of knowledge management and corporate social responsibility and their development in different human resource management (HRM) models. While researching the issue of HRM impact on the organizational performance, the authors have analysed several HRM models that show the relationship between HRM practices, the factors influencing their choice, and the organizational outcomes. The models differ with the unitary approach, which believes that employees and employers share the same interests, or with the pluralistic approach, which admits that different groups may have different interests.",110,,577,586,Corporate social responsibility; Business; Organizational performance; Human resource management; Intellectual capital; Knowledge management; Social value orientations; Unitary state,,,,,https://www.sciencedirect.com/science/article/pii/S1877042813055420 https://core.ac.uk/display/82296428 https://cyberleninka.org/article/n/1094881.pdf https://cyberleninka.org/article/n/1094881 https://core.ac.uk/download/pdf/82296428.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.902,,10.1016/j.sbspro.2013.12.902,2115562871,,0,004-747-694-592-048; 007-728-488-152-637; 007-935-478-667-081; 009-643-338-931-897; 010-244-707-917-458; 013-812-899-271-496; 017-263-319-472-192; 021-219-618-915-818; 022-954-739-585-779; 023-089-585-943-651; 025-275-159-850-067; 025-635-770-252-498; 037-514-320-344-592; 044-987-070-641-650; 045-192-541-696-963; 046-164-887-653-950; 050-698-489-956-308; 055-127-219-449-931; 057-613-952-980-692; 063-582-071-179-473; 071-100-894-984-559; 071-314-934-233-914; 072-825-764-455-047; 074-183-773-055-978; 078-932-546-977-164; 098-522-606-123-333; 100-994-300-632-579; 101-197-424-843-84X; 104-178-908-143-327; 104-303-239-152-807; 105-078-607-181-424; 108-360-255-257-170; 127-356-618-215-912; 135-788-976-441-521; 136-343-260-700-422; 138-589-658-090-057; 139-445-061-621-082; 139-641-412-398-758; 142-610-059-467-391; 187-635-012-428-890; 198-535-017-630-108,30,true,cc-by-nc-nd,gold
004-831-722-944-330,SME stakeholder relationship descriptions in website CSR communications,2015-06-01,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Craig M. Parker; Emilia Bellucci; Ambika Zutshi; Luba Torlina; Bardo Fraunholz,"Purpose – The aim of this paper is to report on an exploratory, qualitative study of how small and medium enterprises (SMEs) describe their firm’s relationships with or impact on stakeholders when communicating corporate social responsibility (CSR) on their websites. Design/methodology/approach – Qualitative content analysis was conducted on 22 Australian SME websites from the information media and telecommunications sector. Stakeholder theory was used as the basis for analysis. Findings – An important aspect of CSR communication is reporting the firm’s relationships with stakeholders such as society/communities, ecological environment, employees, customers and suppliers. This paper provides insights into how these relationships are manifested in SME website communications. For example, three-way relationships between the firm and stakeholders were described on some websites, but few explained the impact of their CSR on stakeholders. Research limitations/implications – This study concentrated on identifying the CSR communication on websites from one industry sector in Australia. These limitations provide the basis for future research to explore and compare CSR communication on websites by SMEs from other industry sectors and countries. Practical implications – The findings offer SME owner-managers ideas on different ways they can incorporate details of stakeholder relationships in CSR website communications. Originality/value – There has been little research on how SMEs use channels such as websites to communicate CSR. This paper addresses this gap in knowledge by providing insights into how SMEs describe stakeholder relationships in CSR website communications.",11,2,364,386,Corporate social responsibility; Business; Stakeholder theory; Qualitative research; Stakeholder; Value (ethics); Originality; Industry sector; Public relations; Small and medium-sized enterprises,,,,,https://www.emerald.com/insight/content/doi/10.1108/SRJ-09-2013-0114/full/html http://www.emeraldinsight.com/doi/full/10.1108/SRJ-09-2013-0114 http://dro.deakin.edu.au/view/DU:30073804 https://EconPapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:2:p:364-386 https://ideas.repec.org/a/eme/srjpps/v11y2015i2p364-386.html https://dro.deakin.edu.au/eserv/DU:30073804/parker-smestakeholderrelationship-2015.pdf http://hdl.handle.net/10536/DRO/DU:30073804,http://dx.doi.org/10.1108/srj-09-2013-0114,,10.1108/srj-09-2013-0114,1823653210,,0,011-398-481-468-124; 013-880-860-526-943; 015-053-326-619-406; 016-047-754-544-514; 016-539-320-665-846; 021-419-162-478-846; 023-162-158-318-307; 024-115-867-513-759; 029-084-676-938-757; 029-259-838-795-819; 031-931-150-160-676; 035-982-342-731-07X; 037-372-389-636-410; 038-413-677-261-46X; 040-204-464-759-783; 041-067-573-314-95X; 043-806-610-336-736; 045-385-511-579-046; 045-754-631-412-145; 046-143-807-991-034; 046-772-301-984-656; 053-440-685-088-799; 056-316-761-707-960; 057-593-742-483-983; 061-393-471-428-365; 062-974-651-907-744; 064-091-717-837-982; 066-456-212-580-773; 066-732-680-654-217; 069-359-566-933-120; 071-696-993-473-340; 075-198-992-017-507; 076-590-599-359-204; 079-712-280-640-83X; 085-431-118-509-880; 093-609-408-380-865; 094-021-549-671-745; 095-744-481-844-536; 101-299-425-939-891; 115-240-829-801-911; 122-959-728-695-831; 127-356-618-215-912; 132-561-793-759-363; 134-754-639-144-76X; 135-480-647-962-384; 137-972-525-408-784; 147-713-623-291-803; 154-481-099-454-883; 159-060-830-374-409; 159-952-073-477-067; 162-946-221-237-813; 165-987-707-544-100; 181-490-550-450-523; 190-171-825-825-960,21,true,,green
004-917-804-850-319,CSR: the co-evolution of grocery multiples in the UK (2005-2010),2014-02-25,2014,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Nadeem Khan; Nada K. Kakabadse,"Purpose – The purpose of this paper is to investigate if CSR is balanced between firm and wider society interests. Design/methodology/approach – A qualitative interpretive hermeneutic approach is used to analyse a variety of publically published secondary sources on the CSR of Tesco, Sainsburys, Morrisons and Co-operative in the UK grocery multiple sector (2005-2010). Findings – CSR strategic outcomes currently favour the firm more than society interests. A multilayered framework in the form of Social Responsibility of the Corporation (SRC) is designed and offered in support of balancing the business-society relationship more evenly. Research limitations/implications – This study is limited to firms originating from within the UK grocery multiple sector. Asda could not be included in the study as it does not publish CSR reports annually in the UK after becoming part of Walmart group. Practical implications – A framework for multi-level standardised definition of CSR in the form of SRC is offered. The incl...",10,1,137,160,Oligopoly; Variety (cybernetics); Corporate social responsibility; Social responsibility; Economics; Marketing; Multiple; Corporation; Practical implications; Publication,,,,,https://www.emerald.com/insight/content/doi/10.1108/SRJ-06-2012-0069/full/html http://www.emeraldinsight.com/doi/full/10.1108/SRJ-06-2012-0069 https://econpapers.repec.org/RePEc:eme:srjpps:v:10:y:2014:i:1:p:137-160 https://ideas.repec.org/a/eme/srjpps/v10y2014i1p137-160.html https://centaur.reading.ac.uk/id/eprint/36981 https://core.ac.uk/download/42148866.pdf,http://dx.doi.org/10.1108/srj-06-2012-0069,,10.1108/srj-06-2012-0069,2016332114,,0,000-277-554-149-539; 000-450-683-091-704; 003-125-367-586-377; 004-081-845-873-915; 004-224-091-364-852; 005-464-789-384-299; 006-129-726-370-023; 006-586-035-714-476; 006-610-575-659-487; 007-791-434-118-101; 008-524-014-553-30X; 011-096-538-051-634; 011-463-736-277-927; 011-744-107-821-978; 011-792-890-101-193; 012-159-854-751-52X; 013-530-727-633-352; 014-045-315-340-024; 014-141-656-429-350; 014-279-750-052-045; 014-343-045-734-116; 014-904-025-590-079; 018-863-250-761-345; 020-065-547-945-829; 021-152-599-102-702; 022-494-698-191-33X; 022-952-281-676-433; 024-268-735-513-72X; 026-672-649-352-891; 027-827-119-143-849; 028-078-913-966-35X; 030-274-274-746-616; 030-321-037-002-399; 031-056-510-096-362; 032-733-706-111-263; 033-965-534-178-021; 035-556-471-787-086; 035-915-412-272-543; 036-596-987-405-23X; 040-326-748-431-427; 042-072-762-227-145; 042-442-145-374-620; 043-256-959-885-822; 043-859-263-894-889; 046-095-871-162-069; 046-977-901-000-963; 047-307-748-236-518; 047-460-128-505-546; 048-728-798-928-135; 049-067-185-344-517; 050-199-112-545-182; 050-466-780-260-901; 053-922-836-444-941; 055-127-219-449-931; 060-902-722-350-141; 061-032-025-769-668; 061-825-673-671-714; 061-829-988-617-171; 062-110-807-031-390; 063-745-631-463-215; 064-195-089-887-677; 064-893-616-298-531; 065-350-850-229-329; 066-400-343-948-766; 066-455-014-478-327; 067-434-230-643-941; 068-425-025-915-92X; 069-834-365-728-104; 072-689-006-891-946; 073-058-605-500-754; 073-888-769-774-594; 074-789-033-230-01X; 075-677-147-794-104; 077-859-359-112-961; 079-018-009-131-149; 079-869-832-821-715; 079-877-967-594-740; 080-002-483-995-912; 080-665-877-144-245; 082-815-961-326-23X; 085-200-267-746-443; 086-981-675-517-851; 087-518-082-631-458; 088-919-850-566-219; 089-139-642-815-099; 089-154-973-376-620; 092-185-738-842-716; 092-655-847-198-572; 098-902-342-620-241; 099-085-870-469-302; 101-227-969-668-230; 101-460-783-630-753; 105-270-378-886-585; 105-613-091-019-769; 107-274-748-521-438; 110-502-326-347-134; 110-648-445-179-657; 115-373-591-444-545; 115-482-499-323-938; 117-001-005-660-049; 117-596-719-639-247; 118-013-216-581-193; 119-486-862-578-024; 121-105-044-692-423; 122-977-349-857-289; 128-197-551-414-351; 128-928-213-259-666; 129-315-763-484-205; 130-524-282-238-827; 131-921-300-807-372; 132-775-884-502-778; 134-895-603-560-322; 137-806-025-107-869; 139-641-412-398-758; 139-856-365-163-443; 145-505-150-080-723; 150-756-983-846-92X; 151-737-772-776-418; 155-701-487-320-455; 159-481-003-864-354; 159-869-257-041-180; 163-799-805-785-062; 165-284-212-765-701; 166-405-723-185-236; 168-663-311-572-277; 173-201-985-843-461; 193-660-223-550-046; 194-549-228-883-932; 195-459-088-993-271; 197-826-161-072-95X,5,true,,green
005-050-436-763-357,Towards Effective Models and Enforcement of Corporate Social Responsibility in Ethiopia,2020-12-31,2020,journal article,Mizan Law Review,2309902x; 19989881,African Journals Online (AJOL),,Alemayehu Yismaw Demamu,"Corporate Social Responsibility (CSR) is a concept whereby companies regard stakeholder interests in reaching corporate decisions on voluntary basis. Even though CSR is not alien to Ethiopians who are known for their philanthropic and charitable activities, there is no law that expressly requires CSR standards and thresholds. Provisions of the 1960 Commercial Code and other domestic laws show that Ethiopian companies have the option to comply with CSR in their core business strategy and decision making. To that end, companies, have either individually or at sector level, developed model codes of conduct and guidelines including CSR projects and initiatives. However, these are inadequate and they do not guarantee effective CSR behavior among companies. There is thus the need to adequately integrate CSR practices into their core business decisions, and meet the interests and legitimate expectations of their employees, creditors, customers, local communities, and the environment. I argue that the alternatives to ensure effective CSR regulation in Ethiopia are adopting the Enlightened Shareholder Value (ESV) which recognizes a CSR framework tighter than the existing shareholder primacy model, or the Responsible Stakeholder Model (RSM) which adopts more subtle and lighter principles than stakeholder model to demand CSR compliance.",14,2,276,309,Accounting; Corporate social responsibility; Business; Creditor; Stakeholder theory; Stakeholder; Core business; Shareholder primacy; Shareholder value; Enforcement,,,,,https://www.ajol.info/index.php/mlr/article/view/203638,http://dx.doi.org/10.4314/mlr.v14i2.4,,10.4314/mlr.v14i2.4,3127930313,,0,,0,true,cc-by-nc-nd,gold
005-176-784-330-543,Corporate citizenship and social responsibility policies in the United States of America,2017-03-06,2017,journal article,"Sustainability Accounting, Management and Policy Journal",20408021; 2040803x,Emerald,United Kingdom,Mark Anthony Camilleri,"Purpose; ; ; ; ; The aim of this case study is to outline relevant regulatory guidelines on environmental, social and governance issues in the USA. This contribution includes a thorough analysis of several institutional frameworks and guiding principles that have been purposely developed to foster corporate citizenship behaviours.; ; ; ; ; Design/methodology/approach; ; ; ; ; A case study methodology involved a broad analysis of US regulatory policies, voluntary instruments and soft laws that have stimulated organisations to implement and report their responsible behaviours.; ; ; ; ; Findings; ; ; ; ; This contribution ties the corporate citizenship behaviours with the institutional and stakeholder theories. The case study evaluated the US’s federal government, bureaus and its agencies’ policies on human rights, health and social welfare, responsible supply chain and procurement of resources, anticorruption, bribery and fraudulent behaviours, energy and water conservation practices as well as environmental protection, among other issues.; ; ; ; ; Research limitations/implications; ; ; ; ; Past research may have not sufficiently linked corporate citizenship with the corporate social responsibility (CSR) paradigm. This research reports how different US regulatory institutions and non-governmental organisations are pushing forward the social responsibility, environmental sustainability as well as the responsible corporate governance agenda.; ; ; ; ; Originality/value; ; ; ; ; This research critically analyses US policy and regulatory instruments including relevant legislation and executive orders that are primarily intended to unlock corporate citizenship practices from business and industry. It has also provided a conceptual framework for the corporate citizenship notion. In conclusion, it implies that there are business and political cases for corporate citizenship.",8,1,77,93,Business ethics; Corporate social responsibility; Social responsibility; Economics; Corporate communication; Stakeholder; Guiding Principles; Stakeholder engagement; Corporate governance; Public relations,,,,,https://www.um.edu.mt/library/oar/handle/123456789/15935 https://www.emerald.com/insight/content/doi/10.1108/SAMPJ-05-2016-0023/full/html https://www.um.edu.mt/library/oar/bitstream/123456789/15935/3/Corporate%20Citizenship%20and%20Social%20Responsibility%20Policies%20in%20the%20United%20States%20of%20America.pdf http://www.emeraldinsight.com/doi/full/10.1108/SAMPJ-05-2016-0023 https://core.ac.uk/download/83021063.pdf,http://dx.doi.org/10.1108/sampj-05-2016-0023,,10.1108/sampj-05-2016-0023,2588550627,,0,000-193-996-663-30X; 003-500-431-280-201; 005-137-471-444-513; 006-191-017-398-194; 006-868-259-229-264; 007-622-898-589-828; 008-672-671-619-57X; 008-982-316-458-736; 009-491-947-333-905; 011-245-614-837-935; 013-927-793-657-614; 014-904-025-590-079; 017-814-268-111-976; 019-255-701-371-109; 019-806-548-132-918; 025-900-548-572-452; 026-249-910-065-223; 028-038-707-972-613; 029-980-105-050-733; 032-132-988-614-905; 034-622-676-700-278; 035-062-788-780-333; 035-485-649-808-871; 038-994-758-371-626; 040-738-121-278-984; 042-588-718-064-075; 043-848-568-058-650; 046-877-398-993-751; 047-460-128-505-546; 049-440-520-447-808; 054-988-130-710-708; 055-127-219-449-931; 055-897-879-317-855; 064-055-078-781-450; 065-635-282-815-141; 065-773-582-190-273; 066-236-320-247-631; 066-400-343-948-766; 072-627-932-632-536; 076-551-437-187-006; 080-361-191-972-828; 082-171-985-858-889; 082-815-961-326-23X; 085-921-682-031-840; 090-592-555-205-111; 100-357-883-277-115; 100-959-243-868-329; 101-983-044-462-613; 106-377-304-980-209; 107-274-748-521-438; 109-102-829-309-641; 113-236-608-309-240; 117-404-452-177-864; 118-013-216-581-193; 120-479-013-354-149; 122-937-778-784-122; 123-805-386-225-26X; 124-778-355-889-851; 126-433-506-752-940; 126-853-500-745-273; 127-356-618-215-912; 135-395-334-348-539; 137-700-235-589-733; 150-756-983-846-92X; 156-628-929-193-587; 157-579-166-041-996; 158-159-047-953-269; 159-196-524-170-902; 159-592-129-993-014; 163-529-639-649-240; 166-204-621-970-742; 169-157-688-346-75X; 172-338-411-710-361; 178-397-057-385-09X; 182-199-495-327-639; 185-039-095-057-891; 186-244-213-819-13X; 194-157-679-917-81X,17,true,,
005-323-884-887-450,Gestión interactiva de la comunicación de la RSE de las empresas de Argentina en Facebook,2018-09-27,2018,journal article,Retos,13908618; 13906291,Salesian Polytechnic University of Ecuador,,Ileana Zeler; Paul Capriotti,"Facebook has become an important tool for CSR communication. Interactive management of CSR communication on Facebook helps increase the levels of trust and transparency between companies and their stakeholders. Consequently, it could positively influence corporate reputation. The objective of this study is to analyze how Argentinian companies communicate CSR activities to their stakeholders on Facebook. The study includes a specific analysis of CSR activity, content, communication resources and interaction. The objectives were achieved by undertaking content analysis of 4 456 posts by Argentinian companies on the social network in 2015 and 2016. The results indicate that companies are using Facebook to communicate their CSR activities. However, communication is more focused on economic issues than on CSR issues. The communication model is not very interactive, which means that companies are missing out on the capabilities offered by the social network for promoting dialogue about CSR with their stakeholders. A review of CSR communication strategies on Facebook is suggested in order to establish effective relationships with stakeholders.",8,16,7,18,Corporate social responsibility; Business; Models of communication; Content analysis; Order (business); Transparency (behavior); Corporate reputation; Public relations; Social network,,,,,http://scielo.senescyt.gob.ec/scielo.php?script=sci_abstract&pid=S1390-86182018000300007&lng=en&nrm=iso&tlng=en https://retos.ups.edu.ec/index.php/retos/article/download/16.2018.01/2936 https://dspace.ups.edu.ec/handle/123456789/16454?locale=en https://dialnet.unirioja.es/servlet/articulo?codigo=6572501 https://reunir.unir.net/handle/123456789/6991 http://scielo.senescyt.gob.ec/pdf/retos/v8n16/1390-6291-Retos-8-16-0007.pdf https://dialnet.unirioja.es/descarga/articulo/6572501.pdf https://repositori.urv.cat/fourrepopublic/search/item/imarina%3A6377878 http://revistas.ups.edu.ec/index.php/retos/article/view/16.2018.01 https://core.ac.uk/download/pdf/224732380.pdf,http://dx.doi.org/10.17163/ret.n16.2018.01,,10.17163/ret.n16.2018.01,2892695555,,0,000-061-566-824-244; 001-441-075-097-100; 001-598-224-904-320; 002-689-671-800-339; 022-718-781-316-543; 023-184-293-018-435; 024-994-723-464-509; 025-131-600-747-587; 025-454-850-243-599; 039-320-401-963-86X; 043-279-501-820-711; 051-230-315-535-530; 058-962-693-185-53X; 062-443-721-889-164; 064-169-389-443-147; 074-435-124-002-081; 090-582-973-484-29X; 101-589-370-069-870; 122-822-991-231-340; 139-641-412-398-758; 153-905-338-195-20X; 154-910-711-947-83X; 161-358-365-474-925,2,true,cc-by-nc-sa,gold
005-419-223-998-467,The Increasingly Visible Hand of Government behind Corporate Citizenship & Conscious Capitalism,2015-06-02,2015,journal article,Journal of Business Theory and Practice,23292644; 23729759,"Scholink Co, Ltd.",,Breena E. Coates,"This paper examines three recent and significant policy actions by the governments in India, the United States, and the European Union that make dramatic changes in how global societies view corporate behavior in the home and host country regions where economic benefits are accrued. These interventions point to growth of sharper policy instruments to push for Corporate Social Responsibility (CSR) obligations in nation states. The familiar concept CSR has spun-off important notions of Corporate Citizenship, and Consciousness Capitalism. Both of these conceptualizations build on Elkington’s Triple Bottom Line (TBL)—which remains the central tenet of CSR philosophy. This paper discusses the three cases of government interventions in India, U.S. and EU. It argues that the new era of an increasingly visible hand of government has dawned to counteract market failure on the TBL, and to foster national and global sustainability values .",3,1,27,,Political economy; Corporate social responsibility; Government; Political science; Market failure; Consciousness; European union; Capitalism; Triple bottom line; Sustainability; Economic system,,,,,http://www.scholink.org/ojs/index.php/jbtp/article/viewFile/289/268 http://www.scholink.org/ojs/index.php/jbtp/article/view/289 https://core.ac.uk/download/pdf/268084857.pdf,http://dx.doi.org/10.22158/jbtp.v3n1p27,,10.22158/jbtp.v3n1p27,1519643368,,0,001-355-672-395-009; 004-832-940-336-813; 006-588-312-556-031; 008-672-671-619-57X; 009-837-763-616-471; 012-749-343-386-516; 014-904-025-590-079; 015-853-161-571-728; 019-605-734-016-59X; 024-388-806-468-644; 026-895-802-475-205; 026-951-015-997-42X; 035-666-193-844-921; 036-646-289-168-292; 041-177-727-594-999; 043-605-651-281-566; 045-728-448-951-31X; 049-375-607-096-061; 049-408-698-485-078; 051-072-080-307-814; 051-875-265-995-253; 057-643-043-310-103; 062-110-807-031-390; 062-355-215-407-433; 062-777-472-155-775; 067-728-754-738-347; 071-947-578-630-074; 078-698-529-100-704; 088-038-198-857-41X; 088-541-703-373-976; 095-680-047-136-30X; 096-596-020-080-793; 097-213-764-422-536; 099-085-870-469-302; 111-030-704-426-109; 114-084-492-034-009; 119-209-054-742-310; 120-536-917-009-565; 123-899-687-687-732; 129-041-308-910-756; 133-298-553-140-757; 139-101-567-335-455; 147-515-049-349-208; 148-085-558-554-639; 155-879-175-881-390; 159-592-129-993-014; 161-500-657-385-988; 162-041-413-409-345; 177-294-050-385-179; 181-546-814-635-194,3,true,,bronze
005-530-337-535-941,The Desirability of CSR Communication versus Greenhushing in the Hospitality Industry: The Customers’ Perspective,2020-06-18,2020,journal article,Journal of Travel Research,00472875; 15526763,SAGE Publications,United States,Andrea Ettinger; Sonja Grabner-Kräuter; Shintaro Okazaki; Ralf Terlutter,Recent literature describes “greenhushing” as the deliberate managerial undercommunicating of corporate social responsibility (CSR) efforts for fear of negative customer opinions and responses. Bas...,60,3,618,638,Corporate social responsibility; Business; Perspective (graphical); Public relations; Hospitality industry; Sustainability,,,,,https://campus.aau.at/cris/publication/0f4de0c572fdd6a70172ff5de8520018 https://journals.sagepub.com/doi/pdf/10.1177/0047287520930087 https://journals.sagepub.com/doi/full/10.1177/0047287520930087 http://journals.sagepub.com/doi/10.1177/0047287520930087 https://core.ac.uk/download/322486556.pdf,http://dx.doi.org/10.1177/0047287520930087,,10.1177/0047287520930087,3036792688,,0,000-172-718-436-390; 000-219-811-273-675; 000-224-320-016-697; 001-027-139-354-601; 001-284-366-489-917; 001-764-193-875-344; 003-661-524-928-377; 006-019-363-271-888; 006-080-230-736-840; 007-809-615-524-988; 007-898-350-109-582; 008-685-595-990-475; 008-836-579-134-48X; 010-420-817-298-619; 010-622-796-863-206; 011-038-658-032-336; 012-162-377-803-346; 018-074-562-132-239; 019-705-011-040-690; 020-221-534-428-525; 023-776-017-503-61X; 026-397-263-209-597; 032-750-715-945-598; 033-676-400-270-956; 034-699-834-534-777; 037-894-503-010-808; 039-151-928-552-915; 039-853-021-902-418; 048-451-109-424-902; 054-237-027-758-992; 056-917-882-563-661; 059-909-460-448-048; 060-217-573-326-31X; 060-317-325-458-16X; 063-387-790-192-54X; 065-749-270-886-220; 069-826-351-353-372; 070-211-475-561-282; 071-886-807-814-736; 075-023-264-465-008; 075-294-970-343-440; 076-408-686-970-673; 079-172-913-108-209; 079-321-121-015-81X; 082-827-232-446-686; 082-869-298-269-104; 083-395-729-482-316; 087-819-676-222-845; 089-522-447-189-768; 092-722-115-982-57X; 100-937-943-268-386; 105-133-195-452-281; 108-909-392-819-163; 110-844-211-992-221; 112-695-989-629-171; 117-494-065-145-960; 119-081-783-819-197; 120-614-840-524-307; 124-736-762-537-735; 124-752-432-688-557; 131-115-701-211-143; 135-628-265-496-89X; 139-503-766-807-533; 147-307-258-019-399,19,true,cc-by-nc,hybrid
005-580-054-115-547,How do firms comply with international sustainability standards? Processes and consequences of adopting the global reporting initiative.,2014-07-22,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Laurence Vigneau; Michael Humphreys; Jeremy Moon,"This paper addresses the issue of the influence of global governance institutions, particularly international sustainability standards, on a firm’s intra-organizational practices. More precisely, we provide an exploratory empirical view of the impact of the Global Reporting Initiative (GRI) on a multinational corporation’s corporate social responsibility (CSR) management practices. We investigate standard compliance by comparing the stated intention of the use of the GRI with its actual use and the consequent effects within the firm. Based on an in-depth case study, our findings illustrate the processes and consequences of the translation of the GRI within the organization. We show that substantive standard adoption can lead to unintended consequences on CSR management practices; specifically it can influence the management structure and CSR committee function; the choice of CSR activities, the relationships between subsidiaries, the temporal dimension of CSR management and the interpretation of CSR performance. We also highlight the need to look at the relationship dynamics (or lack of) between standards. Finally, we illustrate and discuss the role of reporting and its influence on management in order to better understand the internal issues arising from compliance with standards.",131,2,469,486,Business ethics; Accounting; Subsidiary; Corporate social responsibility; Multinational corporation; Economics; Standardization; Global governance; Unintended consequences; Sustainability,,,,,http://dro.dur.ac.uk/12977/ https://ideas.repec.org/a/kap/jbuset/v131y2015i2p469-486.html https://eprints.ncl.ac.uk/file_store/production/208403/F3510DD2-7300-4F33-B652-F2FC3A1F4A40.pdf https://research.cbs.dk/en/publications/how-do-firms-comply-with-international-sustainability-standards-p https://eprints.ncl.ac.uk/208403 https://dro.dur.ac.uk/12977/ https://econpapers.repec.org/RePEc:kap:jbuset:v:131:y:2015:i:2:p:469-486 https://dialnet.unirioja.es/servlet/articulo?codigo=5989497 https://rd.springer.com/article/10.1007/s10551-014-2278-5 https://philpapers.org/rec/VIGHDF https://link.springer.com/article/10.1007/s10551-014-2278-5 https://core.ac.uk/download/pdf/42124078.pdf,http://dx.doi.org/10.1007/s10551-014-2278-5,,10.1007/s10551-014-2278-5,2015405343,,0,002-026-122-868-261; 002-170-947-446-350; 005-269-303-262-563; 010-062-750-133-061; 010-360-519-122-322; 010-664-928-423-081; 015-271-876-692-523; 017-771-076-509-798; 018-058-758-984-302; 019-255-701-371-109; 019-910-444-030-351; 021-631-615-887-30X; 022-219-148-477-476; 022-512-643-506-628; 023-130-280-001-77X; 023-889-347-100-451; 023-942-295-153-550; 024-119-480-369-252; 025-580-258-105-143; 026-995-242-424-810; 027-625-335-553-863; 027-788-678-459-437; 027-827-119-143-849; 030-752-062-304-270; 031-441-008-488-046; 032-796-113-665-744; 033-360-897-121-428; 033-909-936-100-554; 034-198-332-118-575; 035-556-471-787-086; 038-088-989-699-659; 038-370-529-611-440; 039-746-919-671-229; 039-775-061-635-974; 043-539-643-421-52X; 049-809-771-418-03X; 049-914-262-600-874; 050-382-384-099-281; 052-573-869-758-323; 053-306-946-727-345; 053-307-492-675-29X; 053-741-930-403-633; 054-933-193-504-647; 055-498-815-134-39X; 058-649-481-613-01X; 058-704-179-299-946; 060-590-643-779-572; 061-184-492-608-778; 062-246-856-781-22X; 065-327-083-453-198; 070-831-370-295-149; 071-410-672-738-647; 071-721-685-214-293; 073-335-683-587-616; 073-419-550-796-762; 074-227-528-511-142; 074-329-431-014-307; 075-969-731-195-666; 077-088-591-818-878; 079-266-090-660-971; 080-665-877-144-245; 082-171-985-858-889; 083-290-539-960-451; 083-590-458-238-816; 086-165-750-083-550; 089-249-495-401-124; 092-235-131-089-660; 092-661-204-807-937; 094-948-567-377-80X; 097-213-764-422-536; 103-492-481-923-285; 104-009-776-791-869; 104-185-973-082-618; 104-329-404-127-628; 106-914-318-475-01X; 108-771-737-734-626; 109-480-001-857-400; 109-951-973-523-534; 114-885-988-187-631; 115-045-311-967-796; 115-482-499-323-938; 115-990-313-124-326; 118-194-558-923-654; 127-407-907-479-946; 128-938-475-974-925; 133-014-619-856-233; 134-673-388-036-996; 138-640-592-804-256; 149-056-733-736-960; 149-390-619-475-238; 154-633-481-817-518; 158-479-450-610-920; 158-624-563-487-816; 161-154-860-025-92X; 163-113-889-893-140; 166-319-166-300-914; 169-288-036-326-980; 172-999-637-082-271; 176-243-671-671-358; 176-896-993-447-12X; 178-563-757-060-924; 180-995-580-446-178; 182-454-681-169-449; 183-055-672-070-824; 192-773-467-720-851; 193-666-635-804-521,128,true,cc-by-nc,green
005-657-998-425-019,Dimensions of CSR in Online Communication of Pharmaceutical Companies: A Comparative Study,2019-12-01,2019,journal article,International Journal of Entrepreneurial Knowledge,23362960,University College of Business in Prague,,Milan Džupin; Zuzana Džupinová,"<jats:title>Abstract</jats:title>; <jats:p>The article focuses on analysis of online communication of pharmaceutical companies in the field of CSR. It is based on the fact that there are specific segments in the economy, which are called sensitive sectors. Even though they are often perceived as irresponsible in their nature, there are effective communication tools, which can used to increase positive corporate image. The present study is a part of a larger research that we conducted in the segment of pharmaceutical industry. We used information about companies available on their websites as a research material. We reviewed their availability on websites, but we also reviewed the content on which companies usually focus in terms of social engagement. Our research was supposed to prove that there are considerable differences among companies in our sample. We analyzed (qualitative content analysis) collected data (basic corporate documents like mission, vision and corporate values) using statistical procedures. These documents are crucial to corporate strategies, and often deal with responsibility issues which are then transformed into business strategies, tactics and programs. According to the nature of the research the generalization of the information provided is relatively limited.</jats:p>",7,2,41,52,Corporate social responsibility; Business; Business administration; Business management; Entrepreneurship,,,,,https://content.sciendo.com/view/journals/ijek/7/2/article-p41.xml,http://dx.doi.org/10.2478/ijek-2019-0009,,10.2478/ijek-2019-0009,3000412916,,0,006-314-071-265-330; 013-479-858-787-158; 014-359-002-658-113; 014-562-734-936-098; 014-904-025-590-079; 015-267-366-714-030; 017-178-274-993-974; 033-641-890-241-305; 035-086-929-491-137; 042-234-018-889-705; 051-874-175-549-837; 061-205-237-658-022; 061-907-032-205-149; 069-750-570-548-411; 070-750-366-367-301; 072-802-045-777-558; 082-406-317-850-885; 089-594-004-257-04X; 099-050-813-066-742; 099-085-870-469-302; 100-442-660-273-842; 101-132-933-281-577; 104-303-239-152-807; 125-593-213-710-76X; 136-655-005-106-306; 138-793-294-159-495; 139-641-412-398-758; 147-926-179-859-309; 148-344-025-379-827; 160-034-774-619-227; 161-514-961-217-329; 163-009-156-994-374; 192-378-240-670-765,1,true,cc-by-nc-nd,gold
005-710-706-671-366,PIRAMIDA CARROLL PADA PERUSAHAAAN DI INDONESIA : STUDI PADA 3 PERUSAHAAN PEMENANG CSR AWARD 2016,2017-03-06,2017,journal article,JMB : Jurnal Manajemen dan Bisnis,25809490; 23023449,Universitas Muhammadiyah Tangerang,,Temy Setiawan; Ari Purwanti,"Currently, CSR disclosure to stakeholders in Indonesia has been done by many companies. Such disclosures are integrated in the annual report or produced as a report. Many motives underlie the disclosures. The purpose of this study is to describe the company's profile and CSR disclosure motives of the winning company of CSR Award Indonesia 2016 in accordance with the Carroll pyramid. Company’s disclosures will be analysed using the 10 principles developed by the United National Global Compact (UNGC). This study will analyses the data of the three companies who won CSR Award Indonesia 2016 from 2011 to 2015 using the corresponding indicators which are in accordance to the 10 principles of UNGC. The source of data are financial reports and sustainability reports. Findings. The analyses on the three companies that become the object of analysis has disclosed sustainability information that is in accordance with the 10 principles of UNGC. When associated with the CSR disclosure motive based on Carroll pyramid, the company has economic, legal, and ethical motives. Philanthropicic motive is not much expressed. Another finding shows that the three companies being analysed are engaged in mining and automotive. Saat ini pengungkapan CSR di Indonesia kepada pemangku kepentingan sudah mulai banyak dilakukan oleh perusahaan baik terintegrasi di dalam laporan tahunan maupun dalam laporan tersendiri. Banyak motif yang mendasari pengungkapan tersebut. Tujuan dari penelitian ini untuk mendeskripsikan prodil perusahaan dan motif pengungkapan CSR dari perusahaan pemenang CSR Award Indonesia 2016 sesuai dengan piramida Carroll. Pengungkapan perusahaan akan dianalisis dengan 10 prinsip yang dikembangkan oleh United National Global Compact (UNGC). Penelitian ini akan menganalisis 3 perusahaan pemenang CSR Award Indonesia 2016 dari tahun 2011 hingga 2015 dengan indikator yang sesuai 10 prinsip UNGC. Sumber data adalah laporan keuangan dan sustainability report. Tiga perusahaan yang merupakan objek analisis mengungkapkan informasi keberlanjutan sesuai dengan 10 prinsip UNGC. Apabila dikaitkan dengan motif pengungkapan CSR pada piramida Carroll, perusahaan tersebut memiliki motif secara ekonomi, legal dan etika. Motif filantropi tidak banyak diungkapkan. Temuan lainnya, tiga perusahaan yang dianalisis bergerak di bidang tambang dan otomotif.",6,1,,,,,,,,http://jurnal.umt.ac.id/index.php/jmb/article/download/998/635 http://jurnal.umt.ac.id/index.php/jmb/article/view/998 https://core.ac.uk/download/pdf/291658297.pdf,http://dx.doi.org/10.31000/jmb.v6i1.998,,10.31000/jmb.v6i1.998,2923139302,,0,,0,true,cc-by-sa,gold
005-858-754-264-766,Sustainable global sourcing : A systematic literature review and bibliometric analysis,2018-02-26,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Fu Jia; Yan Jiang,"Sustainable Global Sourcing (SGS) is a rapidly emerging field with a geometric growth that is evidenced by the number of articles published within this field. The aim of this paper is to develop a systematic study quantitatively depicting the knowledge structure of the SGS field. A bibliometric analysis in conjunction with citation analysis and co-citation analysis is adopted to evaluate a total of 287 journal articles identified from systematic selection of influential work. A further content analysis is performed to obtain the detailed insights on the results of bibliometric analysis. Findings show five research clusters that constitute the SGS field, i.e., (i) Global Sourcing (GS) practice and environmental performance; (ii) Social sustainability/ethical sourcing practice in GS; (iii) Environmental evaluation criteria and certification; (iv) Fuzzy modelling of environmental practice in GS; (v) Effects of environmental and social sustainability practice on economic performance. On this basis, eight research directions are outlined for future research. This study provides an innovative method for systematic literature review work and robust indications for future investigations in the SGS field.",10,3,595,,Citation analysis; Field (geography); Content analysis; Work (electrical); Systematic review; Bibliometric analysis; Computer science; Certification; Social sustainability; Management science,,,,,https://doi.org/10.3390/su10030595 https://eprints.whiterose.ac.uk/133815/ https://www.mdpi.com/2071-1050/10/3/595 https://econpapers.repec.org/RePEc:gam:jsusta:v:10:y:2018:i:3:p:595-:d:133459 https://research-information.bristol.ac.uk/files/160078702/sustainability_10_00595.pdf https://www.mdpi.com/2071-1050/10/3/595/pdf https://core.ac.uk/display/153638586 https://eprints.mdx.ac.uk/26298/ https://ideas.repec.org/a/gam/jsusta/v10y2018i3p595-d133459.html https://core.ac.uk/download/161126491.pdf,http://dx.doi.org/10.3390/su10030595,,10.3390/su10030595,2788702070,,0,000-356-710-034-764; 000-766-858-119-272; 002-927-318-641-091; 003-847-323-132-44X; 003-940-077-430-471; 004-161-047-261-148; 005-365-752-237-769; 005-440-798-021-231; 005-464-789-384-299; 006-166-016-103-863; 006-957-480-792-923; 008-096-022-363-057; 008-819-990-303-357; 009-759-296-411-264; 010-528-825-358-807; 010-824-151-151-282; 011-105-273-278-463; 011-159-822-543-738; 011-394-239-281-857; 011-676-706-329-692; 012-035-428-341-259; 012-207-007-775-84X; 012-653-028-811-811; 013-770-683-855-668; 015-042-986-731-790; 016-366-763-673-789; 016-589-411-640-236; 016-632-904-775-324; 016-818-620-262-426; 017-147-261-575-907; 017-429-920-370-549; 017-547-524-279-679; 017-593-056-757-920; 019-622-150-886-991; 019-867-590-164-787; 020-450-429-067-974; 020-701-441-926-333; 021-475-068-670-926; 021-929-357-899-94X; 022-104-125-061-259; 022-304-790-542-067; 023-221-658-842-76X; 024-655-382-523-104; 026-079-862-320-568; 027-846-681-577-808; 028-662-506-242-461; 029-924-585-074-577; 030-524-676-120-754; 030-595-576-248-484; 030-904-850-243-165; 030-932-595-480-128; 031-816-292-777-811; 032-383-568-033-641; 032-417-695-004-571; 032-628-258-974-676; 033-013-684-003-149; 033-594-536-133-249; 034-111-553-946-150; 034-191-720-401-274; 034-752-458-206-082; 034-754-087-375-387; 035-850-504-206-127; 036-174-226-964-002; 036-213-721-661-876; 036-320-734-069-592; 036-535-088-328-972; 036-712-763-461-246; 037-801-622-094-308; 038-745-955-878-277; 039-116-437-790-51X; 039-347-622-205-94X; 039-875-615-434-321; 040-621-259-830-429; 041-293-749-995-169; 041-366-707-567-443; 041-917-666-114-912; 042-210-249-266-218; 042-442-145-374-620; 042-444-641-768-580; 044-702-534-833-959; 045-158-794-547-22X; 045-825-822-181-699; 046-133-162-600-796; 049-665-217-481-680; 052-760-120-451-227; 054-420-262-525-406; 054-701-861-809-014; 056-622-246-615-856; 058-286-005-990-180; 058-955-333-536-150; 059-696-762-873-035; 059-769-805-751-48X; 060-209-876-007-316; 063-474-752-426-435; 064-059-963-037-200; 064-528-813-992-076; 064-591-375-736-620; 065-150-401-851-570; 067-415-431-576-104; 069-450-730-509-987; 069-679-186-265-821; 070-555-768-271-982; 071-174-709-235-161; 073-679-229-968-557; 075-592-314-356-716; 076-722-354-597-222; 076-935-017-225-611; 077-739-684-211-078; 079-964-167-314-355; 080-282-490-798-924; 081-532-517-406-608; 082-236-070-653-644; 083-545-110-702-136; 085-300-287-100-525; 085-841-726-248-575; 086-272-593-446-592; 087-942-160-646-165; 089-236-626-817-363; 090-478-932-866-160; 091-416-286-928-816; 091-732-389-178-194; 093-080-000-177-938; 093-789-722-128-896; 096-146-369-447-502; 097-991-247-272-841; 098-565-104-723-427; 099-233-326-566-506; 099-924-552-028-32X; 100-822-490-999-070; 103-768-779-950-459; 104-495-326-573-684; 105-174-390-664-395; 107-439-010-095-244; 108-395-382-693-645; 109-172-925-539-934; 110-743-096-323-440; 110-823-133-909-767; 116-641-836-492-33X; 121-401-994-161-008; 121-776-354-670-438; 122-770-341-729-065; 123-925-346-360-586; 129-248-945-741-80X; 130-021-135-532-810; 130-115-177-879-107; 130-947-440-162-309; 132-303-398-299-924; 136-118-705-891-807; 140-877-317-817-658; 144-982-864-237-599; 149-779-108-055-237; 150-159-684-039-09X; 154-743-774-849-035; 156-334-343-374-31X; 156-659-982-148-007; 157-470-127-263-343; 160-053-800-974-737; 161-017-096-742-649; 164-287-371-458-79X; 169-484-551-038-770; 169-645-001-660-287; 181-565-397-479-306; 190-290-547-722-786,21,true,cc-by,gold
005-941-297-740-989,Approaching CSR in Romania: An Empirical Analysis,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Catalina Crisan-Mitra; Anca Borza,"Abstract Corporate Social Responsibility (CSR) has become a key factor for every large company that wants to keep the attention of the general public (customers, community, business partners, local authorities etc.). Even if CSR is not a binding mechanism, neglecting its importance may harm not only company's perception on the market, but also its strategic market approach. CSR approaches are undoubtedly influenced by the values, motivations, decisions, of those with management roles within companies, so it is important to identify the reasons underlying social involvement in terms of positive and negative aspects that follow out of this range of initiatives. Through this article the authors underline the Romanian context where companies must implement and develop CSR practices using secondary data analyses, and as well they present an empirical qualitative research based on 87 questionnaires. The research instrument used is a questionnaire developed by the authors and the respondents were top managers, HR managers and heads of CSR departments within large companies that operate in Romania. Being a research in progress, relevant discussions and conclusions can be drawn from this paper, providing a detailed image not only about the research process developed but also about the reasons that might determine companies to invest in CSR.",207,,546,552,Romanian; Corporate social responsibility; Business; Marketing; Qualitative research; Perception; Harm; Context (language use); Public relations; Developing country; Social engagement,,,,,https://www.sciencedirect.com/science/article/pii/S1877042815052581 https://core.ac.uk/display/81164054 http://www.sciencedirect.com/science/article/pii/S1877042815052581 https://core.ac.uk/download/pdf/81164054.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.10.125,,10.1016/j.sbspro.2015.10.125,2245821318,,0,002-664-126-254-642; 015-574-759-409-256; 018-003-673-273-685; 030-351-867-629-34X; 032-027-382-592-778; 039-575-601-163-984; 040-884-976-550-117; 042-239-091-443-104; 050-653-728-121-553; 053-353-973-972-823; 071-441-760-059-777; 076-136-475-815-95X; 076-813-995-254-100; 080-233-701-791-474; 082-171-985-858-889; 085-335-623-398-085; 086-093-965-799-88X; 110-502-326-347-134; 139-101-567-335-455; 144-671-222-668-743; 150-756-983-846-92X; 156-208-441-443-940; 156-628-929-193-587; 186-154-436-926-304,14,true,,gold
005-985-067-823-521,Exploring the Relationship between Employer Branding and Employee Retention,2016-05-22,2016,journal article,Global Business Review,09721509; 09730664,SAGE Publications,United States,Karnica Tanwar; Asha Prasad,"The employment environment, nowadays, is becoming increasingly competitive. In such competitive environment, employer branding is fast emerging as a long-term human resource (HR) strategy to attrac...",17,3_suppl,0972150916631214,206S,Human resources; Business; Marketing; Employee retention; Employer branding,,,,,https://journals.sagepub.com/doi/abs/10.1177/0972150916631214 https://core.ac.uk/display/159424026 http://journals.sagepub.com/doi/pdf/10.1177/0972150916631214 https://ideas.repec.org/a/sae/globus/v17y2016i3_supplp186s-206s.html http://journals.sagepub.com/doi/10.1177/0972150916631214 https://EconPapers.repec.org/RePEc:sae:globus:v:17:y:2016:i:3_suppl:p:186s-206s https://www.mendeley.com/catalogue/bf6c2e80-7e86-3e03-82a4-975ea1854b67/ http://gbr.sagepub.com/content/early/2016/05/04/0972150916631214.abstract https://media.neliti.com/media/publications/239738-exploring-the-relationship-between-emplo-5488084f.pdf,http://dx.doi.org/10.1177/0972150916631214,,10.1177/0972150916631214,2345500422,,0,002-521-749-537-042; 003-930-543-837-123; 004-298-829-940-820; 004-365-517-930-313; 006-576-378-435-023; 008-156-702-138-939; 009-524-608-863-934; 016-641-277-739-045; 021-197-413-076-147; 021-417-017-297-775; 021-431-013-609-066; 025-419-639-917-857; 025-885-727-820-308; 027-970-507-060-617; 028-292-605-075-78X; 028-702-078-100-152; 031-532-718-689-284; 034-694-858-815-546; 035-880-831-696-423; 038-121-489-584-822; 039-633-650-909-95X; 040-565-524-851-578; 041-019-337-109-034; 041-482-307-278-413; 043-486-855-938-524; 046-827-082-031-69X; 048-094-896-138-258; 048-356-058-456-318; 051-482-779-126-613; 052-097-143-638-918; 055-127-219-449-931; 059-028-051-493-737; 059-038-226-776-878; 061-377-759-601-817; 062-741-275-555-732; 064-003-069-524-183; 067-929-257-899-036; 068-349-981-437-524; 071-809-059-091-894; 072-742-237-943-192; 074-918-041-039-782; 084-935-810-606-786; 086-145-688-077-783; 087-234-193-045-369; 091-382-789-953-308; 093-480-609-806-856; 099-757-327-608-162; 101-384-732-252-105; 102-540-112-006-542; 103-576-432-976-477; 107-364-790-333-384; 109-647-312-364-832; 115-833-656-481-019; 117-060-314-324-487; 118-243-549-695-694; 120-128-183-322-305; 122-744-032-896-59X; 124-146-852-719-436; 134-414-565-882-493; 137-022-390-498-970; 158-798-678-208-274; 163-529-639-649-240; 172-824-164-973-431; 184-287-162-976-57X,65,true,,
006-332-637-360-37X,"Embracing Sustainability in Shipping: Assessing Industry’s Adaptations Incited by the, Newly, Introduced ‘triple bottom line’ Approach to Sustainable Maritime Development",2019-07-04,2019,journal article,Social Sciences,20760760,MDPI AG,,Ioannis Fasoulis; Rafet Emek Kurt,"Increasing environmental, social and economic problems, born by unceasing economic growth, have transformed our approach to the development concept. The 1980s saw the appearance of the sustainable development term and, during the 1990s, sustainability notion was implicitly framed as an integrated concept, frequently, termed as the ‘triple bottom line’ approach. Among several initiatives and efforts to balance our economic and societal pursuits with environmental challenges the, lately, introduced United Nations (UN) Sustainable Development Goals (SDGs) refer to a remarkable evolution, which came to strengthen and establish sustainability conception as an integrated social, economic and environmental triptych. International shipping, as the major carrier of world trade and significant contributor to environmental degradation has, definitely, a vital role to play in facilitating the UN’s sustainability venture. Although there is a great amount of legislative instruments, codes and guidance to address sustainability in shipping, though, limited research has been devoted to identify how the tanker and dry bulk maritime sector has responded to such recent cohesive attitude to sustainable maritime development. Through a quantitative research approach this empirical study aimed to investigate maritime industry’s insights and attitudes in relation to the, newly, introduced triple bottom line approach to global sustainable development. Research data were collected via a questionnaire survey conducted to 50 tanker and/or dry bulk shipping companies. Pearson’s chi-square test of independence and Spearman’s correlation coefficient measures were utilized to test our three formulated hypotheses. Findings highlighted increasing awareness and adaptation of the maritime sector to the triple bottom line approach and, subsequent, sustainability absorption under the auspices of a corporate social responsibility (CSR) business model. Introduction of sustainable development in an integrated manner appears to have influenced the extent that statutory maritime regulations occupy to the formulation of marine safety management systems. To sum up, the integrated management system model turned out to be the most rated tactic to manage sustainability and, as such, a conceptual CSR framework was proposed to facilitate such an objective.",8,7,208,,Corporate social responsibility; Business; Economic problem; Environmental degradation; Management system; Business model; Sustainable development; Triple bottom line; Sustainability; Economic system,,,,,https://pureportal.strath.ac.uk/en/publications/embracing-sustainability-in-shipping-assessing-industrys-adaptati https://www.mdpi.com/2076-0760/8/7/208/pdf https://www.mdpi.com/2076-0760/8/7/208/htm https://ideas.repec.org/a/gam/jscscx/v8y2019i7p208-d245794.html https://strathprints.strath.ac.uk/68788/ https://core.ac.uk/download/222699624.pdf,http://dx.doi.org/10.3390/socsci8070208,,10.3390/socsci8070208,2954572506,,0,000-142-762-608-412; 000-457-894-282-713; 000-784-533-808-810; 001-662-267-806-775; 001-680-199-828-428; 002-367-787-058-090; 002-399-122-258-780; 003-478-616-827-236; 003-861-376-978-44X; 004-080-005-673-967; 004-589-024-035-591; 004-675-322-517-063; 006-366-267-216-404; 008-655-486-836-789; 013-344-276-517-651; 013-526-191-378-071; 013-708-772-729-260; 013-771-103-622-599; 017-707-124-720-98X; 018-676-741-468-668; 019-838-537-412-814; 021-073-632-880-982; 021-721-417-032-940; 027-488-669-809-576; 032-999-172-139-947; 033-545-203-763-225; 035-556-471-787-086; 042-338-824-734-050; 043-835-606-619-090; 045-876-717-996-546; 049-036-881-194-346; 049-081-651-135-706; 051-261-432-606-221; 059-813-227-787-67X; 063-852-849-676-110; 065-635-282-815-141; 067-120-945-953-255; 067-392-727-580-12X; 069-543-828-722-228; 070-783-336-436-848; 072-196-745-765-251; 073-292-933-513-373; 076-373-435-833-335; 079-448-233-153-182; 080-382-614-196-422; 081-491-836-564-277; 089-944-690-454-023; 092-217-591-187-385; 097-884-013-544-249; 098-049-287-579-577; 098-177-191-934-075; 098-248-687-295-102; 115-050-968-925-482; 124-276-521-186-087; 133-852-303-125-445; 135-930-663-570-626; 139-641-412-398-758; 151-008-001-117-342; 151-737-772-776-418,6,true,cc-by,gold
006-687-504-000-912,Influence Of Corporate Social Responsibility On Hotel Demand,2014-11-03,2014,journal article,International Business & Economics Research Journal (IBER),21579393; 15350754,Clute Institute,,Claudia Sevilla-Sevilla; Maria Dolores Reina-Paz; Ainhoa Rodriguez-Oromendia,"The embrace of corporate social responsibility (CSR) by the Spanish hospitality industry is still in the early stages. Few hotel companies publish sustainability reports, although the number of tourism and distribution channel organizations (tour operators, online travel agencies, etc.) incorporating specific aspects of CSR is growing each year. In this paper, the authors analyze whether CSR has a direct effect on end-consumer demand in Spain, identifying those aspects that customers evaluate positively.",13,7,1625,1630,Corporate social responsibility; Business; Marketing; Tourism; Public relations; Distribution (economics); Publication; Hospitality industry; Sustainability,,,,,https://clutejournals.com/index.php/IBER/article/view/8914 http://www.cluteinstitute.com/ojs/index.php/IBER/article/view/8914/8910 https://core.ac.uk/download/pdf/268107907.pdf,http://dx.doi.org/10.19030/iber.v13i7.8914,,10.19030/iber.v13i7.8914,2157084866,,0,004-201-548-283-066; 012-512-822-832-952; 015-675-228-687-09X; 020-221-534-428-525; 031-291-397-374-016; 037-583-776-182-922; 040-636-805-569-558; 046-339-149-933-020; 055-232-462-552-319; 062-110-807-031-390; 067-709-496-111-272; 080-416-702-611-035; 081-705-070-825-04X; 085-566-316-023-070; 088-919-850-566-219; 089-169-558-153-798; 115-484-265-948-248; 120-811-695-713-955; 123-836-523-926-321; 130-387-676-928-46X; 134-515-551-489-693; 139-641-412-398-758; 143-333-349-381-733; 149-811-162-849-369; 155-584-668-336-464; 159-221-022-548-84X; 161-860-020-577-869; 163-529-639-649-240; 170-181-307-844-735; 176-073-732-876-113,2,true,,bronze
006-730-098-473-060,Developing country firms and the challenge of corruption: Do company commitments mirror the quality of national-level institutions?,,2018,journal article,Journal of Business Research,01482963,Elsevier BV,Netherlands,Ralf Barkemeyer; Lutz Preuss; Marc Ohana,"Abstract Corruption is an important topic for management scholars and practitioners. Given the rise to economic prominence of firms from developing countries, this paper investigates how developing country firms engage with this challenge. Based on a content analysis of 191 codes of conduct, issued by firms from 18 developing countries, we first investigate what anti-corruption commitments developing country firms make in their codes of conduct; we then determine contextual factors at national business system level that drive differences in firm engagement. We provide evidence for a “mirror view” of corporate social responsibility, according to which companies match the quality of national-level institutions in their own anti-corruption commitments. This result stands in contrast to the basic expectation underlying the concept of corporate social responsibility that companies step in to close governance gaps and address wider societal-level challenges. Our findings thus highlight limitations to purely private governance mechanisms aimed at combatting corruption.",90,,26,39,Accounting; Corporate social responsibility; Business; Content analysis; Corruption; Quality (business); Private governance; National level; Corporate governance; Developing country,,,,,https://ideas.repec.org/a/eee/jbrese/v90y2018icp26-39.html https://www.sciencedirect.com/science/article/pii/S0148296318302017 http://sro.sussex.ac.uk/id/eprint/76580/ https://core.ac.uk/display/159011363 https://hal.archives-ouvertes.fr/hal-02390172 https://core.ac.uk/download/159011363.pdf,http://dx.doi.org/10.1016/j.jbusres.2018.04.025,,10.1016/j.jbusres.2018.04.025,2802678211,,0,000-372-669-986-236; 003-025-422-339-881; 003-224-724-663-056; 003-574-737-318-905; 006-292-752-730-694; 006-590-569-134-064; 006-762-456-038-701; 007-058-597-408-873; 008-228-249-502-375; 008-914-838-098-964; 011-009-436-076-736; 011-596-227-939-24X; 013-011-086-953-342; 013-123-920-434-103; 013-255-822-890-740; 013-840-563-193-795; 014-216-445-626-761; 014-537-774-869-796; 015-178-449-205-317; 015-337-645-951-400; 015-880-264-690-205; 017-126-130-578-937; 019-551-088-434-074; 020-433-125-836-784; 020-549-190-605-792; 022-039-341-810-084; 022-102-908-970-396; 022-708-069-461-641; 026-569-991-250-422; 029-350-668-070-205; 030-238-668-708-956; 031-051-093-950-325; 032-508-910-974-778; 032-796-113-665-744; 033-580-611-548-966; 035-043-331-421-361; 035-351-198-520-030; 035-556-471-787-086; 036-682-959-991-957; 042-631-479-118-910; 044-531-085-060-255; 045-281-169-550-566; 047-048-567-138-966; 048-046-627-189-042; 050-956-126-894-944; 051-335-243-151-562; 052-249-100-560-532; 053-113-137-214-637; 053-690-397-234-837; 054-260-384-126-569; 054-719-660-179-98X; 054-839-442-987-686; 055-070-798-326-463; 055-660-438-155-277; 055-819-365-437-573; 057-804-566-665-311; 058-453-964-883-909; 058-940-245-765-314; 059-040-325-610-681; 063-972-804-045-768; 064-091-717-837-982; 064-485-909-601-351; 065-327-083-453-198; 065-464-957-757-100; 066-557-211-869-797; 066-564-379-087-831; 066-793-586-028-446; 067-421-052-742-134; 069-359-566-933-120; 071-155-607-138-623; 072-868-849-199-046; 072-978-121-958-617; 075-718-517-436-127; 079-564-917-014-691; 082-663-894-393-642; 086-502-673-407-113; 087-902-446-328-975; 088-541-703-373-976; 090-506-947-398-73X; 090-592-555-205-111; 095-531-201-722-632; 096-122-662-201-767; 102-415-862-319-721; 104-019-049-616-625; 104-912-592-180-204; 119-674-193-775-263; 124-538-688-765-053; 127-100-806-683-562; 127-551-966-227-745; 129-795-961-754-865; 131-825-438-049-332; 132-494-402-982-393; 136-411-511-934-760; 136-632-577-419-648; 140-167-993-285-910; 153-170-665-822-448; 162-421-639-405-405; 163-020-421-050-727; 163-360-046-306-743; 172-754-651-308-964,23,true,,green
006-740-083-840-664,Responsible Leadership and the Political Role of Global Business,,2012,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Moritz Patzer; Christian Voegtlin; Andreas Georg Scherer,"Globally responsible leadership is conceived as the normatively appropriate conduct of business leaders in response to the ethical challenges that multinational corporations have to deal with in the context of their global business operations. The paper argues that existing approaches to responsible leadership research neglect the ethical implications of globalization and the conditions of the current ‘post-national constellation’ (Habermas) in international relations. We review critically the existing concepts of responsible leadership and point to the normative vacuity, justification gaps, and the implementation challenges regarding these concepts. In order to address these issues, we propose a new approach to responsible leadership in global business based on Habermas’s idea of democratic deliberation. This concept provides leadership with a normative orientation when facing complex and heterogeneous business and stakeholder demands. Finally, we discuss how responsible leaders can remain capable of producing morally legitimate decisions within the factual constraints of global business.",,,,,Leadership; Business ethics; Ethical leadership; Political science; Leadership style; Neuroleadership; Public relations; Servant leadership; Transactional leadership; Leadership studies,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2135393 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2390753_code1443504.pdf?abstractid=2135393&mirid=1 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2390753_code1443504.pdf?abstractid=2135393&mirid=1&type=2 https://core.ac.uk/display/11295269 https://www.ssrn.com/abstract=2135393 http://www.zora.uzh.ch/68377/1/SSRN-id2135393.pdf,http://dx.doi.org/10.2139/ssrn.2135393,,10.2139/ssrn.2135393,1597037550,,0,000-372-669-986-236; 004-018-767-093-03X; 004-132-984-565-100; 004-628-655-389-651; 006-008-018-160-120; 009-106-175-722-797; 015-957-234-354-449; 016-159-350-205-811; 017-277-970-240-208; 018-517-241-930-205; 022-952-281-676-433; 024-238-859-613-856; 025-616-051-964-102; 028-694-226-320-839; 028-901-642-859-277; 029-289-608-902-946; 029-667-202-012-359; 031-938-336-928-905; 032-778-734-008-916; 034-829-643-212-954; 035-114-661-869-877; 038-877-989-834-154; 040-361-260-159-152; 041-781-348-238-610; 042-330-251-389-539; 045-490-628-739-239; 046-064-222-733-755; 047-956-103-670-368; 048-042-039-276-280; 048-263-082-469-140; 049-526-577-427-565; 049-736-002-014-271; 050-946-760-593-98X; 052-589-573-951-235; 052-802-334-885-429; 055-641-053-118-746; 055-926-715-227-669; 056-417-377-272-563; 057-004-839-044-540; 059-728-925-360-79X; 061-181-961-041-388; 065-452-535-679-482; 067-202-499-391-940; 067-621-814-824-950; 068-223-572-986-06X; 069-533-155-665-652; 069-612-182-793-25X; 072-545-085-808-510; 072-868-849-199-046; 082-171-985-858-889; 086-570-752-324-652; 089-958-613-011-066; 090-506-947-398-73X; 090-923-678-274-946; 091-840-265-721-341; 092-709-302-565-919; 097-213-764-422-536; 099-523-854-268-428; 101-599-240-945-982; 103-492-481-923-285; 103-544-751-408-374; 108-482-589-817-559; 110-383-389-043-091; 110-867-129-937-890; 111-172-438-042-172; 112-217-930-679-426; 112-840-174-850-172; 116-915-289-895-177; 117-671-920-962-617; 123-694-573-650-975; 123-899-687-687-732; 125-587-383-255-295; 127-551-966-227-745; 128-341-929-119-076; 132-202-358-194-148; 136-081-918-958-220; 136-120-144-815-662; 139-992-630-115-239; 140-339-413-619-813; 144-589-120-231-53X; 150-320-236-572-470; 154-633-233-153-775; 155-023-523-595-81X; 157-191-556-708-775; 159-539-412-383-104; 159-755-388-807-873; 162-318-741-734-445; 176-013-679-580-844; 176-362-207-441-710; 178-397-057-385-09X; 182-199-495-327-639; 184-876-453-235-144; 188-318-355-822-774; 198-030-524-322-966,1,true,,green
006-854-318-828-594,Stakeholder profile definition and salience measurement with fuzzy logic and visual analytics applied to corporate social responsibility case study,,2015,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Jolanta Poplawska; Ashraf Labib; Debbie Reed; Alessio Ishizaka,"Abstract Several stakeholder categorisation frameworks have been proposed in the literature. Although the triple intersecting circles representation –of power, urgency and legitimacy – is the most used, it has the limitation of any categorisation technique: a stakeholder can only belong to a predefined category and there can be no indication of a personalised profile that had not been identified a priori . To solve these issues, we propose a new framework based on fuzzy logic and visual analytics, which is capable of precisely assessing stakeholders' importance by indicating the exact degree of membership to a particular interest group. As an illustrative case study, this framework has been applied to construct and visualise the profile of key extractive sector stakeholders and measure their salience in a corporate social responsibility context. Results indicate that management and community have the highest salience.",105,,103,115,Corporate social responsibility; Stakeholder theory; Salience (language); Stakeholder analysis; Stakeholder; Context (language use); Computer science; Knowledge management; Fuzzy logic; Visual analytics,,,,,https://researchportal.port.ac.uk/portal/files/1894145/ISHIZAKA_2014_cright_JCP_Stakeholder_profile_definition_and_salience_measurement_with_fuzzy_logic.pdf https://researchportal.port.ac.uk/en/publications/stakeholder-profile-definition-and-salience-measurement-with-fuzz https://www.sciencedirect.com/science/article/pii/S0959652614011676 http://www.sciencedirect.com/science/article/pii/S0959652614011676 https://puredev.port.ac.uk/en/publications/stakeholder-profile-definition-and-salience-measurement-with-fuzz https://core.ac.uk/download/29588517.pdf,http://dx.doi.org/10.1016/j.jclepro.2014.10.095,,10.1016/j.jclepro.2014.10.095,1983186102,,0,001-789-641-680-649; 003-361-209-168-182; 008-633-390-051-947; 010-918-828-311-178; 012-694-325-377-805; 012-893-794-232-58X; 013-028-834-660-870; 014-852-380-400-493; 016-261-705-394-035; 016-272-456-274-115; 016-518-648-392-156; 016-843-386-842-469; 019-806-548-132-918; 019-840-025-362-174; 022-025-778-264-808; 022-267-888-137-81X; 024-391-614-644-655; 024-682-446-975-083; 024-788-460-846-961; 025-101-111-846-528; 027-390-988-476-777; 027-666-619-006-491; 028-001-713-928-96X; 028-095-778-810-33X; 028-405-228-114-357; 029-348-557-887-535; 030-587-229-346-215; 034-642-638-843-938; 036-145-850-388-843; 037-423-792-391-123; 040-787-555-511-027; 041-326-126-090-433; 042-239-091-443-104; 042-582-282-510-224; 043-886-656-661-30X; 045-080-075-900-034; 048-542-430-212-408; 049-440-520-447-808; 052-822-918-312-104; 054-166-086-107-06X; 055-697-111-031-562; 055-832-616-686-395; 057-286-056-282-911; 058-683-730-832-467; 058-699-842-377-91X; 062-627-617-734-038; 065-385-894-056-933; 069-533-155-665-652; 073-910-448-330-165; 080-209-192-974-925; 087-914-869-384-619; 088-438-498-690-490; 091-776-064-888-280; 092-129-194-783-765; 094-568-315-979-236; 095-496-036-237-498; 097-034-530-045-930; 098-049-287-579-577; 098-074-314-940-79X; 099-351-903-804-453; 099-559-439-371-684; 099-992-715-424-736; 104-367-014-590-85X; 108-860-744-626-10X; 111-783-331-521-571; 116-448-002-651-774; 117-046-006-748-770; 117-742-425-583-594; 118-886-059-227-803; 119-427-076-022-088; 123-273-858-461-486; 123-688-815-905-90X; 127-356-618-215-912; 131-161-724-039-419; 136-669-337-999-910; 139-270-072-725-248; 140-265-304-896-767; 147-424-124-879-150; 152-433-729-523-259; 156-538-049-083-495; 161-155-565-284-173; 166-006-696-779-427; 172-572-166-912-802; 177-141-640-794-485; 181-111-130-406-363,32,true,cc-by-nc-nd,green
006-958-505-510-158,Exploring Corporate Social Responsibility in the Italian wine sector through websites,2021-07-28,2021,journal article,The TQM Journal,17542731,Emerald,United Kingdom,Benedetta Esposito; Maria Rosaria Sessa; Daniela Sica; Ornella Malandrino,"Purpose: This paper aims to explore how the Italian wine industry discloses corporate social responsibility (CSR) practices and quality certifications and the corresponding determinants via websites. The study also aims to investigate the relationship between CSR practices and financial performance. The information consistency between the quality certificates reported on corporate websites and official database statements is also explored. Lastly, the paper investigates how the relationship between the size of wineries and CSR disclosure changes according to firms' geographic location. Design/methodology/approach: This paper analyses CSR corporate communication via the websites of a sample of Italian wineries by adjusting the theoretical framework developed by Amran (2012) to the wine sector's peculiarities. Moreover, a cross-certification analysis and a moderation analysis were performed to fulfil the purpose of the research. Findings: The analysis revealed the extensive use of CSR disclosure via websites. It was found that company size positively affects CSR disclosure and Quality Certification Disclosure (QCD), while geographic location slightly moderates the relationship between the two variables. In addition, a negative relationship between CSR disclosure and corporate financial performance and its reverse causality emerged. Moreover, for most wineries, information consistency between the quality certificates reported on corporate websites and official database statements was observed. Research limitations/implications: The study's main limitation is that the search process was performed during lockdown. Therefore, the examined issues could change in the near future due to the shift in priorities that the COVID-19 pandemic is determining. Practical implications: The results can help managers implement CSR disclosure and QCD practices to enhance stakeholder legitimacy and enable their companies to compete in strongly competitive international markets. Originality/value: The paper represents the first study investigating online QCD and its consistency in the Italian wine sector. © 2020, Benedetta Esposito, Maria Rosaria Sessa, Daniela Sica and Ornella Malandrino.",33,7,222,252,Accounting; Corporate social responsibility; Business; Corporate communication; Negative relationship; Stakeholder; Consistency (negotiation); Quality (business); Certification; Moderation,,,,,https://pesquisa.bvsalud.org/global-literature-on-novel-coronavirus-2019-ncov/resource/en/covidwho-1343757 https://search.bvsalud.org/global-literature-on-novel-coronavirus-2019-ncov/resource/es/covidwho-1343757 https://www.emerald.com/insight/content/doi/10.1108/TQM-11-2020-0264/full/html,http://dx.doi.org/10.1108/tqm-11-2020-0264,,10.1108/tqm-11-2020-0264,3185167741,,0,001-034-835-512-357; 001-350-789-747-466; 002-571-533-026-943; 002-800-351-395-955; 002-897-814-763-886; 003-723-931-456-46X; 004-287-212-035-122; 005-257-829-756-201; 005-805-453-463-041; 008-708-200-143-28X; 009-657-501-876-718; 010-329-406-781-633; 010-615-958-268-069; 013-011-086-953-342; 013-775-373-835-613; 014-229-080-427-104; 014-255-721-870-130; 014-373-587-051-990; 014-529-791-710-218; 014-742-775-145-792; 015-574-759-409-256; 015-713-093-814-032; 017-569-147-053-582; 017-847-554-540-035; 019-374-338-443-244; 019-534-948-420-613; 020-380-050-984-080; 021-921-400-127-245; 022-122-109-449-703; 024-051-185-353-33X; 024-405-735-434-982; 024-433-682-636-393; 026-197-051-291-561; 026-895-802-475-205; 027-960-406-271-715; 028-038-707-972-613; 028-281-264-983-240; 028-333-808-038-581; 030-335-533-996-422; 030-577-057-766-870; 031-871-172-603-130; 032-027-382-592-778; 033-445-837-262-66X; 034-073-055-303-975; 034-274-926-223-69X; 035-086-269-594-279; 038-522-465-409-410; 039-409-948-862-393; 039-440-765-845-561; 041-906-184-611-955; 042-292-098-369-739; 042-466-326-194-297; 042-548-717-146-419; 042-953-475-992-67X; 044-934-935-997-674; 045-767-555-517-262; 046-244-359-767-102; 046-502-604-546-653; 047-307-748-236-518; 047-312-291-159-589; 047-460-128-505-546; 047-740-107-017-398; 048-224-151-564-730; 049-030-542-806-224; 049-219-615-824-319; 050-698-489-956-308; 052-802-334-885-429; 052-995-803-653-596; 053-195-536-333-811; 054-069-574-950-019; 055-127-219-449-931; 055-773-672-952-080; 056-544-602-508-731; 057-212-529-375-260; 057-798-086-822-981; 058-348-251-533-066; 058-530-271-876-585; 058-933-124-979-281; 059-079-852-711-458; 060-575-446-584-922; 061-923-661-373-890; 062-110-807-031-390; 063-430-062-289-184; 064-438-261-806-271; 065-283-894-777-207; 065-611-229-177-172; 066-557-211-869-797; 069-409-941-225-197; 071-070-333-498-521; 071-853-941-080-146; 072-003-725-051-936; 075-149-972-319-486; 076-222-178-358-343; 076-551-437-187-006; 076-640-860-405-132; 080-633-390-987-340; 081-412-713-419-055; 082-218-635-285-414; 085-974-651-151-03X; 087-769-218-561-310; 088-721-638-132-954; 091-529-025-263-220; 098-866-087-421-37X; 100-782-497-458-337; 102-925-806-204-778; 103-141-924-127-030; 106-685-418-223-788; 107-150-172-527-41X; 108-535-340-472-571; 109-645-109-253-37X; 114-152-908-405-099; 120-356-451-279-986; 122-070-199-191-868; 126-593-490-427-782; 129-603-367-329-525; 130-741-068-205-515; 131-408-791-057-328; 134-060-946-360-167; 135-532-118-276-102; 137-278-583-024-367; 139-644-329-182-909; 140-859-712-799-489; 146-657-895-578-824; 148-382-488-651-492; 150-003-901-711-292; 153-639-208-501-265; 153-901-397-066-688; 157-254-028-649-877; 160-470-554-552-084; 162-290-133-902-677; 163-529-639-649-240; 174-182-975-985-568; 177-384-563-686-363; 178-861-083-722-615; 187-429-077-093-676; 191-164-807-511-942; 191-914-438-513-183; 194-045-582-704-133; 196-396-824-157-046,2,true,cc-by,hybrid
007-030-829-402-768,"Green marketing orientation: Conceptualization, scale development and validation",,2017,journal article,Journal of Business Research,01482963,Elsevier BV,Netherlands,Karolos Konstantinos Papadas; George J. Avlonitis; Marylyn Carrigan,"Abstract As green marketing becomes an essential tool for sustainable business strategy, companies are adopting green marketing practices to achieve better business performance. However, no research has yet operationalized all the organizational facets that are necessary to become a green marketing oriented company. To address this omission, following the literature in measurement theory, this investigation reports a series of 4 studies and develops a scale to capture the holistic approach of green marketing. This study introduces the construct of green marketing orientation, which comprises three dimensions: strategic green marketing orientation, tactical green marketing orientation and internal green marketing orientation. The scale shows internal consistency, reliability, construct validity and nomological validity. Directions for future research and managerial implications of the new construct are discussed.",80,,236,246,Business; Marketing; Marketing management; Return on marketing investment; Marketing research; Quantitative marketing research; Knowledge management; Green marketing; Marketing strategy; Digital marketing; Marketing mix,,,,,https://econpapers.repec.org/RePEc:eee:jbrese:v:80:y:2017:i:c:p:236-246 https://pureportal.coventry.ac.uk/en/publications/green-marketing-orientation-conceptualization-scale-development-a https://researchportal.hw.ac.uk/en/publications/green-marketing-orientation-conceptualization-scale-development-a http://www.sciencedirect.com/science/article/pii/S0148296317301777 https://ideas.repec.org/a/eee/jbrese/v80y2017icp236-246.html https://core.ac.uk/display/151696913 https://www.sciencedirect.com/science/article/pii/S0148296317301777 https://core.ac.uk/download/294779253.pdf,http://dx.doi.org/10.1016/j.jbusres.2017.05.024,,10.1016/j.jbusres.2017.05.024,2617881682,,0,001-889-580-273-609; 002-546-444-655-364; 002-927-318-641-091; 007-836-906-002-50X; 009-292-371-162-047; 010-346-721-629-150; 015-224-289-775-533; 016-078-442-514-254; 019-462-959-902-159; 021-553-853-500-640; 021-935-576-976-627; 022-479-811-062-586; 023-654-030-797-362; 024-706-898-610-505; 028-985-813-535-842; 029-679-229-700-15X; 031-208-284-803-419; 032-209-751-011-009; 034-827-137-881-507; 035-344-034-865-977; 040-813-018-944-923; 043-213-633-162-472; 043-922-043-083-485; 044-045-032-067-863; 044-376-856-173-999; 044-871-194-437-438; 048-350-479-859-580; 048-691-593-357-109; 053-767-883-175-29X; 057-662-541-378-294; 058-504-695-501-876; 059-537-641-635-286; 060-571-945-430-102; 060-656-327-248-752; 061-330-958-607-455; 063-405-134-315-165; 064-091-717-837-982; 065-593-347-228-317; 067-481-215-257-948; 080-586-720-645-425; 081-723-563-994-254; 085-921-682-031-840; 086-381-215-100-802; 088-640-743-737-715; 094-836-116-035-126; 095-364-903-723-343; 095-627-444-546-756; 096-103-813-826-702; 097-103-990-187-880; 100-357-883-277-115; 101-688-489-420-393; 102-489-325-456-589; 108-282-777-844-62X; 115-609-720-474-627; 125-524-620-238-758; 131-447-132-978-766; 140-370-297-543-780; 140-671-073-860-954; 140-793-655-606-994; 142-489-306-629-596; 142-674-506-569-000; 147-777-072-867-660; 147-998-473-731-456; 151-069-180-510-199; 160-411-265-021-279; 161-976-758-240-087; 166-204-621-970-742; 169-589-600-359-476; 177-813-851-109-934; 190-490-824-612-507,164,true,,green
007-032-088-099-763,‘Sustainable Investing’ via the FDI Route for Sustainable Development,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Kapil Narula,"Abstract This conceptual paper proposes to apply the principles of ‘Sustainable Investing’ (SI) on incoming Foreign Direct Investment (FDI) in order to achieve the goal of ‘ustainable Development’ (SD). FDI can serve as a catalyst to attain faster economic growth rates in emerging economies. However, FDI led growth has resulted in degradation of the environment in most cases. Additionally, rising food and water insecurity, climate change and the growing economic disparity have emerged as the major threats in this millennium. Addressing these concerns in a holistic way by integrating Environmental, Social, and Governance (ESG) issues at the FDI stage itself (by means of applying the principles of SI) can be a potential solution to chart a trajectory of ‘sustainable growth’, in emerging economies. The paper presents a framework to incorporate the principles of SI to achieve sustainable growth. It discusses the existing approaches to SI, its advantages and existing trends in the world. It then takes a look at the evolving scenario in India which has an Environmental Sustainability Index (ESI) for various states, a ‘sustainable development fund’ and an ‘ESG Index’ along with voluntary reporting of Corporate Social Responsibility (CSR) activities. It emerges that although steps are being taken to move in a direction of SD, the response is rather poor by investors, companies and government alike. It is therefore imperative that certain measures are taken to integrate the concept of SI while designing regulatory framework and policies for increasing FDI. The paper suggests a way ahead by promoting the concept of Sustainable Investment (SI) in the initial stages of screening of FDI in terms of ESG standards in order to attain long term, inclusive and sustainable growth patterns.",37,,15,30,Environmental Sustainability Index; Emerging markets; Sustainable growth rate; Corporate social responsibility; Economics; Investment (macroeconomics); Foreign direct investment; Corporate governance; Economic growth; Sustainable development; Economic system,,,,,http://www.sciencedirect.com/science/article/pii/S1877042812007501 https://www.sciencedirect.com/science/article/pii/S1877042812007501 https://cyberleninka.org/article/n/318252 https://core.ac.uk/display/82222221 https://core.ac.uk/download/pdf/82222221.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.03.271,,10.1016/j.sbspro.2012.03.271,1988603733,,0,009-407-606-143-199; 011-104-666-786-86X; 014-504-966-099-190; 019-856-162-239-152; 030-482-437-219-48X; 053-932-746-400-258; 067-840-740-379-478; 116-837-772-458-531; 117-876-417-994-602; 138-811-703-836-335; 146-154-886-049-758; 150-201-121-226-963; 162-848-981-291-071; 173-956-866-947-458,13,true,,gold
007-303-992-133-976,Optimal investment portfolio selection from the largest Ukrainian companies: comparative study of conventional and responsible portfolios,2019-09-05,2019,journal article,Public and Municipal Finance,22221867; 22221875,LLC CPC Business Perspectives,,Alex Plastun; Inna Makarenko; Yulia Yelnikova; Diana Bychenko,"<jats:p>This paper is devoted to the comparing stock portfolios of the largest conventional and responsible Ukrainian companies as the basis for substantiating the structure of an optimal investment portfolio in the current conditions of development of the financial market of Ukraine. The empirical basis of the research was the data of quotations of shares of 6 most liquid conventional and 6 responsible companies in the Ukrainian and Warsaw exchanges. The methodological basis of calculations was the classic Markowitz portfolio optimization model. The key hypothesis of the research was to check that the conventional investment portfolios of Ukrainian companies outperform the responsible investment portfolios by their parameters (return, risk). This hypothesis was rejected. The obtained results have not only theoretical significance – both the rationale for the threat of responsible investment in Ukraine and the applied value for market participants in terms of investment decisions making, taking into consideration the ESG criteria, and the formation of investment portfolios from shares of the responsible companies, the key parameters of which exceed the conventional portfolios.</jats:p>",8,1,44,53,Financial economics; Business; Ukrainian; Stock market; Index (economics); Investment portfolio; Publication; Selection (genetic algorithm),,,,,https://www.businessperspectives.org/index.php/journals/public-and-municipal-finance/issue-324/optimal-investment-portfolio-selection-from-the-largest-ukrainian-companies-comparative-study-of-conventional-and-responsible-portfolios https://www.essuir.sumdu.edu.ua/handle/123456789/76846 https://essuir.sumdu.edu.ua/bitstream/123456789/76846/1/PMF_2019_01_Plastun.pdf https://core.ac.uk/download/324279032.pdf,http://dx.doi.org/10.21511/pmf.08(1).2019.04,,10.21511/pmf.08(1).2019.04,2972035788,,0,000-622-423-217-305; 002-664-126-254-642; 005-245-644-069-124; 010-105-658-983-677; 015-250-981-490-955; 016-604-354-310-304; 022-024-216-320-148; 034-876-878-504-355; 041-722-355-004-88X; 060-309-161-325-319; 061-829-988-617-171; 068-685-598-293-137; 075-070-809-486-282; 080-853-518-801-002; 084-467-037-519-786; 090-514-536-308-146; 095-183-190-259-890; 101-715-433-161-426; 103-677-632-250-120; 103-734-164-623-19X; 114-717-527-812-251; 117-628-017-229-546; 134-876-993-976-548; 144-525-313-607-174; 156-205-823-669-378,0,true,cc-by,gold
007-465-350-288-388,Corporate Social Responsibility and Facebook: A Splashy Combination?,2016-11-03,2016,journal article,International Business Research,19139012; 19139004,Canadian Center of Science and Education,,Hubert Korzilius; Maria Margarita Arias,"Literature widely explores Corporate Social Responsibility (CSR), Online Social Networks and consumer behavior individually. However, research linking them has been scarce. Therefore, this study aims to assess the effect of CSR information provided through Facebook on consumers’ brand image and purchase intention, considering the role of consumer´s product involvement. A fictitious brand profile “Splash Citrus” was designed for an online experiment conducted with participants from two countries, Colombia and the Netherlands, studying the effect of the stimulus, communication channel, Facebook versus Video commercial, on purchase intention and brand image. There was evidence that participants receiving CSR information through Facebook have a higher Brand image than participants receiving information through a video commercial. This effect on brand image appears particularly in higher product involved participants. Cross-cultural values did not affect these relationships. CSR and Facebook thus seem a splashy combination allowing managers to implement innovative strategies to achieve financial, social, and, environmental sustainability.",9,12,55,64,Advertising; Corporate social responsibility; Business; Marketing; Consumer behaviour; Brand image; Product involvement; Brand management; Sustainability,,,,,https://core.ac.uk/display/79165912 https://www.ccsenet.org/journal/index.php/ibr/article/download/61420/34912 https://EconPapers.repec.org/RePEc:ibn:ibrjnl:v:9:y:2016:i:12:p:55-64 http://www.ccsenet.org/journal/index.php/ibr/article/download/61420/34912 https://www.narcis.nl/publication/RecordID/oai%3Arepository.ubn.ru.nl%3A2066%2F163086 https://repository.ubn.ru.nl/handle/2066/163086 https://ideas.repec.org/a/ibn/ibrjnl/v9y2016i12p55-64.html https://core.ac.uk/download/79165912.pdf,http://dx.doi.org/10.5539/ibr.v9n12p55,,10.5539/ibr.v9n12p55,2547657864,,0,009-057-807-963-815; 009-179-900-346-26X; 026-188-326-311-687; 026-249-910-065-223; 028-513-151-138-964; 028-781-998-189-223; 033-171-354-077-456; 034-668-042-743-317; 042-332-339-968-120; 056-298-007-347-645; 060-718-008-581-786; 065-384-111-149-478; 110-646-581-355-169; 122-937-778-784-122; 127-629-056-629-021; 131-180-572-109-097; 137-595-534-844-712; 146-267-791-584-388; 159-592-129-993-014; 173-113-127-163-97X,2,true,cc-by,gold
007-486-581-934-407,The geography of CSR,,2019,journal article,International Review of Economics & Finance,10590560,Elsevier BV,Netherlands,David K. Ding; Christo Ferreira; Udomsak Wongchoti,"Abstract We regress socio-economic indicators against firm level CSR scores using a sample of over 26,000 firm year observations from 1991 through 2009. We find that a firm's CSR profile is linked to the socio-economic conditions of the firm's geographic headquarters (HQ) location. The study documents that the legal, cultural, economic, and demographic differences across geography significantly explain the variation in CSR means between metropolitan statistical areas, states, and regions. We also find that the relation between CSR and firm performance is conditional on socio-economic factors, which highlight the endogeneity concerns inherent in CSR studies. Lastly, we show that firms that cluster along a CSR continuum experience an increase in firm value.",59,,265,288,Corporate social responsibility; Metropolitan area; Enterprise value; Economic geography; Corporate governance; Sample (statistics); Endogeneity; Tobin's q,,,,"Massey University, New Zealand",https://ideas.repec.org/a/eee/reveco/v59y2019icp265-288.html https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6995&context=lkcsb_research https://www.sciencedirect.com/science/article/pii/S1059056018307950 https://ink.library.smu.edu.sg/lkcsb_research/5996/ https://core.ac.uk/download/200254469.pdf,http://dx.doi.org/10.1016/j.iref.2018.09.003,,10.1016/j.iref.2018.09.003,2893105120,,0,000-663-909-364-875; 002-949-090-263-772; 007-144-945-126-743; 007-886-304-152-485; 008-521-521-863-923; 009-629-870-119-968; 015-166-696-184-05X; 015-732-928-802-78X; 017-046-212-454-268; 018-307-409-030-978; 019-881-891-263-990; 020-285-253-544-274; 020-834-862-879-896; 021-524-270-319-003; 024-988-781-611-617; 027-603-774-648-365; 029-883-402-447-599; 030-890-666-450-303; 036-008-609-566-438; 036-216-371-635-590; 036-429-447-704-003; 036-868-938-840-100; 038-817-823-358-245; 043-201-089-708-794; 044-161-762-520-250; 044-292-715-122-487; 044-714-024-225-740; 050-170-867-198-212; 053-195-536-333-811; 057-401-149-281-855; 058-297-003-661-694; 059-137-366-401-449; 060-079-440-231-381; 061-056-306-117-590; 061-866-141-222-548; 062-300-894-288-182; 064-091-717-837-982; 067-981-358-367-395; 075-517-307-723-522; 077-502-054-898-084; 078-991-771-974-920; 082-462-493-989-76X; 084-344-255-632-568; 084-613-224-049-188; 088-359-057-924-401; 103-233-814-312-030; 111-819-171-804-346; 114-933-813-221-985; 115-085-795-539-814; 119-032-095-682-333; 119-142-416-147-153; 123-694-573-650-975; 130-185-490-312-282; 144-221-783-733-48X; 146-154-455-465-637; 152-113-722-571-597; 153-430-228-073-416; 159-592-129-993-014; 177-010-684-516-540; 183-565-197-609-826,14,true,cc-by-nc-nd,green
007-620-590-527-381,From vicious to virtuous circles: problem structuring for quantified decision making in operationalization of corporate social responsibility,2017-12-21,2017,journal article,Journal of the Operational Research Society,01605682; 14769360,Informa UK Limited,United Kingdom,Jolanta Poplawska; Ashraf Labib; Debbie Reed,"There is no formalised approach for problem structuring and quantitative decision support to operationalise corporate social responsibility (CSR) implementation. In this paper, techniques for considering criteria relationships are outlined and a holistic, systematic framework combining a qualitative and quantitative method for practical CSR integration is provided. Cognitive mapping (CM) is applied to structure the problem picture, and the cause–effect relationships between decision elements. Soft CM methodology is employed to assess the cross-criteria interactions, at both an individual and a collective level. The interactions of criteria can have a significant impact upon CSR implementation. Such impacts can be direct or indirect through their close linkages to other criteria. The causal strategic map serves as an input to the analytic network process (ANP) to carry out the multi-criteria decision analysis. Then, CM and ANP are applied in a comparative analysis to verify whether the measures of criteria significance do correspond. The key criteria in networks are identified using centrality in CM and single limited priorities in ANP. This study demonstrates that using criteria without considering their interactions will result in shortcomings in the evaluation and assessment of CSR programmes. The holistic framework, combining CM and ANP proposed in this work, enhances the process of problem structuring and supports preference-based evaluation of decision alternatives. The results of our study yield that the mapping procedure has an influence on the criteria significance in networks. The correspondence between CM and ANP is stronger when cause relationships are rigidly interpreted. More unambiguous interpretations of causal relations can be achieved if methods are used jointly and common peaks of importance in both CM and ANP could potentially serve as indications of key decision elements.",68,3,291,307,Decision support system; Strategy map; Corporate social responsibility; Cognitive map; Analytic network process; Decision analysis; Computer science; Management science; Operationalization,,,,,https://link.springer.com/article/10.1057%2Fs41274-016-0028-z https://orsociety.tandfonline.com/doi/full/10.1057/s41274-016-0028-z https://researchportal.port.ac.uk/portal/files/4043220/LABIB_2016_cright_JORS_From_vicious_to_virtuous_circles.pdf https://dblp.uni-trier.de/db/journals/jors/jors68.html#PoplawskaLR17 https://doi.org/10.1057/s41274-016-0028-z https://researchportal.port.ac.uk/portal/en/publications/from-vicious-to-virtuous-circles(ba43932a-0b6b-4fae-8922-c35af9f214df).html https://www.tandfonline.com/doi/full/10.1057/s41274-016-0028-z https://ideas.repec.org/a/pal/jorsoc/v68y2017i3d10.1057_s41274-016-0028-z.html https://econpapers.repec.org/article/paljorsoc/v_3a68_3ay_3a2017_3ai_3a3_3ad_3a10.1057_5fs41274-016-0028-z.htm https://core.ac.uk/download/44341905.pdf,http://dx.doi.org/10.1057/s41274-016-0028-z,,10.1057/s41274-016-0028-z,2470151867,,0,001-587-938-648-994; 001-668-862-975-001; 001-765-665-160-73X; 002-738-159-731-07X; 003-094-706-553-029; 005-108-130-817-972; 007-220-757-506-943; 007-425-102-999-491; 008-184-020-987-958; 010-942-657-615-432; 013-187-337-714-514; 013-462-600-145-886; 016-027-335-594-009; 016-787-369-071-179; 024-242-756-634-170; 024-372-561-282-190; 028-095-778-810-33X; 029-348-557-887-535; 039-254-900-704-552; 039-968-375-718-706; 040-611-509-765-49X; 042-871-428-495-786; 044-783-401-366-469; 046-088-635-433-132; 050-504-516-692-996; 052-822-918-312-104; 054-713-788-172-093; 060-075-061-891-752; 062-202-049-801-701; 073-043-761-375-260; 075-621-276-360-975; 078-649-112-939-677; 079-374-952-570-477; 079-401-470-953-193; 081-952-292-767-293; 087-221-029-321-365; 089-708-054-390-044; 095-496-036-237-498; 099-673-908-914-020; 101-230-028-229-380; 105-568-978-700-58X; 108-222-366-916-76X; 109-905-298-100-062; 110-104-551-585-004; 112-126-238-730-068; 113-721-840-244-604; 117-192-172-476-796; 120-117-792-040-422; 129-472-546-808-700; 133-010-592-890-213; 144-698-766-493-646; 149-295-648-522-501; 159-113-325-480-223; 161-979-148-756-039; 165-024-092-578-504; 176-892-173-332-302; 181-111-130-406-363,12,true,,green
007-659-253-826-784,Social Media Creates Competitive Advantages: How Turkish Banks Use This Power? A Content Analysis of Turkish Banks through their Webpages☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Burcu Mucan; Eda Yaşa Özeltürkay,"Abstract Aim of this study is to demonstrate how Turkish banks use social media tools such as Facebook, Twitter, YouTube, and Blogs and others, while they are trying to create competitive advantages in Turkey. Based on the coding schema, we analyze their usage types. According to 45 Turkish Banks statistical results, 38% of them have Facebook account, % 36 of them have Twitter account and 16% of them have LinkedIn account. % 38 of them have social media tools in their home page. % 33 of them do not let fans post anything else without permission. They uploaded the photos related to their Corporate Social Responsibility (CSR) subjects mainly and equally education, health, and environment (18%). Their photo albums mostly related to their campaigns (36%).",148,,137,145,Advertising; Engineering; Corporate social responsibility; Content analysis; Schema (psychology); Home page; Turkish; Social media; Competitive advantage; Upload,,,,,https://core.ac.uk/display/82208036 https://www.sciencedirect.com/science/article/pii/S1877042814039317 https://core.ac.uk/download/pdf/82208036.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.07.027,,10.1016/j.sbspro.2014.07.027,2019656806,,0,001-285-367-053-917; 003-785-778-279-199; 010-361-664-253-008; 010-530-159-649-41X; 011-854-399-312-637; 012-353-468-982-96X; 012-517-824-108-08X; 020-190-146-000-165; 020-568-540-327-360; 025-325-580-946-671; 028-927-980-617-831; 030-336-959-693-984; 036-050-861-198-04X; 046-352-310-532-538; 053-133-165-546-637; 068-608-579-098-150; 079-618-323-935-873; 080-142-224-521-995; 098-587-089-947-381; 100-120-798-691-746; 110-646-581-355-169; 114-138-403-370-651; 122-472-332-293-399; 149-792-785-417-115,16,true,,gold
007-726-882-174-27X,Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction,2015-12-18,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Barbara Wisse; Rob van Eijbergen; Eric F. Rietzschel; Susanne Scheibe,"Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913–1915, 2006), we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people’s future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.",147,4,875,888,Socioemotional selectivity theory; Business ethics; Corporate social responsibility; Business; Aging in the American workforce; Job satisfaction; Organizational justice; Time perspective; Public relations; Employee engagement,,,,,https://link.springer.com/article/10.1007/s10551-015-2983-8 https://ideas.repec.org/a/kap/jbuset/v147y2018i4d10.1007_s10551-015-2983-8.html https://dialnet.unirioja.es/servlet/articulo?codigo=7364324 https://www.rug.nl/research/portal/en/publications/catering-to-the-needs-of-an-aging-workforce(d569b886-a9ac-420e-bddf-b41e97801f10).html https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2Ff50187ad-c851-47e1-b10d-231108a9f8d8 https://paperity.org/p/74888634/catering-to-the-needs-of-an-aging-workforce-the-role-of-employee-age-in-the-relationship https://core.ac.uk/display/81616253 https://dro.dur.ac.uk/19187/ https://research.vu.nl/en/publications/catering-to-the-needs-of-an-aging-workforce-the-role-of-employee- http://dro.dur.ac.uk/19187/ https://link.springer.com/article/10.1007/s10551-015-2983-8/fulltext.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:147:y:2018:i:4:d:10.1007_s10551-015-2983-8 https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2983-8.pdf https://www.rug.nl/research/portal/publications/catering-to-the-needs-of-an-aging-workforce(d569b886-a9ac-420e-bddf-b41e97801f10).html https://philpapers.org/rec/WISCTT https://core.ac.uk/download/pdf/42130179.pdf,http://dx.doi.org/10.1007/s10551-015-2983-8,,10.1007/s10551-015-2983-8,2280802756,,0,002-180-358-740-323; 004-233-510-966-298; 006-300-849-811-770; 008-167-391-472-051; 008-272-816-362-267; 008-811-595-655-241; 009-024-987-910-508; 010-273-283-483-918; 010-734-478-175-578; 011-829-603-506-558; 012-490-887-651-402; 013-796-317-992-537; 019-120-279-616-351; 019-605-734-016-59X; 020-955-785-777-896; 021-469-923-114-111; 022-515-290-942-312; 023-231-757-537-217; 023-327-306-800-174; 023-371-512-048-313; 024-127-309-460-144; 024-815-787-987-361; 025-501-427-492-183; 027-008-567-891-999; 029-820-158-310-276; 030-119-453-588-254; 030-355-778-585-056; 030-678-383-833-883; 031-113-980-843-711; 031-480-455-184-062; 032-587-781-576-199; 034-884-431-260-18X; 035-485-649-808-871; 036-255-494-583-497; 036-314-938-837-281; 036-685-861-488-206; 039-477-690-947-254; 039-577-347-226-431; 040-550-065-668-819; 042-534-131-021-574; 042-628-755-948-383; 043-682-295-217-574; 045-263-840-016-02X; 049-169-077-541-836; 049-574-028-810-242; 050-749-889-255-727; 053-156-738-322-203; 054-016-854-203-692; 058-380-446-541-293; 060-571-945-430-102; 064-141-551-015-040; 067-736-898-510-464; 068-974-219-212-175; 070-194-691-022-687; 073-792-416-479-745; 074-443-695-836-311; 076-425-586-383-644; 079-974-520-170-081; 086-466-070-379-541; 096-581-408-999-868; 098-728-565-735-758; 104-378-764-328-037; 106-959-911-159-850; 118-349-433-341-654; 120-825-895-056-053; 131-376-476-017-752; 131-447-132-978-766; 135-723-707-526-79X; 135-860-177-929-217; 136-493-473-929-822; 141-424-035-303-573; 151-487-192-562-22X; 151-999-065-318-418; 153-758-887-592-286; 161-000-025-719-918; 164-211-103-668-001; 173-065-824-189-266; 176-755-061-210-959; 178-678-901-392-916; 182-983-535-150-065; 192-368-533-735-324,36,true,cc-by,hybrid
007-765-292-409-819,Banking on bullshit: indifferences towards truth in corporate social responsibility,2020-11-02,2020,journal article,International Journal of Bank Marketing,02652323,Emerald,United Kingdom,David Martin Herold; Timo Dietrich; Tim Breitbarth,"Purpose: ; This study aims to identify and deconstruct bullshit in banks' corporate social responsibility (CSR) communication to advance the management rhetoric research space, which has been characterised by an indifference to truth and meaning.; Design/methodology/approach: ; Based on the management rhetoric theory, the study provides a typology of bullshit phenomena overview in the banking sector and follows McCarthy et al.'s (2020) Currency, Reliability, Authority, and Purpose/Point of View (C.R.A.P.) framework to showcase how bullshit can be comprehended, recognised, acted against and prevented.; Findings: ; This paper puts a spotlight on written and spoken language to detect bullshit in banks' CSR statements. It provides actionable insights into how stakeholders can act against and prevent bullshit statements from occurring in the future.; Research limitations/implications: ; Future research is warranted to assess the use of still imagery, events and video materials in corporate communications and non-financial reporting. Further rigorous assessment of actual CSR initiatives must be undertaken to assess claimed contributions.; Practical implications: ; Monitoring mechanisms and independent assurance statements prepared by authorised third parties may strengthen the motivation and ethicality of CSR activities.; Originality/value: ; This viewpoint is the first to follow the C.R.A.P framework and critically assess indifferences towards truth in banks' CSR communications.",ahead-of-print,ahead-of-print,,,Rhetoric; Currency; Corporate social responsibility; Business; Marketing; Corporate communication; Spoken language; Value (ethics); Originality; Meaning (existential); Public relations,,,,,https://research-repository.griffith.edu.au/handle/10072/398886 https://research-repository.griffith.edu.au/bitstream/10072/398886/3/Herold448215Accepted.pdf https://epub.wu.ac.at/7815/ https://www.emerald.com/insight/content/doi/10.1108/IJBM-04-2020-0207/full/html https://core.ac.uk/download/338193158.pdf,http://dx.doi.org/10.1108/ijbm-04-2020-0207,,10.1108/ijbm-04-2020-0207,3095876901,,0,003-518-787-870-021; 004-609-249-878-675; 005-506-748-514-387; 007-166-869-343-304; 007-898-350-109-582; 007-952-997-135-559; 009-905-301-503-87X; 010-049-565-184-709; 013-991-016-904-680; 015-794-207-745-280; 016-010-218-261-132; 016-956-997-444-057; 019-771-049-776-201; 020-339-644-573-866; 020-583-896-563-204; 020-967-660-354-804; 022-867-604-979-425; 024-739-628-513-810; 032-512-561-817-708; 032-545-881-057-358; 037-379-143-162-835; 037-397-506-679-446; 039-966-286-565-729; 041-100-249-650-021; 041-135-747-099-578; 042-393-633-201-077; 043-393-716-547-256; 045-383-889-876-000; 045-695-103-600-153; 051-007-437-143-963; 051-776-536-894-857; 052-550-155-857-467; 053-755-997-300-396; 054-743-639-411-318; 054-937-761-096-652; 056-373-630-088-961; 057-200-427-521-185; 058-133-698-958-61X; 059-501-709-268-28X; 061-333-326-004-561; 061-873-175-167-992; 067-150-291-628-177; 067-204-376-677-534; 069-451-035-074-007; 069-488-555-811-305; 070-232-232-166-280; 076-090-225-494-312; 076-560-374-547-768; 077-360-324-283-899; 077-533-493-204-162; 080-738-067-917-669; 081-830-697-384-818; 082-488-142-703-905; 085-074-157-879-179; 086-414-904-570-656; 087-858-187-053-771; 088-083-478-615-151; 088-491-619-627-15X; 090-636-221-923-414; 093-666-054-157-877; 095-826-475-583-244; 097-129-167-189-893; 097-267-205-206-320; 097-788-585-733-475; 098-735-244-505-631; 098-943-649-568-346; 099-785-618-754-029; 100-961-313-807-840; 107-488-548-415-845; 107-539-990-364-697; 107-674-285-578-755; 108-744-993-247-823; 108-771-737-734-626; 109-964-573-998-146; 110-117-072-185-460; 113-264-603-735-644; 116-542-923-091-75X; 118-769-109-761-025; 123-595-658-709-039; 125-312-002-948-803; 127-008-240-060-89X; 127-728-291-438-448; 133-563-133-466-878; 133-707-275-641-256; 136-145-878-103-999; 136-431-652-550-355; 136-958-940-274-94X; 138-989-864-666-531; 139-646-275-496-273; 140-474-724-665-122; 140-935-383-078-526; 141-204-768-802-244; 148-401-976-979-842; 154-202-833-671-344; 156-860-619-758-518; 159-453-623-825-403; 166-464-489-092-276; 170-774-933-897-74X; 176-189-259-573-209; 199-242-796-417-310,1,true,,green
007-808-152-438-295,TANGGUNG JAWAB SOSIAL PERUSAHAAN TERHADAP MADRASAH,2016-02-22,2016,journal article,Jurnal Pendidikan Islam,24608149; 23554339,Sunan Gunung Djati State Islamic University of Bandung,,Ahmad Juhaidi,"This paper aims to assess alternative sources of education funding in madrasah through corporate social responsibility program (CSR). The approach used is descriptive analytic. The realization of CSR program is not perceived real yet by the madrasah. Previous research indicates that CSR tends to be more concerned with those who have power to influence the company (shareholders) and provides very little benefit to society and the environment. Madrasah, as one of the Islamic schools in Inodnesia, Has no strong bargaining power which results in receiving no fund allocation from CSR. Madrasah is potential to get this funding by considering the following aspects: 1) the location of madrasah gets direct impacts of the company, 2) the madrasah is participated in CSR program, 3) the madrasah has performed accountability/transparency security regarding financial management. In the company, CSR programs should ideally be used as a trade mark, as a form of corporate social responsibility to the public interest, particularly to the education in madrasah which commonly belongs to the public, but has minimum funding.",27,3,434,448,Shareholder; Accounting; Corporate social responsibility; Economics; Accountability; Power (social and political); Public interest; Transparency (behavior); Public relations; Bargaining power; Financial management,,,,,http://journal.uinsgd.ac.id/index.php/jpi/article/view/529 http://journal.uinsgd.ac.id/index.php/jpi/article/download/529/pdf_26 https://www.neliti.com/publications/120964/tanggung-jawab-sosial-perusahaan-terhadap-madrasah https://core.ac.uk/display/87758399 https://journal.uinsgd.ac.id/index.php/jpi/article/download/529/525 https://core.ac.uk/download/pdf/270175175.pdf,http://dx.doi.org/10.15575/jpi.v27i3.529,,10.15575/jpi.v27i3.529,2424991353,,0,000-685-690-648-140; 008-523-629-232-110; 009-306-533-827-721; 039-792-066-050-996; 040-216-906-980-740; 040-947-462-686-864; 061-389-184-783-821; 082-176-396-160-565; 089-268-587-598-984; 099-889-392-374-002; 138-251-075-405-063; 139-641-412-398-758; 185-638-006-755-335; 188-878-793-505-424,0,true,cc-by-sa,gold
007-902-096-559-156,Signalling Responsibility? Applying Signalling Theory to the ISO 26000 Standard for Social Responsibility,2018-11-13,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Lars Moratis,"Many global challenges cannot be addressed by one single actor alone. Achieving sustainability requires governance by state and non-state market actors to jointly realise public values and corporate goals. As a form of public–private governance, voluntary standards involving governments, non-governmental organisations and companies have gained much traction in recent years and have been in the limelight of public authorities and policymakers. From a firm perspective, sustainability standards can be a way to demonstrate that they engage in corporate social responsibility (CSR) in a credible way. To capitalise on their CSR activities, firms need to ensure their stakeholders are able to recognise and assess their CSR quality. However, because the relative observability of CSR is low and since CSR is a contested concept, information asymmetries in firm–stakeholder relationships arise. Adopting CSR standards and using these as signalling devices is a strategy for firms to reduce these information asymmetries, by revealing their true CSR quality. Against this background, this article investigates the voluntary ISO 26000 standard for social responsibility as a form of public-private governance and contends that, despite its objectives, this standard suffers from severe signalling problems. Applying signalling theory to the ISO 26000 standard, this article takes a critical stance towards this standard and argues that firms adhering to this standard may actually emit signals that compromise rather than enhance stakeholders’ ability to identify and interpret firms’ underlying CSR quality. Consequently, the article discusses the findings in the context of public-private governance, suggests a specification of signalling theory and identifies avenues for future research.",10,11,4172,,Accounting; Information asymmetry; Corporate social responsibility; Business; Social responsibility; ISO 26000; Quality (business); Context (language use); Corporate governance; Signalling theory,,,,,https://www.mdpi.com/2071-1050/10/11/4172 https://pure.buas.nl/ws/files/649331/Moratis_Signalling_responsibility.pdf https://pure.buas.nl/en/publications/signalling-responsibility-applying-signalling-theory-to-the-iso-2 https://www.narcis.nl/publication/RecordID/oai%3Apure.buas.nl%3Apublications%2F8f0827bb-a473-4b45-aa18-ecd2fe6e45f0 https://ideas.repec.org/a/gam/jsusta/v10y2018i11p4172-d182417.html https://pubag.nal.usda.gov/catalog/6526980 https://www.mdpi.com/2071-1050/10/11/4172/pdf https://core.ac.uk/download/pdf/198143984.pdf,http://dx.doi.org/10.3390/su10114172,,10.3390/su10114172,2900774104,,0,002-878-411-307-057; 006-080-230-736-840; 006-162-481-563-226; 008-223-854-575-473; 010-062-750-133-061; 013-968-455-918-130; 015-271-876-692-523; 016-644-067-753-248; 016-764-034-609-537; 017-321-793-410-258; 018-416-551-922-443; 018-606-075-915-716; 019-739-760-807-68X; 021-127-062-542-711; 021-994-506-478-50X; 022-612-378-602-659; 022-952-281-676-433; 023-130-280-001-77X; 024-729-263-016-168; 025-987-754-382-136; 026-305-734-639-438; 029-023-178-644-204; 030-557-905-465-23X; 033-017-786-636-949; 033-584-740-448-038; 034-241-240-247-565; 035-540-125-379-390; 035-556-471-787-086; 037-019-550-150-269; 038-157-919-233-542; 039-361-492-832-443; 041-977-847-341-115; 046-073-236-334-223; 047-460-128-505-546; 047-593-344-584-348; 049-440-520-447-808; 049-914-262-600-874; 052-280-117-965-945; 053-307-492-675-29X; 053-648-332-237-456; 055-189-554-841-408; 055-546-472-714-926; 055-930-445-427-119; 057-762-530-790-310; 059-612-234-394-662; 062-038-144-827-799; 063-945-103-653-732; 064-259-817-997-672; 066-868-606-036-990; 067-471-925-383-018; 069-221-854-480-160; 071-117-670-932-275; 071-410-422-486-66X; 071-752-399-636-69X; 077-140-941-101-945; 080-375-565-513-085; 081-876-604-824-444; 082-171-985-858-889; 082-816-504-212-645; 083-742-907-533-010; 088-813-904-861-016; 091-336-357-638-147; 097-034-530-045-930; 099-085-870-469-302; 099-095-725-205-22X; 101-299-425-939-891; 103-555-322-876-229; 103-630-511-655-692; 108-915-135-791-842; 115-482-499-323-938; 125-218-938-452-724; 125-824-857-551-528; 130-208-558-723-088; 133-558-273-447-461; 134-723-703-401-862; 137-598-122-493-470; 139-378-337-071-572; 139-641-412-398-758; 145-505-150-080-723; 150-670-238-131-708; 156-628-929-193-587; 163-129-887-298-934; 163-713-180-711-214; 171-551-870-373-006; 186-491-376-371-016; 190-765-228-287-47X,17,true,cc-by,gold
008-343-822-511-631,Examining the public policy perspective of CSR implementation in Sub-Saharan Africa,2015-08-03,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Martin Samy; Henry Itotenaan Ogiri; Roberta Bampton,"Purpose – The purpose of this paper is to examine the public policy perspective of corporate social responsibility (CSR) implementation in Sub-Saharan Africa. There has been an increase in the number of countries adopting a national policy for CSR practice, particularly in the Western society. Despite the growing awareness about the role of government in CSR promotion, governments in Sub-Saharan Africa are yet to evolve policies that could help promote CSR in the region. As drivers of CSR, governments hold resources, like access to regulated parts of society that makes the inclusion of CSR opportunities relevant to strategic and operational management. From the extant literature, the role of government in defining and shaping the field of CSR is gaining wider acceptability. Design/methodology/approach – Using a qualitative research approach, this paper examines the current status of CSR implementation, particularly from the public policy perspective in selected Sub-Saharan African countries. Semi-structur...",11,3,553,572,Public policy; Corporate social responsibility; Government; Political science; Qualitative research; National Policy; Public administration; Public relations; Legitimacy; Promotion (rank); Thematic analysis,,,,,https://econpapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:3:p:553-572 https://ideas.repec.org/a/eme/srjpps/v11y2015i3p553-572.html https://eprints.leedsbeckett.ac.uk/1765/ https://emeraldinsight.com/doi/full/10.1108/SRJ-02-2013-0009 https://www.emerald.com/insight/content/doi/10.1108/SRJ-02-2013-0009/full/html https://core.ac.uk/download/30267408.pdf,http://dx.doi.org/10.1108/srj-02-2013-0009,,10.1108/srj-02-2013-0009,1505310112,,0,001-293-497-423-461; 002-449-734-317-844; 005-284-891-020-581; 005-914-440-174-630; 006-803-847-790-966; 008-672-671-619-57X; 009-302-910-897-891; 011-804-182-334-75X; 014-009-707-859-29X; 014-311-469-224-842; 014-885-244-183-149; 016-948-476-721-207; 016-984-432-663-461; 018-639-435-926-939; 019-175-482-877-635; 020-093-367-747-962; 020-251-627-918-256; 020-819-765-536-570; 021-583-593-214-716; 022-927-085-190-570; 024-984-345-684-352; 026-382-412-663-872; 026-846-584-335-499; 027-788-036-254-421; 028-877-130-759-208; 034-305-156-743-451; 034-415-651-519-331; 037-300-789-023-91X; 037-550-015-414-716; 038-627-516-266-722; 040-067-045-553-141; 044-227-902-691-406; 044-919-367-437-349; 045-375-875-735-67X; 047-307-171-436-186; 047-460-128-505-546; 048-118-940-044-173; 048-998-504-244-011; 049-914-262-600-874; 055-287-220-854-558; 055-485-463-624-420; 056-505-335-399-152; 057-254-747-112-851; 058-609-570-298-676; 059-040-325-610-681; 061-433-345-309-369; 061-434-178-075-407; 063-426-596-719-052; 063-915-415-265-256; 066-753-052-889-00X; 070-794-461-899-933; 073-169-146-264-853; 075-471-890-572-301; 075-502-821-182-173; 081-032-968-487-469; 081-557-018-928-015; 083-438-167-010-700; 086-265-314-803-951; 095-368-204-309-475; 098-340-723-617-124; 098-834-168-907-826; 101-723-563-245-898; 103-499-680-577-620; 103-922-436-675-419; 105-228-899-542-439; 105-266-829-129-283; 106-750-580-869-374; 106-846-027-632-802; 107-274-748-521-438; 108-587-733-502-588; 111-354-357-471-781; 112-557-821-556-604; 116-487-250-758-695; 118-061-228-488-064; 121-008-855-493-394; 121-976-539-687-128; 125-881-820-812-852; 132-123-156-926-616; 133-154-881-519-034; 134-520-142-381-864; 134-901-620-704-20X; 136-960-539-858-124; 137-052-117-345-217; 156-215-858-077-021; 160-791-731-834-099; 164-939-083-257-820; 167-511-960-493-174; 180-365-999-541-100; 180-813-779-294-458; 193-650-397-979-185,10,true,,green
008-667-815-784-317,A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction,2015-03-04,2015,journal article,Emerging Markets Finance and Trade,1540496x; 15580938,Informa UK Limited,United States,Reza Zaefarian; Misagh Tasavori; Pervez N. Ghauri,"In this article, we aim to conceptualize a market-based approach to poverty reduction from a corporate social entrepreneurship (CSE) perspective. Specifically, we describe some market-based initiatives at the base of the economic pyramid and relate them to the social entrepreneurship literature. We refer to the entrepreneurial activities of multinational corporations that create social value as CSE. We then conceptualize CSE according to the corporate entrepreneurship and social entrepreneurship domains and shed light on how corporations can implement CSE. Finally, by reviewing relevant literature, we propose some of the factors that can stimulate CSE in organizations and some of the benefits companies can gain by implementing CSE.",51,2,320,334,Public economics; Corporate social responsibility; Multinational corporation; Economics; Poverty; Value (ethics); Social entrepreneurship; Corporate social entrepreneurship; Poverty reduction; Economic growth; Entrepreneurship,,,,,https://socionet.ru/publication.xml?h=repec:mes:emfitr:v:51:y:2015:i:2:p:320-334 https://EconPapers.repec.org/RePEc:mes:emfitr:v:51:y:2015:i:2:p:320-334 https://ideas.repec.org/a/mes/emfitr/v51y2015i2p320-334.html https://dialnet.unirioja.es/servlet/articulo?codigo=5470998 http://repository.essex.ac.uk/14056/ https://www.tandfonline.com/doi/full/10.1080/1540496X.2015.1021606 https://core.ac.uk/download/pdf/267296099.pdf,http://dx.doi.org/10.1080/1540496x.2015.1021606,,10.1080/1540496x.2015.1021606,1534036895,,0,000-415-166-526-796; 000-560-310-452-279; 004-245-393-895-504; 009-106-175-722-797; 009-306-533-827-721; 009-330-909-912-677; 010-985-395-865-780; 011-333-010-313-217; 013-325-238-470-852; 015-652-869-046-696; 015-970-537-854-332; 016-553-880-483-849; 017-776-683-526-285; 022-174-400-777-977; 024-088-435-907-809; 025-216-749-290-709; 025-519-991-919-155; 025-866-137-186-518; 026-906-895-019-276; 028-038-707-972-613; 031-465-165-586-359; 033-968-567-991-16X; 034-502-916-023-266; 035-086-929-491-137; 035-318-926-167-841; 036-289-903-245-161; 036-562-642-394-656; 036-979-246-066-419; 037-413-751-889-09X; 038-542-252-278-11X; 038-817-823-358-245; 038-895-798-871-517; 039-747-739-452-605; 040-694-869-583-936; 040-910-240-561-397; 042-340-526-643-276; 042-526-496-185-264; 043-703-167-526-655; 044-905-856-831-18X; 045-259-678-097-21X; 046-305-434-413-889; 046-962-020-696-751; 050-308-686-320-505; 051-875-265-995-253; 052-904-014-932-406; 055-127-219-449-931; 057-037-364-073-76X; 058-003-131-930-805; 060-954-989-062-653; 061-171-265-352-159; 062-110-807-031-390; 064-091-717-837-982; 066-615-335-340-097; 080-904-311-964-549; 082-883-071-465-590; 084-041-141-623-315; 084-613-224-049-188; 085-752-735-414-008; 088-657-841-142-986; 090-377-879-685-367; 090-682-267-151-111; 098-340-723-617-124; 101-944-338-396-402; 105-197-943-398-43X; 106-577-319-563-295; 110-082-937-746-427; 112-704-851-757-914; 112-967-366-745-578; 113-400-402-948-938; 114-252-242-392-76X; 115-133-512-157-837; 119-126-314-642-866; 120-908-611-933-223; 122-858-430-353-932; 126-092-520-596-099; 126-984-375-973-647; 128-822-791-855-261; 128-846-136-173-578; 131-294-950-045-808; 132-483-231-947-724; 134-380-675-618-236; 137-240-035-121-744; 139-472-312-580-988; 139-572-872-726-488; 146-249-111-436-754; 146-499-264-020-33X; 149-099-635-859-414; 154-745-085-600-903; 161-500-657-385-988; 183-576-995-378-077; 184-412-641-422-080; 192-876-403-785-260,19,true,,green
009-032-161-920-566,"Strategy, practice and quality of sustainability reports on stock price crash risk",2020-04-30,2020,journal article,International Journal of Research in Business and Social Science (2147- 4478),21474478,Center for Strategic Studies in Business and Finance SSBFNET,,Dwi Ekasari Harmadji; Bambang Subroto; Erwin Saraswati; Yeney Widya Prihatiningtias,"This study examines the relationship between stock price crash risk (SPCR) or the risk of a stock price collapse with strategy, practice, and quality of sustainability reports. This research uses archival data and verification methods. Data analysis using descriptive statistics, regression, classic assumption, and path analysis. This phenomenon arose due to the large number of SPCRs which resulted in losses for investors in the capital market. Samples were taken based on judgment sampling and found 304 reporting studied during the period from 2010-2017 (8 years). The outcomes of this study are the strategy and practice of standalone sustainability reports have a positive effect on the quality of sustainability reports. The quality of sustainability reports (SRQ) mediates the strategy and practice of standalone sustainability reports against SPCR.",9,3,34,49,Capital market; Business; Actuarial science; Archival research; Judgment sample; Stock price; Crash risk; Descriptive statistics; Sustainability; Path analysis (statistics),,,,,https://www.ssbfnet.com/ojs/index.php/ijrbs/article/view/681 https://www.ssbfnet.com/ojs/index.php/ijrbs/article/download/681/553 https://core.ac.uk/download/322579720.pdf,http://dx.doi.org/10.20525/ijrbs.v9i3.681,,10.20525/ijrbs.v9i3.681,3025792693,,0,003-953-908-019-521; 005-929-331-945-389; 007-206-565-451-502; 008-719-272-903-085; 009-818-036-412-364; 011-706-677-426-614; 012-612-473-700-035; 013-341-416-591-076; 014-694-717-989-678; 016-953-054-967-14X; 020-005-941-132-186; 027-425-120-204-029; 033-981-470-156-914; 040-535-358-084-90X; 045-066-685-752-533; 056-294-025-828-41X; 056-309-206-467-106; 066-208-044-793-59X; 066-498-039-572-790; 075-535-522-777-899; 082-294-424-870-124; 084-425-258-046-390; 086-884-321-341-639; 093-121-558-186-313; 096-266-253-019-588; 103-489-288-642-150; 109-940-691-526-872; 134-060-946-360-167; 137-019-463-720-994; 146-028-177-366-788; 157-387-856-832-721; 178-962-336-718-95X,0,true,cc-by-nc,gold
009-071-692-326-111,Redefining the use of sustainable development goals at the organisation and project levels: A survey of engineers,2020-08-11,2020,journal article,Administrative Sciences,20763387,MDPI AG,,Paul Mansell; Simon P. Philbin; Efrosyni Konstantinou,"The United Nations’ (UN) Sustainable Development Goals (SDGs) aim to deliver an improved future for people, planet and profit. However, they have not gained the required traction at the business and project levels. This article explores how engineers rate and use the SDGs at the organisational and project levels. It adopts the Realist Evaluation’s Context–Mechanism–Outcomes model to critically evaluate practitioners’ views on using SDGs to measure business and project success. The study addresses the thematic areas of sustainability and business models through the theoretical lens of Creating Shared Value and the Triple Bottom Line. A survey of 325 engineers indicated four primary shortfalls for measuring SDGs on infrastructure projects, namely (1) leadership, (2) tools and methods, (3) engineers’ business skills in measuring SDG impact and (4) how project success is too narrowly defined as outputs (such as time, cost and scope) and not outcomes (longer-term local impacts and stakeholder value). The research study is of value to researchers developing business models that address the SDGs and also practitioners in the construction industry who seek to link their investment decisions to the broader outcomes of people, planet and profit through the UN SDGs.",10,3,55,,Business; Process management; Stakeholder; Investment decisions; Corporate governance; Business model; Sustainable development; Triple bottom line; Sustainability; Creating shared value,,,,,https://ideas.repec.org/a/gam/jadmsc/v10y2020i3p55-d397649.html https://www.mdpi.com/2076-3387/10/3/55/htm https://www.econstor.eu/bitstream/10419/240045/1/admsci-10-00055-v2.pdf https://www.mdpi.com/2076-3387/10/3/55/pdf https://www.econstor.eu/handle/10419/240045 https://openresearch.lsbu.ac.uk/item/8q49v https://core.ac.uk/download/328342802.pdf,http://dx.doi.org/10.3390/admsci10030055,,10.3390/admsci10030055,3048452537,,0,000-132-310-748-642; 000-293-048-787-079; 003-196-528-098-314; 006-021-930-255-773; 007-794-443-832-589; 008-341-588-787-365; 013-679-424-047-378; 014-536-280-443-985; 015-041-524-925-027; 015-532-203-669-276; 017-206-095-790-157; 017-460-955-908-674; 018-196-874-991-767; 019-861-974-472-589; 020-083-162-532-088; 021-591-575-421-05X; 021-736-995-400-276; 023-550-246-027-168; 025-734-430-642-952; 029-845-140-666-339; 031-395-390-088-048; 031-816-659-859-38X; 032-999-172-139-947; 035-486-580-888-790; 039-004-805-105-162; 044-433-387-676-857; 047-523-773-621-326; 048-199-286-862-872; 054-165-828-140-877; 055-550-576-431-615; 056-228-092-536-366; 056-521-946-885-870; 057-725-975-009-264; 059-728-969-041-977; 066-231-088-177-516; 068-926-107-407-780; 069-025-845-139-886; 071-617-533-623-573; 071-852-093-737-170; 074-537-222-705-159; 076-796-145-116-404; 081-300-507-631-42X; 081-357-230-665-236; 081-718-731-242-777; 081-733-185-066-31X; 082-900-052-023-772; 083-148-867-770-473; 083-446-375-536-053; 085-649-144-257-594; 090-508-113-285-981; 090-603-962-263-299; 096-113-385-819-934; 096-175-863-855-31X; 096-988-904-643-056; 097-573-773-789-443; 105-442-569-859-780; 107-866-341-850-677; 109-347-469-727-385; 120-101-576-638-335; 121-652-237-744-915; 122-636-658-280-326; 122-646-284-011-971; 136-428-190-359-144; 145-883-254-341-172; 157-534-897-027-371; 162-911-579-916-386; 163-769-261-249-052; 173-115-670-504-050,13,true,cc-by,gold
009-100-669-196-697,The Online Communication of Corporate Social Responsibility in Subsidiaries of Multinational Companies in Hungary,2018-08-01,2018,journal article,Organizacija,15811832,Walter de Gruyter GmbH,,Richárd Szántó,"Background and Purpose: Many studies have explored the differences in the management of corporate social responsibility (CSR) of multinational companies across the globe. The main question of the study was, are there differences between CSR practices between home country and host country operations? ; Design/Methodology/Approach: This study investigates the differences in online CSR communication between global corporate websites and the webpages of local subsidiaries in Hungary. The sample contains 70 multinational companies (MNCs) and their Hungarian subsidiaries. All the subsidiaries of the sample are listed amongst the larg­est 200 companies (based on turnover) in Hungary. Both the local (Hungarian) and the global internet sites of these MNCs were visited, and pre-defined categories were sought on the corporate websites. The presence/lack of these CSR themes and topics on the websites were recorded. ; Results: The findings show that online CSR disclosure of the subsidiaries is usually more limited than the global communication. Moreover, distance from the headquarters seems to matter, the farther the headquarters of the MNC is located, the narrower CSR presence on the websites of the local subsidiary can be observed. ; Conclusion: The paper’s main contribution is to deepen our knowledge about the CSR strategies of the multinational companies across their operations. It was confirmed that their CSR practices significantly differ between the host and home countries. ; Keywords: CSR; local subsidiaries; multinational companies; online communication",51,3,160,168,The Internet; Subsidiary; Corporate social responsibility; Business; Multinational corporation; Business administration; Globe; Business management; Host country; Sample (statistics),,,,,https://sciendo.com/pdf/10.2478/orga-2018-0017 http://organizacija.fov.uni-mb.si/index.php/organizacija/article/view/857 https://sciendo.com/article/10.2478/orga-2018-0017 https://dk.um.si/IzpisGradiva.php?lang=slv&id=72611 https://ideas.repec.org/a/vrs/organi/v51y2018i3p160-168n5.html https://core.ac.uk/download/161592265.pdf,http://dx.doi.org/10.2478/orga-2018-0017,,10.2478/orga-2018-0017,2890803647,,0,017-734-395-058-67X; 018-647-905-403-885; 019-198-020-181-66X; 023-686-250-053-329; 025-132-088-209-679; 028-281-161-144-241; 043-210-135-886-634; 053-904-136-980-306; 054-069-574-950-019; 055-127-219-449-931; 061-829-454-559-616; 064-055-078-781-450; 064-259-817-997-672; 068-537-249-574-307; 081-300-507-631-42X; 087-790-872-165-423; 090-226-865-356-388; 092-235-131-089-660; 092-869-169-821-524; 100-442-660-273-842; 107-606-416-729-660; 113-234-380-152-945; 136-051-800-625-650; 137-428-634-492-621,2,true,cc-by-nc-nd,gold
009-417-426-304-02X,Socially Responsible Human Resource Management as a Concept of Fostering Sustainable Organization-Building: Experiences of Young Polish Companies,2019-02-17,2019,journal article,Sustainability,20711050,MDPI AG,Switzerland,Edyta Bombiak; Anna Marciniuk-Kluska,"There has been increased interest over recent years in socially responsible human resource management (SRHRM) oriented at developing good relations with employees as a function fostering sustainable organization-building. This is a consequence of our awareness of the fact that employees and personnel processes play a vital role in translating the policy of sustainable development into practice. The objective of this research has been to diagnose the activity of young Polish enterprises in the area of SRHRM as an important corporate social responsibility (CSR) component and to assess relations between SRHRM practices and the sustainable development of organizations. The studies conducted on a representative sample of 150 entities demonstrate both the scope of SRHRM practical implementation and the fields which have disparity in this respect. It has been determined that SRHRM practices are quite frequently adopted by young Polish enterprises. Research has shown that there is a correlation between the assessment of the relationship of SRHRM practices with the sustainable development of organizations and their practical implementation. It has been established that the higher the assessment of the strength of the relations of a given practice, the more often it is implemented in the enterprises studied. Simultaneously, the research has demonstrated a low level of maturity with respect to SRHRM implementation, as evidenced by the adoption of basic practices.",11,4,1044,,Corporate social responsibility; Business; Social responsibility; Human resource management; Scope (project management); Maturity (finance); Public relations; Sustainable development; Function (engineering),,,,,https://www.mdpi.com/2071-1050/11/4/1044/pdf https://doaj.org/article/5e19e62d9a0c4dcea455bf3163315e7a https://ideas.repec.org/a/gam/jsusta/v11y2019i4p1044-d206673.html https://pubag.nal.usda.gov/catalog/6528069 https://www.mdpi.com/2071-1050/11/4/1044 https://core.ac.uk/download/187227199.pdf,http://dx.doi.org/10.3390/su11041044,,10.3390/su11041044,2912913083,,0,000-133-198-175-040; 003-805-879-271-271; 004-528-937-005-523; 007-682-114-585-808; 009-419-338-453-454; 009-684-120-389-346; 010-273-283-483-918; 013-858-820-525-515; 015-845-862-707-720; 016-936-416-330-302; 017-931-024-803-653; 019-050-739-410-725; 021-008-736-799-264; 024-093-336-824-422; 024-333-454-928-943; 025-885-727-820-308; 026-086-360-426-19X; 028-208-124-811-630; 030-351-867-629-34X; 032-954-773-508-77X; 034-325-008-329-345; 035-733-810-292-737; 036-669-855-884-181; 042-923-871-062-83X; 044-667-309-792-950; 047-022-933-707-124; 051-912-954-404-72X; 054-232-796-431-035; 058-071-661-343-40X; 058-612-002-039-577; 060-106-085-040-169; 060-594-634-467-110; 063-335-417-119-200; 064-192-989-368-959; 066-499-756-802-872; 067-854-244-909-553; 075-324-055-146-069; 075-945-628-035-860; 076-764-089-540-924; 077-711-137-452-994; 095-118-478-809-600; 097-650-791-393-000; 099-186-589-663-624; 100-902-725-170-778; 104-905-649-240-488; 118-693-057-097-055; 121-823-171-620-939; 133-831-436-313-770; 134-003-793-078-054; 135-930-663-570-626; 138-920-916-383-707; 171-545-944-560-98X; 172-097-622-711-204; 182-170-415-856-399,17,true,cc-by,gold
009-502-413-437-225,Which sport sponsorships most impact sponsor CSR image,2016-05-09,2016,journal article,European Journal of Marketing,03090566,Emerald,United Kingdom,Carolin Plewa; François A. Carrillat; Marc Mazodier; Pascale G. Quester,"Purpose; ; ; ; ; This study aims to investigate how organizations can utilize sport sponsorship to build their corporate social responsibility (CSR) image effectively, by examining the attributes of a sports property that are most conducive to a sponsor gaining CSR image benefits.; ; ; ; ; Design/methodology/approach; ; ; ; ; A between-subjects experimental design was used, which simulated different sponsorship scenarios by varying community proximity (operationalized by property scope) and property engagement in community initiatives. Hypotheses were tested with a non-parametric bootstrapping-based procedure, using a panel sample of 400.; ; ; ; ; Findings; ; ; ; ; The results show that a sporting property’s proactive community engagement is conducive to an enhanced CSR image for its sponsor, especially when the property operates on the national rather than grassroots level. Further analysis also demonstrates the critical contribution of altruistic motive attributions in the process.; ; ; ; ; Originality/value; ; ; ; ; This study advances knowledge on how organizations may build their CSR image while leveraging on the strong audience involvement and the mass appeal of sport sponsorship. It is the first to offer insights into the extent to which a sports property’s proactive engagement in the community, rather than that of the sponsoring firm itself, enhances the CSR image of the sponsor, particularly if the property’s community proximity is low. Furthermore, our results provide an in-depth understanding of the mechanisms determining the benefits that sponsors can reap from a property’s activities.",50,5,796,815,Corporate social responsibility; Business; Marketing; Property (philosophy); Community engagement; Value (ethics); Originality; Scope (project management); Grassroots; Public relations; Operationalization,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=5567395 https://opus.lib.uts.edu.au/bitstream/10453/122017/4/CE4D4738-6E34-46B0-8650-7EDCC82883FF%20am.pdf https://thesis.library.adelaide.edu.au/dspace/handle/2440/102758 https://digital.library.adelaide.edu.au/dspace/handle/2440/102758?mode=full https://www.emerald.com/insight/content/doi/10.1108/EJM-02-2015-0078/full/html https://www.emerald.com/insight/content/doi/10.1108/EJM-02-2015-0078/full/pdf?title=which-sport-sponsorships-most-impact-sponsor-csr-image http://www.emeraldinsight.com/doi/full/10.1108/EJM-02-2015-0078 https://opus.lib.uts.edu.au/handle/10453/122017 https://drmc.library.adelaide.edu.au/dspace/handle/2440/102758 https://opus.lib.uts.edu.au/bitstream/10453/122017/4/CE4D4738-6E34-46B0-8650-7EDCC82883FF%20am.pdf,http://dx.doi.org/10.1108/ejm-02-2015-0078,,10.1108/ejm-02-2015-0078,2340618916,,0,005-491-063-126-550; 007-485-504-465-112; 008-191-565-399-086; 009-657-991-753-170; 010-854-534-444-434; 011-831-570-310-841; 013-426-380-407-89X; 015-933-519-404-52X; 018-561-751-256-255; 020-309-447-528-081; 022-218-406-113-217; 024-815-787-987-361; 025-724-556-647-792; 027-278-015-836-617; 029-883-813-119-776; 034-219-152-330-86X; 037-746-132-092-722; 038-287-528-914-91X; 039-678-112-677-863; 040-598-360-642-876; 041-977-847-341-115; 043-213-633-162-472; 044-686-753-444-18X; 044-866-201-382-732; 046-705-690-374-148; 049-431-152-783-087; 073-171-103-831-734; 081-579-693-159-480; 086-057-603-106-996; 094-308-341-507-012; 099-459-186-865-142; 099-977-722-337-379; 104-746-430-771-983; 108-890-126-050-163; 112-086-245-979-159; 113-261-843-924-301; 114-107-505-380-031; 117-025-996-282-726; 117-404-452-177-864; 121-250-989-432-357; 122-427-934-249-683; 122-610-021-122-755; 124-054-538-583-333; 129-824-290-598-733; 131-180-572-109-097; 139-101-567-335-455; 152-445-790-083-860; 152-911-201-225-572; 156-500-934-696-522; 162-290-133-902-677; 163-529-639-649-240; 164-822-593-266-365; 170-287-577-916-60X; 172-338-411-710-361; 178-347-732-094-080; 185-050-475-065-604; 192-389-272-784-584,34,true,,green
009-507-682-767-591,"Countries three Wise Men: Sustainability, Innovation, and Competitiveness",2015-10-29,2015,journal article,Journal of Industrial Engineering and Management,20130953; 20138423,Omnia Publisher SL,Spain,Luis Miguel Fonseca; Vanda Lima,"Purpose: The studies on links between sustainability, innovation, and competitiveness have been mainly focused at organizational and business level. The purpose of this research is to investigate if there is a correlation between these three variables at country level. Using international well recognized rankings of countries sustainability, innovation, and competitiveness, correlation analysis was performed allowing for the conclusion that there are indeed high correlations (and possible relationships) between the three variables at country level. Design/methodology/approach: Sustainability, innovation, and competitiveness literature were reviewed identifying a lack of studies examining these three variables at country level. Three major well recognized indexes were used to support the quantitative research: The World Economic Forum (2013) Sustainability-adjusted global competitiveness index, the Global Innovation Index (2014) issued by Cornell University, INSEAD, and WIPO and the IMD World Competitiveness Yearbook (2014). After confirming the distributions normality, Pearson correlation analysis was made with results showing high linear correlations between the three indexes. Findings: The results of the correlation analysis using Pearson correlation coefficient (all correlation coefficients are greater than 0.73) give a strong support to the conclusion that there is indeed a high correlation (and a possible relationship) between social sustainability, innovation and competitiveness at country level. Research limitations/implications: Further research is advisable to better understand the factors that contribute to the presented results and to establish a global paradigm linking these three main constructs (social sustainability, innovation, and competitiveness). Some authors consider that these measurements are not fully supported (e.g. due to different countries standards), however, it is assumed these differing underlying methodological approaches, by being used in conjunction, can be considered as a set of reliable and useful performance indicators. Practical implications: The results highlight the simultaneous relationship between social sustainability, innovation and competitiveness superior performance and the need to take that these considerations into business and operating models. Social implications: This research suggests that sustainability and innovation policies, strategies and practices are relevant for countries competitiveness and should be promoted particularly in countries ranked low on sustainability and innovation global scoring indexes. Originality/value: This is one of the few studies addressing the relationships between sustainability, innovation and competitiveness at country level.",8,4,1288,1302,Performance indicator; Regional science; Economics; Marketing; Sustainability organizations; Originality; Global Innovation Index; Index (economics); Social sustainability; Pearson product-moment correlation coefficient; Sustainability,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=5630382 http://www.jiem.org/index.php/jiem/article/download/1525/719 https://core.ac.uk/display/47141950 https://upcommons.upc.edu/handle/2117/84379 https://paperity.org/p/78533448/countries-three-wise-men-sustainability-innovation-and-competitiveness https://core.ac.uk/download/47141950.pdf,http://dx.doi.org/10.3926/jiem.1525,,10.3926/jiem.1525,1860848699,,0,003-025-422-339-881; 005-164-400-848-338; 016-301-651-787-16X; 022-791-842-357-738; 026-638-524-943-226; 026-895-802-475-205; 034-094-405-376-238; 048-885-066-132-480; 051-875-265-995-253; 055-127-219-449-931; 056-592-784-253-78X; 061-829-988-617-171; 065-787-618-678-885; 066-527-258-782-43X; 068-322-385-830-32X; 069-533-155-665-652; 077-729-383-080-511; 080-361-191-972-828; 101-132-933-281-577; 109-365-346-532-499; 113-329-918-268-985; 118-354-522-870-183; 125-352-415-077-037; 127-356-618-215-912; 138-868-426-378-969; 150-756-983-846-92X; 155-879-175-881-390; 159-592-129-993-014; 179-548-221-251-635; 193-151-403-581-637; 199-952-534-255-207,24,true,cc-by,gold
009-593-374-297-878,The Bittersweet Truth: Corporate Social Responsibility in Online Communication Between a Coffee Company and its Customers,2021-03-02,2021,journal article,Brazilian Business Review,18082386,Fucape Business School,,Ana Paula Kieling; Maria José Barbosa de Souza; Franciane Reinert Lyra; Ricardo Boeing,"ABSTRACT With the increased use of the internet, social networks have acted as a relationship channel between consumers and companies. This paper aims to analyze the communication between an organization and its customers in a Brazilian online community, based on corporate social responsibility (CSR) criteria VBA model, which is composed of the elements of value, balance, and accountability. Netnography was applied to the Facebook fan page of a company brand that manufactures and sells coffee machines and capsules. The results demonstrated that the elements of the VBA model do not meet the expected criteria in the social network analyzed, showing a discrepancy between what the organization intends to deliver and what is delivered to customers. These findings have implications for the theory and practice of organizations, broadening the discussion about CSR practices and consumer behavior. It also highlighted the need to investigate deeply the constructs that built the VBA Model contributing to develop the field.",18,2,160,176,The Internet; Corporate social responsibility; Business; Netnography; Marketing; Consumer behaviour; Accountability; Value (ethics); Online community; Social network,,,,,http://www.scielo.br/j/bbr/a/drSGqtx5yGyWSMNGdBNxDgH/ https://www.bbronline.com.br/index.php/bbr/article/view/638 https://www.scielo.br/j/bbr/a/drSGqtx5yGyWSMNGdBNxDgH/,http://dx.doi.org/10.15728/bbr.2021.18.2.3,,10.15728/bbr.2021.18.2.3,3126422471,,0,,1,true,,gold
009-893-717-514-948,Are support and social comparison compatible? Individual differences in the multiplexity of career‐related social networks,2015-08-18,2015,journal article,Journal of Applied Social Psychology,00219029; 15591816,Wiley,United States,Cécile Tschopp; Dana Unger; Gudela Grote,"Social networks are crucial for helping people in their careers. Moreover, social identity is reflected in and influenced by individuals’ networks. To date, there is little knowledge on how these different functions of networks might interact. A survey in which 450 individuals provided information on 2,499 contacts in their social networks indicated both multiplexity and segmentation in networks. Contacts tended either to provide psychosocial support only or to provide instrumental support and serve as a standard for social comparison. The segmentation was stronger for individuals with an independent career orientation than for promotion-oriented individuals. These findings contribute to the literature on social networks and careers by providing insights into how career orientation affects the multiplexity in career-related social networks.",46,1,7,18,Developmental psychology; Psychology; Social comparison theory; Career orientation; Instrumental support; Psychosocial support; Social psychology; Social identity theory,,,,Swiss National Science Foundation,https://www.research-collection.ethz.ch/handle/20.500.11850/108193 https://onlinelibrary.wiley.com/doi/10.1111/jasp.12338 https://ueaeprints.uea.ac.uk/id/eprint/63986/ https://core.ac.uk/download/83936957.pdf,http://dx.doi.org/10.1111/jasp.12338,,10.1111/jasp.12338,2148682569,,0,001-533-231-029-483; 003-118-969-847-700; 003-803-281-277-880; 007-408-162-548-305; 008-670-286-002-62X; 012-797-658-622-209; 013-451-085-343-12X; 019-303-532-604-20X; 021-702-336-717-231; 023-066-800-156-086; 033-171-354-077-456; 035-661-597-874-198; 036-794-011-426-992; 037-767-259-214-363; 042-293-929-051-049; 046-841-674-135-16X; 047-898-854-337-782; 051-310-348-763-695; 056-403-706-364-120; 059-453-021-012-688; 063-072-359-305-061; 064-603-006-039-681; 065-926-698-967-94X; 068-217-705-603-018; 071-959-323-767-085; 081-720-121-607-09X; 087-573-083-488-640; 091-245-755-854-554; 092-070-713-950-008; 092-828-402-858-059; 096-168-347-855-131; 097-155-028-855-437; 100-525-947-327-952; 111-199-721-290-972; 111-614-915-145-920; 113-654-929-278-520; 115-457-898-923-661; 116-938-366-267-687; 117-572-346-073-546; 119-707-159-499-478; 133-236-066-881-933; 138-940-728-067-166; 144-269-359-254-765; 151-999-065-318-418; 162-304-105-889-385; 168-254-580-402-818; 169-499-313-571-539; 170-286-922-322-569,14,true,,green
009-964-149-453-715,Gender balance on boards and corporate sustainability for the 2030 Agenda,2018-06-14,2018,journal article,African Journal of Business Management,19938233,Academic Journals,,Francesca Gennari,"The top management characteristics can have an impact on corporate strategic goals and actions. The board diversity, with particular reference to gender issue, can influence Corporate Social Responsibility (CSR) and company’s strategies toward a business model more oriented to sustainability. According to this this theoretical framework, two issues about women on boards and CSR are presented in this study: the situation of women in top positions in the light of the 2030 Agenda, considering this issue as a specific target of the Agenda, but also the direct and indirect effects that a more gender balance in corporate governance bodies could have for the achievement of the other Agenda’s goals; the current situation in Europe to see if and how Europe is marking out the path for a more gender equality into the business. The methodology refers to a descriptive analysis of quantitative data based on secondary data sources together with a qualitative content analysis with a directed approach. In the face of its limits, this study contributes to the literature, nurturing the ongoing discussion about women on board and CSR, shifting the attention on the corporate culture of sustainability and the role women on board can have in a global vision tending to a more sustainable world. The main practical implications refer to the importance of gender diversity in the selection of board members, mainly in those countries where no binding rules exist, and the commitment by companies for the creation of a more inclusive working environment to increase retention and to help women to recognize their full potential, according with a gender mainstreaming (GM) approach. Finally, this study fillips future lines of research in the fields of diversity within boards, including also age and nationality dimensions.; ; 	Key words: Women on boards, gender balance, corporate social responsibility, 2030 Agenda, sustainability.",12,11,343,356,Corporate social responsibility; Political science; Corporate sustainability; Gender diversity; Gender mainstreaming; Diversity (politics); Corporate governance; Public relations; Business model; Organizational culture,,,,,https://iris.unibs.it/bitstream/11379/507925/1/African%20Journal%20of%20Business%20Management.pdf https://academicjournals.org/journal/AJBM/article-abstract/1DF2EF157398 https://academicjournals.org/journal/AJBM/article-full-text-pdf/1DF2EF157398 https://academicjournals.org/journal/AJBM/article-full-text/1DF2EF157398 https://iris.unibs.it/handle/11379/507925 https://core.ac.uk/download/pdf/159265693.pdf,http://dx.doi.org/10.5897/ajbm2018.8553,,10.5897/ajbm2018.8553,2884300190,,0,002-994-269-455-347; 003-029-612-291-119; 003-778-683-768-920; 003-958-334-118-75X; 006-036-448-044-339; 006-046-806-523-364; 006-885-036-353-174; 010-026-501-855-92X; 012-339-278-801-290; 013-198-830-725-878; 013-405-702-528-334; 013-654-112-810-548; 014-176-629-094-145; 017-339-108-587-131; 018-259-599-512-244; 018-392-325-202-807; 018-676-741-468-668; 019-811-080-072-29X; 022-382-623-818-517; 025-326-730-501-104; 025-382-070-850-101; 030-558-138-555-940; 030-962-851-024-568; 031-619-951-365-341; 032-811-119-938-291; 034-073-836-897-251; 034-296-746-588-410; 036-896-088-404-676; 039-133-419-285-573; 039-262-561-349-911; 042-788-367-376-793; 044-566-374-583-618; 045-651-413-534-310; 047-901-654-057-115; 051-152-063-030-366; 052-673-077-024-573; 053-500-662-894-781; 053-728-890-567-740; 055-127-219-449-931; 059-501-907-154-291; 060-772-279-917-648; 060-995-351-776-463; 063-821-429-568-525; 063-849-741-613-997; 066-330-009-411-006; 072-322-063-322-589; 073-954-094-047-673; 079-764-289-950-441; 079-782-896-026-006; 082-588-931-524-30X; 083-546-361-359-031; 083-589-598-006-234; 085-771-407-734-460; 086-861-077-037-456; 088-460-209-403-215; 092-458-877-563-232; 099-085-870-469-302; 106-619-997-653-532; 107-722-421-262-215; 111-460-312-178-193; 112-666-511-616-360; 113-955-213-695-117; 116-917-630-331-447; 117-652-913-702-653; 125-766-776-339-24X; 139-641-412-398-758; 146-656-604-018-567; 149-829-768-285-065; 159-778-801-727-941; 166-405-723-185-236; 169-379-168-470-208; 198-742-580-540-955,4,true,cc-by,gold
009-979-762-544-289,The Impact of Space Delocalization and Time Delocalization on the CSR Strategy in a Transition Period ——A Case Study of Chinese Small and Medium-sized Export-oriented Apparel Firms,2019-04-18,2019,journal article,Business and Management Studies,23745924; 23745916,Redfame Publishing,,Ping Shuai; Hong Zhang; Ling Huang,"Since the 1990s, many Chinese small and medium-sized export-oriented firms have begun to accept higher corporate social responsibility (CSR) standards because of factory inspections. In recent years, firms have been facing greater market competition in a period of transition. Different firms have different attitudes toward CSR behavior in same external macroenvironment, and some firms have formed a CSR strategy. To further explore the issue, this paper studied the impact of space delocalization and time delocalization on the CSR strategy of Chinese small and medium-sized export-oriented firms based on social structure theory. Using the case study approach, the results showed the following: (1) space delocalization can stimulate the CSR behavior of firms, although some behaviors are the result of compromise, and CSR strategy will not be initiated because of passive CSR behavior; (2) the stimulation of space delocalization can stimulate endogenous changes, but the cultural background of time delocalization has a far-reaching impact on the formation of CSR strategy.",5,2,45,53,Corporate social responsibility; Business; Social structure; Transition (fiction); Space (commercial competition); Market competition; Cultural background; Industrial organization; Compromise; Clothing,,,,,https://ideas.repec.org/a/rfa/bmsjnl/v5y2019i1p45-53.html https://redfame.com/journal/index.php/bms/article/download/4111/4487 https://redfame.com/journal/index.php/bms/article/view/4111 https://core.ac.uk/download/pdf/228084858.pdf,http://dx.doi.org/10.11114/bms.v5i2.4111,,10.11114/bms.v5i2.4111,2938026061,,0,,0,true,,gold
010-215-505-383-387,The Digitization of Design and Manufacturing: A State-of-the-Art Report on the Transition from Strategic Vision to Implementation in Industry,,2020,journal article,Procedia CIRP,22128271,Elsevier BV,,Jelena Milisavljevic-Syed; J. Lane Thames; Dirk Schaefer,"Abstract Almost a decade ago, the research community embarked on a journey to realize the old vision of Industry 4.0. Part of this vision was to digitize design and manufacturing systems and processes, aimed at advancing their vertical and horizontal integration into decentralized ecosystems across the entire product development value chain. This process was to include the provision of new data-driven operation and business models, advances in cybersecurity, and the development of a bespoke Industry 4.0 workforce. In this paper, the authors review the state-of-the-art in regard to the progress made to date, from initial vision towards implementation in industry. They identify critical research challenges and gaps that need to be addressed to further advance this transition. The paper closes with a strategic perspective on how the authors anticipate Industry 4.0 to evolve over the next 5 years.",93,,575,580,Engineering management; Engineering; New product development; Workforce; Digitization; Business model; Process (engineering); Bespoke; Strategic planning; Horizontal integration,,,,,https://livrepository.liverpool.ac.uk/3102205/ https://www.sciencedirect.com/science/article/pii/S2212827120307186 https://core.ac.uk/download/334602051.pdf,http://dx.doi.org/10.1016/j.procir.2020.03.088,,10.1016/j.procir.2020.03.088,3036085072,,0,000-079-009-774-42X; 005-629-930-409-268; 011-516-929-569-770; 013-761-670-231-608; 018-559-732-665-851; 024-244-855-906-476; 031-293-783-222-28X; 032-878-235-509-503; 046-360-316-421-644; 053-803-758-429-604; 062-599-869-638-493; 069-810-906-753-69X; 075-987-480-102-849; 090-920-528-055-613; 092-214-881-429-30X; 116-783-289-698-518; 166-198-950-527-428; 168-584-095-929-618; 185-443-734-215-951; 190-816-003-249-584,8,true,cc-by-nc-nd,gold
010-259-966-965-245,CSR and the supply chain: effects on the results of SMEs,2018-07-06,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Luis Enrique Valdez-Juárez; Dolores Gallardo-Vázquez; Elva Alicia Ramos-Escobar,"Currently, companies and SMEs (small and medium enterprises) are looking to be more competitive. To achieve this, they are adopting new business models and strategies that allow them to move towards sustainability. Strategies such as CSR (Corporate social responsibility) and supply chain management have become essential for ensuring a company’s permanence and financial consolidation. The literature has stated that theories on stakeholders and sustainability are fundamental pillars for the development and sustained growth of business. The purpose of this article is to examine the effects of CSR and SCMM (supply chain management) on innovation, image and reputation, and, in turn, their influences on profitability in SMEs. An additional purpose is to verify the bidirectional relationship that exists between CSR and SCM in SMEs. This research was based on a sample of 143 companies in the city of Guaymas Sonorain Mexico. For the analysis and validation of the results, we used the ordinal least squares method (OLS) through multiple linear regressions and SEM (Structural Equation Modeling) statistical technique based on the variance, through PLS (Partial Least Squares) (using SmartPLS version 3.2.6 Professional). The findings show that SMEs that develop social and sustainable practices increase their level of innovation, and improve their image, their reputation, and their financial profitability. The results also indicate that CSR and SCM have a strong interdependence. This work contributes mainly to the development of the literature on stakeholders and sustainability.",10,7,2356,,Supply chain; Profitability index; Corporate social responsibility; Business; Consolidation (business); Industrial organization; Business model; Supply chain management; Reputation; Small and medium-sized enterprises,,,,,https://ideas.repec.org/a/gam/jsusta/v10y2018i7p2356-d156629.html https://dehesa.unex.es:8443/bitstream/10662/10359/1/su10072356.pdf https://econpapers.repec.org/RePEc:gam:jsusta:v:10:y:2018:i:7:p:2356-:d:156629 https://dehesa.unex.es/handle/10662/10359 https://www.mdpi.com/2071-1050/10/7/2356/pdf https://www.mdpi.com/2071-1050/10/7/2356 https://doaj.org/article/04d1c73991fa43d6a80682f3400956a8 https://core.ac.uk/download/pdf/304887374.pdf,http://dx.doi.org/10.3390/su10072356,,10.3390/su10072356,2806352140,,0,000-481-421-130-242; 000-546-109-734-433; 000-861-209-649-308; 000-930-396-361-962; 001-087-714-777-120; 001-143-655-245-186; 003-224-724-663-056; 004-004-032-288-410; 005-037-609-771-456; 005-463-600-722-182; 006-076-948-953-594; 006-095-183-317-361; 007-150-046-750-121; 007-251-615-678-928; 007-290-499-250-431; 007-377-059-605-632; 008-108-090-139-01X; 009-098-892-739-674; 009-581-717-251-460; 010-074-573-968-444; 010-854-534-444-434; 012-976-786-137-762; 015-611-895-459-960; 016-504-578-067-077; 016-589-411-640-236; 019-806-548-132-918; 020-173-354-391-493; 020-728-114-070-398; 021-591-575-421-05X; 021-929-568-590-053; 022-304-790-542-067; 022-718-781-316-543; 024-553-170-304-930; 024-770-461-652-004; 025-047-947-013-556; 025-402-274-938-418; 025-468-894-748-342; 027-113-005-563-613; 028-495-930-392-172; 030-883-378-370-207; 031-537-161-323-99X; 032-494-836-050-774; 032-649-036-964-264; 032-976-065-835-101; 033-834-393-574-150; 034-630-021-487-330; 035-556-471-787-086; 035-939-328-217-88X; 036-026-030-523-42X; 036-473-394-548-091; 036-622-231-967-298; 037-403-115-226-376; 037-479-522-981-871; 037-838-145-819-853; 038-157-919-233-542; 039-217-799-010-851; 040-057-315-356-502; 041-909-403-331-608; 042-153-266-313-719; 042-807-425-625-032; 043-806-610-336-736; 044-216-920-303-24X; 045-158-794-547-22X; 045-385-511-579-046; 045-643-900-040-510; 045-754-631-412-145; 045-807-182-622-476; 046-431-076-947-262; 046-653-356-123-499; 047-030-655-106-395; 047-460-128-505-546; 047-585-118-024-65X; 047-813-962-922-174; 048-677-789-340-420; 049-081-651-135-706; 049-775-427-535-12X; 049-827-630-969-320; 049-937-918-473-639; 050-187-110-687-218; 050-432-089-882-92X; 051-248-991-074-085; 051-274-079-513-552; 051-955-365-521-143; 053-018-748-325-349; 053-131-043-225-510; 053-360-375-923-867; 053-738-500-822-507; 054-892-602-015-388; 054-907-775-772-298; 055-127-219-449-931; 057-159-688-429-414; 057-942-097-777-139; 057-954-715-751-349; 058-122-081-158-184; 058-953-086-322-649; 059-516-790-603-445; 060-066-476-965-480; 060-209-876-007-316; 060-818-518-086-433; 061-469-687-627-628; 061-829-988-617-171; 061-983-819-386-718; 062-777-472-155-775; 062-948-580-981-656; 063-639-974-825-135; 065-325-479-758-538; 066-233-941-256-115; 067-507-581-395-067; 067-787-359-707-321; 068-604-185-556-456; 068-686-694-401-606; 068-921-235-975-296; 070-991-282-066-330; 071-185-310-932-372; 074-950-423-617-47X; 075-677-745-365-73X; 075-945-628-035-860; 076-316-330-238-950; 076-495-895-608-791; 076-549-217-095-959; 076-764-089-540-924; 077-506-590-000-424; 077-619-009-441-391; 079-789-944-296-230; 080-282-490-798-924; 080-877-578-538-900; 081-016-470-129-592; 081-819-189-633-278; 083-010-805-557-915; 084-723-194-609-89X; 084-778-852-125-052; 085-259-803-586-292; 085-657-106-088-742; 089-941-499-236-18X; 092-633-742-324-977; 093-107-203-070-564; 093-864-433-666-302; 094-825-719-192-047; 097-129-167-189-893; 097-522-887-708-840; 097-694-407-200-273; 098-927-404-630-578; 099-095-725-205-22X; 099-781-807-153-216; 101-959-702-970-75X; 102-331-005-882-001; 102-691-911-656-427; 102-885-865-253-365; 103-559-663-959-258; 103-595-590-319-417; 107-274-748-521-438; 108-918-808-568-041; 110-270-397-101-676; 114-933-813-221-985; 119-025-997-225-558; 121-959-411-297-951; 122-025-756-931-871; 128-448-634-234-720; 129-364-486-683-679; 129-480-142-425-631; 131-426-816-429-765; 132-002-447-209-755; 134-350-175-232-145; 136-319-276-864-077; 137-662-838-876-155; 137-778-304-889-28X; 139-101-567-335-455; 144-250-380-273-485; 144-990-763-873-027; 148-181-357-978-726; 156-208-441-443-940; 159-592-129-993-014; 167-236-925-823-285; 173-137-502-164-357; 173-520-560-676-336; 174-696-353-171-12X; 175-577-844-387-771; 187-122-363-045-775,36,true,cc-by,gold
010-321-355-964-256,Big audit firms as regulatory intermediaries in transnational labor governance,2018-10-04,2018,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Luc Fransen; Genevieve LeBaron,"Due diligence and corporate disclosure initiatives effectively expand the role of professional service firms as regulatory intermediaries in the governance of conditions of production in global supply chains. In this paper, we examine the rise of the “Big Four” audit firms in the market for services connected to transnational labor governance. Through a qualitative case study of audit firms in modern slavery governance, we argue that the Big Four's political repertoire for transnational labor governance expands beyond the roles that are typically linked to their services, and promotes an agenda that touches on key debates on what constitutes proper transnational labor governance. Big audit firms engage in a variety of informal and covert influencing practices and are shown to promote an agenda of incrementalist soft‐law labor governance, opposing concrete performance targets, binding public regulation and an independent watchdog role for civil society.",13,2,260,279,Intermediary; Business; Audit; Big Four; Transnational governance; Due diligence; Market economy; Corporate governance; Service (economics); Civil society,,,,SPERI-PETGOV Exchange Fund; UK Economic and Social Research Council,https://www.narcis.nl/publication/RecordID/oai%3Adare.uva.nl%3Apublications%2F4fadd48c-0511-4e66-a1d8-0b81b0260a73 https://dare.uva.nl/personal/search?identifier=4fadd48c-0511-4e66-a1d8-0b81b0260a73 https://pure.uva.nl/ws/files/35951996/Fransen_et_al_2019_Regulation_Governance.pdf https://eprints.whiterose.ac.uk/134874/ https://onlinelibrary.wiley.com/doi/pdf/10.1111/rego.12224 https://onlinelibrary.wiley.com/doi/10.1111/rego.12224 https://core.ac.uk/download/161127467.pdf,http://dx.doi.org/10.1111/rego.12224,,10.1111/rego.12224,2895300054,,0,001-219-742-034-879; 004-934-774-629-57X; 005-549-437-995-216; 008-201-693-864-954; 012-028-660-026-864; 016-108-060-670-301; 017-501-688-424-592; 017-612-991-035-866; 019-477-601-791-003; 026-656-323-238-116; 030-032-127-450-653; 033-791-281-682-379; 034-477-939-117-925; 035-921-200-194-070; 036-972-883-361-89X; 045-080-721-867-92X; 045-230-111-419-493; 051-634-478-902-21X; 053-068-185-458-863; 057-076-912-261-06X; 057-764-489-042-482; 075-824-875-435-596; 078-333-521-982-86X; 079-172-164-020-006; 080-665-877-144-245; 085-535-301-648-519; 094-439-254-001-283; 095-346-776-982-975; 096-575-313-048-276; 099-329-124-142-672; 099-816-175-031-436; 100-428-386-081-029; 103-078-062-409-421; 103-227-968-530-072; 103-751-867-110-328; 111-819-171-804-346; 116-463-068-814-981; 118-827-225-955-647; 124-420-441-396-125; 134-518-452-423-780; 140-763-655-989-908; 142-760-128-299-250; 165-406-149-525-213; 171-268-156-655-037; 171-905-299-621-116; 180-411-782-624-700; 191-681-968-994-696,36,true,cc-by,hybrid
010-322-524-970-812,Sustainable Development and Corporate Social Responsibility under the 2018 Petroleum Host and Impacted Communities Development Trust Bill: Is Nigeria Rehashing Past Mistakes?,2019-12-10,2019,journal article,African Journal of Legal Studies,22109730; 17087384,Brill,Netherlands,Nojeem Amodu,"<jats:title>Abstract</jats:title><jats:p>The 2018 Petroleum Host and Impacted Communities Development Trust Bill before the Nigerian National Assembly was proposed to foster sustainable development (SD) and embed corporate social responsibility (<jats:sc>CSR</jats:sc>) in the oil and gas corporate activities within host communities. From the backdrop of SD and <jats:sc>CSR</jats:sc> as regulatory concepts, this article scrutinizes the Bill for its viability to realize its objectives in its current form. It raises concerns about: (i) perceived negligence by the government to provide social services and public goods, seeming to outsource such responsibilities to the business community; (ii) the reduction of <jats:sc>CSR</jats:sc> to capital or community development projects; and (iii) the absence of useful delimitation criteria to determine host and impacted communities. The article argues that past mistakes are being rehashed and queries the capacity of the Bill to live up to stakeholders’ expectations. Using the normative contributions of global templates such as the United Nations Guiding Principles on Business and Human Rights, the article recommends policy and regulatory changes to the Bill’s governance structure towards embedding effective <jats:sc>CSR</jats:sc> and engendering SD in the Nigerian oil and gas industry.</jats:p>",11,4,319,351,Corporate social responsibility; Human rights; Political science; Host (network); Economic growth; Sustainable development; International law; African studies,,,,,https://brill.com/view/journals/ajls/11/4/article-p319_2.xml?language=en https://core.ac.uk/download/237713099.pdf,http://dx.doi.org/10.1163/17087384-12340038,,10.1163/17087384-12340038,2994674754,,0,001-793-763-180-791; 003-596-997-009-874; 005-130-451-444-821; 013-761-273-434-321; 020-081-471-344-372; 020-372-413-279-437; 028-731-477-344-43X; 036-630-434-792-774; 042-702-487-099-532; 044-227-902-691-406; 045-315-481-140-230; 050-057-979-181-082; 051-830-305-399-343; 053-035-713-062-731; 061-037-922-797-901; 061-301-426-796-483; 062-348-757-285-025; 075-081-181-187-220; 081-125-789-839-644; 082-171-985-858-889; 085-189-071-250-636; 086-492-549-706-128; 098-196-396-104-239; 102-138-249-710-340; 110-380-012-004-320; 138-405-019-375-305; 139-958-672-539-102; 151-737-772-776-418; 161-390-012-903-026; 178-174-552-186-153,1,true,,green
010-346-721-629-150,"Contesting the value of ""creating shared value""",2014-02-01,2014,journal article,California Management Review,00081256; 21628564,SAGE Publications,United States,Andrew Crane; Guido Palazzo; Laura J. Spence; Dirk Matten,"This article critiques Porter and Kramer's concept of creating shared value. The strengths of the idea are highlighted in terms of its popularity among practitioner and academic audiences, its connecting of strategy and social goals, and its systematizing of some previously underdeveloped, disconnected areas of research and practice. However, the concept suffers from some serious shortcomings, namely: it is unoriginal; it ignores the tensions inherent to responsible business activity; it is naive about business compliance; and it is based on a shallow conception of the corporation's role in society. [Michael Porter and Mark Kramer were invited to respond to this article. Their commentary follows along with a reply by Crane and his co-authors.]",56,2,130,153,Corporate social responsibility; Sociology; Marketing; Value (ethics); Corporation; Popularity; Compliance (psychology); Public relations; Creating shared value,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=4605762 https://researchportal.bath.ac.uk/en/publications/contesting-the-value-of-creating-shared-value https://www.sabanciuniv.edu/HaberlerDuyurular/Documents/M_/2013/CraneMattenCSV_Critique_in_CMR.pdf http://journals.sagepub.com/doi/10.1525/cmr.2014.56.2.130 https://journals.sagepub.com/doi/10.1525/cmr.2014.56.2.130 http://cmr.ucpress.edu/content/56/2/130 https://core.ac.uk/download/28904863.pdf,http://dx.doi.org/10.1525/cmr.2014.56.2.130,,10.1525/cmr.2014.56.2.130,2095568617,,0,007-654-176-661-935; 008-823-758-105-34X; 008-998-590-834-024; 009-030-475-133-822; 009-330-909-912-677; 012-097-800-965-775; 012-805-278-438-570; 014-904-025-590-079; 027-827-119-143-849; 034-622-676-700-278; 040-718-170-821-594; 045-728-448-951-31X; 051-874-175-549-837; 051-875-265-995-253; 052-049-753-726-193; 052-283-291-570-053; 056-592-784-253-78X; 063-639-974-825-135; 067-621-814-824-950; 072-821-242-939-329; 073-055-174-017-117; 074-009-366-940-837; 079-625-543-029-384; 082-089-903-118-973; 082-171-985-858-889; 084-725-164-042-764; 090-592-555-205-111; 093-708-424-431-195; 101-983-044-462-613; 103-626-718-933-045; 105-027-677-616-593; 115-133-512-157-837; 115-925-129-391-714; 128-197-551-414-351; 129-770-703-561-824; 139-641-412-398-758; 139-672-386-828-719; 150-756-983-846-92X; 159-592-129-993-014; 173-533-732-162-714; 176-840-239-097-540; 182-199-495-327-639; 190-211-621-604-879; 191-394-380-397-047,544,true,,
010-362-261-478-59X,The mediating effect of financial performance on the relationship between social responsibility and ownership structure,,2015,journal article,Future Business Journal,23147210,Springer Science and Business Media LLC,,Hayam Wahba; Khaled Elsayed,"Abstract Existing literature is inconclusive about the relationship between social responsibility and institutional investors as it assumes, implicitly, that this relationship is direct. An alternative perspective, that has received less attention in the literature, is that this relationship can be mediated by other contextual variables such as financial performance. Thus, this study is aiming to provide some empirical evidence on this issue that may help in explaining divergence in prior work. Panel data regression was performed on a sample that includes all firms that are listed in the Egyptian social responsibility index during the period from 2007 to 2010. The results demonstrate that better (or worse) financial performance, and rather social responsibility, is the lead for institutional investors when they make their investment decisions.",1,1,1,12,Accounting; Corporate social responsibility; Business; Social responsibility; Empirical evidence; Institutional investor; Investment decisions; Index (economics); Sample (statistics); Panel data,,,,,https://core.ac.uk/display/82098750 http://www.isihome.ir/freearticle/ISIHome.ir-24057.pdf http://www.sciencedirect.com/science/article/pii/S231472101500002X https://www.sciencedirect.com/science/article/pii/S231472101500002X https://core.ac.uk/download/pdf/82098750.pdf,http://dx.doi.org/10.1016/j.fbj.2015.02.001,,10.1016/j.fbj.2015.02.001,2021133667,,0,001-765-665-160-73X; 005-805-453-463-041; 006-124-525-376-661; 006-651-422-491-792; 007-622-898-589-828; 008-597-391-212-102; 009-205-218-221-436; 010-038-028-482-643; 017-012-395-580-930; 017-712-688-084-444; 019-534-948-420-613; 020-775-460-066-748; 023-168-791-393-959; 023-751-807-038-790; 025-724-556-647-792; 032-229-514-211-259; 036-480-570-129-386; 038-756-165-575-531; 039-369-632-310-521; 041-628-557-784-705; 046-165-382-970-445; 047-488-270-793-539; 048-414-398-414-184; 048-625-911-552-52X; 049-160-070-430-817; 050-308-686-320-505; 050-653-728-121-553; 053-426-418-496-72X; 054-743-639-411-318; 055-830-433-371-236; 056-894-911-893-266; 059-029-156-049-151; 060-250-330-475-059; 062-110-807-031-390; 063-109-306-354-659; 064-682-467-305-522; 066-400-343-948-766; 071-099-507-704-700; 074-044-410-534-355; 074-791-843-353-639; 078-281-476-762-97X; 078-552-414-554-157; 081-723-563-994-254; 082-815-961-326-23X; 086-087-130-294-356; 086-737-037-831-307; 094-003-113-870-031; 098-865-394-733-547; 114-637-041-312-716; 123-703-802-267-833; 124-376-846-389-382; 124-935-879-228-76X; 127-314-112-167-962; 128-893-793-820-204; 136-502-179-535-947; 150-238-604-368-21X; 150-372-244-980-17X; 151-737-772-776-418; 153-750-159-106-087; 159-592-129-993-014; 164-986-073-799-900; 179-352-390-632-928; 180-821-140-255-888; 184-645-827-882-648; 192-121-378-418-163,38,true,cc-by,gold
010-380-281-202-020,The Examination of the Appearance of CSR in On-line Scientific Databases,,2018,journal article,Business Ethics and Leadership,25206761; 25206311,Sumy State University,,Lívia Benita Kiss,"Corporate social responsibility (or CSR) is central to a whole range of concepts and issues relating to businesses and their role in society. It is useful to briefly consider where the idea of corporate social responsibility came from, when and how it has developed. In understanding corporate social responsibility, it is important to examine the genesis of the phrase, its meaning and its application and occurrence in scientific life",2,2,56,65,Corporate social responsibility; Business; Information retrieval; Line (text file),,,,,http://essuir.sumdu.edu.ua/bitstream/123456789/68136/1/kiss_The_Examination.pdf http://essuir.sumdu.edu.ua/handle/123456789/68136 http://dx.doi.org/10.21272/bel.2(2).56-65.2018 https://core.ac.uk/download/324212904.pdf,http://dx.doi.org/10.21272/bel.2(2).56-65.2018,,10.21272/bel.2(2).56-65.2018,2815189591,,0,000-138-747-291-830; 006-294-052-644-153; 024-436-108-594-217; 048-304-046-311-141; 050-630-871-989-003; 055-127-219-449-931; 092-235-131-089-660; 097-398-299-221-301; 107-274-748-521-438; 107-797-132-440-632; 129-161-213-916-975; 133-900-133-165-471; 151-737-772-776-418; 159-592-129-993-014; 160-044-629-661-137; 175-594-459-298-873,2,true,cc-by,gold
010-575-694-713-443,Conceptualising sustainable leadership,2017-03-06,2017,journal article,Industrial and Commercial Training,00197858,Emerald,United Kingdom,Laura Gerard; Janice McMillan; Norma D’Annunzio-Green,"Purpose; ; ; ; ; Literature encompassing sustainable leadership and developing leaders sustainably are still in infancy (Lambert, 2011). Nevertheless indications identify leadership as a vital cog in achieving sustainable organisations. Sustainable leadership can allow a fast, resilient response which is competitive and appealing to all stakeholders (Avery and Bergsteiner, 2011a, b). Arguably, organisations’ need to stop considering leadership as a control function (Casserley and Critchley, 2010; Crews, 2010) and instead focus on dialogue and mutual-interdependency between leaders and their followers (Barr and Dowding, 2012). The purpose of this paper is to explore and analyse the concept of sustainable leadership to present a conceptual framework surrounding sustainable leadership.; ; ; ; ; Design/methodology/approach; ; ; ; ; This conceptual paper will review the existing frameworks of sustainable leadership and present a conceptualisation of the frameworks. This conceptualisation synthesises frameworks and literature surrounding the concept of sustainable leadership which involves work from Casserley and Critchley (2010), Avery and Bergsteiner (2011a, b), Hargreaves and Fink (2006), Davies (2007) and Lambert (2011). Seminal themes from the synthesised frameworks are presented in order to attempt to unify the conceptualisation of sustainable leadership.; ; ; ; ; Findings; ; ; ; ; Within leadership literature, stakeholder approaches (Groves and LaRocca, 2011; Avery and Bergsteiner, 2011a); discourses underlining the importance of relationship between leaders and followers (Barr and Dowding, 2012); and discussions about the need to develop reflexive and participative leadership models (Kopp and Martinuzzi, 2013) have become prominent. Sustainable leadership embraces all of these new components. The concept advocates organisations should shift emphasis from a traditional singular focus on finances, to a view that organisations are contributors to wider environmental and social influences (Crews, 2010; Avery and Bergsteiner, 2011a).; ; ; ; ; Originality/value; ; ; ; ; This paper explores the theoretical frameworks which surround sustainable leadership and will synthesise and present commonly referenced facets of the concept within the internal and external factors influencing sustainable leadership.",49,3,116,126,Leadership; Sociology; Management; Leadership style; Neuroleadership; Engineering ethics; Sustainability; Servant leadership; Transactional leadership; Leadership studies; Shared leadership,,,,,https://www.emeraldinsight.com/doi/abs/10.1108/ICT-12-2016-0079 https://www.emerald.com/insight/content/doi/10.1108/ICT-12-2016-0079/full/html https://core.ac.uk/download/77595509.pdf,http://dx.doi.org/10.1108/ict-12-2016-0079,,10.1108/ict-12-2016-0079,201959348,,0,007-730-145-382-02X; 009-148-568-384-667; 012-880-849-661-574; 014-742-775-145-792; 017-713-370-451-851; 021-848-930-196-477; 025-393-121-701-194; 026-846-252-760-296; 040-055-582-009-864; 050-523-283-925-464; 051-685-638-142-695; 060-443-571-130-407; 064-681-460-980-301; 077-046-587-383-984; 086-686-873-694-208; 093-081-649-901-606; 101-140-110-899-819; 105-444-265-452-411; 105-757-599-519-61X; 113-884-984-704-645; 114-904-522-715-237; 117-957-757-606-48X; 127-198-596-874-536; 128-715-477-850-071; 130-358-363-881-469; 131-355-106-436-56X; 134-003-793-078-054; 136-690-752-005-713; 140-425-540-178-978; 148-248-102-897-151; 148-997-649-165-614; 154-135-075-031-761; 158-528-919-836-299; 162-212-197-836-847; 176-548-461-541-296; 182-991-985-609-224,29,true,,green
010-692-541-767-902,Impact of CSR on Financial Performance of Banks: A Case Study,2019-06-30,2019,journal article,Journal of Accounting and Finance in Emerging Economies,25188488; 25190318,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Sundas Memon; Waqar Ahmed Sethar; Adnan Pitafi; Wasim Uddin,"The aim of current study is to investigate the impact of CSRRI on bank’s financial performance. For this purpose, ROA, EPS and PAT are taken as proxies for measuring bank’s financial performance by using time series and panel data. The time span is from 2004 to 2017. The current study used HBL and MCB bank for analysis. The dependent variables are ROA, EPS and PAT while independent variables are CSRRI and bank size.; To estimate the model, the current study used quantitative data to analyse the results by using descriptive analysis, correlation analysis, and multiple regression analysis.; The findings of the current study revealed that the slope coefficient of intercept and CSRRI are positive except bank size which is negative in three models. In short, the CSRRI can; Further, CSR reporting may provide welfare for both banks and econometric models suggests that socially responsible banks can not only attract large numbers of customers but also increases profitability.",5,1,129,140,Welfare; Profitability index; Corporate social responsibility; Business; Econometrics; Regression analysis; Econometric model; Variables; Descriptive statistics; Panel data,,,,,https://ideas.repec.org/a/src/jafeec/v5y2019i1p129-140.html https://core.ac.uk/download/230585362.pdf,http://dx.doi.org/10.26710/jafee.v5i1.366,,10.26710/jafee.v5i1.366,2977457524,,0,009-180-563-333-051; 016-411-180-460-079; 017-722-013-337-190; 027-726-405-189-511; 044-284-651-137-662; 047-084-373-523-100; 048-249-295-954-368; 058-893-274-038-483; 061-149-650-033-030; 079-363-214-561-671; 107-274-748-521-438,3,true,cc-by-nc,gold
010-752-508-130-047,Sustainable Supply Chain Engagement in a Retail Environment,2015-05-20,2015,journal article,Sustainability,20711050,MDPI AG,Switzerland,Anika Berning; Chanel Venter,"Sustainability is a key requirement for business success and is often regarded a competitive advantage if strategically managed. Sustainability-mature organisations look to their value chains where the retailer-supplier collaboration becomes critical in embedding sustainability. With this in mind, it is important to monitor retailer-supplier collaboration to determine whether it is effective. To facilitate this monitoring, the UN Global Compact Supply Chain Sustainability: A Guide for Continuous Improvement was consulted. The research question aimed to determine the progress of a prominent South African retailer regarding their sustainable supply chain management (SSCM) and collaboration with suppliers. Therefore, this study attempts to apply the Supplier Engagement Continuum, extracted from the UN Global Compact Supply Chain Sustainability: A Guide for Continuous Improvement, in order to determine how the retailer is progressing in sustainable supply chain management. The qualitative and exploratory nature of the study necessitated a case study research design, while the technique of purposive sampling was used to select the sample of three suppliers. Data was collected by means of semi-structured interviews facilitated by an interview guide, and data analysis was conducted with Atlas.ti software. It was found that the retailer’s sustainable supply chain management can only be located on level one of the continuum. Supply chain sustainability in organisations lack the theoretical foundation of what sustainability really is. Therefore, the model was amended and an additional level was added to incorporate the education of sustainability.",7,5,6246,6263,Supply chain; Business; Supply chain risk management; Process management; Sustainability organizations; Operations management; Corporate sustainability; Supply chain sustainability; Supply chain management; Service management; Sustainability,,,,,https://www.mdpi.com/2071-1050/7/5/6246/htm https://scholar.sun.ac.za:443/bitstream/10019.1/97508/1/berning_sustainable_2015.pdf https://ideas.repec.org/a/gam/jsusta/v7y2015i5p6246-6263d49820.html https://econpapers.repec.org/RePEc:gam:jsusta:v:7:y:2015:i:5:p:6246-6263:d:49820 https://www.mdpi.com/2071-1050/7/5/6246/pdf https://pubag.nal.usda.gov/catalog/6517209 https://scholar.sun.ac.za/bitstream/handle/10019.1/97508/berning_sustainable_2015.pdf;sequence=1 https://doaj.org/article/a5fcb071cc3144d5a7431d1761be6a3a https://core.ac.uk/display/37439414 https://scholar.sun.ac.za/handle/10019.1/97508 https://core.ac.uk/download/37439414.pdf,http://dx.doi.org/10.3390/su7056246,,10.3390/su7056246,1886596499,,0,002-036-850-056-885; 006-279-802-942-331; 007-675-410-003-053; 014-676-078-583-41X; 016-257-606-089-666; 021-591-575-421-05X; 022-774-738-500-720; 025-177-601-324-707; 028-425-778-386-064; 031-300-905-751-749; 033-190-829-134-703; 036-336-402-712-621; 041-135-893-109-084; 053-628-364-928-595; 055-498-815-134-39X; 057-942-097-777-139; 061-410-634-144-132; 063-639-974-825-135; 064-438-261-806-271; 067-853-196-376-283; 069-826-351-353-372; 070-555-768-271-982; 083-742-907-533-010; 093-922-172-700-658; 099-397-527-011-698; 101-903-378-658-429; 115-990-313-124-326; 120-512-170-170-097; 123-628-833-025-039; 127-356-618-215-912; 131-900-455-949-073; 133-655-614-253-185; 144-490-035-911-880; 149-112-034-904-041; 149-829-768-285-065; 150-286-367-463-278; 150-670-238-131-708; 150-756-983-846-92X; 165-323-745-354-111; 166-204-621-970-742; 184-357-958-130-896; 186-881-044-468-827,18,true,cc-by,gold
010-835-424-298-655,State Pension Funds and Corporate Social Responsibility: Do Beneficiaries’ Political Values Influence Funds’ Investment Decisions?,2019-01-12,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Andreas G. F. Hoepner; Lisa Schopohl,"This study explores the underlying drivers of US public pension funds’ tendency to tilt their portfolios towards companies with stronger corporate social responsibility (CSR). Studying the equity holdings of large, internally managed US state pension funds, we find evidence that the political leaning of their beneficiaries and political pressures by state politicians affect funds’ investment decisions. State pension funds from states with Democratic-leaning beneficiaries tilt their portfolios more strongly towards companies that perform well on CSR issues, and this tendency is intensified when the state government is dominated by Democratic state politicians. Moreover, we find that funds which tilt their portfolios towards companies with superior CSR scores generate a slightly higher return compared with their counterparts. Overall, our findings indicate that funds align their investment choices with the financial and non-financial interests of their beneficiaries when deciding whether to incorporate CSR into their equity allocations.",165,3,489,516,Business ethics; Corporate social responsibility; Business; Equity (finance); Socially responsible investing; Investment decisions; Pension; Democracy; Financial system; Politics,,,,,https://link.springer.com/article/10.1007/s10551-018-4091-z https://centaur.reading.ac.uk/81152/ https://paperity.org/p/185537436/state-pension-funds-and-corporate-social-responsibility-do-beneficiaries-political-values https://link.springer.com/content/pdf/10.1007/s10551-018-4091-z.pdf https://ideas.repec.org/a/kap/jbuset/v165y2020i3d10.1007_s10551-018-4091-z.html https://core.ac.uk/download/161885231.pdf,http://dx.doi.org/10.1007/s10551-018-4091-z,,10.1007/s10551-018-4091-z,2905878701,,0,000-629-147-348-801; 001-765-665-160-73X; 003-527-188-385-213; 003-806-774-171-762; 004-221-506-042-537; 005-191-390-713-539; 008-476-847-556-464; 009-247-255-626-737; 010-105-658-983-677; 010-564-915-744-603; 012-624-574-244-639; 012-708-351-356-084; 013-159-218-306-43X; 014-455-741-938-215; 016-604-354-310-304; 016-940-710-163-201; 017-012-395-580-930; 019-331-140-829-141; 020-834-862-879-896; 021-023-352-140-984; 026-732-895-216-408; 029-008-463-356-548; 033-902-458-524-587; 034-456-462-615-843; 034-876-878-504-355; 035-094-098-919-71X; 035-196-034-443-895; 037-074-027-059-219; 039-160-241-549-140; 039-575-601-163-984; 041-217-228-717-900; 042-956-665-942-829; 043-693-385-361-389; 044-161-762-520-250; 046-165-382-970-445; 046-342-916-077-307; 047-058-997-964-263; 055-492-712-073-988; 056-202-754-574-199; 059-521-018-719-73X; 060-169-529-304-005; 061-458-276-130-322; 061-829-988-617-171; 062-300-894-288-182; 067-513-132-691-793; 068-096-442-259-797; 068-166-579-580-988; 068-685-598-293-137; 070-385-974-193-453; 071-101-249-341-31X; 075-517-307-723-522; 078-135-566-579-591; 079-517-959-124-328; 079-956-594-756-617; 080-853-518-801-002; 084-344-255-632-568; 085-766-591-336-000; 087-011-699-374-540; 090-514-536-308-146; 096-768-403-104-578; 097-717-436-105-880; 115-373-591-444-545; 117-153-124-852-329; 117-156-956-135-895; 123-254-561-371-531; 124-295-572-026-685; 129-328-051-371-520; 132-983-680-235-512; 134-674-321-833-098; 138-711-561-444-45X; 143-685-102-975-424; 147-176-980-141-888; 147-868-475-053-18X; 150-751-610-062-249; 156-205-823-669-378; 156-903-159-800-080; 159-592-129-993-014; 160-133-438-547-475; 163-758-190-839-317; 175-583-727-301-634; 182-063-289-414-616; 186-135-609-255-921; 186-461-297-723-768; 194-392-394-630-268,15,true,cc-by,hybrid
010-853-672-146-30X,Warm Glow or Extra Charge? The Ambivalent Effect of Corporate Social Responsibility Activities on Customers’ Perceived Price Fairness,2016-01-01,2016,journal article,Journal of Marketing,00222429; 15477185,SAGE Publications,United States,Johannes Habel; Laura Marie Schons; Sascha Alavi; Jan Wieseke,"AbstractPrior research has firmly established that consumers draw benefits from a firm’s engagement in corporate social responsibility (CSR), especially the feeling of a “warm glow.” These benefits positively affect several desirable outcomes, such as willingness to pay and customer loyalty. The authors propose that consumers do not blindly perceive benefits from a firm’s CSR engagement but tend to suspect that a firm’s prices include a markup to finance the CSR engagement. Taking customers’ benefit perceptions and price markup inferences into account, the authors suggest that CSR engagement has mixed effects on consumers’ evaluation of price fairness and, thus, on subsequent outcomes such as customer loyalty. The authors conduct one qualitative study and four quantitative studies leveraging longitudinal field and experimental data from more than 4,000 customers and show that customers indeed infer CSR price markups, entailing mixed effects of firms’ CSR engagement on price fairness. The authors find that...",80,1,84,105,Feeling; Corporate social responsibility; Business; Loyalty business model; Marketing; Qualitative research; Perception; Willingness to pay; Suspect; Affect (psychology),,,,,https://repository.lboro.ac.uk/articles/Warm_glow_or_extra_charge_The_ambivalent_effect_of_corporate_social_responsibility_activities_on_customers_perceived_price_fairness/9504242 https://pinnacle.allenpress.com/doi/abs/10.1509/jm.14.0389 http://wrap.warwick.ac.uk/115226/ http://dx.doi.org/10.1509%2Fjm.14.0389 https://dspace.lboro.ac.uk/dspace-jspui/bitstream/2134/33438/1/CSR%20%20Price%20Fairness%20-%20Paper.pdf https://journals.sagepub.com/doi/abs/10.1509/jm.14.0389 https://madoc.bib.uni-mannheim.de/43533/ http://journals.sagepub.com/doi/10.1509/jm.14.0389 https://repository.lboro.ac.uk/articles/journal_contribution/Warm_glow_or_extra_charge_The_ambivalent_effect_of_corporate_social_responsibility_activities_on_customers_perceived_price_fairness/9504242 http://journals.ama.org/doi/abs/10.1509/jm.14.0389 https://dx.doi.org/10.1509%2Fjm.14.0389 https://dialnet.unirioja.es/servlet/articulo?codigo=5333093 https://core.ac.uk/display/154749317 https://core.ac.uk/download/195265591.pdf,http://dx.doi.org/10.1509/jm.14.0389,,10.1509/jm.14.0389,1785379974,,0,001-124-030-092-550; 003-443-932-603-98X; 005-202-209-962-954; 008-736-978-360-515; 009-024-987-910-508; 010-854-534-444-434; 012-326-812-441-772; 015-013-726-939-074; 018-378-003-800-635; 018-606-075-915-716; 020-238-832-453-172; 020-380-994-016-968; 023-802-313-133-429; 024-208-010-945-520; 024-524-317-273-663; 025-071-480-693-681; 025-724-556-647-792; 025-924-380-506-14X; 027-231-518-174-901; 028-661-237-836-979; 032-226-726-401-253; 032-779-497-658-310; 033-171-354-077-456; 034-971-467-712-85X; 035-623-115-598-200; 040-314-462-076-29X; 043-605-651-281-566; 044-190-808-102-509; 046-785-602-628-236; 047-084-373-523-100; 049-104-082-206-568; 052-011-963-895-848; 056-126-178-605-45X; 059-243-313-314-228; 062-259-542-892-640; 068-265-395-001-914; 068-840-862-089-934; 069-259-438-012-556; 070-522-195-087-772; 077-221-867-642-333; 077-253-517-048-904; 077-930-616-453-628; 078-124-937-782-473; 078-460-398-582-773; 080-254-144-381-167; 083-221-728-483-499; 083-268-121-861-797; 083-570-587-675-272; 088-049-228-430-614; 088-911-768-686-24X; 089-349-096-155-120; 094-213-099-107-472; 094-485-756-041-266; 096-277-967-721-057; 100-396-001-744-650; 103-108-182-535-072; 107-633-829-192-754; 108-890-126-050-163; 108-915-135-791-842; 113-565-849-458-391; 115-154-450-300-61X; 116-020-957-178-214; 121-195-620-677-195; 121-466-329-093-065; 127-728-291-438-448; 132-829-251-882-10X; 139-101-567-335-455; 141-367-968-781-245; 145-756-205-275-525; 146-267-791-584-388; 147-359-326-740-087; 150-049-433-783-167; 150-756-983-846-92X; 151-724-363-481-667; 151-788-044-429-258; 155-752-281-187-388; 156-351-794-953-526; 159-592-129-993-014; 162-290-133-902-677; 163-173-733-443-981; 168-026-770-101-157; 170-287-577-916-60X; 170-979-769-726-015; 174-303-103-005-372; 181-853-282-069-880; 192-389-272-784-584; 195-189-710-734-767,121,true,cc-by-nc-nd,green
010-922-460-093-839,Strategic human resource management and corporate social responsibility: Evidence from Emerging Markets,2016-09-05,2016,journal article,Internext,19804865,Escola Superior de Propaganda e Marketing (ESPM),,Talita Rosolen; Maria Laura Ferranty MacLennan,"Corporate social responsibility practices are increasingly being adopted and legitimized in business and they impact the strategic and operational levels in various areas. The integration of these criteria and practices in the strategic management involves many factors, and human resource management is an essential aspect for the accomplishment of such initiative. Thus, this paper associates the relationship among corporate social responsibility (CSR) various dimensions (strategic, ethical, social and environmental) and strategic human resource management (SHRM) in companies operating in Brazil. We also aim to identify whether there is impact of other aspects on this relationship, namely: size, industry and company internationalization level (if national or multinational). Results show evidence that ethical CSR can be associated to SHRM. Environmental CSR showed marginal relation, and social and strategic CSR presented no significant association. Those results emphasize the need to further develop strategic actions of CSR into human resource management in emerging markets. Managers can also benefit from those findings, as it is possible to have a broad view of limitations and opportunities regarding the role played by human resource management in CSR.",11,2,66,80,Strategic human resource planning; Strategic financial management; Corporate social responsibility; Business; Strategic thinking; Marketing; Management; Human resource management; Strategic planning; Strategic management; Internationalization,,,,,https://internext.espm.br/internext/article/view/342 https://dialnet.unirioja.es/descarga/articulo/7608114.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7608114 http://internext.espm.br/internext/article/download/342/279 http://internext.espm.br/index.php/internext/article/download/342/279 https://core.ac.uk/display/142215691 https://core.ac.uk/download/pdf/188619171.pdf,http://dx.doi.org/10.18568/1980-4865.11266-80,,10.18568/1980-4865.11266-80,2512641940,,0,000-335-789-922-111; 001-187-191-963-888; 002-530-552-901-255; 003-540-184-791-173; 004-375-169-449-644; 008-360-086-878-914; 010-082-458-062-110; 013-579-539-956-274; 014-465-596-482-096; 016-487-455-212-359; 017-205-654-752-997; 017-734-395-058-67X; 020-457-404-822-12X; 024-034-304-017-722; 026-344-749-349-443; 026-597-051-226-316; 027-962-552-869-079; 029-428-906-154-090; 030-550-671-832-997; 034-327-002-985-420; 034-787-917-343-562; 035-732-711-818-110; 035-979-947-543-066; 037-096-812-616-516; 040-760-316-640-200; 042-444-641-768-580; 044-528-327-627-967; 047-469-528-445-109; 049-374-444-876-164; 050-528-390-885-448; 051-858-854-676-440; 052-336-839-622-602; 055-127-219-449-931; 057-515-729-759-283; 062-110-807-031-390; 068-259-085-977-283; 068-826-157-259-298; 069-275-501-008-622; 077-040-405-031-105; 080-361-191-972-828; 090-478-932-866-160; 098-615-018-246-276; 099-992-715-424-736; 104-425-805-747-06X; 105-575-917-674-176; 106-127-280-778-142; 107-866-341-850-677; 113-399-580-314-887; 114-301-037-679-823; 118-278-281-847-73X; 118-354-522-870-183; 120-139-072-316-790; 124-565-427-104-090; 127-356-618-215-912; 135-930-663-570-626; 142-449-988-325-584; 144-927-235-329-798; 150-756-983-846-92X; 152-068-670-023-934; 176-028-520-352-323; 180-460-938-247-296,6,true,cc-by,gold
010-926-971-359-545,The Supporting Function of Marketing in Corporate Social Responsibility,2009-06-25,2009,journal article,Corporate Reputation Review,13633589; 14791889,Springer Science and Business Media LLC,United Kingdom,Adam Lindgreen; Valérie Swaen; Wesley J. Johnston,"The authors investigate both marketing and corporate social responsibility (CSR) practices, develop an instrument to measure those practices, and apply it to a survey of 441 US organizations. The survey identifies four reliable types of marketing practices and five reliable dimensions of CSR practices. Furthermore, this study confirms the proposition that CSR practices are more prevalent in organizations that employ relational marketing practices; all types of CSR practices are positively influenced by one or more types of relational marketing practices, but transaction marketing specifically supports CSR practices related to customers, suppliers and investors. Finally, by reaching out to its stakeholders, an organization can increase its revenues and profits, which in turn improves its chance of surviving in the long run.",12,2,120,139,Corporate social responsibility; Business; Marketing; Best practice; Marketing management; Revenue; Public relations; Marketing research; Database transaction; Digital marketing; Marketing mix,,,,,https://dial.uclouvain.be/pr/boreal/object/boreal:71375 https://link.springer.com/article/10.1057/crr.2009.9 https://orca.cardiff.ac.uk/22004/ https://link.springer.com/content/pdf/10.1057%2Fcrr.2009.9.pdf https://core.ac.uk/download/8812236.pdf,http://dx.doi.org/10.1057/crr.2009.9,,10.1057/crr.2009.9,1993176961,,0,000-134-210-535-681; 001-262-274-011-134; 002-969-643-840-41X; 003-868-185-120-813; 006-843-027-882-001; 007-622-898-589-828; 009-264-177-009-104; 010-055-610-873-345; 010-854-534-444-434; 011-333-850-887-969; 015-574-759-409-256; 018-315-943-295-183; 018-992-567-448-761; 019-806-548-132-918; 025-657-141-127-333; 028-113-087-233-285; 029-980-105-050-733; 031-473-618-652-225; 033-025-753-354-072; 035-485-649-808-871; 039-467-933-939-795; 042-167-701-193-692; 044-945-264-386-656; 047-307-748-236-518; 048-132-373-883-675; 051-874-175-549-837; 051-875-265-995-253; 052-961-614-538-366; 055-068-433-378-866; 055-127-219-449-931; 061-032-025-769-668; 062-965-575-725-118; 063-926-751-372-775; 064-025-246-891-927; 064-095-315-326-037; 067-715-519-706-692; 068-921-235-975-296; 073-440-075-165-166; 074-589-917-476-692; 075-798-497-706-857; 076-395-334-656-12X; 077-140-468-008-314; 077-644-991-081-558; 078-885-193-754-299; 080-233-701-791-474; 082-801-531-952-321; 088-919-850-566-219; 088-926-117-217-417; 091-070-859-958-567; 092-235-131-089-660; 094-326-021-855-471; 100-442-660-273-842; 102-359-350-084-873; 103-705-771-764-928; 108-890-126-050-163; 113-335-781-524-925; 114-235-966-996-759; 118-013-216-581-193; 118-658-330-507-438; 119-508-666-245-032; 121-951-487-998-395; 126-428-070-248-770; 126-996-801-028-145; 127-356-618-215-912; 131-180-572-109-097; 132-022-859-617-606; 137-541-965-739-603; 138-569-011-059-069; 144-982-864-237-599; 146-131-983-859-355; 148-234-739-533-112; 148-669-589-349-311; 153-400-515-874-681; 154-308-498-652-765; 156-208-441-443-940; 156-353-543-206-832; 156-490-548-664-729; 161-860-020-577-869; 163-529-639-649-240; 177-909-747-507-525; 184-645-827-882-648; 197-653-712-895-256,42,true,,green
011-072-709-782-68X,Sustainability Centres and Fit: How Centres Work to Integrate Sustainability Within Business Schools,2018-07-11,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Rieneke Slager; Sareh Pouryousefi; Jeremy Moon; Ethan D. Schoolman,"For nearly as long as the topic of sustainable business has been taught and researched in business schools, proponents have warned about barriers to genuine integration in business school practices. This article examines how academic sustainability centres try to overcome barriers to integration by achieving technical, cultural and political fit with their environment (Ansari, Fiss, & Zajac, 2010). Based on survey and interview data, we theorise that technical, cultural and political fit are intricately related, and that these interrelations involve legitimacy, resources and collaboration effects. Our findings about sustainability centres offer novel insights on integrating sustainable business education given the interrelated nature of different types of fit and misfit. We further contribute to the literature on fit by highlighting that incompatibility between strategies to achieve different types of fit may act as a source of dynamism.",161,2,375,391,Business ethics; Corporate social responsibility; Sociology; Work (electrical); Sustainable business; Dynamism; Public relations; Legitimacy; Sustainability; Politics,,,,,https://www.researchwithrutgers.com/en/publications/sustainability-centres-and-fit-how-centres-work-to-integrate-sust https://link.springer.com/content/pdf/10.1007/s10551-018-3965-4.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7380416 https://econpapers.repec.org/RePEc:kap:jbuset:v:161:y:2020:i:2:d:10.1007_s10551-018-3965-4 https://paperity.org/p/117253149/sustainability-centres-and-fit-how-centres-work-to-integrate-sustainability-within https://research.cbs.dk/en/publications/sustainability-centres-and-fit-how-centres-work-to-integrate-sust https://research.rug.nl/en/publications/sustainability-centres-and-fit-how-centres-work-to-integrate-sust https://www.rug.nl/research/portal/publications/sustainability-centres-and-fit(8c44d7b7-63ec-496a-b873-d3ab442b9cc7).html https://research-api.cbs.dk/ws/files/60829239/jeremy_moon_et_al_sustainability_centres_and_fit_publishersversion.pdf https://link.springer.com/article/10.1007/s10551-018-3965-4 http://eprints.nottingham.ac.uk/52630/ https://nottingham-repository.worktribe.com/output/945889 https://philpapers.org/rec/SLASCA https://pure.rug.nl/ws/files/112425721/Slager2020_Article_SustainabilityCentresAndFitHow.pdf https://core.ac.uk/download/159082249.pdf,http://dx.doi.org/10.1007/s10551-018-3965-4,,10.1007/s10551-018-3965-4,2853010613,,0,001-911-067-804-876; 003-075-338-680-169; 003-837-103-287-168; 007-375-137-799-702; 007-436-078-145-878; 009-539-685-541-092; 011-138-468-679-911; 013-706-318-832-437; 015-575-437-000-524; 016-127-580-334-321; 019-476-733-966-819; 022-460-310-311-951; 023-415-658-799-998; 026-264-777-345-722; 026-741-333-008-767; 030-475-929-639-100; 031-379-991-759-927; 036-409-137-195-081; 037-102-979-151-536; 037-672-776-593-814; 040-367-204-379-457; 047-469-528-445-109; 048-645-419-219-088; 049-998-379-332-720; 054-986-021-559-683; 057-789-764-680-333; 059-978-454-347-661; 066-287-700-060-852; 069-118-289-403-297; 070-731-694-148-032; 071-051-554-561-412; 072-185-757-505-541; 074-173-984-453-280; 075-502-623-074-841; 076-807-112-080-119; 077-331-030-050-616; 084-406-009-964-349; 098-737-204-339-885; 100-456-092-421-946; 104-942-806-514-271; 112-548-766-860-683; 120-181-570-036-66X; 120-764-571-035-081; 122-996-499-278-833; 123-242-545-379-340; 124-357-835-220-633; 126-241-859-476-711; 128-632-373-439-794; 129-632-543-565-766; 133-280-976-415-876; 134-482-017-445-967; 161-563-026-514-446; 165-365-244-895-02X; 171-501-948-286-880; 178-473-509-222-614; 179-129-329-916-559; 181-546-814-635-194,11,true,cc-by,hybrid
011-456-520-847-470,Board gender diversity and CSR reporting: Evidence from Jordan,,2019,journal article,"Australasian Accounting, Business and Finance Journal",18342000; 18342019,University of Wollongong Library,Australia,Amer Al Fadli; John Sands; Greg Jones; Claire Beattie; Dom Pensiero,"This study investigates whether board gender diversity influences corporate social responsibility (CSR) reporting in Jordan, where there are no gender board balance regulatory requirements. Data was examined from all non-financial Jordanian listed companies for the period of 2006 to 2015. This longitudinal data results in balanced panel data of 800 observations. A content analysis method was used to obtain the reporting index of CSR disclosure in the annual reports. Ordinary least square regression showed that the presence of female directors on a board has a significantly positive effect on the level of CSR reporting. The presence of female directors on the board appears to play a significant role in enhancing compliance with corporate governance best practices. These results provide motivations for companies to consider gender balance on boards. Further, these results reinforce the decision making of regulators in countries where policies have been adopted to increase female representation on corporate boards. In countries where no such regulation exists the inclusion of gender balance practices within boards of directors may increase the level of CSR reporting practices. This study can be considered as one of the few empirical studies that have evaluated the impact of board gender diversity on the level of CSR reporting in a context where there are no gender balance strategies or policies.",13,3,29,52,Empirical research; Accounting; Corporate social responsibility; Business; Content analysis; Best practice; Gender diversity; Context (language use); Corporate governance; Panel data,,,,,http://eprints.usq.edu.au/37328/ http://dx.doi.org/10.14453/aabfj.v13i3.3 https://ro.uow.edu.au/aabfj/vol13/iss3/4/ https://dx.doi.org/10.14453/aabfj.v13i3.3 https://researcharchive.lincoln.ac.nz/handle/10182/14116 https://eprints.usq.edu.au/37328/ https://ro.uow.edu.au/cgi/viewcontent.cgi?article=2016&context=aabfj https://www.mendeley.com/catalogue/ef09d477-f89a-30d7-81de-c290944acea8/ https://core.ac.uk/download/286371224.pdf,http://dx.doi.org/10.14453/aabfj.v13i3.3,,10.14453/aabfj.v13i3.3,2984321061,,0,,21,true,cc-by-nd,gold
011-488-117-015-11X,Evaluation of the Role of Political and Communication Skills in Social Responsibility of Managers by the Mediating Role of Strategic Thinking,2016-07-10,2016,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Hamid Taboli; Ghazanfar Baghadam,"The research has been conducted to evaluate the role of political and communication skills in social responsibility of managers by the mediating role of strategic thinking. This research was done by descriptive – analytic method and it is from the type of applied researchs. The statistical population of the study includes all managers of the company of Arjan, Pegah. The sample size was calculated by Cochran formula with the result of 32 people. Data collection tools in this study are: Corporate Social Responsibility of employees (CSR) based on the model of Carroll, Barton's communication skills questionnaire, political skill questionnaire of individual in organization and strategic thinking questionnaire (model Lydka). The validity of the questionnaire was face and content, and its reliability was assessed by Cronbach's alpha coefficient. The results showed that, in general, political skill, communication skill and strategic thinking had a direct and significant relationship with responsibility of managers. Path analysis also showed that among the different aspects of research variables, feedback skill, network skill, social intelligence, strategic determination, opportunism and thinking at the time had direct impact and listening skill, network skill and social intelligence had indirect effect on social responsibility as well. DOI: 10.5901/mjss.2016.v7n4S1p323",7,,323,,Cronbach's alpha; Opportunism; Data collection; Corporate social responsibility; Social responsibility; Strategic thinking; Psychology; Active listening; Social intelligence; Social psychology,,,,,https://www.mcser.org/journal/index.php/mjss/article/view/9423/9100 https://www.mcser.org/journal/index.php/mjss/article/download/9423/9100 https://core.ac.uk/download/228550470.pdf,http://dx.doi.org/10.5901/mjss.2016.v7n4s1p323,,10.5901/mjss.2016.v7n4s1p323,2495154945,,0,024-145-211-499-744; 058-416-338-546-689; 068-515-041-286-069; 099-085-870-469-302; 105-174-929-604-362; 107-274-748-521-438; 107-670-937-286-54X; 113-588-553-992-140; 149-621-945-316-959; 188-597-736-938-978,1,true,cc-by,hybrid
011-574-647-399-035,Sustainable Public Housing Delivery in Nigeria: A Conceptual Stakeholder Management Model,,2020,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"In this study, we introduce a conceptual Housing Stakeholder Management Model that transforms institutional attitudes towards sustainable housing delivery. The essence is to promote a sustainability culture in housing delivery that meets safety and affordability needs of the majority. This exploratory study utilized data from 385 real estate professionals and policy makers. Data was analyzed qualitatively with Scissor-Sort Technique and TEXTPACK, and quantitatively with One-Sample Kolmogorov-Smirnov Test and Spearman Correlation. The findings advance the Model’s effectiveness in identifying stakeholder interests and establishment of a sustainability framework of engagement. Strength, Weakness, Opportunity, and Threat analysis was used in validating the Model. Keywords: Stakeholder Management; Stakeholder Management Model; Sustainable Housing               Delivery; Social Responsibility Management; Public Housing DOI: 10.7176/JESD/11-10-05 Publication date:May 31st 202",,,,,,,,,,https://core.ac.uk/download/pdf/327151700.pdf,http://dx.doi.org/10.7176/jesd/11-10-05,,10.7176/jesd/11-10-05,,,0,,0,true,,
011-612-823-363-299,A logical response to corporate social responsibility,2016-10-31,2016,journal article,Environment and Social Psychology,24248975; 24247979,Whioce Publishing Pte Ltd,,Robert Kowalski,"Corporate social responsibility (CSR) is argued to be a flawed concept in the same way as sustainable development in that it seeks to combine two aspects which are incommensurable. Nevertheless CSR contains an expanding space for social and environmental concerns under the guise of stakeholder management which undoubtedly influences the commercial bottom line. It is proposed that the concept of corporate citizenship is separated from what is now termed corporate social responsiveness to encompass truly ethical and normative considerations which in business should be manifested by a wholehearted acceptance of the need for regulation, lobbying for the universality of that regulation and an avoidance of undue influence on government. Proper roles for the three partners in society, namely government, commerce and civil society are explored together with the nature of citizenship.",1,2,,,Corporate social responsibility; Undue influence; Corporate communication; Political science; Law and economics; Stakeholder; Stakeholder management; Corporate governance; Public relations; Civil society; Sustainable development,,,,,http://ojs.whioce.com/index.php/esp/article/view/43 http://ojs.whioce.com/index.php/esp/article/download/43/41 http://esp.whioce.com/index.php/ESP/article/view/64 https://core.ac.uk/download/pdf/230064448.pdf,http://dx.doi.org/10.18063/esp.2016.02.001,,10.18063/esp.2016.02.001,2485727611,,0,,1,true,cc-by-nc,hybrid
011-656-971-575-300,Social and Economic Consequences of Corporate Social and Environmental Disclosures in Nigeria,2015-11-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,J.O. Odia; V.U. Imagbe,"This paper examined the consequences of corporate social and environmental disclosures in Nigeria (CSED). The research method was based on the survey of a sample of 351 shareholders, management and auditors. The results indicate a varying degree of differences with respect to stakeholders and gender with regard to the social and economic consequences of CSED. Specifically, there were significant differences among the stakeholders on the social and financial consequences of CSED in Nigeria. While the female respondents believed more on the social impacts of CSED, there was no gender difference regarding the financial consequences. Again, it was found that CSED is not used as profit-maximizing strategies by firms in Nigeria. It is concluded that corporate social and environmental disclosures have more social than financial imparts and hence support the legitimacy theory. The results have important implications for Nigerian companies as they formulate their socio-environmental strategy and communication. Therefore, it is recommended that companies should increase the disclosures on social and environment issues to improve their social and environmental performances which could eventually impact on their financial performances. DOI: 10.5901/mjss.2015.v6n6p177",6,6,177,177,Shareholder; Accounting; Business; Audit; Economic consequences; Research method; Legitimacy theory; Public relations; Sample (statistics),,,,,https://www.mcser.org/journal/index.php/mjss/article/view/7929 https://www.mcser.org/journal/index.php/mjss/article/download/7929/7594 https://www.richtmann.org/journal/index.php/mjss/article/view/7929 https://core.ac.uk/download/pdf/228535344.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n6p177,,10.5901/mjss.2015.v6n6p177,1943971689,,0,001-250-903-865-581; 002-800-351-395-955; 003-076-154-818-826; 005-612-464-056-416; 010-908-355-394-954; 012-719-617-374-591; 012-886-755-613-026; 014-255-721-870-130; 018-633-424-296-938; 023-370-435-704-035; 031-537-161-323-99X; 036-888-615-872-78X; 037-592-170-891-980; 039-671-302-827-584; 041-349-105-822-369; 041-939-697-543-16X; 042-669-224-535-855; 042-753-017-737-94X; 044-227-902-691-406; 052-802-334-885-429; 053-513-842-374-559; 053-769-473-632-821; 057-057-508-452-784; 061-829-988-617-171; 063-440-504-091-01X; 070-831-370-295-149; 073-003-385-512-412; 075-149-972-319-486; 081-494-809-341-936; 082-472-260-263-705; 084-855-853-717-777; 085-200-267-746-443; 088-813-977-560-855; 095-103-816-943-879; 098-564-070-577-585; 101-205-087-741-152; 103-864-489-925-431; 108-611-796-881-877; 113-177-231-917-264; 130-741-068-205-515; 137-052-117-345-217; 150-384-454-230-834; 150-756-983-846-92X; 151-737-772-776-418; 154-042-304-754-208; 159-592-129-993-014; 174-980-017-433-379; 179-922-680-371-625; 181-935-297-643-733; 184-672-403-876-571; 191-919-834-783-014; 196-150-762-971-56X,0,true,cc-by,hybrid
011-670-490-339-105,Corporate Social Responsibility: Understanding the Legal Framework and Philanthropic Indian Companies,2015-10-24,2015,journal article,"International Journal of Management, Innovation & Entrepreneurial Research",23957662,GIAP Journals,,Farhina Sardar Khan; Syed Shahid Mazhar,"Business and conglomerates have never been an isolated entity as the entrepreneurs or the businessmen have always maintained a consistency in the internal and external management and also properly follow-up the movement that use to take place in the external business environment such as consumers, communities, stakeholders, shareholders, and by-laws. Gradually, with the passage of time in last three decades the changes that took place in the Indian cultural norms of corporations had brought forward the concept of corporate social responsibility (CSR) referring to bring about overall positive impact of corporations on the communities, societies, and environments in which they operate. The term CSR became popular in the 1960s and narrowly construed. It had remained a term used indiscriminately by many to cover legal and moral responsibility but in the present scenario, it has been used in a broader way. CSR promotes a vision of business accountability to a wide range of stakeholders, besides shareholders and investors. Key areas of concern are environmental protection and the wellbeing of employees, the community, civil society in general, customers, employees, investors, suppliers, and activist organizations both now and in the future. This article is exclusively based on secondary data and presents an in-depth conceptual framework of the CSR, major provisions and guidelines encrypted by the Ministry of Corporate Affairs, Government of India. Further, the fundamental principle, core elements and its role in nation development are discussed briefl y for the better understanding of the reader.",1,2,32,36,Moral responsibility; Shareholder; Corporate social responsibility; Conceptual framework; Business; Government; Consistency (negotiation); Accountability; Public relations; Civil society,,,,,https://mgesjournals.com/ijmier/article/view/ijmier.2015.121 https://giapjournals.com/ijmier/article/download/ijmier.2015.121/211 https://core.ac.uk/download/pdf/268007051.pdf,http://dx.doi.org/10.18510/ijmier.2015.121,,10.18510/ijmier.2015.121,2529729168,,0,026-732-895-216-408; 046-992-105-871-253; 055-773-672-952-080; 056-255-791-835-182; 080-960-499-353-227; 091-959-407-901-910; 094-397-579-452-100; 150-772-959-485-116; 161-821-632-429-291,0,true,,
011-747-290-816-627,Resistindo ao desenvolvimento neocolonial: a luta do povo de Andalgalá contra projetos megamineiros,,2013,journal article,Cadernos EBAPE.BR,16793951,FapUNIFESP (SciELO),,Maria Ceci Misoczky; Steffen Böhm,"A America Latina vem experimentando uma nova era de declarada fe dos governos no mito do desenvolvimento, em articulacao com a expansao de politicas extrativistas exportadoras em um contexto de renovada dependencia. A face mais dramatica do extrativismo na regiao tem sido a crescente presenca de corporacoes mineiras transnacionais apoiadas por governos nacionais e regionais e por instituicoes internacionais financeiras e de apoio ao desenvolvimento, e intensamente resistidas por movimentos sociais populares. Neste artigo apresentamos o caso de Andalgala (uma pequena cidade na Provincia de Catamarca, na Argentina) e as lutas do povo contra corporacoes mineiras transnacionais e seus aliados. Na tradicao da Filosofia da Libertacao e do metodo ana-dialetico de Dussel, nos engajamos com o que tem sido denominado ""comunidades argentinas do NAO"", expressando sua oposicao a formas neocoloniais de desenvolvimento e gestao. Neste artigo estamos especificamente interessados em compreender como dois dispositivos gerencialistas usados pelas corporacoes mineiras, responsabilidade social corporativa (RSC) e pactos de governanca, impactam a luta do povo. Acima de tudo, este artigo oferece instantâneos de batalhas na linha de frente do extrativismo. Esperamos ter dado voz aquelas pessoas que normalmente nao sao ouvidas, criando um espaco para suas visoes sobre um tipo diferente de desenvolvimento.",11,2,311,339,,,,,,http://www.scielo.br/j/cebape/a/3qRRHtJ9hy7jQfn7sxTpwYs/ http://repository.essex.ac.uk/10659/ https://lume.ufrgs.br/handle/10183/224339?show=full http://repository.essex.ac.uk/10659/1/en_v11n2a08.pdf http://bibliotecadigital.fgv.br/ojs/index.php/cadernosebape/article/viewFile/9223/8321 http://www.scielo.br/pdf/cebape/v11n2/en_v11n2a08.pdf http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1679-39512013000200008&lng=es&tlng=pt http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1679-39512013000200008 https://core.ac.uk/download/74370124.pdf,http://dx.doi.org/10.1590/s1679-39512013000200008,,10.1590/s1679-39512013000200008,1982855384,,0,003-901-427-782-601; 009-628-220-462-073; 009-717-027-775-611; 011-104-666-786-86X; 014-136-141-476-979; 015-320-686-804-609; 015-423-664-985-308; 016-411-180-460-079; 024-990-627-874-008; 026-895-802-475-205; 027-693-721-973-748; 029-348-557-887-535; 031-216-666-779-67X; 031-441-979-670-596; 032-213-417-749-309; 038-325-483-750-177; 038-900-270-369-67X; 040-682-305-279-594; 046-127-277-613-051; 052-283-291-570-053; 053-726-146-590-804; 058-647-746-336-996; 059-510-248-048-966; 063-876-395-495-812; 065-635-282-815-141; 072-800-020-279-115; 073-555-430-771-380; 075-010-140-741-792; 075-666-703-325-568; 076-558-717-142-541; 092-341-078-952-742; 100-190-827-586-018; 106-844-831-032-542; 111-403-061-077-88X; 113-068-641-264-064; 116-564-501-531-783; 117-937-207-857-534; 124-632-757-783-88X; 125-064-583-808-277; 132-015-565-497-586; 133-862-584-524-176; 137-763-748-635-836; 144-270-288-068-284; 150-756-983-846-92X; 159-103-347-809-158; 161-194-407-680-893; 165-429-637-582-956; 173-096-242-018-960; 176-038-812-621-870; 176-155-428-131-28X; 178-628-496-923-596; 181-111-130-406-363; 195-251-243-894-28X; 198-195-840-177-25X,16,true,cc-by,gold
011-948-444-423-182,Bridging the Gap: An Exploratory Study of Corporate Social Responsibility among SMEs in Singapore,,2012,journal article,Journal of Public Relations Research,1062726x; 1532754x,Informa UK Limited,United States,Mui Hean Lee; Angela Ka Mak; Augustine Pang,"Corporate social responsibility (CSR) among small-medium enterprises (SME) is an overlooked area, despite the latter's emerging prominence as an economic player. To provide a comprehensive analysis of the CSR landscape among Singapore SMEs, a triangulation of 15 in-depth interviews and a self-administered Web survey was conducted among 113 senior executives from top 500 Singapore SMEs (27.2% response). Key findings include (a) moderate awareness but low comprehension of CSR; (b) engagement relevance to immediate stakeholders; (c) individual values, stakeholder relationships, and governmental influences as main drivers; and (d) lack of various resources as key barriers. Implications and future research directions are discussed.",24,4,299,317,Corporate social responsibility; Business; Bridging (networking); Stakeholder; Web survey; Public relations; Comprehension; Exploratory research; Relevance (information retrieval),,,,,https://ink.library.smu.edu.sg/lkcsb_research/6003/ https://www.tandfonline.com/doi/abs/10.1080/1062726X.2012.689898 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=7002&context=lkcsb_research https://core.ac.uk/download/200254533.pdf,http://dx.doi.org/10.1080/1062726x.2012.689898,,10.1080/1062726x.2012.689898,2167686117,,0,000-586-133-116-754; 002-913-072-416-427; 003-156-680-358-292; 004-063-707-464-698; 004-921-534-821-21X; 006-868-259-229-264; 010-694-289-280-332; 013-315-906-124-869; 016-774-201-383-07X; 017-715-035-053-10X; 017-722-013-337-190; 019-291-956-485-704; 022-001-345-819-779; 025-223-707-969-460; 028-584-705-102-911; 029-456-028-515-662; 029-574-769-730-762; 030-624-885-198-767; 035-982-342-731-07X; 039-217-799-010-851; 040-209-583-607-857; 043-124-216-670-500; 044-670-212-897-083; 045-877-779-370-64X; 046-021-803-143-083; 046-264-708-179-949; 047-270-312-759-565; 049-067-185-344-517; 051-174-595-389-65X; 053-726-146-590-804; 061-542-566-905-829; 066-581-516-016-111; 067-692-765-310-563; 069-533-155-665-652; 072-546-740-834-294; 072-957-300-020-63X; 077-309-721-514-378; 086-209-433-032-073; 088-919-850-566-219; 094-510-790-491-30X; 095-594-453-623-495; 097-289-206-835-708; 098-470-983-557-979; 099-085-870-469-302; 099-095-725-205-22X; 099-559-439-371-684; 101-299-425-939-891; 102-027-829-382-679; 105-623-469-378-456; 106-069-749-831-017; 107-274-748-521-438; 109-102-829-309-641; 109-999-098-065-063; 112-583-390-831-65X; 113-721-840-244-604; 113-736-085-556-277; 122-068-609-968-324; 125-046-400-834-036; 127-356-618-215-912; 131-874-649-335-970; 136-119-288-372-380; 141-250-933-689-87X; 141-529-643-590-108; 143-049-887-400-892; 143-700-148-440-217; 147-515-049-349-208; 154-583-468-828-113; 156-208-441-443-940; 159-196-524-170-902; 159-592-129-993-014; 165-987-707-544-100; 178-073-192-539-636; 180-499-842-758-700; 187-360-686-698-336; 199-242-092-005-289,35,true,cc-by-nc-nd,green
012-096-469-509-483,Mobilizing Against the Antiglobalization Backlash: An Integrated Framework for Corporate Nonmarket Strategy,2020-10-05,2020,journal article,Business and Politics,14693569; 13695258,Cambridge University Press (CUP),Germany,Louise Curran; Jappe Eckhardt,"In the aftermath of the Global Financial Crisis and, more recently, the COVID-19 pandemic, there has been a rise in scepticism on the merits of trade and globalization across several key developed countries. This poses major challenges for Multinational Enterprises (MNEs) and other trade dependent firms (TDFs). This paper develops a framework to explore corporate non-market strategies (NMS) to address this backlash, covering both Corporate Political Activity (CPA) and Corporate Social Responsibility (CSR). We firstly provide an overview of the existing research on the anti-globalization backlash and MNEs/TDFs strategy in the face of protectionism, from international economics, business strategy and international political economy. Building on this scholarship, we formulate propositions for CPA and CSR actions which are likely to be deployed by TDFs in developed economies to counter protectionism and address the criticisms of the anti-globalization movement. On this basis we propose an interdisciplinary analytical framework that can be used to study corporate strategy in times of growing anti-trade sentiments. Finally, we provide initial proposals for testing these propositions and highlight the challenges researchers may face when carrying out such research.",22,4,612,638,Nonmarket forces; Corporate social responsibility; Business; Multinational corporation; Globalization; Protectionism; Financial crisis; International political economy; Economic system; Strategic management,,,,,https://www.cambridge.org/core/services/aop-cambridge-core/content/view/9AE50332D754381B90C565C0AC2F098E/S1469356920000099a.pdf/div-class-title-mobilizing-against-the-antiglobalization-backlash-an-integrated-framework-for-corporate-nonmarket-strategy-div.pdf https://doi.org/10.1017/bap.2020.9 https://eprints.whiterose.ac.uk/160433/ https://www.cambridge.org/core/journals/business-and-politics/article/mobilizing-against-the-antiglobalization-backlash-an-integrated-framework-for-corporate-nonmarket-strategy/9AE50332D754381B90C565C0AC2F098E https://ideas.repec.org/a/cup/buspol/v22y2020i4p612-638_3.html https://core.ac.uk/download/322494400.pdf,http://dx.doi.org/10.1017/bap.2020.9,,10.1017/bap.2020.9,3035430111,,0,001-797-175-839-607; 002-097-227-408-809; 002-158-766-882-055; 002-586-134-864-829; 002-627-946-955-660; 005-819-541-706-223; 006-388-613-649-85X; 007-810-937-098-916; 010-315-266-005-781; 010-967-914-405-577; 011-868-240-103-144; 012-640-879-474-70X; 014-646-046-541-496; 016-796-034-241-302; 016-946-822-371-192; 017-730-499-561-247; 019-549-178-943-03X; 020-661-528-901-581; 021-551-668-502-549; 022-021-990-637-917; 023-881-721-969-004; 027-064-393-321-65X; 027-149-459-119-634; 027-974-279-810-161; 028-525-134-136-041; 028-862-330-365-236; 029-574-110-137-59X; 029-811-540-831-959; 034-209-145-285-862; 037-728-013-748-427; 039-286-112-218-437; 039-526-466-519-261; 039-688-936-174-504; 045-033-197-775-794; 048-290-051-607-33X; 049-067-969-770-944; 051-080-376-068-55X; 051-454-710-817-098; 052-487-804-835-50X; 052-968-402-410-899; 055-064-079-542-417; 055-284-691-038-262; 058-714-245-114-663; 059-576-981-134-500; 062-284-097-004-872; 063-426-066-691-689; 063-890-066-029-010; 063-905-816-612-723; 064-370-034-124-109; 068-204-639-812-272; 071-136-836-607-661; 074-714-590-333-269; 079-186-823-589-704; 079-377-838-090-932; 079-472-966-849-427; 081-050-134-994-930; 081-683-703-494-961; 082-171-985-858-889; 082-292-557-891-683; 084-453-286-004-233; 085-632-593-157-248; 085-754-354-045-703; 086-601-861-986-013; 086-663-283-546-369; 090-556-311-295-95X; 093-212-331-446-321; 093-617-520-201-986; 093-708-424-431-195; 095-953-607-631-730; 097-799-318-085-083; 100-159-989-925-064; 100-194-190-170-047; 101-084-585-132-722; 101-672-758-767-461; 101-901-388-569-631; 107-505-750-954-238; 108-456-931-824-182; 111-482-456-449-439; 113-283-658-474-545; 116-551-947-914-399; 116-915-289-895-177; 117-544-731-506-258; 119-080-585-564-272; 119-579-869-960-798; 120-558-539-360-338; 123-407-724-370-555; 125-142-778-146-93X; 126-372-803-378-637; 131-447-132-978-766; 134-807-626-916-106; 136-018-585-773-858; 139-504-936-935-963; 142-760-128-299-250; 147-924-150-913-114; 154-621-764-331-675; 155-362-370-869-141; 156-264-681-585-610; 159-995-192-049-305; 162-717-451-214-458; 167-059-831-195-762; 169-580-491-710-94X; 172-319-849-222-115; 173-240-390-629-361; 189-557-167-307-390,15,true,,green
012-116-535-916-120,Sustainability governance of chains and networks: a review and future outlook,,2015,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Simon R. Bush; Peter Oosterveer; Megan Bailey; Arthur P.J. Mol,"This paper reviews the extent to which sustainability governance has been integrated into the literature on sustainable chains and networks. The analysis brings together four main approaches to chains and network studies – supply chain management (SCM), global commodity chains (GCC), global value chains (GVCs) and global production networks (GPNs) – to examine how and the extent to which sustainability and sustainability governance are conceptualised and incorporated into their analytical frameworks. The results point to a shift in this combined literature from conceptualising the formation of global chains and networks as sites of inequality under conditions of globalisation, towards a renewed vision on the potential of chains as a site for social and environmental reform. Overall, however, we conclude that the literature on global chains and networks has not adequately conceptualised distinct modes of sustainability governance. In response, we offer an amended typology for identifying how firm and non-firm actors govern sustainability in chains, of chains and through chains in globalised commodity production and consumption. The paper finishes with an exploration of the research frontiers, challenges and continuing potential of chain and network studies to understand the governance of sustainability and a call for further academic debate on the kinds of integrated governance arrangements necessary for future sustainability reform through hybridised public-private economic practice.",107,,8,19,Economy; Economics; Sustainability organizations; Globalization; Global value chain; Corporate governance; Supply chain management; Social sustainability; Sustainability; Economic system; Commodity (Marxism),,,,Interdisciplinary Research Fund (INREF),http://library.wur.nl/WebQuery/wurpubs/478627 http://core.ac.uk/display/29207607 https://www.sciencedirect.com/science/article/abs/pii/S0959652614010609 https://core.ac.uk/download/pdf/29207607.pdf,http://dx.doi.org/10.1016/j.jclepro.2014.10.019,,10.1016/j.jclepro.2014.10.019,2059815579,,0,000-026-328-448-446; 000-039-536-909-051; 000-211-451-449-713; 000-856-555-076-630; 001-293-497-423-461; 001-789-641-680-649; 002-257-060-085-664; 002-519-112-064-169; 005-556-224-866-58X; 006-162-481-563-226; 006-469-907-745-091; 007-001-821-246-657; 007-620-614-584-293; 007-879-896-620-581; 007-932-783-663-542; 009-310-128-623-604; 009-384-158-762-041; 010-137-420-730-422; 010-275-480-252-771; 011-489-406-648-110; 011-976-702-277-391; 012-041-803-980-265; 012-150-073-366-740; 012-172-730-669-723; 012-675-989-505-589; 013-348-470-365-741; 013-444-553-986-711; 013-610-808-928-339; 015-283-079-087-281; 015-521-919-885-026; 018-188-095-534-217; 018-343-460-576-86X; 019-175-558-561-427; 019-394-386-518-632; 021-156-874-562-382; 022-278-371-918-81X; 022-304-790-542-067; 022-374-104-467-09X; 022-386-013-722-532; 022-645-754-558-892; 024-055-421-573-27X; 024-483-259-102-699; 026-884-986-101-465; 026-998-030-297-761; 027-707-618-565-265; 029-444-348-970-80X; 029-775-149-048-739; 030-585-270-453-136; 032-420-139-492-970; 034-380-822-920-094; 036-309-465-337-095; 037-974-050-632-654; 038-092-385-767-595; 038-624-950-741-641; 038-662-629-962-963; 039-032-807-848-750; 039-182-356-027-788; 039-199-401-572-162; 039-303-309-589-815; 040-098-880-849-327; 040-323-419-396-516; 040-721-823-817-232; 040-969-126-997-61X; 042-190-048-653-400; 042-586-086-886-281; 042-963-250-086-050; 043-639-650-762-144; 045-597-770-645-188; 045-700-918-534-234; 046-589-260-242-342; 046-833-830-421-492; 047-460-128-505-546; 047-785-772-682-872; 048-078-037-615-001; 049-578-278-369-339; 050-057-979-181-082; 050-276-038-043-227; 050-454-787-647-502; 050-602-342-977-113; 050-745-752-683-263; 052-766-983-893-247; 053-225-394-034-967; 054-293-121-800-698; 054-786-828-346-850; 056-499-294-390-152; 058-073-097-660-955; 062-677-304-781-760; 063-166-298-877-150; 064-414-960-248-743; 065-325-479-758-538; 065-657-868-956-328; 065-916-233-975-465; 067-013-405-406-724; 068-259-085-977-283; 070-216-961-963-132; 070-701-860-039-951; 070-750-954-136-585; 071-148-712-606-294; 072-184-504-275-237; 072-679-582-843-038; 075-240-104-313-647; 076-380-234-361-613; 077-082-084-783-896; 079-625-543-029-384; 081-026-940-446-699; 082-124-515-092-602; 085-841-726-248-575; 086-434-643-788-064; 086-851-297-112-789; 087-801-196-606-545; 089-420-545-832-019; 090-478-932-866-160; 091-668-670-109-357; 092-548-256-958-505; 092-661-204-807-937; 093-555-950-424-644; 093-742-926-655-489; 094-718-998-814-705; 096-785-509-987-879; 097-183-348-646-069; 097-364-019-806-888; 098-018-523-347-494; 098-049-287-579-577; 102-068-995-822-669; 103-078-062-409-421; 103-413-143-719-494; 103-630-511-655-692; 103-867-900-546-751; 103-890-624-806-38X; 106-655-534-418-315; 109-854-037-981-386; 113-009-849-612-62X; 116-249-751-278-063; 118-172-299-107-603; 120-479-013-354-149; 122-006-779-421-491; 123-156-013-175-733; 128-853-808-171-002; 129-477-686-735-630; 130-045-869-544-868; 130-876-708-651-539; 132-039-980-306-640; 133-552-276-441-842; 134-518-452-423-780; 134-783-948-200-246; 136-364-736-159-428; 137-278-283-968-534; 142-034-227-995-028; 144-535-143-036-901; 145-652-470-897-337; 146-859-955-425-754; 149-236-062-361-229; 150-756-983-846-92X; 153-085-657-861-846; 156-804-492-484-372; 157-693-723-848-75X; 157-955-652-867-298; 163-047-217-579-463; 165-406-149-525-213; 166-092-409-978-065; 167-691-208-020-310; 168-071-617-592-853; 171-268-156-655-037; 172-319-849-222-115; 172-379-755-344-503; 186-765-523-286-045; 195-323-423-179-304; 198-730-156-683-553,116,true,,green
012-158-652-791-473,Directions in the development of business tourism in Poland,,2016,journal article,Ecocycles,24162140,Ecocycles,,Maciej Abram; Malgorzata Sleboda,"Business tourism in Poland has been developing since the 1990s, when the political regime changed. It is one of the many areas that has been subject to change after the historic year of 1989. However, it gained greater importance in the 21st century. Special attention was to this type of tourism and the product, as, compared to typical tourism oriented towards sightseeing and leisure, business tourists spend more money on travel, as well as in the destination itself, they are the target market for many business entities, and business travel movement takes place throughout the year, fending off the effects of seasonality.",2,1,35,43,Economy; Business; Marketing; Tourism; Business tourism; Target market; Business travel; Product (business); Leisure studies; Tourism geography; Politics,,,,,http://real.mtak.hu/42630/ https://www.ecocycles.net/ojs/index.php/ecocycles/article/view/52 https://core.ac.uk/display/78474283 https://core.ac.uk/download/78474283.pdf,http://dx.doi.org/10.19040/ecocycles.v2i1.52,,10.19040/ecocycles.v2i1.52,2517323683,,0,,2,true,cc-by,gold
012-199-457-791-356,From CSR to RSC: A Contribution to the Critique of the Political Economy of Corporate Social Responsibility,2015-04-15,2015,journal article,Review of Radical Political Economics,04866134; 15528502,SAGE Publications,United States,Marisol Sandoval,"The task of this paper is to trace the academic discourse on corporate social responsibility (CSR) by discussing how CSR approaches and models relate profit goals and social goals of the corporation. I show that CSR approaches that dominate the academic discourse either instrumentalize the social, idealize the corporate, or separate the corporate from the social. Based on a critical political economy perspective I argue that it is necessary to consider mutual interrelations between profit goals and social goals. This perspective reveals an antagonism between the corporate and the social that points to the impossibility of CSR. Critical CSR research thus far has failed to draw the necessary conclusions from its own analysis: despite acknowledging the structural flaws of the concept of CSR, critics have hardly made any attempts to overcome it. I argue that despite its ideological character CSR contains a rational element. Realizing this rational kernel however requires going beyond CSR. I therefore suggest a new concept that turns CSR off its head and places it upon its feet.",47,4,608,624,Political economy; Corporate social responsibility; Sociology; Ideology; Profit (economics); Impossibility; Corporation; Communism,,,,,http://journals.sagepub.com/doi/pdf/10.1177/0486613415574266 https://openaccess.city.ac.uk/id/eprint/12529/ http://journals.sagepub.com/doi/10.1177/0486613415574266 http://rrp.sagepub.com/content/47/4/608.full.pdf https://ideas.repec.org/a/sae/reorpe/v47y2015i4p608-624.html https://journals.sagepub.com/doi/full/10.1177/0486613415574266 https://econpapers.repec.org/RePEc:sae:reorpe:v:47:y:2015:i:4:p:608-624 https://econpapers.repec.org/article/saereorpe/v_3a47_3ay_3a2015_3ai_3a4_3ap_3a608-624.htm https://core.ac.uk/download/76981288.pdf,http://dx.doi.org/10.1177/0486613415574266,,10.1177/0486613415574266,2005931529,,0,001-699-908-092-602; 003-975-765-911-72X; 009-737-638-484-993; 010-137-420-730-422; 014-669-307-888-925; 016-411-180-460-079; 019-534-948-420-613; 020-315-551-177-155; 023-188-114-284-585; 025-635-770-252-498; 032-797-390-519-248; 033-025-753-354-072; 037-659-768-717-825; 038-341-840-668-72X; 048-513-981-545-118; 052-283-291-570-053; 053-726-146-590-804; 055-127-219-449-931; 056-803-918-029-466; 061-829-988-617-171; 065-635-282-815-141; 070-750-366-367-301; 072-800-020-279-115; 074-321-674-313-129; 076-558-717-142-541; 080-697-152-393-849; 086-468-815-845-340; 088-919-850-566-219; 101-851-868-383-307; 104-203-290-155-132; 106-646-666-262-987; 107-579-549-750-112; 116-771-372-814-841; 127-356-618-215-912; 130-576-874-250-12X; 133-314-295-737-346; 139-086-959-859-597; 139-641-412-398-758; 142-902-161-367-869; 147-023-271-274-007; 147-907-450-564-468; 149-405-648-877-681; 155-879-175-881-390; 161-488-695-128-967; 164-531-092-768-391; 173-096-242-018-960; 178-397-057-385-09X; 178-628-496-923-596; 180-178-514-683-730; 185-770-051-187-857; 194-423-798-753-722; 197-826-161-072-95X,12,true,,green
012-569-169-991-746,Bromic Heating Co business exposure project to the Chile market,2018-04-27,2018,journal article,"Economics, Management and Sustainability",25206303,"Centre of Sociological Research, NGO",,Sergey Serbin; Alexander Serbin,"The purpose of this article is to provide Bromic Heating (the leading Australian EGC Group company) with the necessary information in order to expand their operations into the South American market, and make recommendations on how this would be best practice achieved. The part of the South American market that EGC Group has recommended Bromic first expand to be Chile. This article contains a regional economic analysis, which showed South America’s services sector accounted for 64% of its GDP, and of that 64%, tourism was responsible for 9%. Tourism is an industry that provides a lot of demand for products such as Bromic’s, and this large percentage of GDP, as well as expected growth in this sector, makes South America a great region for Bromic’s expansion. When deciding what country to expand to first, Chile was identified as the primary target, mainly due to the free trade agreement between Chile and Australia as well as its associate membership of MERCOSUR, the South American trading bloc.",3,1,79,93,SWOT analysis; Business; International trade; Order (exchange); Tourism; Index Copernicus; Sustainable development; Sustainability; Hofstede's cultural dimensions theory; Scopus,,,,,https://jems.sciview.net/index.php/jems/article/download/51/31 https://cyberleninka.ru/article/n/bromic-heating-co-business-exposure-project-to-the-chile-market https://cyberleninka.ru/article/n/bromic-heating-co-business-exposure-project-to-the-chile-market/pdf https://jems.sciview.net/index.php/jems/article/view/51 https://doaj.org/article/38e1c74061b643429f0f22edf2c69118 https://core.ac.uk/download/pdf/233889078.pdf,http://dx.doi.org/10.14254/jems.2018.3-1.8,,10.14254/jems.2018.3-1.8,2799723780,,0,,2,true,cc-by,gold
012-606-946-722-656,"Market Design, Human Behavior, and Management",,2021,journal article,Management Science,00251909; 15265501,Institute for Operations Research and the Management Sciences (INFORMS),United States,Yan Chen; Peter Cramton; John A. List; Axel Ockenfels,We review past research and discuss future directions on how the vibrant research areas of market design and behavioral economics have influenced and will continue to impact the science and practic...,67,9,5317,5348,Behavioral economics; Economics; Marketing; Research areas,,,,,https://pubsonline.informs.org/doi/10.1287/mnsc.2020.3659 http://www.fieldexperiments.com/paper/2739/ http://www.nber.org/papers/w26873 https://doi.org/10.1287/mnsc.2020.3659 https://dblp.uni-trier.de/db/journals/mansci/mansci67.html#ChenCLO21 https://www.nber.org/papers/w26873 https://core.ac.uk/download/356668506.pdf,http://dx.doi.org/10.1287/mnsc.2020.3659,,10.1287/mnsc.2020.3659,3011134170,,0,000-253-129-121-010; 000-730-345-537-554; 001-360-932-586-335; 002-048-151-136-251; 002-133-078-063-960; 002-891-058-709-173; 003-338-504-231-521; 003-683-761-206-05X; 005-614-978-665-306; 006-174-433-547-406; 006-527-347-120-941; 006-629-893-510-549; 007-020-713-285-96X; 008-338-125-178-734; 008-341-588-787-365; 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013-021-591-326-533,Stakeholders’ Influence on French Unions’ CSR Strategies,2014-04-01,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,André Sobczak; Christelle Havard,"Labor unions are key stakeholders in the field of corporate social responsibility but researchers have paid surprisingly little attention to their CSR strategies. This article extends stakeholder theory by treating unions as having stakeholders that influence their CSR strategies. Drawing on qualitative data from a longitudinal study on selected unions in France between 2006 and 2013, this paper analyzes the underlying reasons for the differences in their approaches. It finds connections between the unions' CSR strategy, and the perception of and cooperation with stakeholders",129,2,311,324,Business ethics; Corporate social responsibility; Government; Economics; Stakeholder theory; Perception; State (polity); Field (Bourdieu); Public relations; Qualitative property,,,,,https://philpapers.org/rec/HAVSIO-3 https://hal-audencia.archives-ouvertes.fr/hal-00978743 https://link.springer.com/content/pdf/10.1007%2Fs10551-014-2159-y.pdf https://halshs.archives-ouvertes.fr/hal-00978743v1 https://ideas.repec.org/a/kap/jbuset/v129y2015i2p311-324.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:129:y:2015:i:2:p:311-324 https://link.springer.com/article/10.1007/s10551-014-2159-y/fulltext.html https://hal-audencia.archives-ouvertes.fr/hal-01171329/document https://link.springer.com/article/10.1007/s10551-014-2159-y https://dialnet.unirioja.es/servlet/articulo?codigo=5985649,http://dx.doi.org/10.1007/s10551-014-2159-y,,10.1007/s10551-014-2159-y,2161837302,,0,010-740-419-969-459; 011-098-242-381-713; 014-009-707-859-29X; 019-806-548-132-918; 019-857-603-818-606; 019-902-827-347-92X; 020-714-511-484-650; 024-243-076-851-969; 026-249-910-065-223; 027-610-501-516-151; 029-465-800-509-116; 031-473-618-652-225; 031-668-259-204-884; 035-556-471-787-086; 035-688-868-630-065; 038-282-844-160-774; 050-565-777-122-27X; 051-875-265-995-253; 058-861-235-066-178; 061-802-400-313-389; 063-919-757-599-959; 065-285-489-729-438; 066-553-082-689-475; 067-556-938-124-229; 069-533-155-665-652; 081-310-316-233-831; 090-128-907-430-736; 094-213-099-107-472; 098-627-709-906-542; 099-960-801-750-582; 100-536-555-442-891; 103-161-727-335-998; 104-962-473-624-445; 108-378-199-881-731; 119-734-330-334-969; 119-882-193-101-193; 121-815-221-978-50X; 127-356-618-215-912; 131-874-649-335-970; 163-024-023-068-647; 196-534-211-358-278,21,true,,green
013-290-821-556-63X,Theory Assessment and Agenda Setting in Political CSR: A Critical Theory Perspective Theory Assessment and Agenda Setting,2017-01-30,2017,journal article,International Journal of Management Reviews,14608545; 14682370,Wiley,United Kingdom,Andreas Georg Scherer,"Frynas and Stephens (Political corporate social responsibility: reviewing theories and setting new agendas. International Journal of Management Reviews, 17, pp. 483–509, 2015) reviewed the literature on political corporate social responsibility (CSR). They described existing trends and suggested an agenda for future research. They attempted to develop ‘a more inclusive pluralist research agenda in political CSR, which can integrate different perspectives on political CSR in order to account for different phenomena, including global governance changes at macro level, instrumental concerns at organizational level or cognitive dimensions at individual level, in both descriptive and normative terms’. This was an ambitious endeavour, given the rapid growth of the literature and the extensive heterogeneity of the field. There is much to like in Frynas and Stephens’ paper, as it spans a broad range of perspectives and links together discrete research topics. In the present review, however, the author focuses on a number of critical aspects in their argument. Frynas and Stephens failed to define core concepts, to reveal their normative stance on CSR and their paradigmatic position, or to address the inherent conflict of values in political CSR. And they were too optimistic about the possibilities and benefits of ‘integration’. The author suspects that their approach, when adopted in practice, will impede rather than promote social welfare. This paper starts with a brief summary of the field and continues by emphasizing critical issues in Frynas and Stephens’ analysis. It concludes with an alternative agenda for research in political CSR.",20,2,387,410,Critical theory; Cognitive dimensions of notations; Corporate social responsibility; Sociology; Global governance; Argument; Public relations; Normative; Social Welfare; Politics,,,,Schweizerischer Nationalfonds zur Förderung der Wissenschaftlichen Forschung,https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2937636_code721161.pdf?abstractid=2937636&mirid=1 https://onlinelibrary.wiley.com/doi/full/10.1111/ijmr.12137 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2937636 https://www.zora.uzh.ch/id/eprint/173233/ https://www.zora.uzh.ch/id/eprint/173233/1/Scherer-2018-International_Journal_of_Management_Reviews.pdf https://www.onlinelibrary.wiley.com/doi/pdf/10.1111/ijmr.12137 https://www.zora.uzh.ch/id/eprint/173233/1/Scherer-2018-International_Journal_of_Management_Reviews.pdf,http://dx.doi.org/10.1111/ijmr.12137,,10.1111/ijmr.12137,2581048551,,0,000-260-354-529-51X; 000-293-587-781-688; 001-219-742-034-879; 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013-421-537-702-203,CSR Balanced Scorecard Systems and Business Performances: SMEs Case Study,2015-11-02,2015,journal article,The South East Asian Journal of Management,23556641; 19781989,Fakultas Ekonomi dan Bisnis Universitas Indonesia,,Edward Sek Khin Wong,"This paper aims to examine the performance measurement using the CSR Balanced Scorecard system in SMEs firms in Malaysia. It investigates the relationships of the four perspectives of CSR Balanced Scorecard system toward performance measurement. The purpose of this paper is to investigate whether or not the improvement of the non-financial CSR measures will lead to the improvement of performance measures. To test these relationships, data were collected using the four perspectives approach introduced by Utting (2007). The finding indicates that the organizational business performance can be greatly increased by putting greater emphasis to CSR measures. The results also reveal that the increases of firms customer’s satisfaction is caused by the increase implementation of CSR measurement. At the end of the article, the implications of this study for SME industries and some suggestions are discussed for future studies.",9,2,181073,,Environmental resource management; Corporate social responsibility; Performance measurement; Business; Process management; Balanced scorecard; Test (assessment); Future studies,,,,,http://www.ijil.ui.ac.id/index.php/tseajm/article/viewArticle/5465 https://www.neliti.com/publications/181073/csr-balanced-scorecard-systems-and-business-performances-smes-case-study http://journal.ui.ac.id/index.php/tseajm/article/view/5465 https://media.neliti.com/media/publications/181073-EN-csr-balanced-scorecard-systems-and-busin.pdf,http://dx.doi.org/10.21002/seam.v9i2.5465,,10.21002/seam.v9i2.5465,2515058678,,0,,1,true,,gold
013-464-593-897-033,Determinants to the implementation of corporate social responsibility in the maritime industry : a quantitative study,2018-12-30,2018,journal article,"Journal of International Maritime Safety, Environmental Affairs, and Shipping",25725084,Informa UK Limited,,Ioannis Fasoulis; Rafet Emek Kurt,Corporate social responsibility (CSR) has evolved to a leading subject for both academic research and management practice. Although several standpoints exist to approach theoretical and practical i...,3,1-2,10,20,Corporate social responsibility; Business; Subject (philosophy); Maritime industry; Public relations; Sustainability,,,,,https://www.tandfonline.com/doi/full/10.1080/25725084.2018.1563320 https://strathprints.strath.ac.uk/66562/ https://pureportal.strath.ac.uk/en/publications/determinants-to-the-implementation-of-corporate-social-responsibi https://tandfonline.com/doi/pdf/10.1080/25725084.2018.1563320 https://core.ac.uk/download/195294501.pdf,http://dx.doi.org/10.1080/25725084.2018.1563320,,10.1080/25725084.2018.1563320,2907495007,,0,001-087-714-777-120; 001-662-267-806-775; 008-223-854-575-473; 008-655-486-836-789; 011-750-579-189-879; 016-337-560-462-858; 025-401-621-173-479; 040-014-048-815-283; 043-867-583-185-571; 046-385-645-775-559; 048-241-698-148-452; 051-274-079-513-552; 051-504-291-838-523; 055-897-162-388-55X; 072-439-215-412-364; 073-169-146-264-853; 085-565-624-703-057; 092-407-431-913-197; 097-372-624-737-358; 104-174-913-074-76X; 128-197-551-414-351; 129-444-474-180-177; 135-468-963-262-513; 151-737-772-776-418; 166-405-723-185-236; 187-072-347-854-318,5,true,"CC BY, CC BY-NC",gold
013-553-703-858-372,Alcohol industry corporate social responsibility initiatives and harmful drinking: a systematic review.,2018-04-25,2018,journal article,European journal of public health,1464360x; 11011262,Oxford University Press,United Kingdom,Melissa Mialon; Jim McCambridge,"Background: There is growing awareness of the detrimental effects of alcohol industry commercial activities, and concern about possible adverse impacts of its corporate social responsibility (CSR) initiatives, on public health. The aims of this systematic review were to summarize and examine what is known about CSR initiatives undertaken by alcohol industry actors in respect of harmful drinking globally. Methods: We searched for peer-reviewed studies published since 1980 of alcohol industry CSR initiatives in seven electronic databases. The basic search strategy was organized around the three constructs of 'alcohol', 'industry' and 'corporate social responsibility'. We performed the searches on 21 July 2017. Data from included studies were analyzed inductively, according to the extent to which they addressed specified research objectives. Results: A total of 21 studies were included. We identified five types of CSR initiatives relevant to the reduction of harmful drinking: alcohol information and education provision; drink driving prevention; research involvement; policy involvement and the creation of social aspects organizations. Individual companies appear to undertake different CSR initiatives than do industry-funded social aspects organizations. There is no robust evidence that alcohol industry CSR initiatives reduce harmful drinking. There is good evidence, however, that CSR initiatives are used to influence the framing of the nature of alcohol-related issues in line with industry interests. Conclusions: This research literature is at an early stage of development. Alcohol policy measures to reduce harmful drinking are needed, and the alcohol industry CSR initiatives studied so far do not contribute to the attainment of this goal.",28,4,664,673,Public policy; Public health; Corporate social responsibility; Business; Social responsibility; Framing (social sciences); Health promotion; Alcohol industry; Harmful drinking; Public relations,,Alcohol Drinking/legislation & jurisprudence; Alcoholism/prevention & control; Food Industry/legislation & jurisprudence; Health Promotion/legislation & jurisprudence; Humans; Public Policy; Social Responsibility,,Wellcome Trust (200321/Z/15/Z) United Kingdom,https://academic.oup.com/eurpub/article/28/4/664/4985717 https://core.ac.uk/display/158192483 http://europepmc.org/articles/PMC6051456 https://pubmed.ncbi.nlm.nih.gov/29697783/ https://eprints.whiterose.ac.uk/130356/ https://www.drugsandalcohol.ie/28976/ https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6051456/ https://core.ac.uk/download/157728668.pdf,http://dx.doi.org/10.1093/eurpub/cky065,29697783,10.1093/eurpub/cky065,2799835839,PMC6051456,0,006-187-913-701-946; 006-797-752-020-194; 007-258-509-527-298; 010-320-559-676-85X; 011-802-028-928-729; 015-814-486-055-746; 018-215-943-910-600; 018-670-231-574-228; 018-687-251-712-465; 020-885-011-437-897; 021-783-961-622-809; 023-641-419-309-854; 025-044-563-114-143; 025-775-966-042-964; 029-182-623-910-071; 032-045-443-126-156; 036-074-846-928-514; 037-056-650-108-909; 038-824-015-798-168; 040-839-141-032-829; 040-864-808-643-519; 047-726-215-742-641; 055-692-181-326-89X; 063-722-171-833-964; 075-415-211-284-003; 077-630-209-634-750; 078-303-060-302-683; 079-580-004-172-775; 088-919-850-566-219; 091-751-126-557-583; 093-999-125-051-320; 098-590-164-958-361; 098-780-024-835-893; 130-899-510-544-246; 156-272-345-761-304; 167-354-046-533-115,69,true,cc-by,hybrid
013-557-288-419-038,The Development of Pantiku Application Business Strategy Using Business Model Canvas Approach,2019-09-25,2019,journal article,Indonesian Journal of Business and Entrepreneurship,24075434; 24077321,"Graduate Program of Management and Business, Bogor Agricultural University",,Sari Wulandari; Meldi Rendra; Putra Fajar Alam; Tien Fabrianti Kusumasari; Andrieta Shintia Dewi; Tieka Trikartika Gustyana,"Based on data from the Ministry of Social Affairs, there are 7,000 more orphanages in Indonesia and 500-600 thousand people are living in the orphanage. To make efficient operational activities and monitoring activities of the orphanage and to facilitate the provision of assistance, the orphanage uses the PantiKu application. The PantiKu application currently does not have an optimal business model so that the right strategy is needed to develop the business model. The objectives of this study are (1) To map the current PantiKu business model; (2) Analyze SWOT of current PantiKu business model; (3) Formulate and determine the strategy for developing the PantiKu business model. The method used in this study is the Business Model Canvas approach and SWOT Analysis. This research produces strategies for each BMC element including element (1) customer segment: serving orphanage volunteers by adding special volunteer features; (2) value proposition: providing ease of logistics processes and transactions by developing IoT technology and Fintech features; (3) channels: adding application tutorials using e-learning; (4) customer relationship: take advantage of opportunities for grants and business incubation and work together in CSR programs; (5) revenue stream: utilizing the use of digital financial instruments; (6) key resources: adding relationship development staff; (7) key activities: developing a data management dashboard and evaluate expenses; (8) key partners: adding strategic partner & collaborate with competitors; (9) cost structure: cost of research.Keywords: pantiku, business model, business strategy, bmc, application development",5,3,231,231,SWOT analysis; Competitor analysis; Corporate social responsibility; Business; Process management; Business Model Canvas; Revenue stream; Business model; Value proposition; Customer relationship management,,,,,https://journal.ipb.ac.id/index.php/ijbe/article/view/25441 https://journal.ipb.ac.id/index.php/ijbe/article/download/25441/pdf https://core.ac.uk/download/pdf/270259658.pdf,http://dx.doi.org/10.17358/ijbe.5.3.231,,10.17358/ijbe.5.3.231,2987592266,,0,,0,true,cc-by,gold
013-564-578-686-447,Changing corporate attitudes towards environmental policy,2005-10-01,2005,journal article,Management of Environmental Quality: An International Journal,14777835,Emerald,United Kingdom,David O. Faulkner; Ysanne Carlisle; Howard Viney,"Purpose – To report findings from an updated survey of environmental policy and practice among UK organizations. To draw conclusions about the relationship between environmental concerns and organizational strategy making.Design/methodology/approach – The paper reports findings from a 1999 survey of 911 UK organizations, updated by interviews conducted with participant organizations in 2004. The paper represents an extension of a ten‐year longitudinal study of environmental policy and practice in UK organizations.Findings – The gap between policy formulation and implementation in the environmental area has continued to narrow, but environmental concerns appear not to have moved towards the centre of the strategy making process in many firms. Organizations are still primarily influenced by short‐term rather than long‐term imperatives, and although recognition of opportunity offered by the environment is increasing, organizations are still liable to adopt a reactive position, increasingly so as the size of ...",16,5,476,489,Economics; Position (finance); Longitudinal study; Environmental policy; Public relations; Process (engineering); Environmental management system; Environmental studies; Environmental adult education; Strategic management; Environmental planning,,,,,http://oro.open.ac.uk/1905/ https://www.emerald.com/insight/content/doi/10.1108/14777830510614349/full/html https://core.ac.uk/download/82900877.pdf,http://dx.doi.org/10.1108/14777830510614349,,10.1108/14777830510614349,2079739612,,0,001-074-071-053-07X; 001-240-616-964-326; 006-968-400-420-681; 012-902-804-575-44X; 013-454-227-597-058; 015-806-165-203-55X; 016-257-606-089-666; 020-250-076-376-897; 024-436-108-594-217; 030-504-461-599-413; 032-586-299-620-310; 037-647-191-439-411; 041-616-187-258-389; 057-447-329-428-352; 057-515-729-759-283; 061-100-573-152-484; 063-440-504-091-01X; 066-400-343-948-766; 067-434-230-643-941; 072-984-155-913-813; 073-113-971-455-905; 075-148-364-023-126; 082-994-677-184-285; 089-139-642-815-099; 097-843-305-969-387; 099-632-707-150-545; 122-202-395-359-455; 125-515-050-638-527; 126-759-950-860-681; 142-674-506-569-000; 145-128-982-529-721; 159-592-129-993-014; 161-426-259-418-892; 196-856-129-766-063,27,true,,green
013-585-741-575-812,The use of social media for engaging stakeholders in sustainability reporting,2016-08-15,2016,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Giacomo Manetti; Marco Bellucci,"Purpose – The purpose of this paper is to assess if online interaction through social media, particularly Facebook, Twitter, and YouTube, represents an effective stakeholder engagement mechanism in order to define the contents of social, environmental, or sustainability reporting (SESR). Design/methodology/approach – After examining 332 worldwide sustainability reports for the year 2013, drawn up according to the guidelines provided by the Global Reporting Initiative, the authors conducted a content analysis on the Twitter, Facebook, and YouTube pages of the organisations who rely on these types of social media. This was done in order to assess the scope of interaction between the organisation and its stakeholders. Findings – The authors found that a small number of organisations use social media to engage stakeholders as a means of defining the contents of SESR, and that the level of interaction is generally low. Rather than assuming a deliberative approach that is aimed at forging a democratic consensus...",29,6,985,1011,Corporate social responsibility; Content analysis; Political science; Sustainability reporting; Scope (project management); Stakeholder engagement; Public relations; Social media; Democracy; Sustainability,,,,,http://www.emeraldinsight.com/doi/full/10.1108/AAAJ-08-2014-1797 https://www.emerald.com/insight/content/doi/10.1108/AAAJ-08-2014-1797/full/pdf?title=the-use-of-social-media-for-engaging-stakeholders-in-sustainability-reporting https://ideas.repec.org/a/eme/aaajpp/v29y2016i6p985-1011.html https://econpapers.repec.org/RePEc:eme:aaajpp:v:29:y:2016:i:6:p:985-1011 https://www.emerald.com/insight/content/doi/10.1108/AAAJ-08-2014-1797/full/html https://core.ac.uk/download/pdf/301568989.pdf,http://dx.doi.org/10.1108/aaaj-08-2014-1797,,10.1108/aaaj-08-2014-1797,2281911078,,0,000-284-261-840-620; 001-964-337-460-962; 002-800-351-395-955; 003-164-878-231-211; 006-004-046-750-883; 007-672-856-282-540; 008-588-257-562-967; 008-850-520-632-872; 009-818-036-412-364; 010-812-525-772-81X; 011-854-399-312-637; 012-886-755-613-026; 014-327-382-280-389; 015-772-029-303-983; 017-126-961-528-21X; 017-355-901-975-631; 017-672-028-658-971; 018-112-028-872-776; 018-633-424-296-938; 019-806-548-132-918; 020-472-403-288-397; 020-954-690-005-08X; 022-676-392-143-906; 025-450-255-605-681; 026-665-442-057-961; 028-233-035-990-029; 033-270-173-367-909; 035-144-337-979-975; 035-229-207-014-027; 035-266-608-494-167; 035-966-996-939-873; 037-938-555-254-646; 037-989-391-721-235; 038-710-986-445-538; 039-087-320-604-090; 039-389-440-976-335; 039-699-735-087-942; 040-994-808-938-881; 041-059-097-677-169; 042-528-201-912-583; 046-493-191-655-269; 048-043-855-832-374; 052-802-334-885-429; 054-934-555-329-431; 055-127-219-449-931; 055-152-654-090-964; 058-292-200-653-885; 063-210-334-325-894; 064-438-261-806-271; 066-783-269-737-020; 066-874-755-066-473; 069-533-155-665-652; 070-486-517-877-705; 071-704-093-538-644; 071-899-931-847-247; 073-488-475-139-357; 075-186-168-290-507; 077-923-310-335-527; 079-743-867-519-512; 080-142-224-521-995; 080-799-778-021-470; 082-374-140-869-316; 082-941-281-088-79X; 083-201-474-409-804; 083-925-625-829-149; 085-881-342-872-359; 087-504-132-593-019; 088-629-278-194-251; 088-919-850-566-219; 090-582-973-484-29X; 093-931-761-376-926; 094-907-662-376-599; 102-885-865-253-365; 106-038-738-226-16X; 106-292-633-805-257; 107-274-748-521-438; 109-797-760-995-914; 109-951-973-523-534; 121-787-626-877-525; 122-676-263-808-647; 123-352-883-261-940; 123-899-687-687-732; 138-795-722-914-434; 140-185-354-409-680; 147-764-143-106-373; 157-523-515-335-413; 158-012-872-905-180; 162-614-447-234-606; 168-674-869-580-720; 169-187-418-699-448; 180-373-229-924-527; 182-995-553-526-087; 185-121-286-494-667; 189-596-565-736-985,121,true,,green
013-639-000-086-617,ENHANCING BUSINESS PERFORMANCE OF CV. JATI MAKMUR PASURUAN USING E-BROCHURE MARKETING STRATEGY,2017-12-02,2017,journal article,International Journal of Applied Business and International Management,26147432,AIBPM Publisher,,Muhammad Dawilah; Putu Soviyanti; Haila Alzamel; Chin Na a; p Bun Tien; Kemas Ichwan Jaya Satria,"This report provides an analysis and evaluation of CV Jati Makmur in entering the new market. CV. Jati Makmur is a plywood industry operating more than 15 years in producing woodworking, aiming to grasp the international market for expansion. There are various analysis methods included in the observation. These methods of analysis include Segmenting, Targeting, and Positioning. To conquer the market share in China and Japan as well to increase economic competitiveness several recommended strategies in incorporated. This strategy involves pricing strategy distribution and promotion strategy.; In addition, this report also observes the fact that the analysis contains some limitations as well as risks. These risks include external factors such as Government, Competition, and Technology that will affect the future development of CV. Jati Makmur. This report finds the prospects for CV. Jati Makmur in its current position is positive. The major area of weakness requires further investigation and remedial action by management.",2,1,36,62,Market segmentation; Business; Government; Market share; Marketing; Position (finance); Competition (economics); Distribution (economics); Promotion (rank); Marketing strategy,,,,,https://www.neliti.com/publications/236338/enhancing-business-performance-of-cv-jati-makmur-pasuruan-using-e-brochure-marke http://ejournal.aibpm.org/index.php/IJABIM/article/download/3/28 http://ejournal.aibpm.org/index.php/IJABIM/article/view/3 https://core.ac.uk/download/pdf/228909760.pdf,http://dx.doi.org/10.32535/ijabim.v2i1.3,,10.32535/ijabim.v2i1.3,2936038536,,0,,0,true,,gold
014-139-022-789-837,"Corporate Social Responsibility Disclosures, Traditionalism and Politics: A Story from a Traditional Setting",2016-05-26,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Shahzad Uddin; Javed Siddiqui; Muhammad Azizul Islam,"This paper demonstrates the political perspective of corporate social responsibility (CSR) disclosures and, drawing on Weber’s notion of traditionalism, seeks to explain what motivates companies to make such disclosures in a traditional setting. Annual reports of 23 banking companies in Bangladesh are analysed over the period 2009–2012. This is supplemented by a review of documentary evidence on the political and social activities of corporations and reports published in national and international newspapers. We found that, in the banking companies over the period of study, apparently neutral, corporate, philanthropic activities disclosed and promoted in CSR reports are inextricably linked to powerful leaders’ personal projects and the ruling party’s agendas. We have demonstrated elements of traditional societies, including personal loyalty and the public display of loyalty, the master–servant relationship, and obedience to personal rather than formal authority, provide an understanding of why banks (with or without explicit political linkages with the ruling party) have employed politically charged CSR disclosure strategies. The paper contributes to disclosure studies where political motivations of corporate disclosure rarely discussed. The paper extends the debate on political CSR by demonstrating that the role of family and familial values at the organisational and national levels may be much more important when it comes to CSR disclosure and activities.",151,2,409,428,Business ethics; Corporate social responsibility; Sociology; Obedience; Traditional society; Newspaper; Loyalty; Public relations; Politics; Documentary evidence,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7369989 https://link.springer.com/article/10.1007/s10551-016-3214-7 https://paperity.org/p/76049656/corporate-social-responsibility-disclosures-traditionalism-and-politics-a-story-from-a https://www.research.manchester.ac.uk/portal/en/publications/corporate-social-responsibility-disclosures-traditionalism-and-politics-a-story-from-a-traditional-setting(e8c3b0c9-e640-4b20-8d33-0670f47af66a).html https://philpapers.org/rec/UDDCSR http://repository.essex.ac.uk/16681/ http://aura.abdn.ac.uk/bitstream/2164/9716/3/Uddin2018_Article_CorporateSocialResponsibilityD.pdf https://aura.abdn.ac.uk/handle/2164/9716 https://core.ac.uk/display/146974904 https://ideas.repec.org/a/kap/jbuset/v151y2018i2d10.1007_s10551-016-3214-7.html https://abdn.pure.elsevier.com/en/publications/corporate-social-responsibility-disclosures-traditionalism-and-po https://eprints.qut.edu.au/95935/ https://link.springer.com/content/pdf/10.1007%2Fs10551-016-3214-7.pdf,http://dx.doi.org/10.1007/s10551-016-3214-7,,10.1007/s10551-016-3214-7,2402400608,,0,003-156-680-358-292; 003-757-556-651-348; 007-544-457-057-120; 009-544-452-463-341; 009-605-918-874-537; 009-681-507-320-745; 009-738-669-624-367; 010-871-825-424-606; 011-447-167-650-524; 012-888-149-250-287; 013-744-996-715-157; 013-992-674-688-769; 014-217-286-893-583; 014-904-025-590-079; 016-755-826-903-422; 018-586-388-626-602; 020-857-050-289-577; 021-919-538-033-564; 021-996-223-357-58X; 023-647-156-746-311; 023-889-347-100-451; 025-464-443-296-297; 026-310-682-855-767; 028-249-454-403-446; 031-475-647-598-204; 031-718-486-135-076; 034-680-355-745-016; 035-202-198-644-536; 035-556-471-787-086; 036-965-596-540-881; 039-520-817-401-429; 042-774-453-842-538; 043-906-778-050-14X; 043-981-487-382-128; 046-348-959-686-169; 059-578-756-195-074; 059-959-826-196-291; 060-051-941-239-985; 061-446-699-618-401; 062-595-783-851-471; 064-438-261-806-271; 071-614-121-423-213; 072-689-006-891-946; 078-080-393-588-792; 078-742-185-510-026; 081-636-885-997-591; 082-171-985-858-889; 083-348-243-970-57X; 084-571-953-334-111; 087-109-295-304-250; 089-280-240-544-313; 093-492-453-208-232; 094-948-567-377-80X; 096-414-150-673-570; 096-875-838-615-143; 097-213-764-422-536; 101-106-687-801-987; 103-056-674-138-004; 105-588-299-988-428; 106-857-405-016-534; 110-644-406-246-572; 111-935-757-861-573; 116-870-074-840-922; 117-402-269-930-556; 118-194-558-923-654; 118-233-028-834-039; 122-557-730-257-177; 123-913-286-201-920; 128-716-735-098-535; 130-090-627-871-471; 130-741-068-205-515; 130-760-521-574-823; 134-639-095-671-997; 134-841-543-574-453; 141-427-216-860-452; 142-226-817-169-793; 144-497-001-886-99X; 147-376-549-088-975; 161-654-393-057-439; 172-466-719-323-428; 173-804-389-980-841; 180-634-563-974-338; 186-260-501-241-475,65,true,cc-by,hybrid
014-279-750-052-045,Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice,2008-06-07,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,François Maon; Adam Lindgreen; Valérie Swaen,"This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature in particular with regard to design and implementation models provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewins change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process.",87,1,71,89,Business ethics; Corporate social responsibility; Sociology; Critical success factor; Process management; Quality of Life Research; Stakeholder management; Multiple case; Change model; Public relations; Process (engineering),,,,,https://ideas.repec.org/a/kap/jbuset/v87y2009i1p71-89.html https://research.cbs.dk/en/publications/designing-and-implementing-corporate-social-responsibility-an-int https://orca.cardiff.ac.uk/18016/ https://core.ac.uk/display/8808800 https://halshs.archives-ouvertes.fr/hal-00814084/ https://philpapers.org/rec/MAODAI https://link.springer.com/article/10.1007/s10551-008-9804-2 https://www.jstor.org/stable/pdfplus/40294955.pdf https://eprints.lincoln.ac.uk/id/eprint/12480/ https://econpapers.repec.org/article/kapjbuset/v_3a87_3ay_3a2009_3ai_3a1_3ap_3a71-89.htm https://hal.archives-ouvertes.fr/hal-00814084 https://dialnet.unirioja.es/servlet/articulo?codigo=3042590 https://dial.uclouvain.be/pr/boreal/object/boreal:18165 https://core.ac.uk/download/8808800.pdf,http://dx.doi.org/10.1007/s10551-008-9804-2,,10.1007/s10551-008-9804-2,2067753299,,0,000-584-305-029-384; 001-552-996-624-085; 002-465-563-089-76X; 002-763-489-657-313; 008-654-915-629-40X; 009-962-964-072-733; 011-749-883-531-394; 012-893-794-232-58X; 015-574-759-409-256; 017-147-261-575-907; 019-078-383-624-208; 019-806-548-132-918; 020-128-502-730-31X; 022-655-385-910-158; 022-774-738-500-720; 028-496-663-356-058; 029-980-105-050-733; 030-514-048-777-801; 034-333-571-515-796; 034-642-638-843-938; 036-289-903-245-161; 040-274-122-142-728; 044-616-967-277-176; 044-764-834-826-922; 048-132-373-883-675; 051-874-175-549-837; 054-023-214-188-75X; 055-222-575-590-371; 061-032-025-769-668; 062-457-985-260-682; 062-833-598-094-828; 064-337-792-484-854; 065-851-085-952-207; 069-259-438-012-556; 069-533-155-665-652; 073-792-416-479-745; 074-853-485-762-766; 075-449-719-541-985; 076-395-334-656-12X; 077-567-241-057-683; 078-558-059-813-229; 080-233-701-791-474; 081-430-098-648-41X; 082-229-793-854-954; 083-031-854-571-644; 088-919-850-566-219; 093-155-903-040-717; 093-827-253-934-207; 094-679-689-603-382; 096-555-746-305-989; 099-785-618-754-029; 109-168-282-736-27X; 109-249-727-714-298; 112-522-935-774-845; 113-335-781-524-925; 114-757-875-350-037; 126-428-070-248-770; 127-356-618-215-912; 134-207-976-723-743; 136-433-326-513-70X; 139-101-567-335-455; 154-308-498-652-765; 155-879-175-881-390; 157-868-473-028-59X; 158-761-508-726-627; 161-860-020-577-869; 163-529-639-649-240; 167-327-442-603-556; 169-054-817-668-084; 172-999-637-082-271; 176-241-134-682-896; 180-178-514-683-730; 182-430-123-630-628; 182-541-865-025-146; 187-039-720-645-06X; 192-389-272-784-584; 193-683-595-711-56X,443,true,,green
014-564-423-781-091,TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure,2008-04-02,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Niklas Egels-Zandén,"Over the past decade, discussion has flourished among practitioners and academics regarding workers’ rights in developing countries. The lack of enforcement of national labour laws and the limited protection of workers’ rights in developing countries have led workers’ rights representatives to attempt to establish transnational industrial relations systems to complement existing national systems. In practice, these attempts have mainly been operationalised in unilateral codes of conduct; recently, however, negotiated international framework agreements (IFAs) have been proposed as an alternative. Despite their growing importance, few studies have empirically studied IFAs. This paper starts to fill this gap by studying why corporations adopt IFAs, based on a qualitative study of the process leading to the signing of a recent IFA. The study’s findings complement existing research into why corporations adopt IFAs, codes of conduct, and CSR policies by demonstrating that corporate motives can be linked to a desire to retain a trusting relationship with the labour union movement. In addition, the findings indicate that the discrete campaign model of stakeholder pressure dominant in previous research should be complemented by a continuous bargaining model of stakeholder pressure. The paper concludes by discussing differences between these conceptual models of stakeholder pressure and avenues for future research.",84,4,529,547,Business ethics; Corporate social responsibility; Economics; Qualitative research; Stakeholder; Code of conduct; Enforcement; Industrial relations; Public relations; Developing country,,,,,https://econpapers.repec.org/RePEc:kap:jbuset:v:84:y:2009:i:4:p:529-547 http://gupea.ub.gu.se/bitstream/2077/18841/1/gupea_2077_18841_1.pdf https://ideas.repec.org/a/kap/jbuset/v84y2009i4p529-547.html https://core.ac.uk/display/16323637 https://gupea.ub.gu.se/handle/2077/18841 https://gupea.ub.gu.se/bitstream/2077/18841/1/gupea_2077_18841_1.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=2898403 https://link.springer.com/content/pdf/10.1007%2Fs10551-008-9722-3.pdf https://guoa.ub.gu.se/handle/2077/18841 https://core.ac.uk/download/16323637.pdf,http://dx.doi.org/10.1007/s10551-008-9722-3,,10.1007/s10551-008-9722-3,2085508860,,0,000-270-953-159-02X; 001-181-047-404-072; 002-324-860-137-175; 002-342-495-551-237; 003-362-976-117-137; 005-083-555-478-787; 005-160-367-925-179; 005-364-427-231-588; 007-121-276-501-902; 008-023-819-177-254; 009-526-859-483-37X; 010-570-580-602-38X; 013-038-314-200-300; 015-271-876-692-523; 016-151-014-430-415; 016-600-082-851-415; 016-944-211-583-998; 017-586-070-931-184; 017-828-310-742-083; 018-159-887-581-414; 021-768-790-213-537; 022-273-630-092-483; 022-512-643-506-628; 023-618-747-331-369; 023-946-778-401-860; 024-195-858-822-595; 026-095-861-572-886; 027-149-598-421-980; 027-827-119-143-849; 028-874-753-388-876; 031-005-343-036-628; 031-512-514-840-618; 032-004-804-982-855; 035-229-211-702-279; 038-738-246-554-442; 040-890-795-364-607; 045-303-479-189-889; 047-571-873-593-592; 050-665-035-191-995; 051-875-265-995-253; 053-673-864-476-284; 053-942-868-831-557; 056-138-129-674-289; 056-440-349-691-723; 057-515-729-759-283; 059-516-291-335-028; 061-442-625-843-114; 062-501-846-641-595; 063-209-535-849-32X; 063-919-757-599-959; 066-063-257-778-743; 072-082-358-076-40X; 075-398-850-876-396; 079-038-523-606-520; 080-013-551-675-042; 080-613-474-290-657; 080-665-877-144-245; 085-504-692-631-105; 090-993-352-547-901; 091-498-532-105-295; 094-481-230-172-044; 096-893-169-185-439; 097-689-037-839-021; 111-546-723-856-486; 112-621-244-113-259; 115-482-499-323-938; 115-983-160-091-256; 116-995-029-372-049; 118-376-413-764-653; 122-163-565-775-656; 123-132-798-455-615; 125-896-346-967-209; 126-108-313-538-738; 133-610-457-080-401; 137-031-633-097-691; 137-733-250-093-227; 141-552-865-624-989; 143-589-729-046-223; 149-620-499-530-781; 151-057-191-598-378; 153-154-367-523-095; 153-924-703-894-513; 156-761-273-207-562; 157-470-127-263-343; 163-010-174-640-893; 167-251-354-002-269; 172-886-453-156-968; 175-286-827-257-553; 178-586-616-660-338; 182-454-681-169-449,55,true,,green
014-593-617-952-55X,Business and Religiosity: Review of Business Ethics Mayangkara Group,2018-10-01,2018,journal article,Jurnal Pendidikan Ekonomi Dan Bisnis (JPEB),23022663,Universitas Negeri Jakarta,,Dedi Suselo,"<jats:p>This research explores the application of religious values ​​that are a business strategy in the management of the Mayangkara Group. This type of research is descriptive qualitative with a case study approach (field research). Data collection techniques use source, time and technique triangulation. The results show the application of religious values ​​in the management of the Mayangkara Group to be unique and important capital in supporting the existence of the company. A good business management pattern is not to exploit, manage existing natural resources for mutual benefit. Mayangkara Group's religious values ​​are built based on the principles of social piety in every business activity. A series of social, religious, socio-economic activities that are packaged in the company's CSR program is a means of channeling zakat funds and company infaq. The purpose of Mayangkara's business activities is ""al-Falah"" is to realize prosperity and elevate the level of life of the people, and realize a good company.&#x0D;;  </jats:p>",6,2,82,92,Business ethics; Psychology; Religiosity; Social psychology; Group (mathematics),,,,,https://doaj.org/article/eca0c961e1e64839bd4c5b659b5a2ebb https://core.ac.uk/download/pdf/188618177.pdf,http://dx.doi.org/10.21009/jpeb.006.2.1,,10.21009/jpeb.006.2.1,2895728676,,0,,0,true,cc-by-nc-sa,gold
014-644-694-792-630,Public Health Surveillance Studies of Alcohol Industry Market and Political Strategies: A Systematic Review.,,2019,journal article,Journal of studies on alcohol and drugs,19384114; 19371888,"Alcohol Research Documentation, Inc.",United States,Jim McCambridge; Rachel Coleman; Julie Frances Kathleen McEachern,Objective:This review examines public health surveillance (PHS) studies of alcohol industry actors that explore the implications of the integration of business and political strategies for public h...,80,2,149,157,Public health; Business; Social responsibility; Public health surveillance; MEDLINE; Alcohol industry; Public relations; Politics,,Alcoholic Beverages/economics; Commerce; Humans; Industry/organization & administration; Public Health; Public Health Surveillance; Social Responsibility,,Wellcome Trust United Kingdom,https://www.jsad.com/doi/full/10.15288/jsad.2019.80.149 https://pubmed.ncbi.nlm.nih.gov/31014459/ https://eprints.whiterose.ac.uk/145064/ https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6582508 https://core.ac.uk/download/199225677.pdf,http://dx.doi.org/10.15288/jsad.2019.80.149,31014459,10.15288/jsad.2019.80.149,2939998704,PMC6582508,0,003-005-172-201-055; 003-421-899-126-765; 006-797-752-020-194; 007-422-057-273-873; 008-087-670-174-946; 011-071-337-623-412; 011-847-853-002-124; 013-553-703-858-372; 014-070-703-195-361; 015-959-703-552-114; 017-300-737-144-757; 020-404-167-678-347; 022-861-954-756-128; 022-946-427-476-768; 028-912-900-121-915; 029-360-122-741-088; 043-164-539-396-338; 046-665-114-583-757; 049-705-982-999-210; 070-400-894-666-321; 077-630-209-634-750; 078-303-060-302-683; 104-804-381-654-539; 108-076-085-974-346; 127-070-586-469-200; 145-098-960-704-002; 146-372-769-772-950,12,true,cc-by,hybrid
014-673-558-649-322,The Study on the Workplace-related Corporate Social Responsibility Practices,,2021,journal article,Management and Business Research Quarterly,26676761,EUROKD Egitm Danismanlik Group,,Teodora A Gorski; Hortensia Gorski,"<jats:p>This paper aims to explore the challenges regarding the workplace area of Corporate Social Responsibility (CSR). Nowadays, organisations and their leaders are facing unprecedented pressures from both internal and external forces. Furthermore, there is a growing interest in understanding and managing issues related to sustainability. In these circumstances, organisations, regardless of their field of activity, have to implement responsible ways of doing business. Most CSR research focuses primarily on external areas: marketplace, environment, community, and external stakeholders: customers, suppliers, investors, government. Knowledge and digital economy and the fourth Industrial Revolution (4IR) greatly influence human capital. Today, there is fierce competition in attracting and retaining the best employees – as critical stakeholders. Recruiting, developing, utilising and retaining a talented workforce has become a critical success factor. In this context, it is crucial to explore the workplace as an internal dimension of CSR. Our research methodology includes a theoretical analysis based on literature regarding this topic and an online survey based on a questionnaire. The conclusions and solutions highlighted at the end of the paper can support Human Resource managers and business leaders in addressing these challenges and developing knowledge and skills to generate long‐term value for businesses, society and the environment. We anticipate that our findings will shed more light on CSR workplace practices that can be integrated into the business sustainability strategy.</jats:p>",17,,31,43,Corporate social responsibility; Business; Workforce; Sustainability; Public relations; Government (linguistics); Context (archaeology); Human resources; Competition (biology); Knowledge management; Marketing,,,,,,http://dx.doi.org/10.32038/mbrq.2021.17.03,,10.32038/mbrq.2021.17.03,,,0,,0,true,,gold
014-675-989-964-315,Innovation and sustainability,,2013,journal article,IEEE Engineering Management Review,03608581; 19374178,Institute of Electrical and Electronics Engineers (IEEE),United States,MaryAnne M. Gobble,"In a 1970 article in the New York Times Magazine , Milton Friedman asserted that ""there is one and only one social responsibility of business-to use its resources and engage in activities designed to increase its profits . . . within the rules of the game."" Friedman was arguing against a relatively new idea, the concept of corporate social responsibility (CSR). Today, CSR is referred to as sustainability, and an increasing number of businesses are embracing it. A 2011 McKinsey Global Survey on ""The Business of Sustainability"" found that ""many companies are actively integrating sustainability principles into their business."" And the 2011 Sustainability and Global Executive Study, administered jointly by the MIT Sloan Management Review and the Boston Consulting Group, found that 70 percent of the companies surveyed had sustainability ""permanently on their agendas,"" and investments in sustainability were increasing even through the economic downturn. Even more impressive, nearly a third of MIT's sample reported that sustainability contributed to their profits. Sustainability has clearly become a way of doing business. What may not be quite clear, as yet, is how it becomes a way of doing innovation. For many people, ""sustainability"" refers primarily to environmental sustainability- the things we do, as businesses and as individuals, to slow climate change and protect our natural resources. But true sustainability is actually far more wide ranging, concerned with social good as well as ecological impact. The World Commission on Environment and Development in 1987 created what has become the most common definition of sustainability, which the Cleveland Carbon Fund restates as ""the successful meeting of present social, economic, and environmental needs without compromising the ability of future generations to meet their own needs."" Or, people, planet, profits, as John Elkington succinctly described it in his 1997 book, Cannibals with Forks , the three elements in what Elkington christened the ""triple bottom line."" The triple bottom line (occasionally referred to as the 3Ps) has become a central concept in the discussion around sustainability and business. It doesn't quite translate into a metric-no one's yet worked out exactly how three such different domains could be reduced to a common measurement system-but it does offer a way of thinking about how business should act, for its own good and for the good of all its stakeholders. Several books and online sources offer good discussions of what the triple bottom line is and how it works. In The Triple Bottom Line , Andrew W. Savitz goes beyond definitions-although his careful, thoughtful definitions help to map an area all too prone to fuzzy, feel-good thinking-to describe how the strongest companies find what he calls ""sustainability sweet spots,"" areas where the business's interests overlap with society's concerns. Think GE's ecomagineering effort or Toyota's Prius. This is a concept of corporate responsibility that even Friedman could embrace. Indeed, Friedman was not against businesses doing good in the world; only the idea that businesses would do good at the expense of their economic aims and responsibilities. (In the October 2005 issue of Reason , Friedman and Cypress Semiconductor CEO T. J. Rodgers debate the concept of CSR with Whole Foods CEO John Mackey; Friedman suggests that, in fact, Whole Foods' sustainability work is actually a business practice intended to enhance its bottom line.) Anything a business does must be sustainable for the enterprise as well as for the world. No one benefits if Toyota isn't around to make Priuses anymore. As Michael Porter and Mark Kramer argued in a 2006 HBR article, ""Strategy and Society,"" ""CSR can be much more than a cost, or a charitable deed-it can be a source of opportunity, innovation, and competitive advantage."" Innovators will find space to play at this intersection of social good and business success. …",41,2,38,40,Corporate social responsibility; Social responsibility; Economics; Marketing; Sustainability organizations; Sustainability science; Social sustainability; Competitive advantage; Triple bottom line; Sustainability,,,,,https://www.questia.com/library/journal/1G1-302110443/innovation-and-sustainability https://www.tandfonline.com/doi/abs/10.5437/08956308X5505005 https://ieeexplore.ieee.org/document/6601105/,http://dx.doi.org/10.1109/emr.2013.6601105,,10.1109/emr.2013.6601105,2160533155,,0,,27,false,,
014-734-678-406-567,Value Created through CSR Measurement Possibilities,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Donatas Jonikas,"Abstract This paper present a conceptual framework for measurement of value created through CSR. The method of GQM (Basili et al., 1994) was chosen for creating this value measurement framework. The framework takes in to account value creation possibilities through all four responsibility types proposed by Carroll (1999) and considers aspects of shared value (Porter and Kramer, 2011). Further adjustments of this framework will be made after surveying experts of CSR and VCC. Development of such framework would allow to measure all value created through CSR independently who has received it – company, stakeholders or society.",156,,189,193,Accounting; Corporate social responsibility; GQM; Conceptual framework; Business value; Value (economics); Measure (data warehouse); Value creation; Computer science; Knowledge management; Creating shared value,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814059898 http://www.sciencedirect.com/science/article/pii/S1877042814059898 https://core.ac.uk/display/82090880 https://core.ac.uk/download/pdf/82090880.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.169,,10.1016/j.sbspro.2014.11.169,2092053276,,0,003-444-373-225-904; 004-872-818-740-528; 004-874-828-398-702; 009-923-493-984-709; 015-817-725-721-931; 026-197-051-291-561; 026-398-912-819-315; 039-068-175-074-674; 043-503-110-770-298; 046-734-966-978-86X; 071-002-469-139-320; 074-397-831-366-04X; 080-182-758-749-595; 087-685-775-105-934; 088-467-512-952-139; 092-655-847-198-572; 103-310-924-583-057; 106-150-258-807-037; 112-294-574-198-915; 118-013-216-581-193; 127-304-486-449-949; 139-641-412-398-758; 154-504-452-128-157; 162-290-133-902-677; 166-624-842-697-605; 172-793-201-681-376; 179-267-105-217-578; 185-146-023-418-268; 192-998-368-477-283,9,true,,gold
014-875-825-703-721,Corporate Social Responsibility and Sustainable Development: The Role of Community Relations,,2019,journal article,New Media and Mass Communication,,"International Institute for Science, Technology and Education",,,"This paper examines the relevance of corporate social responsibility and community relations on national development in this 21 century in Nigeria. The concept of corporate social responsibility emerged from the voice that required business community to examine the ethical or moral principles in order to minimize problems in the business environment and maximize the public good. It is also a social investment and an opportunity to portray goodwill within the organizational host communities. While, community relations is  said to be a public relations activity that tends to foster and nurture good neighborliness with its host community in the reciprocal interests of all concerned. This paper employed empirical secondary data, and adopted corporate social responsibility theory and development communication theory. The finding of the study emphasizes that, it is evident to corporal bodies that unless there is conducive atmosphere in their locations, they cannot operate successfully. And recommends that the company official should understand the geo-political, geo-economic and geo-social behavours of the community concerned, in order to foster harmonious co-existence. Also, should not overlook the role of community relations in creating, promoting and sustaining a good community environment. Therefore, it concludes that, to effect proper development in Nigeria, corporal social responsibility and the community relations practice should be the organizational watchword in order to foster growth and development in Nigeria KEYWORDS: Corporal Social Responsibility, Community, Community Relations, Sustainable Development DOI: 10.7176/NMMC/83-06 Publication date:September 30th 201",,,,,Sustainable development; Corporate social responsibility; Business; Community development; Political science; Environmental planning; Environmental ethics,,,,,https://core.ac.uk/download/pdf/234653655.pdf,http://dx.doi.org/10.7176/nmmc/83-06,,10.7176/nmmc/83-06,,,0,,0,true,cc-by,hybrid
014-921-846-851-816,Corporate Social Responsibility in China: Current Issues and Their Relevance for Implementation of Law,2005-04-10,2005,journal article,The Copenhagen Journal of Asian Studies,13954199,Copenhagen Business School,Denmark,Karin Buhmann,"Following an introduction to the issue of Corporate Social Responsibility (CSR) and recent developments that indicate a growing interest with CSR in China, this paper discusses some of the issues concerning law in China, in particular effectiveness of labour law and its implementation at local level. The indications are that CSR may have relevance as a modality for strengthening the implementation of law in China. Examples are given of how some CSR-conscious foreign companies that work in or supply from China handle social and environmental responsibility, and tentative perspectives of CSR in China are suggested, with regard to a possible impact on the implementation of law.",22,1,62,91,Labour law; Accounting; Corporate social responsibility; Relevance (law); Human rights; Work (electrical); Political science; China; Law; Compliance (psychology); Sustainability,,,,,http://ej.lib.cbs.dk/index.php/cjas/article/viewFile/521/551 https://research.cbs.dk/en/publications/corporate-social-responsibility-in-china-current-issues-and-their https://rauli.cbs.dk/index.php/cjas/article/viewFile/521/551 https://portal.findresearcher.sdu.dk/en/publications/corporate-social-responsibility-in-china-current-issues-and-their https://rauli.cbs.dk/index.php/cjas/article/view/521 https://rauli.cbs.dk/index.php/cjas/article/download/521/551 https://core.ac.uk/download/pdf/236999975.pdf,http://dx.doi.org/10.22439/cjas.v22i1.521,,10.22439/cjas.v22i1.521,1498313876,,0,006-271-751-466-77X; 006-868-259-229-264; 015-201-001-588-340; 018-725-942-528-573; 020-473-583-818-184; 022-955-241-407-267; 046-043-291-706-328; 081-045-237-887-63X; 094-285-908-871-407; 105-146-397-585-608; 126-534-257-388-561; 159-196-524-170-902; 177-591-536-162-363; 188-972-937-511-788,29,true,cc-by,gold
015-085-862-438-197,The Governance of Corporate Sustainability in the Middle East: Preliminary Insights,2020-06-30,2020,journal article,Journal of Business and Social Review in Emerging Economies,25190326; 2519089x,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Zeeshan Mahmood; Maha Faisal Alsayegh,"This paper explores the extent to which companies incorporate best practices for the governance of sustainability in the Middle East. The empirical content in this paper is based on the analysis of company’s disclosures in the annual and sustainability reports of fifteen companies from the Middle East that are listed in the SP/Hawkamah Pan Arab ESG Index. The research presented in this paper shed the light on some of the practices currently being employed in Middle Eastern companies to govern and manage their sustainability strategies. This study found that top Middle Eastern companies are catching up the global best practices in incorporating sustainability into some structures and processes. However, sustainability governance structures and processes where middle eastern companies are lagging include sustainability committee at board-level, sustainability related mission, vision and values, sustainability assurance, sustainability related trainings and separate sustainability department. In addition, this paper provide several illustrations of how top middle eastern companies are exhibiting sustainability governance structures and processes in their sustainability reports. This information can be used to better understand the state of play of sustainability governance in the middle east and can inform the policy makers for the possibility of regulation in this area. This research is equally beneficial for companies and managers in benchmarking their practices against sustainability leaders and to learn how to embed sustainability into their business practices.&&&",6,2,715,731,Accounting; Business; Content analysis; Best practice; Corporate sustainability; Lagging; Middle East; Corporate governance; Sustainability; Benchmarking,,,,,https://ideas.repec.org/a/src/jbsree/v6y2020i2p715-731.html https://core.ac.uk/download/328143358.pdf,http://dx.doi.org/10.26710/jbsee.v6i2.1219,,10.26710/jbsee.v6i2.1219,3038588630,,0,001-193-884-669-551; 008-134-323-755-040; 011-925-561-525-602; 014-438-048-968-489; 038-187-862-488-735; 040-541-129-600-684; 041-785-810-131-898; 043-700-426-864-98X; 047-369-223-105-180; 057-190-715-803-084; 068-290-739-754-229; 070-051-909-647-949; 072-454-518-595-335; 072-463-526-642-028; 075-997-584-837-320; 087-088-427-232-43X; 093-644-093-645-251; 096-819-791-817-947; 100-018-440-203-612; 102-535-558-337-569; 104-361-143-396-781; 106-019-895-308-595; 109-415-457-614-254; 110-761-262-992-519; 112-136-227-658-709; 114-135-115-851-828; 141-641-322-260-255; 147-350-365-140-542; 152-089-197-951-104; 176-636-904-239-185,1,true,cc-by-nc,gold
015-205-189-975-286,Sharing vocabularies: towards horizontal alignment of values-driven business functions,2018-05-23,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mollie Painter; Sareh Pouryousefi; Sally Hibbert; Jo-Anna Russon,"This paper highlights the emergence of different ‘vocabularies’ that describe various values-driven business functions within large organisations and argues for improved horizontal alignment between them. We investigate two established functions that have long-standing organisational histories: Ethics and Compliance (E&C) and Corporate Social Responsibility (CSR). By drawing upon research on organisational alignment, we explain both the need for and the potential benefit of greater alignment between these values-driven functions. We then examine the structural and socio-cultural dimensions of organisational systems through which E&C and CSR horizontal alignment can be coordinated to improve synergies, address tensions, and generate insight to inform future research and practice in the field of Business and Society. The paper concludes with research questions that can inform future scholarly research and a practical model to guide organizations’ efforts towards inter-functional, horizontal alignment of values-driven organizational practice.",155,4,965,979,Business ethics; Corporate social responsibility; Business; Quality of Life Research; Field (Bourdieu); Compliance (psychology); Organizational practice; Research questions; Knowledge management,,,,,https://link.springer.com/content/pdf/10.1007/s10551-018-3901-7.pdf http://eprints.nottingham.ac.uk/49555/ https://philpapers.org/rec/PAISVT https://dialnet.unirioja.es/servlet/articulo?codigo=7374453 https://nottingham-repository.worktribe.com/output/933917 https://ideas.repec.org/a/kap/jbuset/v155y2019i4d10.1007_s10551-018-3901-7.html https://link.springer.com/article/10.1007/s10551-018-3901-7 https://core.ac.uk/download/146492184.pdf,http://dx.doi.org/10.1007/s10551-018-3901-7,,10.1007/s10551-018-3901-7,2786233225,,0,002-065-143-635-661; 002-916-689-306-66X; 003-090-247-441-002; 003-498-945-417-850; 003-540-184-791-173; 003-605-839-435-343; 005-213-346-189-498; 006-804-351-454-760; 007-951-110-371-450; 008-618-474-095-415; 010-273-283-483-918; 010-417-212-207-756; 011-371-887-881-55X; 013-858-820-525-515; 014-279-750-052-045; 015-574-759-409-256; 018-633-424-296-938; 021-290-763-481-261; 022-094-402-462-901; 023-299-028-044-034; 023-693-865-715-486; 024-713-338-723-670; 025-944-119-031-986; 026-197-051-291-561; 026-309-704-636-111; 026-754-302-737-919; 026-895-802-475-205; 028-078-913-966-35X; 030-463-686-929-657; 033-909-936-100-554; 034-480-811-907-204; 035-556-471-787-086; 035-987-568-846-788; 037-209-808-166-506; 040-344-640-544-410; 040-578-793-420-170; 041-634-627-838-715; 042-783-924-436-777; 044-379-473-882-900; 045-198-645-689-458; 047-017-561-246-26X; 047-504-378-155-720; 049-041-837-208-639; 049-343-308-255-927; 050-187-110-687-218; 055-127-219-449-931; 055-240-353-445-83X; 055-456-778-197-651; 063-852-849-676-110; 064-055-078-781-450; 064-259-817-997-672; 068-133-363-476-179; 072-831-693-642-611; 072-907-146-920-609; 078-043-943-840-33X; 078-237-197-615-207; 081-220-734-335-268; 082-171-985-858-889; 082-815-961-326-23X; 082-834-688-685-525; 086-455-501-443-530; 086-806-368-662-479; 087-994-379-164-499; 092-588-906-414-400; 092-655-847-198-572; 093-599-974-666-052; 097-106-240-878-31X; 098-700-441-844-448; 100-456-092-421-946; 101-503-717-631-528; 102-342-642-803-541; 102-497-205-334-931; 104-905-649-240-488; 107-274-748-521-438; 107-309-665-333-797; 107-355-291-666-358; 108-608-622-604-354; 108-634-859-488-864; 110-945-323-967-656; 111-141-823-258-031; 112-595-278-796-24X; 112-631-921-152-589; 113-774-324-419-999; 114-162-889-536-921; 115-373-591-444-545; 118-973-012-347-256; 122-996-499-278-833; 123-242-545-379-340; 127-356-618-215-912; 130-387-676-928-46X; 136-485-190-361-798; 137-687-851-781-717; 138-640-592-804-256; 139-385-233-463-630; 139-641-412-398-758; 141-887-829-607-422; 147-745-162-408-322; 147-906-031-463-166; 149-868-906-484-698; 150-756-983-846-92X; 152-090-974-145-229; 154-043-332-991-168; 154-529-490-924-235; 156-628-929-193-587; 163-113-889-893-140; 164-324-872-347-991; 166-319-166-300-914; 167-756-664-715-081; 171-501-948-286-880; 175-732-462-285-398; 181-658-608-151-750; 182-199-495-327-639; 182-867-587-691-99X; 184-279-347-771-968; 185-039-095-057-891,10,true,cc-by,hybrid
015-224-289-775-533,"Heritage tourism, CSR and the role of employee environmental behaviour",,2015,journal article,Tourism Management,02615177,Elsevier BV,United Kingdom,Victoria K. Wells; Danae Manika; Diana Gregory-Smith; Babak Taheri; Clair McCowlen,"Although research on corporate social responsibility (CSR) has grown steadily, little research has focused on CSR at the individual employee level within cultural heritage tourism. This article sheds light on the antecedents of employee environmental behaviour and the effects of a social marketing intervention in a tourism organisation using a mixed methods longitudinal approach. Qualitative results (from 68 respondents) suggest knowledge and awareness of environmental solutions are often lacking while quantitative results (from two surveys with 237 and 96 employees) highlight the influence of motivations, perceived potential to change and perceived information adequacy on employees' satisfaction with their environmental behaviour. Additionally, a proxy measure of actual behaviour change, energy usage, is reported, highlighting the intervention's success in changing actual behaviour. The paper highlights the need for managers to increase knowledge and self-efficacy and to carefully consider how varying motivations and barriers might explain differences across organisational sites when designing interventions.",48,,399,413,Corporate social responsibility; Business; Marketing; Tourism; Human resource management; Accountability; Social marketing; Cultural tourism; Heritage tourism; Public relations; Cultural heritage,,,,,https://bura.brunel.ac.uk/bitstream/2438/20785/2/FullText.pdf https://www.cabdirect.org/abstracts/20153115627.html https://eprints.ncl.ac.uk/249539 https://dro.dur.ac.uk/14427/ https://researchportal.hw.ac.uk/en/publications/heritage-tourism-csr-and-the-role-of-employee-environmental-behav https://www.cabdirect.org/cabdirect/abstract/20153115627 https://ideas.repec.org/a/eee/touman/v48y2015icp399-413.html https://bura.brunel.ac.uk/handle/2438/20785 https://www.sciencedirect.com/science/article/abs/pii/S026151771400257X https://eprints.whiterose.ac.uk/122428/ https://core.ac.uk/display/42125508 https://core.ac.uk/download/pdf/42125508.pdf,http://dx.doi.org/10.1016/j.tourman.2014.12.015,,10.1016/j.tourman.2014.12.015,2022745772,,0,000-831-653-413-02X; 000-948-576-359-873; 002-228-307-954-284; 004-305-955-542-666; 004-594-869-882-246; 005-307-278-346-910; 009-024-987-910-508; 009-058-829-827-288; 011-590-695-084-476; 013-796-317-992-537; 015-122-707-832-776; 019-811-373-223-119; 020-208-075-175-648; 020-511-142-318-461; 020-713-760-294-79X; 020-935-771-336-282; 022-129-157-860-275; 022-478-934-771-708; 023-088-913-035-229; 023-240-537-988-555; 023-612-970-481-16X; 024-030-142-883-047; 024-700-284-292-103; 027-008-567-891-999; 027-770-393-928-687; 029-960-448-689-266; 030-351-867-629-34X; 030-607-010-309-052; 031-691-050-189-148; 031-832-434-085-272; 033-171-354-077-456; 033-576-819-627-450; 036-663-468-610-597; 036-693-717-866-153; 037-003-019-537-649; 037-550-015-414-716; 040-736-648-978-814; 041-134-182-769-233; 044-686-753-444-18X; 046-378-384-097-554; 046-389-853-722-804; 047-460-128-505-546; 047-485-283-483-886; 051-296-132-385-789; 051-467-227-466-26X; 052-991-450-030-167; 054-929-690-860-907; 055-385-672-098-772; 056-128-313-299-467; 056-473-666-394-440; 058-123-758-931-541; 058-503-747-579-145; 062-255-812-321-023; 066-140-281-101-376; 067-425-809-552-219; 070-182-066-995-653; 070-248-935-188-407; 071-238-443-369-022; 072-730-746-170-775; 075-158-056-476-51X; 075-861-992-078-455; 079-274-439-574-452; 079-390-870-929-802; 080-473-736-245-345; 081-169-649-835-750; 082-426-271-997-838; 086-192-193-330-056; 087-832-951-222-353; 088-436-823-682-293; 088-786-421-434-115; 089-015-720-781-011; 090-385-768-259-998; 090-497-623-639-769; 097-112-428-477-404; 099-085-870-469-302; 099-095-725-205-22X; 099-167-496-298-409; 104-375-479-972-153; 107-150-172-527-41X; 108-017-663-054-016; 109-436-175-284-683; 113-043-784-215-699; 119-604-407-965-529; 120-365-404-496-499; 123-096-303-538-959; 126-900-395-867-410; 127-629-056-629-021; 131-447-132-978-766; 139-017-608-790-322; 141-211-062-747-314; 147-316-748-518-216; 149-574-821-306-522; 151-065-093-320-452; 153-758-887-592-286; 158-844-776-138-446; 160-034-774-619-227; 177-140-867-584-613; 178-134-053-463-658; 179-704-367-917-307; 189-239-854-254-258,100,true,cc-by-nc-nd,green
015-303-537-792-056,Encouraging Investors to Enable Corporate Sustainability Transitions: The Case of Responsible Investment in France,2019-05-14,2019,journal article,Organization & Environment,10860266; 15527417,SAGE Publications,United States,Patricia Crifo; Rodolphe Durand; Jean-Pascal Gond,"This paper studies the case of the socially responsible investment (SRI) industry in France. This case accounts for how the SRI category and practices have successfully moved from the margins of the industry in the late 1990s to become mainstream over two decades. We bring to the forefront the importance of three complementary factors in the process of causing corporations to transition toward more sustainable businesses: the role of investors and, in particular, institutional investors; the importance of the presence of a clear category definition and of intermediary organizations, providing ratings, scores, and other calculative devices; and the role of governments and regulators. With other studies, this case stresses the fundamental influence of investors in how corporations manage sustainability transitions.",32,2,125,144,Business; Public good; Institutional investor; Investment (macroeconomics); Corporate sustainability; Mainstream; Socially responsible investment; Market economy; Process (engineering); Sustainability,,,,,https://openaccess.city.ac.uk/id/eprint/22405/ http://journals.sagepub.com/doi/10.1177/1086026619848145 https://journals.sagepub.com/doi/10.1177/1086026619848145 https://core.ac.uk/download/217255291.pdf,http://dx.doi.org/10.1177/1086026619848145,,10.1177/1086026619848145,2946212824,,0,014-975-843-933-30X; 014-981-424-763-706; 016-792-414-918-233; 017-771-076-509-798; 019-910-444-030-351; 020-716-206-356-221; 024-887-112-928-518; 028-642-431-099-358; 030-752-062-304-270; 039-226-894-639-126; 039-848-598-214-381; 040-507-542-394-926; 041-886-975-591-908; 048-777-855-647-403; 050-218-912-345-091; 050-775-420-675-969; 054-250-744-697-13X; 054-414-973-525-233; 055-591-150-582-601; 057-881-917-643-368; 058-433-057-085-294; 060-361-842-553-833; 061-648-260-429-159; 064-882-316-547-547; 066-208-044-793-59X; 070-332-329-064-967; 071-339-361-313-159; 077-532-930-887-914; 079-796-818-667-403; 082-171-985-858-889; 087-011-699-374-540; 088-233-687-029-248; 092-125-541-119-749; 094-261-583-445-533; 094-817-804-176-797; 103-731-319-700-070; 104-329-404-127-628; 108-145-740-831-496; 108-551-377-212-87X; 109-888-351-405-788; 131-872-535-897-589; 133-633-525-411-789; 138-389-886-298-697; 142-959-419-810-264; 145-324-871-486-034; 168-322-456-965-359; 195-459-088-993-271,24,true,,green
015-367-533-447-653,Pendekatan Terintegrasi Corporate Social Responsibility Perbankan Syariah dalam Pengentasan Kemiskinan di Jawa Timur,2016-12-31,2016,journal article,Al Tijarah,25282948; 24604089,Universitas Darussalam Gontor,,Ahmad Hudaifah,"As one of Indonesian province playing barometer for the development of Islamic economic and Muslim aspiration, the Islamic banking presence in East Java is expected to have broader social role in poverty alleviation process. Through synergy process with stakeholders, a relatively new approach to support government program needs to be analyzed its feasibility. Study about integrated approaches on corporate social responsibility is necessary to undertake in order to comprehend the possible space and opportunity in enhancing East Java’s poverty reduction program. Methodology of study employing qualitative analysis with library research is done to answer potency and feasibility of CSR program in East Java. The result of study has concluded that although CRS concept is not relatively new in Islamic Economics, this strategy has been selected to sound inclusive and acceptable terminology for stakeholders involved. Integrated-CSR strategy approaches led by Islamic banking require an institution (SPV-special purpose vehicles) that can manage CSR fund productively and sustainably. This program must be supported by the availability of zakat (alms) fund as the pillars to provide basic needs for the poor. After the poor people (dhuafa) are able to fulfill their basic needs, the East Java’s micro-enterprises programs are effectively introduced in empowering them.",2,2,146,168,Corporate social responsibility; Government; Political science; Poverty; Basic needs; Islamic economics; Public relations; Islam; Economic growth; Terminology; Java,,,,,https://ejournal.unida.gontor.ac.id/index.php/altijarah/article/download/740/639 https://ejournal.unida.gontor.ac.id/index.php/altijarah/article/view/740 https://core.ac.uk/display/88495404 https://core.ac.uk/download/pdf/235573542.pdf,http://dx.doi.org/10.21111/tijarah.v2i2.740,,10.21111/tijarah.v2i2.740,2603089063,,0,,0,true,cc-by-nc-sa,gold
015-434-004-803-648,The Impact of Corporate Social Responsibility on Firm’s Financial Performance,2018-09-02,2018,journal article,Information Management and Business Review,22203796,AMH International Conferences and Seminars Organizing LLC,,Tanveer Ahmed; Babar Zaheer Butt; Waleed Khalid Majeed,"Corporate Social Responsibility (CSR) is now an integral part of business model of most of the modern organizations. Companies are making efforts to play their role in improving society in one or other ways. The scope of efforts ranges from donating money to nonprofit organizations to employing environmental-friendly policies in their workplace. As per the general global perception the corporate sector of Pakistan has been lacking behind in respect of CSR implementation. It has largely concentrated on profit minting rather than taking care of the welfare aspects of employees and other stakeholders. This attitude has affected the business and as a result industry has failed to keep pace with the modern industry. The objective of this study is to analyze the impact of CSR on firm’s financial performance. The research therefore predicates that increase in CSR activities of poor CSR firms shall have a negative effect on the company’s financial performance. Whereas, Middle CSR firms having a positive relationship with Excess Value (EV) will enhance the project performance, financial stature and future prospect of the firms. However, the firms with the best CSR will always have a positive relationship with the firm’s financial performance but its impact will not be observed significantly on the firm’s financial condition.",10,2,30,37,Welfare; Accounting; Business sector; Corporate social responsibility; Business; Profit (economics); Perception; Pace; Financial performance; Business model,,,,,https://ideas.repec.org/a/rnd/arimbr/v10y2018i2p30-37.html https://core.ac.uk/download/288022447.pdf,http://dx.doi.org/10.22610/imbr.v10i2.2390,,10.22610/imbr.v10i2.2390,2979480351,,0,,0,true,cc-by,hybrid
015-568-205-682-866,The Relationship between Performance Measurement and Sustainability Reporting: A Literature Review,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Maria-Teresa Speziale; Lina Klovienė,"Abstract This paper presents results of scientific literature highlighting how PMS and CSR have progressively increased their importance within organizations, expanding their areas of impact and measurement tools. The scoping literature review has also shown a relationship between PMS and CSR in terms of integrated ownership and in supporting the decision-making process at different stages: planning, control, and reporting and also further directions for researches are indicated.",156,,633,638,Accounting; Corporate social responsibility; Performance measurement; Business; Process management; Control (management); Sustainability reporting; Scientific literature; Process (engineering); Sustainability,,,,,https://core.ac.uk/display/82023457 https://cyberleninka.org/article/n/260245.pdf https://cyberleninka.org/article/n/260245 https://www.sciencedirect.com/science/article/pii/S1877042814060741 https://core.ac.uk/download/pdf/82023457.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.254,,10.1016/j.sbspro.2014.11.254,1963935489,,0,000-940-087-525-141; 003-569-703-909-049; 004-930-228-159-381; 012-886-755-613-026; 018-633-424-296-938; 020-959-911-233-135; 024-838-591-732-000; 025-883-275-487-436; 029-335-404-523-56X; 031-132-049-399-550; 034-323-898-578-095; 039-331-364-994-600; 040-122-912-492-930; 041-897-677-484-331; 041-992-864-480-948; 043-906-778-050-14X; 045-066-685-752-533; 045-400-085-430-11X; 045-400-265-353-238; 048-840-686-731-012; 053-344-569-960-834; 055-122-756-950-083; 060-437-499-005-001; 061-152-288-443-906; 061-270-232-131-118; 063-852-849-676-110; 075-575-070-348-52X; 081-478-500-966-938; 088-636-944-568-901; 096-293-386-633-93X; 096-691-672-570-179; 099-095-725-205-22X; 104-706-964-601-907; 106-432-551-508-197; 109-797-760-995-914; 127-245-670-262-773; 130-026-152-820-438; 139-641-412-398-758; 141-769-584-822-775; 145-883-254-341-172; 149-736-663-059-026; 179-228-856-853-40X; 195-695-034-477-524,13,true,,gold
015-609-850-102-180,Práticas contenciosas de responsabilidade social corporativa pela British American Tobacco nos Camarões,2017-06-08,2017,journal article,Conjuntura Austral,21788839,Universidade Federal do Rio Grande do Sul,,Kingsly Awang Ollong,"Since the mid-1980s, tobacco companies have intensified market expansion strategies in several African countries. They have used music to target youths and children. They organised fashion shows to entice women into smoking. They offered kids free cigarettes on the streets and for a very long time undermined efforts by governments to put in place effective tobacco legislation. They actively participated in the smuggling of tobacco products into the continent. Worse still, tobacco companies persuaded some African governments to promote tobacco cultivation as a major source of foreign earnings. And in recent years, the tobacco industry has resorted to using Corporate Social Responsibility (CSR) to massage its image and cover its tracks. British American Tobacco (BAT), which is the focus of this paper, had a virtual monopoly in parts of Africa, both in terms of tobacco manufacturing and sales of cigarettes. In eleven African countries BAT had more than a 90% share of the cigarette market. This paper examines some of the health, social and economic impacts of BAT’s activities in Africa from 1985 to 2010 using Cameroon as a case study. The paper concludes that though the full effects of rising tobacco consumption (namely a steep rise in smoking-induced illness and premature death) was at the dawn of the 21 st century, Africa was already in the grip of a major tobacco epidemic. There is no doubt therefore that, BAT’s heavy footprint on the African continent wreaked havoc on the economy, health and welfare of the people, thus partially contributing to the non-realisation of the Millennium Development Goals (MDGs) that were designed to help the world’s poorest people.",8,41,86,105,Welfare; Cultivation of tobacco; Corporate social responsibility; Political science; Economic impact analysis; Legislation; Millennium Development Goals; Monopoly; Tobacco industry; Economic growth,,,,,https://seer.ufrgs.br/index.php/ConjunturaAustral/article/view/70223 https://seer.ufrgs.br/ConjunturaAustral/article/download/70223/41692 https://core.ac.uk/display/88831181 https://core.ac.uk/download/335029118.pdf,http://dx.doi.org/10.22456/2178-8839.70223,,10.22456/2178-8839.70223,2623746862,,0,,0,true,cc-by-nc-sa,gold
015-679-862-065-827,Do Political Connections Buffer Firms from or Bind Firms to the Government? A Study of Corporate Charitable Donations of Chinese Firms,,2016,journal article,Organization Science,10477039; 15265455,Institute for Operations Research and the Management Sciences (INFORMS),United States,Jianjun Zhang; Christopher Marquis; Kunyuan Qiao,"Do political connections buffer firms from or bind firms to the government? To examine this theoretical puzzle, we distinguish two types of managerial political connections, ascribed and achieved, ...",27,5,1307,1324,Government; Economics; Resource dependence theory; Market economy; Public relations; Politics,,,,,https://dx.doi.org/10.1287/orsc.2016.1084 https://doi.org/10.1287/orsc.2016.1084 https://pubsonline.informs.org/doi/10.1287/orsc.2016.1084 https://dialnet.unirioja.es/servlet/articulo?codigo=5706525 https://EconPapers.repec.org/RePEc:inm:ororsc:v:27:y:2016:i:5:p:1307-1324 https://ideas.repec.org/a/inm/ororsc/v27y2016i5p1307-1324.html https://dl.acm.org/doi/10.1287/orsc.2016.1084 http://doi.org/10.1287/orsc.2016.1084 https://dblp.uni-trier.de/db/journals/orgsci/orgsci27.html#ZhangMQ16 http://dx.doi.org/10.1287/orsc.2016.1084 http://ecommons.cornell.edu/bitstream/1813/44733/2/Zhang%20Marquis%20Qiao%202016%20Organization%20Science.pdf,http://dx.doi.org/10.1287/orsc.2016.1084,,10.1287/orsc.2016.1084,2525260579,,0,000-071-607-559-555; 000-663-909-364-875; 001-122-311-780-297; 002-026-122-868-261; 002-801-540-096-887; 004-129-641-268-983; 006-115-281-645-567; 006-617-125-525-192; 007-536-830-700-015; 007-841-462-262-701; 012-108-532-998-095; 013-530-727-633-352; 015-008-609-623-453; 015-591-093-013-937; 017-288-644-305-938; 017-842-105-849-325; 018-803-079-691-177; 021-429-244-812-982; 022-342-814-884-131; 022-751-095-279-863; 028-326-323-937-41X; 028-495-369-487-554; 030-293-600-012-479; 032-438-247-629-87X; 032-830-647-676-081; 034-592-173-316-712; 036-873-584-532-640; 037-274-295-240-934; 038-806-075-732-196; 039-481-464-130-221; 042-063-118-553-690; 042-181-502-852-705; 042-343-417-953-199; 044-292-715-122-487; 044-836-537-853-764; 045-651-413-534-310; 046-165-382-970-445; 049-326-308-596-428; 052-154-907-844-569; 055-110-685-026-193; 056-637-735-228-656; 056-902-125-980-124; 057-328-426-692-540; 057-772-085-648-015; 058-558-322-986-771; 058-795-980-860-694; 059-803-995-984-28X; 061-931-442-462-033; 062-237-207-222-191; 064-361-321-854-708; 068-204-639-812-272; 069-915-642-993-796; 071-984-513-181-32X; 072-406-253-389-942; 074-655-010-522-657; 081-245-069-179-779; 081-334-665-115-995; 081-602-108-552-429; 083-178-155-814-228; 083-348-243-970-57X; 083-450-648-670-525; 085-499-555-575-887; 086-604-388-863-037; 086-825-334-503-254; 087-542-294-455-329; 089-181-203-312-026; 093-673-173-331-116; 095-393-617-263-270; 097-860-037-444-879; 099-354-100-975-834; 103-811-154-983-884; 111-929-052-318-393; 114-629-621-590-288; 114-845-371-497-06X; 115-482-499-323-938; 116-915-289-895-177; 123-694-573-650-975; 128-919-236-276-878; 130-492-224-597-684; 137-142-252-339-871; 137-952-708-231-880; 138-697-659-060-130; 139-576-477-079-696; 148-690-223-294-885; 156-871-166-211-352; 164-618-460-595-167; 166-591-176-767-553; 167-999-949-731-567; 172-439-479-467-487; 179-700-938-279-946; 184-645-827-882-648; 192-168-581-479-963; 198-030-524-322-966,178,true,,green
015-746-951-617-707,Exploring customer loyalty at bottom of the pyramid in South Asia,2013-07-26,2013,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Fara Azmat; Ramanie Samaratunge,"Purpose – The purpose of this paper is to provide insights into the under‐researched area of social responsibility of small scale individual entrepreneurs (SIEs) and how that impacts on customer loyalty at the bottom of the pyramid (BoP) in the context of South Asia.Design/methodology/approach – Drawing from the literature, the paper expands and builds on the previous work of Azmat and Samaratunge on SIEs and develops a set of propositions that provide insights into the probable link between customer awareness, responsible business practices of SIEs and customer loyalty at the BoP level.Findings – Findings highlight the uniqueness of SIEs, BoP customers and the contextual variables in developing countries. The authors further contribute to knowledge by developing the concept of blind customer loyalty, where SIEs are likely to experience customer loyalty regardless of being socially responsible.Research limitations/implications – Given the limited literature on the social responsibility practices of SIEs, ...",9,3,379,394,Corporate social responsibility; Business; Loyalty business model; Social responsibility; Marketing; Work (electrical); Bottom of the pyramid; Context (language use); Public relations; Scale (social sciences); Developing country,,,,,https://econpapers.repec.org/RePEc:eme:srjpps:v:9:y:2013:i:3:p:379-394 https://ideas.repec.org/a/eme/srjpps/v9y2013i3p379-394.html https://www.emerald.com/insight/content/doi/10.1108/SRJ-09-2011-0077/full/html https://www.emerald.com/insight/content/doi/10.1108/SRJ-09-2011-0077/full/pdf?title=exploring-customer-loyalty-at-bottom-of-the-pyramid-in-south-asia http://dro.deakin.edu.au/eserv/DU:30057903/azmat-exploringcustomer-2013.pdf http://emeraldinsight.com/doi/pdfplus/10.1108/srj-09-2011-0077 http://dro.deakin.edu.au/view/DU:30057903 https://research.monash.edu/en/publications/exploring-customer-loyalty-at-bottom-of-the-pyramid-in-south-asia http://hdl.handle.net/10536/DRO/DU:30057903,http://dx.doi.org/10.1108/srj-09-2011-0077,,10.1108/srj-09-2011-0077,2121410033,,0,001-293-497-423-461; 001-640-100-466-724; 003-122-013-067-699; 003-130-293-309-911; 008-578-623-283-484; 009-050-734-816-942; 010-583-807-804-027; 015-999-921-788-017; 020-633-511-474-298; 027-713-509-971-230; 027-974-052-497-705; 038-955-989-882-886; 041-204-989-197-871; 041-296-433-480-744; 041-433-725-130-322; 042-807-425-625-032; 043-605-651-281-566; 044-945-114-423-239; 045-385-511-579-046; 046-348-959-686-169; 047-460-128-505-546; 047-817-677-684-62X; 048-416-822-092-911; 053-195-536-333-811; 053-235-285-847-415; 054-493-436-652-868; 054-744-184-822-931; 055-127-219-449-931; 057-809-340-272-374; 058-876-918-273-223; 061-032-025-769-668; 061-067-582-905-140; 061-393-471-428-365; 062-110-807-031-390; 063-365-137-001-053; 064-091-717-837-982; 065-327-083-453-198; 066-496-765-206-50X; 067-811-219-864-592; 068-152-893-061-45X; 068-552-243-960-077; 080-904-311-964-549; 083-826-637-958-550; 093-177-123-881-950; 094-620-439-196-263; 095-420-605-669-020; 095-655-892-043-536; 101-299-425-939-891; 105-925-876-234-744; 125-299-203-986-773; 131-180-572-109-097; 131-294-950-045-808; 133-172-099-216-374; 140-212-100-489-378; 150-756-983-846-92X; 153-905-245-264-106; 156-464-360-340-029; 164-939-083-257-820; 167-727-458-823-513; 180-688-093-507-260,16,true,,
016-340-373-281-872,Social media and CSR communication in European ports: the case of Twitter at the Port of Rotterdam,2021-11-30,2021,journal article,Maritime Business Review,23973757,Emerald,,Francesco Vitellaro; Giovanni Satta; Francesco Parola; Nicoletta Buratti,"The research objective of the paper is twofold. First, it scrutinises the current state of the art concerning adopting the most popular social media by European port managing bodies (PMBs). Second, it investigates the use of social media in the corporate social responsibility (CSR) communication strategies of European PMBs.,The paper carries out online field research on the use of social media by the top-25 European ports. Then, it provides an in-depth case study of the use of Twitter by the Port of Rotterdam for CSR communication. Finally, a content analysis of the tweets published in the 2017–2019 timeframe is performed.,Empirical results demonstrate the extensive use of social media by European PMBs to reach a wider array of stakeholders. Uneven approaches emerge considering port sizes and cultural clusters. The content analysis shows that one-third of tweets published by the Twitter account of the Port of Rotterdam address CSR issues, especially green initiatives, advocating the use of social media to communicate CSR.,The study focuses on the European domain. A broader sample of ports worldwide should be examined to further investigate the drivers affecting PMBs' strategic adoption and use of social media, mainly to communicate CSR.,The paper provides port managers with insights to strengthen CSR communication. Given the increasing pressure of the public opinion on environmental and social issues, the ability of European PMBs to communicate their CSR commitment through social media represents a key driver when searching for consensus of stakeholders and “licence to operate”.,The paper adds to the existing maritime logistics literature by introducing a promising field of research.",7,1,24,48,Field research; Public opinion; Corporate social responsibility; Business; Port (computer networking); Content analysis; Field (Bourdieu); Public relations; Social media; Social issues,,,,,https://www.emerald.com/insight/content/doi/10.1108/MABR-03-2021-0020/full/html,http://dx.doi.org/10.1108/mabr-03-2021-0020,,10.1108/mabr-03-2021-0020,3215078043,,0,002-130-271-075-951; 006-080-230-736-840; 007-064-559-150-948; 011-757-085-307-988; 012-317-310-571-679; 013-125-729-485-825; 017-355-901-975-631; 017-973-147-985-368; 018-617-758-043-615; 019-252-820-632-806; 023-686-250-053-329; 024-208-010-945-520; 028-820-224-344-284; 034-329-257-116-269; 036-240-646-267-193; 038-984-236-962-569; 040-209-583-607-857; 051-875-265-995-253; 059-684-766-735-723; 060-708-501-017-338; 061-626-452-869-442; 067-351-206-635-497; 068-463-615-709-007; 079-578-329-504-130; 081-857-908-402-271; 082-217-541-543-801; 091-250-356-990-539; 091-720-643-232-785; 092-482-142-552-727; 103-134-872-055-85X; 115-622-810-958-517; 116-952-879-606-286; 122-432-129-808-346; 129-661-140-813-916; 132-991-443-382-818; 158-318-851-114-883; 162-290-133-902-677; 182-716-369-509-362; 184-412-641-422-080,1,true,,gold
016-395-116-227-291,The paradoxical nexus between corporate social responsibility and sustainable financial performance: Evidence from the international construction business,2018-04-10,2018,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Weisheng Lu; Meng Ye; Kwong Wing Chau; Roger Flanagan,"The aim of the research is to substantiate the hypothesis of a paradoxical dynamic link between corporate social responsibility (CSR) and its material implications including sustainable corporate financial performance (CFP). By analysing a panel of 67 international construction companies from 2006 to 2015, we found that CSR programs can be detrimental to CFP in the short term but conducive to improving it in the long term. The findings of this research indicate that, in the international construction business, the impact of CSR on CFP is not immediate and unchanging, and it takes time to materialize CSR for sustainable development. A significant practical use of this research is to provide evidence for the assertion that business stakeholders should be relieved from short‐termism in assuming social responsibility. Further research is recommended to test this support in a more general business setting towards developing a general theory on CSR and sustainable development.",25,5,844,852,Accounting; Corporate social responsibility; Business; Social responsibility; Nexus (standard); Stakeholder management; Financial performance; General theory; Assertion; Sustainable development,,,,Hong Kong Research Grants Council (RGC) General Research Fund (GRF); The Charted Institute of Building (CIOB) Bowen Jenkins Legacy (BJL) Research Fund,http://hub.hku.hk/handle/10722/256249 https://ideas.repec.org/a/wly/corsem/v25y2018i5p844-852.html https://onlinelibrary.wiley.com/doi/full/10.1002/csr.1501 https://centaur.reading.ac.uk/76635/ https://core.ac.uk/download/157860629.pdf,http://dx.doi.org/10.1002/csr.1501,,10.1002/csr.1501,2808733752,,0,000-742-487-988-420; 002-664-126-254-642; 007-974-273-592-057; 008-409-497-121-54X; 011-055-938-068-901; 011-582-120-011-399; 012-933-193-842-204; 017-126-130-578-937; 019-071-793-467-741; 021-691-285-357-238; 024-471-788-237-881; 026-197-051-291-561; 027-960-406-271-715; 028-991-103-237-497; 031-251-988-286-644; 034-266-930-140-264; 040-569-546-141-292; 047-460-128-505-546; 052-217-395-578-265; 054-024-540-057-805; 055-456-778-197-651; 055-932-125-842-208; 059-327-790-869-785; 060-761-886-195-161; 061-829-988-617-171; 062-737-228-932-230; 063-321-434-085-797; 064-438-261-806-271; 064-983-128-387-606; 081-281-287-382-933; 089-377-854-280-894; 093-796-506-202-743; 102-626-590-968-284; 102-795-032-500-14X; 106-189-086-310-195; 107-150-172-527-41X; 112-565-796-968-753; 113-465-974-327-691; 117-315-753-678-393; 118-277-785-226-051; 120-298-434-641-792; 135-061-935-004-686; 137-994-583-439-180; 138-909-757-185-115; 146-657-895-578-824; 155-879-175-881-390; 166-204-621-970-742; 172-796-503-533-049,50,true,,green
016-411-180-460-079,"Corporate Social Responsibility: The Good, the Bad and the Ugly",,2008,journal article,Critical Sociology,08969205; 15691632,SAGE Publications,,Subhabrata Bobby Banerjee,"<jats:p> In this article I critically analyze contemporary discourses of corporate social responsibility and related discourses of sustainability and corporate citizenship. I argue that despite their emancipatory rhetoric, discourses of corporate citizenship, social responsibility and sustainability are defined by narrow business interests and serve to curtail interests of external stakeholders. I provide an alternate perspective, one that views discourses of corporate citizenship, corporate social responsibility, and sustainability as ideological movements that are intended to legitimize and consolidate the power of large corporations. I also problematize the popular notion of organizational `stakeholders'. I argue that stakeholder theory of the firm represents a form of stakeholder colonialism that serves to regulate the behavior of stakeholders. I conclude by discussing implications for critical management studies. </jats:p>",34,1,51,79,,,,,,https://core.ac.uk/download/76980605.pdf,http://dx.doi.org/10.1177/0896920507084623,,10.1177/0896920507084623,,,0,006-181-095-227-607; 006-328-963-809-943; 006-596-454-646-155; 011-286-975-567-513; 014-426-652-404-34X; 015-895-568-485-915; 036-559-645-580-326; 043-181-791-977-200; 055-127-219-449-931; 055-932-125-842-208; 058-877-204-675-823; 061-829-988-617-171; 068-238-936-985-060; 068-353-603-279-022; 072-816-520-999-078; 077-419-054-794-501; 082-815-961-326-23X; 085-921-682-031-840; 095-237-836-367-438; 109-404-820-617-465; 111-604-898-694-813; 115-169-628-991-246; 119-909-623-597-166; 136-360-755-220-855; 155-879-175-881-390; 156-791-386-190-75X; 159-592-129-993-014; 176-241-659-138-463; 182-460-229-135-227; 184-548-083-141-251,674,true,,green
016-630-577-616-510,Alternative Dispute Resolution for Stakeholders in International Investment Law,2012-04-04,2012,journal article,Journal of International Economic Law,13693034; 14643758,Oxford University Press (OUP),United Kingdom,David Collins,"This article discusses several alternative dispute resolution (‘ADR’) mechanisms that intend to address complaints from civil society stakeholder groups that may suffer as a consequence of foreign direct investment (‘FDI’). ADR methods such as mediation are well suited to resolving international investment disputes of this nature because these methods are more accessible to such stakeholders in the developing world where conventional fora such as civil courts may be unavailable, not independent or else too expensive. The article explores common stakeholder grievance procedures within the international development banks that fund investment projects in the developing world. It then examines the national contact points (‘NCP’) procedures established under the Organization for Economic Cooperation and Development as well as a new office maintained by the Canadian government for complaints regarding foreign investment in the extractive sector. The article concludes by recommending ways in which participation in these types of processes by investors and other stakeholders can be improved through mandatory provisions in international investment agreements (‘IIA’)s.",15,2,673,700,Alternative dispute resolution; Government; Political science; Mediation; Stakeholder; Investment (macroeconomics); Public administration; Foreign direct investment; Public relations; Civil society; International development,,,,,https://ideas.repec.org/a/oup/jieclw/v15y2012i2p673-700.html http://academic.oup.com/jiel/article-abstract/15/2/673/2193626 http://jiel.oxfordjournals.org/content/15/2/673.full.pdf https://openaccess.city.ac.uk/id/eprint/1034/ https://econpapers.repec.org/article/oupjieclw/v_3a15_3ay_3a2012_3ai_3a2_3ap_3a673-700.htm https://academic.oup.com/jiel/article-abstract/15/2/673/2193626/Alternative-Dispute-Resolution-for-Stakeholders-in https://core.ac.uk/download/2708223.pdf,http://dx.doi.org/10.1093/jiel/jgs019,,10.1093/jiel/jgs019,2767207970,,0,,1,true,,green
016-819-977-726-443,Understanding Communication of Sustainability Reporting: Application of Symbolic Convergence Theory (SCT),2018-04-20,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Mohammed Hossain; Tarikul Islam; Mahmood Ahmed Momin; Shamsun Nahar; Samsul Alam,"The purpose of this paper is to investigate the nature of rhetoric and rhetorical strategies that are implicit in the standalone sustainability reporting of the top 24 companies of the Fortune 500 Global. We adopt Bormann’s (Q J Speech 58(4):396–407, 1972) SCT framework to study the rhetorical situation and how corporate sustainability reporting (CSR) messages can be communicated to the audience (public). The SCT concepts in the sustainability reporting’s communication are subject to different types of legitimacy strategies that are used by corporations as a validity and legitimacy claim in the reports. A content analysis has been conducted and structural coding schemes have been developed based on the literature. The schemes are applied to the SCT model which recognizes the symbolic convergent processes of fantasy among communicators in a Society. The study reveals that most of the sample companies communicate fantasy type and rhetorical vision in their corporate sustainability reporting. However, the disclosure or messages are different across locations and other taxonomies of the SCT framework. This study contributes to the current CSR literature about how symbolic or fantasy understandings can be interpreted by the users. It also discusses the persuasion styles that are adopted by the companies for communication purposes. This study is the theoretical extension of the SCT. Researchers may be interested in further investigating other online communication paths, such as human rights reports and director’s reports.",160,2,1,24,Business ethics; Corporate social responsibility; Sociology; Rhetorical question; Corporate sustainability; Rhetorical situation; Sustainability reporting; Persuasion; Public relations; Symbolic convergence theory,,,,,https://ideas.repec.org/a/kap/jbuset/v160y2019i2d10.1007_s10551-018-3874-6.html http://repository.essex.ac.uk/24007/ https://econpapers.repec.org/RePEc:kap:jbuset:v:160:y:2019:i:2:d:10.1007_s10551-018-3874-6 https://philpapers.org/rec/HOSUCO https://core.ac.uk/display/159508425 https://research-repository.griffith.edu.au/handle/10072/374360 https://link.springer.com/article/10.1007/s10551-018-3874-6 https://dialnet.unirioja.es/servlet/articulo?codigo=7379508 https://dora.dmu.ac.uk/handle/2086/17074 https://research-repository.griffith.edu.au/bitstream/10072/374360/1/Hossain374360.pdf,https://ideas.repec.org/a/kap/jbuset/v160y2019i2d10.1007_s10551-018-3874-6.html,,,2801910201,,0,000-613-131-948-195; 000-802-211-273-143; 001-429-887-764-27X; 001-598-224-904-320; 001-695-911-910-022; 002-470-676-659-462; 002-484-704-347-595; 003-053-066-951-385; 003-089-105-705-22X; 005-934-198-383-001; 007-060-573-480-97X; 008-568-541-949-263; 010-321-499-951-964; 012-172-840-533-907; 012-805-278-438-570; 012-886-755-613-026; 013-075-070-969-203; 013-415-933-630-538; 013-585-741-575-812; 013-940-888-751-685; 014-104-455-433-334; 014-270-149-996-36X; 014-501-929-688-283; 014-980-505-478-363; 018-324-854-065-540; 018-856-590-695-537; 018-873-977-742-515; 019-285-892-443-992; 020-572-384-103-198; 020-583-896-563-204; 021-557-387-566-009; 021-919-538-033-564; 022-635-726-264-222; 022-676-392-143-906; 024-319-115-973-589; 025-041-256-644-503; 025-343-070-754-839; 026-074-388-304-890; 026-310-682-855-767; 026-367-151-055-952; 026-754-743-314-348; 027-610-501-516-151; 030-059-413-847-512; 032-225-042-214-903; 032-289-457-604-834; 032-957-594-850-346; 033-669-864-385-756; 034-680-355-745-016; 034-848-852-823-034; 035-005-108-667-660; 035-177-364-825-032; 035-556-471-787-086; 037-766-533-059-905; 038-899-244-061-908; 038-985-612-467-188; 039-440-741-602-450; 039-816-572-546-920; 041-506-870-208-741; 041-992-864-480-948; 043-200-840-148-259; 043-309-914-252-083; 044-828-563-038-35X; 045-201-107-411-584; 046-448-740-323-433; 046-483-414-109-961; 047-326-338-428-975; 048-084-385-775-90X; 048-638-333-300-39X; 049-299-202-388-654; 050-920-938-723-206; 051-134-895-616-555; 052-138-324-461-46X; 052-802-334-885-429; 052-995-803-653-596; 055-127-219-449-931; 055-300-952-038-226; 056-294-025-828-41X; 056-875-459-972-81X; 056-950-079-940-16X; 058-116-926-792-523; 059-132-666-093-246; 059-578-756-195-074; 061-401-114-696-852; 061-517-541-042-655; 061-987-846-331-69X; 062-209-174-499-670; 062-984-951-111-368; 063-046-483-458-808; 063-447-030-586-433; 064-091-717-837-982; 066-318-227-701-368; 067-045-240-607-339; 067-625-101-101-064; 069-591-753-734-238; 071-705-012-192-085; 075-410-355-502-097; 075-743-061-841-443; 076-367-378-612-411; 076-590-599-359-204; 077-034-203-125-575; 077-544-748-673-504; 078-569-872-243-672; 078-829-308-110-383; 079-386-637-633-472; 080-233-701-791-474; 082-072-613-240-267; 082-332-423-519-687; 082-815-961-326-23X; 083-947-192-955-357; 084-141-163-721-264; 084-798-990-750-663; 084-887-461-068-719; 086-740-221-888-626; 087-135-829-750-87X; 087-139-739-190-74X; 090-951-219-744-636; 092-235-131-089-660; 092-469-286-640-471; 095-061-657-008-222; 095-894-235-707-521; 098-926-960-817-208; 100-657-814-529-563; 101-590-306-362-536; 105-505-856-184-531; 106-315-961-318-940; 107-274-748-521-438; 108-812-328-359-35X; 113-668-058-624-076; 114-781-566-398-731; 116-580-339-940-801; 118-013-216-581-193; 118-354-522-870-183; 118-684-649-570-075; 119-397-843-207-581; 123-012-191-176-373; 123-718-094-124-496; 124-614-562-928-402; 126-619-567-094-318; 128-874-772-130-630; 131-825-389-033-552; 132-709-860-583-141; 133-442-768-984-168; 133-718-238-027-891; 141-490-065-971-949; 143-805-663-281-768; 144-920-672-345-671; 147-386-392-027-355; 147-596-036-982-247; 148-382-488-651-492; 150-454-189-284-671; 150-895-415-745-485; 151-668-877-533-061; 152-065-284-437-617; 152-779-906-681-45X; 153-047-754-666-156; 153-071-150-936-83X; 153-165-258-613-757; 153-905-245-264-106; 157-453-524-539-716; 158-225-624-492-267; 162-290-133-902-677; 163-354-953-810-58X; 164-120-129-692-364; 165-995-713-735-78X; 170-721-958-617-805; 173-804-389-980-841; 173-923-021-329-673; 174-270-834-627-804; 178-187-725-739-91X; 178-403-408-561-568; 178-628-496-923-596; 181-544-903-034-80X; 187-328-068-153-590; 189-425-082-587-026; 189-730-376-153-865; 191-158-971-193-930; 192-600-962-903-393; 193-464-576-103-550,24,false,,
016-956-997-444-057,"The effect of bad reputation: The occurrence of crisis, corporate social responsibility, and perceptions of hypocrisy and attitudes toward a company",,2016,journal article,Public Relations Review,03638111,Elsevier BV,United States,KyuJin Shim; Sung-Un Yang,"Abstract Based on attribution theory, this study examines how corporate social responsibility (CSR) and media coverage of corporate reputation, crisis, and CSR history affect the attribution of corporate hypocrisy and subsequently shape attitudes toward a company. The study found that perceptions of corporate hypocrisy mediated corporate reputation and attitudes toward a company during a crisis. The study suggested that CSR might be utilized best when a company has a good reputation with no crisis, whereas corporate hypocrisy is perceived most when a bad reputation and/or a company crisis lead the public to infer ulterior motives in CSR. Theoretical and practical implications for corporate communication and effective CSR communication strategies are discussed.",42,1,68,78,Corporate branding; Corporate social responsibility; Business; Corporate communication; Corporate security; Stakeholder; Hypocrisy; Corporate governance; Public relations; Reputation,,,,,https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5929&context=lkcsb_research https://minerva-access.unimelb.edu.au/handle/11343/220813 https://core.ac.uk/display/35456865 https://ink.library.smu.edu.sg/lkcsb_research/4930/ https://www.sciencedirect.com/science/article/pii/S0363811115001460 https://core.ac.uk/download/35456865.pdf,http://dx.doi.org/10.1016/j.pubrev.2015.11.009,,10.1016/j.pubrev.2015.11.009,2195984408,,0,005-805-453-463-041; 006-049-704-917-737; 006-191-017-398-194; 006-319-214-959-798; 009-515-430-193-544; 009-794-252-368-368; 009-802-679-801-56X; 011-840-858-856-573; 013-083-675-395-986; 023-243-846-341-855; 024-208-010-945-520; 025-724-556-647-792; 031-098-013-047-274; 032-226-726-401-253; 035-795-888-211-806; 039-539-670-059-031; 043-605-651-281-566; 045-439-147-033-127; 046-697-574-282-046; 047-084-373-523-100; 047-445-706-730-046; 048-611-476-813-248; 048-941-790-053-189; 052-173-225-455-615; 054-958-630-540-787; 061-963-694-263-942; 062-777-472-155-775; 065-220-754-840-691; 067-832-999-299-928; 076-723-856-571-916; 081-848-625-593-341; 084-725-164-042-764; 087-281-211-445-916; 090-466-728-775-503; 094-395-987-633-323; 104-091-942-289-803; 104-634-020-378-357; 131-180-572-109-097; 131-789-726-455-76X; 135-928-678-378-378; 138-558-862-769-030; 161-611-892-595-178; 162-290-133-902-677,111,true,cc-by-nc-nd,green
016-998-602-893-110,"Micro Financing Optimalization Strategy for MSMEs Development (Case Study at Kabupaten Bogor, Indonesia)",2018-05-15,2018,journal article,Indonesian Journal of Business and Entrepreneurship,24075434; 24077321,"Graduate Program of Management and Business, Bogor Agricultural University",,Ana Yuliana Jasuni; Muhammad Firdaus; Bunasor Sanim,"MSMEs have a great number of important roles in the economy of a country and should be developed and empowered. The main thing needed in the effort to boost the performance of MSME is support in terms of business funding. The impact of microfinance should be optimized through the appropriate strategies of all parties involved. Through appropriate microfinance strategies, MSMEs are expected to experience significant growth. The purpose of this research is to identify factors influencing access of micro finance and, impact of micro financing and to formulate strategy in optimizing microfinance for MSMEs in Bogor Regency. The primary data obtained from the owners of MSMEs of bag and footwear industries was were analyzed using logistic regression and rank test marked Wilcoxon. The primary data from the experts were analyzed using AHP method. The results showed that the factors that influence access to microfinance are monthly profits, total assets and savings access. Microfinance has a positive impact on almost all aspects of MSME performance. The right strategy to optimize microfinance is the CSR partnership financing program. Keywords: AHP, micro financing, MSMEs, Wilcoxon",4,2,161,161,Finance; Corporate social responsibility; Business; Wilcoxon signed-rank test; Microfinance; Micro finance; General partnership; Analytic hierarchy process,,,,,https://journal.ipb.ac.id/index.php/ijbe/article/view/19589 https://journal.ipb.ac.id/index.php/ijbe/article/download/19589/15147 https://core.ac.uk/download/pdf/230418119.pdf,http://dx.doi.org/10.17358/ijbe.4.2.161,,10.17358/ijbe.4.2.161,2892056328,,0,,0,true,cc-by,gold
017-153-048-421-678,Culture of Sustainability and Marketing Orientation of Indian Agribusiness in implementing CSR Programs—Insights from Emerging Market,2020-11-02,2020,journal article,Journal of Risk and Financial Management,19118074,MDPI AG,,Anup Raj; Andrei Kuznetsov; Thankom Arun,"The debate regarding the suitability of market orientation or culture of sustainability for corporate social responsibility (CSR) implementation and economic sustainability deserve much more scholarly attention as globalization and competition in emerging markets increases. Using qualitative content analysis of interviews with 28 senior managers of large agribusiness firms in India, this empirical article explores how market orientation or culture of sustainability affects CSR implementation, or vice versa? The findings of the study identify factors such as the nature of a firm’s business, sensitivity, commitment towards sustainable development, and pressure on profitability that prompt firms to adopt sustainability dominant, market dominant, and sustainability–market mixed corporate culture. Culture of sustainability dominant firms are likely to implement CSR more smoothly and effectively compared to firms that are driven by market orientation. Moreover, firms committed to substantial and consistent CSR are likely to induce culture of sustainability in firms. Finally, the study offers a framework that provides insights into how CSR program implementation and a culture of sustainability are complementary and could strengthen the economic sustainability of firms in emerging markets.",13,11,269,,Emerging markets; Corporate social responsibility; Business; Marketing; Globalization; Market orientation; Competition (economics); Sustainable development; Sustainability; Organizational culture,,,,,https://www.scilit.net/article/1201a153ef24d31c841783fd4cd15fe0 https://www.mdpi.com/1911-8074/13/11/269 https://ideas.repec.org/a/gam/jjrfmx/v13y2020i11p269-d438967.html https://www.mdpi.com/1911-8074/13/11/269/pdf http://clok.uclan.ac.uk/35394/ https://doaj.org/article/b111f8169c0043a9bd9dc125aae4804a https://www.econstor.eu/bitstream/10419/239358/1/1743562462.pdf https://www.econstor.eu/handle/10419/239358 https://core.ac.uk/download/345565286.pdf,http://dx.doi.org/10.3390/jrfm13110269,,10.3390/jrfm13110269,3096527339,,0,000-102-011-747-562; 000-511-268-712-901; 001-464-639-390-575; 002-351-982-810-712; 005-145-136-341-461; 007-438-704-097-033; 014-573-950-037-875; 015-323-895-735-762; 017-021-504-752-477; 018-028-320-149-129; 018-606-075-915-716; 019-897-490-995-361; 025-589-326-544-14X; 025-684-388-421-239; 025-885-727-820-308; 029-992-320-627-628; 031-974-342-280-330; 039-698-128-011-765; 041-922-220-350-28X; 043-605-651-281-566; 045-393-570-934-511; 048-813-117-966-547; 049-331-600-258-342; 050-130-506-732-583; 051-974-821-573-208; 052-590-145-504-015; 054-883-782-987-824; 060-241-763-672-74X; 064-925-829-679-26X; 066-600-110-100-795; 067-948-732-472-781; 069-259-438-012-556; 071-514-999-757-598; 072-944-398-606-07X; 073-686-857-965-280; 076-924-879-812-939; 078-850-226-199-392; 079-947-181-682-299; 098-653-722-977-213; 101-903-378-658-429; 105-357-871-845-623; 117-171-040-093-010; 118-354-522-870-183; 123-700-015-783-843; 124-196-669-998-17X; 127-356-618-215-912; 127-569-142-433-824; 135-785-693-934-39X; 139-805-185-089-522; 142-752-760-620-351; 162-290-133-902-677; 163-020-421-050-727; 166-204-621-970-742; 169-814-550-629-738; 173-647-542-535-36X,2,true,cc-by,gold
017-153-173-809-639,Determinan Pengungkapan Tanggung Jawab Sosial Perusahaan dan Nilai Perusahaan: Kasus Indonesia,2019-10-04,2019,journal article,Jurnal Dinamika Akuntansi dan Bisnis,25281143; 23559462,LPPM Unsyiah,,Fachruddin Nur; Erwin Saraswati; Wuryan Andayani,"Penelitian ini bertujuan untuk menguji determinan pengungkapan tanggung jawab sosial perusahaan (Corporate Sosial Responsibility/ CSR) dan pengaruh pengungkapan tanggung jawab sosial perusahaan terhadap nilai perusahaan. Teknik pemilihan sampel menggunakan purposive sampling. Ukuran sampel penelitian sebanyak 156 perusahaan yang terdaftar pada Bursa Efek Indonesia antara tahun 2014 dan 2017. Regresi data panel dengan model efek acak digunakan untuk menganalisis data penelitian. Hasil penelitian ini menunjukkan adanya pengaruh signifikan umur perusahaan, jumlah dewan komisaris, ukuran dan reputasi perusahaan terhadap pengungkapan CSR, namun tidak terdapat pengaruh kinerja keuangan, jumlah kepemilikan saham manajamen, dan likuiditas. Penelitian ini juga menemukan bahwa pengungkapan CSR dapat menentukan nilai perusahaan.",6,2,213,228,Business; Business administration,,,,,http://jurnal.unsyiah.ac.id/JDAB/article/download/14087/pdf http://jurnal.unsyiah.ac.id/JDAB/article/view/14087 https://core.ac.uk/download/289801265.pdf,http://dx.doi.org/10.24815/jdab.v6i2.14087,,10.24815/jdab.v6i2.14087,2981026789,,0,,1,true,cc-by-sa,gold
017-242-202-472-399,Speaking Up for the Natural Landscape: A Rhetorical Dilemma,2012-05-24,2012,journal article,Journal of Management and Sustainability,19254733; 19254725,Canadian Center of Science and Education,,Mark Brown,"This article presents textual evidence which shows some of the ways in which green business corporations and environmental NGOs represent the natural landscape and their relationship with it. It reviews the origin and development of stakeholder dialogue and questions to what extent such dialogue can contribute to a process of corporate change. It shows how the corporations use different language to represent nature than the NGOs and provides evidence suggesting that the green corporations understand their relationship with the natural landscape differently. NGOs that wish to speak up for the natural landscape, face a rhetorical dilemma which has an important implication for their practice. Either they can enter into a stakeholder dialogue with business and risk becoming a party to the exploitive management of nature, or they can refrain from entering into a dialogue and risk becoming marginalised.",2,2,96,,Natural landscape; Corporate social responsibility; Political science; Sustainable business; Rhetorical question; Stakeholder; Dilemma; Face (sociological concept); Public relations; Process (engineering),,,,,https://ccsenet.org/journal/index.php/jms/article/download/16447/11607 https://brage.bibsys.no/xmlui/handle/11250/93518 https://www.ccsenet.org/journal/index.php/jms/article/view/16447 https://core.ac.uk/download/pdf/52040151.pdf,http://dx.doi.org/10.5539/jms.v2n2p96,,10.5539/jms.v2n2p96,2135367386,,0,000-055-293-475-075; 008-130-229-355-704; 009-398-508-268-113; 014-318-963-613-466; 014-841-135-805-91X; 021-058-607-325-420; 029-473-599-149-955; 034-069-037-001-20X; 041-744-119-981-58X; 050-310-590-710-181; 051-875-265-995-253; 052-827-257-171-473; 056-109-954-296-06X; 058-701-541-239-695; 061-857-846-445-253; 063-016-456-190-714; 079-305-264-502-869; 082-994-677-184-285; 096-555-746-305-989; 119-856-287-080-654; 120-447-723-907-67X; 127-356-618-215-912; 134-673-388-036-996; 138-584-509-740-009; 152-463-907-385-360; 155-290-576-355-55X; 160-011-540-883-71X; 160-115-141-270-744; 163-592-584-516-951,0,true,cc-by,hybrid
017-313-020-633-943,Rethinking access: Key methodological challenges in studying energy companies,,2018,journal article,Energy Research & Social Science,22146296,Elsevier BV,United Kingdom,Ingrid Birce Müftüoglu; Ståle Knudsen; Ragnhild Freng Dale; Oda Eiken; Dinah Rajak; Siri Lange,"Abstract Understanding the role of large energy corporations in society is a crucial, yet challenging task for the social science of energy. Ethnographic methods hold potential for plying into corporations’ own self-representations, to reveal the relations of power and politics that determine flows of energy and extractive capital at the global and local level. Ethnography help us move beyond structural analyses, to locate the agents and processes at work within economies of energy production, and identify tensions and dynamics both within the corporation and at the interface with society. We argue that a multi-method and reflexive approach can help social scientists reflect on frictions in corporate encounters, and more importantly that attention to frictions is in fact a gateway to gain new insights about the field. In our research project about Norwegian energy companies and their corporate social responsibility work when ‘going global’, applying a multi-method made us question dominant assumptions within anthropology of what constitutes “access”. We discuss how multiple approaches to “access”, which takes into account the positionality of the researcher, fluidity of research fields along with attention to power dynamics can shape the sort of knowledge that is produced when studying energy companies.",45,,250,257,Reflexivity; Corporate social responsibility; Political science; Power (social and political); Corporation; Field (Bourdieu); Economic system; Capital (economics); Energy (esotericism); Politics,,,,The Research Council of Norway,http://sro.sussex.ac.uk/id/eprint/77337/ https://www.sciencedirect.com/science/article/pii/S2214629618307618 https://core.ac.uk/download/159994921.pdf,http://dx.doi.org/10.1016/j.erss.2018.07.019,,10.1016/j.erss.2018.07.019,2883427579,,0,013-121-411-078-818; 013-346-573-752-710; 022-854-435-008-229; 024-175-482-043-842; 027-844-676-894-375; 029-583-015-662-518; 032-251-207-413-230; 037-676-115-510-354; 038-869-334-030-673; 040-302-902-448-360; 054-546-348-696-760; 056-725-089-020-278; 060-103-748-540-110; 064-244-751-001-526; 103-052-447-425-179; 132-148-353-192-130; 147-642-361-009-226; 156-979-954-395-206; 170-393-044-783-129; 198-283-415-440-627,16,true,,green
017-589-094-574-832,Incorporating Sustainability Issues into the Financial Accounting Curriculum.,2016-03-31,2016,journal article,American Journal of Business Education (AJBE),19422512; 19422504,Clute Institute,,Daniel L. Haskin; Megan M. Burke,Changes in the views that society holds of capital allocation suggest that sustainability reporting needs to be incorporated into the financial accounting curriculum. This paper reviews the background and history of corporate social responsibility and sustainability reporting and discusses formation of the Sustainability Accounting Standards Board (SASB). The development of the SASB provides us with a framework to enhance the credibility and provide assurance for corporate social responsibility and sustainability reporting. A suggested outline for including sustainability reporting in a financial accounting course is presented.,9,2,49,56,Accounting; Business; Social accounting; Accounting information system; Sustainability organizations; Sustainability accounting; Sustainability reporting; Public relations; Social sustainability; Financial accounting; Accounting management,,,,,https://eric.ed.gov/?id=EJ1096109 https://files.eric.ed.gov/fulltext/EJ1096109.pdf http://files.eric.ed.gov/fulltext/EJ1096109.pdf https://core.ac.uk/download/pdf/268109389.pdf,http://dx.doi.org/10.19030/ajbe.v9i2.9611,,10.19030/ajbe.v9i2.9611,2320757809,,0,166-859-361-418-798,5,true,,bronze
017-658-384-199-571,CORPORATE ENVIRONMENTAL REPORTING PRACTICES IN FINLAND: A REVIEW AND AGENDA FOR FUTURE RESEARCH,2018-05-29,2018,journal article,Corporate Ownership and Control,18103057; 17279232,Virtus Interpress,Ukraine,Probal Dutta,"<jats:p>The research in the area of corporate environmental accounting and reporting in the context of Finland is scarce. This paper outlines the studies conducted to date on Finnish firms’ environmental reporting practices with a view to discovering research gaps in the literature concerning environmental accounting and reporting in the Finnish context. The paper adds to the existing literature by identifying research gaps such as the antiquity of datasets used in the previous studies, the risk of failure to generalize the findings of the prior investigations and most importantly the research negligence towards the impact of Finnish firms’ activities and operations on climate change and changes in biodiversity. Hence, the paper has implications for researchers, who could address the identified void in future research and thereby advance further the literature concerned with environmental accounting and reporting. Policy makers could also benefit from this paper as its findings could help them formulate necessary disclosure requirements for the improvement of corporate environmental reporting practices in Finland. This paper focused only on the studies on Finnish firms and thereby limited the scope for any comparison between Finland and other Nordic countries as far as research on environmental reporting practices is concerned; this is the principal limitation of this study.</jats:p>",15,3-1,260,267,Biodiversity; Climate change; Business; Environmental reporting; Environmental planning,,,,,https://virtusinterpress.org/CORPORATE-ENVIRONMENTAL-REPORTING-PRACTICES-IN-FINLAND-A-REVIEW-AND-AGENDA-FOR.html https://osuva.uwasa.fi/handle/10024/9847 https://core.ac.uk/download/pdf/270104430.pdf,http://dx.doi.org/10.22495/cocv15i3c1p9,,10.22495/cocv15i3c1p9,2806930656,,0,001-857-715-175-760; 009-250-266-462-720; 010-871-825-424-606; 013-673-527-467-917; 014-527-690-415-851; 018-633-424-296-938; 019-326-675-528-760; 020-458-776-906-273; 020-873-963-393-600; 021-557-387-566-009; 024-770-794-727-107; 025-939-004-350-841; 027-401-764-176-08X; 028-759-513-255-35X; 029-183-984-628-842; 031-010-377-875-741; 032-092-568-630-622; 033-901-305-905-798; 036-929-774-163-903; 039-600-607-937-874; 043-906-778-050-14X; 047-475-712-284-051; 050-271-646-803-127; 050-588-407-634-130; 056-505-335-399-152; 058-610-340-438-694; 059-578-756-195-074; 061-302-430-210-347; 070-566-368-004-627; 082-107-424-463-100; 085-669-602-261-469; 087-109-295-304-250; 087-999-047-258-854; 092-498-645-243-383; 097-219-744-726-898; 100-898-978-885-131; 103-500-584-713-843; 107-579-311-348-633; 109-993-873-088-34X; 110-099-025-069-153; 128-002-607-323-502; 134-071-765-523-784; 134-910-965-914-055; 137-019-463-720-994; 145-229-464-400-592; 152-517-875-727-629; 154-704-616-940-667; 181-398-343-204-694,0,true,cc-by,gold
017-700-923-130-941,Managing CSR communication: A study of legitimacy-seeking strategies adopted by service and product companies,2018-08-13,2018,journal article,The TQM Journal,17542731,Emerald,United Kingdom,Agostino Vollero; Maria Palazzo; Alfonso Siano; Domenico Sardanelli,"The purpose of this paper is to analyse how service and product-based industries communicate their efforts in corporate social responsibility (CSR) as legitimacy-seeking strategies. The service companies are thus compared to product companies in their use of different rhetorical strategies and associated legitimacy approaches on their corporate websites.,A thematic content analysis of the websites of companies belonging to the Dow Jones Sustainability World Index was conducted, to identify different rhetorical strategies (institutional, political and strategic), each associated with modes companies use to gain legitimacy (cognitive, moral and pragmatic).,The study shows that service and product companies differ in terms of how they symbolically manage legitimacy. Service companies are less active in communicating CSR in two out of three of the identified rhetorical strategies. Other differences are observable at an industry level.,The study provides an in-depth understanding of legitimacy approaches elicited by online CSR communication. Managers of service companies can benefit from suggestions on how to use CSR content to sustain specific legitimacy strategies.,This study represents a starting point in connecting the ongoing debate on legitimacy theory with different rhetorical CSR approaches. It demonstrates that the seeking of legitimacy is to some extent restrained within the service industry.",30,5,621,637,Product (category theory); Corporate social responsibility; Business; Content analysis; Rhetorical question; Service (business); Public relations; Tertiary sector of the economy; Legitimacy; Thematic analysis,,,,,https://www.emerald.com/insight/content/doi/10.1108/TQM-11-2017-0131/full/html https://www.emeraldinsight.com/doi/full/10.1108/TQM-11-2017-0131,http://dx.doi.org/10.1108/tqm-11-2017-0131,,10.1108/tqm-11-2017-0131,2807417595,,0,002-800-351-395-955; 003-776-661-855-16X; 004-476-857-573-174; 006-158-433-583-677; 007-245-980-165-169; 008-854-823-263-910; 009-024-987-910-508; 010-321-499-951-964; 010-622-796-863-206; 011-488-710-086-357; 012-805-278-438-570; 015-271-876-692-523; 016-323-277-794-200; 017-727-683-623-682; 018-561-751-256-255; 018-606-075-915-716; 019-537-160-284-015; 019-806-548-132-918; 020-095-616-122-656; 022-512-643-506-628; 022-934-874-589-272; 024-208-010-945-520; 024-242-756-634-170; 024-901-158-769-397; 025-256-672-628-690; 027-339-723-966-830; 027-827-119-143-849; 027-973-268-269-82X; 033-622-370-338-951; 035-556-471-787-086; 037-056-650-108-909; 039-646-287-954-985; 041-206-464-295-195; 041-303-246-390-500; 041-646-078-329-501; 043-546-079-091-616; 043-605-651-281-566; 045-767-555-517-262; 047-959-249-158-205; 048-334-389-609-342; 049-219-615-824-319; 049-461-456-591-364; 050-186-986-478-90X; 051-640-759-879-037; 052-475-446-148-33X; 052-802-334-885-429; 054-668-114-684-316; 054-934-555-329-431; 055-127-219-449-931; 056-473-695-264-91X; 059-327-495-365-613; 061-963-694-263-942; 062-115-430-347-012; 062-450-332-410-311; 066-557-211-869-797; 067-948-732-472-781; 071-084-371-767-777; 077-481-912-278-210; 078-162-179-268-535; 082-815-961-326-23X; 087-139-739-190-74X; 088-049-228-430-614; 088-286-629-630-309; 090-681-713-427-831; 091-683-002-027-482; 095-570-112-803-993; 097-213-764-422-536; 099-095-725-205-22X; 099-609-400-470-338; 100-959-243-868-329; 101-983-044-462-613; 110-168-526-731-172; 110-975-204-204-223; 112-490-828-293-575; 113-946-165-310-547; 115-482-499-323-938; 115-604-538-103-384; 123-694-573-650-975; 125-462-650-488-44X; 129-305-782-351-820; 130-347-068-301-544; 131-294-950-045-808; 137-954-262-700-206; 139-641-412-398-758; 144-521-527-602-477; 150-005-284-621-599; 150-756-983-846-92X; 153-905-245-264-106; 155-249-871-748-917; 170-287-577-916-60X; 179-373-675-161-480; 181-284-846-302-477; 182-199-495-327-639; 184-790-553-293-803; 190-606-366-200-637; 194-045-582-704-133,17,false,,
017-722-013-337-190,Corporate Social Responsibility (CSR) in Asia: A Seven-Country Study of CSR Web Site Reporting,,2005,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Wendy Chapple; Jeremy Moon,"This article addresses four hypotheses: (a) that corporate social responsibility (CSR) in Asia is not homogeneous but varies among countries, (b) that the variation is explained by stages of development, (c) that globalization enhances the adoption of CSR in Asia, and (d) that national business systems structure the profile of multinational corporations’ CSR. These hypotheses are investigated through analysis of Web site reporting of 50 companies in seven Asian countries: India, Indonesia, Malaysia, the Philippines, South Korea, Singapore, and Thailand. The article concludes that CSR does vary considerably among Asian countries but that this variation is not explained by development but by factors in the respective national business systems. It also concludes that multinational companies are more likely to adopt CSR than those operating solely in their home country but that the profile of their CSR tends to reflect the profile of the country of operation rather than the country of origin.",44,4,415,441,Erikson's stages of psychosocial development; Corporate social responsibility; Multinational corporation; Economics; Marketing; Business system planning; Social change; Globalization; Country of origin; Web site; Development economics,,,,,http://irep.ntu.ac.uk/id/eprint/35193/ https://bas.sagepub.com/content/44/4/415.full.pdf https://journals.sagepub.com/doi/10.1177/0007650305281658 https://philpapers.org/rec/CHACSR-4 https://bas.sagepub.com/content/44/4/415.abstract http://journals.sagepub.com/doi/10.1177/0007650305281658 https://core.ac.uk/download/161895762.pdf,http://dx.doi.org/10.1177/0007650305281658,,10.1177/0007650305281658,2012531583,,0,001-350-789-747-466; 008-914-838-098-964; 023-780-037-315-765; 025-446-324-243-230; 026-573-703-383-442; 040-076-055-473-190; 044-624-734-049-500; 049-754-671-096-410; 063-118-043-805-677; 063-365-137-001-053; 065-327-083-453-198; 067-211-574-738-540; 067-692-765-310-563; 068-259-085-977-283; 084-023-357-599-810; 090-593-429-870-211; 091-390-073-559-276; 092-235-131-089-660; 100-442-660-273-842; 102-972-237-595-036; 109-477-644-224-466; 112-355-510-631-018; 118-354-522-870-183; 124-984-778-147-240; 127-076-514-010-940; 148-483-078-028-406; 151-626-895-202-885; 157-470-127-263-343; 159-592-129-993-014; 162-817-987-487-33X; 195-646-156-768-054,967,true,,green
017-769-128-582-928,Subsidiary capability upgrading under emerging market acquirers,,2018,journal article,Journal of World Business,10909516,Elsevier BV,United Kingdom,Shaowei He; Zaheer Khan; Oded Shenkar,"This article leverages a case study of a recent Chinese acquisition in the United Kingdom to explore the upgrading of capabilities in the subsidiaries in developed countries acquired by emerging market multinational enterprises (EMNEs). The seemingly implausible upgrading phenomenon is explained by the EMNEs’ complementary assets, their GVC lead firm positions and the unique power relationship between the acquirer and acquired firms, which enables the EMNEs to ‘impel’ upgrading and encourage ‘co-learning’ in their acquired subsidiaries. The contributions to the literature on EMNEs, global value chains, and organizational learning are outlined and discussed.",53,2,248,262,Emerging markets; Subsidiary; Business; Multinational corporation; Organizational learning; Complementary assets; Power relationship; Industrial organization,,,,Leverhulme/British Academy Small Research Grant,http://aura.abdn.ac.uk/bitstream/2164/14898/1/He_et_al_subsiduary_capability_journal_of_world_of_business_vor.pdf https://www.sciencedirect.com/science/article/abs/pii/S1090951617300627 https://pure.northampton.ac.uk/en/publications/subsidiary-capability-upgrading-under-emerging-market-acquirers https://ideas.repec.org/a/eee/worbus/v53y2018i2p248-262.html https://www.sciencedirect.com/science/article/pii/S1090951617300627 http://nectar.northampton.ac.uk/10786/ http://nectar.northampton.ac.uk/id/document/31155 https://aura.abdn.ac.uk/handle/2164/14898 https://kar.kent.ac.uk/65086/ https://abdn.pure.elsevier.com/en/publications/subsidiary-capability-upgrading-under-emerging-market-acquirers https://core.ac.uk/download/132282011.pdf,http://dx.doi.org/10.1016/j.jwb.2017.11.006,,10.1016/j.jwb.2017.11.006,2772833867,,0,000-785-409-672-287; 001-187-191-963-888; 001-808-088-419-381; 003-087-932-983-371; 004-051-834-063-477; 004-401-099-353-773; 005-556-224-866-58X; 007-003-071-007-700; 008-568-541-949-263; 011-861-192-864-94X; 013-816-846-810-036; 014-718-837-636-774; 015-024-117-834-940; 017-607-486-052-634; 017-642-661-781-097; 019-450-926-511-698; 022-774-738-500-720; 022-911-041-255-639; 023-543-909-895-324; 025-263-676-557-207; 027-719-735-094-325; 033-577-215-586-541; 037-290-446-589-771; 037-508-561-331-708; 039-084-084-975-40X; 040-361-575-189-639; 042-586-086-886-281; 043-119-139-504-499; 044-189-428-183-02X; 044-514-700-702-607; 045-555-960-195-098; 047-206-583-250-078; 048-487-039-498-213; 052-040-185-996-003; 052-496-515-915-997; 053-930-225-429-515; 054-838-316-371-499; 057-259-364-868-435; 057-471-110-155-10X; 062-891-188-352-199; 064-188-499-212-28X; 066-687-409-261-379; 068-304-135-858-486; 068-668-008-780-118; 069-717-276-995-70X; 071-766-826-866-56X; 074-729-567-731-64X; 076-921-012-056-321; 077-340-218-459-370; 077-391-795-639-208; 077-956-034-470-87X; 080-510-030-373-409; 082-627-988-327-269; 083-755-001-135-238; 086-369-120-110-15X; 087-628-007-364-529; 087-670-710-031-768; 091-883-780-978-352; 092-249-863-455-205; 092-660-783-728-779; 093-569-062-730-923; 094-953-959-844-290; 097-827-995-705-767; 100-008-518-145-207; 100-166-932-247-421; 100-827-956-705-672; 102-088-531-243-659; 103-481-823-898-523; 103-687-983-519-274; 106-257-735-701-930; 107-725-591-314-253; 112-383-482-175-913; 113-544-280-050-363; 122-041-603-395-297; 123-449-934-100-321; 123-628-833-025-039; 123-899-687-687-732; 125-917-519-664-59X; 126-215-295-262-443; 129-277-653-421-292; 137-916-312-787-403; 138-384-932-039-002; 147-491-915-347-61X; 151-979-605-092-23X; 152-738-762-238-561; 156-219-242-807-530; 164-364-909-251-130; 168-171-036-789-277; 175-261-369-774-121; 180-879-844-348-312; 180-995-580-446-178; 187-833-112-764-485; 194-818-474-342-317; 199-235-888-796-252,39,true,cc-by,hybrid
017-771-076-509-798,Standardization as Institutional Work: The Regulatory Power of a Responsible Investment Standard,2012-06-22,2012,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Rieneke Slager; Jean-Pascal Gond; Jeremy Moon,"This paper conceptualizes standardization as institutional work to study the emergence of a standard and the deployment of its regulatory power. We rely on unique access to longitudinal archival data for exploring how the FTSE4Good index, a responsible investment index, emerged as a standard for socially responsible corporate behavior. Our results show how three types of standardization work – calculative framing, engaging and valorizing – support the design, legitimation and monitoring processes whereby a standard acquires its regulatory power. Our findings reveal new facets in the dynamics of standardization by approaching standardization as a product of institutional work and in showing how unintended consequences of that work can be recaptured to strengthen the regulatory power of the standard.",33,6,763,790,Software deployment; Social responsibility; Economics; Archival research; Framing (social sciences); Standardization; Legitimation; Unintended consequences; Public relations; Industrial organization; Legitimacy,,,,,https://journals.sagepub.com/doi/full/10.1177/0170840612443628 https://research.cbs.dk/en/publications/standardization-as-institutional-work-the-regulatory-power-of-a-r http://journals.sagepub.com/doi/10.1177/0170840612443628 https://journals.sagepub.com/doi/pdf/10.1177/0170840612443628 https://openaccess.city.ac.uk/id/eprint/17964/ https://core.ac.uk/display/96598909 http://journals.sagepub.com/doi/full/10.1177/0170840612443628 https://core.ac.uk/download/96598909.pdf,http://dx.doi.org/10.1177/0170840612443628,,10.1177/0170840612443628,2144279059,,0,000-139-364-682-716; 000-879-921-037-108; 001-502-976-965-071; 004-226-808-363-697; 006-926-704-834-829; 010-062-750-133-061; 014-981-424-763-706; 017-954-822-268-853; 019-296-033-505-079; 019-976-954-119-42X; 021-089-353-426-636; 027-625-335-553-863; 028-577-479-849-789; 030-752-062-304-270; 031-218-084-616-394; 031-441-008-488-046; 032-473-986-687-057; 035-366-248-858-729; 035-770-074-020-401; 037-102-979-151-536; 037-847-994-439-892; 041-011-639-902-605; 043-218-037-984-712; 045-918-671-146-011; 046-426-535-214-177; 048-645-419-219-088; 049-914-262-600-874; 053-235-285-847-415; 054-130-652-525-174; 058-704-179-299-946; 059-354-276-889-146; 065-468-002-042-530; 066-987-087-554-850; 072-108-180-474-63X; 077-088-591-818-878; 079-372-809-714-926; 080-451-789-211-977; 086-165-750-083-550; 086-633-249-453-102; 092-661-204-807-937; 095-551-293-899-547; 099-609-400-470-338; 100-019-761-242-983; 103-078-062-409-421; 105-435-417-423-077; 106-025-099-065-183; 115-808-257-287-003; 122-806-725-254-603; 123-242-545-379-340; 133-014-619-856-233; 133-280-976-415-876; 135-567-946-052-809; 140-034-863-863-365; 142-542-615-171-312; 148-571-180-308-199; 148-899-305-208-888; 149-390-619-475-238; 150-005-284-621-599; 153-917-384-253-683; 165-365-244-895-02X; 183-871-842-546-190; 193-728-399-708-44X,184,true,cc-by-nc,green
017-800-657-000-72X,Utilization of CSR to build organizations’ corporate image in Asia: Need for an integrative approach,2018-01-04,2018,journal article,Asian Journal of Communication,01292986; 17420911,Informa UK Limited,United States,Augustine Pang; May O. Lwin; Chrystal Shu Min Ng; Ying-Kai Ong; Shannon Rose Wing Ching Chau; Kristle Poh Sim Yeow,"Corporate social responsibility (CSR) has been found to be a strong predictor of a favorable corporate image [Gray, 1986. Managing the corporate image: The key to public trust. London: Quorum Books...",28,4,335,359,Gray (horse); Corporate social responsibility; Business; Content analysis; Public trust; Strategic communication; In depth interviews; Public relations,,,,,https://dr.ntu.edu.sg/handle/10356/140858 https://www.tandfonline.com/doi/full/10.1080/01292986.2017.1420207 https://ink.library.smu.edu.sg/lkcsb_research/5942/ https://dr.ntu.edu.sg/bitstream/10356/140858/3/Utilization%20of%20CSR%20to%20build%20organizations%27%20corporate%20image%20in%20Asia%20Need%20for%20an%20integrative%20approach.pdf https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6941&context=lkcsb_research https://core.ac.uk/download/200254276.pdf,http://dx.doi.org/10.1080/01292986.2017.1420207,,10.1080/01292986.2017.1420207,2781952283,,0,000-349-413-815-382; 000-352-920-180-585; 000-426-493-027-947; 001-649-610-213-138; 003-844-489-810-585; 005-202-209-962-954; 005-646-288-837-525; 007-898-350-109-582; 008-851-626-893-725; 009-303-640-219-162; 009-314-298-811-569; 010-571-926-972-21X; 010-846-815-575-430; 011-948-444-423-182; 012-203-540-381-234; 015-999-921-788-017; 016-409-483-272-056; 016-714-541-894-795; 017-734-395-058-67X; 017-973-147-985-368; 020-714-118-341-338; 021-577-102-620-576; 021-994-506-478-50X; 023-686-250-053-329; 026-233-085-087-37X; 028-281-161-144-241; 028-770-207-074-11X; 028-967-340-473-370; 029-988-919-448-878; 031-172-777-932-25X; 039-320-401-963-86X; 039-679-661-742-984; 042-466-326-194-297; 042-898-180-936-241; 043-611-290-916-36X; 044-292-715-122-487; 044-720-803-880-69X; 046-764-214-242-54X; 047-084-373-523-100; 048-402-917-451-801; 050-607-299-458-459; 051-875-265-995-253; 052-156-441-567-051; 053-235-285-847-415; 055-127-219-449-931; 056-096-760-354-532; 056-661-839-088-299; 060-901-733-290-311; 062-624-604-212-085; 062-765-988-948-874; 066-940-265-642-020; 068-537-249-574-307; 069-275-501-008-622; 080-233-701-791-474; 084-723-194-609-89X; 085-265-158-573-683; 086-352-532-245-092; 086-550-595-479-061; 087-790-872-165-423; 090-582-973-484-29X; 090-627-024-943-569; 091-058-642-430-33X; 093-666-054-157-877; 094-305-260-057-968; 094-547-037-831-06X; 099-085-870-469-302; 099-625-842-426-975; 101-308-206-668-624; 105-471-275-682-388; 108-890-126-050-163; 113-234-380-152-945; 115-373-591-444-545; 127-356-618-215-912; 127-728-291-438-448; 129-661-140-813-916; 131-180-572-109-097; 133-040-971-553-599; 133-546-417-719-596; 135-532-024-457-850; 140-619-050-494-236; 140-704-672-056-923; 144-978-283-791-610; 146-398-521-544-060; 146-409-970-090-659; 154-583-468-828-113; 156-628-929-193-587; 158-318-851-114-883; 159-362-674-258-441; 162-290-133-902-677; 164-632-153-981-608; 182-716-369-509-362; 185-039-095-057-891,15,true,cc-by-nc-nd,green
017-826-742-990-41X,Determinants of Nigerian managers’ environmental attitude: Africa’s Ubuntu ethics versus global capitalism,2018-03-25,2018,journal article,Thunderbird International Business Review,10964762,Wiley,United States,Chukwumerije Okereke; Olusegun Vincent; Chima Mordi,"We investigate the impact of economic, institutional and ethical pressures on CRS attitude of African managers based on survey from 377 Nigerian executives in the extractive industry. We find that environmental orientation and behaviour are mostly induced by instrumental economic motives, while ethical considerations exert a weak impact. This finding contradicts mainstream CSR literature in Africa which suggests the dominance of culturally-based, altruistic African Ubuntu philosophy. Based on the research finding, we suggest that economic globalization has spurn a transnational capitalist cadre of managers whose values are shaped far more by global capitalist instincts than any putative cultural philosophy.",60,4,577,590,Political economy; Corporate social responsibility; Dominance (economics); Political science; Mainstream; Instinct; Capitalism; Economic globalization,,,,,https://onlinelibrary.wiley.com/doi/10.1002/tie.21974 https://bura.brunel.ac.uk/handle/2438/16217 https://bura.brunel.ac.uk/bitstream/2438/16217/3/Fulltext.pdf https://centaur.reading.ac.uk/75479/ https://core.ac.uk/display/151169798 https://core.ac.uk/download/151169798.pdf,http://dx.doi.org/10.1002/tie.21974,,10.1002/tie.21974,2792471162,,0,000-534-965-105-391; 001-293-497-423-461; 001-568-112-376-378; 002-251-206-594-609; 002-787-301-584-105; 003-361-209-168-182; 006-164-737-693-462; 008-173-498-780-629; 009-024-987-910-508; 010-171-693-498-47X; 010-942-657-615-432; 010-984-812-336-982; 011-834-771-801-448; 012-945-022-934-76X; 014-507-167-967-311; 014-904-025-590-079; 016-314-693-256-650; 016-563-484-215-390; 016-774-201-383-07X; 017-121-302-419-199; 018-614-718-308-865; 019-262-735-426-628; 020-500-401-111-083; 020-519-312-494-000; 022-512-643-506-628; 023-851-134-062-363; 024-180-284-269-126; 024-386-616-520-385; 027-170-582-488-984; 027-601-275-485-945; 027-801-716-468-718; 028-605-228-992-033; 029-758-375-045-654; 030-771-167-541-401; 031-791-036-785-638; 032-112-879-773-538; 032-275-821-514-855; 034-036-378-560-383; 035-556-471-787-086; 036-279-983-706-191; 036-592-113-393-321; 036-806-639-946-198; 040-844-074-395-06X; 041-988-014-008-792; 046-773-885-451-937; 047-413-751-582-12X; 047-460-128-505-546; 048-350-479-859-580; 049-408-162-938-665; 051-760-532-521-694; 055-127-219-449-931; 055-189-554-841-408; 055-481-029-632-809; 057-515-729-759-283; 058-123-758-931-541; 059-425-971-335-124; 061-829-988-617-171; 063-109-306-354-659; 064-091-717-837-982; 064-337-792-484-854; 064-817-435-185-090; 070-203-567-422-95X; 071-083-432-979-630; 071-351-951-665-922; 071-601-344-424-739; 074-353-505-496-127; 074-600-259-050-976; 075-913-159-899-343; 077-506-590-000-424; 077-957-815-298-026; 082-472-260-263-705; 082-815-961-326-23X; 084-041-141-623-315; 084-248-041-136-059; 085-964-600-122-774; 086-328-346-040-296; 088-919-850-566-219; 098-048-138-556-852; 100-374-784-639-648; 107-274-748-521-438; 108-587-733-502-588; 112-565-796-968-753; 115-482-499-323-938; 118-079-747-225-966; 118-598-875-067-733; 120-298-238-393-285; 125-687-855-037-711; 126-337-593-420-88X; 128-887-505-509-606; 131-150-806-707-376; 132-989-437-076-213; 153-997-628-305-666; 157-108-707-744-256; 159-592-129-993-014; 163-381-099-113-497; 172-806-416-537-70X; 183-674-987-078-591; 184-645-827-882-648; 185-664-709-223-406,18,true,cc-by,hybrid
018-091-641-553-482,Ecological systems theory approach to corporate social responsibility: contextual perspectives from meeting planners,2016-09-23,2016,journal article,Event Management,15259951,"Cognizant, LLC",United States,James Musgrave; Simon Woodward,"Business reputation, competitive advantage, differentiation and regulatory adherence are all factors that are pushing Corporate Social Responsibility (CSR) centre-stage within the international meetings industry. However, attempts to simplify what is essentially a complex and contextual driven movement through certification and guides has created an incomplete understanding of the salient issues; contemporaneously ignoring contextual variables rather than acknowledging these and the impact these variables have on CSR practice and acceptance. The purpose of this paper is to explore the contextual debate of CSR adaptation and practice within the meetings sector within a framework of an ecological systems theory. The authors applied a constant comparison process across 90 interview transcripts in order to establish a rigorous audit trail of analysis. 8 practices were identified– Green Technology, Legislation, Transparency and Reliability, Non-Financial Donations, Workforce, Community Engagement, Supply Chain Management and Volunteer Labour. These 8 practices were then applied to the constructs of an ecological systems model and an exploration of contextual factors was considered. In recognising a systems approach to CSR there is an acceptance that there isn’t one best method and that different values, implementation approaches and evaluation mechanisms of CSR can lead to similar results.",20,3,365,381,Corporate social responsibility; Business; Community engagement; Transparency (behavior); Public relations; Certification; Ecological systems theory; Reputation; Competitive advantage; Audit trail,,,,,https://eprints.leedsbeckett.ac.uk/id/eprint/1537/ https://www.ingentaconnect.com/content/cog/em/2016/00000020/00000003/art00006 https://dialnet.unirioja.es/servlet/articulo?codigo=5792209 https://core.ac.uk/download/30267247.pdf,http://dx.doi.org/10.3727/152599516x14682560744712,,10.3727/152599516x14682560744712,2531501249,,0,,7,true,,green
018-148-928-708-685,Green Illusions: Governing CSR Aesthetics,2019-12-11,2019,journal article,Windsor Yearbook of Access to Justice,25615017; 07100841,University of Windsor Leddy Library,,Benjamin J. Richardson,"This article makes a novel argument that governance of corporate environmental activities should recognize that the business corporation is an aesthetic phenomenon, including the environmental practices and communications undertaken in the name of “corporate social responsibility” [CSR]. Corporate identities and CSR practices are aesthetically projected through logos, trademarks, websites, the presentation of products and services, stylish offices, company uniforms, and other aesthetic artefacts. This corporate “branding” dovetails with the broader aestheticization of our pervasive media and consumer culture. Aesthetics has particular salience in CSR for influencing, and sometimes misleading, public opinion about corporate environmental performance. Consequently, in disciplining unscrupulous corporate behaviour, governance methods must be more responsive to such aesthetic characteristics. The green illusions of business communications create difficulties for regulation, which is better suited to disciplining discrete misleading statements about retailed products or trademarks rather than tackling the broader aesthetic character of business and the marketplace. The article suggests that non-state actors who are more sensitive to aesthetics can help to fill some of this governance void. The “counter-aesthetic” strategies of social and environmental activist groups can inject a subversive narrative that can help to unmask these green illusions. Although the history of such tactics suggests they probably have only a modest effect in challenging corporate deception, the law can assist by protecting public spaces from corporate marketing and sponsorship.",36,,3,35,Aesthetics; Public opinion; Corporate social responsibility; Business; Business communication; Environmentalism; Corporate law; Corporate behaviour; Corporate governance; Argument,,,,,https://www.erudit.org/fr/revues/wyaj/2019-v36-wyaj05072/1066672ar.pdf https://wyaj.uwindsor.ca/index.php/wyaj/article/download/6065/5044 https://www.erudit.org/fr/revues/wyaj/2019-v36-wyaj05072/1066672ar/ https://eprints.utas.edu.au/32910/ https://wyaj.uwindsor.ca/index.php/wyaj/article/view/6065 http://ecite.utas.edu.au/136278/2/136278%20-%20Green%20Illusions%20governing%20CSR%20aesthetics.pdf http://ecite.utas.edu.au/136278 https://core.ac.uk/download/322653790.pdf,http://dx.doi.org/10.22329/wyaj.v36i0.6065,,10.22329/wyaj.v36i0.6065,2996403756,,0,,0,true,cc-by-nc-nd,gold
018-276-273-737-181,CSR and Leadership Approaches and Practices: A Comparative Inquiry of Owners and Professional Executives,2018-08-20,2018,journal article,European Management Review,17404754; 17404762,Wiley,United States,Sibel Yamak; Ali Ergur; Mine Karatas-Ozkan; Ahu Tatli,"This is an accepted manuscript of an article published by Wiley in European Management Review on 20/08/2018, available online: https://doi.org/10.1111/emre.12318; The accepted version of the publication may differ from the final published version.This study generates comparative insights into CSR approaches of owners and non-kin professional executives in an emerging country context, Turkey. Drawing on 61 interviews, we found that ownership status of the executive is crucial in shaping their CSR perceptions and practices. Owner-executives are empowered in pursuing CSR approaches based on their personal preferences and values; they have mostly societal aims. Professionals display tendency for company-related CSR practice; they exhibit greater knowledge of CSR, and their CSR initiatives are the results of strategic choices to enhance their power within the corporation. Our paper contributes to the debate on the drivers for CSR by accounting for both societal and individual influences on the CSR agency of these two key groups of executives. First, we develop a typology of CSR approaches of owners and professionals. Second, we provide insights from an emerging country context. Third, we present empirically grounded practice implications for CSR",16,4,1097,1114,Corporate social responsibility; Business; Public relations,,,,,https://onlinelibrary.wiley.com/doi/full/10.1111/emre.12318 https://autopapers.ssrn.com/sol3/papers.cfm?abstract_id=3599392 https://wlv.openrepository.com/handle/2436/621597,http://dx.doi.org/10.1111/emre.12318,,10.1111/emre.12318,2890251384,,0,005-202-439-504-051; 005-290-387-080-13X; 009-539-685-541-092; 010-291-290-482-883; 010-615-958-268-069; 011-193-791-552-277; 012-730-569-927-864; 014-735-250-173-381; 015-053-326-619-406; 017-722-013-337-190; 018-647-905-403-885; 019-120-279-616-351; 019-915-662-272-909; 021-604-057-918-672; 024-593-727-003-34X; 027-788-678-459-437; 031-840-686-144-750; 034-879-340-812-798; 038-302-776-830-400; 039-236-697-427-983; 039-309-663-775-490; 039-651-771-098-363; 045-361-348-590-328; 045-385-511-579-046; 045-754-631-412-145; 050-698-489-956-308; 054-912-286-540-871; 055-052-153-464-245; 055-127-219-449-931; 057-690-804-811-423; 064-091-717-837-982; 065-248-222-180-527; 066-909-108-408-155; 071-214-809-884-082; 071-754-525-460-146; 072-498-384-721-766; 074-714-853-718-938; 075-912-358-332-812; 077-280-232-763-019; 078-941-380-086-373; 082-171-985-858-889; 082-815-961-326-23X; 083-642-841-534-214; 085-003-335-500-806; 089-704-541-122-508; 090-655-709-959-30X; 092-895-990-945-887; 094-100-775-366-728; 101-299-425-939-891; 103-811-154-983-884; 107-274-748-521-438; 112-217-930-679-426; 113-234-380-152-945; 132-989-437-076-213; 133-611-516-692-737; 135-675-543-046-285; 139-086-959-859-597; 139-641-412-398-758; 140-268-482-166-840; 140-623-488-622-521; 140-869-076-373-290; 147-487-241-176-444; 148-997-649-165-614; 153-811-383-313-263; 156-510-450-224-050; 160-264-524-121-825; 160-811-840-445-178; 165-987-707-544-100; 178-397-057-385-09X; 180-995-580-446-178; 181-546-814-635-194; 193-864-062-922-121,11,true,cc-by-nc-nd,green
018-617-758-043-615,"Formative Perspectives on the Relation Between CSR Communication and CSR Practices: Pathways for Walking, Talking, and T(w)alking:",2019-05-07,2019,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Dennis Schoeneborn; Mette Morsing; Andrew Crane,"Within the burgeoning corporate social responsibility (CSR) communication literature, the question of the relationship between CSR practices and CSR communication (or between “walk” and “talk”) has...",59,1,5,33,Corporate social responsibility; Sociology; Relation (history of concept); Sensemaking; Public relations; Formative assessment,,,,,https://journals.sagepub.com/doi/full/10.1177/0007650319845091 https://philpapers.org/rec/CRAFPO-5 https://researchportal.bath.ac.uk/en/publications/formative-perspectives-on-the-relation-between-csr-communication- https://purehost.bath.ac.uk/ws/files/198488997/CSR_communication_essay_intro_final_version_to_editors_R_R_proofread_2.pdf https://research.cbs.dk/en/publications/formative-perspectives-on-the-relation-between-csr-communication- http://fox.leuphana.de/portal/en/publications/formative-perspectives-on-the-relation-between-csr-communication-and-csr-practices(9febff57-d40e-4ab9-9e4a-c14b4061e656).html https://research-api.cbs.dk/ws/files/57749100/dennis_schoeneborn_et_al_formative_perspectives_acceptedversion.pdf https://core.ac.uk/download/pdf/228073632.pdf,http://dx.doi.org/10.1177/0007650319845091,,10.1177/0007650319845091,2944772486,,0,000-225-221-718-647; 000-426-493-027-947; 001-441-911-585-055; 003-844-489-810-585; 004-295-980-481-889; 006-080-230-736-840; 006-315-877-958-034; 007-346-327-861-13X; 009-774-523-476-62X; 011-252-373-043-311; 011-493-393-946-996; 015-454-753-000-760; 016-411-180-460-079; 016-755-291-994-507; 017-061-176-250-131; 018-127-860-420-470; 019-705-011-040-690; 020-052-763-974-349; 020-065-491-549-359; 022-681-723-370-203; 024-208-010-945-520; 026-178-832-039-373; 031-702-481-427-807; 032-003-060-032-261; 032-957-594-850-346; 033-481-997-871-905; 036-180-224-435-52X; 037-697-743-492-321; 037-989-391-721-235; 039-648-786-477-828; 039-816-572-546-920; 042-693-817-614-524; 043-823-302-776-275; 045-738-704-517-539; 050-310-590-710-181; 051-134-895-616-555; 052-280-117-965-945; 052-966-789-212-061; 054-668-114-684-316; 070-288-126-407-67X; 071-762-948-432-198; 072-800-020-279-115; 074-652-869-249-75X; 075-141-321-259-890; 075-842-905-653-412; 076-667-998-508-695; 077-140-941-101-945; 083-742-907-533-010; 084-069-860-521-539; 085-843-061-313-107; 085-854-319-516-168; 086-321-457-957-097; 086-506-529-570-520; 088-989-532-623-349; 093-666-054-157-877; 097-213-764-422-536; 097-788-585-733-475; 099-785-618-754-029; 100-742-052-438-038; 100-959-243-868-329; 103-134-872-055-85X; 104-185-973-082-618; 109-970-210-431-002; 111-929-052-318-393; 112-158-351-681-567; 113-455-995-252-984; 114-054-367-762-106; 115-045-311-967-796; 117-699-421-514-857; 120-447-723-907-67X; 130-660-249-349-070; 135-095-784-969-805; 143-999-007-558-624; 150-115-069-767-824; 151-668-877-533-061; 155-307-372-986-999; 156-628-929-193-587; 162-290-133-902-677; 178-397-057-385-09X; 178-628-496-923-596; 184-790-553-293-803; 189-566-949-077-301; 198-030-524-322-966,76,true,,green
018-641-391-157-842,Perspectives in Corporate Social Actions and Social and Financial Performance,,2019,journal article,Polgári szemle,17866553; 17868823,Polgari Szemle,,Judit Sági,"The conceptual framework of CSAs in Hungary is evolving in line with the international standards; however, there is a certain delay in conceptualising these actions into a strategic framework in private sector organisations. There seems to be a distinction between for-profit and non-profit stakeholders; the former are characterised by corporate social responsibility initiatives, whilst the latter rely on the sustainability of these initiatives. The author is aware of the fact that these phenomena are likely due to the country being an emerging economy in Europe, and argues that, in a broader context, social actions, if remaining segregated, are insufficient to solve civil society problems. With consideration to social needs (poverty and social inclusion), the arguments for the appropriate targeting and sustainability of CSAs are emphatic, and a shift towards a more strategic concept of social investment is essential. In this perspective, the author argues for the significance of knowledge transfer (i.e. from consultancy partners to civil organisations, or between for-profit organisations) in encouraging networking and increasing the forms of employee community engagement. At the end of the paper, the placing of a project (sign-language distant service to help disabled/ deaf persons) into a sustainable and financially sound framework is described.",15,Special Issue,350,362,Private sector; Corporate social responsibility; Business; Community engagement; Knowledge transfer; Social actions; The Conceptual Framework; Public relations; Civil society; Sustainability,,,,,https://eng.polgariszemle.hu/current-publication/153-environmental-protection-and-corporate-social-responsibility/956-perspectives-in-corporate-social-actions-and-social-and-financial-performance http://real.mtak.hu/112001/ https://core.ac.uk/download/328820092.pdf,http://dx.doi.org/10.24307/psz.2020.0221,,10.24307/psz.2020.0221,3015663049,,0,,0,true,,green
018-691-926-360-640,Connecting the Micro to the Macro: An Exploration of Micro-Behaviors of Individuals Who Drive CSR Initiatives at the Macro-Level,2018-12-03,2018,journal article,Frontiers in psychology,16641078,Frontiers Media S.A.,Switzerland,Latha Poonamallee; Simy Joy,"Grounded on a case study on the formation of an inter-corporate CSR initiative in which four corporations from Chennai, India collaborate, this paper explores the micro-behaviors that individual actors engage in to create CSR solutions later adopted at the macro-organizational level. Based on the findings, the paper (1) identifies five categories of micro-behaviors, namely increasing stakeholder salience by turning attention to the ethical and social responsibilities to specific stakeholder groups, emerging as a self-appointed CSR champion by assuming personal responsibility for action, creating CSR initiative prototypes by leveraging personal skills, garnering support by leveraging personal networks and amassing operational resources by organizational resources; (2) explicates the characteristics of individual approach to CSR that makes it different from, but complementary to organizational approach to CSR.",9,,2417,,Moral responsibility; Positive psychology; Corporate social responsibility; Social responsibility; Psychology; Qualitative research; Stakeholder; Action (philosophy); Champion; Public relations,CSR; event structure analysis; organizational innovation; positive psychology; qualitative research,,,,https://ueaeprints.uea.ac.uk/69219/ https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6287002 https://philpapers.org/rec/POOCTM https://www.frontiersin.org/articles/10.3389/fpsyg.2018.02417/pdf https://www.frontiersin.org/articles/10.3389/fpsyg.2018.02417/full https://research-portal.uea.ac.uk/en/publications/connecting-the-micro-to-the-macro-an-exploration-of-micro-behavio https://pubmed.ncbi.nlm.nih.gov/30559701/ https://www.mendeley.com/catalogue/4412c5f3-4526-32df-bc86-2ce57ac5b2ba/ https://core.ac.uk/download/196593753.pdf,http://dx.doi.org/10.3389/fpsyg.2018.02417,30559701,10.3389/fpsyg.2018.02417,2903120347,PMC6287002,0,000-584-305-029-384; 001-110-234-231-105; 006-489-438-047-749; 007-299-383-054-181; 007-410-643-763-594; 009-024-987-910-508; 014-279-750-052-045; 016-547-574-846-866; 017-090-689-189-965; 017-147-261-575-907; 021-282-328-449-582; 022-774-738-500-720; 025-110-009-771-843; 027-635-631-130-303; 028-789-101-896-676; 030-837-171-111-788; 034-333-571-515-796; 035-984-281-155-169; 036-289-903-245-161; 039-990-738-311-384; 040-422-895-285-124; 041-488-573-254-569; 041-658-182-086-237; 046-230-376-224-954; 047-460-128-505-546; 048-434-662-624-577; 053-531-917-676-05X; 061-102-101-511-863; 061-515-216-621-347; 063-758-644-469-096; 068-949-723-529-636; 069-904-185-687-203; 071-608-301-922-596; 075-009-958-810-688; 077-146-417-849-137; 083-304-320-465-792; 092-135-677-857-731; 093-302-960-545-890; 096-523-499-170-995; 099-095-725-205-22X; 100-357-883-277-115; 115-373-591-444-545; 117-652-913-702-653; 129-444-474-180-177; 131-805-877-870-511; 132-732-623-200-501; 132-785-366-872-911; 134-895-603-560-322; 144-982-864-237-599; 148-728-869-388-320; 158-477-404-015-70X; 166-204-621-970-742; 170-481-805-076-34X,2,true,cc-by,gold
018-695-122-525-460,Evaluating the link between Corporate Social Responsibility (CSR) and Employee Engagement: Evidence from Selected Commercial Banks of Bangladesh,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"Now a days, researchers and companies are paying increasing attention to corporate social responsibility (CSR) initiatives. So, theobjective of this article is to evaluate the link between Carroll,’s(1991)pyramid of CSR activities like economic responsibilities , legal responsibilities, ethical responsibilities and philanthropic responsibilities, companies CSR activities and employee engagement. Most of the research work has done on different group of stakeholdersand this article has given concentration on employees.  For collecting the data, a survey was done among 350 employees from 10 public commercial banks of Bangladesh. For analyzing the data, the study has used Confirmatory Factor Analysis and Structural Equation Model to test the goodness of fit and path co-efficient to assess the hypothesis. The result of the analysis suggest that economic responsibilities, legal responsibilities, ethical responsibilities and philanthropic responsibilities are positively associated with company’stotal CSR activities and company’s CSR activities are positively related with employee engagement. This studyhas done on tenconventional banks of Bangladesh which are performing their CSR operations very strongly;therefore, future research can be done on extended number of banks or other companies. This article could help the business executives to engage their employees by giving emphasize ontheir CSRprograms. So, companies can increase their CSR activities to engage talent pool for achieving competitive advantage. Keywords: Company’s total Corporate Social Responsibility (CSR), EmployeeEngagement,Economic Responsibilities, Legal responsibilities, Philanthropic responsibilities, Ethical responsibilities, Social IdentityTheory, Commercial Banks. DOI: 10.7176/EJBM/11-33-04 Publication date: November 30th 2019 ",,,,,,,,,,https://core.ac.uk/download/pdf/270185180.pdf,http://dx.doi.org/10.7176/ejbm/11-33-04,,10.7176/ejbm/11-33-04,,,0,,0,true,cc-by,hybrid
018-727-614-489-64X,Corporate social responsibility strategies in Nigeria : a tinged shareholder model.,2020-05-06,2020,journal article,Corporate Governance: The International Journal of Business in Society,14720701,Emerald,United Kingdom,Emmanuel Adegbite; Kenneth Amaeshi; Franklin Nakpodia; Laurence Ferry; Kemi C. Yekini,"// Purpose:; This paper aims to examine two important issues in corporate social responsibility (CSR) scholarship. First, the study problematises CSR as a form of self-regulation. Second, the research explores how CSR strategies can enable firms to recognise and internalise their externalities while preserving shareholder value.; ; // Design/methodology/approach:; This study uses a tinged shareholder model to understand the interactions between an organisation’s CSR approach and the effect of relevant externalities on its CSR outcomes. In doing this, the case study qualitative methodology is adopted, relying on data from one Fidelity Bank, Nigeria.; ; // Findings:; By articulating a tripodal thematic model – governance of externalities in the economy, governance of externalities in the social system and governance of externalities in the environment, this paper demonstrates how an effective combination of these themes triggers the emergence of a robust CSR culture in an organisation.; ; // Research limitations/implications:; This research advances the understanding of the implication of internalising externalities in the CSR literature in a relatively under-researched context – Nigeria.; ; // Originality/value:; The data of this study allows to present a governance model that will enable managers to focus on their overarching objective of shareholder value without the challenges of pursuing multiple and sometimes conflicting goals that typically create negative impacts to non-shareholding stakeholders.",20,5,797,820,Public economics; Shareholder; Corporate social responsibility; Business; Social system; Value (ethics); Shareholder primacy; Shareholder value; Context (language use); Corporate governance,,,,,https://dro.dur.ac.uk/30649/ https://www.emerald.com/insight/content/doi/10.1108/CG-12-2019-0389/full/html https://researchonline.jcu.edu.au/63379 http://dro.dur.ac.uk/30649/ https://eprints.whiterose.ac.uk/159564/ https://www.research.ed.ac.uk/portal/files/143975704/AdegbiteEtACG2020CorporateSocialResponsibilityStrategiesInNigeria.pdf https://eprints.soas.ac.uk/32590/ https://www.research.ed.ac.uk/en/publications/corporate-social-responsibility-strategies-in-nigeria-a-tinged-sh https://core.ac.uk/download/305122271.pdf,http://dx.doi.org/10.1108/cg-12-2019-0389,,10.1108/cg-12-2019-0389,3025752129,,0,000-956-454-457-934; 001-874-442-413-173; 002-170-947-446-350; 002-329-241-602-288; 003-041-890-126-131; 005-202-439-504-051; 007-385-483-947-21X; 007-536-069-761-466; 010-137-420-730-422; 010-719-801-016-660; 011-305-564-469-805; 012-031-366-863-538; 013-194-582-689-661; 013-344-746-109-848; 016-073-845-611-216; 016-779-242-812-961; 016-885-081-397-160; 016-932-574-271-426; 018-982-943-408-183; 019-326-675-528-760; 020-246-129-738-432; 022-774-738-500-720; 025-930-739-667-881; 025-987-754-382-136; 026-580-441-129-49X; 027-801-716-468-718; 029-755-432-791-693; 031-061-769-558-796; 031-753-687-567-960; 033-485-527-242-491; 034-835-803-175-357; 035-036-721-966-820; 035-352-792-734-482; 036-062-484-620-222; 037-033-275-575-457; 039-078-940-885-335; 039-462-310-227-836; 039-925-078-873-902; 042-030-848-996-732; 044-889-724-709-150; 046-600-980-935-176; 046-679-101-689-437; 048-116-710-508-818; 050-192-696-850-532; 050-862-814-229-30X; 053-586-283-902-008; 055-816-298-475-524; 057-143-245-028-738; 059-301-584-831-967; 060-546-121-839-613; 062-130-569-708-260; 064-091-717-837-982; 071-402-733-473-575; 072-217-657-771-619; 072-872-490-207-91X; 074-822-731-288-202; 077-502-054-898-084; 077-506-590-000-424; 077-524-801-138-482; 082-938-270-065-237; 082-954-072-859-618; 085-978-314-689-603; 086-452-436-562-512; 086-807-007-634-709; 087-665-520-633-788; 090-222-837-243-847; 105-328-163-310-270; 106-619-997-653-532; 107-980-118-763-078; 110-168-002-955-204; 113-153-323-385-684; 113-955-213-695-117; 117-018-790-935-52X; 118-323-564-509-386; 121-487-027-175-973; 125-415-918-646-882; 126-063-152-762-061; 126-120-722-575-670; 131-129-230-000-952; 131-586-439-905-270; 131-874-649-335-970; 132-090-635-435-111; 136-411-511-934-760; 148-707-139-311-10X; 149-415-597-733-491; 151-604-756-239-058; 153-884-921-080-83X; 159-261-313-954-676; 159-592-129-993-014; 166-405-723-185-236; 168-855-921-534-493; 174-713-447-092-109; 180-118-444-433-749; 181-424-455-515-83X; 188-643-243-921-304,5,true,cc-by-nc,green
018-784-387-256-926,Vodafone: the relationship between brand image and online marketing strategies,,2018,journal article,IROCAMM-International Review Of Communication And Marketing Mix,26050447,Editorial Universidad de Sevilla,,Niaz Hasan Mahmud; Irene García Medina,"The competition in global marketplaces is progressively increasing due to a large number of local players that form the telecom industry. For this reason, it is essential for companies to establish a strong brand image to maintain its position in the market. Vodafone has been one of the fastest growing companies in the world. Nevertheless, it still holds the number two position in the telecom European market and the sixth, in the international sphere. This aspect encourages us to dig into which factors need to be considered to reach the zenith. We have focused on the international online marketing strategies that are used by telecommunication companies to establish and enhance brand image in the global market. With the example of Vodafone, the research concentrates on the intricacies of the relationship between brand image and online marketing strategies in order to enhance brand image internationally, in the context of the global telecom sector. For this purpose, two detailed online surveys were conducted to gather opinion about the effects of online marketing strategies on brand image. It also aims to find the gaps in the online strategies and improve them in order to boost up the brand image of Vodafone.",1,1,7,31,Business; Marketing; Order (exchange); Position (finance); Context (language use); Competition (economics); Brand image; European market; Distribution (economics); Online advertising,,,,,https://revistascientificas.us.es/index.php/IROCAMM/article/view/5619 https://revistascientificas.us.es/index.php/IROCAMM/article/download/5619/5025 https://idus.us.es/handle/11441/77176 https://researchonline.gcu.ac.uk/en/publications/vodafone-the-relationship-between-brand-image-and-online-marketin https://dialnet.unirioja.es/servlet/articulo?codigo=6496201 https://core.ac.uk/download/161254991.pdf,http://dx.doi.org/10.12795/irocamm.2018.i1.01,,10.12795/irocamm.2018.i1.01,2805621653,,0,008-204-885-005-090; 014-492-988-894-210; 028-673-438-329-883; 032-069-543-766-456; 033-378-563-902-633; 044-605-493-022-089; 053-724-274-829-286; 061-719-630-274-488; 076-977-977-487-606; 078-281-732-112-985; 082-472-260-263-705; 096-005-494-887-006; 131-104-977-138-131; 152-216-387-554-969; 154-735-485-526-387; 157-481-024-117-953; 172-685-912-532-635,1,true,cc-by-nc-nd,gold
018-819-527-623-079,"The Effect of Environmental, Social and Governance Consistency on Economic Results",2016-10-09,2016,journal article,Sustainability,20711050,MDPI AG,Switzerland,Idoya Ferrero-Ferrero; María Ángeles Fernández-Izquierdo; María Jesús Muñoz-Torres,"This study aims to explore how environmental, social and governance (ESG) consistency impacts the firm performance, specifically, the relationship between ESG performance and economic performance (EP). This study posits that the company’s commitment and effectiveness towards the creation of consistent competitive advantage in environmental, social and governance dimensions constitutes an intangible value that leads improvements in corporate performance. This work uses a panel dataset for listed firms of the EU-15 countries during the period 2002 to 2011 and applies Generalized method of moments (GMM) estimator system in order to address the potential unobserved heterogeneity and dynamic endogeneity. The main results reveal that the global effect of ESG performance on EP for those firms that present interdimensional consistency is greater than the rest, except for higher levels of ESG performance.",8,10,1005,,Accounting; Econometrics; Economics; Generalized method of moments; Work (electrical); Order (exchange); Consistency (negotiation); Value (ethics); Corporate governance; Competitive advantage; Endogeneity,,,,,http://repositori.uji.es/xmlui/handle/10234/165001 https://www.mdpi.com/2071-1050/8/10/1005 https://ideas.repec.org/a/gam/jsusta/v8y2016i10p1005-d79967.html https://core.ac.uk/display/84137114 https://www.mdpi.com/2071-1050/8/10/1005/pdf https://doi.org/10.3390/su8101005 https://econpapers.repec.org/RePEc:gam:jsusta:v:8:y:2016:i:10:p:1005-:d:79967 https://core.ac.uk/download/84137114.pdf,http://dx.doi.org/10.3390/su8101005,,10.3390/su8101005,2530402671,,0,001-170-044-677-055; 003-089-105-705-22X; 003-575-763-136-333; 006-043-214-182-662; 007-452-848-575-509; 007-507-890-999-116; 010-544-812-824-59X; 010-745-145-750-160; 011-792-890-101-193; 012-251-027-540-86X; 013-837-826-929-964; 014-612-851-496-186; 018-908-116-812-144; 019-149-454-103-588; 020-959-911-233-135; 021-279-716-991-974; 025-011-862-797-967; 026-087-031-486-081; 027-208-805-619-111; 031-664-162-516-568; 033-025-753-354-072; 033-718-207-638-301; 042-335-426-642-552; 046-127-203-871-082; 047-773-175-584-387; 050-199-112-545-182; 053-195-536-333-811; 053-769-473-632-821; 058-012-353-741-844; 061-829-988-617-171; 063-440-504-091-01X; 064-786-623-022-10X; 068-685-598-293-137; 070-997-971-562-118; 076-084-597-998-481; 079-250-452-845-054; 080-193-203-123-170; 091-562-645-935-467; 094-211-629-400-977; 100-620-475-201-408; 100-886-642-183-365; 101-963-155-471-055; 105-586-973-205-490; 112-454-326-941-730; 113-765-308-211-034; 115-167-292-635-619; 127-356-618-215-912; 128-448-634-234-720; 132-558-492-977-554; 134-166-944-440-548; 143-189-337-063-89X; 155-879-175-881-390; 160-875-865-576-804; 161-069-380-617-137; 168-171-312-802-862; 169-603-612-849-833; 177-365-931-335-003; 182-258-931-784-594,54,true,cc-by,gold
018-881-001-780-229,Corporate Social Responsibility (CSR) Implementation: A Review and a Research Agenda Towards an Integrative Framework.,2022-02-02,2022,journal article,Journal of business ethics : JBE,01674544; 15730697,Springer Netherlands,Netherlands,Tahniyath Fatima; Said Elbanna,"<AbstractText>In spite of accruing concerted scholarly and managerial interest since the 1950s in corporate social responsibility (CSR), its implementation is still a growing topic as most of it remains academically unexplored. As CSR continues to establish a stronger foothold in organizational strategies, understanding its implementation is needed for both academia and industry. In an attempt to respond to this need, we carry out a systematic review of 122 empirical studies on CSR implementation to provide a status quo of the literature and inform future scholars. We develop a research agenda in the form of an integrated framework of CSR implementation that pronounces its multi-dimensional and multi-level nature and provides a snapshot of the current literature status of CSR implementation. Future research avenues relating to multi-level studies, theoretically supported research models, developing economy settings, and more are recommended. Practitioners can also benefit through utilizing the holistic framework to attain a bird's eye view and proactively formulate and implement CSR strategies that can be facilitated by collaborations with CSR scholars and experts.</AbstractText>;           <AbstractText Label=""SUPPLEMENTARY INFORMATION"" NlmCategory=""BACKGROUND"">The online version contains supplementary material available at 10.1007/s10551-022-05047-8.</AbstractText>;           <CopyrightInformation>© The Author(s), under exclusive licence to Springer Nature B.V. 2022.</CopyrightInformation>",,,1,,Corporate social responsibility; Status quo; Business ethics; Empirical research; Business; Quality of Life Research; Public relations; Knowledge management,CSR complexity; CSR formulation; CSR implementation framework; CSR strategy; Corporate social responsibility implementation,,,,,http://dx.doi.org/10.1007/s10551-022-05047-8,35125567,10.1007/s10551-022-05047-8,,PMC8807959,0,000-427-931-824-511; 000-651-117-846-018; 000-675-919-585-08X; 001-100-698-335-608; 002-178-561-752-271; 003-224-724-663-056; 005-530-337-535-941; 006-471-754-181-493; 009-024-987-910-508; 009-275-560-936-887; 009-878-289-017-973; 010-291-290-482-883; 010-615-958-268-069; 011-163-889-382-264; 012-722-038-604-345; 013-205-371-955-051; 013-265-327-584-446; 013-465-811-643-432; 013-886-805-486-819; 014-135-618-020-596; 014-279-750-052-045; 014-666-047-992-844; 015-422-363-638-471; 015-999-921-788-017; 016-631-457-068-18X; 017-492-045-801-882; 018-617-758-043-615; 019-044-404-755-894; 019-957-789-354-683; 020-008-556-438-73X; 020-352-380-542-922; 020-683-919-306-322; 020-686-436-751-628; 027-788-678-459-437; 028-281-264-983-240; 030-351-867-629-34X; 033-584-740-448-038; 034-329-257-116-269; 035-982-342-731-07X; 036-580-129-411-83X; 041-898-461-437-899; 042-588-718-064-075; 045-754-631-412-145; 045-857-385-595-67X; 049-058-478-627-559; 050-011-310-936-208; 050-967-020-245-894; 051-134-895-616-555; 051-315-983-508-717; 053-248-008-907-064; 054-145-450-981-448; 054-733-348-127-940; 054-912-286-540-871; 055-927-829-013-436; 056-946-677-230-123; 057-993-203-967-818; 060-046-860-669-426; 060-571-945-430-102; 061-335-049-978-358; 063-559-444-963-864; 064-263-085-572-055; 064-894-777-454-253; 066-776-241-314-717; 067-468-260-932-782; 067-646-188-697-560; 068-063-531-844-671; 068-917-859-828-874; 069-206-139-517-387; 069-979-400-051-010; 070-555-768-271-982; 070-773-398-109-800; 071-679-197-978-466; 072-944-398-606-07X; 073-469-448-270-911; 074-567-858-822-606; 075-141-321-259-890; 075-813-259-118-438; 076-499-153-140-278; 077-360-324-283-899; 078-878-622-221-576; 079-166-777-118-697; 079-979-949-181-659; 084-015-570-758-200; 084-142-046-233-004; 084-551-630-537-450; 085-300-287-100-525; 086-033-722-156-455; 088-049-228-430-614; 093-875-235-826-41X; 096-904-868-858-373; 101-308-206-668-624; 102-274-099-713-322; 102-422-617-420-880; 104-549-867-870-64X; 105-838-601-739-57X; 106-926-388-509-041; 109-881-515-874-360; 111-871-776-935-822; 111-931-151-441-410; 113-261-843-924-301; 113-570-807-307-030; 113-689-812-895-007; 113-974-887-016-612; 114-781-566-398-731; 115-482-499-323-938; 118-832-042-546-855; 119-196-126-939-201; 120-515-958-941-348; 123-456-315-426-010; 123-700-015-783-843; 124-385-396-946-958; 129-661-140-813-916; 131-874-649-335-970; 133-563-133-466-878; 134-064-181-972-409; 135-675-543-046-285; 138-054-926-688-24X; 139-503-766-807-533; 143-655-812-430-667; 146-665-791-718-554; 147-262-398-110-198; 150-756-983-846-92X; 158-798-678-208-274; 160-264-524-121-825; 164-020-839-739-587; 165-028-854-687-36X; 174-471-746-238-834; 182-199-495-327-639; 182-867-587-691-99X; 198-307-787-949-76X,6,true,,bronze
019-234-617-035-353,Pengaruh Corporate Social Responsibility terhadap Kinerja Perusahaan Sektor Pertambangan Terdaftar di Bursa Efek Indonesia&Malaysia 2014-2018,2020-03-17,2020,journal article,Journal of Entrepreneurship & Business,2721706x,University of Surabaya,,Irbahiya Aqsa Griselda; Werner Ria Murhadi; Mudji Utami,"The aims of this research is to analyze the effect of corporate social responsibility, leverage, firm size and firm size towards firm performance using return on assets and Tobin’s Q as a proxy in mining sector companies listed in Indonesian Stock Exchange and Malaysia Stock Exchange in the period 2014-2018. This research uses quantitative approach with two least square regression analysis model. This study uses sample of firms which are listed on mining in IDX and MYX on 2014-2018. The findings result of this research CSR have positive and significant effect towards firm performance in mining sector companies BEI on the period 2014-2018, while CSR insignificant effect towards firm performance in mining sector companies BEM on the period 2014-2018.; Keywords: corporate social responsibility, financial performance, firm value",1,1,21,30,Accounting; Corporate social responsibility; Business; Return on assets; Stock exchange; Enterprise value; Proxy (statistics); Financial performance; Sample (statistics); Leverage (finance),,,,,https://journal.ubaya.ac.id/index.php/jerb/article/download/2821/2145 https://journal.ubaya.ac.id/index.php/jerb/article/view/2821 https://core.ac.uk/download/pdf/288188167.pdf,http://dx.doi.org/10.24123/jerb.v1i1.2821,,10.24123/jerb.v1i1.2821,3016456306,,0,016-945-131-300-104; 021-185-147-382-847; 030-312-116-664-361; 034-978-144-672-197; 061-116-402-258-432; 063-460-463-437-114; 107-670-937-286-54X; 108-969-948-257-501,0,true,cc-by,hybrid
019-255-701-371-109,Complete and Partial Organizing for Corporate Social Responsibility,2013-08-07,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Andreas Rasche; Frank G. A. de Bakker; Jeremy Moon,"This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. “Complete” organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, “partial” organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR—not only within businesses but also among non-governmental, governmental, and professional actors—is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research.",115,4,651,663,Business ethics; Corporate social responsibility; Business; Institutional theory; Institutionalisation; Organization studies; Context (language use); Hierarchy; Public relations; Organizational theory,,,,,https://nottingham-repository.worktribe.com/output/1001787 https://philpapers.org/rec/RASCAP-3 https://dialnet.unirioja.es/servlet/articulo?codigo=4394129 http://eprints.nottingham.ac.uk/2358/ https://ideas.repec.org/a/kap/jbuset/v115y2013i4p651-663.html https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1824-x.pdf https://dx.doi.org/10.1007/s10551-013-1824-x https://EconPapers.repec.org/RePEc:kap:jbuset:v:115:y:2013:i:4:p:651-663 https://link.springer.com/article/10.1007/s10551-013-1824-x https://research.vu.nl/en/publications/complete-and-partial-organizing-for-corporate-social-responsibili https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2F8e18ec9c-e95f-491d-91b4-7b82240a8da7 http://core.ac.uk/display/29029413 https://paperity.org/p/33745924/complete-and-partial-organizing-for-corporate-social-responsibility https://research.cbs.dk/en/publications/complete-and-partial-organizing-for-corporate-social-responsibili http://dx.doi.org/10.1007/s10551-013-1824-x https://core.ac.uk/download/29029413.pdf,http://dx.doi.org/10.1007/s10551-013-1824-x,,10.1007/s10551-013-1824-x,2072627327,,0,002-518-274-999-771; 003-024-848-717-371; 003-276-274-566-121; 005-741-105-818-846; 006-292-752-730-694; 006-294-052-644-153; 007-020-314-720-143; 007-197-203-906-395; 008-866-824-208-364; 009-024-987-910-508; 010-908-048-032-566; 014-975-843-933-30X; 016-411-180-460-079; 017-722-013-337-190; 017-771-076-509-798; 018-008-386-305-106; 021-174-830-017-349; 021-727-755-047-907; 022-373-285-369-522; 022-386-013-722-532; 022-952-281-676-433; 024-268-735-513-72X; 027-147-842-719-06X; 030-059-170-389-413; 030-752-062-304-270; 031-613-960-583-423; 032-954-457-523-564; 035-556-471-787-086; 035-704-145-131-817; 039-434-139-666-821; 039-435-284-833-90X; 039-653-425-058-472; 039-738-183-041-020; 042-461-000-886-629; 044-624-734-049-500; 044-685-761-781-421; 045-754-631-412-145; 046-841-674-135-16X; 047-460-128-505-546; 049-914-262-600-874; 052-042-505-597-896; 054-770-497-038-338; 054-933-193-504-647; 055-127-219-449-931; 055-222-575-590-371; 056-135-681-873-739; 058-281-024-860-194; 058-605-252-519-164; 062-714-822-325-765; 063-032-493-048-637; 064-337-792-484-854; 067-621-814-824-950; 067-945-242-728-795; 068-659-415-891-718; 073-237-585-901-326; 074-875-128-928-761; 081-075-315-162-86X; 082-112-133-630-243; 082-171-985-858-889; 083-349-126-274-975; 084-142-046-233-004; 086-071-950-887-978; 086-285-005-719-092; 087-815-409-614-029; 088-132-250-366-556; 088-919-850-566-219; 089-958-613-011-066; 092-235-131-089-660; 096-049-598-507-578; 098-961-837-238-597; 099-677-733-714-972; 103-492-481-923-285; 105-613-091-019-769; 106-431-652-537-638; 110-421-892-876-474; 112-588-881-102-454; 112-767-219-855-658; 113-849-247-645-661; 115-516-942-737-899; 121-340-017-801-647; 123-454-613-702-715; 128-914-453-979-569; 130-340-525-728-235; 132-042-340-002-953; 132-314-714-307-628; 132-915-119-172-216; 150-316-828-945-232; 153-917-384-253-683; 156-628-929-193-587; 160-020-172-743-856; 161-110-853-692-236; 163-113-889-893-140; 165-767-728-711-700; 172-632-468-547-531; 178-628-496-923-596; 182-420-761-395-66X; 184-790-553-293-803; 190-211-621-604-879; 194-701-488-982-412,88,true,cc-by,hybrid
019-366-573-135-006,Introducing value-based framing as a strategy for communicating CSR,2014-02-25,2014,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Line Schmeltz,"Purpose – The purpose of this paper is to test how framing of CSR messages, based on a value-theoretical framework, impacts consumer perception of the CSR message. Design/methodology/approach – Quantitative study in the form of an online survey strongly inspired by classical experimental design. Findings – Findings demonstrate that explicit communication of CSR framed as a corporate competence, and to some extent also as something personally relevant to the receivers, positively impacts evaluations of CSR messages and the companies behind them. Research limitations/implications – Findings indicate that CSR messages could increasingly emphasize corporate competence with a lesser focus on moral ideas and commitments, and that framing strategies can be effective in creating CSR messages that will be positively evaluated by young consumers. Originality/value – This study contributes by providing new insights into how value-based framing of CSR messages can increase credibility and relevance and thus help faci...",10,1,184,206,Corporate branding; Corporate social responsibility; Psychology; Marketing; Corporate communication; Framing (social sciences); Originality; Corporate identity; Strategic communication; Credibility; Public relations,,,,,https://EconPapers.repec.org/RePEc:eme:srjpps:v:10:y:2014:i:1:p:184-206 http://www.emeraldinsight.com/doi/ref/10.1108/SRJ-06-2012-0065 https://vbn.aau.dk/en/publications/introducing-value-based-framing-as-a-strategy-for-communicating-c https://www.emerald.com/insight/content/doi/10.1108/SRJ-06-2012-0065/full/html,http://dx.doi.org/10.1108/srj-06-2012-0065,,10.1108/srj-06-2012-0065,1984537526,,0,000-426-493-027-947; 006-080-230-736-840; 008-364-345-176-019; 010-571-926-972-21X; 013-916-208-016-266; 018-050-925-533-351; 018-606-075-915-716; 019-014-894-170-532; 019-548-255-647-994; 023-128-881-912-285; 026-295-723-560-736; 027-232-817-278-713; 027-638-435-553-222; 027-788-678-459-437; 028-661-237-836-979; 032-003-060-032-261; 033-648-680-930-374; 035-556-471-787-086; 037-995-661-784-617; 038-793-755-209-243; 039-679-661-742-984; 039-816-572-546-920; 040-209-583-607-857; 040-422-895-285-124; 043-605-651-281-566; 047-725-143-860-029; 047-956-568-295-692; 055-752-144-014-864; 058-962-693-185-53X; 059-005-189-409-76X; 061-962-780-079-67X; 064-207-876-235-702; 064-890-145-058-772; 066-782-006-828-049; 068-595-336-002-732; 069-536-977-187-817; 078-209-673-224-322; 085-154-197-357-332; 086-506-529-570-520; 087-401-099-506-371; 087-451-380-134-974; 088-956-750-760-156; 092-235-131-089-660; 093-659-966-894-532; 093-660-326-113-943; 094-119-684-715-208; 094-620-439-196-263; 094-679-689-603-382; 094-689-243-331-537; 095-007-738-244-609; 103-108-182-535-072; 103-134-872-055-85X; 103-883-194-509-397; 107-473-444-518-776; 108-018-472-475-816; 109-999-098-065-063; 110-827-531-869-690; 112-901-631-271-018; 113-150-262-964-696; 117-274-976-629-160; 120-875-539-082-998; 121-195-620-677-195; 127-356-618-215-912; 132-924-722-420-75X; 137-127-338-350-689; 142-721-738-523-334; 162-290-133-902-677; 167-632-063-376-761; 169-567-437-595-93X; 177-953-742-027-053; 187-746-548-399-41X; 188-969-012-938-416,19,false,,
019-373-678-198-316,Some Theoretical and Practical Issues on the Impact of CSR on the Vietnam Textile and Garment Enterprises Operational Efficiency,,2020,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"The paper shows the impacts of corporate social responsibility (CSR) on the operational efficiency of Vietnamese textile enterprises by using primary data from qualitative analysis methods. The results show that corporate social responsibility has a great influence on the operational efficiency of textile enterprises in many ways. On that basis, the article proposes several recommendations for the Government of Vietnam as well as Vietnamese textile enterprises to well perform corporate social responsibilities. Keywords:Corporate social responsibility (CSR), operational efficiency, financial performance DOI: 10.7176/EJBM/12-15-04 Publication date:May 31st 202",,,,,,,,,,https://core.ac.uk/download/pdf/327151335.pdf,http://dx.doi.org/10.7176/ejbm/12-15-04,,10.7176/ejbm/12-15-04,,,0,,0,true,cc-by,hybrid
019-566-329-142-489,Ethical Brand Image & Corporate Goodwill: Issues & Challenges,2013-01-23,2013,journal article,INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY,22785612,CIRWOLRD,,jaskaran Singh Dhillon,"This paper explores the concept of ethical branding and its link to corporate goodwill. Brands have traditionally been studied only as an economic construct. Brands, as a social construct, have not yet been fully understood due to the lack of research. A corporate brand is a vital part of the corporate goodwill management. An ethical brand enhances the firm’s goodwill; such goodwill reinforces the brand in turn. On the other hand, any unethical behaviour will severely damage or even destroy the total intangible asset as evidenced by the recent high profile corporate scandals. Ethical branding could provide the company with a differential advantage as a growing number of consumers become more ethically conscious.",3,1,46,53,Corporate branding; Corporate social responsibility; Business; Marketing; Social constructionism; Construct (philosophy); Intangible asset; Goodwill; Brand image; Brand management,,,,,http://cirworld.com/journals/index.php/ijmit/article/download/31MIT660/pdf http://cirworld.org/journals/index.php/ijmit/article/view/31MIT660/pdf https://core.ac.uk/download/322474720.pdf,http://dx.doi.org/10.24297/ijmit.v3i1.4639,,10.24297/ijmit.v3i1.4639,191413295,,0,002-693-248-605-220; 008-311-227-365-805; 052-463-403-405-780; 055-423-826-451-714; 062-110-807-031-390; 065-346-958-268-571; 074-329-482-829-207; 081-935-317-987-74X; 088-784-120-720-610; 114-167-222-043-216; 126-169-065-725-508; 150-645-735-702-044; 151-031-268-051-608; 163-186-137-106-017; 164-897-427-483-635; 165-213-608-534-434; 180-830-595-053-056; 187-750-477-530-83X; 193-669-051-428-52X,1,true,cc-by,gold
019-735-973-297-507,"Advancing the business and human rights agenda: Dialogue, empowerment, and constructive engagement",2009-10-01,2009,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Sébastien Mena; Marieke de Leede; Dorothée Baumann; Nicky Black; Sara Lindeman; Lindsay McShane,"As corporations are going global, they are increasingly confronted with human rights challenges. As such, new ways to deal with human rights challenges in corporate operations must be developed as traditional governance mechanisms are not always able to tackle them. This article presents five different views on innovative solutions for the relationships between business and human rights that all build on empowerment, dialogue and constructive engagement. The different approaches highlight an emerging trend toward a more active role for corporations in the protection of human rights. The first examines the need for enhanced dialogue between corporations and their stakeholders. The next three each examine a different facet of empowerment, a critical factor for the respect and protection of human rights: empowerment of the poor, of communities, and of consumers. The final one presents a case study of constructive corporate engagement in Myanmar (Burma). Altogether, these research projects provide insight into the complex relationships between corporate operations and human rights, by highlighting the importance of stakeholder dialogue and empowerment. All the five projects were presented during the Second Swiss Master Class in Corporate Social Responsibility, held in Lausanne, Switzerland on December 12, 2008. The audience for this conference, which examined business and human rights, was composed of researchers, governmental representatives, and business and non-governmental organization practitioners.",93,1,161,188,Business ethics; Corporate social responsibility; Sociology; Human rights; Stakeholder; Empowerment; Global governance; Constructive engagement; Corporate governance; Public relations,,,,,https://link.springer.com/article/10.1007/s10551-009-0188-8 https://openaccess.city.ac.uk/id/eprint/5794/ https://ideas.repec.org/a/kap/jbuset/v93y2010i1p161-188.html https://philpapers.org/rec/SBAATB https://core.ac.uk/display/76980549 https://www.jstor.org/stable/40605334 https://www.zora.uzh.ch/id/eprint/29161/ https://portal.research.lu.se/en/publications/advancing-the-business-and-human-rights-agenda-dialogue-empowerme http://lup.lub.lu.se/record/1587748 https://econpapers.repec.org/RePEc:kap:jbuset:v:93:y:2010:i:1:p:161-188 https://dialnet.unirioja.es/servlet/articulo?codigo=3184275 https://core.ac.uk/download/76980549.pdf,http://dx.doi.org/10.1007/s10551-009-0188-8,,10.1007/s10551-009-0188-8,2161738067,,0,004-132-984-565-100; 004-879-416-685-150; 008-360-972-159-033; 009-330-909-912-677; 013-227-017-461-806; 013-326-266-844-262; 016-590-355-615-420; 020-013-355-758-59X; 032-057-544-576-939; 035-306-773-950-123; 041-433-725-130-322; 042-058-521-959-643; 042-526-496-185-264; 043-095-556-651-47X; 043-099-827-787-028; 044-905-856-831-18X; 045-213-405-382-345; 046-164-804-991-576; 046-417-300-405-513; 046-866-014-593-668; 049-918-553-571-338; 052-294-980-842-943; 053-235-285-847-415; 053-807-222-717-972; 055-496-636-729-057; 062-473-948-582-930; 063-381-944-822-130; 064-961-667-733-97X; 066-063-257-778-743; 070-967-942-329-571; 071-010-239-115-833; 071-514-181-611-808; 073-374-356-213-336; 075-325-402-685-257; 075-912-472-162-503; 077-210-036-485-53X; 078-563-857-524-84X; 078-994-940-541-071; 079-028-615-717-35X; 080-640-938-640-947; 080-904-311-964-549; 083-742-907-533-010; 084-477-679-405-149; 085-189-071-250-636; 086-268-490-848-650; 088-541-703-373-976; 094-948-567-377-80X; 095-637-169-270-220; 095-869-566-874-928; 097-213-764-422-536; 097-332-571-639-976; 100-289-300-259-336; 101-307-152-136-563; 102-478-429-997-319; 104-151-020-216-343; 107-355-531-487-085; 111-392-544-238-501; 112-840-174-850-172; 112-993-226-222-360; 114-623-627-605-893; 124-113-091-793-568; 128-089-731-461-288; 128-133-545-763-974; 133-669-898-083-639; 133-813-952-474-248; 136-528-217-005-935; 137-178-631-327-445; 138-641-316-291-997; 150-320-236-572-470; 154-633-233-153-775; 158-479-450-610-920; 163-186-137-106-017; 163-541-241-987-09X; 166-007-953-431-187; 173-253-428-736-836; 173-810-763-044-625; 190-169-609-676-291,52,true,,green
019-757-861-935-137,Role of corporate responsibility for ensuring social and environmental sustainability in an emerging economy like India,2021-06-27,2021,journal article,Turkish Online Journal of Qualitative Inquiry,13096591,,,Vipul Gupta; Nishi Sharma; Mandeep Kaur; null M.Siraji; Neetu Jain; Mohd Naved,"The rapid industrialization and urbanization over the previous decades has resulted in an increase in growth of population. This increase in business and industrialization are the fundamental sources of development, employment and improved options of livelihood. However, for commercial purposes and discharge emissions and wastes into the environment as well, these enterprises are considered responsible for compensating all negative impacts exerted on the environment as a result of their different activities. One strategy for ensuring the appropriate compensation in this regard is the incorporation of the concepts of social, environmental as well as economic sustainability of development. Appropriate strategies for ensuring the same are holistically referred to as Corporate Social Responsibility (CSR). This study reviews the attitudes of few Indian corporate enterprises associated with different sectors for addressing primary contemporary environmental issues, referred to as Corporate Environmental Responsibility (CER). This study also identifies and analyzes strategic opportunities and potential challenges encountered while executing mandatory CER (a significant component of CSR) that is beneficial for further development of both theory as well as policy.",12,4,708,713,Public economics; Emerging markets; Corporate social responsibility; Business; Compensation (psychology); Population; Urbanization; Livelihood; Industrialisation; Sustainability,,,,,https://tojqi.net/index.php/journal/article/view/1122,https://tojqi.net/index.php/journal/article/view/1122,,,3178774702,,0,,0,false,,
019-762-673-171-527,"""I'm sorry.""—""No, you're not!"" Experimental Evidence of the Effect of Hypocritical CSR Communication",,2022,journal article,Academy of Management Proceedings,00650668; 21516561,Academy of Management,,Nils Kruse,"The amount of micro-level corporate social responsibility (CSR) research focusing on employee behavior has been continually growing over the past two decades. While most of the research has been focusing on positive behavioral and attitudinal outcomes of CSR, adverse effects have been largely neglected. Applying social and moral identification theory, this research project explores how hypocritical communication, i.e., the misalignment between CSR and a company’s crisis response strategies in the aftermath of a corporate scandal, affects worker misbehavior. Based on field experimental data from an online labor market (n = 478), I find evidence that perceived hypocrisy increases undesirable worker behavior, such as shirking and withholding job effort. Given the immense financial cost caused by employee misbehavior managers and company leaders should make managing CSR perceptions a key priority. My contribution to our understanding of microlevel CSR theory, in this case the link between hypocritical CSR and employee misbehavior, thus, can provide a basis for cost savings and risk mitigation.",2022,1,,,Corporate social responsibility; Hypocrisy; Business; Public relations; Perception; Marketing,,,,,,http://dx.doi.org/10.5465/ambpp.2022.14961abstract,,10.5465/ambpp.2022.14961abstract,,,0,,0,false,,
019-933-373-101-184,Scoring environmental credentials: a review of UK conference and meetings venues using the GREENER VENUE framework,2013-06-25,2013,journal article,Journal of Sustainable Tourism,09669582; 17477646,Informa UK Limited,United Kingdom,Julie Whitfield; Leonardo A.N. Dioko; Don E. Webber,"This paper investigates frameworks to conceptualise, monitor and compare corporate social responsibility (CSR) performance at individual conference venues, and provides a new comparative framework that organises and communicates information detailing business performance on 10 environmental policy initiatives (EPIs) (expressed by the acronym ""GREENER"") using a CSR scale (expressed by the acronym ""VENUE""). This GREENER VENUE framework reduces the gap in the CSR literature by accentuating discretionary practices, and by exhibiting conceptual and psychometric properties enabling the framework's application to broad and diverse contexts. Its use is grounded in theory: the framework is practical, simple to implement, easily understandable and highly relatable. Applying the GREENER VENUE framework to data collected via a self-administered internet questionnaire of 191 UK conference and meeting venues reveals that the biggest groups of such venues are classified as ""Eager"" on a rising scale from Eternal denial (11%), through Unmotivated (16%), to Nonchalant (30%) and so to Eager (36%), and finally, the top group, Venerated (7%). The paper also investigates the relative influence of all 10 EPI variables of the GREENER measure - considered simultaneously - towards enhancing firms' behaviour on an inventory of 18 well-known environmental best practices (EBPIs). © 2013 Taylor & Francis.",22,2,299,318,The Internet; Corporate social responsibility; Conceptual framework; Sociology; Marketing; Best practice; Tourism; Accountability; Business tourism; Public relations; Scale (social sciences),,,,,https://www.cabdirect.org/cabdirect/abstract/20143127494 http://eprints.bournemouth.ac.uk/20718/ https://uwe-repository.worktribe.com/output/827113 https://www.tandfonline.com/doi/full/10.1080/09669582.2013.809090 https://www.cabdirect.org/abstracts/20143127494.html https://core.ac.uk/download/11306613.pdf,http://dx.doi.org/10.1080/09669582.2013.809090,,10.1080/09669582.2013.809090,2062253802,,0,000-584-305-029-384; 001-307-010-647-346; 001-539-383-261-027; 001-628-723-160-295; 004-241-835-044-507; 005-647-871-023-021; 006-191-017-398-194; 007-622-898-589-828; 008-018-530-229-088; 008-311-517-010-711; 008-543-764-118-482; 011-922-845-631-18X; 014-279-750-052-045; 017-126-130-578-937; 018-561-290-260-98X; 019-243-834-819-829; 020-031-429-171-564; 022-453-715-126-038; 023-727-526-506-519; 024-484-146-598-100; 024-489-871-810-883; 024-824-417-754-004; 025-505-880-559-946; 026-252-500-351-937; 026-507-470-490-179; 028-586-256-210-595; 033-595-964-486-766; 037-416-337-387-805; 037-687-752-936-466; 040-966-982-284-328; 042-200-814-432-591; 042-454-776-141-24X; 042-807-425-625-032; 044-605-493-022-089; 046-441-165-898-852; 047-460-128-505-546; 049-456-092-913-169; 050-187-110-687-218; 050-698-489-956-308; 051-220-952-620-00X; 055-127-219-449-931; 057-897-800-001-245; 060-571-945-430-102; 062-115-430-347-012; 062-300-894-288-182; 062-501-128-247-892; 063-698-196-103-506; 066-543-057-143-922; 071-847-351-320-700; 072-506-977-148-667; 073-190-170-054-289; 073-286-306-987-069; 074-834-447-635-770; 078-281-476-762-97X; 082-426-271-997-838; 082-815-961-326-23X; 083-494-437-443-28X; 089-320-026-397-088; 089-602-892-180-18X; 094-682-881-210-156; 099-932-035-045-746; 100-696-750-773-189; 102-315-200-204-070; 106-844-279-612-614; 109-102-829-309-641; 111-311-756-947-150; 112-565-796-968-753; 113-899-305-830-159; 117-546-854-740-561; 118-079-747-225-966; 130-524-282-238-827; 135-526-819-302-528; 138-909-757-185-115; 139-641-412-398-758; 141-737-938-077-586; 148-510-808-764-431; 148-792-033-641-02X; 149-405-648-877-681; 150-902-607-064-919; 151-889-547-981-725; 152-771-604-608-998; 160-264-524-121-825; 163-020-421-050-727; 166-748-151-009-257; 177-813-851-109-934,18,true,,green
020-121-501-427-034,Examining how companies’ support of tourist attractions affects visiting intentions: The mediating role of perceived authenticity,2017-07-09,2017,journal article,Journal of Travel Research,00472875; 15526763,SAGE Publications,United States,Alessandro Biraglia; Maximilian H. E. E. Gerrath; Bryan Usrey,"As public funding for the restoration of tourist attractions decreases, assistance is often sought from the private sector in the form of corporate social responsibility (CSR). However, research has yet to understand how such CSR activities impact the beneficiary, namely tourist attractions. Thus, extending past CSR literature, we explore whether differing company CSR motivations can influence a tourists’ visiting intentions. The results of two experimental studies show low company altruism (e.g., demanding to acquire naming rights of the site), compared to high company altruism (e.g., demanding nothing in return), decreases visiting intentions. Furthermore, we show that perceived authenticity of the site mediates this effect. Finally, we find the negative effect of low altruistic CSR is mitigated in the case of no heritage. Based on the results, we show tourist attraction managers should be wary of companies displaying nonaltruistic intentions, as such activity may have harmful consequences.",57,6,811,823,Private sector; Corporate social responsibility; Business; Marketing; Tourism; Beneficiary; Tourist attraction; Public funding; Cultural heritage; Altruism,,,,,https://journals.sagepub.com/doi/full/10.1177/0047287517718352 https://ueaeprints.uea.ac.uk/64831/ https://research-portal.uea.ac.uk/en/publications/examining-how-companies-support-of-tourist-attractions-affects-vi http://journals.sagepub.com/doi/pdf/10.1177/0047287517718352 https://eprints.whiterose.ac.uk/116120/ https://core.ac.uk/download/131079237.pdf,http://dx.doi.org/10.1177/0047287517718352,,10.1177/0047287517718352,2613536766,,0,000-420-560-478-012; 001-539-383-261-027; 001-684-942-595-420; 004-233-388-129-604; 005-759-164-025-18X; 006-192-251-617-388; 008-069-211-800-945; 008-858-103-738-752; 009-024-987-910-508; 009-058-829-827-288; 009-438-051-288-547; 013-021-788-782-92X; 013-790-515-250-297; 015-789-141-058-907; 015-928-824-208-588; 016-000-499-310-244; 016-312-717-766-753; 017-309-822-473-134; 018-561-751-256-255; 018-606-075-915-716; 021-273-355-856-680; 025-724-556-647-792; 026-029-570-158-639; 031-105-527-006-739; 031-645-584-126-654; 037-474-783-441-942; 037-479-522-981-871; 040-264-702-693-367; 040-586-989-300-488; 041-134-182-769-233; 041-689-690-812-380; 042-640-088-979-099; 043-605-651-281-566; 044-125-806-782-167; 044-292-715-122-487; 046-199-832-816-337; 055-529-293-533-391; 055-818-038-504-72X; 056-126-178-605-45X; 060-752-643-842-569; 060-830-172-133-299; 062-080-053-833-738; 062-115-430-347-012; 063-276-234-185-902; 065-746-148-625-787; 065-954-926-237-614; 067-639-583-002-823; 070-652-722-067-155; 072-320-787-404-740; 073-121-760-850-34X; 073-851-761-104-28X; 075-678-887-138-676; 079-070-675-840-033; 079-366-650-658-828; 080-193-600-805-167; 083-457-549-516-006; 084-842-336-195-736; 088-049-228-430-614; 088-462-255-558-217; 088-921-284-462-716; 089-178-958-860-322; 094-308-341-507-012; 100-937-943-268-386; 104-172-961-945-954; 108-239-779-958-184; 108-416-072-665-155; 109-881-515-874-360; 110-142-798-704-295; 116-913-839-346-318; 117-220-373-249-579; 117-385-594-306-149; 117-404-452-177-864; 117-615-123-430-945; 119-948-724-206-517; 121-578-735-523-469; 121-928-860-664-540; 124-270-068-822-681; 124-449-146-834-195; 124-606-193-607-530; 126-187-448-361-851; 129-010-056-342-622; 132-319-302-012-99X; 133-169-846-109-111; 134-956-533-616-090; 139-101-567-335-455; 140-880-535-864-601; 141-211-062-747-314; 145-032-660-767-667; 146-101-200-696-864; 151-565-086-394-753; 162-290-133-902-677; 170-287-577-916-60X; 172-338-411-710-361; 189-305-727-036-357; 192-122-867-390-928; 192-389-272-784-584,13,true,,green
020-178-426-411-477,Socially responsible human resource policies and practices: Academic and professional validation,,2017,journal article,European Research on Management and Business Economics,24448834,Elsevier BV,Spain,Jesús Barrena-Martínez; Macarena López-Fernández; Pedro M. Romero-Fernández,"Abstract This article addresses the measurement and validation of socially responsible human resource policies from academic and professional points of view. Corporate Social Responsibility (CSR) has made great progress in recent years in the theoretical realm, showing its importance through different perspectives such as the institutional theory, the stakeholder approach, the theory of legitimacy, and the process of shared value. However, from an empirical standpoint, more research is needed to provide new indicators and evidence of testing socially responsible policies on business performance. This paper aims to devise a set of socially responsible human resource policies, demonstrate the validation of their content through several practices, and review the analysis of their relative weights thanks to the contribution of a panel of academic experts and a professional pretest, conducted in large Spanish companies.",23,1,55,61,Corporate social responsibility; Business; Social responsibility; Institutional theory; Stakeholder theory; Human resource management; Human resource policies; Public relations; Legitimacy; Creating shared value,,,,,https://core.ac.uk/display/82177787 https://www.sciencedirect.com/science/article/pii/S2444883416300146 https://socionet.ru/publication.xml?h=repec:idi:jermbe:v:23:y:2017:i:1:p:55-61 https://www.elsevier.es/en-revista-european-research-on-management-business-489-articulo-socially-responsible-human-resource-policies-S2444883416300146 https://dialnet.unirioja.es/servlet/articulo?codigo=5790997 https://www.scipedia.com/public/Barrena-Martinez_et_al_2016a https://ideas.repec.org/a/idi/jermbe/v23y2017i1p55-61.html https://core.ac.uk/download/pdf/82177787.pdf,http://dx.doi.org/10.1016/j.iedeen.2016.05.001,,10.1016/j.iedeen.2016.05.001,2472343774,,0,005-460-330-007-870; 009-581-717-251-460; 011-856-405-347-588; 016-686-175-301-199; 026-995-242-424-810; 027-884-337-883-678; 031-540-406-395-017; 036-806-726-456-613; 043-014-811-973-357; 045-111-897-027-456; 045-622-690-527-423; 046-570-486-228-340; 050-759-839-500-949; 051-847-851-517-205; 055-103-027-595-735; 055-197-406-736-251; 057-738-956-859-282; 059-733-638-776-297; 073-122-817-450-895; 081-312-474-294-890; 090-961-542-702-718; 093-793-576-284-680; 099-085-870-469-302; 129-258-690-789-519; 139-270-072-725-248,38,true,"CC BY, CC BY-NC-ND",gold
020-225-133-526-771,"Attitude, Motivation and Barriers for CSR Engagement among Travel and Tour Operators in Nepal",2020-05-03,2020,journal article,Journal of Tourism and Hospitality Education,24679550,Nepal Journals Online (JOL),,Rojan Baniya; Kripa Rajak,"<jats:p>The surging interest of tourists in responsible business practices and their global popularity is making CSR imperative for tourism SMEs, including TTOs of Nepal. Consequently, there has been a rise in CSR engagements among tourism SMEs in developing countries. Nonetheless, due to limited attention by researchers, knowledge about their CSR engagement is scant. The same is also true for TTOs residing in Nepal. In such a scenario, it is prudent to generate an understanding of CSR engagement of Nepali TTOs. For this reason, this exploratory study investigated various dynamics of CSR engagement among TTOs (n=141) registered in the National Association of Tour and Travel Agents through a paper-based survey. The results showed that half of TTOs claimed that they had incorporated CSR in their mission and strategy; they exhibited positive attitudes about the benefits of CSR to businesses, customers’ favorability towards businesses simple menting CSR, and the need for a higher value to CSR within the tourism industry. Societal benefits and wellbeing, and the opportunity to market their image among customers motivated them to engage in CSR, whereas lack of resources and knowledge restrained them. Three fourth of them claimed to practice CSR of some sort, and most of them intended to continue their CSR engagement in the future. Collectively, TTOs had a positive outlook towards CSR. However, there are some deterrents for them to engage in CSR. This study provides valuable baseline insights to formulate the right plans and policies to influence CSR employment by TTOs, ultimately leading to sustainable tourism.&#x0D;;  </jats:p>",10,,53,70,Corporate social responsibility; Business; Public relations,,,,,https://www.nepjol.info/index.php/JTHE/article/download/28733/23434,http://dx.doi.org/10.3126/jthe.v10i0.28733,,10.3126/jthe.v10i0.28733,3020993411,,0,,3,true,,gold
020-240-077-090-541,Corporate Social Responsibility and Employee Retention of ‘Green’ Hotels,,2013,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Noraini Aminudin,"Abstract This study is designed to identify the organization identification in Malaysian hotels which practised CSR. This research seeks to identify the antecedent variables that attribute to the staff turnover among selected green hotels in Malaysia. For a hotel to achieve its goal in the business in the market, each employee must firstly identify and ensure what are the responsibilities as being a member in the organization. Their responsibilities do not only focus on their job descriptions but their responsibility to their stakeholders including suppliers, community, customers, and the environment.",105,,763,771,Corporate social responsibility; Business; Marketing; Turnover; Employee retention; Antecedent (grammar); Public relations; Identification (information),,,,,https://www.sciencedirect.com/science/article/pii/S1877042813044546 http://www.sciencedirect.com/science/article/pii/S1877042813044546 https://core.ac.uk/display/82664869 https://core.ac.uk/download/pdf/82664869.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.11.079,,10.1016/j.sbspro.2013.11.079,2014139540,,0,009-359-248-732-589; 036-693-717-866-153; 036-705-131-869-635; 049-627-591-324-59X; 050-534-145-474-574; 057-841-567-916-883; 091-415-490-378-802; 097-803-959-837-408; 100-274-159-887-752; 126-412-012-622-684,23,true,,gold
020-302-765-503-400,"Muslim CEO, women on boards and corporate responsibility reporting: some evidence from Malaysia",2019-03-04,2019,journal article,Journal of Islamic Accounting and Business Research,17590817; 17590825,Emerald,United Kingdom,Absdulsamad Alazzani; Wan Nordin Wan-Hussin; Michael John Jones,"Purpose; ; ; ; ; Very limited research has been devoted to answering the question of whether the religious beliefs of the upper echelons of management and gender diversity have any impacts on the communication of corporate social responsibility (CSR) information in the marketplace. This study aims to fill the void in the literature by posing the two research questions: first, does the CEO religion affect a firm’s CSR behaviour?; second, do the women on the boards influence CSR reporting?; ; ; ; ; Design/methodology/approach; ; ; ; ; The authors performed the tests on a sample of 133 firms listed in Bursa Malaysia that have analysts following using a self-constructed CSR disclosure index based on information in annual reports in 2009. A total of 23 per cent of the sample firms have Muslim CEOs, and women made up only 8 per cent of board members.; ; ; ; ; Findings; ; ; ; ; The authors find that Muslim CEOs are significantly associated with greater disclosure of CSR information. The authors also find a moderate relationship between board gender diversity and CSR disclosure. This is probably because of insufficient number of women on boards.; ; ; ; ; Research limitations/implications; ; ; ; ; The disclosure index is based on unsubstantiated CSR information provided in annual reports, and the authors examine only two aspects of board diversity, namely, Muslim religiosity and gender mix.; ; ; ; ; Originality/value; ; ; ; ; This study advances the research on upper echelons theory by illuminating the importance of religious value in influencing the CSR behaviour of corporate leaders. This has been largely overlooked because of lack of data.",10,2,274,296,Accounting; Corporate social responsibility; Business; Value (ethics); Originality; Gender diversity; Religiosity; Index (economics); Diversity (politics); Sample (statistics),,,,,https://quspace.qu.edu.qa/handle/10576/11046 https://www.emeraldinsight.com/doi/abs/10.1108/JIABR-01-2017-0002 https://www.emerald.com/insight/content/doi/10.1108/JIABR-01-2017-0002/full/pdf https://research-information.bris.ac.uk/en/publications/muslim-ceo-women-on-boards-and-corporate-responsibility-reporting-some-evidence-from-malaysia(67d950ff-606a-4833-9976-babf5c718995).html https://research-information.bris.ac.uk/files/150404869/Muslim_CEOs.pdf https://qspace.qu.edu.qa/handle/10576/11046 http://repo.uum.edu.my/25880/ https://research-information.bris.ac.uk/en/publications/muslim-ceo-women-on-boards-and-corporate-responsibility-reporting https://research-information.bristol.ac.uk/en/publications/muslim-ceo-women-on-boards-and-corporate-responsibility-reporting(67d950ff-606a-4833-9976-babf5c718995)/export.html https://www.emerald.com/insight/content/doi/10.1108/JIABR-01-2017-0002/full/html https://core.ac.uk/download/159074834.pdf,http://dx.doi.org/10.1108/jiabr-01-2017-0002,,10.1108/jiabr-01-2017-0002,2898828014,,0,001-242-966-477-404; 002-994-269-455-347; 003-476-706-248-095; 003-726-462-916-892; 003-958-334-118-75X; 006-838-308-203-304; 011-246-540-114-033; 011-506-147-823-958; 011-585-789-570-25X; 014-546-937-363-162; 016-518-168-367-488; 016-953-054-967-14X; 017-012-395-580-930; 017-770-848-168-520; 022-382-623-818-517; 023-168-791-393-959; 024-117-286-282-293; 025-382-070-850-101; 025-885-727-820-308; 026-218-229-201-106; 026-981-787-262-674; 032-027-382-592-778; 033-307-264-057-638; 036-458-862-531-376; 036-868-938-840-100; 038-253-409-225-438; 038-781-328-369-607; 039-262-561-349-911; 039-369-632-310-521; 040-032-682-216-818; 040-420-304-286-661; 040-599-855-033-380; 041-219-200-388-980; 044-282-498-396-465; 045-382-443-391-362; 045-651-413-534-310; 046-307-690-570-938; 046-671-562-790-857; 050-044-318-677-424; 050-334-225-935-557; 054-667-799-228-000; 054-743-639-411-318; 056-334-770-216-388; 057-911-678-755-366; 058-736-616-380-23X; 061-713-402-165-557; 062-102-148-264-499; 065-327-083-453-198; 066-330-009-411-006; 073-428-865-374-008; 075-962-355-010-303; 077-524-801-138-482; 078-281-476-762-97X; 079-968-282-499-963; 081-814-310-725-682; 082-588-931-524-30X; 084-973-396-079-171; 088-460-209-403-215; 089-975-966-769-66X; 090-705-340-124-89X; 091-058-642-430-33X; 095-080-499-986-306; 097-849-096-998-540; 098-615-018-246-276; 099-898-555-692-393; 101-790-060-400-606; 102-309-394-512-432; 103-500-584-713-843; 104-748-143-720-381; 105-971-689-633-624; 112-696-541-706-508; 114-825-705-169-480; 116-683-011-690-388; 116-699-867-244-656; 116-917-630-331-447; 120-628-442-718-20X; 121-647-638-752-725; 122-479-030-670-648; 123-347-497-220-730; 123-548-554-472-100; 124-376-846-389-382; 127-708-752-150-685; 128-448-634-234-720; 133-235-511-373-511; 134-247-826-914-129; 140-623-488-622-521; 146-028-177-366-788; 147-579-274-906-763; 148-330-418-013-845; 149-847-463-320-48X; 150-776-319-537-65X; 157-459-095-120-331; 167-999-949-731-567; 170-496-179-073-580; 176-384-002-301-084; 181-354-890-724-280; 181-463-710-579-008; 192-121-378-418-163; 192-716-050-774-730; 194-195-555-742-138,18,true,,green
020-352-380-542-922,Consumers’ Perceptions of Corporate Social Responsibility: Scale Development and Validation,2013-08-13,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Magdalena Öberseder; Bodo B. Schlegelmilch; Patrick E. Murphy; Verena Gruber,"Researchers and companies are paying increasing attention to corporate social responsibility (CSR) programs and the reaction to them by consumers. Despite such corporate efforts and an expanding literature exploring consumers’ response to CSR, it remains unclear how consumers perceive CSR and which “Gestalt” consumers have in mind when considering CSR. Academics and managers lack a tool for measuring consumers’ perceptions of CSR (CPCSR). This research explores CPCSR and develops a measurement model. Based on qualitative data from interviews with managers and consumers, the authors develop a conceptualization of CPCSR. Subsequently, model testing and validating occurs on three large quantitative data sets. The conceptualization and the measurement scale can assist companies to assess CPCSR relative to their performance. They also enable managers in identifying shortcomings in CSR engagement and/or communication. Finally, the paper discusses implications for marketing practice and future research.",124,1,101,115,Business ethics; Corporate social responsibility; Business; Marketing; Perception; Gestalt psychology; Scale development; Public relations; Scale (social sciences); Qualitative property; Conceptualization,,,,,https://ideas.repec.org/a/kap/jbuset/v124y2014i1p101-115.html https://philpapers.org/rec/BERCPO-3 https://rd.springer.com/article/10.1007/s10551-013-1787-y https://dialnet.unirioja.es/servlet/articulo?codigo=4899391 http://epub.wu.ac.at/4026/ http://epub.wu.ac.at/id/eprint/4026 https://econpapers.repec.org/RePEc:kap:jbuset:v:124:y:2014:i:1:p:101-115 https://link.springer.com/article/10.1007/s10551-013-1787-y https://link.springer.com/article/10.1007/s10551-013-1787-y/fulltext.html https://epub.wu.ac.at/4026/ https://core.ac.uk/download/18450237.pdf,http://dx.doi.org/10.1007/s10551-013-1787-y,,10.1007/s10551-013-1787-y,1981724586,,0,001-095-917-910-673; 001-284-253-843-035; 004-570-739-348-604; 005-202-209-962-954; 006-032-701-464-284; 009-292-371-162-047; 010-221-712-394-071; 010-909-112-045-383; 014-300-074-989-740; 014-343-045-734-116; 015-013-726-939-074; 015-924-366-219-440; 015-999-921-788-017; 017-492-045-801-882; 017-960-880-355-139; 018-606-075-915-716; 019-387-803-539-27X; 022-509-785-910-67X; 025-267-985-445-653; 025-885-727-820-308; 026-665-442-057-961; 029-052-083-023-694; 030-140-267-691-406; 032-779-497-658-310; 035-556-471-787-086; 043-213-633-162-472; 043-605-651-281-566; 044-993-914-448-254; 050-199-112-545-182; 052-042-505-597-896; 053-239-935-783-993; 056-126-178-605-45X; 056-888-105-032-700; 057-662-541-378-294; 058-012-780-638-075; 060-571-945-430-102; 061-032-025-769-668; 064-091-717-837-982; 066-259-271-521-076; 067-253-312-715-950; 069-259-438-012-556; 071-679-165-049-689; 077-811-940-103-863; 078-972-263-156-32X; 080-073-793-896-096; 088-049-228-430-614; 089-941-499-236-18X; 094-620-439-196-263; 095-364-903-723-343; 099-085-870-469-302; 099-766-355-075-046; 103-355-295-913-314; 106-685-972-035-944; 108-890-126-050-163; 111-598-768-315-055; 113-236-608-309-240; 118-000-617-184-954; 122-576-580-181-851; 122-937-778-784-122; 126-958-532-821-737; 128-910-399-711-562; 131-180-572-109-097; 131-294-950-045-808; 134-289-082-358-70X; 139-119-876-531-586; 147-777-072-867-660; 150-859-551-059-502; 152-445-790-083-860; 189-941-253-397-202,194,true,,
020-354-667-459-308,Revisiting the Corporate Social and Financial Performance Link: A Contingency Approach,2017-09-04,2017,journal article,Business and Society Review,00453609; 14678594,Wiley,United Kingdom,Eleanor O'Higgins; Thibault Thevissen,"This study draws on and extends contingency theory, in relation to stakeholder theory to understand the corporate social performance (CSP) and financial performance (CFP) link, by evaluating under what circumstances CSP influences CFP. Contingencies include stakeholder configurations/salience and crisis conditions. Using differentiated measures of CSP, this study examined financial effects of various specific stakeholder facing activities pre- and post-crisis in the food/beverage and pharmaceutical industries, and in firms selling search versus experience goods. The results indicate that pre-crisis CSP is related to post-crisis financial effects, but the relationships are dependent on the interactions among the contingencies studied, so investments in certain social areas improve CFP, whereas others may hurt it. This confirms that a finer grained approach should be taken to the examination of CSP and CFP. On a practical basis, it shows that deep stakeholder knowledge and attention to complementary factors to CSP, such as advertising, must be understood, so CSP activities are of benefit to the firm",122,3,327,358,Business; Contingency approach; Marketing; Stakeholder theory; Salience (language); Stakeholder; Relation (database); Financial performance; Corporate social performance; Industrial organization; Contingency theory,,,,,http://eprints.lse.ac.uk/id/eprint/84657 https://philpapers.org/rec/OHIRTC https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3032757 https://onlinelibrary.wiley.com/doi/full/10.1111/basr.12119 https://core.ac.uk/download/96716926.pdf,http://dx.doi.org/10.1111/basr.12119,,10.1111/basr.12119,2758920969,,0,002-929-446-634-493; 005-195-245-578-850; 008-122-994-938-464; 018-476-389-920-611; 026-455-353-352-998; 034-876-878-504-355; 035-038-779-700-282; 037-218-731-329-657; 037-687-752-936-466; 041-296-433-480-744; 042-974-095-975-547; 047-079-476-016-949; 047-460-128-505-546; 048-258-354-196-742; 051-670-691-178-142; 053-195-536-333-811; 059-031-301-002-994; 061-829-988-617-171; 062-300-894-288-182; 065-635-282-815-141; 067-211-499-657-897; 069-533-155-665-652; 079-166-777-118-697; 083-521-912-038-04X; 084-090-566-160-433; 093-501-575-801-933; 099-330-681-133-048; 103-811-154-983-884; 107-150-172-527-41X; 111-963-768-580-775; 118-013-216-581-193; 119-079-759-340-204; 126-055-278-271-030; 133-137-949-546-342; 135-928-678-378-378; 139-101-567-335-455; 142-863-186-631-946; 144-052-417-506-960; 155-879-175-881-390; 159-592-129-993-014; 166-204-621-970-742; 182-867-587-691-99X; 192-484-270-718-829,5,true,,green
020-367-630-231-88X,Listen to the voice of the customer—First steps towards stakeholder democracy,2019-11-27,2019,journal article,Business Ethics: A European Review,09628770; 14678608,Wiley,United Kingdom,Laura Marie Edinger-Schons; Lars Lengler-Graiff; Sabrina Scheidler; Gina Mende; Jan Wieseke,,29,3,510,527,Business; Stakeholder; Public relations; Voice of the customer; Democracy,,,,Deutsche Forschungsgemeinschaft,https://philpapers.org/rec/EDILTT https://madoc.bib.uni-mannheim.de/52941/ https://onlinelibrary.wiley.com/doi/full/10.1111/beer.12252 https://dialnet.unirioja.es/servlet/articulo?codigo=7645901 https://core.ac.uk/download/242521955.pdf,http://dx.doi.org/10.1111/beer.12252,,10.1111/beer.12252,2990328796,,0,000-426-493-027-947; 002-892-838-091-305; 004-622-734-126-502; 004-975-287-712-270; 006-080-230-736-840; 006-880-751-156-038; 008-512-245-267-863; 011-605-239-203-506; 013-983-002-404-474; 015-773-267-074-703; 018-606-075-915-716; 019-124-428-358-850; 020-148-983-953-669; 021-475-236-174-156; 022-711-677-224-161; 024-310-362-315-785; 025-924-380-506-14X; 026-061-908-024-938; 028-496-663-356-058; 028-642-431-099-358; 028-661-237-836-979; 029-737-347-521-542; 030-434-846-548-253; 031-548-330-984-072; 032-003-060-032-261; 033-171-354-077-456; 033-805-762-001-866; 037-723-871-102-726; 041-566-490-509-272; 042-750-220-275-038; 042-898-180-936-241; 047-084-373-523-100; 048-027-648-873-659; 048-219-421-656-04X; 049-696-545-462-309; 055-968-530-315-457; 056-126-178-605-45X; 056-686-440-706-21X; 062-777-472-155-775; 063-321-434-085-797; 067-948-732-472-781; 071-488-239-632-796; 072-813-199-606-608; 073-088-994-833-137; 074-422-134-216-275; 074-544-961-731-567; 075-324-055-146-069; 075-788-553-601-98X; 076-395-694-749-717; 077-893-007-488-470; 082-171-985-858-889; 088-233-687-029-248; 095-799-259-061-870; 096-424-182-991-986; 100-757-818-187-263; 103-108-182-535-072; 104-634-020-378-357; 112-024-486-611-941; 112-251-993-111-570; 115-259-628-261-576; 121-466-329-093-065; 125-546-507-452-522; 129-836-393-453-084; 141-692-254-382-911; 146-438-538-919-061; 162-290-133-902-677; 168-397-945-252-428; 179-343-606-215-505,9,true,cc-by-nc-nd,hybrid
020-543-456-829-973,Corporate Social Responsibility: Theoretical Discussions,2016-03-01,2016,journal article,International Journal of Social Science Studies,23248041; 23248033,Redfame Publishing,,Yezdi H. Godiwalla,"Organizations, as integral parts of a society, must conduct themselves with the higher standards of legality, ethics, decency and corporate citizenship. This is to exceed the higher expectations of a given society. The modern day rapidity of social media and journalism, together with widespread global scope, make it necessary for organizations to be ever so vigilant, careful in their conduct. It calls for increasing standards of internal communication and training so that their employees meet and exceed the rising societal and stakeholder expectations. In the case of an MNC or global organization, the social responsibilities goals and strategies would depend upon a foreign subsidiary’s host country needs and expectations, and, overall MNC’s and foreign unit’s resource capabilities. This issue is important in determining the sustainability and scope of social responsibilities goals and strategies. The stakeholder approach is important. Stakeholders of the MNC as a whole, and, those of each foreign subsidiary unit are together important in this regard.",4,4,1,10,Journalism; Corporate social responsibility; Social responsibility; Economics; Stakeholder theory; Stakeholder; Scope (project management); Public relations; Social media; Internal communications,,,,,https://redfame.com/journal/index.php/ijsss/article/download/1428/1440 https://econpapers.repec.org/article/rfajournl/v_3a4_3ay_3a2016_3ai_3a4_3ap_3a1-10.htm https://redfame.com/journal/index.php/ijsss/article/view/1428/0 https://ideas.repec.org/a/rfa/journl/v4y2016i4p1-10.html https://core.ac.uk/download/pdf/228084145.pdf,http://dx.doi.org/10.11114/ijsss.v4i4.1428,,10.11114/ijsss.v4i4.1428,2288425796,,0,003-133-396-041-528; 008-340-803-420-781; 014-255-957-838-057; 015-849-095-943-498; 019-527-648-878-627; 037-681-510-507-24X; 039-467-933-939-795; 042-770-611-920-725; 052-273-573-652-998; 062-870-261-874-354; 101-634-305-875-569; 107-274-748-521-438; 109-493-807-658-067; 110-502-326-347-134; 116-632-759-864-448; 122-575-032-481-090; 139-086-959-859-597; 139-641-412-398-758; 146-153-926-289-701; 152-028-653-454-234,0,true,cc-by,green
020-735-403-694-821,Antagonistic framing of sustainability by energy suppliers: Dissecting corporate CSR messages in a cross-cultural comparison,2019-02-26,2019,journal article,Corporate Communications: An International Journal,13563289,Emerald,United Kingdom,Franzisca Weder; Isabell Koinig; Denise Voci,"Purpose; ; ; ; ; The purpose of this paper is to determine inasmuch energy suppliers dedicate communicative resources toward sustainable development and corporate social responsibility (CSR), also paying attention to how they frame it, and if they manage to achieve consistency in their communication or fall victim to contradictions.; ; ; ; ; Design/methodology/approach; ; ; ; ; By use of a qualitative content analysis, online communication tools (information on corporate websites) as well as content for download were examined in detail. The present study sample comprised of 12 case studies from selected countries (Austria, Russia, Germany, the USA, France and Korea).; ; ; ; ; Findings; ; ; ; ; Overall, findings indicate that CSR has already been implemented in most energy and energy-related industries; however, it is put forward with varying degrees of attention and intensity, depending on which topics energy companies choose to address communicatively (results were classified according to a frame positioning scheme by Weder, 2012, 2018). Results underscore the fact that, at times, companies are struggling to link their CSR projects back to their core businesses. Yet, a clear trend to politicization can be described as a strong correlation of communication strategies of energy suppliers and political programs of the respective country becomes obvious.; ; ; ; ; Research limitations/implications; ; ; ; ; Limited research as to how CSR topics are framed in different branches has been conducted to date; likewise, the energy sector, whose motives has been often subject to public questioning, has received little attention in CSR communication research to date. Hence, ambiguities were presumed to exist.; ; ; ; ; Originality/value; ; ; ; ; The present study examines the relevance and framing of CSR in a highly competitive, centralized industry that is challenged by a global process of transition to renewable energy. The results show that the analyzed energy suppliers offer only a limited variety of issue-specific frames; instead CSR as well as sustainability are (ab)used as master frames or “buzz words” in a fairly shallow economic or socio-political argumentation.",24,2,368,390,Marketing buzz; Corporate social responsibility; Business; Marketing; Framing (social sciences); Originality; Download; Sustainable development; Argumentation theory; Sustainability,,,,,https://www.emeraldinsight.com/doi/full/10.1108/CCIJ-01-2018-0014 https://www.emerald.com/insight/content/doi/10.1108/CCIJ-01-2018-0014/full/html https://espace.library.uq.edu.au/view/UQ:fc43288,http://dx.doi.org/10.1108/ccij-01-2018-0014,,10.1108/ccij-01-2018-0014,2915703807,,0,000-081-449-403-596; 003-361-843-513-860; 004-596-329-016-223; 006-080-230-736-840; 008-030-202-319-799; 008-042-142-664-141; 008-632-078-737-325; 010-237-448-185-882; 010-340-213-168-397; 010-534-485-571-10X; 010-807-027-144-654; 012-692-263-828-957; 013-341-490-010-794; 013-374-391-148-895; 014-303-919-473-695; 016-297-754-155-166; 017-040-488-879-577; 018-266-092-856-158; 019-614-341-984-308; 019-705-011-040-690; 019-806-548-132-918; 020-583-896-563-204; 022-050-113-408-381; 023-686-250-053-329; 024-115-867-513-759; 026-046-165-643-168; 026-665-442-057-961; 028-820-224-344-284; 029-399-301-455-720; 031-128-183-826-785; 031-452-400-388-473; 032-586-257-845-319; 034-259-979-660-337; 035-556-471-787-086; 035-989-914-699-557; 036-592-982-103-277; 036-664-517-162-183; 037-529-911-305-378; 037-945-860-063-489; 038-936-958-301-096; 041-130-276-822-500; 042-234-018-889-705; 043-200-840-148-259; 043-810-319-055-551; 044-651-472-883-389; 045-405-079-639-083; 054-266-396-474-955; 054-323-882-950-150; 056-200-862-662-787; 056-918-690-287-118; 060-190-675-097-514; 060-621-577-190-864; 061-963-694-263-942; 065-469-645-649-082; 070-632-614-086-051; 071-438-766-150-419; 073-067-516-084-095; 074-413-858-409-019; 074-435-124-002-081; 077-140-941-101-945; 077-437-971-876-650; 079-426-153-710-156; 079-505-520-081-503; 082-864-288-664-132; 084-539-700-502-164; 084-725-164-042-764; 085-411-897-144-383; 087-401-099-506-371; 088-361-141-323-29X; 089-179-788-710-317; 089-234-736-338-241; 090-491-221-614-123; 093-375-087-871-532; 096-009-183-964-594; 098-581-474-448-733; 098-770-371-417-507; 099-361-218-348-92X; 099-889-845-645-064; 100-442-660-273-842; 101-486-197-073-013; 103-134-872-055-85X; 103-499-680-577-620; 104-379-897-160-228; 104-512-013-075-088; 108-018-472-475-816; 110-303-552-009-246; 116-376-963-855-485; 116-410-200-321-203; 116-935-230-600-096; 117-326-542-668-770; 121-687-498-462-545; 122-025-300-839-233; 122-822-991-231-340; 127-573-114-930-083; 134-050-675-766-771; 143-805-663-281-768; 146-110-682-120-327; 148-876-135-997-340; 150-225-797-435-921; 151-706-405-032-300; 155-978-611-610-057; 156-208-441-443-940; 161-106-960-847-713; 163-529-639-649-240; 163-764-339-663-438; 165-506-611-289-555; 167-259-755-475-83X; 172-999-637-082-271; 184-790-553-293-803; 192-019-859-708-152,16,false,,
020-981-072-501-08X,"Empirical Study on the Impact of Service, Communication and Corporate Social Responsability on the Image of Romanian Retail Brands",,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Dan-Cristian Dabija; Raluca Băbuţ,"Abstract The image perceived by the clients of supermarkets and hypermarkets is not only the result of the companies’ informative actions conducted by means of advertising, public relations, online presence or brochures with insertions about the sold items, the best prices and the most attractive offers, but also the synergy of CSR actions and of service through personnel. The present paper investigates, with the aid of structural equation modeling, the way in which service and communication of the Romanian retail brands contribute to building consumers’ proper perception of social responsibility actions as well as to the development of the image of the analyzed stores. The obtained empirical results have managerial implications useful to retailer's top management in better understanding the client and achieving a better position on the market.",109,,906,912,Empirical research; Corporate social responsibility; Business; Social responsibility; Marketing; Online presence management; Position (finance); Service (business); Hypermarket; Structural equation modeling,,,,,https://www.researchgate.net/profile/Dan-Cristian_Dabija/publication/260334817_Empirical_Study_on_the_Impact_of_Service_Communication_and_Corporate_Social_Responsability_on_the_Image_of_Romanian_Retail_Brands/links/02e7e530ca70c37642000000.pdf http://www.sciencedirect.com/science/article/pii/S1877042813052026 https://www.sciencedirect.com/science/article/pii/S1877042813052026 https://core.ac.uk/download/pdf/82815766.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.563,,10.1016/j.sbspro.2013.12.563,3124137067,,0,001-287-316-319-112; 003-495-674-955-169; 009-035-965-092-704; 012-385-759-934-550; 014-150-691-222-165; 021-300-802-119-393; 028-292-605-075-78X; 030-461-907-468-104; 032-029-293-233-65X; 040-726-049-888-113; 040-884-976-550-117; 041-274-161-536-056; 042-139-966-431-926; 043-605-651-281-566; 050-717-399-400-665; 051-289-294-235-200; 053-063-723-739-345; 068-183-346-221-460; 095-875-543-414-209; 097-364-019-806-888; 108-851-637-480-34X; 117-060-314-324-487; 119-597-914-156-440; 131-180-572-109-097; 156-628-929-193-587; 159-592-106-719-426; 185-050-475-065-604,16,true,,gold
021-088-367-800-014,The Role of Ethnic Directors in Corporate Social Responsibility: Does Culture matter? The Cultural Trait Theory Perspectives,2017-02-08,2017,journal article,International Journal of Disclosure and Governance,17413591; 17466539,Springer Science and Business Media LLC,United Kingdom,Osemeke Louis; Nobert Osemeke,"This paper investigates the effect of cultural differences between ethnic directors on Corporate Social Responsibility (CSR) of Public Liability Companies (PLCs) in Nigeria. Using the cultural trait theory, the study focuses on how the ethnic directors are influenced when making decisions concerning CSR. Adopting multiple regression analysis of data, the study investigates the three major ethnic groups (Yoruba, Igbo and Hausa) and finds cultural differences between the ethnic directors affect the adoption of CSR. Empirical results indicate that ethnic directors (Yoruba, Igbo and Hausa) were positively and significantly related to CSR. The paper contributes to the corporate governance and CSR debate concerning how ethnic directors’ decisions impact on CSR activities, particularly on the directors who are individualistic and collectivists towards CSR.",14,2,152,172,Accounting; Cultural diversity; Ethnic group; Corporate social responsibility; Sociology; Hausa; Igbo; Trait theory; Corporate governance; Collectivism,,,,,https://EconPapers.repec.org/RePEc:pal:ijodag:v:14:y:2017:i:2:d:10.1057_s41310-017-0018-7 https://researchonline.ljmu.ac.uk/id/eprint/5495/ https://ideas.repec.org/a/pal/ijodag/v14y2017i2d10.1057_s41310-017-0018-7.html https://link.springer.com/article/10.1057/s41310-017-0018-7 https://core.ac.uk/download/pdf/77060392.pdf,http://dx.doi.org/10.1057/s41310-017-0018-7,,10.1057/s41310-017-0018-7,2587610649,,0,000-491-974-003-509; 001-103-019-152-281; 003-156-680-358-292; 003-469-130-201-570; 005-377-782-537-058; 005-393-869-491-70X; 005-455-365-616-717; 008-127-424-139-380; 009-302-910-897-891; 010-803-714-189-020; 011-141-466-518-927; 011-169-687-833-845; 014-886-180-478-443; 017-167-454-912-226; 018-257-230-895-127; 021-289-056-798-907; 024-182-183-225-342; 024-977-810-297-089; 030-558-138-555-940; 030-832-523-186-255; 032-027-382-592-778; 032-160-304-709-734; 033-934-384-353-75X; 037-532-978-619-045; 038-282-844-160-774; 039-219-961-640-245; 041-202-567-513-812; 042-063-118-553-690; 044-531-085-060-255; 044-624-734-049-500; 045-393-570-934-511; 045-651-413-534-310; 047-460-128-505-546; 049-067-185-344-517; 049-202-344-487-339; 051-411-497-838-569; 053-195-536-333-811; 053-817-327-186-521; 054-587-922-477-900; 055-127-219-449-931; 055-544-755-668-238; 055-773-672-952-080; 057-902-365-606-71X; 058-302-451-667-719; 061-541-054-634-776; 062-110-807-031-390; 063-661-131-294-058; 066-400-343-948-766; 066-642-293-849-349; 067-261-363-761-455; 067-343-197-515-564; 069-634-846-501-713; 072-439-510-807-086; 072-978-121-958-617; 073-792-416-479-745; 074-624-837-197-037; 075-558-356-458-455; 077-691-048-138-877; 081-469-899-771-23X; 082-815-961-326-23X; 083-225-578-989-440; 084-681-299-955-155; 087-753-935-930-020; 087-999-047-258-854; 089-595-636-543-153; 090-018-335-024-523; 090-377-879-685-367; 090-839-599-716-88X; 095-251-831-397-030; 097-106-240-878-31X; 098-615-018-246-276; 099-576-922-692-159; 101-270-883-748-559; 105-971-689-633-624; 106-659-481-777-717; 108-888-160-339-427; 109-102-829-309-641; 110-342-973-831-934; 113-007-590-297-560; 116-811-596-252-212; 118-638-158-707-965; 118-972-653-872-494; 123-548-554-472-100; 124-255-079-396-336; 129-647-918-313-373; 131-398-670-454-89X; 132-035-527-816-61X; 134-594-905-933-842; 136-690-752-005-713; 136-805-435-096-09X; 139-641-412-398-758; 153-984-696-836-212; 158-452-023-689-873; 163-282-921-757-585; 166-100-032-492-010; 171-517-164-232-485; 184-367-351-019-672; 185-079-684-290-989; 186-024-282-871-076; 188-071-460-554-191; 189-291-932-597-343,6,true,,green
021-130-055-048-712,Corporate Social Responsibility and its Nexus with Firm Performance and Institutional Ownership: An Emerging Market Context,2020-06-30,2020,journal article,Journal of Business and Social Review in Emerging Economies,25190326; 2519089x,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Amna Noor; Muhammad Farooq; Mahwish Yamin; Saleh Nawaz khan,"<jats:p>&#x0D;; Either corporate social responsibility (CSR) is paramount for the firms or not, is a matter of &#x0D;; &#x0D;; &#x0D;; question since long. The present study analyzes this relationship in the context of moderating &#x0D;; &#x0D;; &#x0D;; role of Institutional ownership (IO). Firm performance is measured through accounting and &#x0D;; &#x0D;; &#x0D;; market value measures. Leverage, firm age, firm size, and log of sales revenue used as a control &#x0D;; &#x0D;; &#x0D;; variables. Through applying panel data techniques, findings demonstrate insignificant positive &#x0D;; &#x0D;; &#x0D;; association between CSR and firm performance. It shows that stakeholder could not assign value &#x0D;; &#x0D;; &#x0D;; to firms spending as a CSR. This could be the reason that customers are not much aware about &#x0D;; &#x0D;; &#x0D;; firms CSR activities hence, firms fail to capitalize their spending as an investment. Institutional &#x0D;; &#x0D;; &#x0D;; Ownership (IO) reveals negative insignificant association with all profitability measures except &#x0D;; &#x0D;; &#x0D;; Tobin’s Q where this relationship is significant. This significant negative relationship supports &#x0D;; &#x0D;; &#x0D;; the agency theory and presence of strategic alliance hypotheses between influential institutional &#x0D;; &#x0D;; &#x0D;; owners and internal management that leads to lower firm performance. The interaction variable &#x0D;; &#x0D;; &#x0D;; of CSR and IO show positive but insignificant relationship with firm performance by all means. &#x0D;; </jats:p>",6,2,845,858,Emerging markets; Political economy; Corporate social responsibility; Business; Nexus (standard); Context (language use),,,,,https://ideas.repec.org/a/src/jbsree/v6y2020i2p845-858.html https://core.ac.uk/download/328143368.pdf,http://dx.doi.org/10.26710/jbsee.v6i2.1263,,10.26710/jbsee.v6i2.1263,3043366482,,0,001-729-623-432-874; 002-929-446-634-493; 003-384-426-857-242; 005-547-388-810-107; 009-629-870-119-968; 010-171-693-498-47X; 010-571-926-972-21X; 011-672-200-968-245; 012-077-521-864-260; 013-837-826-929-964; 014-455-741-938-215; 015-414-879-361-880; 017-015-123-508-410; 017-046-212-454-268; 017-722-013-337-190; 019-806-548-132-918; 024-925-541-546-010; 025-987-754-382-136; 031-994-402-070-721; 032-610-087-750-858; 033-025-753-354-072; 033-443-025-438-667; 034-331-208-365-106; 036-616-691-357-254; 037-828-935-005-708; 039-467-933-939-795; 039-575-601-163-984; 040-655-529-699-519; 041-026-361-480-883; 042-806-381-947-405; 045-372-969-530-612; 045-670-463-266-442; 046-005-724-800-532; 047-084-373-523-100; 047-460-128-505-546; 050-653-728-121-553; 050-883-176-854-68X; 051-416-269-888-559; 051-720-357-556-761; 051-875-265-995-253; 054-635-966-202-355; 059-986-375-797-023; 066-400-343-948-766; 073-113-971-455-905; 073-888-769-774-594; 074-791-843-353-639; 077-110-587-162-800; 078-080-529-277-37X; 078-277-506-907-198; 084-182-731-135-943; 088-733-998-335-489; 091-414-890-872-91X; 093-736-755-880-41X; 094-948-567-377-80X; 095-720-465-731-439; 103-677-632-250-120; 104-823-195-860-471; 106-619-997-653-532; 107-274-748-521-438; 107-670-937-286-54X; 113-000-343-224-725; 115-514-270-204-977; 118-349-433-341-654; 120-515-958-941-348; 127-514-382-922-530; 128-893-793-820-204; 131-874-649-335-970; 143-282-591-040-163; 148-382-488-651-492; 150-468-463-983-203; 153-328-363-305-936; 159-592-129-993-014; 171-002-424-311-444; 179-373-675-161-480; 185-050-475-065-604,1,true,cc-by-nc,gold
021-159-962-768-237,Building Reputation Through Environmental Disclosure,2020-04-21,2020,journal article,Indonesian Management and Accounting Research,24429724; 14118858,Universitas Trisakti,,R Rosiyana Dewi,"Stakeholder’s concern for environmental sustainability makes corporate environmental responsibility become one of the company's requirements to improve reputation.  A well-managed environmental program will give some benefit for the surrounding community and also enhance the company's reputation. The purpose of this study is to explain the effect of environmental disclosure on corporate reputation and to explain whether the independent commissioner can moderate that influence. The population of this study is a manufacturing company listed on the Indonesia Stock Exchange (IDX) which received an assessment on Corporate Image Index, so the observations of this research is 80 samples. Method used for data analysis is using multiple regression test. This study uses the Corporate Image Index (CII) by Frontier Consulting Group as a measurement of the company's reputation as its novelty. The paper finds that environmental disclosure affects the company's reputation in Indonesia especially in manufacturing companies. In addition, this research proves that independent commissaries can moderate the influence of environmental disclosure against reputation. The research implications for managers are about the company's reputation can be improved through their responsibility to the environment described in the environmental disclosure.",18,1,1,16,Accounting; Business; Manufacturing; Stock exchange; Stakeholder; Test (assessment); Index (economics); Population; Reputation; Sustainability,,,,,https://www.trijurnal.lemlit.trisakti.ac.id/imar/article/view/5375 https://www.trijurnal.lemlit.trisakti.ac.id/imar/article/download/5375/pdf https://core.ac.uk/download/pdf/267902527.pdf,http://dx.doi.org/10.25105/imar.v18i1.5375,,10.25105/imar.v18i1.5375,2970142137,,0,,1,true,cc-by-nc-sa,gold
021-360-385-923-958,Integrating Corporate Social Responsibility at the Start-up Level: Constraint or Catalyst for Opportunity Identification?,2012-07-01,2012,journal article,International Business Research,19139012; 19139004,Canadian Center of Science and Education,,Vincent Lefebvre; Miruna Radu Lefebvre,"This conceptual paper examines the issue of integrating CSR at the start-up level with the aim of increasing the firm’s ability to identify new opportunities. Both a constraint and an occasion to strengthen the company’s legitimacy and competitive advantage, CSR principles and practices are a key vehicle for opportunity identification and implementation. Historically, SMEs have contributed significantly to the improvement of existing products and services, and the creation of new ones. Grounding CSR in the strategy of enterprises at the start-up level is increasingly examined as an effective management tool with multiple benefits for opportunity identification. CSR may be promoted as a means of nurturing creativity and innovation at the start-up level and beyond, through pushing entrepreneurs to imagine new business models, to discover new raw materials, as well as to create new products and services so as to respond to both economic and social expectations.",5,7,17,27,Creativity; Corporate social responsibility; Business; Constraint (mathematics); Business model; Legitimacy; Knowledge management; Competitive advantage; Identification (information); Entrepreneurship,,,,,https://hal-audencia.archives-ouvertes.fr/hal-00836856 https://www.ccsenet.org/journal/index.php/ibr/article/download/18335/12132 https://www.ccsenet.org/journal/index.php/ibr/article/view/18335 https://hal-audencia.archives-ouvertes.fr/hal-00836856/document,http://dx.doi.org/10.5539/ibr.v5n7p17,,10.5539/ibr.v5n7p17,2164834982,,0,002-500-704-498-307; 002-638-803-122-008; 004-130-251-802-288; 005-163-260-379-837; 006-294-052-644-153; 008-177-671-549-593; 009-503-666-360-531; 010-694-289-280-332; 010-889-808-899-517; 012-028-600-821-030; 017-873-862-795-725; 018-170-565-274-662; 019-064-412-842-718; 021-073-632-880-982; 021-249-932-836-162; 021-918-672-412-130; 022-462-070-252-09X; 022-941-157-587-042; 023-396-430-663-970; 024-498-389-414-529; 026-418-250-050-150; 028-418-799-563-466; 030-459-817-732-984; 032-419-922-240-312; 033-000-241-499-744; 033-425-032-038-806; 035-556-471-787-086; 036-562-642-394-656; 039-271-333-389-537; 039-753-018-105-612; 040-722-835-993-035; 041-272-478-315-690; 041-548-346-402-500; 045-385-511-579-046; 046-287-295-820-612; 047-460-128-505-546; 048-299-829-069-167; 050-737-805-787-446; 051-076-382-351-632; 051-613-055-823-293; 053-235-285-847-415; 053-628-364-928-595; 054-242-714-156-746; 055-127-219-449-931; 055-578-396-454-486; 056-465-631-622-538; 059-942-989-297-408; 059-962-743-258-853; 060-370-964-747-649; 060-558-537-237-876; 060-687-613-455-252; 061-829-988-617-171; 062-065-250-177-033; 062-110-807-031-390; 067-789-756-686-439; 068-322-385-830-32X; 071-404-224-406-867; 071-607-324-603-956; 071-769-396-864-137; 077-382-265-696-470; 079-028-615-717-35X; 080-649-777-101-504; 082-810-277-475-682; 082-815-961-326-23X; 088-636-944-568-901; 088-919-850-566-219; 092-031-132-724-991; 097-428-979-658-675; 099-085-870-469-302; 099-095-725-205-22X; 100-294-259-882-658; 105-098-933-337-04X; 106-619-997-653-532; 107-274-748-521-438; 108-631-307-545-978; 110-502-326-347-134; 122-068-609-968-324; 123-874-464-779-014; 128-197-551-414-351; 134-469-482-075-846; 136-059-627-373-694; 138-549-418-910-208; 145-745-917-685-684; 149-829-768-285-065; 150-753-549-354-398; 150-756-983-846-92X; 155-879-175-881-390; 156-208-441-443-940; 159-592-129-993-014; 163-529-639-649-240; 166-591-992-788-299; 167-895-088-223-854; 172-991-722-374-643; 174-323-634-169-876; 190-754-515-103-115,15,true,,green
021-387-050-737-256,Boosting Corporate Social Responsibility in Tourist Destinations through Loyalty Programs and Stakeholder Collaboration,2015-08-30,2015,journal article,Journal of Economics and Behavioral Studies,22206140,AMH International Conferences and Seminars Organizing LLC,,Iva Slivar,"Two opposite approaches gravitate around Corporate Social Responsibility (CSR): shareholder vs. stakeholder approach. The first paradigm is classical: stating a company has one primary purpose i.e. profitability and is responsible to its shareholders. The second one sees the company not merely in function of its primary goal but also responsible to its employees, providers, local community, the environment etc. It is indisputable that a company operates in a certain context and in order to pursue its reason of existence it has to maintain good relationship and collaborate with others directly or indirectly involved or affected by its business, to a degree that is in line with its primary goal. This starting point was the base to integrate CSR and relationship marketing. CSR is a voluntary based concept. The purpose of this paper is to enhance CRS implementation in tourism. The authors propose a model that will encourage tourism companies to systematically and comprehensively include various CSR practices in their business, which will have a positive impact on the destination as a whole. The realization of the model gathers qualified tourism companies in an exclusive destination loyalty program and further promotes them as superior tourism providers. The involvement of all stakeholders of the tourist destinations in individual phases of the project is part of the proposed model. The model is easily applicable in practice.",7,4,122,133,Shareholder; Corporate social responsibility; Business; Marketing; Stakeholder theory; Tourism; Stakeholder; Loyalty; Loyalty program; Public relations; Relationship marketing,,,,,https://ideas.repec.org/a/rnd/arjebs/v7y2015i4p122-133.html https://www.bib.irb.hr/786516 https://core.ac.uk/download/288022871.pdf,http://dx.doi.org/10.22610/jebs.v7i4(j).599,,10.22610/jebs.v7i4(j).599,2564962555,,0,003-299-672-073-99X; 008-260-345-464-882; 020-127-948-138-105; 021-523-928-433-394; 025-125-398-689-22X; 030-382-171-220-150; 031-291-397-374-016; 031-996-084-655-140; 033-258-861-025-45X; 037-636-316-006-852; 037-961-038-553-803; 041-918-547-825-302; 047-968-240-891-026; 049-257-375-870-03X; 055-013-938-303-466; 055-068-433-378-866; 063-183-426-571-725; 067-541-432-012-13X; 070-182-066-995-653; 070-671-918-899-002; 070-794-461-899-933; 071-146-520-862-104; 095-809-488-106-792; 100-335-121-228-547; 101-123-844-411-494; 107-274-748-521-438; 117-999-007-836-767; 121-893-939-970-746; 125-492-496-474-038; 126-174-613-660-829; 132-486-804-434-373; 144-400-783-579-543; 150-902-607-064-919; 179-401-560-186-368,1,true,cc-by,hybrid
021-639-846-914-164,Entrepreneurial CSR in the context of a regional family firm: A stakeholder analysis,2016-05-03,2016,journal article,Annals in Social Responsibility,20563515,Emerald,,Abel Duarte Alonso; Ian Patrick Austin,"The purpose of this paper is to contribute to the extant literature of family firms and corporate social responsibility (CSR), examining the case of West’n Fresh, a regional Western Australian family firm. Moreover, in adopting stakeholder theory (ST) the firm’s involvement in and resulting benefits from CSR are investigated.,In-depth telephone and face-to-face interviews with three members of the firm, including one of its two owners, were further complemented through onsite observations and secondary data from the firm’s website and media reports.,Entrepreneurial CSR emerges as a critical element in the family firm’s business philosophy, whereby through innovative practices the ownership is able to create a balance between the firm’s financial objectives and socially responsible initiatives. In particular, the development of food products creates business opportunities while at the same time addresses the needs of different consumer groups, in particular, aged care individuals. These findings have alignments with the four theses of ST; for instance, the recognition of various stakeholder groups by the firm’s ownership, and the initiatives to improve their quality of life clearly suggest associations with normative thesis.,Although the field of family entrepreneurship has grown significantly, many under-researched aspects of this discipline remain. For instance, family business research, including on CSR conducted in Western Australia, a state with a very strong economic significance, and with multiple links to the outside world is very limited.",2,1,48,62,Corporate social responsibility; Business; Social responsibility; Stakeholder theory; Stakeholder analysis; Stakeholder; Context (language use); Public relations; Entrepreneurship; Philosophy of business,,,,,http://www.emeraldinsight.com/doi/full/10.1108/ASR-06-2016-0005 https://researchonline.ljmu.ac.uk/id/eprint/3900/ https://www.emerald.com/insight/content/doi/10.1108/ASR-06-2016-0005/full/html https://ro.ecu.edu.au/ecuworkspost2013/3542/ https://core.ac.uk/download/pdf/42479034.pdf,http://dx.doi.org/10.1108/asr-06-2016-0005,,10.1108/asr-06-2016-0005,2560458562,,0,002-455-158-929-359; 003-545-619-442-320; 008-401-424-540-464; 011-065-775-193-255; 011-856-845-938-947; 012-097-800-965-775; 016-799-611-039-854; 022-774-738-500-720; 023-424-010-396-824; 023-949-006-875-883; 025-216-749-290-709; 025-450-513-154-028; 026-825-308-706-115; 027-091-281-861-436; 027-446-615-526-495; 029-283-785-891-910; 029-879-033-446-985; 030-582-947-367-886; 031-493-293-365-006; 033-025-753-354-072; 036-596-987-405-23X; 041-990-415-671-109; 043-806-610-336-736; 046-962-020-696-751; 051-875-265-995-253; 052-709-814-877-069; 054-042-401-066-700; 055-498-815-134-39X; 056-803-918-029-466; 066-581-516-016-111; 077-567-241-057-683; 078-804-422-168-203; 079-877-967-594-740; 080-714-226-639-63X; 093-534-853-158-361; 096-746-133-985-928; 097-506-102-238-114; 105-761-987-389-943; 121-536-960-304-38X; 127-356-618-215-912; 129-794-942-992-070; 141-247-067-925-102; 147-376-549-088-975; 159-592-129-993-014; 162-439-440-179-573; 165-987-707-544-100; 172-999-637-082-271; 175-261-369-774-121,1,true,,green
021-763-828-055-632,Social Outcomes of Corporate Governance: Evidence from the Food Industry of Pakistan,2020-07-07,2020,journal article,Revista Amazonia Investiga,23226307,Amazonia Investiga,,Nadia Nazeer; Saadia Irshad; Maria Kanwal; Maria Shahid; Naureen Afzal,"Social and environmental problems are becoming strategic concerns for the managers in the current business scenario because it is challenging their sustainability. Here the need arises to respond to this changing phenomenon accordingly. In this regard social impact of corporate governance has not yet been explored where it can play a role of driver of excellence in terms of social performance and it is required to be studied. To check the existing situation, this study has been conducted where the social impact of corporate governance has been explored in the food Industry of Pakistan. Questionnaires have been filled from 176 managers working in six food producing firms listed in Pakistan Stock Exchange (PSX). Structural Equation Modeling based partial least square (PLS) has been used where Smart PLS has been used for model estimation. Results are supporting the stakeholder theory as Nestle Pakistan and Engro Foods are driving social excellence through corporate governance practices, where the corporations are showing strong positive relationships of corporate governance practices with stakeholders management, environmental integrity and protection, social cohesion and equity while insignificant relationship exists between strategic proactivity and corporate governance practices as people are resistant to change and innovation.; The relationships can be explored in other industries like Oil and gas, Chemicals and Construction etc.",9,30,127,137,Corporate social responsibility; Proactivity; Business; Marketing; Stakeholder theory; Equity (finance); Excellence; Stakeholder management; Corporate governance; Sustainability,,,,,https://amazoniainvestiga.info/index.php/amazonia/article/download/1444/1354 https://amazoniainvestiga.info/index.php/amazonia/article/view/1444 https://core.ac.uk/download/pdf/328005794.pdf,http://dx.doi.org/10.34069/ai/2020.30.06.13,,10.34069/ai/2020.30.06.13,3039373151,,0,,0,true,,gold
021-856-009-874-004,Moving from irrelevant intellectual capital (IC) reporting to value-relevant IC disclosures: Key learning points from the Danish experience,2017-01-09,2017,journal article,Journal of Intellectual Capital,14691930,Emerald,United Kingdom,Stefan Schaper; Christian Nielsen; Robin Roslender,"Purpose; ; ; ; ; Informed by the findings of a follow-up research study of companies originally involved in the Danish Guideline Project (DGP) for intellectual capital statements (ICS), the purpose of this paper is to provide valuable insights for a potential shift from intellectual capital (IC) reporting, largely informed by an accounting perspective, towards IC-related disclosures.; ; ; ; ; Design/methodology/approach; ; ; ; ; The paper draws on data obtained from 21 semi-structured interviews with respondents in 16 companies. The respondents were contacted following a genealogical exercise carried out on the 102 companies involved in the DGP between 1999 and 2003.; ; ; ; ; Findings; ; ; ; ; The interviews suggested a rather critical perspective towards IC reporting using the ICS framework. Despite the attempt of the DGP to establish a reporting standard, a range of experiments resulted in changes to the framework’s original structure. Overall, a trend towards more integrated forms of reporting was discernible, in some part being motivated by the need to reduce the levels of reporting overload. Examples of integration designed to legitimise IC or corporate social responsibility reports, involving issuing them in tandem with a recognised reporting vehicle such as the annual report, were also encountered.; ; ; ; ; Research limitations/implications; ; ; ; ; The implications of this study are that timely, value-relevant IC disclosures and compliant reporting, primarily for accountability purposes, have the potential to coexist. In addition to the usual limitations of a semi-structured interview research design, respondents’ difficulties in clearly recalling events during the project after some 10-12 years is a further potential limitation. Additionally, the use of internet-based communication channels for disclosure purposes was in its infancy at the time of the DGP.; ; ; ; ; Originality/value; ; ; ; ; The paper provides important insights into the mechanisms of IC disclosure and IC reporting as seen from a practitioner perspective. Implications relevant to the continued development of integrated reporting are also identified.",18,1,81,101,Accounting; Corporate social responsibility; Economics; Accountability; Value (ethics); Originality; Integrated reporting; Research design; Intellectual capital; Public relations; Solid line reporting,,,,,https://brage.inn.no/inn-xmlui/bitstream/11250/2432987/1/Schaper%20et%20al.pdf https://vbn.aau.dk/en/publications/moving-from-irrelevant-intellectual-capital-ic-reporting-to-valuerelevant-ic-disclosures(e7c4758e-1894-4cc4-a8a0-be743f975107).html https://vbn.aau.dk/da/publications/moving-from-irrelevant-intellectual-capital-ic-reporting-to-value http://www.emeraldinsight.com/doi/abs/10.1108/JIC-07-2016-0071 https://www.emerald.com/insight/content/doi/10.1108/JIC-07-2016-0071/full/html https://discovery.dundee.ac.uk/en/publications/moving-from-irrelevant-ic-reporting-to-value-relevant-ic-disclosu https://discovery.dundee.ac.uk/ws/files/10108446/JICpaper.pdf https://vbn.aau.dk/ws/files/295941278/JICpaper.pdf https://brage.bibsys.no/xmlui/handle/11250/2432987 https://core.ac.uk/download/pdf/225916272.pdf,http://dx.doi.org/10.1108/jic-07-2016-0071,,10.1108/jic-07-2016-0071,2572148861,,0,008-568-541-949-263; 010-088-497-787-349; 017-476-171-384-901; 017-986-967-122-069; 018-888-380-551-451; 020-067-033-572-905; 020-999-675-758-461; 023-010-587-847-482; 025-251-720-213-009; 025-294-020-795-538; 028-982-744-406-102; 034-788-311-263-538; 035-086-920-750-104; 041-751-226-365-227; 043-936-669-913-708; 044-066-375-828-882; 045-297-163-271-204; 045-562-253-317-426; 046-766-840-265-414; 053-529-328-201-299; 056-194-764-880-280; 056-359-620-462-20X; 060-709-281-559-964; 062-246-856-781-22X; 063-583-967-543-375; 064-438-261-806-271; 067-486-752-178-236; 067-575-074-471-250; 069-366-084-527-627; 069-532-150-223-885; 069-714-362-176-125; 074-400-804-434-515; 075-217-765-995-969; 078-441-377-892-605; 078-622-488-330-480; 078-779-372-973-236; 085-254-500-192-381; 090-477-326-656-476; 105-351-464-900-026; 105-795-152-274-414; 106-867-717-141-413; 113-181-259-094-505; 113-322-088-465-16X; 116-749-161-883-299; 118-792-239-077-278; 123-494-403-535-847; 123-628-833-025-039; 124-293-435-721-391; 131-019-392-738-995; 136-133-049-439-139; 136-871-166-460-96X; 138-045-683-285-897; 141-367-968-781-245; 149-811-162-849-369; 151-165-527-489-166; 162-720-675-353-390; 163-936-536-642-79X; 166-859-361-418-798; 181-776-963-214-581; 184-265-456-449-807; 195-695-034-477-524,27,true,,green
021-938-579-011-840,The Effect of Corporate Social Responsibility (CSR) Perception on Tourism Students’ Intention to Work in Sector☆,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Orhan Can Yılmazdogan; Cihan Seçilmiş; Dönüş Çiçek,"Abstract This study aims to determine the corporate social responsibility (CSR) perception of tourism students about the hotels that they are planning to work at in future and the effect of this perception on their intention to work in tourism sector. A questionnaire form is used as a tool in order to gather data which is developed by Carroll (1991) and adopted to Turkish by Caliskan and Unusan (2011) . A four dimensional (economic, legal, ethical and philanthrophic dimensions) model of corporate social responsibility perception is used on questionnaire. Also a scale which developed by Kusluvan and Kusluvan (2000) is used for measuring the intention to work in sector. The study is conducted with data which is gathered from a total of 565 students who continue their bachelor and associate degrees in universities in Eskisehir. According to the correlation analysis which is conducted in order to determine the relationship between the students’ CSR perception and their intention to work in sector, there is a significant and positive relationship between students’ intention to work in sector and the subdimensions of CSR which are ethical responsibilities, legal responsibilities, economical responsibilities and philanthrophic. On the other hand, regression analysis results indicate that corporate social responsibility perception has an effect on intention to work in sector (r=,186) and 3,3% of intention to work in sector could be explained through corporate social responsibility perception.",23,,1340,1346,Corporate social responsibility; Psychology; Marketing; Work (electrical); Tourism; Perception; Order (business); Bachelor; Turkish; Public relations; Scale (social sciences),,,,,https://earsiv.anadolu.edu.tr/xmlui/handle/11421/15620?show=full http://www.sciencedirect.com/science/article/pii/S2212567115003214 https://www.sciencedirect.com/science/article/pii/S2212567115003214 https://core.ac.uk/download/pdf/82359722.pdf,http://dx.doi.org/10.1016/s2212-5671(15)00321-4,,10.1016/s2212-5671(15)00321-4,2180028890,,0,002-785-556-648-01X; 005-927-259-635-087; 018-491-861-912-216; 022-153-480-372-300; 025-785-794-758-868; 031-074-445-675-729; 031-080-587-181-477; 039-552-434-226-404; 040-087-258-521-782; 042-508-957-070-365; 043-324-672-368-192; 047-040-163-957-037; 064-160-820-301-314; 064-366-297-704-525; 097-251-223-105-244; 107-274-748-521-438; 113-977-715-680-713; 119-798-469-575-006; 147-487-241-176-444; 158-844-776-138-446; 163-529-639-649-240; 190-443-067-721-535; 194-425-663-979-707; 197-261-955-969-018,10,true,,gold
021-989-706-839-588,A Legal Review of Corporate Social Responsibility,,2019,journal article,"Journal of Law, Policy and Globalization",,"International Institute for Science, Technology and Education",,,"The legal frontier has over the years proved its worth in shaping concepts and theories of humanity to the effect of influencing the sanity of its practice and its longevity. Corporate Social Responsibility is a theory that has existed over decades. It has however undergone various transformations as it has being duly influenced by facets of academia and developments all with the aim of maximizing its impact in the cause of achieving global development and sustainability. This academic piece in perspective, analyses the concept in legal terms and the light of its relevance today. Providing a legal definition and review of the concept in modern terms, the piece concludes with the need for more legislation to this regard.Keywords: Corporate Social Responsibility, Sustainable Development, Law, Regulation. DOI: 10.7176/JLPG/83-01 Publication date:March 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234652112.pdf,http://dx.doi.org/10.7176/jlpg/83-01,,10.7176/jlpg/83-01,,,0,,0,true,cc-by,hybrid
022-207-759-755-633,Empowering Digital Business Bagi Pegiat Usaha Online Kota Malang,2020-08-07,2020,journal article,Jurnal Pengabdian Masyarakat,27459535,Institut Teknologi dan Bisnis Asia Malang,,Rifki Hanif; Agus Purnomo Sidi; Ahmad Nizar Yogatama; Muhammad Bukhori; Widiya Dewi Anjaningrum,"To start a business in the digital age, every business person must be able to understand how to market in the digital era as it is today. An effective way that can be done is through inbound marketing. This community service activity is intended to train online businesses activists in Malang, especially entrepreneurs who have a business start-up in order to manage online marketing effectively and consistently. Digital Business Empowering Training Activities for Online Business Activists in Malang is done in the form of a tutorial delivered directly by the speaker. where based on the results of this dedication, online business activists in Malang are very interested and eager to participate in similar activities for the development of business knowledge.",1,1,9,13,Business; Order (business); Business knowledge; Online business; Digital era; Community service; Public relations; Online advertising,,,,,https://www.neliti.com/publications/325031/empowering-digital-business-bagi-pegiat-usaha-online-kota-malang https://jurnal.stie.asia.ac.id/index.php/jpm/article/download/210/108 https://media.neliti.com/media/publications/325031-empowering-digital-business-bagi-pegiat-39dc7f07.pdf https://core.ac.uk/download/335347017.pdf,http://dx.doi.org/10.32815/jpm.v1i1.210,,10.32815/jpm.v1i1.210,3085198205,,0,,0,true,cc-by,gold
022-351-569-868-473,Business Model Innovation towards Competitive Advantage: Case Study in Indonesian Cosmetics and Herbal Health Companies,2013-08-30,2013,journal article,Information Management and Business Review,22203796,AMH International Conferences and Seminars Organizing LLC,,Anggraeni Permatasari,"The dynamic changes in business environment make competition among company more tightly in the global market. This situation makes each company prepared innovation strategies to win global market competition. This research examined innovation strategies in two biggest cosmetic and herbal health companies in Indonesia. The author used case study with exploratory approach to find out how company developing innovation strategies and what factors that influence company in formulating those strategies. The author used canvas business modelling for analysis data. Data collection used secondary data which gained through the company profile and literatures review. This result indicates that innovation in value proposition, customer segments and key partners has become solution in helping cosmetic and herbal health industry strives to survive and be ready to face global business challenges.",5,8,385,393,Data collection; Economics; Marketing; Indonesian; Cosmetics; Competition (economics); Business model innovation; Global environmental analysis; Competitive advantage; Value proposition,,,,,http://ojs.amhinternational.com/index.php/imbr/article/view/1066 https://core.ac.uk/download/288022250.pdf,http://dx.doi.org/10.22610/imbr.v5i8.1066,,10.22610/imbr.v5i8.1066,2188673122,,0,018-652-301-108-814; 031-689-956-388-183; 060-213-620-512-222; 062-275-043-628-730; 064-540-279-197-153; 064-925-042-983-743; 088-880-832-500-587; 138-498-074-190-720,2,true,cc-by,hybrid
022-370-464-613-275,Responsible management education in UK business schools: Critically examining the role of the United Nations Principles for Responsible Management Education as a driver for change,2014-09-16,2014,journal article,Management Learning,13505076; 14617307,SAGE Publications,United States,Jon Burchell; Steve Kennedy; Alan Murray,As examinations of the ethics of business practice have increased so too have questions regarding the role of business schools. A key aspect of this re-evaluation has been the emergence of the Unit...,46,4,479,497,Business ethics; Political science; Management; Business relationship management; Business practice; Public relations; Unit (housing); Business education; Sustainability; Philosophy of business,,,,,http://journals.sagepub.com/doi/full/10.1177/1350507614549117 https://repub.eur.nl/pub/85523 https://journals.sagepub.com/doi/full/10.1177/1350507614549117 http://journals.sagepub.com/doi/10.1177/1350507614549117 https://core.ac.uk/download/185248215.pdf,http://dx.doi.org/10.1177/1350507614549117,,10.1177/1350507614549117,2164786216,,0,001-649-610-213-138; 001-911-067-804-876; 002-550-413-737-078; 011-013-894-248-365; 015-405-439-241-477; 016-505-704-518-444; 022-076-636-955-961; 022-763-684-603-21X; 026-264-777-345-722; 030-059-170-389-413; 031-383-499-447-106; 038-559-144-949-562; 043-931-835-679-871; 049-809-771-418-03X; 050-247-553-387-654; 057-789-764-680-333; 059-653-760-749-153; 060-127-040-340-064; 063-000-850-971-133; 064-682-056-613-31X; 065-350-850-229-329; 074-173-984-453-280; 077-199-033-843-552; 086-216-742-860-433; 092-652-701-695-222; 101-447-597-002-28X; 103-078-062-409-421; 104-009-776-791-869; 107-215-972-038-299; 111-436-082-113-641; 119-755-820-884-667; 132-915-119-172-216; 133-312-764-364-45X; 143-312-841-992-218; 143-952-959-772-670; 162-750-710-620-632,50,true,,
022-577-309-461-302,A Cross-cultural Analysis of Brand Personality: Comparisons of China’s and the US Energy Companies’ English Websites,2017-11-01,2017,journal article,Journal of Language Teaching and Research,17984769; 20530684,Academy Publication,Finland,Xiaohui Shan; Qian Wang,"With the rapid development of economic globalization, projecting a positive image overseas and creating world famous brands have become vital to enhance industrial and national core competencies and execute the ""Going out"" strategy. To achieve the goals, corporates attach significance to establish and maintain corporate websites in view of its convenience, autonomy and interactivity while encountering cross-cultural challenges. This study employs corpus analytical tools to conduct content analysis on the existing cross-cultural differences and the linguistic and cultural features, between Chinese and US energy companies’ websites based on Aaker’s brand personality framework and Hofstede’s cultural dimension theory. Findings reveal that there is a significant difference between occurrence frequencies of brand personality dimensions between China and US, and their websites linguistic discrepancies are relevant to their cultural differences. The study may provide meaningful implications on employing linguistic theories and methods to conduct multidisciplinary studies on corporate communication online.",8,6,1170,1180,Cultural diversity; Sociology; Interactivity; Content analysis; Corporate communication; Core competency; Cross-cultural; Personality; Public relations; Hofstede's cultural dimensions theory; Social psychology,,,,,http://www.academypublication.com/ojs/index.php/jltr/article/download/jltr080611701180/1285 https://core.ac.uk/download/pdf/266996105.pdf,http://dx.doi.org/10.17507/jltr.0806.19,,10.17507/jltr.0806.19,2767107568,,0,001-378-251-460-724; 006-319-214-959-798; 016-044-638-934-60X; 023-524-721-857-939; 032-679-995-808-213; 034-732-412-672-725; 041-020-285-028-15X; 047-503-333-831-049; 052-287-995-716-653; 057-114-759-295-646; 064-231-334-376-893; 072-978-121-958-617; 076-927-537-577-522; 082-161-567-164-965; 084-449-523-044-836; 114-925-993-291-111; 139-374-597-255-142; 140-883-740-690-819; 161-926-389-269-638; 175-602-270-496-697,0,true,,gold
022-817-515-787-178,Managing sustainability: the role of multinational corporations in the global south,2019-06-25,2019,journal article,Problems of Management in the 21st Century,2538712x; 20296932,Scientia Socialis Ltd,,Marc Jacquinet; Luca Bussotti,"<jats:p>Multinational corporations and international business practices as well as international investment are considered important elements for the diffusion of new modes of production,  namely through a flow of cleaner production and new management practices such as corporate social responsibility (CSR). This view is lacking consistency and is not buttressed on strong empirical evidence. The positive driver of environmental sustainability is probably not international business and trade but strong and good institutions. The focus here is on four limitations: the context of the private firms and corporations, the workings of complex organizations, the technology and the right institutions that buttress the global, national and local contexts, taking as concrete examples some specific cases from the Global South, as Mozambique. The article concludes that these aspects have to be considered and contrasted to the technological and management solutions for sustainability.; Keywords: corporate social responsibility, local communities, technology institutions.</jats:p>",,1,42,53,Corporate social responsibility; International trade; Multinational corporation; Political science; Global South; Sustainability,,,,,https://repositorio.iscte-iul.pt/handle/10071/22362 https://repositorioaberto.uab.pt/handle/10400.2/9641 https://core.ac.uk/download/pdf/327029422.pdf,http://dx.doi.org/10.33225/pmc/19.14.42,,10.33225/pmc/19.14.42,2956144212,,0,000-323-633-045-011; 001-859-959-049-401; 006-285-722-459-746; 006-576-266-922-281; 007-265-509-076-074; 007-354-085-974-421; 010-576-772-741-605; 010-583-807-804-027; 014-919-385-978-431; 018-837-482-736-350; 020-939-955-945-101; 021-288-491-853-822; 023-031-670-807-759; 023-838-377-242-987; 024-098-656-248-957; 024-800-251-620-711; 025-367-658-112-630; 038-969-534-415-955; 039-990-738-311-384; 041-148-565-009-917; 041-571-827-828-436; 041-792-193-545-352; 047-724-551-863-830; 050-959-550-309-699; 053-083-793-296-330; 053-739-629-293-890; 054-751-106-087-324; 056-802-379-427-435; 057-718-264-947-443; 064-325-552-105-909; 066-665-107-294-450; 067-008-906-696-540; 067-425-195-151-081; 077-017-709-765-065; 078-738-373-681-488; 087-131-118-234-889; 087-415-878-585-678; 090-270-752-823-099; 092-283-796-804-493; 097-127-862-414-993; 098-846-104-526-66X; 103-078-490-149-304; 108-118-948-235-921; 108-479-796-495-882; 130-111-476-547-235; 130-915-538-290-919; 134-042-767-392-500; 147-920-100-880-352; 148-085-558-554-639; 149-415-097-910-244; 150-128-252-899-967; 161-500-657-385-988; 162-515-953-106-662; 163-108-674-509-299; 172-331-678-746-441; 197-777-593-784-960; 199-779-861-519-509,1,true,cc-by-nc,gold
022-961-070-265-444,Combining Livetext With A Mastery Approach To Meet AACSB Assessment Requirements,2011-02-06,2011,journal article,Journal of Business & Economics Research (JBER),21578893; 15424448,Clute Institute,,James Spruell; Craig M. Sasse,"Program assessment is an active component of AACSB standards that involves the systematic gathering, analyzing and interpreting of data on degree program effectiveness. The standard ensures that business schools assess degree programs, recommend needed improvements, and implement changes ‘that represent contemporary theory and practice.’ Livetext is an online suite of tools that permit instructors to actively track and monitor student progress while capturing needed assessment data. In this study we examine the experience at a Midwestern university in implementing Livetext and a ‘mastery approach’ as vehicles to facilitate course level as well as program and university level assessment. The paper concludes with lessons garnered from the experience.",6,7,,,Engineering management; Management; Contemporary theory; University level; Degree program; Assessment data; Active component; Computer science; Program evaluation; Suite,,,,,https://clutejournals.com/index.php/JBER/article/download/2448/2495 https://www.cluteinstitute.com/ojs/index.php/JBER/article/view/2448/0 https://core.ac.uk/download/pdf/268111702.pdf,http://dx.doi.org/10.19030/jber.v6i7.2448,,10.19030/jber.v6i7.2448,2182446016,,0,007-384-434-542-537; 012-590-042-357-162; 051-021-844-114-394; 101-878-602-096-853; 142-037-219-826-148; 161-309-922-479-470; 165-116-877-370-429,0,true,,bronze
022-996-471-618-642,Does Foodservice industry care about CSR? A study in Portugal and Ukraine,2020-07-28,2020,journal article,Potravinarstvo Slovak Journal of Food Sciences,13370960; 13380230,HACCP Consulting,Slovakia,Oksana Sokil; Iveta Ubrežiová; Teresa Eugénio; Tânia Marques,"The purpose of the article is to compare the CSR perception level of the food service industry in Portugal and Ukraine. The main goal of the study is to find the attitudes in Portugal and in Ukraine towards CSR. Additionally, two hypotheses were formulated to understand the possible relation between (1) the financial situation and (2) the duration of the company with the awareness level about the CSR concept. A quantitative approach, using questionnaires, was adopted to survey using a sample of 201 representatives of SMEs in the foodservice sector (101 Portuguese and 100 Ukrainian), in 2019. Descriptive statistics and Spearman test were used to analyze the data. The present work demonstrates a significant correlation between the financial situation of the company and the CSR awareness level of leadership. Furthermore, the research shows that activities related to the economic sphere and CSR workplace policy among food sector companies in Ukraine and Portugal are developed to a great extent. From this point of view, we can state, that the publication of the article is one of the results and supported by grant project KEGA 005SPU-4/2019 “Theory and Practice of the International Management and Entrepreneurship in Multicultural Environment”. In this study, two different countries were chosen (Portugal and Ukraine), which are different in culture, history, and economic background. The paper focused on the food service industry and contributes to the ongoing debate about the SMEs and its involvement with CSR. It also helps schools to identify plans in CSR policy and topics for future research.",14,,544,553,Corporate social responsibility; Business; Marketing; Work (electrical); Ukrainian; Portuguese; Descriptive statistics; Sample (statistics); Duration (project management); Entrepreneurship,,,,,https://iconline.ipleiria.pt/handle/10400.8/5041 https://potravinarstvo.com/journal1/index.php/potravinarstvo/article/download/1281/1403 https://www.potravinarstvo.com/journal1/index.php/potravinarstvo/article/view/1281 https://core.ac.uk/download/pdf/327251639.pdf,http://dx.doi.org/10.5219/1281,,10.5219/1281,3045865084,,0,006-142-278-285-218; 007-144-945-126-743; 010-506-995-388-331; 013-837-826-929-964; 014-223-024-139-370; 017-072-586-249-241; 018-676-741-468-668; 019-806-548-132-918; 020-315-551-177-155; 030-723-129-376-349; 032-741-587-240-854; 039-819-321-697-146; 040-344-640-544-410; 042-239-091-443-104; 049-739-175-418-18X; 055-127-219-449-931; 057-529-055-359-247; 059-137-366-401-449; 064-817-435-185-090; 067-981-358-367-395; 073-888-769-774-594; 082-815-961-326-23X; 099-095-725-205-22X; 100-918-856-147-099; 104-952-265-971-486; 109-102-829-309-641; 110-682-467-576-118; 112-583-390-831-65X; 118-278-281-847-73X; 118-832-042-546-855; 133-852-303-125-445; 137-804-458-873-076; 156-932-872-221-423; 159-592-129-993-014; 182-867-587-691-99X,2,true,cc-by,gold
023-500-739-197-266,Occupational Safety and Health as Indicator of Social Responsibility and Sustainability of Indonesian IDX-30,2019-03-28,2019,journal article,Jurnal Perkotaan,26151812; 19789416,Atma Jaya Catholic University of Indonesia,,Ratri Atmoko,"Global Report Initiative (GRI) menyajikan informasi tahunan tentang sejauh mana perusahaan-perusahaan dapat menilai peran stratejik mereka dalam mendukung pembangunan yang berkelanjutan dari suatu negara. Sustainability sendiri salah satunya dapat diartikan bahwa perusahaan proaktif dalam melindungi kesehatan dan keselamatan dari tenaga kerjanya. Tujuan dari makalah ini adalah untuk mengidentifikasi pelaksanaan Corporate Social Responsibility (CSR), terutama pada aspek tanggung jawab terhadap pelaksanaan Keselamatan dan Kesehatan Kerja (K3) dari perusahaan yang termasuk dalam daftar IDX 30. Bursa Efek Indonesia menyatakan bahwa IDX 30 berisi 30 perusahaan dengan saham yang memiliki kapitalisasi dan likuiditas terbaik di Indonesia. Selain terkait dengan performa sahamnya, IDX 30 juga mempertimbangkan kondisi keuangan perusahaan, prospek pertumbuhan dan keberlangsungan usaha di masa yang akan datang. Data yang dianalisi dalam studi ini adalah segenap informasi tentang K3  yang ditampilkan pada website resmi dari 30 perusahaan yang termasuk dalam IDX 30 di tahun 2016. Hasilnya, meski diindikasikan bahwa perusahaan di daftar IDX 30 telah memenuhi standar minimum K3 yang diatur dalam regulasi Pemerintah, namun belum semua aspek-aspek K3 yang tercantum dalam  GRI dipenuhi. Jenis bisnis yang dijalankan sangat mempengaruhi jenis aspek GRI yang diprioritaskan.",9,2,91,100,Business; Business administration; Indonesian,,,,,http://ejournal.atmajaya.ac.id/index.php/perkotaan/article/download/303/149 http://ejournal.atmajaya.ac.id/index.php/perkotaan/article/view/303 https://core.ac.uk/download/pdf/270214993.pdf,http://dx.doi.org/10.25170/perkotaan.v9i2.303,,10.25170/perkotaan.v9i2.303,2937676670,,0,,0,true,,bronze
023-814-530-441-661,"Challenging tensions and contradictions: Critical, theoretical and empirical perspectives on social enterprise",2018-05-11,2018,journal article,International Journal of Entrepreneurial Behavior & Research,13552554,Emerald,United Kingdom,Mike Bull; Rory Ridley-Duff; Geoffrey Whittam; Susan Baines,Guest Editoria,24,3,582,586,Positive economics; Business; Social enterprise,,,,,https://www.emeraldinsight.com/doi/full/10.1108/IJEBR-05-2018-526 https://core.ac.uk/display/157852823 https://e-space.mmu.ac.uk/620250/ https://www.emerald.com/insight/content/doi/10.1108/IJEBR-05-2018-526/full/html https://shura.shu.ac.uk/21242/ https://core.ac.uk/download/161893312.pdf,http://dx.doi.org/10.1108/ijebr-05-2018-526,,10.1108/ijebr-05-2018-526,2803018118,,0,,6,true,,green
023-996-990-256-686,Un)resolving digital technology paradoxes through the rhetoric of balance,2020-10-30,2020,journal article,Organization,13505084; 14617323,SAGE Publications,United States,Georgiana Grigore; Mike Molesworth; Chris Miles; Sarah Glozer,"The organizational benefits of digital technologies are increasingly contrasted with negative societal consequences. Such tensions are contradictory, persistent, and interrelated, suggesting paradoxes. Yet, we lack insight into how such apparent paradoxes are constructed and to what effect. This empirical paper draws upon interviews with thirty-nine responsibility managers to unpack how paradoxes are discursively (re)constructed and resolved as a rhetoric of ‘balance’ that ensures identification with organizational, familial and societal interests. We also reveal how such ‘false balance’ sustains and legitimizes organizational activity by displacing responsibilities onto distant ‘others’ through temporal (futurizing), spatial (externalizing) and level (magnifying / individualizing) rhetorical devices. In revealing the process of paradox construction as resolution as ‘balance’ in the context of digitalization and its unanticipated outcomes, we join conversations into new organizational responsibilities in the digital economy, with implications for theory and practice.",28,1,186,207,Epistemology; Rhetoric; Corporate social responsibility; Sociology; Digital economy; Identification (psychology); Context (language use); Balance (metaphysics); Process (engineering); Rhetorical device,,,,British Academy / Leverhulme,https://journals.sagepub.com/doi/full/10.1177/1350508420968196 http://journals.sagepub.com/doi/10.1177/1350508420968196 http://eprints.bournemouth.ac.uk/34754/ https://centaur.reading.ac.uk/id/eprint/93781 https://journals.sagepub.com/doi/pdf/10.1177/1350508420968196 https://researchportal.bath.ac.uk/en/publications/unresolving-digital-technology-paradoxes-through-the-rhetoric-of- https://core.ac.uk/download/345586758.pdf,http://dx.doi.org/10.1177/1350508420968196,,10.1177/1350508420968196,3091698875,,0,003-631-091-192-626; 007-945-267-754-299; 008-067-094-297-578; 010-321-499-951-964; 012-238-924-813-550; 015-454-753-000-760; 021-618-152-195-051; 021-764-023-480-943; 026-740-646-958-654; 028-254-115-363-028; 035-150-093-538-794; 037-308-522-860-934; 040-645-863-687-442; 042-767-003-676-67X; 044-084-206-857-809; 045-361-348-590-328; 046-540-366-591-279; 052-280-117-965-945; 054-618-977-714-175; 056-875-459-972-81X; 057-068-977-560-757; 060-352-305-072-212; 060-854-863-992-865; 061-063-973-783-744; 067-003-960-436-966; 072-191-900-118-490; 075-776-744-485-565; 076-868-926-971-34X; 091-090-737-869-070; 094-391-836-737-557; 100-276-033-692-983; 100-349-334-227-035; 100-808-389-510-073; 101-247-097-250-512; 101-284-704-177-517; 112-492-479-434-710; 118-488-839-429-98X; 119-269-388-450-136; 121-812-124-221-392; 150-005-284-621-599; 158-125-807-091-548; 173-986-840-241-841; 175-183-113-888-394; 188-159-593-961-758,5,true,cc-by-nc,hybrid
024-180-631-681-693,Cooperatives’ proactive social responsibility in crisis time: How to behave?,2016-11-10,2016,journal article,REVESCO. Revista de Estudios Cooperativos,18858031; 11356618,Universidad Complutense de Madrid (UCM),Spain,Cristina Aragón Amonarriz; Cristina Iturrioz Landart; Lorea Narvaiza Cantín,"Proactive Social Responsibility (PSR) plays a relevant role building competitive advantage and supporting organizational success in cooperatives. It is particularly desirable and challenging in recession periods. This paper studies how economic crisis impacts in different levels of cooperatives, and it aims to identify how PSR can be restored. In order to explore the organizational behaviour, the case study approach was selected to analyse three manufacturing cooperatives located in the Basque Country (Spain). The paper identifies three sources of hinders of PSR in cooperative context and it proposes two conditions to develop PSR. The originality of the paper relies on pushing the research of the organizations’ responsibility face to the crisis periods, diving into the cooperatives black box to catch the problems hindering their PSR, and proposing PSR leverages in cooperatives.",123,123,7,36,Economy; Social responsibility; Political science; Order (exchange); Recession; Originality; Face (sociological concept); Black box (phreaking); Context (language use); Competitive advantage; Economic system,,,,,https://dialnet.unirioja.es/descarga/articulo/5958660.pdf https://econpapers.repec.org/RePEc:ucm:reveco:y:2017:i:123:p:07-36 https://socionet.ru/publication.xml?h=repec:ucm:reveco:y:2017:i:123:p:07-36 http://www.redalyc.org/pdf/367/36750475001.pdf https://eprints.ucm.es/id/eprint/42375/ https://revistas.ucm.es/index.php/REVE/article/view/53252/48901 http://revistas.ucm.es/index.php/REVE/article/view/53252/48901 https://dialnet.unirioja.es/servlet/articulo?codigo=5958660 https://ideas.repec.org/a/ucm/reveco/y2017i123p07-36.html http://revistas.ucm.es/index.php/REVE/article/download/53252/48901 https://core.ac.uk/download/83598805.pdf,http://dx.doi.org/10.5209/reve.53252,,10.5209/reve.53252,2552764519,,0,004-367-854-218-094; 005-084-527-577-272; 009-573-999-259-187; 010-038-028-482-643; 016-094-515-578-620; 020-648-396-494-219; 023-286-832-911-319; 025-392-574-381-90X; 025-885-727-820-308; 026-895-243-777-636; 027-113-005-563-613; 029-456-028-515-662; 031-846-044-582-764; 032-068-835-939-414; 036-190-456-365-97X; 038-711-417-212-827; 039-006-500-174-609; 039-966-395-270-954; 041-163-889-606-633; 045-385-511-579-046; 048-299-829-069-167; 053-344-569-960-834; 055-127-219-449-931; 055-498-815-134-39X; 059-029-156-049-151; 064-245-036-420-304; 065-447-582-166-771; 074-709-071-883-393; 076-457-919-886-87X; 078-392-753-178-061; 080-171-782-806-154; 080-714-226-639-63X; 085-921-682-031-840; 086-341-446-522-651; 086-452-436-562-512; 088-716-293-180-937; 097-432-118-640-387; 098-581-800-779-571; 103-108-182-535-072; 104-478-778-207-920; 105-078-648-593-054; 106-374-847-864-921; 109-881-515-874-360; 111-119-278-637-317; 113-356-894-124-031; 114-035-706-866-767; 117-227-069-787-497; 123-954-982-170-612; 125-212-750-683-224; 137-757-950-457-737; 141-367-968-781-245; 143-157-376-868-109; 143-490-524-550-397; 145-241-912-419-011; 154-554-322-231-557; 157-394-997-153-39X; 161-902-553-297-686; 167-874-725-016-821; 172-404-672-993-809; 175-120-910-397-004; 182-666-075-426-921; 192-479-223-914-943,4,true,cc-by,gold
024-216-242-570-81X,Analisis Perbandingan Pengungkapan Dan Pelaksanaan Corporate Social Responsibility Terhadap Pt.Bank Negara Indonesia (Study Kasus Pada PT.Bank Negara Indonesia),2012-09-30,2012,journal article,Jurnal Akuntansi dan Keuangan,27221261; 20872054,Universitas Bandar Lampung Publication Center,,Farida Efriyanti; Sarah Genevine; Riswan Riswan,"This study aims to analyze the comparative disclosure and implementation of Corporate Social Responsibility Bank Negara Indonesia. This study was conducted to analyze how Bank Negara Indonesia, said corporate social responsibility. This study uses a case study of sustainable annual report of Bank Negara Indonesia. Results of this study indicate that social responsibility disclosure in accordance with Bank Negara Indonesia implementation.",3,2,95485,,Accounting; Corporate social responsibility; Business; Social responsibility; Annual report,,,,,https://www.neliti.com/publications/95485/analisis-perbandingan-pengungkapan-dan-pelaksanaan-corporate-social-responsibili http://jurnal.ubl.ac.id/index.php/jak/article/download/234/238 http://jurnal.ubl.ac.id/index.php/jak/article/view/234 https://core.ac.uk/download/pdf/296956800.pdf,http://dx.doi.org/10.36448/jak.v3i2.234,,10.36448/jak.v3i2.234,2911188210,,0,,1,true,,bronze
024-232-362-952-45X,Responsibility versus Profit: The Motives of Food Firms for Healthy Product Innovation,2017-12-08,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Jilde Garst; Vincent Blok; Léon Jansen; Onno Omta,"Background: In responsible research and innovation (RRI), innovation is seen as a way in which humankind finds solutions for societal issues. However, studies on commercial innovation show that firms respond in a different manner and at a different speed to the same societal issue. This study investigates what role organizational motives play in the product innovation processes of firms when aiming for socially responsible outcomes. Methods: This multiple-case study investigates the motives of food firms for healthier product innovation by interviewing firms about the organizational motives behind product reformulation and innovation. Results: This study highlights the importance of having both instrumental and moral motives in the innovation process when aiming for socially responsible outcomes, and how both these motives interact and contribute to responsible innovation in industry. Furthermore, the study results question the nature of relational motives as a separate category from the other two categories of motives, as suggested by corporate social responsibility (CSR) scholars. Conclusions: If commercial innovation needs to contribute to solutions for societal issues, the importance of moral motives has to be stressed without annihilating the instrumental objectives of firms. Both motives contribute to the success factors of responsible product innovation in industry.",9,12,2286,,Corporate social responsibility; Business; Social responsibility; Marketing; Profit (economics); Interview; Responsible Research and Innovation; Innovation process; Social issues; Product innovation,,,,Nederlandse Organisatie voor Wetenschappelijk Onderzoek,https://www.mdpi.com/2071-1050/9/12/2286/pdf https://www.mdpi.com/2071-1050/9/12/2286 https://repub.eur.nl/pub/121543 https://research.wur.nl/en/publications/responsibility-versus-profit-the-motives-of-food-firms-for-health https://repub.eur.nl/pub/121543/Repub_121543_O-A.pdf https://pubag.nal.usda.gov/catalog/6520942 https://www.narcis.nl/publication/RecordID/oai%3Alibrary.wur.nl%3Awurpubs%2F530832 https://core.ac.uk/display/141869350 https://ideas.repec.org/a/gam/jsusta/v9y2017i12p2286-d122199.html https://core.ac.uk/download/237477166.pdf,http://dx.doi.org/10.3390/su9122286,,10.3390/su9122286,2773399834,,0,000-705-887-447-647; 001-122-311-780-297; 003-089-105-705-22X; 004-274-789-421-981; 008-851-626-893-725; 011-025-455-746-432; 017-147-261-575-907; 018-460-854-153-475; 018-483-211-197-927; 019-879-423-560-879; 021-631-615-887-30X; 022-050-113-408-381; 023-130-280-001-77X; 025-647-318-427-325; 026-524-852-306-327; 031-021-958-313-812; 033-698-753-407-361; 042-807-425-625-032; 047-460-128-505-546; 049-759-836-248-762; 053-582-228-547-21X; 055-127-219-449-931; 057-515-729-759-283; 061-829-988-617-171; 064-187-739-189-986; 069-904-750-601-063; 073-555-886-703-343; 075-162-984-056-982; 076-152-196-587-931; 076-482-914-687-884; 082-815-961-326-23X; 083-742-907-533-010; 084-561-732-100-945; 085-494-607-073-967; 087-974-559-824-919; 088-919-850-566-219; 091-513-546-362-463; 092-212-098-395-92X; 106-377-304-980-209; 108-802-798-572-965; 111-460-312-178-193; 114-108-170-609-694; 115-373-591-444-545; 123-390-696-891-098; 130-165-753-205-174; 143-676-023-801-499; 147-424-124-879-150; 148-792-033-641-02X; 151-737-772-776-418; 154-529-490-924-235; 155-126-158-841-294; 156-582-574-577-248; 156-628-929-193-587; 182-199-495-327-639; 191-337-909-658-577,30,true,cc-by,gold
024-312-854-039-181,The role of board gender and foreign ownership in the CSR performance of Chinese listed firms,,2017,journal article,Journal of Corporate Finance,09291199,Elsevier BV,Netherlands,Paul B. McGuinness; João Paulo Vieito; Mingzhu Wang,"Abstract China's recent promotion of Corporate Social Responsibility (CSR) has coincided with a marked increase in the number of Chinese listed firms attracting female board members and foreign equity investors. Using Rankins' (RKS) ratings over the 2009 to 2013 period, we show that greater gender balance in top-management supports stronger CSR performance. This finding broadens gender-based accounts emphasizing social networks (Westphal and Milton, 2000), Critical Mass Theory (Kramer et al., 2006; Bear et al., 2010; and Soares et al., 2011) and team dynamics (Woolley et al., 2010; and Hoogendoorn et al., 2013). Findings also reveal stronger CSR performance in firms where a female officer is present at the CEO and/or vice-CEO level. Female leadership thus appears to be just as important as gender mix in driving CSR change. Our findings shed new light and add further dimension to the nascent literature on gender and CSR-engagement in China (Lau et al., 2016; and Liao et al., 2016). We examine whether a political-networking motivation underlies foreign investment (Du and Girma, 2010; Liu et al., 2014a; Lin et al., 2015; and Jiang and Kim, 2015). We argue that qualified foreign institutional investors (QFIIs) deploy social-engagement in non-SOEs to build competitive advantage. But in SOEs, where strong political networks already exist, QFIIs have less incentive to boost CSR ratings. Results indicate little difference in the social ratings of QFII-invested SOEs and non-SOEs. However, CSR scores are increasing in foreign ownership levels in SOEs. By considering offshore ownership, we broaden understanding of how foreign channels influence CSR in China (Tsoi, 2010; Cheung et al., 2014a; and Lau et al., 2016). Additionally, we confirm the Barnea and Rubin (2010) contention of an inversion in social ratings at entrenched managerial ownership levels. Non-linear rating effects also emerge in relation to state ownership (Li et al., 2013). Finally, CSR performance exhibits positive (negative) relation with a listed entity's size and age (leverage and lagged return-on-equity) but virtually no connection with independent board representation.",42,42,75,99,Accounting; Corporate social responsibility; Economics; Business administration; Institutional investor; Foreign ownership; State ownership; Foreign direct investment; Corporate governance; Competitive advantage; Leverage (finance),,,,,https://ideas.repec.org/a/eee/corfin/v42y2017icp75-99.html https://socionet.ru/publication.xml?h=repec:eee:corfin:v:42:y:2017:i:c:p:75-99 http://eprints.whiterose.ac.uk/180741/ http://www.sciencedirect.com/science/article/pii/S0929119916302516 https://econpapers.repec.org/article/eeecorfin/v_3a42_3ay_3a2017_3ai_3ac_3ap_3a75-99.htm https://www.infona.pl/resource/bwmeta1.element.elsevier-2b2be1f6-d45f-37f0-b142-f37fed620ad1 https://www.sciencedirect.com/science/article/pii/S0929119916302516 https://core.ac.uk/download/77065134.pdf,http://dx.doi.org/10.1016/j.jcorpfin.2016.11.001,,10.1016/j.jcorpfin.2016.11.001,2546636161,,0,000-614-869-372-713; 000-962-149-101-705; 001-031-205-215-039; 002-060-685-102-795; 002-390-056-473-675; 002-613-356-706-587; 002-994-269-455-347; 003-778-683-768-920; 004-071-917-734-828; 004-653-353-125-268; 006-274-729-602-142; 007-471-711-910-63X; 008-944-454-514-84X; 010-152-305-377-200; 011-845-582-984-154; 012-339-278-801-290; 012-773-477-449-084; 012-934-179-406-064; 012-960-411-177-665; 013-858-820-525-515; 014-666-047-992-844; 015-735-415-561-486; 017-012-395-580-930; 017-722-013-337-190; 017-772-076-395-051; 018-465-343-750-22X; 018-508-064-179-38X; 019-534-948-420-613; 020-790-893-420-680; 022-382-623-818-517; 022-624-893-836-546; 023-087-654-685-053; 023-292-055-426-87X; 023-385-080-595-088; 024-237-494-112-80X; 024-384-054-356-245; 026-892-165-181-525; 027-034-670-079-420; 027-818-168-763-476; 029-032-707-258-494; 029-257-638-158-39X; 029-281-864-937-172; 031-338-915-010-083; 034-798-392-414-762; 035-416-258-724-452; 035-659-604-496-787; 035-856-681-062-272; 036-456-890-599-432; 036-979-246-066-419; 037-135-748-658-98X; 038-489-587-045-844; 038-687-078-565-216; 039-439-163-864-740; 039-575-601-163-984; 040-535-358-084-90X; 041-382-980-837-643; 041-527-058-677-62X; 041-847-235-665-72X; 041-953-995-542-879; 042-043-660-450-01X; 042-978-984-393-748; 043-034-481-763-733; 043-611-815-261-66X; 047-907-375-369-631; 048-506-884-823-889; 050-451-596-584-939; 050-628-385-829-394; 050-743-476-041-459; 050-824-999-049-307; 051-248-991-074-085; 053-601-741-106-82X; 053-770-506-363-735; 054-145-450-981-448; 054-182-649-208-375; 054-978-283-895-935; 055-668-175-634-669; 058-842-528-417-45X; 059-202-203-393-198; 059-613-351-742-296; 060-628-120-950-829; 063-809-465-016-101; 063-821-429-568-525; 065-367-427-289-501; 065-732-154-339-309; 066-330-009-411-006; 068-969-145-787-315; 069-812-335-442-669; 071-974-909-056-489; 072-273-390-289-941; 072-406-253-389-942; 073-186-329-204-516; 073-791-531-041-672; 074-604-733-522-925; 075-576-143-556-288; 075-591-466-380-294; 075-657-145-138-076; 075-962-355-010-303; 076-245-314-793-166; 076-551-437-187-006; 076-987-977-083-109; 077-729-383-080-511; 078-482-404-625-125; 082-588-931-524-30X; 083-717-879-842-62X; 084-041-141-623-315; 084-344-255-632-568; 085-343-574-951-939; 086-826-608-036-978; 088-379-602-914-777; 091-231-418-128-829; 092-073-601-464-033; 092-182-568-078-722; 093-116-518-124-752; 096-892-422-028-708; 098-615-018-246-276; 103-567-942-562-78X; 106-188-952-545-819; 108-515-111-386-68X; 111-459-997-118-741; 112-204-465-505-291; 117-747-122-826-969; 119-053-180-836-424; 119-470-448-625-984; 123-548-554-472-100; 126-941-149-200-929; 127-976-251-212-025; 130-229-327-168-315; 131-093-145-212-22X; 131-761-546-014-209; 132-290-774-082-949; 132-599-082-550-890; 134-424-607-414-532; 136-119-985-790-06X; 137-142-252-339-871; 140-869-076-373-290; 140-976-383-377-199; 148-618-560-964-708; 149-465-434-704-042; 150-776-319-537-65X; 151-344-917-408-679; 152-134-037-227-395; 154-866-692-598-615; 154-937-884-137-042; 159-524-618-356-927; 161-431-563-623-221; 163-260-415-404-798; 168-625-367-398-370; 177-640-438-295-216; 178-518-817-293-330; 182-879-554-867-635; 192-121-378-418-163,326,true,cc-by-nc-nd,green
024-509-316-696-626,Sustainability in Corporate Communications and its Influence on Consumer Awareness and Perceptions: A study of H&M and Primark☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Lilian Dach; Katrin Allmendinger,"Abstract This paper focuses on the issue of effective web-based corporate sustainability communications to influence consumer awareness and perceptions. Studying the dedicated corporate sustainability websites of Hennes and Mauritz H&M AB and Primark Stores Limited, a qualitative multimethod two-stage research design was applied consisting of a website analysis and twelve semi-structured consumer interviews. The results show that the existing corporate images influence the interviewees’ perceptions of the web-based corporate sustainability communications. The developed conceptual framework illustrates the importance of a clearly structured website with visualized, objective and sustainability-specific content to positively influence consumer awareness and perceptions.",130,,409,418,Conceptual framework; Business; Marketing; Corporate communication; Sustainability organizations; Perception; Corporate sustainability; Consumer awareness; Public relations; Sustainability,,,,,https://core.ac.uk/display/82078763 https://www.sciencedirect.com/science/article/pii/S1877042814029589 https://core.ac.uk/download/pdf/82078763.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.04.048,,10.1016/j.sbspro.2014.04.048,2085066727,,0,011-050-019-392-206; 021-197-003-280-591; 023-686-250-053-329; 023-875-418-087-876; 027-456-086-319-632; 032-779-497-658-310; 047-084-373-523-100; 059-508-628-617-339; 060-605-104-377-979; 061-032-025-769-668; 084-650-394-779-231; 087-512-664-371-353; 087-790-872-165-423; 096-955-188-370-42X; 100-310-199-256-627; 103-108-182-535-072; 111-018-801-761-417; 111-468-073-654-696; 145-513-067-296-152; 162-290-133-902-677; 168-442-311-269-869; 171-061-563-576-450; 175-576-241-853-96X,20,true,,gold
024-941-691-129-378,Main Factors for Understanding High Impacts on CSR Dimensions in the Finance Industry,2020-03-19,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Belen Lopez; Alfonso Rodríguez Torres; Alberto Ruozzi; Jose Antonio Vicente,"The objective of this study is to explore empirically the dimensions that generate high impact in the finance industry to better understand its contribution from a Corporate Social Responsibility (CSR) perspective. We analyze data concerning impacts of finance sector firms certified by B Corp in order to identify the combinations that are necessary and/or sufficient to obtain a recognition of their high impact generation. The methodology followed to identify the impact dimensions is fsQCA, (fuzzy set Qualitative Comparative Analysis), a qualitative comparative analysis method applied to a sample of finance firms (n-181). The results indicate that financial sector firms exhibited four combinations focusing on different impact dimensions. Specifically, the first route indicates that a high degree of focus on customers and communities is sufficient to obtain a high impact score. The second path signals that the combination of the impacts on customers and corporate governance could lead to the same result, while in the third pathway the focus would be on the employees. Finally, the fourth route indicates that some financial firms focus strongly on their communities, corporate governance and their employees, but very weakly on the environmental dimension. Consequently, diverse combinations of CSR dimensions characterize financial sector contributions to impact generation and sustainable development.",12,6,2395,,Financial services; Corporate social responsibility; Business; Order (exchange); Dimension (data warehouse); Corporate governance; Industrial organization; Sample (statistics); Sustainable development; Qualitative comparative analysis,,,,,https://www.mdpi.com/2071-1050/12/6/2395 https://eprints.ucm.es/id/eprint/63235/ https://ideas.repec.org/a/gam/jsusta/v12y2020i6p2395-d334276.html https://core.ac.uk/download/362660814.pdf,http://dx.doi.org/10.3390/su12062395,,10.3390/su12062395,3011223208,,0,003-085-955-710-350; 003-616-326-288-150; 004-639-126-606-984; 005-091-700-178-597; 005-925-242-905-424; 008-946-443-324-054; 010-554-581-090-689; 011-162-630-550-287; 021-539-447-107-607; 022-304-790-542-067; 023-838-134-291-821; 024-774-762-969-230; 026-336-438-458-239; 026-790-651-330-947; 030-294-942-159-168; 033-462-978-006-04X; 043-393-716-547-256; 044-544-955-592-478; 046-518-070-148-074; 049-441-907-328-306; 051-750-289-558-446; 052-074-868-461-855; 053-195-536-333-811; 053-462-490-000-475; 056-840-552-151-186; 058-012-353-741-844; 065-392-637-033-736; 068-238-624-514-358; 070-232-232-166-280; 073-949-686-797-076; 079-181-573-896-927; 080-375-565-513-085; 084-863-864-782-590; 085-118-539-423-726; 089-986-725-271-565; 091-039-626-805-150; 092-304-804-344-248; 097-656-881-304-371; 098-591-300-199-318; 104-329-404-127-628; 115-482-499-323-938; 117-940-602-728-246; 126-732-820-563-953; 134-528-080-128-981; 136-145-878-103-999; 143-446-875-600-941; 143-700-148-440-217; 144-271-187-614-324; 146-436-534-179-394; 151-627-030-394-034; 159-126-468-195-81X; 161-585-269-982-276; 166-204-621-970-742; 166-929-699-974-434; 170-160-565-930-81X; 185-244-636-424-555,6,true,cc-by,gold
025-082-734-840-009,The Effect of Culture on Enterprise's Perception of Corporate Social Responsibility: The Case of Vietnam,,2016,journal article,Procedia CIRP,22128271,Elsevier BV,,My Nguyen; Minh Quang Truong,"Abstract The term “sustainable development” has been a catch-all phrase in recent years. Corporate Social Responsibility (CSR) is seen as one of the media for sustainable development. In some countries, CSR has received much attention and achieved certain successes. However, in many other countries including Vietnam, perception of CSR remains vague and the adoption of CSR is limited. This study reviews different approaches to CSR and gives a conceptual framework of how cultural values influence CSR perception of enterprise. Some analysis on culture and data collection in Vietnam's case are carried out as example for the proposed framework. The study suggests several directions for future research on CSR.",40,40,680,686,Data collection; Corporate social responsibility; Conceptual framework; Business; Perception; Phrase; Cultural values; Public relations; Sustainable development,,,,,https://core.ac.uk/display/82331873 http://www.sciencedirect.com/science/article/pii/S2212827116001694 https://www.infona.pl/resource/bwmeta1.element.elsevier-d98989ee-4cb3-3a52-b7d4-4c68de37350b https://www.sciencedirect.com/science/article/pii/S2212827116001694 https://cyberleninka.org/article/n/581544 https://cyberleninka.org/article/n/581544.pdf https://vbn.aau.dk/en/publications/the-effect-of-culture-on-enterprises-perception-of-corporate-soci https://core.ac.uk/download/pdf/82331873.pdf,http://dx.doi.org/10.1016/j.procir.2016.01.154,,10.1016/j.procir.2016.01.154,2338466212,,0,001-911-067-804-876; 009-339-961-518-07X; 013-460-755-160-862; 014-904-025-590-079; 015-253-353-612-652; 019-504-251-224-981; 021-918-672-412-130; 033-549-187-212-48X; 036-346-683-354-670; 038-977-820-936-444; 042-194-936-748-369; 042-867-384-620-028; 048-232-519-781-734; 048-420-613-506-446; 049-067-185-344-517; 054-233-547-481-263; 062-110-807-031-390; 067-332-614-545-999; 069-533-155-665-652; 073-792-416-479-745; 074-173-984-453-280; 074-196-663-951-117; 084-115-477-868-18X; 086-115-933-326-505; 088-289-369-720-853; 088-919-850-566-219; 092-164-132-026-703; 093-780-008-484-796; 105-022-049-539-707; 106-929-804-023-619; 111-615-520-865-370; 115-916-223-255-79X; 116-673-209-662-076; 123-387-763-831-371; 127-356-618-215-912; 151-330-735-040-423; 152-507-193-790-955; 154-493-819-802-785; 167-895-088-223-854; 185-639-919-679-44X,15,true,cc-by-nc-nd,gold
025-094-350-022-304,Business in Development: Diminishing Human Rights? Making the case for a human rights-based approach to corporate social responsibility,2017-12-11,2017,journal article,Deusto Journal of Human Rights,26036002; 25304275,University of Deusto,,Line Baagø-Rasmussen,"This paper takes as it’s point of departure the emergent opinion that the engagement of business is needed in order to reach development goals in the third world, and that corporate social responsibility (CSR) is increasingly viewed as the key for pushing this agenda forward. Presenting a theoretical framework based on a differentiation between the human rights and business approach (HR&B) and the CSR approach, along with the outcomes of a human rights impact analysis of the CSR-activities of three prominent companies in the CSR field, limitations as well as opportunities for the inclusion of business in development are displayed. The paper defends the idea that a more explicit development of the HR&B approach is needed in the CSR strategies promoted by transnational companies, more specifically in economic and social contexts of development. On this basis, it suggests for the development of a human rights-based approach (HRBA) to CSR. Published online : 11 December 2017",,7,67,86,Corporate social responsibility; Business; Human rights; Order (exchange); Field (Bourdieu); Point of departure; Third world; Public relations; Inclusion (disability rights),,,,,https://dialnet.unirioja.es/descarga/articulo/3408641.pdf http://revista-derechoshumanos.revistas.deusto.es/article/view/1055 https://djhr.revistas.deusto.es/article/view/1055 https://djhr.revistas.deusto.es/article/download/1055/1235 https://dialnet.unirioja.es/servlet/articulo?codigo=3408641,http://dx.doi.org/10.18543/aahdh-0-2010pp67-86,,10.18543/aahdh-0-2010pp67-86,2789944397,,0,,0,true,publisher-specific license,gold
025-113-478-060-052,Corporate Social Responsibility and Company Performance in the Malaysian Context,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Saed Adnan Mustafa; Abdul Rahim Othman; Selvan Perumal,"Abstract The concept of social responsibility of corporations has engendered considerable interest in Malaysia in recent years. While previous research on the relationship between corporate social responsibility and company performance has largely been based on international data, this paper reviews the relationship between the adoption of corporate social responsibility and the company performance of public listed companies. 200 responses were received from a population that had already working in Malaysian public listed companies. The results derived from multi-group structural equation modeling within AMOS 7.0. Furthermore this paper found a significant relationship between CSR and company performance. The findings imply the need for public listed companies, particularly main and ACE board, to strategically leverage the effect of CSR on company performance.",65,,897,905,Joint-stock company; Accounting; Corporate social responsibility; Business; Social responsibility; Limited company; Context (language use); Parent company; Population; Leverage (finance),,,,,https://core.ac.uk/display/82090876 https://www.sciencedirect.com/science/article/pii/S1877042812052020 http://www.sciencedirect.com/science/article/pii/S1877042812052020 https://core.ac.uk/download/pdf/82090876.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.11.217,,10.1016/j.sbspro.2012.11.217,2061388013,,0,000-449-782-283-973; 002-390-056-473-675; 003-122-013-067-699; 003-156-680-358-292; 009-292-371-162-047; 017-012-395-580-930; 019-511-818-536-00X; 019-534-948-420-613; 022-867-604-979-425; 024-001-905-193-413; 025-243-819-720-772; 028-449-022-879-228; 031-516-775-008-174; 032-587-781-576-199; 032-768-119-656-007; 033-445-837-262-66X; 037-532-978-619-045; 043-447-864-724-702; 044-278-851-968-03X; 055-127-219-449-931; 068-638-920-754-957; 071-597-951-021-844; 105-174-929-604-362; 107-274-748-521-438; 112-565-796-968-753; 117-619-827-773-557; 118-359-908-816-625; 138-909-757-185-115; 155-879-175-881-390; 160-011-540-883-71X; 160-564-764-251-973; 183-427-963-206-191; 192-121-378-418-163,37,true,,gold
025-146-729-597-817,Exploring corporate social responsibility's global and Glocal practices in Qatar: A practitioner and stakeholder perspective,,2016,journal article,Arab Economic and Business Journal,22144625,Holy Spirit University of Kaslik,,Ilaria Gualtieri; Martina Topić,"This study analysed corporate social responsibility (CSR) in the state of Qatar, aiming to determine the discipline’ global and glocal dimensions. The study investigated the notion that CSR remains western-driven in contrast to the scholarly trend that increasingly values national variables. Given the importance of CSR, the relationship between theory and contextual influences becomes a central element to evaluate the opportunity for specific corollaries to mainstream CSR. The methodology deployed for the study included a literature review, and interviews with practitioners and stakeholders. The results showed that although CSR as a concept is valid per se, an appropriate approach would value the operating environment as a key determinant, appreciating that specific cultural contexts necessitate variations to the mainstream theory.",11,1,31,54,Corporate social responsibility; Sociology; Marketing; Stakeholder; Perspective (graphical); Glocalization; Value (ethics); Mainstream; Operating environment; Central element; Public relations,,,,,https://core.ac.uk/display/90946594 https://www.sciencedirect.com/science/article/abs/pii/S2214462515300797 https://cyberleninka.org/article/n/706618 https://www.sciencedirect.com/science/article/pii/S2214462515300797 https://www.econstor.eu/handle/10419/187532 https://eprints.leedsbeckett.ac.uk/id/eprint/3406/ https://cyberleninka.org/article/n/706618.pdf https://core.ac.uk/download/74208271.pdf,http://dx.doi.org/10.1016/j.aebj.2016.01.001,,10.1016/j.aebj.2016.01.001,2561774156,,0,000-560-347-627-052; 000-586-133-116-754; 001-293-497-423-461; 002-291-459-000-326; 003-180-308-485-260; 003-232-024-507-423; 003-584-434-016-036; 003-937-114-886-164; 004-921-534-821-21X; 005-222-302-247-240; 006-871-057-090-740; 008-568-541-949-263; 010-291-957-386-815; 010-583-807-804-027; 010-850-045-115-797; 010-984-812-336-982; 010-997-915-434-908; 011-800-030-084-95X; 013-741-953-470-379; 017-126-130-578-937; 017-263-319-472-192; 017-973-147-985-368; 018-606-075-915-716; 020-315-551-177-155; 020-790-893-420-680; 022-006-067-273-018; 022-425-262-957-817; 022-512-643-506-628; 022-662-121-708-357; 023-874-776-452-71X; 024-215-195-681-765; 024-739-628-513-810; 024-749-980-624-076; 025-401-621-173-479; 026-188-326-311-687; 026-848-287-231-449; 027-131-945-735-306; 027-827-119-143-849; 027-886-339-171-710; 028-038-707-972-613; 028-839-287-388-372; 029-107-141-317-574; 029-365-303-768-522; 030-837-171-111-788; 033-136-526-957-334; 033-148-486-330-112; 033-631-491-953-752; 034-001-562-316-620; 035-556-471-787-086; 036-047-183-493-869; 036-159-702-886-637; 038-253-409-225-438; 038-325-989-006-53X; 038-817-823-358-245; 039-247-189-359-754; 039-534-395-803-934; 040-434-354-314-939; 042-075-081-677-793; 042-211-611-512-122; 045-767-555-517-262; 046-542-155-724-579; 048-000-048-627-42X; 049-056-357-338-444; 049-067-185-344-517; 050-187-110-687-218; 050-401-213-649-980; 051-914-268-612-544; 053-235-285-847-415; 055-052-153-464-245; 055-127-219-449-931; 055-498-815-134-39X; 057-811-304-642-588; 059-206-292-820-099; 059-250-174-413-183; 060-316-839-543-615; 060-901-733-290-311; 061-037-711-668-317; 062-220-573-904-095; 063-365-137-001-053; 064-091-717-837-982; 064-337-792-484-854; 064-427-726-220-569; 064-925-829-679-26X; 065-327-083-453-198; 066-642-293-849-349; 068-282-512-782-815; 069-533-155-665-652; 072-377-991-488-221; 072-978-121-958-617; 073-241-168-362-757; 073-335-236-375-822; 075-129-083-536-095; 076-166-972-547-762; 076-765-981-199-194; 077-957-815-298-026; 078-165-261-962-44X; 078-326-146-692-91X; 079-178-353-168-322; 080-361-191-972-828; 080-509-371-799-485; 082-815-961-326-23X; 083-990-302-410-280; 084-531-047-321-662; 084-613-224-049-188; 084-667-184-477-72X; 086-369-710-665-788; 086-861-077-037-456; 087-518-082-631-458; 090-429-568-250-421; 090-570-309-222-277; 090-858-875-826-06X; 093-660-326-113-943; 095-251-831-397-030; 099-085-870-469-302; 099-095-725-205-22X; 101-992-902-743-732; 102-538-612-728-346; 103-087-649-600-203; 103-355-295-913-314; 106-422-301-902-985; 107-274-748-521-438; 109-102-829-309-641; 109-442-446-173-936; 110-192-150-559-705; 110-502-326-347-134; 111-999-385-285-79X; 112-565-796-968-753; 113-945-559-342-555; 114-146-853-009-804; 114-387-252-475-153; 115-373-591-444-545; 115-482-499-323-938; 115-983-160-091-256; 121-302-816-415-032; 121-433-249-746-408; 123-794-293-238-722; 127-356-618-215-912; 130-090-627-871-471; 134-355-977-334-840; 138-909-757-185-115; 139-119-876-531-586; 139-641-412-398-758; 140-185-354-409-680; 141-694-956-708-583; 145-646-001-952-46X; 147-412-442-964-264; 148-668-377-888-036; 154-746-091-618-258; 155-787-417-716-462; 155-849-634-946-361; 156-650-662-656-562; 157-793-341-480-804; 164-531-450-086-80X; 171-240-587-575-210; 171-359-835-319-098; 172-001-728-855-119; 172-999-637-082-271; 174-824-437-536-388; 181-357-510-621-188; 182-867-587-691-99X; 185-543-859-407-509; 189-030-450-110-082; 194-728-711-446-656,4,true,cc-by-nc-nd,hybrid
025-184-500-292-772,Critical success factors for corporate social responsibility adoption in the construction industry in Malaysia,2019-11-14,2019,journal article,Sustainability,20711050,MDPI AG,Switzerland,Anat Anaqie Zahidy; Shahryar Sorooshian; Zahidy Abd Hamid,"In the construction industry, corporate social responsibility (CSR) is increasingly valued as a strategic tool for business sustainable development and for addressing ethical issues. However, understanding the concept of CSR in the construction industry, and how to practice it, is limited. This study aims to explore and assess the factors critical to the successful adoption of CSR in the construction industry through the lens of critical success factors (CSFs) theory. Through a literature review, a list of potential factors that may theoretically have a major impact on CSR adoption in the construction industry was compiled as a proxy. Then, the potential factors were refined and validated by employing a Delphi technique. An expert panel of sixteen qualified Malaysian industry practitioners and academia was assembled. Results from three iteration rounds of the Delphi process depicted that successful adoption of CSR in practices depends upon eight CSFs including financial resources, top management support, managerial or internal skills on CSR, national economic growth, employees’ education and training on CSR, participation of key stakeholders in the CSR process, effective CSR communication, and organizational structure. This study contributes to the field by addressing a theme that has been covered less in literature. Knowing the CSFs for CSR adoption in advance could help the construction firms to successfully integrate CSR into business strategies and minimize the risk of failure. Policy-makers could also consider the findings when promoting the CSR agenda or development programs that adhere to the construction industry’s way forward. Although this study is particularly suited for the Malaysian context, nevertheless, the outcomes could shed some light upon the CSR initiative in other countries, since CSR adoption status in the construction industry overall does not significantly differ between countries.",11,22,6411,,Corporate social responsibility; Business; Marketing; Organizational structure; Critical success factor; Context (language use); Construction industry; Process (engineering); Sustainable development; Delphi method,,,,,https://www.mdpi.com/2071-1050/11/22/6411/htm https://ideas.repec.org/a/gam/jsusta/v11y2019i22p6411-d287033.html https://www.mdpi.com/2071-1050/11/22/6411/pdf https://apo.org.au/node/308193 https://core.ac.uk/download/268871500.pdf,http://dx.doi.org/10.3390/su11226411,,10.3390/su11226411,2983489321,,0,000-409-517-752-832; 002-019-796-078-623; 002-118-391-761-161; 002-982-578-834-799; 003-530-198-399-288; 003-575-763-136-333; 006-351-423-845-72X; 008-655-486-836-789; 010-369-234-826-191; 011-181-123-500-65X; 012-190-685-561-287; 012-937-204-127-766; 013-340-704-314-554; 014-279-750-052-045; 014-971-884-334-049; 016-101-626-567-45X; 016-539-320-665-846; 018-558-594-513-803; 018-574-641-750-60X; 019-382-411-578-576; 019-539-688-730-57X; 020-511-857-249-404; 022-398-442-026-023; 023-666-321-967-93X; 023-735-847-731-661; 026-155-799-156-444; 026-402-047-754-738; 026-792-442-411-790; 027-649-715-623-348; 028-004-727-667-485; 028-049-266-790-710; 028-672-669-619-752; 029-827-365-349-773; 029-942-145-731-245; 033-319-505-774-573; 033-445-837-262-66X; 034-848-852-823-034; 035-304-387-533-701; 035-867-753-087-756; 036-592-604-917-492; 036-835-907-560-527; 037-712-967-319-301; 038-861-162-527-344; 040-014-048-815-283; 041-327-284-883-919; 042-988-759-350-273; 043-806-610-336-736; 048-040-002-329-028; 048-241-698-148-452; 048-367-791-894-066; 049-239-294-049-048; 050-011-310-936-208; 050-450-329-075-991; 051-046-951-848-714; 052-709-814-877-069; 054-595-169-121-874; 057-295-229-295-038; 057-561-174-114-672; 058-012-353-741-844; 058-714-798-905-481; 058-953-071-125-968; 059-318-258-052-248; 062-558-226-567-985; 063-636-348-478-494; 064-243-304-079-28X; 065-204-209-839-636; 065-398-294-951-080; 066-993-713-948-138; 068-189-570-565-10X; 068-983-055-825-200; 069-451-909-265-614; 071-663-431-963-11X; 072-595-961-183-350; 072-938-767-145-651; 074-425-203-634-774; 075-253-959-164-985; 075-455-222-104-393; 075-636-596-178-023; 075-945-628-035-860; 076-232-089-564-339; 078-703-184-174-663; 080-905-580-082-960; 081-962-875-924-966; 087-223-281-781-960; 087-562-812-086-550; 091-847-900-649-994; 094-448-062-816-634; 096-103-572-025-794; 096-113-435-061-544; 096-793-704-585-541; 097-129-167-189-893; 100-357-883-277-115; 100-993-455-393-053; 105-484-028-424-325; 107-274-748-521-438; 110-682-467-576-118; 112-217-930-679-426; 114-131-891-137-450; 114-846-648-923-16X; 116-498-491-291-145; 131-539-366-786-773; 132-981-294-034-000; 133-546-417-719-596; 136-030-353-663-897; 137-285-301-054-847; 140-185-354-409-680; 142-165-063-513-423; 145-267-027-014-463; 152-647-036-513-836; 154-489-262-829-988; 156-506-657-058-30X; 159-592-129-993-014; 164-505-169-373-816; 164-522-570-957-88X; 165-987-707-544-100; 166-204-621-970-742; 174-393-993-951-070; 177-050-260-635-171; 183-353-688-394-853,9,true,cc-by,gold
025-237-156-529-22X,¿El entorno institucional influye en las prácticas de revelación de información de la RSC? El papel del Gobierno Corporativo,,2016,journal article,Revista de Administração de Empresas,00347590; 2178938x,FapUNIFESP (SciELO),Brazil,María del Mar Miras Rodríguez; Bernabé Escobar Pérez,"O objetivo desta investigacao e examinar se o efeito do ambiente institucional sobre as praticas de divulgacao de informacoes de Responsabilidade Social Corporativa (RSC) e direto ou se e devido a influencia desse ambiente sobre as caracteristicas de Governanca Corporativa (GC). Neste sentido, sao comparados dois ambientes institucionais: o Brasil, porque e centrado nas relacoes, e a Espanha, porque e centrada em normas. A partir dos resultados obtidos, pode-se deduzir que o ambiente institucional influencia caracteristicas da GC (Tamanho do Conselho de Administracao e Acionista de Referencia), bem como a divulgacao sobre a RSC. Alem disso, essas caracteristicas da GC sao influenciadas pelo ambiente institucional e, por sua vez, explicam as diferencas encontradas nas praticas de divulgacao de informacoes de RSC. Assim, a medida que as sociedades centradas nas relacoes evoluem para outras centradas em normas, as informacoes divulgadas sobre RSC tornam-se mais complexas, devido ao fortalecimento das caracteristicas da GC.",56,6,641,654,Economy; Humanities; Political science; Shareholder; Corporate social responsibility; Business; Business administration; Corporate governance,,,,,http://www.scielo.br/scielo.php?script=sci_arttext&pid=S0034-75902016000600641&lng=es&tlng=en https://core.ac.uk/download/196609418.pdf,http://dx.doi.org/10.1590/s0034-759020160606,,10.1590/s0034-759020160606,2903093835; 2902436908; 2566637143,,0,000-341-014-917-617; 005-448-211-595-33X; 010-506-995-388-331; 010-531-336-340-291; 012-206-440-366-807; 014-373-587-051-990; 014-654-677-358-815; 014-666-047-992-844; 016-094-515-578-620; 018-633-424-296-938; 019-285-892-443-992; 020-166-024-227-601; 020-186-611-104-284; 021-631-615-887-30X; 021-828-436-150-926; 022-512-643-506-628; 023-370-435-704-035; 023-371-592-554-75X; 025-883-275-487-436; 026-895-859-106-523; 027-827-119-143-849; 031-903-224-926-833; 032-027-382-592-778; 035-051-823-297-424; 039-189-112-190-978; 039-972-308-406-173; 042-691-582-991-106; 043-848-568-058-650; 044-717-458-187-191; 045-066-685-752-533; 046-702-144-776-189; 047-171-872-124-521; 047-590-602-284-433; 053-037-104-511-553; 053-882-505-971-882; 055-773-672-952-080; 056-294-025-828-41X; 057-129-149-307-584; 058-529-355-940-89X; 061-807-982-886-306; 063-761-926-147-682; 065-218-751-181-827; 069-359-566-933-120; 069-409-941-225-197; 071-155-607-138-623; 073-035-211-636-147; 076-551-437-187-006; 078-281-476-762-97X; 080-472-159-283-207; 086-898-747-947-301; 089-779-898-344-601; 090-429-568-250-421; 090-618-367-187-334; 093-121-558-186-313; 096-802-071-119-541; 098-688-957-381-895; 099-095-725-205-22X; 106-619-997-653-532; 112-927-903-110-687; 115-482-499-323-938; 116-111-280-536-043; 120-678-128-716-703; 130-741-068-205-515; 131-332-197-715-385; 132-830-544-715-91X; 134-021-969-565-606; 143-995-718-752-003; 146-028-177-366-788; 153-328-363-305-936; 155-879-175-881-390; 159-742-083-400-48X; 169-187-418-699-448; 177-089-335-862-917; 197-924-203-111-38X,9,true,cc-by,gold
025-277-213-341-407,"Government regulation, business leaders’ motivations and environmental performance of SMEs",2019-10-07,2019,journal article,Journal of Environmental Planning and Management,09640568; 13600559,Informa UK Limited,United Kingdom,Johan Graafland; Lans Bovenberg,"This paper investigates whether government regulation crowds out intrinsic motivation to improve environmental performance of small- and medium-sized enterprises (SMEs). Motivation crowding is the phenomenon by which external pressures reduce intrinsic motivation. Literature on motivation crowding effects of environmental regulations exhibits two gaps. First, previous studies have focused on households while neglecting business organizations, even though businesses account for a major part of industrial pollution worldwide. Second, previous literature neither measured intrinsic motivation nor tested how government regulation affects this motivation. Empirical evidence of motivation crowding by environmental regulations is therefore still lacking. This paper fills both research gaps. Using a dataset of 2,373 SMEs from 12 European countries, we show that government regulation enhances environmental performance directly but harms it indirectly by crowding out intrinsic and extrinsic motivations of business leaders. It only stimulates environmental performance for companies exhibiting low motivation.",63,8,1335,1355,Public economics; Business; Crowding; Empirical evidence; Crowds; Motivation crowding theory; Government regulation; Intrinsic motivation; Phenomenon; Crowding out,,,,,https://ideas.repec.org/a/taf/jenpmg/v63y2020i8p1335-1355.html https://repub.eur.nl/pub/131892/Crowding_govregulation_JEPM.pdf https://www.narcis.nl/publication/RecordID/oai%3Atilburguniversity.edu%3Apublications%2Fc6e59a9b-0423-4029-bd4f-3ae355d0e6a0 https://pubag.nal.usda.gov/catalog/6947540 https://research.tilburguniversity.edu/en/publications/government-regulation-business-leaders-motivations-and-environmen https://repub.eur.nl/pub/131892 https://www.tandfonline.com/doi/full/10.1080/09640568.2019.1663159 https://core.ac.uk/download/359044669.pdf,http://dx.doi.org/10.1080/09640568.2019.1663159,,10.1080/09640568.2019.1663159,2980104103,,0,001-854-706-012-78X; 003-575-763-136-333; 008-146-967-493-224; 009-539-685-541-092; 010-337-643-384-05X; 017-839-762-941-378; 020-049-269-947-591; 021-852-112-010-978; 021-884-618-840-174; 026-524-852-306-327; 029-511-069-949-693; 030-256-486-317-320; 031-319-743-556-27X; 032-595-491-268-163; 033-171-354-077-456; 035-250-145-844-303; 036-412-868-663-165; 038-066-384-115-422; 039-257-104-405-694; 039-534-395-803-934; 042-309-658-194-200; 045-651-413-534-310; 052-914-832-471-495; 054-656-318-855-836; 056-968-610-763-483; 057-460-095-435-782; 057-859-364-716-043; 064-091-717-837-982; 067-362-365-721-070; 068-172-732-755-440; 075-141-321-259-890; 078-307-385-197-541; 080-368-851-011-718; 082-551-497-938-294; 088-002-588-032-208; 097-753-359-696-32X; 101-312-473-825-147; 102-955-338-903-443; 109-991-058-110-214; 111-764-284-334-71X; 123-422-247-425-714; 125-868-693-120-83X; 140-200-251-240-299; 152-378-778-832-85X; 152-971-874-579-409; 155-043-588-949-189; 161-558-704-455-654,18,true,cc-by-nc-nd,hybrid
025-302-971-515-607,The Sustainability of Three Indonesian Palm Oil Business Entities,2018-11-15,2018,journal article,Jurnal Manajemen dan Agribisnis,16935853; 24072524,"Graduate Program of Management and Business, Bogor Agricultural University",,Dimas Aryo Wicaksono; Amzul Rifin; Iyung Pahan,"The demand of palm oil products from export destination countries is still recorded to have a high growth. The prospect of world vegetable oil consumption need especially for palm oil that keeps rising gives an opportunity for Indonesia to increase its palm oil production. This research was conducted to observe how far oil palm plantation companies have conducted ISPO through Business Sustainability Typology perspective. This research made use of descriptive quantitative method. The data processing and analysis technique used in this research was descriptive quantitative analysis through Analytical Network Process (ANP) approach by using Super Decisions 2.2 software. Based on the processing result, the three companies were close to Sustainability version 3.0 but have not been perfect. Based on the average calculation of the three companies, the first priority composition from these companies is profit aspect consisting of permit and management system, implementations of oil palm processing guidelines and cultivation guidelines. In addition, it is the people aspect comprising responsibility to workers, community development, and social and community responsibility, and lastly the planet aspect of environmental management and monitoring. Managerial implications include developing and generating renewable energy by processing palm liquid waste (POME) to produce biogas as energy. They also include encouraging and supporting communities in various areas of development and utilization with a sustainable economy and holding a pollution tax that is included as a licensing fee, establishing standards for processing waste and subsidies related to business development Keywords: business sustainability typology, palm oil, ANP, sustainability, oil palm plantation companies",15,3,249,249,Environmental economics; Business; Profit (economics); Renewable energy; Management system; Implementation; Vegetable oil; Sustainability; Community development; Subsidy,,,,,https://jagb.journal.ipb.ac.id/index.php/jmagr/article/download/24370/16429 https://jagb.journal.ipb.ac.id/index.php/jmagr/article/view/24370 https://jesl.journal.ipb.ac.id/index.php/jmagr/article/view/24370 https://journal.ipb.ac.id/index.php/jmagr/article/download/24370/16429 http://jesl.journal.ipb.ac.id/index.php/jmagr/article/download/24370/16429 https://journal.ipb.ac.id/index.php/jmagr/article/view/24370 https://doaj.org/article/1a6128aff826487fa7a9cce6d1f96a35 https://www.neliti.com/publications/274664/the-sustainability-of-three-indonesian-palm-oil-business-entities https://core.ac.uk/download/pdf/230380569.pdf,http://dx.doi.org/10.17358/jma.15.3.249,,10.17358/jma.15.3.249,2916522252,,0,013-128-074-211-981; 013-418-260-196-928; 026-895-802-475-205; 063-639-974-825-135; 073-555-886-703-343; 089-429-725-601-024; 150-804-913-478-707,0,true,cc-by,gold
025-322-362-548-129,Stakeholderbeziehungen in der CSR-Kommunikation. Empirische Studie zu Strategien und Rahmenbedingungen in deutschen Unternehmen,2013-01-12,2013,journal article,uwf UmweltWirtschaftsForum,09433481; 14322293,Springer Science and Business Media LLC,,Ansgar Zerfaß; Maren Christin Müller,This is the authors’ accepted and refereed manuscript to the article2014-10-0,21,1,51,57,Political science; Business administration,,,,,https://biopen.bi.no/bi-xmlui/handle/11250/93976 https://brage.bibsys.no/xmlui/handle/11250/93976 https://link.springer.com/article/10.1007/s00550-013-0267-2 https://biopen.bi.no/bi-xmlui/bitstream/11250/93976/1/Zerfass_uwf_2013.pdf https://core.ac.uk/display/30893651 https://core.ac.uk/download/pdf/52040379.pdf,http://dx.doi.org/10.1007/s00550-013-0267-2,,10.1007/s00550-013-0267-2,1970866116,,0,000-343-775-869-882; 001-034-469-807-680; 006-080-230-736-840; 007-080-491-753-776; 011-071-682-796-955; 012-909-113-725-164; 014-414-184-587-270; 035-057-154-311-205; 039-816-572-546-920; 049-459-423-153-541; 049-765-400-955-985; 072-832-266-101-751; 086-506-529-570-520; 090-313-859-328-677; 097-213-764-422-536; 101-388-068-880-346; 109-999-098-065-063; 122-756-012-252-146; 150-082-252-214-023; 150-756-983-846-92X; 191-299-367-256-586,2,true,,green
025-418-910-579-88X,Corporate Social Responsibility and the Evolution of Internal Corporate Social Responsibility in 21st Century,,2016,journal article,Asian Journal of Social Sciences and Management Studies,23137401,Asian Educational Journal Publishing Group,,Mei Peng Low,"Corporate Social Responsibility (CSR) received substantial attention since 1950s. The development of CSR subsequently gain a foothold in both business and academic arenas. The wide acceptance of CSR is due to its chain benefits toward both shareholders and stakeholders. As the business world evolves with globalisation and advanced technology, CSR has developed into a multi-facet disciplinary subject. Consequently, CSR themes emerged from its development. The literatures reveal that there are many CSR themes developed in the human resource with employees being the stakeholder. Researcher further explained the evolution of employee focused CSR by relating to relevant theories namely Stakeholder Theory, Social Exchange Theory and Social Identity Theory. This paper aims to study the evolution of internal CSR by reviewing past and current literatures in order to provide an overview of internal CSR and shed light for a better understanding of its current vague definition. The paper concludes with the benefits of implementation internal CSR practices to enhance organisation performance through influencing employees’ behaviour.",3,1,56,74,Human resources; Shareholder; Corporate social responsibility; Business; Social exchange theory; Stakeholder theory; Stakeholder; Public relations; Discipline; Social identity theory,,,,,http://dx.doi.org/10.20448/journal.500/2016.3.1/500.1.56.74 http://www.asianonlinejournals.com/index.php/AJSSMS/article/view/538/pdf_41 https://core.ac.uk/download/pdf/233593785.pdf,http://dx.doi.org/10.20448/journal.500/2016.3.1/500.1.56.74,,10.20448/journal.500/2016.3.1/500.1.56.74,2190199312,,0,001-584-041-958-222; 002-929-446-634-493; 003-479-063-997-300; 006-294-052-644-153; 009-024-987-910-508; 009-539-685-541-092; 010-062-750-133-061; 011-398-481-468-124; 012-512-923-761-41X; 013-812-899-271-496; 014-667-821-303-601; 014-904-025-590-079; 015-079-735-337-480; 015-524-518-484-161; 016-337-560-462-858; 016-774-201-383-07X; 017-288-203-549-742; 017-973-147-985-368; 018-633-424-296-938; 019-387-803-539-27X; 019-806-548-132-918; 020-906-704-647-301; 021-918-672-412-130; 022-542-003-192-920; 023-370-435-704-035; 023-889-347-100-451; 024-635-456-858-161; 024-900-720-202-079; 025-401-621-173-479; 025-635-770-252-498; 025-885-727-820-308; 026-530-095-818-130; 027-026-688-680-214; 031-358-377-487-594; 032-587-781-576-199; 034-876-878-504-355; 034-884-431-260-18X; 035-485-199-976-092; 035-485-649-808-871; 036-239-284-643-674; 037-478-988-673-868; 037-659-768-717-825; 037-773-885-516-757; 039-106-224-020-790; 039-516-376-906-496; 040-344-640-544-410; 041-689-690-812-380; 042-194-936-748-369; 042-320-421-790-941; 042-588-718-064-075; 042-974-095-975-547; 043-209-328-280-702; 043-486-855-938-524; 043-605-651-281-566; 046-371-465-564-191; 046-385-645-775-559; 047-307-748-236-518; 047-460-128-505-546; 048-728-798-928-135; 050-565-777-122-27X; 051-874-175-549-837; 051-875-265-995-253; 053-399-406-276-374; 054-321-889-491-808; 055-461-744-372-569; 055-773-672-952-080; 056-068-209-375-43X; 057-112-878-997-596; 059-942-989-297-408; 060-571-945-430-102; 061-080-555-341-243; 061-617-937-520-834; 061-829-988-617-171; 062-110-807-031-390; 063-365-137-001-053; 064-301-753-805-630; 064-337-792-484-854; 064-817-435-185-090; 066-492-921-153-393; 070-750-366-367-301; 071-619-281-776-256; 073-411-143-999-857; 074-038-530-010-037; 074-171-974-560-075; 076-425-586-383-644; 077-146-417-849-137; 078-281-476-762-97X; 080-254-144-381-167; 082-815-961-326-23X; 085-700-037-324-289; 086-331-039-503-446; 088-114-934-515-98X; 092-498-645-243-383; 096-029-673-525-306; 097-106-240-878-31X; 098-292-839-701-914; 098-470-983-557-979; 098-700-441-844-448; 099-085-870-469-302; 099-954-852-760-069; 100-357-883-277-115; 101-349-077-081-552; 101-445-124-890-986; 104-303-239-152-807; 106-646-666-262-987; 107-274-748-521-438; 109-102-829-309-641; 111-963-768-580-775; 112-253-052-523-185; 112-637-492-210-492; 113-289-048-801-77X; 113-335-781-524-925; 115-373-591-444-545; 118-349-433-341-654; 119-674-193-775-263; 119-738-119-939-530; 121-855-169-991-104; 124-263-498-893-169; 125-811-116-300-307; 127-356-618-215-912; 128-235-992-547-621; 130-524-282-238-827; 131-180-572-109-097; 131-805-877-870-511; 133-809-135-889-070; 136-897-194-101-564; 137-595-534-844-712; 138-982-332-581-498; 139-086-959-859-597; 139-470-438-426-901; 139-641-412-398-758; 142-185-595-824-503; 146-172-234-144-521; 147-928-961-324-119; 150-756-983-846-92X; 150-772-959-485-116; 151-737-772-776-418; 151-889-547-981-725; 153-972-102-430-103; 154-176-777-872-486; 155-879-175-881-390; 156-353-543-206-832; 159-592-129-993-014; 162-688-238-259-382; 163-529-639-649-240; 168-267-541-842-637; 169-679-234-521-865; 170-287-577-916-60X; 172-973-447-899-39X; 175-829-563-437-478; 182-162-357-195-114; 182-199-495-327-639; 189-642-864-226-023; 189-941-253-397-202; 193-107-258-263-342; 196-606-321-432-758,31,true,,
025-452-590-848-380,An Exploration of CSR Initiatives Undertaken by Malaysian Hotels: Underlying Motivations from a Managerial Perspective☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Vahideh Abaeian; Ken Kyid Yeoh; Kok Wei Khong,"Abstract As one of the major sub-sectors of the tourism industry, the hotel industry's operations are inextricably tied to, reliant upon and/or largely derives from the varied environments and societies where it operates. In fact, the industry, as a whole, often impacts the very social and cultural fabrics of societies besides the surrounding natural environment and local resources. It is therefore unsurprising that, of late, many hospitality businesses worldwide have been subjected to growing calls from the responsible business movement to adopt a more environmentally-friendly and also socially responsible approach to their respective operations. While the focus of past empirical research is mostly on environmentally-friendly initiatives, the social initiatives component as well as motives influencing the adoption of such initiatives have been ignored thus far. This paucity is even more pronounced in non-Western societies such as Malaysia and, in particular, locally-owned hotels. Therefore, this study aims to make a contribution by exploring the motives underlying local hotels’ corporate social responsibility (CSR) initiatives that focus on social/societal issues. Due to the distinctive nature of CSR, a qualitative approach was adopted for the purposes of this study. Specifically, semi-structured interviews are conducted with the general managers of 10 local Malaysian hotel chains. Our findings has implications on the conceptualization of CSR in developing countries, insights into the specific kinds of CSR initiatives undertaken as well as corresponding underlying motives and concludes with the implications of the findings, limitations and directions for future research.",144,,423,432,Hospitality; Empirical research; Corporate social responsibility; Business; Social responsibility; Marketing; Tourism; Public relations; Social issues; Developing country; Conceptualization,,,,,https://core.ac.uk/display/82470715 https://www.researchgate.net/profile/Kok_Wei_Khong/publication/265253314_An_Exploration_of_CSR_Initiatives_Undertaken_by_Malaysian_Hotels_Underlying_Motivations_from_a_Managerial_Perspective/links/543fcd670cf21227a11b823e.pdf http://www.sciencedirect.com/science/article/pii/S1877042814042402 https://www.sciencedirect.com/science/article/pii/S1877042814042402 https://core.ac.uk/download/pdf/82470715.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.07.312,,10.1016/j.sbspro.2014.07.312,2040067573,,0,003-089-105-705-22X; 003-299-672-073-99X; 005-202-209-962-954; 006-300-849-811-770; 007-398-030-071-828; 016-032-218-371-208; 017-147-261-575-907; 017-726-881-667-825; 020-240-077-090-541; 028-298-115-858-367; 031-291-397-374-016; 031-718-486-135-076; 032-274-662-151-545; 033-693-476-314-091; 036-693-717-866-153; 040-344-640-544-410; 041-673-720-829-831; 047-460-128-505-546; 050-630-871-989-003; 052-802-334-885-429; 062-110-807-031-390; 062-769-369-448-844; 066-505-670-081-937; 073-159-230-343-942; 079-103-706-131-140; 080-361-191-972-828; 097-455-160-969-671; 099-085-870-469-302; 105-507-303-748-965; 127-356-618-215-912; 130-930-149-169-547; 131-417-616-648-555; 139-641-412-398-758; 150-756-983-846-92X; 156-208-441-443-940; 156-780-074-332-321; 182-867-587-691-99X; 183-429-614-193-803,20,true,,gold
025-677-967-885-585,Reactivity to sustainability metrics : A configurational study of motivation and capacity,2020-09-02,2020,journal article,Business Ethics Quarterly,1052150x; 21533326,Cambridge University Press (CUP),United Kingdom,Rieneke Slager; Jean-Pascal Gond; Donal Crilly,"Previous research on reactivity – defined as changing organisational behaviour to better conform to the criteria of measurement in response to being measured – has found significant variation in company responses towards sustainability metrics. We propose that reactivity is driven by dialogue, motivation and capacity in a configurational way. Empirically, we use fuzzy set Qualitative Comparative Analysis (fsQCA) to analyse company responses to the sustainability index FTSE4Good. We find evidence of complimentary and substitute effects between motivation and capacity. Based on these effects we develop a typology of reactivity to sustainability metrics, which also theorises the use of metrics as tools for performance feedback and the building of calculative capacity. We show that when reactivity is studied configurationally, we can identify previously underacknowledged types of responses. We discuss the theoretical and practical implications for studying and using sustainability metrics as governance tools for responsible behaviour.",31,2,275,307,Environmental Sustainability Index; Environmental economics; Capacity management; Reactivity (psychology); Corporate governance; Computer science; Fuzzy set; Sustainability; Typology; Qualitative comparative analysis,,,,,http://lbsresearch.london.edu/id/eprint/1418/ https://www.cambridge.org/core/journals/business-ethics-quarterly/article/reactivity-to-sustainability-metrics-a-configurational-study-of-motivation-and-capacity/F67F3C4513B4756D8785F993E9E606AA https://research.rug.nl/en/publications/reactivity-to-sustainability-metrics-a-configurational-study-of-m https://www.cambridge.org/core/services/aop-cambridge-core/content/view/F67F3C4513B4756D8785F993E9E606AA/S1052150X20000202a.pdf/div-class-title-reactivity-to-sustainability-metrics-a-configurational-study-of-motivation-and-capacity-div.pdf https://openaccess.city.ac.uk/id/eprint/24250/ https://www.narcis.nl/publication/RecordID/oai%3Apure.rug.nl%3Apublications%2F001a6a69-9127-4cbc-8cc6-e598c819b430 https://philpapers.org/rec/SLARTS-2 https://core.ac.uk/download/323306230.pdf,http://dx.doi.org/10.1017/beq.2020.20,,10.1017/beq.2020.20,3031275251,,0,000-225-221-718-647; 001-460-717-644-211; 001-764-193-875-344; 002-517-625-597-340; 002-776-107-294-231; 003-489-035-431-624; 003-705-793-933-766; 004-639-126-606-984; 004-722-200-985-87X; 005-091-700-178-597; 005-580-054-115-547; 007-130-766-654-914; 008-604-002-983-038; 009-315-193-597-206; 013-440-195-035-036; 014-343-045-734-116; 014-981-424-763-706; 017-339-121-700-063; 017-771-076-509-798; 018-759-644-470-575; 019-739-760-807-68X; 019-879-423-560-879; 021-654-058-623-599; 022-325-700-877-094; 022-328-649-240-795; 025-343-070-754-839; 025-494-316-490-377; 025-904-697-812-526; 026-945-559-907-073; 029-946-673-885-481; 035-200-980-372-471; 039-446-846-237-338; 040-205-123-422-968; 049-440-520-447-808; 050-199-112-545-182; 054-130-652-525-174; 054-918-811-453-811; 056-930-387-958-46X; 057-183-205-637-981; 061-243-250-572-490; 068-512-662-867-903; 071-289-035-172-917; 077-147-507-374-432; 080-318-191-518-189; 081-225-415-566-678; 082-171-985-858-889; 085-127-890-368-829; 090-511-001-376-640; 091-336-357-638-147; 092-125-541-119-749; 092-591-221-120-538; 093-905-545-521-86X; 094-261-583-445-533; 099-092-319-662-982; 099-768-191-610-274; 100-019-761-242-983; 104-185-973-082-618; 105-840-452-448-965; 112-056-623-992-936; 112-674-570-036-26X; 120-956-393-511-554; 140-200-312-578-489; 140-933-683-412-38X; 153-917-384-253-683; 162-983-593-368-040; 178-397-057-385-09X; 187-882-343-703-445,6,true,cc-by,hybrid
025-712-024-608-460,The Law and Economics of Microfinance,2015-04-21,2015,journal article,Journal of Law and Commerce,21647984; 07332491,"University Library System, University of Pittsburgh",,Katherine Helen Mary Hunt,"Microfinance may be the poster-boy of international development, but the facts remain that 100 million borrowers are in poverty and most Microfinance Institutions (MFIs) are not financially self-sustainable.1 This means that there are systemic faults, which do not allow the goals of microfinance to be consistently achieved. This paper considers the interaction between regulation and the goals of microfinance being achieved, with specific focus on financially self-sustainable MFIs. Previous research has not considered microfinance from a law and economics perspective. Regulation has the potential to directly affect the financial sustainability of MFIs,2 through restricting or supporting their business operations regarding obtaining capital and product design.3 Given that financially self-sustainable MFIs have the potential to increase long-term access to financial services without reliance on donations,4 the influence of regulation in this sector is a critical area for study. Despite the importance of the topic, little research has discussed the way regulation creates incentives for MFIs and borrowers, affecting financial self-sustainability.5 Thus, a law and economics perspective, which considers just this, is an important perspective from which to consider how microfinance can achieve its long-term goals. This article is the first which considers such an important yet overlooked issue. In order to consider the law and economics of microfinance this article will present a comparison between financial relationship in developed and developing contexts and explore how microfinance completes a credit market failure that has resulted in those who are willing and able to obtain financial services being excluded from the market.",33,1,1,78,Business operations; Financial services; Business; Order (exchange); Poverty; Law and economics; Bond market; Microfinance; Incentive; International development,,,,,https://jlc.law.pitt.edu/ojs/jlc/article/download/78/81 http://jlc.law.pitt.edu/ojs/index.php/jlc/article/view/78 https://research-repository.griffith.edu.au/handle/10072/102477 https://core.ac.uk/download/pdf/296521666.pdf,http://dx.doi.org/10.5195/jlc.2014.78,,10.5195/jlc.2014.78,3146275933,,0,,4,true,cc-by-nc-nd,gold
025-920-465-026-390,Voluntary CSR disclosure works! Evidence from Asia-Pacific banks,2015-03-02,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Ameeta Jain; Monica Keneley; Dianne Thomson,"Purpose – The purpose of this paper is to evaluate corporate social responsibility (CSR) reporting in six large banks each from Japan, China, Australia and India over the period of 2005-2011. Design/methodology/approach – CSR and banks’ annual reports and websites were analysed using a comprehensive disclosure framework to evaluate the themes of ethical standards, extent of CSR reporting, environment, products, community, employees, supply chain management and benchmarking. Findings – Over the seven years, bank CSR disclosure improved in all four countries. Australian banks were found to have the best scores and Indian banks demonstrated maximum improvement. Despite the absence of legislative requirements or standards for CSR, this paper finds that CSR reporting continued to improve in quality and quantity in the region on a purely voluntary basis. Research limitations/implications – This study indicates that financial institutions have a commitment to CSR activities. The comparison between financial inst...",11,1,2,18,Accounting; Corporate social responsibility; Business; China; Turnover; Voluntary disclosure; Quality (business); Supply chain management; Legislature; Benchmarking,,,,,https://EconPapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:1:p:2-18 http://dro.deakin.edu.au/view/DU:30070605 https://ideas.repec.org/a/eme/srjpps/v11y2015i1p2-18.html https://www.emerald.com/insight/content/doi/10.1108/SRJ-10-2012-0136/full/html https://www.emeraldinsight.com/doi/full/10.1108/SRJ-10-2012-0136 http://dro.deakin.edu.au/eserv/DU:30070605/jain-voluntarycsr-2015.pdf http://hdl.handle.net/10536/DRO/DU:30070605,http://dx.doi.org/10.1108/srj-10-2012-0136,,10.1108/srj-10-2012-0136,2018088630,,0,003-962-508-157-313; 004-529-167-222-373; 004-871-543-401-169; 005-188-587-507-352; 017-636-879-114-771; 017-722-013-337-190; 019-044-404-755-894; 019-654-800-746-269; 020-166-415-100-077; 022-252-514-238-390; 027-788-678-459-437; 028-891-809-186-822; 030-125-760-790-234; 031-587-368-579-496; 033-103-910-581-342; 040-344-640-544-410; 043-486-855-938-524; 053-769-473-632-821; 055-641-053-118-746; 058-530-271-876-585; 060-205-842-963-109; 061-829-988-617-171; 068-282-512-782-815; 070-833-829-454-019; 071-492-398-307-159; 073-747-956-591-890; 080-068-289-386-12X; 084-291-364-627-956; 085-669-602-261-469; 087-109-295-304-250; 089-529-897-083-962; 089-726-267-092-162; 089-986-725-271-565; 106-948-671-234-423; 107-394-263-970-821; 124-984-778-147-240; 126-088-856-131-357; 137-178-631-327-445; 139-641-412-398-758; 144-786-846-125-501; 148-421-398-821-901; 169-763-589-895-809; 182-867-587-691-99X,50,true,,
025-950-389-476-951,Social Gain: Is Corporate Social Responsibility Enough?:,,2009,journal article,Australasian Marketing Journal,18393349,SAGE Publications,,Sharyn Rundle-Thiele,"This paper considers whether the concept of corporate social responsibility (CSR) is sufficient for social behavioural change. Two data sources are used to consider whether alcohol is enjoyed responsibly in Australia by informed adults. First, 582 surveys were analysed to consider whether respondents were adequately informed about alcohol. Second, covert observations were used to record what people actually drink to understand whether alcohol is always enjoyed responsibly. Taken together, the results suggest many adults are not adequately informed and many Australian adults do not enjoy alcohol responsibly. A more rigorous social responsibility approach may be warranted. To achieve sustained behavioural change companies need to move towards corporate social performance (CSP). CSP requires CSR interventions to be evaluated to determine their contribution towards real social gains. CSR is not enough to reach the social goals required by society. The concept of CSP takes away the lip service around CSR by requiring companies to document sustained behavioural change.",17,4,204,210,Social position; Corporate social responsibility; Business; Social responsibility; Marketing; Social change; Psychological intervention; Covert; Service (business); Corporate social performance; Public relations,,,,,https://journals.sagepub.com/doi/abs/10.1016/j.ausmj.2009.06.006 https://ideas.repec.org/a/eee/aumajo/v17y2009i4p204-210.html https://www.sciencedirect.com/science/article/abs/pii/S144135820900038X http://eprints.usq.edu.au/4443/ https://www.sciencedirect.com/science/article/pii/S144135820900038X#! https://research-repository.griffith.edu.au/handle/10072/30280 https://core.ac.uk/display/11037810 http://www.sciencedirect.com/science/article/pii/S144135820900038X http://journals.sagepub.com/doi/10.1016/j.ausmj.2009.06.006 https://eprints.usq.edu.au/4443/ https://core.ac.uk/download/11037810.pdf,http://dx.doi.org/10.1016/j.ausmj.2009.06.006,,10.1016/j.ausmj.2009.06.006,2027888866,,0,005-647-871-023-021; 008-720-341-415-236; 016-257-606-089-666; 017-973-147-985-368; 018-236-401-934-029; 018-992-567-448-761; 020-656-383-357-290; 024-208-010-945-520; 043-605-651-281-566; 051-874-175-549-837; 055-127-219-449-931; 057-333-353-946-672; 058-145-665-781-991; 061-032-025-769-668; 067-948-732-472-781; 074-589-917-476-692; 075-061-257-615-482; 076-443-051-703-807; 080-469-128-811-655; 082-815-961-326-23X; 106-436-825-990-32X; 107-274-748-521-438; 108-890-126-050-163; 109-685-948-806-47X; 122-334-244-521-974; 126-169-065-725-508; 130-359-204-929-757; 131-180-572-109-097; 131-915-014-707-337; 139-101-567-335-455; 139-641-412-398-758; 146-267-791-584-388; 153-905-245-264-106; 154-054-575-849-696; 160-030-084-263-413; 163-529-639-649-240; 166-405-723-185-236; 184-811-689-015-327; 185-050-475-065-604; 192-389-272-784-584,20,true,,green
025-984-520-723-045,The Trans-Pacific Partnership - A bane or boon to corporate social responsibility?,,2016,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Nilupuli Ariyaratne,"This paper examines the possible positive and negative effects that the Trans-Pacific Partnership (TPP) can have on Corporate Social Responsibility (CSR). Accordingly, the thesis will analyse these effects to determine whether the TPP could ultimately serve as a tool for improving or crippling the CSR practices of corporations within TPP States.",,,,,Corporate social responsibility; Business; Stakeholder; Corporate law; Trans pacific partnership; Corporate governance; Public relations; General partnership,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2875152 https://researcharchive.vuw.ac.nz/xmlui/handle/10063/5361,http://dx.doi.org/10.2139/ssrn.2875152,,10.2139/ssrn.2875152,2544012908,,0,003-596-997-009-874; 004-025-119-609-582; 008-371-642-978-742; 014-684-081-083-168; 016-589-411-640-236; 025-607-586-825-083; 032-602-245-684-981; 036-261-217-323-399; 044-422-227-716-30X; 062-348-757-285-025; 062-491-455-997-707; 068-407-544-364-227; 077-413-933-233-041; 077-714-355-230-090; 078-097-626-630-332; 083-010-481-011-00X; 091-585-319-872-415; 097-689-037-839-021; 112-272-598-580-687; 123-893-910-829-020; 127-891-936-308-932; 134-994-192-434-447; 153-769-155-355-270; 173-318-409-448-366; 177-323-773-556-525; 180-790-024-055-716,0,true,,
026-050-475-900-475,Start Building Human Capital in Organizations through Corporate Social Responsibility – A Holistic Coaching Approach,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Pujitha Silva; Rozaine Cooray,"Abstract Many organizations help communities through their initiatives involving corporate social responsibility (CSR) or sponsor their employees to embark on volunteer-work through non-profit organizations. Though not obvious, there are three ‘domains of impact’ when such endeavors are encouraged; (1) the person who is volunteering, (2) the community and (3) the donor organization where the impact is less direct. This paper attempts to make these domains of impact more visible, thereby connecting the three domains in such a way that it becomes beneficial for all, a win-win situation. Underpinning this relationship, is a holistic coaching model that can foster growth in all these spheres. The validation of this coaching model revolves around, how an organization can contribute to the wider community in terms of developing infrastructure and people, whilst also developing its own leaders.",159,,753,758,Corporate social responsibility; Business; Marketing; Human capital; Coaching; Underpinning; Public relations,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814065732 http://www.sciencedirect.com/science/article/pii/S1877042814065732 https://core.ac.uk/display/82442514 https://core.ac.uk/download/pdf/82442514.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.12.443,,10.1016/j.sbspro.2014.12.443,1972498910,,0,007-080-491-753-776; 036-562-642-394-656; 038-974-758-754-362; 042-413-461-722-487; 060-558-537-237-876; 089-137-076-437-505; 108-771-737-734-626; 146-459-714-644-160; 150-756-983-846-92X; 159-592-129-993-014,6,true,,gold
026-317-847-298-746,Online CSR Disclosures of Philippines’ Top 30 Publicly-Listed Companies,2020-03-31,2020,journal article,International Journal of Business and Society,15116670,UNIMAS Publisher,Malaysia,Jesus P. Briones,"<jats:p>This study investigated the extent of online CSR disclosures of the top 30 publicly-listed companies in the Philippines. Employing the content analysis approach, the study determined the CSR index of each company using Khasharmeh &amp; Desoky’s approach (2013). Findingsrevealed that all the companies have stand alone section in their corporate websites where CSR activities are disclosed with “CSR” or “Sustainability” as the most popular heading. The study also found out that among the four CSR category themes,information related to community involvement, and environment themes are generally prioritized compared with the other category themes. Thesubject-companies havebelowaverage level of disclosure with overall disclosure index of 27.93. The study concluded that online CSR disclosures significantly varies along the four category themes while length of business of operation is considered as the only determinant of CSR disclosures among the firm attributes covered in the study.</jats:p>",21,1,63,78,Accounting; Corporate social responsibility; Business,,,,,https://www.questia.com/library/journal/1P4-2393627908/online-csr-disclosures-of-philippines-top-30-publicly-listed,http://dx.doi.org/10.33736/ijbs.3223.2020,,10.33736/ijbs.3223.2020,3100888232,,0,001-712-413-256-453; 004-317-938-233-376; 004-476-857-573-174; 005-501-823-838-507; 014-373-587-051-990; 017-690-576-496-255; 018-673-149-650-889; 022-867-604-979-425; 023-686-250-053-329; 035-346-953-944-579; 037-532-978-619-045; 049-004-985-678-648; 054-665-911-839-532; 056-544-602-508-731; 057-798-086-822-981; 059-301-021-952-343; 062-772-379-900-061; 066-677-339-051-018; 073-747-956-591-890; 080-407-606-528-755; 092-869-169-821-524; 106-750-580-869-374; 120-749-710-912-836; 122-143-266-975-692; 128-568-419-531-024; 134-098-713-533-251; 143-424-862-664-99X; 150-756-983-846-92X; 165-540-337-691-515; 189-576-339-823-951; 190-058-886-278-169,4,true,cc-by-nc-sa,gold
026-397-403-321-178,"“Integrated reporting is like God: no one has met Him, but everybody talks about Him”: The power of myths in the adoption of management innovations",2018-06-13,2018,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Delphine Gibassier; Michelle Rodrigue; Diane-Laure Arjaliès,"The purpose of this paper is to analyze the process through which an International Integrated Reporting Council (IIRC) pilot company adopted “integrated reporting” (IR), a management innovation that merges financial and non-financial reporting.,A seven-year longitudinal ethnographic study based on semi-structured interviews, observations, and documentary evidence is used to analyze this multinational company’s IR adoption process from its decision to become an IIRC pilot organization to the publication of its first integrated report.,Findings demonstrate that the company envisioned IR as a “rational myth” (Hatchuel, 1998; Hatchuel and Weil, 1992). This conceptualization acted as a springboard for IR adoption, with the mythical dimension residing in the promise that IR had the potential to portray global performance in light of the company’s own foundational myth. The company challenged the vision of IR suggested by the IIRC to stay true to its conceptualization of IR and eventually chose to implement its own version of an integrated report.,The study enriches previous research on IR and management innovations by showing how important it is for organizations to acknowledge the mythical dimension of the management innovations they pursue to support their adoption processes. These findings, suggest that myths can play a productive role in transforming business (reporting) practices. Some transition conditions that make this transformation possible are identified and the implications of these results for the future of IR, sustainability, and accounting more broadly are discussed.",31,5,1349,1380,Engineering; Multinational corporation; Power (social and political); Dimension (data warehouse); Integrated reporting; Public relations; Process (engineering); Sustainability; Conceptualization; Documentary evidence,,,,,https://ideas.repec.org/a/eme/aaajpp/aaaj-07-2016-2631.html https://ir.lib.uwo.ca/iveypub/7/ https://research.birmingham.ac.uk/portal/files/54994988/Gibassier_Rodrigue_Arjali_s_2017_AAAJ.pdf https://www.emerald.com/insight/content/doi/10.1108/AAAJ-07-2016-2631/full/pdf https://www.emeraldinsight.com/doi/full/10.1108/AAAJ-07-2016-2631 http://ir.lib.uwo.ca/iveypub/7/ https://www.emerald.com/insight/content/doi/10.1108/AAAJ-07-2016-2631/full/html https://ir.lib.uwo.ca/cgi/viewcontent.cgi?article=1009&context=iveypub https://research.birmingham.ac.uk/portal/en/publications/integrated-reporting-is-like-god-no-one-has-met-him-but-everybody-talks-about-him(bc0e7db3-67a2-4eb3-9ca0-0f4bbd6d6d08).html https://core.ac.uk/download/pdf/185511912.pdf,http://dx.doi.org/10.1108/aaaj-07-2016-2631,,10.1108/aaaj-07-2016-2631,2585561151,,0,000-254-884-045-466; 003-520-139-792-646; 003-543-850-431-879; 005-731-762-167-706; 006-606-150-263-717; 007-071-052-976-578; 007-397-421-537-985; 007-443-775-795-273; 008-767-434-066-985; 009-605-918-874-537; 010-786-133-682-640; 010-876-525-524-245; 012-770-870-093-068; 013-415-933-630-538; 015-017-684-942-459; 015-271-876-692-523; 015-625-048-874-909; 015-743-430-685-233; 016-102-451-280-039; 019-976-954-119-42X; 020-832-675-041-538; 021-019-861-428-853; 024-624-711-914-746; 026-575-833-838-256; 026-750-060-470-220; 026-995-242-424-810; 028-083-822-498-016; 028-627-470-145-788; 030-752-062-304-270; 031-870-603-450-232; 035-406-536-952-940; 035-864-186-370-825; 035-966-996-939-873; 036-067-060-692-84X; 036-687-716-504-90X; 042-624-568-938-851; 044-073-583-036-439; 044-309-928-020-730; 044-796-565-411-038; 045-054-147-758-139; 048-058-210-428-851; 048-464-994-759-061; 049-278-357-196-689; 049-788-809-503-433; 050-037-770-483-102; 050-920-938-723-206; 051-701-149-123-773; 052-280-117-965-945; 054-805-947-134-755; 055-997-766-605-648; 056-476-611-965-182; 056-505-335-399-152; 058-684-775-674-452; 058-704-179-299-946; 059-354-276-889-146; 061-574-376-727-984; 061-744-897-091-554; 063-341-660-706-73X; 065-197-661-298-183; 067-763-050-901-525; 068-488-109-546-760; 072-112-666-892-884; 077-567-241-057-683; 080-577-171-191-488; 081-525-020-629-042; 082-208-751-325-728; 087-651-373-327-555; 092-067-965-798-746; 093-725-572-923-292; 093-914-587-614-743; 094-127-111-887-686; 095-237-718-832-124; 096-716-813-517-151; 096-870-308-291-812; 100-030-774-582-108; 101-393-735-334-178; 106-180-566-352-502; 106-245-236-114-696; 110-168-002-955-204; 110-175-787-248-15X; 113-101-738-398-060; 115-045-311-967-796; 115-373-591-444-545; 123-242-545-379-340; 128-829-230-820-095; 131-701-054-461-833; 131-807-669-993-460; 135-401-037-445-154; 136-846-006-789-411; 138-137-688-402-464; 140-268-482-166-840; 142-299-577-271-007; 143-060-490-850-85X; 143-158-357-790-806; 144-773-407-013-88X; 144-879-502-473-302; 145-085-118-272-233; 151-945-873-321-70X; 154-677-388-291-368; 164-145-789-418-927; 165-010-592-905-535; 165-028-854-687-36X; 165-773-030-930-099; 168-768-444-468-693; 182-998-316-674-661; 185-647-968-928-57X; 186-743-383-364-816; 191-457-861-283-097; 194-797-508-282-659,65,true,,green
026-425-538-668-772,REVIEW OF RELATED LITERATURE ON THE INFLUENCE OF CORPORATE GOVERNANCE ATTRIBUTES ON CORPORATE SOCIAL RESPONSIBILITY DISCLOSURE,2020-04-01,2020,journal article,Journal of critical reviews,23945125,SynthesisHub Advance Scientific Research,,,"The paper reviewed the related literature on the influence of corporate governance attributes: board size, board independence, board gender, chief executive officer duality, board meetings, audit committee size, audit committee independence and audit committee meetings on corporate social responsibility disclosure among non-financial listed companies in the floor of Nigerian Stock Exchange market. The study revealed that corporate governance characteristics have both positive and negative influences on the corporate social responsibility disclosure. Though, some studies revealed that corporate governance attributes do not influence corporate social responsibility disclosure. The study advocates that studies intend to be conducted on the topics associated with this study in the future to adapt a moderator to regulate the strength and add more power to the influence of corporate governance attributes on corporate social responsibility disclosure among the companies",7,7,,,,,,,,https://core.ac.uk/download/334606724.pdf,http://dx.doi.org/10.31838/jcr.07.07.150,,10.31838/jcr.07.07.150,,,0,,1,true,,gold
026-566-148-797-260,CSR Reporting as an Important Tool of CSR Communication,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Katarina Moravcikova; Ľubica Stefanikova; Martina Rypakova,"Abstract The article focuses on Corporate Social Responsibility (CSR) and the importance of reports within communication of CSR. 1953 is considered to be a breakthrough year, when it was first referred to the definition of social responsibility. CSR is a trend that appeals to change of business orientation from short-term to long-term goals and from maximum to optimum profit. CSR reports, respectively triple-bottom-line reports have become tool of communication for Corporate Social Responsibility. Those are a voluntary comprehensive reports involving not only economic data, but also information from environmental and social field. These reports tell about the company policy in relationship to the environment, sustainability, or there are directly focused on fulfilling the commitments accepted by the company within the concept of social responsibility. CSR report can help to bring a systematic approach into the management of socially responsible activities, identify future risks and opportunities and thereby contribute to increasing the competitiveness of business and maintain the possibility for long-term business venture. Information is not only for the company, but on the basis of them enterprise can partly to create decision-making process of different types of stakeholders. This article points out how the CSR report is used by businesses and how socially responsible activities through CSR reports are perceived by Slovak customer. We will use secondary information collected from marketing agencies surveys and primary information collected from own survey. We will use these methods: analysis, synthesis and deduction.",26,,332,338,Corporate social responsibility; Business; Social responsibility; Marketing; Profit (economics); Economic data; Public relations; Sustainability,,,,,https://www.sciencedirect.com/science/article/abs/pii/S2212567115008618 https://www.sciencedirect.com/science/article/pii/S2212567115008618 https://core.ac.uk/download/pdf/82163860.pdf,http://dx.doi.org/10.1016/s2212-5671(15)00861-8,,10.1016/s2212-5671(15)00861-8,2182437768,,0,191-488-768-054-216,34,true,,gold
026-602-873-982-94X,TRENDS IN THE IMPLEMENTATION OF CORPORATE SOCIAL RESPONSIBILITY IN THE TOURISM SECTOR,,2022,journal article,HUMANITIES STUDIES,27080390; 27080404,Zaporizhzhia National University,,Evaldas Stepanavičius; Regina Andriukaitiene,"Relevance. Social responsibility is becoming increasingly important for every modern organization and an integral part of the business strategy. According to Garcia, Leal, &amp; Lee (2021)corporate social responsibility is gaining more and more scientific attention as it has become increasingly important in political, economic and business agendas in recent years, therefore, in modern society, organizations/companies want to create positive opinions, reputations and look attractive to consumers. Research problem: Corporate social responsibility is gaining more and more attention as it has become increasingly important in political economical and business agendas, and in modern society, organizations want to build a positive opinion, reputation and look attractive to consumers. Tourism businesses need to take responsibility for the impact of their activities and contribute to sustainable development, so integrating corporate social responsibility into business practices is a priority for tourism organizations. The question is what the trends are, what trends are in the application of social responsibility in the catering and travel sectors and how social responsibility is applied in practice in the activities of these organizations. The aim: to identify trends in the implementation of social responsibility in the tourism sector. Research methods. Analysis of scientific literature, online questionnaire, statistical data analysis, descriptive statistics. A quantitative study was selected for the study. Result sand conclusion: Obtained results have shown that catering is the least involved in CSR-oriented management and environmental protection compared to other tourism organizations. Also in the socio-economic category of CSR, tourism organizations are involved at a similar level. CSR has been found to offer both advantages and disadvantages. Comparing tourism organizations, there is a tendency that the worst of the social responsibility activities of tourism organizations are catering and the best care is provided for accommodation. Social responsibility is most and most actively pursued in the category of economic activities in tourism organizations.",,10,122,127,Corporate social responsibility; Tourism; Social responsibility; Reputation; Business; Public relations; Descriptive statistics; Politics; Marketing,,,,,,http://dx.doi.org/10.26661/hst-2022-10-87-14,,10.26661/hst-2022-10-87-14,,,0,,0,true,,hybrid
026-627-160-254-468,The Impact of Corporate Social Responsibility on Employees in the Hotel Sector,2015-10-28,2015,journal article,International Journal of Tourism & Hospitality Reviews,23957654,GIAP Journals,,Hatem Radwan Ibrahim Radwan,"The concept of corporate social responsibility (CSR) has gained much attention in recent years. It provides companies with a signifi cant approach for achieving performance excellence and considered a source for enhancing competitive advantage. This paper comes to investigate CSR within the context of fi ve-star hotels in Hurgada, Egypt and assess its impact on employees’ job engagement, retention, attraction, and organizational commitment. Data was collected using multiple research methods, including: questionnaire survey, semi-structured interviews, and content analysis.This research found that the majority of hotels did not consider their CSR to society but tackled their CSR to environment undertaking various measures to conserve resources. Hotels provided little support to most internal CSR practices identifi ed in this study. The study showed that internal CSR could be used as an important driver for enhancing employee job engagement and organizational commitment. However, CSR still not considered a signifi cant tool to attract and retain high potential candidates.This research concluded that hotels should show more commitment to serve the community and formulate their core business strategies accordingly. The governmental and environmental organizations’ intervention is essential to provide more awareness to hotel businesses regarding tackling their CSR.",2,1,85,96,Corporate social responsibility; Business; Marketing; Core business; Excellence; Context (language use); Public relations; Competitive advantage; Questionnaire; Intervention (law); Organizational commitment,,,,,http://giapjournals.com/index.php/ijthr/article/view/ijthr.2016.216 https://mgesjournals.com/ijthr/article/download/ijthr.2016.216/224 https://mgesjournals.com/ijthr/article/view/ijthr.2016.216 https://giapjournals.com/ijthr/article/download/ijthr.2016.216/224 https://core.ac.uk/download/pdf/268006958.pdf,http://dx.doi.org/10.18510/ijthr.2015.216,,10.18510/ijthr.2015.216,2285553518,,0,012-890-994-887-077; 017-546-238-485-194; 017-833-588-283-834; 020-221-534-428-525; 023-249-951-775-206; 025-885-727-820-308; 030-337-759-502-834; 031-846-044-582-764; 032-587-781-576-199; 034-694-858-815-546; 034-884-431-260-18X; 035-556-471-787-086; 042-588-718-064-075; 049-939-389-829-247; 052-210-140-544-299; 054-378-571-628-699; 059-716-518-984-484; 060-571-945-430-102; 064-047-119-704-460; 066-020-448-703-330; 086-192-193-330-056; 094-620-439-196-263; 099-822-284-868-13X; 101-388-068-880-346; 103-394-569-683-66X; 107-274-748-521-438; 112-565-796-968-753; 113-238-379-616-384; 115-373-591-444-545; 116-772-767-776-303; 119-430-278-218-799; 122-228-657-688-714; 123-526-245-884-585; 126-174-613-660-829; 127-356-618-215-912; 131-900-455-949-073; 132-259-868-794-474; 136-932-312-825-645; 138-214-185-752-012; 138-909-757-185-115; 145-439-378-728-837; 150-902-607-064-919; 153-315-809-547-372; 163-529-639-649-240; 170-491-136-739-781; 172-973-447-899-39X,7,true,,gold
026-689-069-460-889,"Analysis & Design of E-Community Development System in Jakarta, Indonesia",2018-10-22,2018,journal article,Jurnal Informatika: Jurnal Pengembangan IT,24775126; 25489356,Politeknik Harapan Bersama Tegal,,Kanyadian Idananta; Mayliana Mayliana,"Nowadays, community service becoming essentials in education, but these activities are done manually, as each institution had to find communities and sponsors before opening a class. To support these activities we are analyzing and designing an E-Community Development system to help communities, institutions and also lecturers in completing their responsibilities. Using this system, all registered communities, institutions and lecturers in Indonesia can communicate with each other using a web-based system.  We hope the presence of this application can cut down the process of opening a community service class. The method used in analyzing and designing the system are by problem identification, literature study, goal specification, data collection, analysis and data interpretation, and evaluation & report.",3,3,361,366,Data collection; Business; Class (computer programming); Institution; Data interpretation; Problem identification; Analysis design; Process (engineering); Knowledge management; Community development,,,,,https://ejournal.poltektegal.ac.id/index.php/informatika/article/view/968/pdf_11 https://ejournal.poltektegal.ac.id/index.php/informatika/article/download/968/pdf_11 https://core.ac.uk/download/pdf/268057144.pdf,http://dx.doi.org/10.30591/jpit.v3i3.968,,10.30591/jpit.v3i3.968,2910785067,,0,,0,true,cc-by,gold
026-691-947-597-735,Customers trust mediation: effect of CSR and service quality towards e-WOM,2019-07-10,2019,journal article,"International research journal of management, IT and social sciences",23957492,Suryasa and Sons,,Ni Made Rastini; Nyoman Nurcaya,"This study aims to explain the effect of Corporate Social Responsibility activities, service quality on customer trust in PT. Bali Regional Development Bank and explained that customer trust encourages customers to do e-word of mouth to others. To achieve this goal, 100 people are used by Bank X customers spread across Bali Province and will be taken by purposive sampling with questionnaires as the method of data collection. Data is processed using Structural Equation Modeling analysis tools. The results of this study indicate that trust mediates the effect of service quality and corporate social responsibility to e-WOM at PT Bank X. The results of this study are expected to be able to contribute ideas to the banking industry, especially PT. Bank X in building long-term trust. The long-term trust of customers will make PT. Bank X can still compete and even be superior to other banks operating in Bali Province. The advantages of PT. BPB Bali will affect the pace of development in Bali Province through the assistance of MSMEs as one of the CSR programs that it does.",6,4,169,173,Nonprobability sampling; Data collection; Service quality; Corporate social responsibility; Business; Marketing; Mediation; Pace; Banking industry; Structural equation modeling,,,,,https://www.neliti.com/publications/329774/customers-trust-mediation-effect-of-csr-and-service-quality-towards-e-wom https://core.ac.uk/download/230599747.pdf,http://dx.doi.org/10.21744/irjmis.v6n4.670,,10.21744/irjmis.v6n4.670,2957321390,,0,,3,true,cc-by-nc-nd,gold
026-754-022-163-068,Exploring global retailers' corporate social responsibility performance.,2020-08-13,2020,journal article,Heliyon,24058440,Elsevier BV,Netherlands,Amir Hossein Rahdari; Benedict Sheehy; Habib Zaman Khan; Udo C. Braendle; Gadaf Rexhepi; Sahar Sepasi,"Retailers serve as the main interface between business and society. This study explores the Corporate Social Responsibility priorities and performance of the largest 23 global retailers. This set of global retailers, who have a major impact on society, were studied in terms of social, environmental and sustainability practices and strategy, and there performance was analysed and evaluated. The study uses a four-dimensional Social, Economic, Environmental, Supply Chain model for sustainability performance evaluation. We rely on data collected from annual reports, and find that global retailers have addressed the business-society interface in relatively balanced ways for the different dimensions of CSR. Further, our findings indicate that global retailers in different regions have different CSR priorities. In particular, the data indicates that the US retailers place a lower priority on supply chain sustainability performance, followed by the Australians, while European retailers place a higher priority. The study concludes that while global retailers all pay attention to the same dimensions of CSR and do so differently in the different regions, the variation and lack of significant progress indicates that there is a role for stronger government regulation. This study contributes to the literature by shifting the analysis from country to a global level, is more objective in relying on reported data rather than interviews or surveys and provides a new analytical tool.",6,8,1,13,Supply chain; Corporate social responsibility; Business; Marketing; Globalization; Supply chain sustainability; Industrialisation; Sustainable development; Sustainability; Entrepreneurship,Business policy; Corporate social responsibility; Entrepreneurship; Globalization; Industrialization; Management; Retail; SDG; Strategy; Supply chain; Sustainability; Sustainable development; Technology management,,,,https://www.cell.com/heliyon/fulltext/S2405-8440(20)31488-2 https://researchprofiles.canberra.edu.au/en/publications/exploring-global-retailers-corporate-social-responsibility-perfor https://www.sciencedirect.com/science/article/pii/S2405844020314882 https://europepmc.org/article/PMC/PMC7424317 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7424317 https://www.cell.com/article/S2405844020314882/pdf https://www.sciencedirect.com/science/article/abs/pii/S2405844020314882 https://pubmed.ncbi.nlm.nih.gov/32835120/ https://core.ac.uk/download/343164018.pdf,http://dx.doi.org/10.1016/j.heliyon.2020.e04644,32835120,10.1016/j.heliyon.2020.e04644,3049308589,PMC7424317,0,000-119-920-387-614; 000-312-989-406-830; 001-789-641-680-649; 009-681-507-320-745; 014-229-080-427-104; 018-148-242-955-964; 018-629-484-468-402; 023-866-763-230-472; 026-895-802-475-205; 026-944-194-713-780; 030-321-037-002-399; 030-810-026-477-601; 030-962-094-071-817; 033-959-874-417-497; 035-525-267-733-29X; 035-556-471-787-086; 036-505-942-573-700; 037-456-276-401-998; 046-133-162-600-796; 058-317-395-997-60X; 058-799-854-293-877; 059-501-709-268-28X; 059-612-234-394-662; 062-110-807-031-390; 064-925-042-983-743; 070-991-282-066-330; 077-506-590-000-424; 082-931-787-162-679; 086-881-959-784-195; 100-382-912-011-354; 110-436-482-165-022; 118-367-353-911-02X; 122-025-756-931-871; 128-388-306-409-788; 130-828-839-883-843; 132-676-164-738-551; 136-518-736-514-96X; 142-226-817-169-793; 143-445-955-846-955; 149-685-712-530-164; 151-786-089-191-416; 152-675-266-810-295; 153-720-865-381-409; 154-621-764-331-675; 182-368-381-841-87X,18,true,"CC BY, CC BY-NC-ND",gold
026-858-308-915-663,The impact of Supply Chain Leadership and Followership on CSR: An empirical study about a Portuguese energy supplier,,2020,journal article,E+M Ekonomie a Management,12123609,Technical University of Liberec,Czech Republic,Pedro Fontoura; Arnaldo Coelho,"Purpose: The aim of this investigation is to identify the impact of the supply chain leadership (SCL) and followership (SCF) on corporate social responsibility (CSR), considering the moderator role of the supply chain leadership dependency (SCLD). Additionally, we considered the mediating effects of information sharing (IS), shared values (SV) and purchasing social responsibility (PSR), since these variables may help understand the chain of effects that leads to a sustainable supply chain. Methodology: This study uses a structured questionnaire to gather data from a cross-sectional sample of 425 supply chain partners from the biggest Portuguese’s energy supplier. Structural Equation Modelling is used to test the proposed hypotheses, and a multi-group analysis is conducted to find how suppliers’ dependency can impact on the suggested relationships. Findings: SCL has a positive impact on IS, SV and PSR while SCF has a positive impact on IS and SV. IS, PSR and SV have a positive impact on CSR. SCF has a direct impact on CSR, while SCL only shows indirect effects throughout the effects of the mediating variables. Dependency appears to moderate some of the proposed relationships. Implications/Originality: Better understanding the impacts and the chain of effects between supply chain leadership and CSR, also considering the role of dependency as moderating variable. The overall results may support the importance of a truly sustainable business leadership capable to promote social responsibly along the entire supply chain. It is a new approach of supply chain management, identifying how a social responsible company may lead their suppliers to adopt and develop a true and committed social responsible behaviour, and contribute to a better world. Limitations: The research considers only one company suppliers. The relationships between variables need to be explored in other practical case studies and longitudinal investigations to improve the possibility of generalisations.",23,1,75,92,Supply chain; Empirical research; Corporate social responsibility; Business; Social responsibility; Followership; Industrial organization; Supply chain management; Creating shared value; Moderation,,,,,https://dspace5.zcu.cz/bitstream/11025/36888/1/Fontoura.pdf https://dspace.tul.cz/handle/15240/154702 https://dspace5.zcu.cz/handle/11025/36888 https://otik.uk.zcu.cz/handle/11025/36888 https://dspace.tul.cz/bitstream/handle/15240/154702/EM_1_2020_06.pdf?sequence=1&isAllowed=y https://core.ac.uk/download/pdf/324307969.pdf,http://dx.doi.org/10.15240/tul/001/2020-1-006,,10.15240/tul/001/2020-1-006,3015888250,,0,018-685-587-829-676; 024-331-213-349-263; 038-945-447-839-518; 059-046-015-012-800; 067-529-327-009-105; 069-110-276-694-949; 110-602-262-431-043; 113-470-905-532-209; 120-313-504-714-524; 132-804-624-589-416; 140-582-316-281-638; 151-198-972-962-725,2,true,cc-by-nc,gold
026-997-192-045-95X,The Effect of CSR on Learning and Growth Perspective in Private Universities,2015-07-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Fahmi Fadhl Al-Hosaini; Saudah Sofian,"The assessment of the strategic goals of organisations calls for an holistic understanding of the entire workforce; moreso that the human capacity development is also crucial. Moreover, the influence and inter-relationships of the financial performance of organisations have been well documented by researchers, particularly with respect to the non-financial performances, such as Corporate Social Responsibility (CSR), Internal Business Perspective (IBP), Learning and Growth Perspective (LGP). However, the influence of these components of non-financial considerations are yet to be given adequate research attentions. Furthermore, organizations’ social influence, responsibilities, and their perceptions in the operating environments on one hand have not been given the required considerations. On the other hand, the organisations’ human capacity developments have not been fully documented. This paper therefore investigates the effects of CSR of organisations, such as the Yemen’s Private Universities (PUs) and Higher Education Institutions (HEIs) on the LGP. To achieve these, a structured questionnaire was administered for PUs faculties using the Partial Least Square-Structural Equation Modeling (PLS-SEM). The results obtained showed that the CSR has a positive influence on the LGP. This implied that the CSR influences the innovative drives for the workforce of the PUs management teams, which could culminate into better financial status of the PUs and HEIs. DOI: 10.5901/mjss.2015.v6n4s1p129",6,4,129,138,Higher education; Social influence; Corporate social responsibility; Business; Perspective (graphical); Perception; Workforce; Financial performance; Public relations; Structural equation modeling,,,,,http://eprints.utm.my/id/eprint/58919/ https://www.mcser.org/journal/index.php/mjss/article/view/6988 https://www.mcser.org/journal/index.php/mjss/article/download/6988/6692 https://core.ac.uk/display/78380653 https://core.ac.uk/download/pdf/228544273.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n4s1p129,,10.5901/mjss.2015.v6n4s1p129,2160422875,,0,006-294-052-644-153; 008-710-409-781-576; 009-962-964-072-733; 010-353-878-017-422; 010-740-419-969-459; 011-057-105-680-492; 012-810-895-308-292; 014-904-025-590-079; 015-547-952-551-357; 024-799-477-511-299; 025-223-707-969-460; 026-197-051-291-561; 026-862-306-374-543; 027-681-951-543-008; 029-456-028-515-662; 033-874-734-800-125; 039-534-395-803-934; 057-535-106-748-252; 057-833-225-867-778; 058-701-938-564-058; 060-407-754-362-157; 064-751-787-047-012; 064-786-623-022-10X; 072-546-740-834-294; 075-134-367-281-65X; 076-286-586-032-572; 078-386-113-558-081; 082-089-903-118-973; 089-465-652-115-436; 093-302-960-545-890; 097-689-037-839-021; 101-388-068-880-346; 104-611-684-046-951; 105-009-189-286-207; 116-327-646-603-494; 120-944-261-992-01X; 127-408-717-438-937; 136-119-288-372-380; 144-518-218-919-764; 144-837-400-868-578; 159-592-129-993-014; 184-265-456-449-807,2,true,cc-by,hybrid
027-119-330-831-797,PELAKSANAAN PROGRAM CORPORATE SOSIAL RESPONSIBILITY (CSR) DAN KOMUNIKASI CSR,2019-06-23,2019,journal article,Profetik: Jurnal Komunikasi,25490168; 19792522,Al-Jamiah Research Centre,,Adhianty Nurjanah; Frizki Yulianti Nurnisya,"Abstrak. Program Corporate Social Responsibility semakin marak dilakukan seiring dengan tingginya kesadaran perusahaan untuk berlaku etis dan transparan dalam menjalankan bisnisnya, sehingga beranggapan bahwa CSR bisa menjadi salah satu bentuk nyata tanggung jawab perusahaan. Tidak hanya melaksanakan kegiatan CSR, akan tetapi perlu juga untuk mengkomunikasikan program CSR kepada stakeholder karena selain bentuk transparansi juga mensosialisasikan program demi mewujudkan mutual understanding dengan seluruh stakeholder. Penelitian ini bertujuan untuk mengeksplorasi pelaksanaan program CSR dan komunikasi CSR perusahaan di dua negara yaitu Malaysia yang diwakili Delegation of the European Union to Malaysia dan perusahaan Indonesia yang diwakili oleh PT Holcim Indonesia Tbk Cilacap Plant Indonesia. Metode studi kasus digunakan dalam penelitian ini dengan menimbang kedua negara memiliki kesamaan karakteristik kebudayaan dan teknik pengumpulan data akan dilakukan indepth interview. Hasil penelitian menunjukkan bahwa pelaksanaan program CSR kedua perusahaan tersebut lebih banyak pada pemberdayaan masyarakat (community empowerment) dengan memberikan banyak workshop dan pendampingan dalam kebutuhan utama masyarakat di kesehatan, pendidikan, termasuk pemberian subsidi modal untuk peningkatan kesejahteraan masyarakat penerima manfaat. Kedua perusahaan juga melakukan kegiatan komunikasi kepada masyarakat penerima manfaat program dengan komunikasi dua arah (two way communication) dialogis antar perusahaan dan masyarakat. Bagi  Delegation of the European Union to Malaysia, CSR merupakan upaya perusahaan membangun masyarakat dan menciptakan visibilitas perusahaan. Sedangkan untuk perusahaan Indonesia, PT Holcim Indonesia Tbk Cilacap Plant Indonesia, menganggap CSR merupakan kontribusi tanggung jawab perusahaan dengan meningkatkan perekonomian masyarakat dan secara tidak langsung akan berdampak positif untuk reputasi perusahaan.  Kata Kunci: Pelaksanaan, Corporate Social Responsibility (CSR), Komunikasi Perusahaan Abstract: The program of Corporate Social Responsibility is increasingly prevalent in line with the high awareness of the company to act ethically and transparently in carrying out its business, so that it is assumed that CSR can be a real form of corporate responsibility. Not only carrying out CSR activities, but also need to communicate CSR programs to stakeholders because in addition to the form of transparency also socialize the program in order to realize mutual understanding with all stakeholders. This study aims to explore the implementation of CSR programs and CSR communications of companies in two countries, represented by PT Holcim Indonesia Tbk Cilacap Plant Indonesia and the Delegation of the European Union to Malaysia. The case study method will be used in this study by considering the two countries have similar cultural characteristics and the technique of data collection will be conducted in an interview. The results showed that the implementation of CSR programs by the two companies was carried out by providing support in community development activities through capacity building in the form of training and mentoring in the fields of education, health and the environment and providing business capital assistance in the economy / MSME. In implementing the CSR program, the two companies also conduct communication activities to the beneficiaries of the program with dialogical two-way communication between companies and the community. For PT Holcim Indonesia Tbk Cilacap Plant Indonesia, CSR is a contribution of the company to realize public welfare and increase the company's positive reputation in the eyes of its stakeholders. As for the Delegation of the European Union to Malaysia, C SR is an effort by the company to build a community and create corporate visibility. Keywords: Implementation, Communication, Corporate Social Responsibility (CSR), Company",12,1,93,107,,,,,,https://ejournal.uin-suka.ac.id/isoshum/profetik/article/download/1542/1318 https://ejournal.uin-suka.ac.id/isoshum/profetik/article/view/1542 https://core.ac.uk/download/pdf/229436884.pdf,http://dx.doi.org/10.14421/pjk.v12i1.1542,,10.14421/pjk.v12i1.1542,2952952588,,0,,0,true,cc-by-nc,gold
027-219-763-194-816,Impact of CSR on consumer behavior of Bahraini women in the cosmetics industry,2017-07-10,2017,journal article,"World Journal of Entrepreneurship, Management and Sustainable Development",20425961,Emerald,,Fatema Shabib; Subhadra Ganguli,"Purpose; ; ; ; ; The purpose of this paper is to investigate the impact of corporate social responsibility (CSR) awareness on the attitudes of Bahraini women consumers in the age group of 18-55 and their buying behavior toward cosmetics products.; ; ; ; ; Design/methodology/approach; ; ; ; ; Quantitative method is used for focusing on Bahraini women consumers aged between 18-55 years. Primary data comprising consumer’s buying behavior and attitudes were collected through an online questionnaire and analyzed using software like SPSS and Microsoft Office Excel.; ; ; ; ; Findings; ; ; ; ; The empirical findings revealed that Bahraini women are not aware of CSR. This lack of awareness leads to the exclusion of CSR as a factor in their purchase decisions. However, the awareness of CSR can become a reason for avoiding purchase of specific cosmetics when the consumer discovers that the producer has been involved in socially irresponsible business practices. Moreover, Bahraini women do not seek CSR-related information voluntarily from the cosmetics industry.; ; ; ; ; Research limitations/implications; ; ; ; ; This research paper is subject to sample size limitations; it focuses on women of a specific age group using cosmetics and is limited to the Kingdom of Bahrain. Survey method was used as the only primary data collection method.; ; ; ; ; Practical implications; ; ; ; ; This research provides a clear picture of how consumers behave in the absence of any or very little awareness of CSR. It can benefit cosmetics companies, both existing and new, for adopting future long-term marketing strategies to create public awareness of CSR.; ; ; ; ; Social implications; ; ; ; ; This research highlights the importance of raising awareness of CSR in the Kingdom of Bahrain and the possible implications of such activities on consumers’ purchases of cosmetics products.; ; ; ; ; Originality/value; ; ; ; ; This paper contributes significantly toward information regarding Bahraini consumers’ lack of awareness of CSR and sheds light on consumers’ behavior toward cosmetics products in the Kingdom of Bahrain.",13,3,174,203,Advertising; Data collection; Corporate social responsibility; Business; Marketing; Consumer behaviour; Value (ethics); Originality; Cosmetics; Computer-assisted web interviewing; Survey methodology,,,,,https://www.emeraldinsight.com/doi/abs/10.1108/WJEMSD-08-2016-0041 https://www.emerald.com/insight/content/doi/10.1108/WJEMSD-08-2016-0041/full/html https://www.emeraldinsight.com/doi/full/10.1108/WJEMSD-08-2016-0041,http://dx.doi.org/10.1108/wjemsd-08-2016-0041,,10.1108/wjemsd-08-2016-0041,2618904095,,0,014-143-860-017-184; 015-171-130-978-367; 022-470-334-531-237; 028-308-607-379-473; 053-235-285-847-415; 058-452-917-941-630; 062-875-078-146-976; 067-715-519-706-692; 068-840-010-426-910; 076-066-646-979-182; 088-275-524-764-69X; 091-585-319-872-415; 094-620-439-196-263; 111-598-768-315-055; 137-847-155-758-628; 154-176-777-872-486; 155-065-885-830-907; 187-070-560-144-340,7,false,,
027-359-950-049-723,Strategic Communication as Discursive Institutional Work: A Critical Discourse Analysis of Mark Zuckerberg’s Legitimacy Talk at the European Parliament,2019-05-27,2019,journal article,International Journal of Strategic Communication,1553118x; 15531198,Informa UK Limited,United States,Juliane A. Lischka,"Digital platforms are under public scrutiny and face a negotiation process regarding their social responsibility. In this institutional discourse about moral responsibilities, corporate actors aim ...",13,3,197,213,Moral responsibility; Social responsibility; Corporate communication; Political science; Scrutiny; Critical discourse analysis; Strategic communication; Parliament; Public relations; Legitimacy,,,,,https://www.zora.uzh.ch/id/eprint/170820/ https://www.tandfonline.com/doi/full/10.1080/1553118X.2019.1613661 https://www.zora.uzh.ch/id/eprint/170820/1/Lischka_ZuckerbergsEUTalk_acceptedmanuscript.pdf https://www.zora.uzh.ch/id/eprint/170820/1/Lischka_ZuckerbergsEUTalk_acceptedmanuscript.pdf,http://dx.doi.org/10.1080/1553118x.2019.1613661,,10.1080/1553118x.2019.1613661,2958071695,,0,002-342-495-551-237; 006-341-460-702-091; 008-982-316-458-736; 009-537-878-330-970; 010-062-750-133-061; 010-321-499-951-964; 012-805-278-438-570; 014-194-354-575-351; 015-271-876-692-523; 016-952-193-847-039; 020-085-668-784-708; 021-423-479-747-559; 022-557-574-643-889; 027-827-119-143-849; 029-657-877-211-744; 033-452-118-584-684; 035-177-364-825-032; 038-578-341-205-232; 041-149-301-059-990; 048-089-607-658-008; 050-054-935-778-422; 051-820-838-199-599; 052-802-334-885-429; 064-091-717-837-982; 068-279-246-294-255; 073-582-609-444-252; 073-993-403-447-235; 077-360-324-283-899; 078-068-053-103-507; 078-416-567-239-135; 082-171-985-858-889; 083-085-826-244-471; 084-140-888-299-65X; 091-200-037-171-629; 093-480-038-897-212; 093-666-054-157-877; 094-371-467-779-98X; 097-213-764-422-536; 100-959-243-868-329; 102-883-818-552-080; 107-274-748-521-438; 108-252-088-644-027; 115-482-499-323-938; 116-856-777-480-563; 117-590-773-440-768; 126-853-500-745-273; 133-690-369-635-385; 134-251-925-992-845; 140-152-638-698-68X; 142-229-095-910-247; 165-365-244-895-02X,17,true,,green
027-460-514-831-336,Firm ownership structure impact on corporate social responsibility: evidence from austerity U.K.,2018-03-20,2018,journal article,International Journal of Sustainable Development & World Ecology,13504509; 17452627,Informa UK Limited,United Kingdom,Siham Elgergeni; Nadeem Khan; Nada K. Kakabadse,"Corporate social responsibility (CSR) has become an increasingly important sustainable development issue in U.K. The main contribution of this study is to examine how firm ownership structure impacts good corporate governance and CSR in U.K. during austerity conditions. Following the financial crisis of 2007–2008, the U.K. government introduced austerity conditions which impacted firm CSR activities. From the initial sample of more than 250 firms, 50 consistently remain listed on the FTSE4good index during 2008–2012 and are analysed. The definition of CSR distinguishes voluntary and mandatory CSR construct. Findings indicate Board ownership structure and satisfactory firm performance impact on the level of voluntary CSR. Board ownership results suggest increased institutional and non-CEO shareholdings support a higher level of voluntary CSR engagement, whilst increased CEO shareholdings lead to a lower level of investment in voluntary CSR. In terms of satisfactory firm performance, results suggest positive attainment discrepancy supports a higher level of voluntary CSR, whereas greater potential organisational slack leads to a lower level of voluntary CSR investment. Effective governance and voluntary CSR association is more pronounced under conditions of high attainment discrepancy and low organisational slack. The findings suggest implications for adapting firm decision-making latitude and government policy between austerity and prosperity conditions.",25,7,602,618,Public policy; Accounting; Corporate social responsibility; Business; Government; Prosperity; Investment (macroeconomics); Financial crisis; Corporate governance; Austerity,,,,,https://core.ac.uk/display/157855983 https://pure.northampton.ac.uk/en/publications/firm-ownership-structure-impact-on-corporate-social-responsibilit https://www.tandfonline.com/doi/full/10.1080/13504509.2018.1450306 https://centaur.reading.ac.uk/76163/ http://nectar.northampton.ac.uk/10370/ https://core.ac.uk/download/157855983.pdf,http://dx.doi.org/10.1080/13504509.2018.1450306,,10.1080/13504509.2018.1450306,2789870158,,0,000-074-576-051-938; 000-720-030-441-794; 002-994-269-455-347; 003-025-422-339-881; 003-691-821-327-663; 003-942-549-468-531; 004-875-206-670-817; 004-917-804-850-319; 005-720-970-391-389; 006-154-081-437-474; 006-871-272-174-55X; 007-762-462-647-913; 008-565-822-688-895; 008-575-421-376-638; 008-987-148-677-747; 009-412-280-225-245; 009-737-638-484-993; 010-531-336-340-291; 011-838-726-360-629; 012-027-509-384-04X; 012-654-139-749-859; 012-936-463-508-462; 013-530-727-633-352; 014-710-227-838-428; 016-020-569-799-638; 016-257-606-089-666; 016-258-275-400-062; 016-665-645-839-960; 017-012-395-580-930; 017-463-718-073-670; 018-476-389-920-611; 019-700-724-671-924; 021-872-683-092-960; 021-915-131-190-834; 022-086-450-695-347; 022-339-142-516-549; 022-494-698-191-33X; 023-269-683-236-641; 023-328-011-698-250; 023-562-454-834-018; 025-859-712-903-574; 027-807-892-906-737; 028-113-231-336-298; 029-257-638-158-39X; 029-728-974-115-215; 030-458-780-085-60X; 030-558-138-555-940; 031-915-131-592-625; 032-517-489-501-874; 032-741-151-717-228; 033-773-183-410-012; 035-508-381-340-989; 035-556-471-787-086; 036-652-984-791-378; 037-532-978-619-045; 038-463-873-520-743; 038-506-427-231-498; 038-768-914-572-046; 039-369-632-310-521; 039-972-308-406-173; 041-467-573-179-244; 042-718-032-969-155; 043-219-432-730-901; 045-266-727-163-718; 048-137-389-199-74X; 050-630-871-989-003; 050-698-489-956-308; 051-174-595-389-65X; 051-961-337-870-953; 053-690-397-234-837; 054-572-975-803-456; 054-934-555-329-431; 055-127-219-449-931; 055-773-672-952-080; 056-041-810-627-52X; 057-744-054-929-211; 058-092-686-029-444; 058-530-271-876-585; 058-842-528-417-45X; 059-644-223-709-469; 059-942-989-297-408; 062-074-565-471-522; 062-398-129-675-650; 063-292-849-605-82X; 064-474-360-480-703; 064-786-623-022-10X; 065-248-222-180-527; 066-400-343-948-766; 068-449-207-953-958; 069-042-610-200-990; 071-267-409-376-926; 073-854-087-596-828; 074-079-953-385-376; 075-517-307-723-522; 076-262-136-786-637; 079-541-745-043-506; 080-697-152-393-849; 082-815-961-326-23X; 083-357-360-691-451; 083-717-879-842-62X; 084-392-625-483-616; 086-077-195-670-27X; 088-017-545-479-263; 090-352-072-492-475; 090-377-879-685-367; 092-449-436-376-47X; 095-272-085-532-634; 098-235-239-849-201; 098-561-214-555-657; 098-767-935-571-159; 101-285-892-687-331; 101-388-068-880-346; 104-928-523-452-735; 104-998-087-340-078; 106-619-997-653-532; 106-698-993-389-218; 107-274-748-521-438; 110-638-648-668-128; 110-648-445-179-657; 111-292-889-652-152; 112-024-486-611-941; 114-017-551-015-933; 114-156-288-181-896; 114-682-225-990-004; 117-945-623-675-14X; 118-013-216-581-193; 118-502-157-753-318; 118-526-458-483-469; 118-713-446-494-906; 120-778-199-558-341; 126-765-984-765-958; 127-356-618-215-912; 129-647-918-313-373; 130-267-398-056-393; 132-223-372-715-651; 133-380-338-720-196; 136-587-539-881-41X; 136-897-194-101-564; 138-068-799-728-970; 138-547-400-220-736; 139-058-352-587-566; 139-641-412-398-758; 140-869-076-373-290; 146-028-177-366-788; 147-822-519-418-942; 147-967-613-503-761; 150-433-725-498-399; 150-756-983-846-92X; 150-772-959-485-116; 151-737-772-776-418; 155-165-364-694-530; 155-879-175-881-390; 157-459-095-120-331; 157-601-767-268-967; 158-252-124-968-584; 159-401-327-094-971; 159-592-129-993-014; 160-762-636-048-230; 162-171-479-539-404; 163-113-889-893-140; 166-204-621-970-742; 168-625-367-398-370; 173-802-515-798-372; 174-398-316-578-830; 178-292-879-751-262; 178-397-057-385-09X; 181-424-455-515-83X; 181-463-710-579-008; 182-170-415-856-399; 186-446-447-073-989; 192-121-378-418-163; 193-660-223-550-046; 195-459-088-993-271; 195-681-144-057-136,12,true,,green
027-527-742-676-087,Think socially but act publicly: refocusing CSR as corporate public responsibility,2015-03-24,2015,journal article,Journal of Public Affairs,14723891; 14791854,Wiley,United States,Soojin Kim; Jeong-Nam Kim; Laishan Tam,"Current literature has identified many different definitions for the concept of corporate social responsibility (CSR). As a result, many organizations fail to implement and measure CSR strategically. This study reviews the different theories and concepts within CSR and suggests that the current scope of CSR activities is too large that organizations are unable to find a tangible link between CSR and their bottom line. Using two case exam- ples, this study proposes refocusing the concept of CSR as corporate public responsibility (CPR) based on which organizations utilize the concept of publics to prioritize the groups to which they must fulfill their responsibilities before attending to society as a whole. Because organizations are constrained by limited resources, the concept of CPR allows them to invest their resources more strategically. The concept also addresses the limitations of existing theories. The practical implications of this concept will be discussed in detail.",16,1,91,104,Corporate social responsibility; Business; Scope (project management); Practical implications; Limited resources; Public relations; Knowledge management,,,,,https://opus.lib.uts.edu.au/bitstream/10453/122309/4/manuscript-JPA20141102%20%281%29.pdf https://ink.library.smu.edu.sg/lkcsb_research/4680/ https://onlinelibrary.wiley.com/doi/abs/10.1002/pa.1560 https://eprints.qut.edu.au/103751/ https://opus.lib.uts.edu.au/handle/10453/122309 https://www.researchgate.net/profile/Jeong-Nam_Kim/publication/274141524_Think_socially_but_act_publicly_refocusing_CSR_as_corporate_public_responsibility/links/551d3ade0cf2a15336261312.pdf http://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5679&context=lkcsb_research https://core.ac.uk/download/35455771.pdf,http://dx.doi.org/10.1002/pa.1560,,10.1002/pa.1560,1773426582,,0,003-844-489-810-585; 007-622-898-589-828; 009-303-640-219-162; 009-905-301-503-87X; 013-728-606-006-014; 013-796-317-992-537; 014-904-025-590-079; 015-597-804-016-569; 015-653-392-074-730; 016-411-180-460-079; 016-728-423-532-82X; 019-291-956-485-704; 019-605-734-016-59X; 020-828-843-756-021; 023-693-865-715-486; 025-401-621-173-479; 029-283-785-891-910; 033-569-081-595-53X; 035-485-649-808-871; 035-984-281-155-169; 038-328-881-659-41X; 040-344-640-544-410; 042-679-082-377-482; 042-974-095-975-547; 043-605-651-281-566; 045-104-013-245-680; 045-683-602-068-343; 046-992-105-871-253; 053-250-277-306-550; 053-523-240-669-877; 055-498-815-134-39X; 056-803-918-029-466; 059-005-189-409-76X; 059-986-375-797-023; 060-571-945-430-102; 062-110-807-031-390; 063-667-715-568-267; 064-640-992-568-456; 072-806-112-284-12X; 073-767-052-211-806; 079-043-287-296-714; 083-742-907-533-010; 084-531-047-321-662; 084-613-224-049-188; 084-725-164-042-764; 084-957-726-677-992; 088-919-850-566-219; 092-952-924-909-747; 097-524-000-637-738; 098-070-196-244-794; 099-085-870-469-302; 099-932-035-045-746; 100-005-371-254-041; 103-212-247-992-507; 106-384-489-675-125; 106-851-939-747-895; 107-274-748-521-438; 109-999-098-065-063; 112-565-796-968-753; 123-045-339-444-129; 124-701-015-377-969; 127-356-618-215-912; 128-858-075-479-562; 130-198-946-943-166; 138-909-757-185-115; 139-641-412-398-758; 145-505-150-080-723; 146-398-521-544-060; 148-702-290-210-86X; 152-078-020-589-601; 155-126-121-090-714; 162-750-710-620-632; 164-954-704-392-124; 166-405-723-185-236; 177-972-028-474-298; 178-628-496-923-596; 182-199-495-327-639; 182-782-125-930-981; 182-867-587-691-99X; 189-642-864-226-023; 190-136-413-043-475; 196-077-788-474-109; 197-721-126-337-958,10,true,cc-by-nc-nd,green
027-667-540-002-804,Cooperate Social Responsibility in Recent Thar Crisis: A Case Study of FFC Fertilizer MirPur Mathelo,2015-01-26,2015,journal article,INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY,22785612,CIRWOLRD,,Murtaza Maitlo; Zahid Hussain Kazi;  Khaskheley; Faiz.M. Shaikh,The current research investigates the Cooperate Social Responsibility and Sustainable Development: A Case Study of FFC Fertilizer MirPur MatheloData were collected from300 stake holders and 400 local people from Mirpur Mathelo and their vicinity. Structural questionnaire were developed for the reliability and validity of the data. It was revealed that The unfolding drought in Tharparkar has created a humanitarian crisis for the approximate 1.5 million inhabitants of the district. An all-out relief effort is underway to assist the remote desert communities. The recent draught in Thar where thousands of child were died with out feed. FFC not only provide them feed but also help them by providing health facilities to them.,10,5,2151,2154,Business; Social responsibility; Stakeholder; Desert (philosophy); Humanitarian crisis; Private enterprise; Reliability (statistics); Economic growth; Sustainable development,,,,,https://cirworld.com/index.php/ijmit/article/download/618/pdf_39 https://core.ac.uk/download/322474427.pdf,http://dx.doi.org/10.24297/ijmit.v10i5.618,,10.24297/ijmit.v10i5.618,2907678043,,0,,0,true,cc-by,gold
027-903-375-647-298,Emerging Roles of Lead Buyer Governance for Sustainability Across Global Production Networks,2019-06-08,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Rachel Alexander,"Global production networks (GPNs) connect multiple producers involved in fragmented manufacturing processes. Major brands and retailers, considered as lead firms, are under increasing pressure to ensure products made through GPNs are produced sustainably. Theories of governance developed to understand dynamics in outsourced production can provide insight into this issue. However, these theories and related empirical research have often focused on relationships between lead firms and upper-tier suppliers. When manufacturing involves multiple fragmented stages, understanding the role of lead firms becomes more difficult. This article considers new governance roles that lead firms, as buyers, are playing when attempting to promote sustainable practices across all stages of production for buyer-driven industries. The focus is exploring the nature of new governance approaches which lead firms have developed in order to address diverse sustainability challenges found within GPNs, particularly related to lower-tier suppliers. These approaches can involve lead firms working through vertical buyer–seller links or developing new horizontal relationships, which link lead firms with lower-tier suppliers and governance processes in these suppliers’ local productive systems. The findings draw from field research examining how top UK garment retailers provide governance to producers involved in creating cotton garments in India and a review of publicised policies and practices of these retailers related to promoting sustainable production. Five types of governance mechanisms that can involve vertical or horizontal links are identified. Considering the growth of new governance relationships expands previous conceptions of the roles of lead firm governance.",162,2,269,290,Business ethics; Empirical research; Field research; Business; Order (exchange); Lead (geology); Production (economics); Corporate governance; Industrial organization; Sustainability,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7382462 https://EconPapers.repec.org/RePEc:kap:jbuset:v:162:y:2020:i:2:d:10.1007_s10551-019-04199-4 https://ideas.repec.org/a/kap/jbuset/v162y2020i2d10.1007_s10551-019-04199-4.html https://link.springer.com/article/10.1007%2Fs10551-019-04199-4 https://link.springer.com/content/pdf/10.1007/s10551-019-04199-4.pdf https://core.ac.uk/download/200755693.pdf,http://dx.doi.org/10.1007/s10551-019-04199-4,,10.1007/s10551-019-04199-4,2952034342,,0,000-742-487-988-420; 000-766-858-119-272; 001-244-472-860-04X; 001-787-598-381-23X; 004-454-777-316-816; 005-464-789-384-299; 005-839-368-694-094; 006-162-481-563-226; 007-281-331-150-635; 008-533-765-054-899; 011-482-978-215-730; 013-411-020-708-38X; 013-444-553-986-711; 014-188-485-374-890; 014-718-837-636-774; 019-729-232-766-547; 021-190-825-756-42X; 023-932-228-904-634; 030-236-229-386-781; 037-699-714-524-936; 041-772-368-498-095; 042-028-762-478-755; 042-586-086-886-281; 045-360-249-006-267; 046-904-671-338-055; 054-962-438-530-812; 057-942-097-777-139; 061-217-762-898-102; 063-474-752-426-435; 063-632-300-282-101; 065-916-233-975-465; 066-063-257-778-743; 069-556-829-450-52X; 072-005-663-601-048; 076-396-973-863-269; 077-082-084-783-896; 083-521-912-038-04X; 084-980-849-443-278; 085-954-062-009-061; 086-515-113-790-145; 086-978-455-549-184; 087-378-392-276-509; 089-245-789-629-88X; 091-668-670-109-357; 096-778-645-744-403; 102-415-862-319-721; 105-174-390-664-395; 105-988-781-582-023; 106-945-111-978-260; 110-960-712-058-857; 111-412-411-012-600; 114-423-391-037-968; 116-301-421-191-366; 117-846-870-142-304; 122-025-756-931-871; 123-156-013-175-733; 130-628-668-697-424; 132-148-353-192-130; 144-849-831-748-234; 146-655-958-576-211; 147-564-534-651-030; 150-620-625-730-940; 151-442-789-438-679; 153-085-657-861-846; 165-596-822-928-187; 168-687-908-492-129; 170-898-483-106-596; 171-268-156-655-037; 172-319-849-222-115; 180-693-497-969-169; 182-905-137-584-382; 190-211-621-604-879,21,true,cc-by,hybrid
028-001-960-116-694,Materiality and external assurance in corporate sustainability reporting: an exploratory study of Europe’s leading commercial property companies,2016-08-01,2016,journal article,Journal of European Real Estate Research,17539269; 17539277,Emerald,United Kingdom,Peter Jones; David Hillier; Daphne Comfort,"Purpose; ; ; ; ; The purposes of this paper are to provide a preliminary examination of the extent to which Europe’s leading commercial property companies are embracing the concept of materiality and commissioning independent external assurance as part of their sustainability reporting processes and to offer some wider reflections on materiality and external assurance in sustainability reporting.; ; ; ; ; Design/methodology/approach; ; ; ; ; The paper begins with an introduction to corporate sustainability, an outline of the European property market and of the drivers for, and challenges to, sustainability for property companies and a review of the characteristics of materiality and external assurance. The information on which the paper is based is drawn from the leading European commercial property companies’ corporate websites.; ; ; ; ; Findings; ; ; ; ; The paper reveals that all of Europe’s leading property companies had either reported or provided information on sustainability but that only approximately half of these companies had embraced materiality or commissioned some form of independent external assurance as an integral part of their sustainability reporting processes. In many ways, this reduces the reliability and credibility of the leading property companies’ sustainability reports. Looking to the future, growing stakeholder pressure may force more of the leading European property companies to embrace materiality and commission external assurance as systematic and integral elements in the sustainability reporting process.; ; ; ; ; Originality/value; ; ; ; ; The paper provides an accessible review of the current status of materiality and external assurance among Europe’s leading commercial property companies’ sustainability reporting and as such it will interest professionals, practitioners, academics and students interested in the sustainability in the property industry.",9,2,147,170,Accounting; Materiality (auditing); Business; Project commissioning; Stakeholder; Sustainability organizations; Corporate sustainability; Sustainability reporting; Sustainability; Real estate,,,,,https://www.emerald.com/insight/content/doi/10.1108/JERER-07-2015-0027/full/html http://eprints.glos.ac.uk/3649/ https://core.ac.uk/download/44292536.pdf,http://dx.doi.org/10.1108/jerer-07-2015-0027,,10.1108/jerer-07-2015-0027,2510860855,,0,016-411-180-460-079; 017-397-954-264-388; 024-025-416-514-323; 028-390-542-645-894; 031-691-665-694-773; 034-554-175-948-433; 038-627-049-393-553; 039-926-694-439-530; 046-085-571-396-390; 049-081-651-135-706; 051-047-908-650-897; 068-419-342-606-628; 074-925-862-950-878; 076-886-827-338-177; 077-456-117-934-675; 078-282-841-008-903; 081-559-223-811-579; 083-646-191-350-015; 089-644-690-147-432; 097-817-948-404-532; 109-243-778-603-662; 123-319-337-897-963; 123-558-870-308-141; 134-767-450-111-377; 137-520-206-611-251; 142-226-817-169-793; 178-628-496-923-596; 192-686-919-049-283,14,true,cc0,green
028-054-148-514-164,Spinning a sustainable yarn: Environmental sustainability and brand story in the Australian fashion industry,2014-10-01,2014,journal article,International Journal of Fashion Studies,20517106; 20517114,Intellect,,Alice Payne,"In the Australian fashion industry, few fashion brands have intervened in the design of their products or the systems around their product to tackle environmental pollution and waste. Instead, support of charities (whether social or environmental) has become conflated with sustainability in the eyes of the public. Thus it is difficult to assess with any accuracy fashion brands’ response to sustainability. This article aims to address this through proposing a categorization system to structure the various interventions that a company may make. This system is applied to two case studies, analysing campaigns that respond to environmental sustainability by two established Australian brands, Country Road and Billabong. The case studies demonstrate how the interventions employed by a company, at least in the Australian context, are carefully developed to align with their brand story, revealing the interplay between the intangible aspects of a brand’s positioning and the tangible, measurable impacts of their garments.",1,2,185,208,Engineering; Corporate social responsibility; Marketing; Sustainability organizations; Context (language use); Environmental pollution; Product (business); Clothing; Sustainability; Categorization,,,,,https://eprints.qut.edu.au/79603/ https://core.ac.uk/display/146963004 https://core.ac.uk/download/33497010.pdf,http://dx.doi.org/10.1386/infs.1.2.185_1,,10.1386/infs.1.2.185_1,2074499687,,0,002-138-963-683-225; 008-092-270-738-606; 024-559-675-398-482; 030-226-620-961-321; 031-328-809-631-266; 034-480-546-678-251; 040-823-301-614-515; 043-605-651-281-566; 047-944-156-144-54X; 084-936-391-574-090; 097-008-660-438-346; 107-402-250-231-189; 112-031-220-229-046; 121-079-754-184-654; 179-847-789-955-715,2,true,,
028-267-364-245-818,Customer responses to CSR in the Pakistani banking industry,2015-06-01,2015,journal article,International Journal of Bank Marketing,02652323,Emerald,United Kingdom,Zia Khan; David Ferguson; Andrea Pérez,"Purpose – The purpose of this paper is twofold: to empirically analyse how customer corporate social responsibility (CSR) perceptions impact on the perceived service quality (PSQ)-loyalty relationship in the banking industry of Pakistan; and to evaluate the mediating role of customer trust in that model. Design/methodology/approach – Based on a field survey of 408 customers of five different banks of Pakistan, the hypothesized model is tested through partial least squares based structural equation modelling. Findings – The findings demonstrate that banking customers in Pakistan recognise CSR as a multidimensional construct that serves as a direct determinant of PSQ, trust, repurchase and word of mouth (WOM) intentions. PSQ also influences customer trust directly and positively and trust has a direct and positive impact on repurchase and WOM intentions. On the contrary, PSQ does not influence repurchase and WOM intentions directly. Its effect is mediated by customer trust. Practical implications – Contrary...",33,4,471,493,Word of mouth; Service quality; Corporate social responsibility; Business; Retail banking; Marketing; Construct (philosophy); Perception; Loyalty; Structural equation modeling,,,,,https://www.emeraldinsight.com/doi/full/10.1108/IJBM-07-2014-0097 https://www.emerald.com/insight/content/doi/10.1108/IJBM-07-2014-0097/full/html https://repositorio.unican.es/xmlui/bitstream/10902/9507/1/CustomerResponsesTo%20.pdf https://repositorio.unican.es/xmlui/handle/10902/9507 https://core.ac.uk/download/pdf/147474953.pdf,http://dx.doi.org/10.1108/ijbm-07-2014-0097,,10.1108/ijbm-07-2014-0097,1581842198,,0,001-262-274-011-134; 002-071-581-767-77X; 004-692-713-974-434; 004-771-103-585-250; 005-805-453-463-041; 007-622-898-589-828; 008-736-978-360-515; 010-478-332-294-128; 010-571-926-972-21X; 010-854-534-444-434; 011-057-105-680-492; 014-614-449-675-783; 016-567-761-758-536; 017-492-045-801-882; 017-496-078-424-655; 018-606-075-915-716; 020-309-447-528-081; 022-629-071-826-894; 024-739-628-513-810; 025-191-942-574-721; 026-918-372-434-68X; 027-973-268-269-82X; 033-171-354-077-456; 038-904-468-326-454; 040-655-529-699-519; 043-393-716-547-256; 043-605-651-281-566; 055-127-219-449-931; 055-147-705-053-527; 056-334-173-348-913; 060-702-403-906-185; 061-520-308-064-265; 062-420-659-190-886; 067-248-156-625-729; 068-921-235-975-296; 070-232-232-166-280; 071-461-139-930-366; 072-813-199-606-608; 077-930-616-453-628; 080-361-191-972-828; 081-349-388-488-145; 083-249-305-167-472; 084-377-933-341-93X; 088-049-228-430-614; 101-308-206-668-624; 101-388-068-880-346; 107-104-671-850-660; 111-649-215-084-143; 122-497-037-749-219; 123-831-611-048-714; 127-356-618-215-912; 128-723-104-995-841; 128-860-047-103-157; 131-180-572-109-097; 131-294-950-045-808; 138-959-981-189-28X; 139-119-876-531-586; 146-693-141-475-093; 151-738-450-807-335; 153-905-245-264-106; 154-202-833-671-344; 159-592-129-993-014; 169-270-545-298-097; 170-978-164-888-578; 174-943-249-600-807; 185-050-475-065-604; 195-189-710-734-767; 195-986-082-028-141,56,true,cc-by,green
028-360-599-330-853,Mitigation of Climate Change and Prevention of Pollution Activities: Environmental Disclosure Practice in Islamic Financial Institutions☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Haslinda Yusoff; Faizah Darus,"Abstract This study aims to explore the environmental disclosure practice from an Islamic perspective. Content analysis on 2012 annual and sustainability reports of Islamic financial institutions in Malaysia has been carried out. The environmental information was collected using a developed CSR-environmental index. Study results revealed that the key environmental disclosures provided were related to climate change mitigation and adaptation, and prevention of pollution type of activities. Further exploration on the prioritization of environmental activities found that the key focus of the vital activities was prevention related programmes while the recommended activities were research and development programmes, and prevention initiatives.",145,,195,203,Finance; Environmental resource management; Climate change; Business; Content analysis; Index (economics); Environmental disclosure; Islam; Climate change mitigation; Pollution; Sustainability,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814038853 http://www.sciencedirect.com/science/article/pii/S1877042814038853 https://core.ac.uk/display/82264080 https://core.ac.uk/download/pdf/82264080.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.06.027,,10.1016/j.sbspro.2014.06.027,1988440152,,0,014-255-721-870-130; 022-676-392-143-906; 034-323-155-830-608; 034-569-445-937-788; 037-117-065-143-742; 038-282-844-160-774; 039-440-741-602-450; 047-935-631-467-950; 048-750-791-475-71X; 055-544-755-668-238; 073-236-865-549-625; 080-281-288-473-46X; 081-600-828-992-685; 095-974-480-483-648; 108-494-873-461-084; 124-429-600-057-448; 133-188-653-162-200; 157-215-265-147-350; 168-311-912-059-082; 169-197-160-885-815,14,true,,gold
028-642-431-099-358,Managing for political corporate social responsibility: : New challenges and directions for PCSR 2.0,2016-04-06,2016,journal article,Journal of Management Studies,00222380; 14676486,Wiley,United Kingdom,Andreas Georg Scherer; Andreas Rasche; Guido Palazzo; André Spicer,"This article takes stock of the discourse on ‘political CSR’ (PCSR), reconsiders some of its assumptions, and suggests new directions for what we call ‘PCSR 2.0’. We start with a definition of PCSR, focusing on firms’ contribution to public goods. We then discuss historical antecedents to the debate and outline the original economic and political context. The following section explores emerging changes in the institutional context relevant to PCSR and reconsiders some of the assumptions underlying Habermas’ thesis of the postnational constellation. This highlights some neglected issues in previous works on PCSR, including the influence of nationalism and fundamentalism, the role of various types of business organisations, the return of government regulation, the complexity of institutional contexts, the efficiency of private governance, the financialization and digitalization of the economy, and the relevance of managerial sensemaking. Finally, we discuss the contributions to this special issue and relate them to the newly emerging research agenda.",53,3,273,298,Positive economics; Corporate social responsibility; Sociology; Public good; Globalization; Sensemaking; Fundamentalism; Financialization; Corporate governance; Public relations; Politics,,,,Swiss National Science Foundation (SNF),https://core.ac.uk/display/76982202 https://openaccess.city.ac.uk/id/eprint/15596/ https://research-api.cbs.dk/ws/files/45060899/andreas_rasche_managing_for_political_postprint.pdf https://papers.ssrn.com/sol3/Delivery.cfm/JOMS_JOMS12203.pdf?abstractid=2761649&mirid=1 https://www.forskningsdatabasen.dk/en/catalog/2483283053 https://dialnet.unirioja.es/servlet/articulo?codigo=5517640 https://econpapers.repec.org/article/blajomstd/v_3a53_3ay_3a2016_3ai_3a3_3ap_3a273-298.htm https://research.cbs.dk/en/publications/managing-for-political-corporate-social-responsibility-new-challe https://onlinelibrary.wiley.com/doi/full/10.1111/joms.12203 https://ideas.repec.org/a/bla/jomstd/v53y2016i3p273-298.html https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2749022 https://core.ac.uk/download/76982202.pdf,http://dx.doi.org/10.1111/joms.12203,,10.1111/joms.12203,2297886560,,0,000-190-109-807-44X; 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029-289-608-902-946; 029-406-350-521-504; 029-574-110-137-59X; 030-056-163-249-734; 030-670-087-454-743; 030-974-738-271-119; 031-475-647-598-204; 032-383-568-033-641; 033-365-896-383-891; 033-853-690-117-574; 037-511-587-927-275; 037-741-840-269-629; 038-031-045-790-861; 038-505-032-511-538; 039-236-697-427-983; 039-968-209-402-634; 041-749-690-779-682; 043-005-206-942-689; 043-218-037-984-712; 044-685-761-781-421; 044-982-751-753-399; 045-080-721-867-92X; 045-104-013-245-680; 045-392-794-667-550; 045-432-040-881-108; 045-534-744-450-100; 045-754-631-412-145; 046-822-758-989-986; 047-460-128-505-546; 047-565-773-209-505; 048-219-421-656-04X; 048-334-389-609-342; 048-912-703-761-847; 049-690-346-541-656; 049-696-545-462-309; 052-802-334-885-429; 053-881-692-440-870; 053-940-330-500-140; 054-630-628-034-018; 054-915-163-547-022; 056-032-952-129-150; 056-622-246-615-856; 057-067-051-530-525; 058-180-833-829-223; 059-736-364-820-417; 060-011-378-537-345; 060-146-179-809-22X; 062-761-290-780-16X; 065-274-652-868-021; 066-174-493-495-982; 066-211-185-312-785; 066-831-837-239-374; 067-509-594-889-591; 067-621-814-824-950; 067-945-242-728-795; 072-545-085-808-510; 072-610-058-647-078; 074-308-282-123-135; 074-394-849-890-719; 075-129-083-536-095; 075-141-321-259-890; 075-324-055-146-069; 077-893-007-488-470; 078-068-053-103-507; 079-292-247-526-658; 080-714-226-639-63X; 082-171-985-858-889; 082-725-603-474-356; 083-180-715-717-526; 085-326-514-765-013; 088-233-687-029-248; 088-919-850-566-219; 088-993-237-313-315; 090-646-866-256-945; 091-585-319-872-415; 092-438-341-251-021; 092-621-878-664-26X; 093-708-424-431-195; 094-944-698-649-686; 097-067-039-768-785; 097-122-659-900-993; 097-213-764-422-536; 097-799-318-085-083; 100-357-883-277-115; 100-959-243-868-329; 104-329-404-127-628; 104-744-011-222-374; 106-661-862-917-878; 109-365-346-532-499; 110-189-859-545-485; 110-889-521-330-249; 113-281-810-680-927; 113-289-048-801-77X; 113-813-475-985-700; 115-373-591-444-545; 116-915-289-895-177; 121-467-691-107-17X; 121-776-354-670-438; 122-494-033-641-717; 125-587-383-255-295; 126-678-531-935-47X; 138-657-375-035-367; 141-111-820-625-618; 141-176-375-153-428; 143-151-363-003-07X; 143-657-193-444-275; 143-722-452-851-990; 146-438-538-919-061; 146-838-749-517-022; 147-564-534-651-030; 149-640-032-101-965; 150-216-523-291-508; 154-621-764-331-675; 154-633-233-153-775; 156-208-441-443-940; 156-628-929-193-587; 157-579-166-041-996; 160-801-631-921-028; 160-811-840-445-178; 162-415-514-554-190; 166-204-621-970-742; 169-567-437-595-93X; 172-319-849-222-115; 173-334-299-202-946; 173-785-275-625-349; 175-035-978-138-520; 178-397-057-385-09X; 180-693-497-969-169; 182-199-495-327-639; 183-414-131-283-853; 183-435-148-717-833; 186-324-864-013-13X; 189-894-138-531-702; 195-011-585-362-037; 195-459-088-993-271; 198-262-895-567-834; 198-971-457-445-003; 199-046-073-381-125,231,true,cc0,green
028-694-818-589-516,Can Corporate Social Responsibility (CSR) Ensure the Sustainable Growth of Ready Made Garments (RMG) Sector in Bangladesh,2016-11-28,2016,journal article,World Journal of Social Science Research,23325534; 23759747,"Scholink Co, Ltd.",,Asiqul Islam; Xia Huosong,"Corporate Social Responsibility (CSR) is the proceeding with duty by business work to continue the morally and keep on the enhancement of economy while increasing the personal satisfaction of the workforce and their families and also of the nearby group and society on the loose This study has been directed to investigate the considerable significance of Corporate Social Responsibility (CSR). To accomplish result, research technique has relied based on information from secondary sources. This study finds the CSR practices and the practice is not well appropriately. Health problems, injured scenario increasing along with low payment of wages in RMG of Bangladesh. Also environment is polluting in the absence of proper CSR practice. Some of association attempting their best, however in the vast majority of cases association don’t know about that. Without implementation of CSR, sustainable growth is not possible in RMG sector. This study suggested that CSR practice is one and only approach to unravel the all boundaries and ensure the sustainable growth of RMG sector in Bangladesh.",3,4,615,,Sustainable growth rate; Corporate social responsibility; Business; Payment; Marketing; Work (electrical); Workforce; Duty; Health problems; Public relations; Clothing,,,,,http://www.scholink.org/ojs/index.php/wjssr/article/view/746 http://www.scholink.org/ojs/index.php/wjssr/article/download/746/755 https://core.ac.uk/download/pdf/268085300.pdf,http://dx.doi.org/10.22158/wjssr.v3n4p615,,10.22158/wjssr.v3n4p615,2558565187,,0,,1,true,,gold
028-788-459-707-281,Social reporting in the tobacco industry: all smoke and mirrors?,2005-06-01,2005,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Lee C Moerman; Sandra van der Laan,"Purpose – The purpose of this paper is to examine the process of social reporting as a proactive management strategy to bridge the divide between the social and the economic.Design/methodology/approach – In July 2002 British American Tobacco (BAT) launched its first social report coinciding with the release of the WHO's Framework Convention on Tobacco Control. A case study, utilizing textual analysis of publicly available documents examined through a legitimacy perspective, was used to explore this issue.Findings – This paper asserts that the process, guidelines and assurance employed by BAT for its social report are a management strategy to enter the contested domain of public policy.Research limitations/implications – Since this research is limited to BAT's 2001/2002 Social Report and supporting documents, further research could include interviews with key players or a longitudinal study to compare and contrast the social reporting practices of BAT over time.Originality/value – The tobacco industry has ...",18,3,374,389,Political science; Value (ethics); Longitudinal study; Convention; Bridge (interpersonal); Tobacco control; Tobacco industry; Social reporting; Public relations; Legitimacy,,,,,https://ro.uow.edu.au/cgi/viewcontent.cgi?article=1172&context=era https://ro.uow.edu.au/commpapers/102/ https://ro.uow.edu.au/cgi/viewcontent.cgi?article=1110&context=commpapers https://www.emerald.com/insight/content/doi/10.1108/09513570510600747/full/html https://core.ac.uk/display/36990106 https://www.emeraldinsight.com/doi/full/10.1108/09513570510600747 https://core.ac.uk/download/36990106.pdf,http://dx.doi.org/10.1108/09513570510600747,,10.1108/09513570510600747,2042276056,,0,001-452-645-550-194; 002-800-351-395-955; 005-622-612-950-25X; 009-567-701-765-327; 012-886-755-613-026; 014-255-721-870-130; 015-574-759-409-256; 018-112-028-872-776; 024-513-125-463-047; 026-608-459-550-698; 034-442-821-488-915; 035-713-688-274-35X; 035-966-996-939-873; 038-149-867-373-083; 047-233-464-585-776; 055-768-435-835-407; 055-773-672-952-080; 056-505-335-399-152; 063-265-991-220-388; 064-438-261-806-271; 072-407-734-255-587; 093-342-291-971-636; 101-922-096-276-047; 123-102-496-575-817; 126-984-977-443-889; 154-042-304-754-208; 155-165-364-694-530; 166-002-258-979-869; 172-788-355-415-998; 172-999-637-082-271,108,true,,green
028-825-847-640-226,Between a rock and a hard place: Economic expansion and social responsibility in UK media discourses on the global alcohol industry.,2017-01-04,2017,journal article,Social science & medicine (1982),18735347; 02779536,Elsevier Limited,United Kingdom,Mary Thornton; Benjamin Hawkins,"Abstract Context Transnational alcohol corporations (TACs) employ a range of strategies to achieve their business objectives, including attempts to frame perceptions of their activities in media debates. TACs aim to achieve a favourable regulatory environment by presenting themselves as socially responsible actors. However, the need to secure financial investment means they must also emphasise their potential for growth. This article investigates tensions between these objectives in coverage of the global alcohol industry in the UK print media. Methods This article examines coverage of the world's four largest TACs in five British daily newspapers and one industry publication between March 2012 and February 2013. 477 articles were identified for analysis through keyword searches of the LexisNexis database. Thematic coding of articles was conducted using Nvivo software. Findings Two conflicting framings of the alcohol industry emerge from our analysis. The first presents TACs as socially responsible actors; key partners to government in reducing alcohol-related harms. This is targeted at policy-makers and the public in an attempt to shape policy debates. The second framing highlights TACs' potential for economic growth by establishing new markets and identifying new customer bases. This is targeted at an audience of potential investors. Conclusions A fundamental contradiction lies at the heart of these framings, reflecting the tensions that exist between TACs' political and financial strategies. Alcohol industry involvement in policy-making thus involves a fundamental conflict of interests. Consequently, the UK government should reassess the prominence it currently affords to the industry in the development and delivery of alcohol policy.",175,,169,176,Corporate social responsibility; Social responsibility; Government; Economics; Framing (social sciences); Context (language use); Alcohol industry; Public relations; Economic expansion; Thematic analysis,Alcohol industry; Alcohol policy; Corporate social responsibility; Media analysis; UK,Advertising; Alcoholic Beverages/economics; Food Industry/economics; Humans; Mass Media; Social Responsibility; United Kingdom,,NCI NIH HHS (R01 CA091021) United States,http://europepmc.org/articles/PMC5303881 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5303881 https://EconPapers.repec.org/RePEc:eee:socmed:v:175:y:2017:i:c:p:169-176 https://www.sciencedirect.com/science/article/pii/S0277953617300035 https://ideas.repec.org/a/eee/socmed/v175y2017icp169-176.html https://www.ncbi.nlm.nih.gov/pubmed/28092758 https://researchonline.lshtm.ac.uk/3364151/ https://pubmed.ncbi.nlm.nih.gov/28092758/ https://core.ac.uk/display/74229685 https://core.ac.uk/download/74229685.pdf,http://dx.doi.org/10.1016/j.socscimed.2017.01.003,28092758,10.1016/j.socscimed.2017.01.003,2571149409,PMC5303881,0,005-479-604-870-883; 005-613-210-775-52X; 006-187-913-701-946; 007-682-956-762-698; 008-373-743-891-776; 009-722-308-611-767; 010-064-697-066-419; 010-148-707-509-18X; 010-957-413-342-118; 023-745-193-633-016; 025-215-928-124-322; 025-775-966-042-964; 026-750-120-308-920; 029-150-241-868-772; 032-513-276-458-616; 033-825-400-576-417; 035-305-126-793-833; 037-550-015-414-716; 039-130-667-203-078; 040-953-279-229-244; 042-185-365-491-234; 043-621-962-512-800; 047-287-673-633-061; 051-995-595-766-53X; 056-312-694-643-160; 056-918-690-287-118; 057-955-843-629-705; 059-000-253-047-01X; 059-923-924-623-301; 063-368-350-188-228; 063-829-318-529-319; 064-323-466-749-071; 067-178-130-286-553; 069-918-356-722-200; 070-400-894-666-321; 072-855-211-434-817; 072-916-086-149-318; 073-236-171-492-775; 077-637-140-611-295; 078-600-707-345-715; 079-580-004-172-775; 084-614-408-968-482; 092-151-478-574-085; 097-297-767-856-349; 098-135-561-099-690; 101-279-560-918-227; 129-627-242-175-995; 138-987-668-378-306; 145-098-960-704-002; 147-656-724-721-675; 156-275-240-073-699; 156-614-473-772-320; 158-643-485-536-97X; 179-703-501-257-780; 188-747-286-706-838,6,true,,green
028-854-901-034-271,Does it pay to be social responsible? Portuguese SMEs feedback,2016-03-09,2016,journal article,Intangible Capital,16979818; 20143214,Omnia Publisher SL,Spain,Luis Miguel Fonseca; Ricardo Lopes Ferro,"Purpose: The research on corporate social responsibility has been focused mainly on Anglo-Saxon countries and big companies. Most scholars agree there is a positive relationship between companies social and economic performance, however, this is not unanimous. Moreover, during economic downturns, companies struggle for survival and might consider corporate social responsibility efforts should be postponed. This research investigates if there is a positive relationship between social performance and key business results using a large sample of small and medium Portuguese companies over an extended period of time. Design/methodology/approach: The investigation is made by using survey responses from a sample of 2.222 small and medium companies (SMEs) over a 10 year period, from the Portuguese IAPMEI – Public Agency for Competitiveness and Innovation Benchmarking and Good Practices database. The hypothesis that there is a positive relationship between social and key business results performance was tested with correlation analysis and was complemented with semi-structured interviews of key Portuguese Sustainability Managers. Findings: The research results support the existence of valid positive relationships between companies’ social performance and key business results, confirming it does pay to invest in corporate social responsibility even in less favorable economic scenarios and for small and medium companies across all business sectors. Research limitations/implications: It was not possible to use more powerful statistical methods such as Partial Least Squares (PLS) or Structural Equation Modelling (SEM) due to data constraints and more qualitative research should be done to triangulate the results and better understating of the cause and effect relationships. Practical implications: Both managers and academics should be aware of the relevance of corporate social responsibility to assure companies enduring success and create benefits for stakeholders and society at large. Originality/value: This research makes contributions for the social and economic relationship body of knowledge with a particular emphasis on small and medium companies in Portugal and a potential application to other similar European countries, by using a large sample basis over an extended period of time.",12,2,487,505,Agency (sociology); Business sector; Corporate social responsibility; Social responsibility; Economics; Marketing; Body of knowledge; Qualitative research; Sample (statistics); Benchmarking,,,,,https://doaj.org/article/0a02306d1ca443dcb0fb8688c9f4265f https://dialnet.unirioja.es/servlet/articulo?codigo=5612604 http://www.intangiblecapital.org/index.php/ic/article/viewFile/712/508 http://recipp.ipp.pt/bitstream/10400.22/7904/1/ART_Fonseca_CIDEM_2016.pdf https://upcommons.upc.edu/handle/2117/87833 https://www.redalyc.org/articulo.oa?id=54944740005 https://www.intangiblecapital.org/index.php/ic/article/viewFile/712/508 https://www.intangiblecapital.org/index.php/ic/article/view/712/518 https://core.ac.uk/display/47142415 https://core.ac.uk/download/47142415.pdf,http://dx.doi.org/10.3926/ic.712,,10.3926/ic.712,2296108337,,0,004-888-051-175-303; 007-622-898-589-828; 009-507-682-767-591; 013-123-788-831-530; 015-970-537-854-332; 019-459-021-342-157; 024-289-061-053-618; 030-986-745-953-60X; 036-908-944-430-494; 037-995-661-784-617; 040-344-640-544-410; 041-462-272-736-366; 045-247-945-244-15X; 055-127-219-449-931; 055-222-575-590-371; 061-829-988-617-171; 062-897-804-263-622; 064-640-992-568-456; 064-786-623-022-10X; 066-400-343-948-766; 068-359-774-214-167; 074-038-530-010-037; 080-361-191-972-828; 080-877-578-538-900; 083-819-297-961-888; 088-541-703-373-976; 088-613-756-561-372; 088-919-850-566-219; 091-751-473-541-818; 100-357-883-277-115; 107-274-748-521-438; 107-866-341-850-677; 112-565-796-968-753; 127-356-618-215-912; 129-913-440-924-421; 131-294-950-045-808; 133-611-516-692-737; 139-641-412-398-758; 155-879-175-881-390; 159-592-129-993-014; 162-563-308-279-954; 166-405-723-185-236; 176-937-621-099-353; 193-151-403-581-637; 194-045-582-704-133; 197-173-183-615-534,28,true,cc-by,gold
028-944-857-043-689,Modern Slavery in Business: The Sad and Sorry State of a Non-Field:,2020-06-16,2020,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Robert Caruana; Andrew Crane; Stefan Gold; Genevieve LeBaron,"“Modern slavery,” a term used to describe severe forms of labor exploitation, is beginning to spark growing interest within business and society research. As a novel phenomenon, it offers potential...",60,2,251,287,Neoclassical economics; Political science; State (polity); Field (Bourdieu); Phenomenon; Spark (mathematics); Term (time),,,,,https://journals.sagepub.com/doi/pdf/10.1177/0007650320930417 https://eprints.whiterose.ac.uk/162493/ http://journals.sagepub.com/doi/10.1177/0007650320930417 https://researchportal.bath.ac.uk/en/publications/modern-slavery-in-business-the-sad-and-sorry-state-of-a-non-field https://journals.sagepub.com/doi/full/10.1177/0007650320930417 https://philpapers.org/rec/LEBMSI-2 https://nottingham-repository.worktribe.com/output/4702517/modern-slavery-in-business-the-sad-and-sorry-state-of-a-non-field https://core.ac.uk/download/326518157.pdf,http://dx.doi.org/10.1177/0007650320930417,,10.1177/0007650320930417,3034675076,,0,001-710-704-969-905; 002-217-613-985-069; 003-994-130-080-903; 005-709-588-266-395; 006-510-969-710-275; 007-353-482-911-286; 008-311-227-365-805; 008-523-641-322-143; 010-074-573-968-444; 010-321-355-964-256; 010-886-687-189-303; 011-501-386-378-270; 012-781-591-102-64X; 013-991-368-331-484; 014-303-312-746-79X; 015-571-000-298-956; 017-772-652-655-828; 018-518-258-174-447; 019-418-753-636-731; 019-897-640-520-602; 020-409-968-116-435; 020-433-887-831-197; 021-197-491-430-682; 022-883-660-259-027; 022-996-870-469-584; 024-230-198-759-471; 025-173-389-410-924; 026-337-863-064-18X; 026-864-978-183-079; 027-606-221-985-162; 030-413-177-145-197; 034-058-528-384-045; 035-154-084-856-940; 035-213-085-995-018; 035-628-956-046-737; 035-774-185-396-442; 035-850-504-206-127; 036-622-231-967-298; 038-361-328-689-976; 038-908-263-680-204; 040-503-664-870-486; 041-595-121-504-743; 041-831-090-468-111; 042-488-094-162-284; 043-176-045-886-239; 044-446-344-521-081; 045-992-626-932-131; 047-273-650-668-993; 047-312-110-469-335; 047-382-020-893-945; 047-460-128-505-546; 047-669-653-660-592; 047-886-492-622-51X; 047-896-660-761-359; 049-404-875-265-01X; 049-690-346-541-656; 049-971-416-928-655; 050-559-574-532-198; 051-134-895-616-555; 051-875-769-362-150; 051-946-687-985-43X; 053-188-874-951-537; 057-307-514-006-00X; 059-506-371-964-431; 059-670-856-456-018; 060-147-246-292-617; 060-183-041-196-97X; 061-566-112-990-025; 065-150-401-851-570; 066-460-497-520-679; 067-211-289-697-444; 067-853-406-794-337; 070-618-576-322-058; 073-063-776-236-413; 073-559-712-368-854; 074-652-288-632-937; 076-244-394-992-629; 076-961-405-538-547; 077-354-483-273-363; 077-418-061-967-330; 081-532-517-406-608; 082-171-985-858-889; 082-956-785-922-874; 083-013-401-854-925; 083-519-050-342-773; 084-852-121-243-031; 086-178-861-704-13X; 086-585-895-638-001; 086-978-455-549-184; 087-995-422-084-350; 088-843-024-820-096; 089-020-774-090-124; 089-069-322-320-985; 090-053-471-760-617; 090-607-984-919-111; 092-466-514-485-431; 093-982-907-562-693; 094-918-044-585-696; 096-575-313-048-276; 098-466-371-628-279; 099-816-175-031-436; 101-329-319-063-843; 101-541-130-532-157; 102-441-656-627-343; 103-495-065-196-617; 103-924-543-469-118; 104-960-319-952-994; 105-712-133-854-388; 106-655-534-418-315; 106-762-014-338-50X; 108-908-516-120-326; 110-324-489-922-560; 110-471-066-569-259; 112-195-769-077-466; 112-952-117-537-012; 114-458-622-059-866; 114-735-802-834-789; 115-417-034-862-711; 116-677-504-740-039; 116-771-241-264-026; 117-491-392-748-642; 120-062-684-139-358; 120-645-030-685-928; 120-988-154-174-323; 123-694-573-650-975; 126-526-619-908-537; 128-961-876-472-913; 129-973-715-088-544; 130-221-836-551-500; 131-800-894-546-307; 132-454-162-573-075; 133-889-188-130-941; 136-433-326-513-70X; 136-768-061-352-561; 138-870-520-378-044; 139-854-737-016-542; 139-958-156-669-664; 145-541-510-074-166; 147-564-534-651-030; 148-756-831-426-06X; 149-782-437-208-510; 152-269-370-064-997; 155-129-661-131-373; 160-112-548-297-742; 163-831-266-270-621; 174-294-709-160-05X; 179-548-442-432-43X; 180-561-307-113-200; 180-693-497-969-169; 182-138-909-217-757; 182-199-495-327-639; 184-517-194-307-638; 188-739-615-992-020; 190-572-997-209-037; 194-132-567-945-129,42,true,cc-by-nc,hybrid
028-961-181-552-743,The impact of corporate characteristics on social and environmental disclosure (CSED): the case of Jordan,2017-02-16,2017,journal article,Journal of Accounting and Auditing: Research & Practice,21659532,IBIMA Publishing,,Tareq O. Bani-Khalid; Reza Kouhy; Aminu Hassan,,2017,,369352,29,Accounting; Business; Environmental disclosure,,,,,https://ibimapublishing.com/articles/JAARP/2017/369352/ https://rke.abertay.ac.uk/en/publications/the-impact-of-corporate-characteristics-on-social-and-environment https://core.ac.uk/download/228178564.pdf,http://dx.doi.org/10.5171/2017.369352,,10.5171/2017.369352,2754908311,,0,,15,true,cc-by,gold
029-111-325-813-128,Getting a grip: Critical systems for corporate responsibility,2008-08-07,2008,journal article,Systems Research and Behavioral Science,10927026; 10991743,Wiley,United States,Martin Reynolds,"Three dilemmas of corporate social responsibility (CSR) are described in relation to a proposed triadic critical systems framework based on boundary critique. First, the holistic dilemma of addressing triple bottom line interests in economic, social and environmental issues. This speaks to a framework for understanding in making sense of interrelationships between entities in a complex reality (getting real). Second, the dilemma of nurturing cooperation amongst stakeholders having diverse viewpoints. This speaks to a framework for practice in fostering engagement between multiple perspectives based on different boundaries (getting it right). A third dilemma of CSR is presented in terms of getting a grip - a concern that speaks to a framework for responsibility in addressing the moral dilemma that any methodology, approach, system or framework can neither be entirely holistic nor appropriately conversant with all perspectives. With this caveat in mind, the paper examines one particularly significant systems tool for addressing CSR dilemmas - critical systems heuristics (CSH). Applying the triadic framework, the potential value of CSH for CSR is surfaced from two contrasting perspectives - the CSR advocate and the CSR adversary.",25,3,383,395,Corporate social responsibility; Sociology; Systems thinking; Viewpoints; Value (ethics); Boundary critique; Dilemma; Adversary; Engineering ethics; Knowledge management; Triple bottom line,,,,,https://core.ac.uk/display/82908365 https://onlinelibrary.wiley.com/doi/abs/10.1002/sres.901 http://oro.open.ac.uk/12758/ https://core.ac.uk/download/82908365.pdf,http://dx.doi.org/10.1002/sres.901,,10.1002/sres.901,1994557499,,0,003-279-169-864-104; 026-249-910-065-223; 043-605-651-281-566; 056-049-324-342-453; 073-068-132-360-040; 108-441-448-242-674; 109-611-745-978-261; 112-634-142-116-70X; 117-485-610-420-530; 137-162-514-512-813; 138-035-696-035-29X; 145-097-614-010-185; 176-942-270-754-438; 198-265-697-936-452,21,true,,green
029-161-298-603-832,Social accounting and its contribution to society,2013-03-12,2013,journal article,Buhalterinės apskaitos teorija ir praktika,25388762; 18228682,Vilnius University Press,,Inese Vigante; Ruta Sneidere,"With the development of the society and its economic system, a need has emerged to develop accounting as well. The increasing role of social accounting, which keeps records of for-profit, non-profit, and governmental organisations, is associated with the complexity of the environment in which businesses and organisations are operating and presenting reports about their social, ethical, and environmental aspects. Organisations are subject to greater transparency, and many stakeholders are interested in and concerned about the performance of organisations within the context that is not reflected, to a satisfactory extent, in traditional accounting. Traditional accounting ensures reporting to the shareholders or the state, whereas social accounting provides information to all stakeholders, including the public. Social accounting includes all kinds of accounts that go beyond the economic and for all the different labels under which it appears. This paper deals with the main issues and tools of corporate social responsibility, which is a very important prerequisite for organisations in order to introduce the principles of social accounting.",,14,7,16,Shareholder; Accounting; Corporate social responsibility; Business; Social accounting; Order (exchange); State (polity); Subject (philosophy); Context (language use); Transparency (behavior),,,,,https://www.journals.vu.lt/BATP/article/download/13437/12361 https://www.zurnalai.vu.lt/BATP/article/view/13437 https://www.zurnalai.vu.lt/BATP/article/download/13437/12361 https://core.ac.uk/download/335060156.pdf,http://dx.doi.org/10.15388/batp.2013.13437,,10.15388/batp.2013.13437,3083517453,,0,,0,true,cc-by,gold
029-182-623-910-071,'Responsible drinking' programs and the alcohol industry in Brazil: killing two birds with one stone?,2012-07-02,2012,journal article,Social science & medicine (1982),18735347; 02779536,Elsevier Limited,United Kingdom,Daniela Pantani; Robert Sparks; Zila M. Sanchez; Ilana Pinsky,"Abstract Over the last decade, the Brazilian alcohol industry – which for years has ignored alcohol problems – inaugurated responsible drinking programs (RDPs). This paper reports findings from an exploratory study that investigated the RDP-related activities of six leading alcohol companies in Brazil (three national, three transnational) focusing on program goals and components, target populations and evaluation methods. Interviews were conducted from October 2007 to February 2008 with nine key-informants, and 71 corporate documents were collected along with additional web information about the programs. Content analysis of interviews and institutional documents was used to identify the companies’ RDP activities. Three types of RDPs were found that focused respectively on institutional action, drinking and driving, and underage drinking. All three transnational firms were involved in RDPs, whereas national firms demonstrated limited involvement. The majority of RDPs were implemented using television. No targeted research appears to have been undertaken by the companies to assess the efficacy of the strategies in terms of changes in drinking behavior. The evidence for both national and transnational firms means that is difficult to confirm that the responsible drinking programs produced so far in Brazil have been undertaken to systematically reduce alcohol problems, or mainly as part of a public relations strategy to reduce criticism and potentially forestall government regulations ( Babor, 2006 , Babor, 2009 , Jernigan, 2009 ).",75,8,1387,1391,Corporate social responsibility; Business; Government; Content analysis; Human factors and ergonomics; Alcohol industry; Poison control; Economic growth; Suicide prevention; Exploratory research,,Adolescent; Adult; Alcohol Drinking/legislation & jurisprudence; Alcoholic Beverages; Automobile Driving/legislation & jurisprudence; Brazil; Female; Food Industry/organization & administration; Humans; Male; Program Evaluation; Qualitative Research; Social Control Policies; Social Responsibility,,,https://ideas.repec.org/a/eee/socmed/v75y2012i8p1387-1391.html https://www.sciencedirect.com/science/article/abs/pii/S0277953612004820 https://econpapers.repec.org/RePEc:eee:socmed:v:75:y:2012:i:8:p:1387-1391 https://www.bv.fapesp.br/pt/publicacao/60861/responsible-drinking-programs-and-the-alcohol-industry-in-br/ http://repositorio.unifesp.br/handle/11600/35379 https://core.ac.uk/display/19134584 https://www.ncbi.nlm.nih.gov/pubmed/22800917 https://estudogeral.sib.uc.pt/handle/10316/24813 https://estudogeral.sib.uc.pt/bitstream/10316/24813/1/%e2%80%98Responsible%20drinking%e2%80%99%20programs%20and%20the%20alcohol%20industry.pdf https://core.ac.uk/download/19134584.pdf,http://dx.doi.org/10.1016/j.socscimed.2012.02.062,22800917,10.1016/j.socscimed.2012.02.062,2073318934,,0,005-993-950-519-377; 006-187-913-701-946; 016-411-180-460-079; 018-687-251-712-465; 027-610-501-516-151; 030-501-987-517-204; 035-882-334-675-583; 036-074-846-928-514; 039-486-609-022-348; 047-460-128-505-546; 050-157-075-801-654; 050-480-165-126-939; 055-551-484-381-053; 060-453-452-395-815; 080-361-191-972-828; 081-103-267-098-773; 086-492-549-706-128; 089-289-431-632-325; 097-880-788-755-764; 101-110-521-901-621; 105-962-459-018-63X; 127-070-586-469-200; 142-728-346-306-05X; 178-628-496-923-596,16,true,,green
029-292-230-387-336,Development of a Classification of Spanish Credit Institutions Based on the Concept of Stakeholder,2013-01-04,2013,journal article,Engineering Economics,20295839; 13922785,Kaunas University of Technology (KTU),Lithuania,Antoni Segui-Alcaraz,"Corporate Social Responsibility (CSR) assumes that banks voluntarily incorporate social and environmental criteria in their economic activities and relationships with stakeholders. The reason why a credit institution decides to involve itself in social activities is a question which the literature on economics has tried to answer. We highlight the relationship created between the credit institution as a social organization and its various stakeholders, analyzing the importance assigned to each of them. Our goal is to find distinct profiles of credit institutions, depending on their degree of concern about CSR (Corporate Social Responsibility). The field work was conducted by means of a survey answered by 57 Spanish credit institutions. The results show the interest of such institutions in CSR in relation to the entire Spanish financial sector. Three clusters are distinguished according to how they think about CSR. In the first cluster there are institutions with responsibility focused on employees. It includes entities whose priority stakeholders are shareholders and employees.  In the second cluster, we find institutions with responsibility focused on society. Among the stakeholders they act primarily towards customers, society and the environment. The third cluster is made up of institutions with responsibility focused on legislation (norms). In the third cluster, there is Friedman's vision, which considers the social responsibility of the bank as the maximization of Profit. DOI: http://dx.doi.org/10.5755/j01.ee.23.5.667",23,5,442,451,Shareholder; Corporate social responsibility; Social responsibility; Economics; Profit (economics); Stakeholder; Legislation; Financial sector; Public relations; Social organization,,,,,http://repositori.uji.es/xmlui/bitstream/handle/10234/63030/Developement%20of%20a%20classification.pdf?sequence=1 http://repositori.uji.es/xmlui/handle/10234/63030 https://www.inzeko.ktu.lt/index.php/EE/article/view/667/2211 https://www.inzeko.ktu.lt/index.php/EE/article/view/667 https://core.ac.uk/download/61417456.pdf,http://dx.doi.org/10.5755/j01.ee.23.5.667,,10.5755/j01.ee.23.5.667,2170622093,,0,002-463-353-604-63X; 013-795-186-318-82X; 017-401-086-994-266; 019-806-548-132-918; 023-217-029-598-088; 024-289-061-053-618; 027-884-337-883-678; 029-283-785-891-910; 030-337-759-502-834; 032-815-113-780-807; 032-954-457-523-564; 039-539-670-059-031; 039-747-739-452-605; 046-992-105-871-253; 049-015-049-958-077; 050-409-512-344-278; 052-913-768-799-28X; 055-444-511-492-725; 061-269-815-489-551; 063-474-213-032-752; 073-289-182-442-377; 077-808-180-858-00X; 078-422-633-854-701; 081-312-474-294-890; 082-029-255-731-301; 101-202-383-162-418; 104-649-603-211-032; 107-274-748-521-438; 107-287-342-773-996; 107-473-444-518-776; 108-750-063-494-933; 113-335-781-524-925; 120-245-087-752-48X; 127-356-618-215-912; 131-805-877-870-511; 136-479-111-306-555; 139-641-412-398-758; 140-957-815-246-27X; 149-620-415-273-520; 166-405-723-185-236; 169-543-857-576-384; 175-594-459-298-873; 193-208-418-427-40X,2,true,cc0,green
029-318-409-539-830,When Do Theories Become Self-Fulfilling? Exploring the Boundary Conditions of Performativity,,2018,journal article,Academy of Management Review,03637425; 19303807,Academy of Management,United States,Emilio Marti; Jean-Pascal Gond,"Management researchers increasingly realize that some theories do not merely describe, but also shape social reality; a phenomenon known as ""performativity."" However, when theories become performative or even self-fulfilling is still poorly understood. Taking this gap in the research as our starting point, we develop a process model to show that new theories will only become self-fulfilling (1) if they motivate experimentation, (2) if experimentation produces anomalies, and (3) if these anomalies lead to a practice shift. On that basis, we identify six boundary conditions that determine whether theories will shape social reality. To illustrate our argument, we explore the conditions under which theories that postulate a positive link between corporate social performance and corporate financial performance may become self-fulfilling.",43,3,487,508,Epistemology; Performative utterance; Sociology; Social reality; Performativity; Socially responsible investing; Argument; Process (engineering); Phenomenon; Self-fulfilling prophecy; Social psychology,,,,,https://openaccess.city.ac.uk/id/eprint/17819/ https://amr.aom.org/content/early/2017/07/13/amr.2016.0071.abstract https://core.ac.uk/display/96598752 https://journals.aom.org/doi/abs/10.5465/amr.2016.0071 https://core.ac.uk/download/96598752.pdf,http://dx.doi.org/10.5465/amr.2016.0071,,10.5465/amr.2016.0071,2735509504,,0,000-622-423-217-305; 001-355-672-395-009; 002-108-762-064-367; 002-140-720-113-351; 003-209-382-302-334; 003-360-304-612-451; 003-993-882-268-189; 004-269-373-667-56X; 004-614-691-615-612; 005-486-517-820-664; 005-517-108-909-210; 006-315-877-958-034; 009-024-987-910-508; 009-694-271-752-009; 010-846-987-340-638; 012-890-851-237-536; 013-327-431-504-996; 014-981-424-763-706; 015-209-237-527-997; 015-571-000-298-956; 016-385-501-572-818; 016-411-180-460-079; 017-771-076-509-798; 017-896-242-233-424; 018-283-209-484-832; 019-389-361-999-007; 021-022-988-141-064; 021-346-778-671-981; 022-763-499-113-438; 024-224-514-358-856; 025-101-156-946-573; 025-123-345-609-290; 025-381-745-389-081; 026-993-011-241-129; 027-463-991-560-165; 029-341-139-119-072; 030-209-767-053-622; 030-752-062-304-270; 032-604-301-192-893; 032-806-726-686-827; 033-481-997-871-905; 034-313-747-515-960; 034-705-286-683-891; 036-247-705-960-96X; 036-419-650-911-99X; 037-687-752-936-466; 038-576-001-630-807; 038-895-798-871-517; 039-192-266-316-024; 039-254-762-758-009; 041-804-744-161-765; 041-886-513-483-46X; 049-214-458-930-405; 049-403-954-162-671; 051-910-753-897-59X; 057-062-456-456-156; 057-612-903-841-27X; 057-643-043-310-103; 060-361-842-553-833; 061-829-988-617-171; 065-795-573-015-85X; 067-509-594-889-591; 067-621-814-824-950; 067-893-203-835-166; 067-969-983-178-651; 068-692-884-780-054; 069-973-122-299-499; 071-822-808-161-420; 074-308-282-123-135; 074-567-858-822-606; 076-235-464-056-330; 078-416-567-239-135; 080-114-367-095-518; 084-401-111-476-47X; 086-370-457-693-694; 087-564-855-659-506; 088-941-384-899-526; 090-583-561-051-492; 091-053-354-822-248; 092-125-541-119-749; 094-805-399-024-547; 095-073-290-312-292; 100-349-516-300-870; 100-656-009-654-674; 102-194-532-600-792; 104-095-328-038-13X; 106-619-997-653-532; 107-215-972-038-299; 108-534-489-147-107; 110-150-971-457-68X; 110-607-873-666-792; 110-976-728-224-799; 118-331-789-456-414; 118-336-177-985-932; 121-499-847-702-765; 123-815-550-114-019; 126-888-367-167-08X; 129-387-667-033-01X; 132-330-376-714-975; 133-304-222-443-698; 133-373-148-510-029; 138-429-054-265-415; 139-781-965-435-648; 143-072-817-350-661; 143-517-725-198-198; 150-214-225-494-21X; 151-694-041-460-033; 155-701-487-320-455; 155-879-175-881-390; 156-628-929-193-587; 159-260-260-989-503; 160-905-824-916-846; 163-894-398-092-255; 167-625-787-189-413; 168-534-263-591-244; 173-268-100-530-414; 177-755-741-296-545; 178-397-057-385-09X; 179-375-052-223-074; 185-501-512-884-247; 191-345-042-124-723; 194-275-096-524-739; 195-459-088-993-271,87,true,,green
029-360-452-361-82X,Future-time framing : The effect of language on corporate future orientation,,2018,journal article,Organization Science,10477039; 15265455,Institute for Operations Research and the Management Sciences (INFORMS),United States,Hao Liang; Christopher Marquis; Luc Renneboog; Sunny Li Sun,"We examine how international variation in corporate future-oriented behavior, such as corporate social responsibility and research and development investment, could partially stem from characterist...",29,6,1093,1111,Corporate social responsibility; Marketing; Framing (social sciences); Political science; International business; Future orientation; Organizational cognition; Organizational culture,,,,,https://pubsonline.informs.org/doi/10.1287/orsc.2018.1217 https://dl.acm.org/doi/10.1287/orsc.2018.1217 https://ink.library.smu.edu.sg/lkcsb_research/6527/ https://doi.org/10.1287/orsc.2018.1217 https://dblp.uni-trier.de/db/journals/orgsci/orgsci29.html#LiangMRS18 https://www.narcis.nl/publication/RecordID/oai%3Atilburguniversity.edu%3Apublications%2F1c1a2d0f-4720-46b9-829b-259b395bc6de http://doi.org/10.1287/orsc.2018.1217 https://ideas.repec.org/a/inm/ororsc/v29y2018i6p1093-1111.html https://research.tilburguniversity.edu/en/publications/future-time-framing-the-effect-of-language-on-corporate-future-or https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=7526&context=lkcsb_research https://core.ac.uk/download/287750779.pdf,http://dx.doi.org/10.1287/orsc.2018.1217,,10.1287/orsc.2018.1217,2897306483,,0,000-385-896-743-798; 000-688-303-527-343; 003-539-508-663-429; 003-565-844-546-626; 004-793-392-595-54X; 005-952-770-362-025; 006-406-213-970-958; 006-576-878-127-983; 007-818-549-722-525; 007-946-409-910-328; 011-312-390-547-716; 014-140-509-908-971; 014-357-252-093-822; 016-008-101-874-207; 016-195-575-636-522; 018-075-278-238-815; 020-178-094-890-845; 020-552-874-399-990; 023-481-130-260-746; 023-992-897-876-057; 024-433-682-636-393; 024-655-023-270-432; 025-885-727-820-308; 026-311-963-445-005; 026-806-014-340-740; 027-166-857-320-266; 027-196-394-353-180; 030-853-661-680-721; 031-036-024-683-774; 035-268-385-991-826; 035-388-056-843-087; 035-556-471-787-086; 037-080-464-919-820; 037-798-345-138-864; 038-817-823-358-245; 039-994-858-302-181; 042-164-336-688-182; 042-427-574-613-129; 042-978-984-393-748; 044-291-301-663-481; 044-715-227-092-778; 045-651-413-534-310; 046-045-960-454-156; 049-445-821-371-360; 051-386-760-120-406; 051-765-395-938-727; 051-974-821-573-208; 055-896-413-456-39X; 056-269-661-355-68X; 056-451-562-344-02X; 056-820-837-394-01X; 060-445-987-224-772; 064-172-597-365-144; 064-786-623-022-10X; 067-509-594-889-591; 068-177-440-517-494; 069-405-310-915-492; 070-126-781-191-674; 071-533-151-940-743; 073-540-274-418-566; 074-106-608-430-421; 075-111-039-570-856; 078-433-614-367-880; 079-956-594-756-617; 080-146-161-647-491; 084-050-817-699-251; 086-768-078-039-06X; 087-743-494-990-087; 089-413-172-530-134; 089-533-980-545-015; 100-836-878-614-736; 102-882-380-592-605; 103-398-373-087-493; 103-986-100-403-703; 107-664-629-308-275; 107-806-876-754-927; 108-817-662-551-235; 110-701-589-194-661; 112-158-351-681-567; 113-101-738-398-060; 113-849-247-645-661; 115-373-591-444-545; 115-691-986-337-449; 117-135-794-294-777; 124-389-029-818-274; 128-031-786-020-744; 134-286-877-968-209; 138-298-582-313-305; 139-101-567-335-455; 146-687-470-139-567; 146-883-134-945-47X; 152-034-409-193-272; 152-171-235-431-787; 152-466-451-221-627; 165-778-809-192-811; 167-999-949-731-567; 177-750-461-926-28X; 188-410-437-815-115; 188-484-910-677-777; 189-539-675-814-306; 192-389-272-784-584; 194-275-096-524-739; 196-880-385-193-583,26,true,cc-by-nc-nd,green
029-506-209-632-238,Which Corporate Governance Mechanisms Drive CSR Disclosure Practices in Emerging Countries,2018-12-22,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,María del Mar Miras-Rodríguez; Domingo Martínez-Martínez; Bernabé Escobar-Pérez,"Although several studies have analyzed the role that specific corporate governance mechanisms have on Corporate Social Responsibility (CSR) reporting practices, their findings have not been conclusive and the evidence from developing countries is scarce. The theoretical support for this relationship in the previous literature is found in Stakeholder, Agency, Legitimacy, and Good Management theories. Undoubtedly, as the institutional environment has an important impact on CSR reporting practices, it would be relevant for this field of research to analyze this relationship in companies from emerging countries. It is suggested for the sake of convenience to consider different levels of corporate governance mechanisms together due to the high interdependence among them. Consequently, the aim of this paper is to analyze whether different levels of corporate governance mechanisms (at the institutional, group, and firm level) are determinant factors of the CSR reporting practices in BRICS countries (Brazil, Russia, India, China, and South Africa). The final sample was composed of 281 companies. On the basis of our results, we conclude that institutional corporate governance mechanisms influence the company’s CSR reporting strategy and that both CSR disclosure practices analyzed are affected by group-level corporate governance mechanisms in companies from family-based societies. Our findings support the appropriateness of separately analyzing this issue in emerging countries.",11,1,61,,Emerging markets; Accounting; Agency (sociology); Corporate social responsibility; Business; Institutional theory; Stakeholder; Corporate governance; Legitimacy; Developing country,,,,,https://idus.us.es/handle/11441/83535 https://ideas.repec.org/a/gam/jsusta/v11y2018i1p61-d192578.html https://www.mdpi.com/2071-1050/11/1/61/pdf http://rodin.uca.es/xmlui/handle/10498/21362 https://www.mdpi.com/2071-1050/11/1/61 https://EconPapers.repec.org/RePEc:gam:jsusta:v:11:y:2018:i:1:p:61-:d:192578 https://core.ac.uk/download/219225371.pdf,http://dx.doi.org/10.3390/su11010061,,10.3390/su11010061,2906298631,,0,001-712-413-256-453; 002-929-446-634-493; 004-880-116-394-333; 005-553-218-906-57X; 005-951-084-603-576; 007-507-890-999-116; 009-024-987-910-508; 009-436-079-729-19X; 010-531-336-340-291; 012-680-647-355-783; 014-220-636-594-020; 014-373-587-051-990; 014-666-047-992-844; 017-159-198-406-550; 017-722-013-337-190; 018-633-424-296-938; 020-156-904-178-378; 020-186-611-104-284; 020-304-051-329-18X; 022-025-778-264-808; 025-237-156-529-22X; 027-475-343-751-404; 028-333-808-038-581; 029-728-974-115-215; 030-376-895-556-409; 032-027-382-592-778; 033-349-311-853-203; 035-043-331-421-361; 036-188-810-187-748; 036-480-570-129-386; 041-341-757-828-591; 041-527-058-677-62X; 042-075-081-677-793; 042-249-152-981-66X; 046-702-144-776-189; 047-590-602-284-433; 048-459-391-960-165; 048-750-791-475-71X; 051-393-730-216-859; 053-792-574-496-238; 055-773-672-952-080; 059-660-385-427-042; 060-963-027-837-782; 062-925-812-991-596; 064-091-717-837-982; 064-344-454-487-601; 064-438-261-806-271; 064-786-623-022-10X; 065-773-582-190-273; 066-400-343-948-766; 069-359-566-933-120; 072-241-716-502-065; 072-834-246-011-635; 074-501-061-390-154; 076-551-437-187-006; 077-272-210-832-896; 086-227-720-108-260; 086-452-436-562-512; 086-578-327-729-559; 088-887-580-810-475; 089-473-170-566-883; 089-779-898-344-601; 090-429-568-250-421; 090-618-367-187-334; 092-327-614-798-427; 093-121-558-186-313; 104-370-852-644-121; 106-619-997-653-532; 107-976-356-940-058; 111-850-947-033-696; 112-666-511-616-360; 115-482-499-323-938; 116-075-415-601-338; 116-511-502-373-044; 118-760-891-368-221; 119-676-129-716-76X; 120-040-709-576-232; 126-534-257-388-561; 130-229-327-168-315; 131-332-197-715-385; 134-776-530-203-209; 136-431-652-550-355; 146-028-177-366-788; 151-878-263-919-256; 153-328-363-305-936; 155-381-928-753-054; 155-701-487-320-455; 157-789-145-376-039; 158-252-124-968-584; 162-290-133-902-677; 167-936-442-037-500; 169-187-418-699-448; 169-758-755-432-345; 174-929-255-263-252; 179-609-813-704-673; 194-045-582-704-133,24,true,cc-by,gold
029-644-266-500-659,Sporting Event as a Corporate Social Responsibility Strategy,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Hafedh Ibrahim; O. Almarshed,"Abstract Corporate social responsibility (CSR) has become one of the principal components of corporate strategy. While firms are busy improving and adopting CSR practices, research on the effect of CSR is scarce, particularly in the sports marketing context. The present study traces the consumer response to CSR. Upon conducting field surveys with consumers (n=399) at an international sporting event. The findings reveal a significant influence of perception of firm's CSR on consumers’ commitment, identification and trust and a significant effect on purchase intention. These results provide academicians as well as managers with means of improving sports marketing communications.",11,,3,14,Corporate social responsibility; Business; Marketing; Perception; Context (language use); Field (Bourdieu); Public relations; Event (computing); Sports marketing; Identification (information); Strategic management,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114001701 https://www.sciencedirect.com/science/article/abs/pii/S2212567114001701 https://core.ac.uk/download/pdf/81119544.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00170-1,,10.1016/s2212-5671(14)00170-1,2145168909,,0,001-095-917-910-673; 001-262-274-011-134; 008-155-335-331-379; 009-057-807-963-815; 010-854-534-444-434; 012-776-805-086-977; 013-665-483-040-275; 014-675-727-384-257; 018-606-075-915-716; 022-242-736-807-772; 025-113-478-060-052; 028-637-449-707-191; 039-747-739-452-605; 042-008-748-806-064; 042-630-437-423-015; 043-213-633-162-472; 043-371-576-050-215; 043-605-651-281-566; 047-460-128-505-546; 051-174-595-389-65X; 052-217-883-580-938; 061-576-195-747-782; 067-129-006-849-557; 073-241-168-362-757; 075-712-020-395-166; 083-826-637-958-550; 090-592-555-205-111; 091-656-461-650-528; 094-322-524-690-973; 101-449-856-379-487; 103-108-182-535-072; 106-844-831-032-542; 113-143-882-600-636; 115-875-580-488-948; 118-013-216-581-193; 120-694-308-570-262; 124-385-396-946-958; 129-824-290-598-733; 131-180-572-109-097; 139-641-412-398-758; 152-689-141-418-190; 153-357-288-349-324; 153-905-245-264-106; 159-592-129-993-014; 162-290-133-902-677; 165-520-697-082-598; 187-070-560-144-340,8,true,,gold
029-771-437-357-781,The Impact of Corporate Governance on Corporate Social Responsibility Disclosures: Evidence from Botswana Stock Exchange,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"The nexus between corporate governance (CG) and corporate social responsibility (CSR) is well researched and established in literature. However, the debate regarding the influence corporate governance exerts on corporate social responsibility engagements and reporting is still inconclusive.  This study investigates the impact of CG mechanisms on CSR disclosure among the listed companies in Botswana. The study employs content analysis to extract relevant data from annual reports for period 2014 to 2017. Comprehensiveness of descriptions of entity engagements in community involvement, human resources, environment and product and consumers is used as dependent variable while board size, board meeting frequency, ratio of independent directors to board size, the size of audit committee and its meeting frequency are used as independent variables. Company size and Return on assets are controlling variables. Least square regression method is used to analyse the effect of CG attributes on CSR disclosures. Comprehensiveness of disclosure is measured by sentences of reporting, availability of comparative figures, presence of photos and quantified CSR descriptions. The results suggest that the board size, board independence and audit committee meetings frequency have a statistically significant positive influence on corporate social responsibility reports. Company size also reflected a significant positive association with CSR disclosure. These results have implications on composition and structure of the board of directors which should be accorded due attention as the firms work to improve responsiveness to their stakeholders’ demands through CSR investments and disclosures. Keywords: Corporate governance, Corporate social responsibility, Disclosure, Agency theory, Legitimacy theory, Botswana DOI: 10.7176/RJFA/10-20-05 Publication date:October 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/270185202.pdf,http://dx.doi.org/10.7176/rjfa/10-20-05,,10.7176/rjfa/10-20-05,,,0,,0,true,cc-by,hybrid
029-979-775-987-383,Why Sparing the Rod Does Not Spoil the Child: A Critique of the “Strict Father” Model in Transnational Governance,2014-05-28,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Patrick Haack; Andreas Georg Scherer,"The United Nations Global Compact (UNGC) is one of the largest transnational governance schemes (TGSs). Its success or failure, however, is a matter of debate. Drawing on research in cognitive linguistics, we argue that when evaluators discuss the UNGC, they apply the metaphorical concept of the family: the UNGC corresponds to the “family,” the UNGC headquarter to the “parent” and the business participants of the UNGC to the “children” of the family. As a corollary, evaluators’ implicit understanding of how a family is best organized sets different benchmarks against which the governance structure of the UNGC is assessed. We describe two ideal models of “educating” UNGC business participants. Critics of the UNGC adopt a “strict father” model of transnational governance based on the idea that the proper education of inherently “bad” business firms necessitates obedience, discipline and punishment in case firms are non-compliant. In contrast, the UNGC’s advocates follow a “nurturant parent” model, which prioritizes empathy, learning and nurturance to support the moral development of “good” business firms. We develop the “UNGC-as-family” metaphor, explore its implications for transnational governance and discuss under what conditions these idealized models can serve as appropriate guidelines for TGSs. Specifically, we posit that following the behavioral prescriptions of the “strict father” model may, under certain conditions, jeopardize the organizational embedding and institutionalization of UNGC principles, and explain when and why it may be in the best interest of the UNGC and civil society to embrace the instructions of the “nurturant parent” model of transnational governance.",122,2,225,240,Business ethics; Sociology; Institutionalisation; Obedience; Law and economics; Law; Ideal (ethics); Transnational governance; Corporate governance; Civil society; Moral development,,,,,https://link.springer.com/article/10.1007/s10551-014-2218-4/fulltext.html https://dialnet.unirioja.es/servlet/articulo?codigo=4896530 https://philpapers.org/rec/HAAWST https://ideas.repec.org/a/kap/jbuset/v122y2014i2p225-240.html https://core.ac.uk/display/33593349 https://link.springer.com/content/pdf/10.1007%2Fs10551-014-2218-4.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:122:y:2014:i:2:p:225-240 https://www.zora.uzh.ch/id/eprint/98035/1/ZORA_NL_98035.pdf http://www.zora.uzh.ch/id/eprint/98035/ https://link.springer.com/article/10.1007/s10551-014-2218-4 https://www.zora.uzh.ch/id/eprint/98035/1/ZORA_NL_98035.pdf,http://dx.doi.org/10.1007/s10551-014-2218-4,,10.1007/s10551-014-2218-4,2061696982,,0,004-018-767-093-03X; 004-132-984-565-100; 004-541-556-281-555; 008-806-372-497-489; 008-982-316-458-736; 012-160-431-872-723; 017-032-468-776-458; 017-824-686-702-428; 019-955-515-601-713; 021-150-808-751-276; 022-085-582-945-331; 025-467-647-684-682; 028-543-904-861-311; 032-641-669-498-148; 036-018-967-090-600; 037-511-587-927-275; 038-578-341-205-232; 044-632-059-291-976; 045-243-715-940-573; 045-754-631-412-145; 047-959-249-158-205; 047-960-620-127-525; 050-613-973-985-56X; 051-023-898-709-974; 051-543-670-457-546; 051-634-478-902-21X; 051-974-299-010-575; 052-280-117-965-945; 060-011-378-537-345; 063-158-380-111-381; 063-241-088-602-455; 064-012-592-860-565; 065-133-808-142-018; 065-795-573-015-85X; 066-396-973-780-620; 067-780-381-710-699; 068-023-351-417-932; 072-050-889-156-71X; 077-783-919-314-847; 079-292-247-526-658; 082-171-985-858-889; 083-147-773-213-110; 086-285-005-719-092; 087-638-832-461-141; 087-876-141-014-936; 092-278-541-250-656; 096-810-659-489-615; 098-950-277-295-601; 100-161-915-832-087; 100-959-243-868-329; 101-901-388-569-631; 103-492-481-923-285; 104-185-973-082-618; 105-133-236-551-148; 110-627-680-088-373; 114-616-836-245-50X; 116-249-751-278-063; 128-258-449-179-099; 128-438-218-182-416; 132-042-340-002-953; 132-264-581-075-022; 132-744-612-454-811; 134-869-472-291-61X; 136-120-144-815-662; 136-622-698-693-089; 142-078-843-524-144; 142-158-223-611-466; 146-191-871-473-196; 158-479-450-610-920; 160-062-199-873-859; 168-768-444-468-693; 186-324-864-013-13X; 187-746-548-399-41X; 191-757-012-390-431; 192-232-074-782-670; 195-031-910-737-161,25,true,cc0,green
029-985-367-390-757,Efficiency and Sustainability of CSR Projects,2017-09-25,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Maria-Teresa Bosch-Badia; Joan Montllor-Serrats; Maria-Antonia Tarrazon-Rodon,"The progressive expansion of Corporate Social Responsibility (CSR) has been accompanied by an increasing interest from regulators and market analysts. Governments and supra-national organisations have issued guidance rules on CSR, while market analysts have created a set of gatekeepers focused on its evaluation, publishing rankings and comparative reports. The UN Global Compact and the sustainability indexes are two relevant examples. The complexity and some of the functions of this CSR infrastructure have common features with the financial system. Information is at the core of both. The distinction between information and noise is central for building up efficient financial markets. The aim of this paper is to analyse how information can be separated from noise in CSR. To this end, we develop a qualitative model that centres on the following variables: the CSR features of the project under consideration, its financial features, its relationship with corporate strategy, the performance metrics for its analysis, the different kinds of risk it involves, and its impact on value creation. This model relies on two common functions that we identify in the CSR infrastructure and the financial system: the defining function and the performance information function. The model is applied to Adidas’ CSR policy.",9,10,1714,,Business ethics; Accounting; Corporate social responsibility; Business; Publishing; Financial market; Risk IT; Sustainability; Function (engineering); Strategic management,,,,,https://www.mdpi.com/2071-1050/9/10/1714/pdf https://core.ac.uk/display/132560938 https://www.mdpi.com/2071-1050/9/10/1714 https://ddd.uab.cat/record/181653 https://ddd.uab.cat/pub/artpub/2017/181653/sustainability_a2017v9n10p1714.pdf https://econpapers.repec.org/article/gamjsusta/v_3a9_3ay_3a2017_3ai_3a10_3ap_3a1714-_3ad_3a113072.htm https://dugi-doc.udg.edu/handle/10256/14396 https://ideas.repec.org/a/gam/jsusta/v9y2017i10p1714-d113072.html https://doaj.org/article/16cdc44792554dc8a3e9be323ca56983 https://pubag.nal.usda.gov/catalog/6520622 https://core.ac.uk/download/132092576.pdf,http://dx.doi.org/10.3390/su9101714,,10.3390/su9101714,2757617778,,0,003-276-274-566-121; 005-628-669-515-774; 006-066-798-886-023; 010-062-750-133-061; 013-795-186-318-82X; 014-904-025-590-079; 020-653-130-195-429; 029-516-656-151-187; 043-222-801-521-695; 044-866-201-382-732; 050-749-962-067-512; 058-044-604-967-730; 059-501-907-154-291; 060-095-738-604-11X; 062-777-472-155-775; 063-632-300-282-101; 081-663-691-795-83X; 085-974-651-151-03X; 091-479-096-139-208; 091-585-319-872-415; 096-802-071-119-541; 102-891-907-589-854; 111-402-447-960-232; 119-674-193-775-263; 121-776-354-670-438; 150-683-976-798-603; 150-756-983-846-92X; 163-713-180-711-214; 166-730-058-997-603; 169-589-600-359-476; 185-657-224-798-775,6,true,cc-by,gold
030-058-359-739-54X,A critical perspective on corporate social responsibility: Towards a global governance framework,2014-02-25,2014,journal article,critical perspectives on international business,17422043,Emerald,United Kingdom,Subhabrata Bobby Banerjee,Purpose – The purpose of this paper is to argue that there are structural and functional limits to corporate social responsibility (CSR) that determine the boundary conditions of corporate social initiatives. The current preoccupation with win-win situations in CSR may not serve societal interests. For CSR to produce social outcomes that are not necessarily constrained by corporate rationality there needs to be a change in the normative framework of public decision making at the institutional level. The author develops a global governance framework for CSR that provides more democratic forms of decision making in the political economy that will enable corporate social responsibility to overcome the constraints imposed by corporate rationality. Design/methodology/approach – This is a conceptual paper and critique. Findings – The author develops a global governance framework for CSR that provides more democratic forms of decision making in the political economy that will enable corporate social responsibili...,10,1/2,84,95,Corporate social responsibility; Economics; Corporate security; Law and economics; Stakeholder; Rationality; Global governance; Corporate governance; Normative; Democracy; Economic system,,,,,https://doi.org/10.1108/cpoib-06-2013-0021 https://www.emeraldinsight.com/doi/full/10.1108/cpoib-06-2013-0021 https://openaccess.city.ac.uk/id/eprint/6083/ https://www.emerald.com/insight/content/doi/10.1108/cpoib-06-2013-0021/full/html https://core.ac.uk/download/76980596.pdf,http://dx.doi.org/10.1108/cpoib-06-2013-0021,,10.1108/cpoib-06-2013-0021,1500917078,,0,005-508-948-288-037; 005-743-358-714-462; 006-181-095-227-607; 006-596-454-646-155; 008-371-256-046-357; 008-693-027-712-397; 009-330-909-912-677; 009-399-677-556-372; 010-137-420-730-422; 016-411-180-460-079; 018-208-976-466-002; 018-307-552-254-093; 019-082-519-393-835; 022-442-042-747-396; 026-969-049-373-792; 027-914-696-831-348; 028-862-330-365-236; 030-547-475-217-674; 032-898-234-459-223; 033-285-846-432-309; 034-155-328-381-426; 035-966-996-939-873; 036-115-075-938-842; 037-761-794-448-21X; 037-795-985-384-058; 038-456-201-591-05X; 040-524-805-357-081; 042-285-418-122-423; 043-730-045-043-472; 044-287-490-479-170; 045-587-537-223-377; 047-956-103-670-368; 048-043-448-374-257; 051-313-935-174-135; 052-802-334-885-429; 054-733-622-133-834; 055-127-219-449-931; 055-462-187-137-13X; 056-159-245-355-050; 056-337-985-777-389; 058-454-740-704-275; 059-614-632-992-456; 061-829-988-617-171; 062-836-820-783-127; 064-301-753-805-630; 067-211-499-657-897; 067-243-307-095-954; 067-621-814-824-950; 068-298-700-849-841; 069-019-213-429-497; 071-142-571-064-331; 079-093-155-130-152; 079-848-900-103-115; 079-997-449-424-019; 081-654-415-386-410; 082-815-961-326-23X; 085-656-491-355-506; 087-680-826-424-909; 088-541-703-373-976; 091-669-968-288-735; 095-458-514-998-869; 097-213-764-422-536; 101-983-044-462-613; 102-719-508-272-388; 105-511-027-979-194; 106-377-304-980-209; 110-526-749-150-196; 111-030-704-426-109; 111-819-171-804-346; 113-813-475-985-700; 114-097-595-205-942; 115-373-591-444-545; 115-720-696-385-16X; 120-825-704-146-436; 127-356-618-215-912; 129-221-323-118-247; 132-108-498-434-077; 136-433-326-513-70X; 137-378-891-341-821; 141-202-964-228-308; 143-011-648-965-817; 146-444-317-681-038; 149-092-925-461-832; 155-879-175-881-390; 156-208-441-443-940; 160-801-631-921-028; 161-313-334-248-942; 161-631-777-022-76X; 163-871-524-965-992; 178-397-057-385-09X; 178-628-496-923-596; 178-642-768-193-357; 182-199-495-327-639; 185-653-881-070-807; 187-801-424-515-289; 194-609-898-679-211,88,true,,green
030-059-170-389-413,"CSR, Co-optation and Resistance: The Emergence of New Agonistic Relations Between Business and Civil Society",2013-08-07,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jon Burchell; Joanne Cook,"This article examines the theoretical implications of the changing relationships between NGOs and businesses that have emerged as a response to the evolving agenda around CSR and sustainable development. In particular, it focuses upon examining whether greater engagement from non-governmental organisations (NGOs) in this area reflects a process of appropriation and co-optation of protest by the business community. To examine this process, the article considers two forms of appropriation—appropriation of language and appropriation via participation—as a basis for discussion. While co-optation pressures are identified within both areas, the article argues that co-optation is identified almost as an inevitable outcome of engagement without significant consideration of the ability of movements to identify and respond to these processes. In identifying an alternative approach, the article utilises Mouffe’s framework of agonistic pluralism. Mouffe’s framework, it is argued, provides an understanding of the way in which agonistic relationships are emerging between NGOs and businesses while highlighting the continuance of conflict between parties struggling to influence the contested interpretations of responsible business.",115,4,741,754,Business ethics; Political economy; Corporate social responsibility; Sociology; Agonistic behaviour; Pluralism (political theory); Appropriation; Continuance; Social science; Civil society; Sustainable development,,,,,https://philpapers.org/rec/BURCCA-2 https://link.springer.com/article/10.1007/s10551-013-1830-z https://EconPapers.repec.org/RePEc:kap:jbuset:v:115:y:2013:i:4:p:741-754 https://link.springer.com/article/10.1007/s10551-013-1830-z/fulltext.html https://hydra.hull.ac.uk/resources/hull:9852 https://dialnet.unirioja.es/servlet/articulo?codigo=4394157 https://ideas.repec.org/a/kap/jbuset/v115y2013i4p741-754.html https://hull-repository.worktribe.com/output/469779,http://dx.doi.org/10.1007/s10551-013-1830-z,,10.1007/s10551-013-1830-z,2032573988,,0,000-976-218-860-519; 002-026-122-868-261; 004-640-559-142-714; 004-855-073-252-292; 007-146-234-743-074; 007-938-489-413-371; 008-602-183-642-056; 008-941-973-626-954; 012-997-013-982-684; 013-915-806-358-536; 015-842-121-823-659; 016-411-180-460-079; 017-637-261-230-10X; 018-008-386-305-106; 019-274-902-141-530; 022-557-574-643-889; 027-700-418-268-176; 029-662-320-226-734; 030-907-679-695-340; 031-803-603-227-006; 032-957-594-850-346; 033-395-932-508-055; 034-404-993-610-297; 036-562-642-394-656; 037-652-531-527-52X; 038-355-179-017-453; 039-885-288-017-924; 041-744-119-981-58X; 043-970-854-751-914; 044-026-863-152-571; 044-029-241-335-844; 044-209-223-242-773; 045-683-602-068-343; 045-974-511-370-731; 051-279-759-802-414; 053-726-146-590-804; 054-776-403-986-108; 055-189-554-841-408; 056-864-045-179-906; 058-701-541-239-695; 059-161-316-388-813; 059-341-203-849-626; 061-020-259-335-637; 063-919-757-599-959; 065-307-606-376-729; 066-013-919-563-675; 066-880-480-569-995; 067-621-814-824-950; 069-317-441-795-929; 069-533-155-665-652; 072-428-049-610-539; 073-189-915-248-945; 074-228-257-808-669; 074-717-323-342-869; 075-449-719-541-985; 075-588-031-942-545; 075-915-848-965-990; 079-305-264-502-869; 080-171-581-481-170; 082-994-677-184-285; 083-946-758-646-859; 086-266-354-848-964; 092-225-284-017-888; 094-215-778-956-15X; 094-481-230-172-044; 094-725-818-009-385; 095-219-961-243-507; 099-392-114-477-809; 102-691-956-091-714; 110-570-655-038-679; 113-906-380-185-80X; 115-373-591-444-545; 115-835-235-364-833; 119-734-330-334-969; 121-449-032-224-795; 122-896-437-262-942; 123-045-339-444-129; 123-694-573-650-975; 124-268-953-178-689; 127-356-618-215-912; 132-915-119-172-216; 137-629-849-785-481; 137-843-764-898-88X; 139-755-669-553-122; 144-480-616-822-676; 150-350-648-878-30X; 154-325-509-776-486; 166-412-225-137-747; 167-205-939-378-854; 176-243-671-671-358; 178-628-496-923-596; 187-544-140-748-211; 189-114-072-647-250,65,true,cc-by,green
030-242-605-040-84X,The Influence of CSR and Ethical Self-Identity in Consumer Evaluation of Cobrands,2015-03-06,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jaywant Singh,"An important aspect of brand perception emanates from its corporate social responsibility (CSR) activity. When two brands involved in CSR activities form a cobranding alliance, their respective CSR perceptions can impact consumer attitudes toward the alliance. As an ethically-oriented strategy, the alliance can be potentially beneficial to both partner brands, and can create opportunities for promoting CSR activities. The research streams on brand management, cobranding, and CSR, however, are silent about this important branding strategy that has several embedded business and societal benefits. This study examines how CSR-based consumer perceptions and ethical self-identity impact consumer evaluation of cobrands. Employing a quasi-experimental between-subjects design, the study tests six cobranding scenarios in three product categories. The data were collected via structured questionnaires resulting in 318 valid responses. The data were analyzed employing Partial Least Squares Structural Equation Modeling. The results confirm that positive CSR perceptions toward the partner brands are robust indicators of attitudes toward cobrands. Further, the match between the CSR activities of the partner brands (positive CSR fit) and the product categories (product fit) influences cobrand attitudes. The results also show evidence of ‘spill-over’ effects, where the alliance has a positive impact on subsequent CSR perceptions toward the partner brands. Additionally, the findings demonstrate an asymmetry in the effects of the cobrand on subsequent CSR perceptions wherein consumers with low ethical self-identity show greater spill-over effects from the cobrand than those with high ethical self-identity. The study contributes to knowledge in the domains of business ethics, cobranding, and social responsibility. The findings have managerial implications for designing CSR-based ethical branding strategies for cobrands.",138,2,311,326,Business ethics; Product (category theory); Corporate social responsibility; Business; Social responsibility; Marketing; Perception; Alliance; Brand management; Structural equation modeling,,,,,https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2594-4.pdf https://eprints.kingston.ac.uk/id/eprint/30542 https://dialnet.unirioja.es/servlet/articulo?codigo=5995292 http://ideas.repec.org/a/kap/jbuset/v138y2016i2d10.1007_s10551-015-2594-4.html https://link.springer.com/article/10.1007/s10551-015-2594-4/fulltext.html https://core.ac.uk/download/29471284.pdf,http://dx.doi.org/10.1007/s10551-015-2594-4,,10.1007/s10551-015-2594-4,2102389735,,0,001-090-177-077-061; 001-095-917-910-673; 003-335-078-067-779; 003-523-668-822-306; 005-540-161-064-240; 005-740-370-132-154; 007-215-416-222-778; 007-485-504-465-112; 008-358-449-224-731; 008-496-944-587-674; 010-854-534-444-434; 014-092-563-907-466; 014-614-449-675-783; 018-606-075-915-716; 020-462-758-519-335; 023-978-575-777-67X; 026-700-942-356-424; 027-643-790-356-203; 028-292-605-075-78X; 028-513-151-138-964; 028-697-134-138-240; 029-586-259-881-227; 031-448-221-522-276; 032-226-726-401-253; 032-779-497-658-310; 032-946-061-922-067; 033-072-993-130-715; 033-874-734-800-125; 036-226-938-245-817; 037-474-783-441-942; 037-479-522-981-871; 037-746-132-092-722; 037-941-378-768-650; 041-506-392-743-669; 042-084-568-143-042; 043-631-278-470-500; 050-663-956-857-369; 051-312-099-103-15X; 051-945-017-046-033; 053-134-930-560-845; 054-744-184-822-931; 055-604-951-644-972; 056-126-178-605-45X; 057-598-683-025-917; 058-454-729-177-304; 059-269-148-930-275; 059-447-030-776-806; 061-032-025-769-668; 061-338-502-646-030; 062-777-472-155-775; 063-533-555-736-327; 064-473-563-429-25X; 065-521-345-163-596; 068-003-685-576-855; 074-272-284-006-299; 074-372-883-333-812; 080-099-806-257-636; 081-579-693-159-480; 084-003-008-389-85X; 085-717-104-859-496; 087-749-220-125-296; 089-865-379-996-000; 093-177-118-945-956; 097-693-614-900-69X; 102-836-358-470-938; 107-949-182-523-532; 108-890-126-050-163; 108-915-135-791-842; 110-055-879-281-073; 113-646-077-398-388; 114-556-841-480-844; 119-219-327-650-526; 122-937-778-784-122; 128-860-047-103-157; 131-180-572-109-097; 131-761-546-014-209; 133-890-185-749-704; 135-183-470-901-066; 139-101-567-335-455; 139-119-876-531-586; 144-199-950-930-31X; 149-566-818-722-787; 152-445-790-083-860; 159-846-769-325-126; 170-030-808-887-807; 190-985-725-730-078,38,true,,green
030-298-106-242-052,Corporate Communication Through Social Networks: The Identification of the Key Dimensions for Dialogic Communication,2021-02-19,2021,journal article,Strategic Corporate Communication in the Digital Age,,Emerald Publishing Limited,,Paul Capriotti; Ileana Zeler; Mark Anthony Camilleri,"Web 2.0 and the social networks have changed how organizations interact with their publics. They enable organizations to engage in symmetric dialogic communications with individuals. Various organizations are increasingly ­using different social media to enhance their visibility and relationships with their publics. They allow them to disseminate information, to participate, listen and actively engage in online conversations with different stakeholders. Some social networks have become a key instrument for corporate communication. Therefore, this chapter presents a critical review on the organizations’ dialogic communications with the publics via social networks. It puts forward a conceptual framework that comprises five key dimensions including ­“active presence,” “interactive attitude,” “interactive resources,” “responsiveness” and “conversation.” This contribution examines each dimension and explains their effect on the organizations’ dialogic communication with the publics. Hence, this contribution has resulted in important implications for corporate communication practitioners as well as for academia. Moreover, it opens future research avenues to academia.",,,33,51,Dissemination; Conceptual framework; Sociology; Corporate communication; Digital media; Dialogic; Stakeholder management; Public relations; Social media; Organizational culture,,,,,https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID3676983_code2627870.pdf?abstractid=3676983&mirid=1 https://www.um.edu.mt/library/oar/bitstream/123456789/59631/1/dimensions%20for%20dialogic%20communication%20through%20social%20networks.pdf https://www.um.edu.mt/library/oar/handle/123456789/59631 https://www.emerald.com/insight/content/doi/10.1108/978-1-80071-264-520211003/full/html https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3676983 https://core.ac.uk/download/333554755.pdf,http://dx.doi.org/10.1108/978-1-80071-264-520211003,,10.1108/978-1-80071-264-520211003,3093729855,,0,001-441-075-097-100; 002-689-671-800-339; 002-734-746-008-937; 003-276-353-994-378; 003-424-837-055-248; 004-578-397-593-55X; 005-323-884-887-450; 006-004-046-750-883; 007-144-700-424-486; 007-648-448-003-549; 009-084-724-705-478; 009-491-947-333-905; 011-494-911-770-316; 011-895-030-308-962; 013-155-995-450-34X; 014-528-968-508-273; 017-473-512-119-767; 023-868-550-871-531; 024-661-231-125-652; 029-362-409-789-993; 029-465-491-913-392; 030-762-473-768-298; 032-258-733-213-919; 033-904-476-232-149; 036-055-413-996-999; 041-402-818-185-275; 041-675-484-587-082; 042-963-401-706-617; 043-279-501-820-711; 044-720-803-880-69X; 047-158-446-034-869; 051-230-315-535-530; 055-284-564-886-963; 058-779-553-894-582; 060-677-224-149-076; 062-443-721-889-164; 064-502-594-898-34X; 066-300-905-509-899; 066-305-683-408-39X; 072-032-453-515-583; 072-199-860-089-184; 082-065-880-885-654; 083-478-139-790-072; 084-285-060-849-76X; 093-159-047-091-826; 094-090-038-652-007; 094-239-305-059-690; 094-826-414-990-309; 096-088-029-797-482; 101-150-545-345-152; 101-308-206-668-624; 101-589-370-069-870; 109-557-734-957-938; 111-476-854-009-243; 112-271-713-081-660; 114-091-210-873-767; 115-210-715-081-082; 117-827-526-596-194; 122-432-129-808-346; 125-481-471-260-216; 126-604-270-753-931; 130-754-176-638-273; 135-727-189-529-322; 142-790-714-897-779; 144-071-909-129-034; 149-159-992-546-469; 153-905-338-195-20X; 154-910-711-947-83X; 155-784-442-748-016; 158-924-941-097-183; 161-358-365-474-925; 166-326-052-136-592; 180-810-086-462-857; 184-912-028-313-143; 192-079-021-358-456; 197-543-438-669-880,14,true,,green
030-317-179-156-797,Undwarfing the Giant: A Shared Value Approach,2019-06-28,2019,journal article,International Journal of Academic Research in Business and Social Sciences,22226990,Human Resources Management Academic Research Society (HRMARS),,Toritseju Rita Pessu; Fredrick Agboma,"This is a follow up paper on the dwarfed giant: impact of trade and related policies on SMEs in the Nigerian textile industry. This study uncovers how the dwarfed giant can be undwarfed through the creation of shared value. To achieve this, the study examines areas of SMEs collaborative partnership in the Nigerian textile industry. SMEs in the Nigerian textile industry are faced with challenges that limit their abilities to compete favourably due to growing pressures from the liberalisation of international trade. These challenges have been an issue of concern, especially for SMEs fabric manufacturers operating in the Nigerian textile industry who are faced with the fundamental task of attaining long-term sustainability while simultaneously creating value for their customers and the society. The study identified some elements of collaborative partnerships between SMEs, customers and the government. It also identified the absence of on-going collaboration between SMEs and educational institutions in the country. However, these collaborative efforts have yielded little or no result due to the lack of shared understanding and values among key stakeholders in the industry. In bridging this gap, the study suggests that the principles of shared value creation be embedded into SMEs business strategy in inter-organizational relationships with key stakeholders in and out of the textile value chain. This way, they can effectively co-create shared value in the internal environment and adequately tackle the challenges of the external business environment.",9,6,478,500,Business; Government; Value (ethics); Business environment; Industrial organization; Textile industry; Liberalization; Sustainability; Strategic management; Creating shared value,,,,,https://researchonline.ljmu.ac.uk/id/eprint/15533/ https://core.ac.uk/download/pdf/301022003.pdf,http://dx.doi.org/10.6007/ijarbss/v9-i6/5966,,10.6007/ijarbss/v9-i6/5966,3015049056,,0,004-165-766-721-911; 005-590-991-432-327; 005-703-015-796-068; 005-733-714-921-523; 007-139-518-507-166; 009-749-860-071-91X; 010-346-721-629-150; 011-054-825-444-208; 015-327-046-722-885; 017-267-272-706-219; 019-716-991-785-316; 023-270-305-435-000; 024-696-325-792-536; 026-183-856-236-095; 039-811-044-705-489; 040-344-640-544-410; 040-620-781-142-747; 040-668-149-810-791; 042-842-795-517-219; 044-724-244-465-972; 046-025-898-667-960; 052-470-992-673-534; 055-498-815-134-39X; 056-746-403-209-590; 059-566-348-437-064; 065-862-187-515-036; 065-946-608-811-393; 071-058-911-783-657; 074-193-743-305-330; 074-932-609-191-72X; 076-764-089-540-924; 076-811-787-044-468; 090-527-540-549-105; 094-050-943-767-107; 094-598-946-970-550; 097-175-641-948-306; 099-095-725-205-22X; 100-357-883-277-115; 101-201-232-713-249; 103-099-727-293-877; 114-492-480-523-756; 121-208-560-838-814; 129-415-841-464-751; 130-631-507-052-139; 132-371-022-482-979; 139-641-412-398-758; 142-919-420-517-667; 147-218-405-043-192; 150-061-748-649-642; 150-756-983-846-92X; 163-904-880-860-968; 172-730-979-305-576; 187-306-332-340-292; 192-300-606-709-143; 198-694-764-011-544,0,true,cc-by,gold
030-329-331-712-347,"A stakeholder approach to corporate social responsibility, reputation and business performance",2015-06-01,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Mehdi Taghian; Clare D'Souza; Michael Jay Polonsky,"Purpose – This paper aims to investigate business managers’ assessment of stakeholders’ influence on corporate social responsibility (CSR) initiatives. The key stakeholders included “employees” and “unions” as internal and “public”, the “media” and the “government” as external stakeholders. The purpose was to estimate the influence of stakeholders that managers perceive as important. Moreover, the study sought to identify association between the CSR construct and corporate reputation and in turn whether this influences business performance. Design/methodology/approach – This study uses a mail survey with a random sampling of senior managers sourced from Dun & Bradstreet’s Australian business database, focusing on large organizations (i.e. minimum $10 million p.a. reported sales and minimum 100 employees) as the selection criteria. A conceptual model was developed and tested using structural equation modeling. Findings – The results identified that “employees” and the “public” are perceived to be the influ...",11,2,340,363,Corporate social responsibility; Business; Market share; Marketing; Corporate communication; Stakeholder theory; Profit (economics); Mail survey; Public relations; Reputation; Structural equation modeling,,,,,https://ideas.repec.org/a/eme/srjpps/v11y2015i2p340-363.html https://econpapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:2:p:340-363 http://dro.deakin.edu.au/eserv/DU:30073833/t030451-A-stakeholder-approach-.pdf http://emeraldinsight.com/doi/abs/10.1108/SRJ-06-2012-0068 https://www.emerald.com/insight/content/doi/10.1108/SRJ-06-2012-0068/full/html https://dro.deakin.edu.au/view/DU:30073833 https://www.emerald.com/insight/content/doi/10.1108/SRJ-06-2012-0068/full/pdf?title=a-stakeholder-approach-to-corporate-social-responsibility-reputation-and-business-performance http://hdl.handle.net/10536/DRO/DU:30073833,http://dx.doi.org/10.1108/srj-06-2012-0068,,10.1108/srj-06-2012-0068,1543763907,,0,000-313-304-376-769; 002-577-495-887-482; 003-361-209-168-182; 004-657-954-745-540; 005-202-439-504-051; 005-758-382-741-550; 007-148-454-716-851; 007-403-097-074-963; 008-672-671-619-57X; 009-275-560-936-887; 009-292-371-162-047; 010-273-283-483-918; 010-291-290-482-883; 010-325-620-087-679; 010-420-817-298-619; 011-438-543-502-935; 011-493-393-946-996; 011-631-304-277-747; 013-168-783-469-156; 013-564-578-686-447; 013-667-084-984-921; 014-900-733-764-182; 015-855-043-384-090; 016-014-422-889-873; 016-159-350-205-811; 018-502-999-585-706; 018-577-719-655-578; 018-848-595-974-498; 019-806-548-132-918; 019-856-323-811-659; 020-508-873-388-263; 020-906-704-647-301; 023-296-726-529-617; 023-933-310-973-668; 025-130-011-779-017; 027-396-937-255-402; 031-133-666-913-978; 031-846-044-582-764; 031-903-224-926-833; 032-587-781-576-199; 033-171-354-077-456; 033-392-087-176-079; 035-038-779-700-282; 036-544-200-621-023; 037-479-522-981-871; 038-575-983-578-870; 040-699-135-630-599; 042-487-326-006-56X; 042-519-982-903-414; 045-013-399-341-646; 045-567-535-030-426; 047-299-717-512-869; 047-460-128-505-546; 047-943-210-237-321; 048-258-354-196-742; 048-691-593-357-109; 048-849-474-245-46X; 050-189-679-403-91X; 051-231-094-795-180; 051-875-265-995-253; 052-709-814-877-069; 053-487-976-024-718; 053-690-397-234-837; 053-956-873-778-049; 054-414-598-602-443; 055-062-980-051-70X; 057-740-932-945-138; 058-416-338-546-689; 058-530-271-876-585; 059-031-301-002-994; 061-802-400-313-389; 063-582-002-576-213; 064-207-876-235-702; 065-123-333-786-442; 065-793-895-967-387; 067-399-289-681-204; 067-728-754-738-347; 068-586-937-462-094; 070-624-208-132-147; 071-754-525-460-146; 072-847-149-767-206; 073-171-103-831-734; 073-792-416-479-745; 073-816-364-748-440; 075-597-685-387-67X; 076-334-983-849-141; 083-412-425-907-866; 088-919-850-566-219; 093-501-575-801-933; 094-679-689-603-382; 095-168-731-038-682; 095-611-733-378-932; 095-893-404-441-652; 099-085-870-469-302; 099-947-850-970-139; 099-972-921-842-519; 100-294-259-882-658; 102-359-350-084-873; 104-823-195-860-471; 105-199-541-580-254; 107-183-170-356-021; 107-505-750-954-238; 110-004-914-808-978; 110-092-830-100-262; 110-781-387-713-630; 111-814-205-001-005; 112-565-796-968-753; 114-387-252-475-153; 119-256-568-545-64X; 121-739-219-988-58X; 122-752-507-872-904; 126-055-278-271-030; 128-461-604-391-764; 131-900-455-949-073; 132-999-301-803-679; 134-409-503-236-676; 138-909-757-185-115; 139-608-611-006-716; 141-424-035-303-573; 143-314-247-223-351; 145-728-862-249-732; 146-693-141-475-093; 147-373-028-565-103; 152-668-575-262-696; 152-700-399-514-408; 162-290-133-902-677; 163-592-584-516-951; 170-287-577-916-60X; 170-311-054-964-28X; 171-551-870-373-006; 176-430-201-372-322; 183-478-832-005-680; 190-490-824-612-507; 196-830-607-286-545,89,true,,
030-490-265-065-751,Reconceiving corporate social responsibility for business and educational outcomes,2016-02-03,2016,journal article,Cogent Business & Management,23311975,Informa UK Limited,,Mark Anthony Camilleri,"AbstractThere are win win opportunities for big businesses and policy-makers as they nurture human capital with the right knowledge, skills and competences. A thorough literature review suggests that there is a rationale for corporations to collaborate with national governments and other stakeholders in the provision of education and training. In addition, this paper presents qualitative case studies of numerous exemplary firms that have distinguished themselves for their responsible behaviours, particularly towards their human resources and prospective employees. The findings indicate that there is scope for businesses to engage in corporate social responsibility (CSR) initiatives through the provision of educational programmes and continuous professional training and development of workers. Very often, these businesses’ underlying objective is to improve their employees’ competences, whilst minimising the skill gaps and mismatches in the labour market. In conclusion, this inquiry posits that CSR and sta...",3,1,1142044,1142044,Human resources; Win-win game; Corporate social responsibility; Economics; Marketing; Human resource management; Human capital; Public relations; Professional development; Social capital; Creating shared value,,,,,https://core.ac.uk/display/90323241 https://cogentoa.tandfonline.com/doi/full/10.1080/23311975.2016.1142044 https://www.cogentoa.com/article/10.1080/23311975.2016.1142044.pdf https://ideas.repec.org/a/taf/oabmxx/v3y2016i1p1142044.html https://www.tandfonline.com/doi/full/10.1080/23311975.2016.1142044 https://doaj.org/article/257e1c7299514d469eb5778292805cde https://www.um.edu.mt/library/oar/bitstream/123456789/14100/1/Cogent%20Business%20%26%20Managment%20Reconceiving%20corporate%20social%20responsibility%20for%20business%20and%20educational%20outcomes%20mark%20camilleri.pdf https://www.um.edu.mt/library/oar/handle/123456789/14100 https://core.ac.uk/download/83019955.pdf,http://dx.doi.org/10.1080/23311975.2016.1142044,,10.1080/23311975.2016.1142044,2288235974,,0,004-201-005-758-969; 005-142-830-695-354; 005-145-136-341-461; 005-202-209-962-954; 006-471-754-181-493; 007-133-489-211-480; 007-495-168-728-268; 008-659-988-576-081; 011-792-890-101-193; 014-309-139-988-660; 014-904-025-590-079; 016-589-411-640-236; 021-623-374-504-901; 024-684-350-667-288; 025-015-134-791-581; 028-571-878-168-510; 029-505-830-428-361; 030-110-461-953-660; 032-634-134-921-215; 033-010-761-120-178; 033-445-837-262-66X; 034-622-676-700-278; 035-733-810-292-737; 037-519-669-885-204; 041-977-847-341-115; 042-898-180-936-241; 043-486-855-938-524; 044-686-753-444-18X; 045-212-135-052-199; 045-385-511-579-046; 045-754-631-412-145; 046-624-473-924-743; 049-292-847-690-04X; 057-412-260-106-020; 057-435-965-994-736; 065-635-282-815-141; 070-773-398-109-800; 071-974-909-056-489; 073-150-395-734-721; 073-870-914-264-06X; 073-965-251-953-21X; 074-822-731-288-202; 075-324-055-146-069; 075-754-498-127-609; 076-334-983-849-141; 080-528-719-442-908; 083-709-879-635-057; 086-145-688-077-783; 088-523-978-049-869; 090-334-590-886-301; 093-864-433-666-302; 100-357-883-277-115; 101-299-425-939-891; 101-388-068-880-346; 102-068-995-822-669; 113-616-689-350-855; 115-373-591-444-545; 116-117-248-996-709; 119-704-709-187-812; 121-855-169-991-104; 128-482-863-563-199; 131-417-616-648-555; 134-895-603-560-322; 139-641-412-398-758; 140-210-122-191-629; 141-786-471-220-262; 142-610-059-467-391; 144-568-828-815-538; 146-161-389-713-481; 150-729-289-748-496; 150-756-983-846-92X; 160-644-178-365-345; 161-860-020-577-869; 163-529-639-649-240; 166-093-575-221-409; 166-204-621-970-742; 178-510-184-689-653; 191-218-928-386-835; 195-536-081-128-070,10,true,cc-by,gold
030-542-634-974-259,Web-Based Integrated CSR Reporting: An Empirical Analysis,2018-07-19,2018,journal article,Symphonya. Emerging Issues in Management,15930319; 15930300,Niccolo Cusano University-Rome Symphonya Emerging Issues in Management,,Luisa Bosetti,"Nowadays, corporate success depends on the ability to integrate social and environmental concerns into business operations and strategies. Transparency is also fundamental to an effective interaction with a variety of stakeholders, especially for companies operating in global markets. The Internet can significantly contribute to the widespread dissemination of complete and timely information on a company’s activities and performance. Combining theoretical and empirical research, this article focuses on web-based integrated CSR reporting and presents an empirical investigation whose results emphasise the necessity to improve online communication on sustainability matters, including in CSR-oriented companies.",,1,18,38,Business operations; The Internet; Web application; Empirical research; Variety (cybernetics); Corporate social responsibility; Business; Transparency (behavior); Knowledge management; Sustainability,,,,,http://symphonya.unimib.it/article/download/2018.1.02bosetti/11691 https://symphonya.unicusano.it/article/view/2018.1.02bosetti https://iris.unibs.it/handle/11379/508560 http://symphonya.unimib.it/article/view/2018.1.02bosetti https://symphonya.unicusano.it/article/download/2018.1.02bosetti/11691,http://dx.doi.org/10.4468/2018.1.02bosetti,,10.4468/2018.1.02bosetti,2884270820,,0,000-866-857-860-139; 005-604-502-526-571; 024-636-425-457-44X; 040-750-095-522-462; 044-184-940-848-489; 047-263-905-601-24X; 051-046-951-848-714; 062-209-174-499-670; 095-564-532-260-752; 100-782-497-458-337; 101-061-580-094-622; 116-941-239-043-143; 144-090-880-008-741; 146-474-573-538-342; 150-835-608-183-875; 154-876-532-385-96X,13,true,cc-by,gold
030-635-908-831-013,Mediating Effects of Stakeholders and Supervision on Corporate Social Responsibility,,2020,journal article,Business Ethics and Leadership,25206311; 25206761,Sumy State University,,Fenghua Wang; Janice Lo; Monica Lam,"<jats:p>The deficit of mineral resources, the aggravation of environmental problems in the world, the decrease in non-renewable resources determined the increasing role of the responsibility of enterprises for the direct and indirect impact on the economic, environmental and social systems of their functioning. The systematization of scientific work in the field of corporate social responsibility showed the lack of comprehensive studies concerning the nature and strength of the impact of direct and latent factors on enterprises’ compliance with the principles of corporate social responsibility. In this research study, we hypothesized that the common contributing factors for corporate social responsibility benefits in the literature such as institutional pressures, market/societal pressures, and structural support are mediated by the factors of stakeholder influence and supervision effect. The data from an empirical survey of 334 corporate executives were collected to test our hypotheses of mediating effects. The partial least squares structural equation modelling (PLS-SEM) approach was used to test the 11 hypotheses from the research model. The research model is statistically significant with an explanatory power of R2 = 0.468 for the dependent variable CSR benefits. The statistical results show that the direct effects of the three common contributing factors to CSR are not significant. All the standardized path coefficients (β) of direct effects from institutional pressures, market/societal pressures, and structural support to corporate social responsibility benefits are less than 0.1. On the other hand, their effects are significant through the mediating factors of stakeholder influence and supervision. If we characterize stakeholder influence as words and supervision effect as deeds, then words are more significant than deeds (the path coefficient from supervision effect to corporate social responsibility benefits is 0.243, while from stakeholder influence to corporate social responsibility benefits is 0.443). Moreover, if we characterize external pressures as a stick and structural support as carrot, our research results show that stick (0.413 for market/societal pressures, 0.387 for institutional pressures) is more significant than the carrot (0.115) in effectuating corporate social responsibility benefits.; ; Keywords: Corporate Social Responsibility, Stakeholders, Supervision, Mediating Effect, Factors of Influence.</jats:p>",4,1,43,56,Corporate social responsibility; Business; Public relations,,,,,https://essuir.sumdu.edu.ua/bitstream/123456789/77460/1/Wang_Mediating_Effects_of_Stakeholders.pdf https://www.essuir.sumdu.edu.ua/handle/123456789/77460 https://core.ac.uk/download/324271882.pdf,http://dx.doi.org/10.21272/bel.4(1).43-56.2020,,10.21272/bel.4(1).43-56.2020,3046059650,,0,004-317-941-815-940; 007-075-396-114-996; 010-112-797-249-291; 010-854-534-444-434; 011-728-306-137-95X; 013-154-595-926-076; 015-577-827-586-128; 017-562-818-715-881; 029-711-355-260-375; 040-057-315-356-502; 044-763-858-798-124; 047-460-128-505-546; 051-220-952-620-00X; 055-492-396-231-023; 060-347-314-961-541; 068-803-837-289-683; 076-515-763-032-87X; 077-930-616-453-628; 078-645-083-088-35X; 080-361-191-972-828; 092-409-045-643-028; 103-088-866-060-404; 108-903-359-434-82X; 112-251-993-111-570; 112-920-738-489-889; 116-093-663-538-816; 123-347-497-220-730; 127-356-618-215-912; 128-012-299-403-904; 150-531-234-302-522; 154-133-969-515-117; 163-126-118-806-347; 195-988-126-426-096,4,true,cc-by,gold
030-668-886-225-493,Developing university social responsibility: A model for the challenges of the new civil society,,2010,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Ruxandra Vasilescu; Cristina Barna; Manuela Epure; Claudia Gabriela Baicu,"Abstract The World Declaration on Higher Education in the Twenty-First Century drawn up at the World Conference of Higher Education organized by UNESCO in Paris in 1998, the Communication of the 2009 UNESCO World Conference on Higher Education, Paris, 2009 held in compliance with the guidelines of the 1998 Declaration and the list of objectives of the Bologna Process highlight that social responsibility is increasingly considered an intrinsic aspect of the higher education system, particularly of the universities. This paper aims to explain the shifting from Corporate Social University to University Social Responsibility, by presenting the conceptual framework of Social Responsibility and the university as a special type of organization which needs to adopt a social responsibility strategy just like the other organizations, in order to meet the expectations of the stakeholders (present students, future students, supporters etc). The paper presents, on the other hand, a general University Social Responsibility model in the context of globalization and develops a University Social Responsibility model considering the realities and challenges of the Romanian higher education system.",2,2,4177,4182,Higher education; Declaration; Sociology; Social responsibility; Social pedagogy; Social change; Globalization; Bologna Process; Public relations; Economic growth; Civil society,,,,,http://www.sciencedirect.com/science/article/pii/S1877042810007007 https://www.sciencedirect.com/science/article/pii/S1877042810007007 https://www.researchgate.net/profile/Ruxandra_Vasilescu/publication/248607437_Developing_university_social_responsibility_A_model_for_the_challenges_of_the_new_civil_society/links/00b4951e4220adf856000000.pdf https://www.mendeley.com/catalogue/f056c021-d4a8-31d1-a36d-e2200a78bd09/ https://core.ac.uk/display/81967711 https://core.ac.uk/download/pdf/81967711.pdf,http://dx.doi.org/10.1016/j.sbspro.2010.03.660,,10.1016/j.sbspro.2010.03.660,2030168907,,0,156-692-783-011-408,188,true,,gold
030-670-897-769-325,Business Ethics as a Sustainability Challenge: Higher Education Implications,2018-08-02,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Guillermina Tormo-Carbó; Elies Seguí-Mas; Victor Oltra,"Recent financial scandals worldwide have intensified concern for business (and especially accounting) ethics. Hence, under an overall economic and social sustainability approach, it is crucial to improve the effectiveness of business ethics and corporate social responsibility (CSR) education, in terms of its impact on business students’ awareness of ethical issues. However, stand-alone business ethics/CSR courses are uncommon in Spanish universities. Accordingly, this paper aims at examining the influence of ethics courses on students’ awareness of business ethics in unfriendly environments. We test our hypotheses, through hierarchical regression, in a sample of 551 management students of a Spanish university. Our results suggest that business ethics/CSR courses increase awareness of the importance of ethics in: (i) business courses, (ii) recognizing accounting ethical implications, and (iii) workplace decisions. Our findings also show that a joint interactive effect of gender (female students) and age (older students) increases the impact of business ethics/CSR courses on students’ awareness of the importance of: (i) ethics in workplace decisions, and (ii) the recognition of accounting ethical implications. Our results also support the relevance of different learning styles and the convenience of adapting ethics/CSR teaching methods depending on students’ characteristics. Research and practical implications are derived from our findings.",10,8,2717,,Business ethics; Higher education; Corporate social responsibility; Psychology; Learning styles; Public relations; Social sustainability; Multilevel model; Sustainability; Teaching method,,,,,https://www.mdpi.com/2071-1050/10/8/2717/pdf https://www.mdpi.com/2071-1050/10/8/2717 https://riunet.upv.es/handle/10251/121272 https://ideas.repec.org/a/gam/jsusta/v10y2018i8p2717-d161498.html https://riunet.upv.es/bitstream/handle/10251/121272/sustainability-10-02717-v2.pdf?sequence=1&isAllowed=y,http://dx.doi.org/10.3390/su10082717,,10.3390/su10082717,2885865337,,0,001-392-033-358-650; 002-143-135-811-363; 003-597-551-134-907; 003-927-027-193-109; 003-959-107-886-761; 004-126-128-493-246; 005-316-100-562-565; 006-996-947-631-819; 008-039-471-444-265; 008-311-227-365-805; 009-295-300-481-394; 009-648-507-980-802; 011-707-624-490-596; 013-239-138-985-735; 014-074-090-782-413; 015-393-472-335-250; 016-478-498-486-873; 024-347-892-084-856; 026-481-682-449-124; 033-131-371-778-848; 033-678-701-142-367; 036-370-167-350-50X; 036-462-627-055-789; 038-402-806-749-864; 045-506-183-578-498; 045-960-849-519-399; 047-810-713-705-087; 049-563-284-942-97X; 053-341-081-470-264; 059-998-006-372-802; 060-794-435-238-012; 064-806-182-864-453; 065-548-467-596-98X; 066-499-756-802-872; 071-513-244-649-981; 071-784-740-977-591; 073-789-275-399-858; 076-400-632-908-501; 079-900-941-537-898; 085-291-583-510-789; 086-023-094-874-720; 092-164-132-026-703; 093-158-646-527-324; 093-872-679-871-576; 095-405-215-609-326; 095-567-435-401-852; 098-582-946-750-856; 100-131-780-587-434; 100-573-228-472-922; 102-409-272-871-38X; 110-460-379-081-461; 114-498-162-328-186; 117-179-164-878-131; 125-440-984-154-91X; 128-203-347-519-429; 130-872-551-610-334; 138-895-891-579-081; 151-198-972-962-725; 167-671-477-402-159; 169-728-157-596-924; 186-639-393-784-486; 193-995-104-011-642,11,true,cc-by,gold
030-708-516-305-190,Does Trust Mediate in Corporate Social Responsibility (CSR) and Brand Equity Nexus? Empirical Evidence from the Banking Sector,2022-07-21,2022,journal article,FIIB Business Review,23197145; 24552658,SAGE Publications,,Muhsina Jannat; Md. Mahmudul Haque; Mohammad Ashraful Ferdous Chowdhury,"<jats:p> The purpose of this study is to examine the role of trust on the CSR and brand-equity nexus in the banking sector of Bangladesh. Using the convenient sampling method and structured questionnaire, the study conducted an online survey of 275 customers of private commercial banks from Bangladesh. This study applied structural equation modelling (SEM) to define the complete structural model to analyse the direct and indirect relationships between study constructs. The results reveal a positive and significant impact of CSR on brand equity. Regarding the mediating effect of trust, the study found a significant impact of trust on the CSR components and the brand-equity nexus. The study’s outcomes enrich the existing literature as a dimension of trust is added as mediating effect on the CSR and brand equity relationship in Bangladesh. </jats:p>",,,231971452211102,231971452211102,Nexus (standard); Corporate social responsibility; Brand equity; Business; Structural equation modeling; Empirical evidence; Equity (law); Marketing; Accounting; Public relations; Political science; Philosophy; Statistics; Mathematics; Epistemology; Computer science; Law; Embedded system,,,,,,http://dx.doi.org/10.1177/23197145221110285,,10.1177/23197145221110285,,,0,002-745-219-059-226; 003-396-714-418-71X; 004-771-103-585-250; 005-805-453-463-041; 006-259-803-515-640; 008-311-227-365-805; 009-267-222-985-969; 009-300-350-337-810; 009-446-914-551-188; 010-823-999-179-149; 011-374-279-624-668; 011-631-304-277-747; 012-444-736-013-705; 012-521-730-025-920; 012-548-487-350-087; 013-110-832-940-804; 018-218-123-210-039; 022-470-334-531-237; 024-732-208-858-036; 025-191-942-574-721; 027-973-268-269-82X; 033-687-452-169-44X; 040-703-634-079-358; 040-855-630-635-524; 041-267-035-258-336; 043-742-555-842-192; 044-295-885-028-518; 045-695-103-600-153; 046-590-173-499-594; 051-333-856-176-237; 051-974-821-573-208; 053-119-186-920-391; 053-250-277-306-550; 055-127-219-449-931; 055-889-853-862-652; 056-034-354-578-932; 056-126-178-605-45X; 057-666-359-521-865; 059-110-367-837-850; 061-032-025-769-668; 061-829-988-617-171; 063-007-291-579-54X; 064-027-693-540-431; 069-488-555-811-305; 070-232-232-166-280; 073-946-885-390-275; 074-265-302-582-148; 074-626-611-577-570; 076-549-770-840-512; 076-931-367-462-707; 079-714-136-961-662; 081-836-550-417-504; 083-447-994-963-286; 086-192-193-330-056; 088-049-228-430-614; 089-079-456-844-329; 089-251-649-481-300; 096-868-867-224-947; 097-166-749-675-296; 102-002-656-207-571; 107-104-671-850-660; 107-274-748-521-438; 113-087-108-627-57X; 116-224-443-353-702; 116-333-824-208-296; 117-060-314-324-487; 122-848-067-863-372; 125-483-727-415-47X; 125-581-061-852-874; 128-417-311-212-306; 129-661-140-813-916; 131-294-950-045-808; 131-761-546-014-209; 136-574-029-697-505; 139-119-876-531-586; 141-243-087-184-139; 145-760-734-099-848; 146-979-339-204-786; 149-565-406-799-345; 149-905-710-823-387; 151-052-361-786-855; 154-202-833-671-344; 161-307-697-582-48X; 167-679-289-877-663; 170-567-990-920-22X; 196-461-067-970-539,0,false,,
030-808-178-559-195,Determinants of the competitive advantage of dairy supply chains: Evidence from the Chinese dairy industry,,2019,journal article,International Journal of Production Economics,09255273,Elsevier BV,Netherlands,Huiping Ding; Yanan Fu; Lucy Zheng; Zhu Yan,"Abstract In this study, we use an evidence-based approach to examine the factors that determine the competitive advantage of dairy supply chains using evidence from the Chinese dairy industry. We focus on the quality assurance of dairy products, which is considered one of the fundamental influential factors. We investigate interrelationships among the identified determinants, which include dairy production behavior, dairy cow culture model, government regulations, corporate social responsibility, and quality assurance, and examine how these determinants influence the competitive advantage of dairy supply chains. We employ the structural equation modeling approach in which grouped observable variables that represent the identified determinants are extrapolated from primary data collected through a questionnaire survey. Our key findings show that by mediating the effects of dairy production behavior and the dairy cow culture model, government regulation and corporate social responsibility significantly affect the quality assurance of dairy products. In turn, dairy production behavior and the dairy cow culture model significantly affect the competitive advantage of the dairy supply chain via the fully mediated effects of the quality assurance of dairy products. Specifically, the dairy cow culture model helps ensure the safety and quality of milk supply, allowing core dairy firms to control product quality throughout the dairy supply chain. Our empirical study shows that the identified determinants interact to assure the quality of dairy products and enhance the competitive advantage of the dairy supply chain in China.",209,,360,373,Quality assurance; Supply chain; Empirical research; Corporate social responsibility; Business; Production (economics); Quality (business); Industrial organization; Product (business); Competitive advantage,,,,NSFC; National Basic Research Program of China,https://core.ac.uk/display/154424934 https://www.sciencedirect.com/science/article/abs/pii/S0925527318301026 https://shura.shu.ac.uk/20850/ https://ideas.repec.org/a/eee/proeco/v209y2019icp360-373.html https://core.ac.uk/download/pdf/154424934.pdf,http://dx.doi.org/10.1016/j.ijpe.2018.02.013,,10.1016/j.ijpe.2018.02.013,2789376992,,0,001-078-880-231-970; 001-779-979-649-64X; 005-434-674-687-874; 005-491-853-072-446; 005-805-453-463-041; 008-323-069-136-086; 009-292-371-162-047; 019-600-124-143-820; 022-231-980-199-496; 022-509-785-910-67X; 026-299-662-314-408; 026-436-529-043-74X; 028-720-540-963-679; 028-976-309-599-869; 029-267-487-532-928; 032-619-900-248-977; 032-660-919-704-738; 032-978-712-983-91X; 033-894-988-091-320; 035-989-914-699-557; 036-847-512-292-212; 038-267-882-701-660; 039-080-425-058-100; 039-649-321-010-157; 042-028-762-478-755; 044-093-359-106-998; 045-561-589-300-017; 048-257-280-736-78X; 049-571-929-372-389; 059-453-393-498-922; 061-249-185-215-418; 068-847-580-878-275; 074-162-591-837-546; 074-750-493-718-210; 078-246-677-702-902; 081-835-956-879-106; 089-621-912-811-772; 091-055-840-379-797; 103-685-290-730-633; 103-994-245-967-518; 104-250-869-959-529; 104-370-002-864-638; 105-538-482-028-753; 108-047-155-050-251; 110-267-615-690-679; 115-702-104-414-547; 117-947-632-198-989; 122-025-756-931-871; 122-220-628-125-000; 128-016-601-171-066; 129-661-819-869-625; 130-162-949-521-220; 134-728-899-901-81X; 141-690-099-247-146; 144-410-743-479-635; 158-873-273-790-945; 164-463-090-420-621; 172-191-789-482-336; 174-182-975-985-568; 182-269-297-223-346,23,true,,green
030-834-616-123-412,Board Independence and Corporate Social Responsibility (CSR) Reporting in Malaysia,,2017,journal article,"Australasian Accounting, Business and Finance Journal",18342000; 18342019,University of Wollongong Library,Australia,Nurulyasmin Binti Ju Ahmad; Afzalur Rashid; Jeff Gow,"This study aims to examine the influence of board independence on corporate social responsibility (CSR) reporting by publicly listed companies in Malaysia. Content analysis was used to determine the extent of CSR reporting. A reporting index consisting of 51 items was developed based on six themes: General, Community, Environment, Human Resources, Marketplace and Other. An Ordinary Least Square (OLS) regression was used to examine the relationship between board independence and firm CSR reporting. The results indicate that the association between board independence and company CSR reporting is industry specific. Overall, the empirical evidence partially supports agency theory",11,2,61,85,Human resources; Accounting; Corporate social responsibility; Business; Content analysis; Empirical evidence; Principal–agent problem; Independence; Index (economics); Ordinary least squares,,,,,https://ro.uow.edu.au/aabfj/vol11/iss2/5/ http://eprints.usq.edu.au/37857/ https://ro.uow.edu.au/cgi/viewcontent.cgi?article=1789&context=aabfj https://scholar.sun.ac.za:443/handle/10019.1/105358 https://paperity.org/p/81710155/board-independence-and-corporate-social-responsibility-csr-reporting-in-malaysia https://core.ac.uk/display/88544582 https://doaj.org/article/662d0bdabd4545e2a331e3b3d44eafc9 https://eprints.usq.edu.au/37857/ https://core.ac.uk/download/188220826.pdf,http://dx.doi.org/10.14453/aabfj.v11i2.5,,10.14453/aabfj.v11i2.5,2732579854,,0,000-019-767-923-610; 001-293-497-423-461; 002-897-814-763-886; 013-405-702-528-334; 014-373-587-051-990; 019-431-023-637-018; 032-027-382-592-778; 039-575-601-163-984; 043-871-615-512-760; 044-853-543-516-785; 061-148-659-095-874; 066-330-009-411-006; 070-981-148-599-196; 075-537-266-448-808; 106-873-808-099-629,26,true,cc-by-nd,gold
030-909-259-775-511,Current Trends in Research on Social Responsibility in State-Owned Enterprises: A Review of the Literature from 2000 to 2017,2018-07-10,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Raquel Garde-Sánchez; María Victoria López-Pérez; Antonio M. López-Hernández,"In recent years, significant changes have produced in the organisational culture of the public sector, bringing accountability and sustainability to the foreground and highlighting the definition of corporate social responsibility (CSR) in public administrations. In this respect, state-owned enterprises (SOEs) are well placed to provide an important example to other companies and society and could be of crucial importance in the promotion and development of socially responsible policies. With these considerations in mind, we analyse the state of research into the practice of CSR within SOEs, seeking to identify the main theoretical and empirical contributions made in this respect, that it will be a useful base for studies in the future. Our results show that research attention has been paid to this issue but significantly less than the large body of work carried out in this respect in the private sector. Most of the studies we identify are descriptive, although a growing body of explanatory research is now appearing. Few studies have been made of the impact of CSR practices on users and this constitutes a possible area for research in the future. Our review shows that research into CSR in SOEs is particularly significant in countries where the state has a strong presence in these companies.",10,7,2403,,Private sector; Accounting; Corporate social responsibility; Business; Social responsibility; Public sector; Accountability; Sustainability; Organizational culture; Promotion (rank),,,,,https://ideas.repec.org/a/gam/jsusta/v10y2018i7p2403-d157180.html https://www.mdpi.com/2071-1050/10/7/2403/pdf https://www.mdpi.com/2071-1050/10/7/2403 https://doaj.org/article/bd3dd4eb3e8544bd8c3777aef0acc441 https://core.ac.uk/download/189987923.pdf,http://dx.doi.org/10.3390/su10072403,,10.3390/su10072403,2844054018,,0,000-006-740-493-953; 001-043-033-579-052; 002-127-952-332-186; 002-439-647-112-112; 002-800-351-395-955; 003-871-709-127-07X; 004-310-684-398-506; 005-240-290-441-722; 006-573-939-235-838; 008-631-769-288-843; 008-809-195-430-462; 009-112-965-527-524; 009-327-194-467-030; 010-329-406-781-633; 011-886-468-983-140; 013-393-437-205-909; 014-220-636-594-020; 014-654-677-358-815; 014-779-732-399-118; 015-271-876-692-523; 016-825-654-769-861; 017-159-198-406-550; 018-149-064-069-744; 018-225-070-838-425; 019-130-183-390-983; 019-806-548-132-918; 021-129-741-798-603; 021-557-387-566-009; 023-027-019-200-243; 023-644-392-943-575; 023-951-099-509-526; 026-249-910-065-223; 029-257-638-158-39X; 030-458-780-085-60X; 030-577-057-766-870; 032-731-253-353-614; 033-058-930-003-304; 033-072-476-469-235; 033-108-539-041-626; 034-848-852-823-034; 037-358-523-189-834; 038-585-707-651-380; 040-076-055-473-190; 040-437-399-463-739; 043-029-062-725-365; 043-857-848-594-719; 047-040-237-229-551; 050-743-476-041-459; 051-315-983-508-717; 051-875-265-995-253; 052-519-496-926-613; 052-802-334-885-429; 055-034-390-002-053; 057-924-393-217-508; 059-559-099-748-586; 062-497-048-648-03X; 063-193-797-943-881; 067-898-458-741-113; 070-324-134-786-062; 071-056-777-506-667; 072-395-141-355-325; 074-456-796-365-929; 075-676-748-063-767; 076-551-437-187-006; 076-706-090-505-40X; 077-191-512-682-585; 079-205-980-825-193; 079-795-506-891-022; 084-337-409-577-771; 084-392-625-483-616; 085-300-287-100-525; 086-892-860-259-642; 087-586-170-564-931; 094-228-673-760-890; 097-106-240-878-31X; 104-264-004-403-537; 106-188-952-545-819; 112-588-881-102-454; 115-045-268-183-987; 115-102-531-193-727; 116-093-663-538-816; 118-569-149-444-941; 120-861-907-655-351; 121-348-409-396-034; 130-229-327-168-315; 138-640-592-804-256; 140-931-103-801-946; 149-868-906-484-698; 157-860-871-645-781; 159-485-541-079-853; 159-592-129-993-014; 161-654-393-057-439; 162-415-514-554-190; 172-982-912-585-551; 182-854-514-291-749; 183-674-987-078-591; 185-091-195-579-038,28,true,cc-by,gold
031-235-223-264-435,Corporate Social Responsibility and Perception of Environmental Pillar in the Selected Set of the Slovak Enterprises,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Iveta Ubrežiová; Jana Kozáková; Alexandra Malejčíková,"Abstract In spite of fact that problem of Corporate Social Responsibility (CSR) is very well known worldwide, it gets slowly into awareness in Slovakia. Nowadays more and more Slovak enterprises incorporate CSR principles into their practice and learn to profit from its implementation. This article based on the Carroll's three pillar CRS model, while the environmental pillar was selected as the most important one. On the sample of 58 Slovak enterprises we are verifying presence of a statistically significant effect of the legal form and number of employees (SME size category) on the implementation of environmental issues in the company. In the methodology we are using descriptive statistics, non-parametric methods (The Kruskal-Wallis Test, Jonckheere – Terpstra Test) and Crombach Alpha. The results of the analysis shows that the corporate legal form has no impact on the application of environmental policy, but there is an impact of the number or employees, respectively SME size category. Micro enterprises are not involved in the raising awareness on environmental policy and responsibility on the same extent as small companies. Similar differences between this two size groups we find in their extent of dealing with environmental research and development and protection of the natural environment.",34,,542,549,Pillar; Accounting; Corporate social responsibility; Business; Marketing; Profit (economics); Perception; Slovak; Environmental policy; Environmental research; Descriptive statistics,,,,,https://www.sciencedirect.com/science/article/abs/pii/S2212567115016664 https://www.sciencedirect.com/science/article/pii/S2212567115016664 https://core.ac.uk/download/pdf/82447273.pdf,http://dx.doi.org/10.1016/s2212-5671(15)01666-4,,10.1016/s2212-5671(15)01666-4,2237595529,,0,002-994-269-455-347; 014-373-587-051-990; 024-556-257-819-930; 024-570-018-064-172; 028-298-115-858-367; 037-681-510-507-24X; 040-878-689-197-911; 042-897-275-735-077; 045-754-631-412-145; 054-023-214-188-75X; 055-127-219-449-931; 057-040-919-181-578; 067-456-094-670-749; 068-076-827-249-524; 073-413-914-068-719; 076-551-437-187-006; 078-902-475-032-915; 095-683-053-740-953; 102-264-247-646-792; 109-102-829-309-641; 144-737-300-611-638; 147-235-214-453-37X; 162-287-333-791-011,5,true,,gold
031-284-601-830-416,Philanthronationalism: Junctures at the Business–Charity Nexus in Post‐war Sri Lanka,2015-08-19,2015,journal article,Development and Change,0012155x; 14677660,Wiley,United Kingdom,Tom Widger,"Over the past few years, the role of private sector organizations as actors and investors in development processes has received increased attention. This article explores the rise of ‘philanthronationalism’ in Sri Lanka: the co-development of business and philanthropy methods as a response to patronage, nationalization and militarization in the post-war environment. Drawing on ethnographic research into indigenous forms of corporate social responsibility (CSR), the article identifies four kinds of philanthronationalist practice — passive, assimilative, reactive and collaborative — that provide a logic, mechanism and ethic for private sector development initiatives in the island whilst promoting a vision of the ‘Sinhala Buddhist’ nation state. Noting the emergence of similar philanthronationalist practices in Myanmar, the article concludes by arguing that the Sri Lankan case is unlikely to be unique and calls for further research into the partnerships that emerge between private philanthropy and nationalist movements in conflict/post-conflict processes around the world.",47,1,29,50,Private sector; Political economy; Corporate social responsibility; Sociology; Nexus (standard); Nation state; Private sector development; Militarization; Economic growth; Nationalism; Indigenous,,,,Economic and Social Research Council,http://dro.dur.ac.uk/14792/ https://ideas.repec.org/a/bla/devchg/v47y2016i1p29-50.html https://dro.dur.ac.uk/14792/ https://onlinelibrary.wiley.com/doi/pdf/10.1111/dech.12185 https://econpapers.repec.org/RePEc:bla:devchg:v:47:y:2016:i:1:p:29-50 https://core.ac.uk/download/pdf/42125862.pdf,http://dx.doi.org/10.1111/dech.12185,,10.1111/dech.12185,1522466611,,0,003-814-763-579-308; 004-127-562-024-551; 004-921-534-821-21X; 005-207-884-982-978; 006-413-871-942-735; 010-587-271-684-191; 011-520-642-827-05X; 021-510-161-023-425; 022-138-037-653-428; 036-209-964-322-156; 042-018-848-539-484; 042-866-565-775-665; 047-329-153-284-470; 047-460-816-324-028; 059-644-308-165-35X; 075-499-162-227-061; 078-089-924-839-812; 081-940-305-041-523; 086-935-316-088-47X; 088-694-476-083-457; 090-292-550-277-509; 092-195-793-164-451; 094-882-200-783-298; 112-639-000-120-730; 153-868-253-711-535,13,true,,green
031-441-979-670-596,Conflict and Astroturfing in Niyamgiri: The Importance of National Advocacy Networks in Anti-Corporate Social Movements,2013-05-17,2013,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Romy Kraemer; Gail Whiteman; Bobby Banerjee,"Traditional models of transnational advocacy networks (TANs) and stakeholder management do not capture the nuance and dynamics of (counter-)organizing processes around anti-corporate mobilization. Based on the case of a resistance movement against a planned bauxite mine on tribal land in India, we develop a process theory of interactions between local, national and international actors within transnational advocacy networks. These encounters are not always friendly and are often characterized by conflict between actors with disparate goals and interests. We highlight the importance of national advocacy networks (NANs) in anti-corporate social movements and describe the conflicts and disruptions that result from ignoring them. Our findings also point to the role of corporate counter-mobilization strategies in shaping resistance movements. Our narrative revolves around a particular focal actor in the anti-mining campaign: a young tribal man who emerged as a passionate spokesperson for the movement, but later became a supporter of the controversial mine. Our findings contribute to a richer understanding of the processes underlying transnational and national anti-corporate mobilization.",34,5-6,823,852,Social movement; Political economy; Sociology; Mobilization; Process theory; Narrative; Supporter; Stakeholder management; Resistance (psychoanalysis); Public relations,,,,,http://oss.sagepub.com/content/early/2013/05/17/0170840613479240.abstract https://researchdirect.westernsydney.edu.au/islandora/object/uws%3A20827/ https://core.ac.uk/display/76963129 https://openaccess.city.ac.uk/id/eprint/6082/ https://repub.eur.nl/pub/40700 https://journals.sagepub.com/doi/10.1177/0170840613479240 http://journals.sagepub.com/doi/abs/10.1177/0170840613479240 http://journals.sagepub.com/doi/10.1177/0170840613479240 https://eprints.lancs.ac.uk/84582/ https://core.ac.uk/download/76980595.pdf,http://dx.doi.org/10.1177/0170840613479240,,10.1177/0170840613479240,2140668689,,0,001-318-333-498-609; 001-436-462-470-765; 004-311-549-383-04X; 007-793-018-539-619; 008-632-078-737-325; 010-428-284-541-466; 012-608-532-613-387; 014-245-095-778-310; 015-451-600-563-761; 020-020-293-269-648; 020-978-464-650-239; 021-988-422-167-340; 022-774-738-500-720; 024-977-836-806-611; 025-206-687-213-505; 034-783-411-984-479; 034-787-804-735-180; 039-846-596-900-653; 042-781-810-415-194; 047-959-249-158-205; 049-087-552-153-260; 049-690-346-541-656; 053-953-542-452-18X; 054-482-740-411-731; 057-236-944-504-142; 057-850-787-948-048; 058-704-179-299-946; 060-094-119-538-593; 061-236-270-008-63X; 065-004-411-279-867; 067-621-814-824-950; 068-680-508-787-166; 069-182-273-337-543; 069-233-693-485-670; 072-516-466-198-514; 073-183-273-314-981; 073-631-229-986-98X; 075-228-468-067-676; 092-197-090-335-882; 094-904-480-096-154; 095-170-318-757-184; 099-953-330-898-859; 101-672-758-767-461; 104-555-465-516-286; 105-785-757-048-074; 108-301-196-192-601; 110-348-972-980-871; 115-593-993-928-280; 120-181-570-036-66X; 126-056-694-129-521; 126-472-172-801-571; 128-341-929-119-076; 134-743-504-217-462; 138-175-032-268-298; 141-165-053-248-949; 147-173-863-134-108; 149-081-513-695-647; 160-427-780-968-99X; 164-042-995-750-144; 166-750-993-969-564; 171-075-971-769-099; 177-327-074-385-497,98,true,,green
031-491-317-542-734,A Review of Concept and Reporting of Non-financial Initiatives of Business Organisations,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Aaishwarya R. Kulkarni,"Abstract India is witnessing transformation in non-financial reporting. The paper reviews changes in conception of CSR, trends in non- financial reporting and reporting of such initiatives in annual reports of companies. Conceptions of CSR since ancient times till recent developments were reviewed. Various frameworks for non-financial reporting in post liberalisation in India are reviewed.It was observed that companies undertake both mandatory and voluntary non-financial reporting. Contribution to Body of Knowledge The paper traces changes in conception and non-financial reporting of business organisations. Paper finds sufficient level of reporting and states that there is a need of compatibility amongst various reports which fall under non-financial reporting framework.",11,,33,41,Finance; Accounting; Corporate social responsibility; Business; Body of knowledge; Public relations; Liberalization,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114001737 https://www.sciencedirect.com/science/article/abs/pii/S2212567114001737 https://core.ac.uk/download/pdf/82305677.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00173-7,,10.1016/s2212-5671(14)00173-7,1966220284,,0,006-294-052-644-153; 011-843-784-255-663; 016-411-180-460-079; 019-428-023-160-195; 043-605-651-281-566; 053-633-117-708-364; 055-127-219-449-931; 070-750-366-367-301; 074-789-033-230-01X; 098-470-983-557-979; 102-236-029-716-475; 104-303-239-152-807; 139-641-412-398-758; 150-756-983-846-92X; 151-737-772-776-418; 178-628-496-923-596,4,true,,gold
031-577-410-811-860,Environmental Corporate Social Responsibility (ECSR): Exploring its Influence on Customer Loyalty☆,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Nik Ramli Nik Abdul Rashid; Shaiful Annuar Khalid; Nor Irwani Abdul Rahman,"Abstract ECSR is a concept where companies integrate environmental concerns in their business operations and the interaction with stakeholders, without compromising economic performance. Studies exploring this concept were limited within the area of corporate governance with organizational-level unit of analysis, while the impact of ECSR initiatives on consumer behaviour or other marketing constructs is lacking. This paper explores relevant ECSR dimensions and its potential impact on customers’ positive and enduring relationship with the organization. It is hoped this paper would generate interest concerning ECSR as a strategic marketing approach having long - term and positive bottom - line benefits.",31,,705,713,Business operations; Corporate social responsibility; Business; Loyalty business model; Marketing; Consumer behaviour; Strategic marketing; Potential impact; Corporate governance; Unit of analysis,,,,,https://www.sciencedirect.com/science/article/abs/pii/S2212567115011594 https://www.sciencedirect.com/science/article/pii/S2212567115011594 http://www.sciencedirect.com/science/article/pii/S2212567115011594 https://core.ac.uk/download/pdf/82812932.pdf,http://dx.doi.org/10.1016/s2212-5671(15)01159-4,,10.1016/s2212-5671(15)01159-4,2177571850,,0,007-502-452-623-976; 008-146-967-493-224; 009-980-637-097-123; 010-375-814-454-76X; 010-571-926-972-21X; 013-665-483-040-275; 013-796-317-992-537; 014-155-213-348-866; 014-904-025-590-079; 017-263-319-472-192; 017-662-802-755-270; 017-973-147-985-368; 018-561-751-256-255; 018-606-075-915-716; 019-078-621-303-566; 024-208-010-945-520; 024-639-275-379-645; 028-101-793-306-877; 031-718-327-522-474; 031-846-044-582-764; 033-016-234-097-567; 034-996-644-120-275; 038-472-339-757-374; 038-725-541-922-217; 038-781-328-369-607; 039-322-654-149-38X; 039-370-436-052-682; 039-534-395-803-934; 039-791-388-428-539; 041-032-698-002-474; 041-768-261-718-578; 042-897-275-735-077; 043-605-651-281-566; 043-915-645-527-949; 045-409-417-983-468; 047-710-365-263-527; 049-939-389-829-247; 051-220-321-568-743; 053-714-605-078-183; 055-127-219-449-931; 057-515-729-759-283; 058-046-525-538-881; 058-239-003-462-585; 059-053-363-469-570; 059-174-280-279-334; 060-464-011-664-120; 060-571-945-430-102; 061-032-025-769-668; 062-209-174-499-670; 063-447-030-586-433; 065-773-582-190-273; 066-496-765-206-50X; 067-253-312-715-950; 070-834-922-001-828; 072-103-876-421-218; 074-789-033-230-01X; 077-700-227-703-060; 079-097-781-810-372; 080-182-758-749-595; 083-120-805-840-443; 087-774-706-095-36X; 088-079-953-840-840; 088-311-174-819-800; 088-666-176-701-593; 089-245-522-901-67X; 090-085-661-781-95X; 092-026-841-585-211; 092-096-554-035-878; 094-021-549-671-745; 094-261-690-655-333; 094-836-116-035-126; 097-791-127-953-195; 102-864-146-811-049; 103-108-182-535-072; 106-819-921-357-274; 107-274-748-521-438; 108-843-634-978-53X; 108-890-126-050-163; 109-377-885-850-785; 109-758-057-334-75X; 110-955-753-249-071; 115-252-087-890-780; 115-897-517-704-756; 117-274-976-629-160; 117-554-204-177-391; 121-836-896-357-210; 137-743-144-138-03X; 140-713-922-962-385; 141-424-035-303-573; 146-693-141-475-093; 148-907-598-339-060; 153-896-188-425-361; 170-287-577-916-60X; 170-978-164-888-578; 171-473-296-766-452; 173-276-959-884-610; 176-430-201-372-322; 180-842-542-918-43X; 182-343-392-471-21X; 187-928-380-784-265; 188-275-404-125-370; 193-483-430-687-163,27,true,,gold
031-612-621-064-894,The Impact of CSR Reputation and Customer Loyalty: The intervening influence of Perceived Service Quality and Trust,2019-07-03,2019,journal article,International Journal of Research in Business and Social Science (2147- 4478),21474478,Center for Strategic Studies in Business and Finance SSBFNET,,William Suley; He Yuanqiong,"Intense competition has in many markets decreased the prospects for differentiation in terms of technology and product/service quality. For this reason, CSR becomes an important attribute that can enhance a company's image. To win customers' loyalty in today's markets, companies have to focus on building and sustaining customer loyalty. Nowadays, organizations looking forward to achieving a sustainable competitive improvement based on focusing on a customer-oriented concept which will lead to customer satisfaction, trust and finally to customer loyalty. In this regard, CSR has become a valuable tool. This research, therefore, aims to investigate the direct effect of CSR on customer loyalty by observing the intervening influence of Perceived service quality and trust. In this research, it is proved CSR aspects namely business practice CSR which is related to primary stakeholders, such as customers and employees, and philanthropic CSR, which is related to secondary stakeholders, such as the community has a positive and significant effect on the customer loyalty. Moreover, perceived service quality and trust also serve as an intervener between CSR and Loyalty. Data collected from account holders of three main banks in Kenya. Structural equation modeling is examined by using PLS software. The findings of this study would help scholars in developing more CSR based loyalty models. These findings can also aid the service industry such as commercial banks in Kenya to better incorporate CSR initiatives in their strategic planning process",8,4,185,198,Service quality; Corporate social responsibility; Business; Loyalty business model; Marketing; Customer satisfaction; Loyalty; Strategic planning; Product (business); Reputation,,,,,https://www.ssbfnet.com/ojs/index.php/ijrbs/article/view/302 https://ideas.repec.org/a/rbs/ijbrss/v8y2019i4p185-198.html https://www.ssbfnet.com/ojs/index.php/ijrbs/article/download/302/280 http://www.ssbfnet.com/ojs/index.php/ijrbs/article/download/302/280 https://core.ac.uk/download/230937138.pdf,http://dx.doi.org/10.20525/ijrbs.v8i4.302,,10.20525/ijrbs.v8i4.302,2957473315,,0,001-262-274-011-134; 001-582-851-264-987; 002-725-374-738-925; 003-996-530-310-447; 004-771-103-585-250; 006-174-433-547-406; 011-441-238-902-606; 016-290-615-922-036; 017-260-871-497-584; 017-973-147-985-368; 024-572-586-108-937; 027-716-768-108-304; 027-973-268-269-82X; 028-067-885-758-954; 030-329-331-712-347; 037-746-132-092-722; 043-605-651-281-566; 048-258-354-196-742; 050-096-591-453-629; 063-624-631-520-821; 064-245-788-509-408; 065-787-618-678-885; 068-567-939-792-181; 070-232-232-166-280; 070-750-366-367-301; 072-610-436-375-226; 073-886-172-653-846; 076-764-089-540-924; 078-855-738-260-073; 079-018-009-131-149; 081-629-414-310-41X; 084-392-625-483-616; 088-666-176-701-593; 089-349-096-155-120; 095-806-844-991-393; 098-350-589-105-687; 099-427-246-097-223; 103-052-447-425-179; 107-274-748-521-438; 120-536-917-009-565; 122-610-021-122-755; 126-055-278-271-030; 126-613-485-430-982; 127-356-618-215-912; 139-086-959-859-597; 139-641-412-398-758; 140-107-754-458-752; 151-814-651-807-560; 152-445-790-083-860; 166-755-459-744-114; 168-666-202-411-208; 172-328-420-549-371,2,true,cc-by-nc,gold
031-948-711-231-405,Measuring and understanding the engagement of Bangladeshi SMEs with sustainable and socially responsible business practices: an ISO 26000 perspective,2016-08-01,2016,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Nazmul Hasan,"Purpose; ; ; ; ; Drawing on the “ISO 26000: 2010 – Guidance on social responsibility” handbook, this paper aims to investigate the extent to which Bangladeshi small- and medium-sized manufacturing enterprises (SMEs) are incorporating social responsibility (SR)/sustainability into their regular business activities. It is also aimed at providing insights into how Bangladeshi SME owner-managers perceive the concept of SR, and exploring the key drivers of and barriers to socially responsible and sustainable business practices.; ; ; ; ; Design/methodology/approach; ; ; ; ; A mixed-method research was carried out in two sequential phases. During the first phase, 110 printed questionnaires (59 of which were eventually used) were distributed among the owner-managers of the selected SMEs. The second phase involved seven in-depth semi-structured interviews.; ; ; ; ; Findings; ; ; ; ; The findings reconfirm the existence of the so called “attitude-behaviour” gap. The barriers that hinder the sustainable engagement of SMEs include corruption, a weak regulatory environment, inefficient or ill-suited government and external support and a lack of awareness of the environmental aspects of SR. In addition, this research reveals that Bangladeshi manufacturing SMEs do, to a certain degree, implement SR; only those few issues that suit the owner-managers’ personal motives are addressed, while many others (e.g. environmental issues) are neglected. Finally, it has been found that the business type and size, and the owner-managers’ educational attainments have no significant influence on the degree of adoption of socially responsible business practices by Bangladeshi manufacturing SMEs.; ; ; ; ; Originality/value; ; ; ; ; This paper develops a tool suited to meaningfully assess the socially responsible and sustainable business activities of SMEs. By using the four key elements identified in ISO 26000, namely, labour practices, the environment, consumer issues and community involvement and development, and by using an innovative and effective technique, a sustainability score and implementation level were calculated quantitatively for the selected SMEs. The tool developed here can be used to study the sustainability related issues faced by SMEs based in other low-income developing countries.",12,3,584,610,Business; Social responsibility; Government; Marketing; Sustainable business; Corruption; Originality; ISO 26000; Sustainability; Developing country,,,,,https://www.emeraldinsight.com/doi/full/10.1108/SRJ-08-2015-0125 https://ideas.repec.org/a/eme/srjpps/v12y2016i3p586-612.html https://www.emerald.com/insight/content/doi/10.1108/SRJ-08-2015-0125/full/html https://pure.northampton.ac.uk/ws/files/6326018/Hasan_Nazmul_Md_EP_2016_Measuring_and_understanding_the_engagement_of_Bangladeshi_SMEs_with_sustainable_and_socially_responsible_business_practices_An_ISO_26000_perspective.pdf https://researchportal.bath.ac.uk/en/publications/measuring-and-understanding-the-engagement-of-bangladeshi-smes-wi https://pure.northampton.ac.uk/en/publications/measuring-and-understanding-the-engagement-of-bangladeshi-smes-wi https://EconPapers.repec.org/RePEc:eme:srjpps:v:12:y:2016:i:3:p:586-612 https://core.ac.uk/download/pdf/299822304.pdf,http://dx.doi.org/10.1108/srj-08-2015-0125,,10.1108/srj-08-2015-0125,2481202049,,0,000-743-503-529-22X; 000-977-191-243-848; 004-653-353-125-268; 004-893-506-941-198; 008-202-249-220-743; 009-344-383-582-833; 009-426-422-045-272; 011-692-386-571-69X; 016-774-201-383-07X; 018-392-325-202-807; 020-633-511-474-298; 021-919-538-033-564; 022-373-285-369-522; 029-023-178-644-204; 030-832-523-186-255; 038-522-465-409-410; 042-591-020-042-891; 043-953-814-281-511; 048-592-247-441-531; 048-752-023-916-059; 054-049-288-375-596; 057-496-725-278-342; 057-795-605-434-398; 061-446-699-618-401; 061-542-566-905-829; 066-233-941-256-115; 067-760-150-764-990; 067-945-242-728-795; 068-152-893-061-45X; 068-282-512-782-815; 069-203-448-310-773; 070-075-471-836-759; 072-241-716-502-065; 076-100-506-906-893; 076-443-051-703-807; 077-309-721-514-378; 084-001-293-941-148; 087-704-377-508-501; 092-987-846-107-430; 093-864-433-666-302; 096-255-977-244-314; 099-552-644-793-366; 101-299-425-939-891; 108-587-733-502-588; 110-156-303-412-926; 111-387-912-309-750; 116-343-258-336-689; 118-132-922-554-872; 118-249-877-400-725; 122-068-609-968-324; 137-100-740-938-309; 137-676-353-846-094; 145-513-067-296-152; 148-361-306-333-133; 175-332-447-328-430; 184-811-689-015-327; 189-576-339-823-951,27,true,,
032-059-756-025-759,Does Persistence Explain ESG Disclosure Decisions,2018-06-06,2018,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Garrett A. McBrayer,"Advocates of an increased focus on environmental, social and governance (ESG) initiatives have argued that increased ESG disclosure is a necessary first step. Given the limited regulatory requirements on ESG disclosure, managerial preference serves as a primary determinant of ESG transparency. Using data on ESG disclosure from Bloomberg, I examine the extent to which disclosure persistence on the behalf of firm management, as proxied by managerial tenure, affects firms' ESG disclosure strategies. Overall, I find that ESG disclosure quality and ESG disclosure variability are reduced as management tenure increases. Further, I find that the replacement of a firm's CEO interrupts disclosure persistence; e.g., median ESG disclosure scores increase by roughly 9.7% in the two years following the replacement of a firm's CEO. The results of this study highlight one inhibitor, i.e. persistence, to inducing more complete, transparent ESG disclosure.",25,6,1074,1086,Accounting; Corporate social responsibility; Business; Quality (business); Transparency (behavior); Persistence (psychology); Corporate governance,,,,,https://works.bepress.com/garrett_mcbrayer/6/ https://onlinelibrary.wiley.com/doi/10.1002/csr.1521 https://scholarworks.boisestate.edu/marketing_facpubs/54/ https://ideas.repec.org/a/wly/corsem/v25y2018i6p1074-1086.html https://core.ac.uk/download/199376020.pdf,http://dx.doi.org/10.1002/csr.1521,,10.1002/csr.1521,2805902409,,0,006-021-263-209-705; 009-112-965-527-524; 012-557-236-587-770; 012-654-139-749-859; 015-166-696-184-05X; 018-862-435-833-718; 019-246-596-324-479; 023-707-501-122-991; 025-231-315-181-199; 025-432-104-348-21X; 027-208-805-619-111; 027-619-920-732-183; 028-605-228-992-033; 029-032-707-258-494; 030-893-328-470-698; 033-447-857-376-671; 039-445-978-771-343; 040-974-956-449-002; 042-342-000-792-399; 047-993-505-311-010; 053-769-473-632-821; 057-515-729-759-283; 058-530-271-876-585; 058-675-002-765-278; 062-708-685-604-969; 064-911-399-746-006; 066-809-085-739-315; 069-750-043-646-415; 077-080-229-446-200; 078-162-179-268-535; 081-649-415-691-195; 089-647-442-425-505; 092-751-702-486-389; 095-918-672-097-737; 103-705-771-764-928; 104-329-404-127-628; 105-228-899-542-439; 116-870-074-840-922; 140-542-140-466-092; 142-788-101-529-313; 144-739-790-120-055; 162-983-593-368-040; 163-043-657-847-232; 163-381-099-113-497; 179-187-453-671-961; 181-463-710-579-008,28,true,,green
032-146-624-366-557,"Corporate social responsibility penetration, explicitness, and symbolic communication practices in Asia: A national business system exploration of leading firms in sustainability",2020-01-06,2020,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Francesca Conte; Agostino Vollero; Claudia Covucci; Alfonso Siano,"The study explores whether the penetration, explicitness, and symbolic corporate social responsibility (CSR) communication practices of organizations are associated with the characteristics of the countries to which they belong. By focusing on the national business systems (NBSs) of Asian countries, the study analyzes the websites of companies based in Japan, the Republic of Korea, Mainland China, and Hong Kong, to address strategic‐operational (penetration), discretionary‐non‐discretionary (explicitness), and substantial‐symbolic (symbolic practices) dimensions of CSR communication. The findings suggest that online CSR communication in Asian mirrors national business profiles. In particular, CSR penetration and explicitness in companies located in different Asian countries vary, whereas CSR symbolic communication does not appear to be related to the specifics of each NBS. The research extends the understanding of CSR communication in Asia based on the NBS theory. The findings can indicate to Asian managers how they can make CSR communication more effective, in terms of penetration and explicitness, and how to avoid symbolic CSR practices.",27,3,1425,1435,Mainland China; Corporate social responsibility; Business; The Republic; Business system planning; Asian country; Public relations; Sustainability; Penetration (warfare); Symbolic communication,,,,,https://ideas.repec.org/a/wly/corsem/v27y2020i3p1425-1435.html https://onlinelibrary.wiley.com/doi/epdf/10.1002/csr.1895 https://www.iris.unisa.it/handle/11386/4733582,http://dx.doi.org/10.1002/csr.1895,,10.1002/csr.1895,3000190148,,0,001-692-298-760-543; 004-257-298-660-473; 004-375-169-449-644; 004-476-857-573-174; 005-580-054-115-547; 006-868-259-229-264; 007-080-890-756-819; 008-537-630-935-961; 008-813-847-420-713; 014-257-483-662-019; 014-666-047-992-844; 015-271-876-692-523; 017-126-130-578-937; 017-722-013-337-190; 018-647-905-403-885; 018-673-149-650-889; 018-735-760-064-957; 024-348-396-651-756; 028-911-607-640-690; 029-708-110-224-029; 031-002-104-746-864; 033-148-486-330-112; 033-331-997-261-492; 035-556-471-787-086; 035-962-470-446-566; 037-056-650-108-909; 037-550-015-414-716; 039-646-287-954-985; 040-297-997-112-590; 042-974-095-975-547; 043-823-302-776-275; 046-038-531-683-000; 050-607-299-458-459; 055-052-153-464-245; 056-294-025-828-41X; 057-328-426-692-540; 057-924-393-217-508; 058-793-674-725-700; 062-501-846-641-595; 063-321-434-085-797; 063-624-631-520-821; 065-257-941-989-546; 068-589-273-133-346; 071-155-607-138-623; 076-245-314-793-166; 077-506-590-000-424; 086-265-314-803-951; 086-437-748-902-752; 087-161-557-940-328; 089-377-854-280-894; 090-618-367-187-334; 094-287-803-530-875; 096-139-755-024-422; 096-529-353-888-467; 097-127-802-689-274; 098-817-592-541-259; 109-964-573-998-146; 113-986-401-480-246; 114-582-820-750-293; 124-984-778-147-240; 128-875-419-091-970; 134-455-794-489-303; 134-503-063-403-581; 134-543-340-981-90X; 137-142-252-339-871; 140-623-488-622-521; 145-326-170-930-330; 155-126-121-090-714; 163-020-421-050-727; 164-751-562-405-056; 169-679-234-521-865; 179-818-975-699-556,7,false,,
032-202-037-817-409,Enhancing Corporate Environmental Performance Through Reporting and Roadmaps,2013-09-24,2013,journal article,Business Strategy and the Environment,09644733; 10990836,Wiley,United States,Victor Caritte; Salvador Acha; Nilay Shah,"Managing the carbon footprint of companies and addressing their respective decarbonization plans is a challenging endeavour. The aim of this study is to help companies better understand the issues around decarbonization and environmental performance by suggesting a holistic management process on which they could embark. This process comprises two crucial steps, which are (a) sustainability reporting and (b) low-carbon roadmaps. These steps are covered and further developed based on a detailed study of the UK food retail sector. This sector is relevant due to its economic and environmental importance, but most importantly it has a significant record of available environmental reports in the public domain and a large potential to influence consumers, policy makers and multiple supply chains.; ; ; ; Sustainability reporting is assessed by analysing environmental KPIs disclosed in corporate social responsibility (CSR) reports, and then these are compared against industry standards. This analysis highlights a general lack of consistency and transparency in CSR reporting of UK food retailers. Consequently, a low-carbon roadmap based on relevant KPIs and on the ‘backcasting’ framework is presented as a case study in order to showcase how a hypothetical UK food retailer can employ a low-carbon roadmap. The case study demonstrates that ambitious environmental targets are achievable if robust corporate action plans are followed. Furthermore, the case study indicates that capital might be misallocated in favour of highly visible environmental stores and on-site energy generation technologies, whilst more could be done by applying energy efficiency measures that have the potential to deliver substantial carbon savings. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.",24,5,289,308,Supply chain; Environmental economics; Performance indicator; Corporate social responsibility; Economics; Marketing; Backcasting; Sustainability reporting; Stakeholder engagement; Sustainable development; Environmental studies,,,,,https://onlinelibrary.wiley.com/doi/full/10.1002/bse.1818 https://ideas.repec.org/a/bla/bstrat/v24y2015i5p289-308.html https://core.ac.uk/display/77017490 https://EconPapers.repec.org/RePEc:bla:bstrat:v:24:y:2015:i:5:p:289-308 https://spiral.imperial.ac.uk:8443/handle/10044/1/38866 https://spiral.imperial.ac.uk/bitstream/10044/1/38866/6/Corporate%20Environmental%20Performance%20-submitted.pdf,http://dx.doi.org/10.1002/bse.1818,,10.1002/bse.1818,1604163975,,0,001-077-953-927-334; 008-894-264-150-739; 015-032-410-521-986; 023-647-647-121-332; 030-661-755-667-847; 045-250-123-429-726; 047-479-296-330-722; 051-764-484-107-875; 057-501-722-104-498; 065-094-087-889-015; 073-286-141-067-204; 078-365-059-191-57X; 096-670-182-174-023; 103-732-543-209-272; 114-958-874-141-402; 119-116-437-228-092; 133-132-964-732-060; 150-476-341-433-094; 168-410-856-298-890,33,true,cc0,green
032-495-736-208-815,Corporate Social Responsibility (CSR) in Market Driven Environment,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Srinivasan Radhakrishnan; Pradnya Chitrao; Asha Nagendra,"In this work we analyze Corporate Social Responsibility (CSR) from legal and business frame that exist in a market driven environment and infer its applicability in developing nation with an emphasis on inclusive growth. In addition we argue against the timing and inflexible nature of mandatory CSR law (introduced by Companies Act, 2013) which may hamper the long term ability of organizations to sustain CSR initiatives which is essential for inclusive growth.",11,,68,75,Accounting; Corporate social responsibility; Business; Work (electrical); Inclusive growth; Companies Act; Market driven; Developing country,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114001774 https://www.sciencedirect.com/science/article/abs/pii/S2212567114001774 https://core.ac.uk/download/pdf/82059582.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00177-4,,10.1016/s2212-5671(14)00177-4,1974688366,,0,007-622-898-589-828; 010-868-742-674-100; 012-932-470-918-322; 013-665-483-040-275; 017-896-132-674-632; 027-124-544-296-634; 028-495-930-392-172; 032-773-354-169-483; 034-876-878-504-355; 043-371-576-050-215; 047-460-128-505-546; 050-853-626-674-831; 051-874-175-549-837; 061-032-025-769-668; 061-829-988-617-171; 062-110-807-031-390; 074-622-105-277-956; 077-488-189-808-746; 083-174-989-729-46X; 091-838-937-052-361; 100-130-700-330-504; 105-307-386-003-814; 105-734-779-764-418; 106-619-997-653-532; 118-013-216-581-193; 140-231-363-340-261; 149-620-415-273-520; 151-737-772-776-418; 160-373-457-640-109; 184-876-453-235-144,10,true,,gold
032-500-235-460-223,Employees or consumers? The role of competing identities in individuals' evaluations of corporate reputation,2018-06-21,2018,journal article,Personnel Review,00483486,Emerald,United Kingdom,Petya Puncheva-Michelotti; Andrea Vocino; Marco Michelotti; Peter Gahan,"The purpose of this paper is to investigate the manners in which the employee and consumer identities interact to shape individuals perceptions of corporate reputations in well-established market economies (Australia and Italy) and transition countries (Bulgaria and Russia).,The study utilises a within-subjects repeated measures design. The data were collected from 892 subjects in Australia, Italy, Bulgaria and Russia. The hypotheses were tested using structural equation modelling.,In established market economies, individuals tend to have very distinct identities as employees or consumers, and make different evaluations of corporate reputations depending on the chosen identity. In contrast, in transition countries, the consumer identity prevails over the employee identity and therefore job seekers tend to “follow” their consumer values in forming value judgements of companies.,The study makes two key contributions to current debates in employer branding and stakeholder management research. First, it contributes to theory and practice in employer branding by developing and testing a model of the interaction between consumer and employee identities in defining individuals’ perceptions of corporate reputations. Second, it contributes to stakeholder theory by investigating consumption and job-search from an integrated perspective rather than as separate and unrelated processes.",47,6,1261,1284,Marketing; Stakeholder theory; Brand equity; Identity (social science); Employer branding; Stakeholder management; Consumerism; Business economics; Social identity theory,,,,,https://dro.deakin.edu.au/eserv/DU:30112228/vocino-employeersor-post-2018.pdf https://www.emerald.com/insight/content/doi/10.1108/PR-04-2017-0116/full/html https://findanexpert.unimelb.edu.au/scholarlywork/1338957-employees-or-consumers%3F-the-role-of-competing-identities-in-individuals%27-evaluations-of-corporate-reputation http://dro.deakin.edu.au/view/DU:30112228 http://dro.deakin.edu.au/eserv/DU:30112228/vocino-employeersor-post-2018.pdf,http://dx.doi.org/10.1108/pr-04-2017-0116,,10.1108/pr-04-2017-0116,2809500077,,0,001-409-855-341-418; 008-420-990-807-446; 009-292-371-162-047; 010-033-697-374-68X; 010-854-534-444-434; 012-773-908-259-291; 012-825-985-377-760; 012-890-994-887-077; 014-755-324-740-763; 015-635-920-363-132; 015-695-019-141-152; 016-025-227-726-220; 017-973-147-985-368; 019-387-803-539-27X; 020-001-183-015-635; 021-073-401-920-561; 021-190-682-344-910; 021-744-884-414-296; 022-120-041-546-427; 022-273-630-092-483; 022-509-785-910-67X; 024-024-804-192-827; 024-208-010-945-520; 025-885-727-820-308; 026-638-405-975-33X; 027-075-204-074-770; 029-012-310-297-921; 031-166-783-432-699; 031-537-161-323-99X; 032-027-345-102-709; 032-143-692-812-834; 033-171-354-077-456; 034-884-431-260-18X; 035-645-986-424-596; 036-412-868-663-165; 038-928-188-020-035; 040-422-895-285-124; 041-558-620-177-844; 043-213-633-162-472; 047-055-548-674-486; 048-295-798-803-77X; 049-164-442-141-310; 050-971-186-994-563; 051-875-265-995-253; 052-042-505-597-896; 052-097-143-638-918; 056-959-154-500-676; 059-097-820-182-28X; 066-159-518-402-055; 070-537-199-074-698; 072-742-237-943-192; 074-177-086-795-017; 076-320-857-495-381; 079-795-506-891-022; 081-794-261-216-762; 082-612-622-248-222; 083-456-848-718-009; 088-167-118-672-839; 094-963-471-178-457; 101-044-523-941-325; 102-856-915-556-75X; 109-579-040-691-431; 109-758-057-334-75X; 112-024-486-611-941; 113-151-560-222-396; 114-370-399-448-001; 128-924-516-227-970; 135-621-177-846-704; 139-864-291-995-06X; 140-440-304-096-095; 148-898-615-437-315; 153-779-000-732-042; 176-211-061-295-096; 177-839-120-982-604,9,true,,
032-664-252-288-817,Change But no Climate Change: Discourses of Climate Change in Corporate Social Responsibility Reporting in the Oil Industry:,2018-02-19,2018,journal article,International Journal of Business Communication,23294884; 23294892,SAGE Publications,,Sylvia Jaworska,"Using corpus-linguistic tools and methods, this article investigates the discourses of climate change in corporate social responsibility and environmental reports produced by major oil companies fr...",55,2,194,219,Climate change; Political economy; Corporate social responsibility; Business; Petroleum industry,,,,,https://journals.sagepub.com/doi/10.1177/2329488417753951 http://journals.sagepub.com/doi/pdf/10.1177/2329488417753951 https://core.ac.uk/display/143472388 http://journals.sagepub.com/doi/10.1177/2329488417753951 https://centaur.reading.ac.uk/74388/ https://core.ac.uk/download/143472388.pdf,http://dx.doi.org/10.1177/2329488417753951,,10.1177/2329488417753951,2784247944,,0,001-366-978-773-213; 006-596-454-646-155; 009-605-918-874-537; 013-075-070-969-203; 017-722-013-337-190; 018-058-758-984-302; 021-059-481-440-435; 022-506-933-519-856; 025-274-615-869-868; 028-862-330-365-236; 029-270-624-603-815; 032-957-594-850-346; 037-353-375-246-59X; 041-124-194-355-653; 041-486-602-276-988; 044-029-241-335-844; 045-300-710-937-808; 047-026-459-137-918; 055-270-003-867-968; 057-003-962-080-622; 062-209-174-499-670; 062-375-436-674-752; 063-686-157-405-415; 073-190-170-054-289; 075-736-957-323-467; 083-932-634-401-414; 085-603-464-235-585; 090-905-186-535-012; 090-963-842-560-028; 091-228-686-563-213; 092-498-645-243-383; 094-022-641-125-469; 099-235-363-090-470; 100-524-294-113-871; 108-794-278-267-556; 126-457-490-681-733; 147-386-392-027-355; 158-624-563-487-816; 162-632-738-374-456; 173-804-389-980-841,70,true,,green
032-753-530-422-882,The impact of corporate social responsibility on corporate reputation using Marketing as Moderate variable,,2016,journal article,International Journal of Online Marketing Research,24694029,ScopeMed,,Amro Alzghoul; Hamzah Elrehail; Serdar Saydam; Sakher Alnajdawi; Kayed Al'Ararah,"Reputation has critical role for each business organization. Without a good reputation, success is limited and the organization's long-term future is in doubt. Today organization is changing into very important issue, corporate social responsibility (CSR) being respectable by organizations through CSR activities. In this paper, the impact of CSR and marketing on corporate reputation (CR) was explored; also the role of CSR in CR building is confirmed. The methodology of this study we use a questionnaire by using Likert five-options to obtain individuals feedback. We regard 93 samples to collect data from different management level and other stuff from the companies; we received 86 questionnaires in total. The study questionnaire includes 27 queries concerning the three dimensions of the model CSR, Marketing and CR. The study finding show that marketing and CSR are playing critical role in enhance CR; also there is a significant positive relation between CSR and CR. Organizations which are more socially responsible have better retain and enhance to them CRs. Furthermore, when organizations improve reputation this can let them reach business success and goals in the long-term and vice versa. There is no specific method to make CSR contribute to reputation due to each organization; each country and each culture are operating differently. CSR have a positive impact on CR, for that CSR has to be considering while formulating organization strategy.",2,1,1,13,Likert scale; Corporate social responsibility; Business; Social responsibility; Marketing; Variable (computer science); Corporate reputation; Management level; Reputation,,,,,http://www.scopemed.org/fulltextpdf.php?mno=207243,http://dx.doi.org/10.5455/ijomr.207243,,10.5455/ijomr.207243,2263481506,,0,,2,false,,
032-802-418-528-554,Revisiting Politics in Political CSR: How coercive and deliberative dynamics operate through institutional work in a Colombian company:,2019-09-05,2019,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Pilar Acosta; Aurélien Acquier; Jean-Pascal Gond,"This article analyses the political dynamics taking place within a Colombian supplier company during the implementation of a client’s global Corporate Social Responsibility (CSR) programme, which r...",42,7,1111,1134,Political economy; Corporate social responsibility; Dynamics (music); Work (electrical); Political science; Developing country; Politics,,,,ESCP Europe Ph.D program,https://journals.sagepub.com/doi/full/10.1177/0170840619867725 https://openaccess.city.ac.uk/id/eprint/22915/ http://journals.sagepub.com/doi/10.1177/0170840619867725 https://core.ac.uk/download/228134830.pdf,http://dx.doi.org/10.1177/0170840619867725,,10.1177/0170840619867725,2971998067,,0,001-909-944-134-120; 002-455-967-040-728; 013-290-821-556-63X; 013-869-386-621-056; 015-489-978-600-601; 021-996-223-357-58X; 028-642-431-099-358; 031-218-084-616-394; 031-916-264-023-05X; 032-721-692-944-310; 033-757-413-981-938; 035-556-471-787-086; 043-809-613-138-35X; 043-823-302-776-275; 044-635-858-320-95X; 047-436-881-335-727; 048-142-246-828-859; 049-690-346-541-656; 049-914-262-600-874; 055-498-815-134-39X; 058-704-179-299-946; 059-736-364-820-417; 062-714-822-325-765; 069-779-961-896-375; 079-075-170-419-289; 082-171-985-858-889; 086-204-300-990-769; 086-855-699-271-860; 088-233-687-029-248; 088-909-194-623-721; 096-731-149-407-442; 097-029-202-054-305; 099-329-124-142-672; 100-161-915-832-087; 100-349-516-300-870; 103-430-033-228-576; 108-482-589-817-559; 114-735-802-834-789; 120-808-086-574-614; 127-358-430-882-317; 129-387-667-033-01X; 133-280-976-415-876; 133-514-369-867-423; 147-564-534-651-030; 154-215-560-559-981; 156-308-740-069-985; 165-365-244-895-02X; 178-397-057-385-09X; 180-693-497-969-169; 180-995-580-446-178; 182-199-495-327-639; 194-157-679-917-81X; 196-209-193-331-434,10,true,,green
032-923-818-280-579,CSR communication strategies for organizational legitimacy in social media,2013-04-24,2013,journal article,Corporate Communications: An International Journal,13563289,Emerald,United Kingdom,Elanor Colleoni,"Purpose – Organization legitimacy is a general reflection of the relationship between an organization and its environment. By adopting an institutional approach and defining moral legitimacy as “a positive normative evaluation of the organization and its activities”, the goal of this paper is to investigate which corporate communication strategy adopted in online social media is more effective to create convergence between corporations' corporate social responsibility (CSR) agenda and stakeholders' social expectations, and thereby, to increase corporate legitimacy.Design/methodology/approach – Using the entire Twitter social graph, a network analysis was carried out to study the structural properties of the CSR community, such as the level of reciprocity, and advanced data mining techniques, i.e. topic and sentiment analysis, were carried out to investigate the communication dynamics.Findings – Evidence was found that neither the engaging nor the information strategies lead to alignment. The assumption of...",18,2,228,248,Corporate social responsibility; Business; Social responsibility; Corporate communication; Reciprocity (social psychology); Social graph; Public relations; Legitimacy; Social media; Sentiment analysis,,,,,https://research.cbs.dk/en/publications/csr-communication-strategies-for-organizational-legitimacy-in-soc-2 https://boa.unimib.it/handle/10281/66020?mode=full.82 https://www.emeraldinsight.com/doi/full/10.1108/13563281311319508 https://www.emerald.com/insight/content/doi/10.1108/13563281311319508/full/html,http://dx.doi.org/10.1108/13563281311319508,,10.1108/13563281311319508,2011940449,,0,000-030-526-593-881; 000-278-518-680-212; 000-426-493-027-947; 002-800-351-395-955; 005-914-440-174-630; 006-080-230-736-840; 012-805-278-438-570; 014-711-631-488-436; 018-121-798-384-351; 023-686-250-053-329; 027-565-392-964-763; 030-712-354-198-258; 034-512-170-368-311; 037-393-482-173-361; 037-806-723-796-686; 040-209-583-607-857; 040-599-662-598-203; 047-014-757-557-170; 049-648-174-134-552; 051-874-175-549-837; 052-802-334-885-429; 055-127-219-449-931; 055-337-655-434-539; 060-647-054-175-919; 061-032-025-769-668; 064-366-955-217-770; 067-137-252-038-688; 072-032-453-515-583; 076-260-643-147-769; 082-368-020-720-073; 082-815-961-326-23X; 083-819-850-269-994; 086-285-005-719-092; 087-790-872-165-423; 090-406-037-700-073; 093-159-047-091-826; 097-213-764-422-536; 100-442-660-273-842; 103-134-872-055-85X; 108-252-088-644-027; 124-928-196-113-888; 125-155-966-982-903; 127-264-875-651-864; 127-356-618-215-912; 127-420-744-512-276; 129-349-979-139-342; 140-619-050-494-236; 156-628-929-193-587; 158-318-851-114-883; 161-514-961-217-329; 171-816-221-579-099; 176-243-671-671-358; 178-397-057-385-09X; 182-995-553-526-087,210,false,,
032-948-374-059-339,Remain Results of Network Retail Transactions: Potential Charity in Indonesia,2020-04-01,2020,journal article,IQTISHODUNA: Jurnal Ekonomi Islam,24430056; 22525661,Institut Agama Islam Syarifuddin Lumajang,,Muhammad Al Faridho Awwal; Dewi Wahyu Setyo Rini,"In the modern market or what is usually known as retail chains, most goods are sold with non-rounded price which creates price differences that cannot be translated into any physical value of printed money. The accumulated price differences are usually donated into charities which are managed by certain companies. However, it makes people worried about any indications of management overlap between charity donations and Corporate Social Responsibility (CSR) due to the intransparency of datas in terms of their financial managements.Not to mention, the unfair distribution of the donation money only resulted into donation receipients that are very centralized in some areas. Therefore, using conceptual research  method with qualitative datas and strong references we try to observe this problem so that this uneasiness of the society about any overlap of CSR distribution and the charity money from consumers can be put into rest.",9,1,17,28,Corporate social responsibility; Business; Donation; Value (economics); Rest (finance); Distribution (economics); Commerce,,,,,https://www.iaisyarifuddin.ac.id/ejournal/index.php/iqtishoduna/article/download/467/364 https://www.iaisyarifuddin.ac.id/ejournal/index.php/iqtishoduna/article/view/467 http://ejournal.iaisyarifuddin.ac.id/index.php/iqtishoduna/article/download/467/354 https://core.ac.uk/download/353676551.pdf,http://dx.doi.org/10.36835/iqtishoduna.v9i1.467,,10.36835/iqtishoduna.v9i1.467,3014292205,,0,,0,true,cc-by,gold
033-010-761-120-178,Advancing the Sustainable Tourism Agenda Through Strategic CSR Perspectives,2013-10-31,2013,journal article,Tourism Planning & Development,21568316; 21568324,Informa UK Limited,United Kingdom,Mark Anthony Camilleri,"AbstractThis paper links the corporate social responsibility (CSR) paradigms to the sustainability agenda. The objective is to sharpen the strategic base of responsible behaviour in tourism enterprises. The design follows a comprehensive literature review about sustainable tourism from a hospitality industry perspective. Theoretical underpinnings suggest that the tourism and hospitality industries are continuously witnessing changing attitudes on the part of both the consumers and the enterprises. This contribution provides some details about the sustainability agenda as it explains how it emerged following Brundtland's report. Afterwards, it identifies key contributors who raised the issue of sustainable tourism as well as CSR policies, including inter-governmental committees and non-governmental organisations. It is believed that synergistic and shared value approaches are relatively straightforward and uncomplicated. Therefore, such notions are more easily taken up by academics or by tourism and hospit...",11,1,42,56,Hospitality; Corporate social responsibility; Business; Marketing; Tourism; Sustainable tourism; Hospitality industry; Sustainability; Tourism geography; Creating shared value,,,,,https://www.cabdirect.org/cabdirect/abstract/20143075686 https://core.ac.uk/display/83019951 https://www.tandfonline.com/doi/citedby/10.1080/21568316.2013.839470 https://www.tandfonline.com/doi/full/10.1080/21568316.2013.839470 https://core.ac.uk/download/83019951.pdf,http://dx.doi.org/10.1080/21568316.2013.839470,,10.1080/21568316.2013.839470,2006463376,,0,002-157-499-382-464; 004-594-869-882-246; 004-752-518-110-691; 008-659-988-576-081; 009-765-630-538-65X; 010-506-995-388-331; 015-076-745-240-101; 015-183-192-918-085; 016-261-128-769-318; 017-782-407-269-607; 017-833-588-283-834; 018-416-551-922-443; 019-781-539-005-230; 022-478-934-771-708; 023-059-817-211-226; 024-700-284-292-103; 026-895-802-475-205; 028-339-281-326-452; 030-992-524-401-597; 035-508-942-536-595; 037-583-776-182-922; 040-527-309-065-788; 041-032-698-002-474; 041-841-271-908-904; 045-112-538-859-626; 046-893-954-098-791; 047-485-283-483-886; 054-325-466-907-240; 054-378-571-628-699; 054-699-628-211-761; 062-115-430-347-012; 064-498-228-504-380; 071-128-146-765-670; 072-124-476-056-939; 072-730-746-170-775; 074-895-642-206-559; 077-024-468-130-215; 077-179-810-637-65X; 080-232-927-081-796; 081-911-312-446-825; 082-113-867-289-851; 083-414-220-674-949; 086-209-658-043-03X; 088-436-823-682-293; 090-403-953-495-50X; 090-592-555-205-111; 092-456-863-446-183; 099-306-423-127-702; 104-375-479-972-153; 104-997-719-935-674; 107-150-172-527-41X; 108-895-909-660-50X; 109-144-411-223-213; 109-796-588-885-355; 113-234-380-152-945; 120-479-013-354-149; 123-454-613-702-715; 138-607-270-107-891; 141-211-062-747-314; 143-728-742-372-661; 144-052-417-506-960; 144-137-908-222-893; 150-756-983-846-92X; 153-233-088-220-53X; 157-107-788-229-12X; 163-529-639-649-240; 166-204-621-970-742; 166-806-121-486-899; 182-170-415-856-399; 182-444-492-926-720,60,true,,green
033-040-691-001-911,The India Way: How India's Top Business Leaders are Revolutionizing Management,,2011,journal article,IIMB Management Review,09703896,Elsevier BV,India,V. Ranganathan,Unknow,23,4,257,258,Business; Management,,,,,https://core.ac.uk/display/91034401 https://www.sciencedirect.com/science/article/pii/S0970389611000966 https://core.ac.uk/download/pdf/82325935.pdf,http://dx.doi.org/10.1016/j.iimb.2011.08.003,,10.1016/j.iimb.2011.08.003,2092075852,,0,,0,true,"CC BY, CC BY-NC-ND",gold
033-307-264-057-638,"The effects of environmental, social and governance disclosures and performance on firm value: a review of the literature in accounting and finance",,2018,journal article,The British Accounting Review,08908389; 10958347,Elsevier BV,United States,Chris Brooks; Ioannis Oikonomou,"This paper not only attempts to survey the burgeoning literature on environmental, social and governance disclosures and performance and their effects on firm value, but its focus also lies on highlighting stylised observations coming from the most recent work that has not yet become part of the ‘conventional wisdom’ in the field. In addition, it outlines some of the crucial knowledge gaps and interesting questions that have not, as of yet, been addressed and thus outlines a potential agenda for future research on socially responsible investing. Lastly, it introduces the papers published in this special issue of the British Accounting Review.",50,1,1,15,Finance; Accounting; Economics; Work (electrical); Enterprise value; Socially responsible investing; Conventional wisdom; Field (Bourdieu); Corporate governance,,,,,https://centaur.reading.ac.uk/74071/ https://core.ac.uk/display/132845636 https://www.sciencedirect.com/science/article/pii/S089083891730077X https://core.ac.uk/download/132845636.pdf,http://dx.doi.org/10.1016/j.bar.2017.11.005,,10.1016/j.bar.2017.11.005,2769276865,,0,000-622-423-217-305; 002-664-126-254-642; 002-947-235-158-473; 008-350-871-660-348; 009-629-870-119-968; 009-986-194-090-164; 010-087-154-974-279; 012-077-521-864-260; 012-886-755-613-026; 013-929-178-842-905; 016-722-067-192-728; 017-147-261-575-907; 017-321-793-410-258; 018-202-877-091-340; 018-476-389-920-611; 018-707-005-051-492; 019-045-214-562-543; 019-326-675-528-760; 019-806-548-132-918; 019-881-891-263-990; 020-834-862-879-896; 021-432-668-781-996; 021-631-615-887-30X; 022-637-053-622-273; 024-485-620-868-847; 025-326-930-739-627; 025-885-727-820-308; 026-285-647-025-969; 026-732-895-216-408; 026-895-859-106-523; 027-663-636-293-898; 027-960-406-271-715; 028-458-023-315-998; 028-648-527-341-150; 029-607-599-860-959; 031-446-008-858-88X; 033-025-753-354-072; 033-617-817-217-106; 034-198-332-118-575; 034-232-094-227-296; 034-978-984-152-207; 035-864-186-370-825; 036-622-231-967-298; 037-743-561-942-269; 037-746-132-092-722; 038-357-115-378-160; 039-229-040-140-43X; 041-217-228-717-900; 041-988-014-008-792; 043-012-577-504-667; 043-447-864-724-702; 044-066-375-828-882; 044-231-278-183-61X; 044-717-458-187-191; 044-867-860-727-225; 045-048-725-747-802; 045-372-969-530-612; 045-475-263-015-290; 047-301-398-118-433; 048-549-324-561-120; 051-974-299-010-575; 051-974-821-573-208; 052-069-979-892-408; 052-576-960-653-139; 053-037-012-891-261; 053-769-473-632-821; 054-196-905-083-362; 055-127-219-449-931; 055-773-672-952-080; 056-009-647-332-798; 056-212-233-011-883; 057-452-978-681-549; 058-232-318-951-445; 059-029-156-049-151; 059-363-705-656-872; 059-578-756-195-074; 059-822-602-133-411; 059-854-343-871-466; 059-985-220-655-958; 060-250-330-475-059; 061-829-988-617-171; 062-110-807-031-390; 063-280-053-341-488; 063-509-933-800-737; 064-091-717-837-982; 064-259-817-997-672; 064-772-555-016-551; 064-786-623-022-10X; 064-817-435-185-090; 065-013-033-863-429; 066-400-343-948-766; 068-685-598-293-137; 070-417-927-045-136; 070-486-517-877-705; 070-885-828-694-920; 072-195-534-804-842; 073-190-170-054-289; 074-791-843-353-639; 074-962-539-713-971; 075-677-147-794-104; 077-298-329-184-916; 078-162-179-268-535; 078-204-867-129-435; 078-422-812-130-653; 079-131-453-294-117; 080-853-518-801-002; 081-544-811-541-091; 082-847-349-842-090; 083-195-498-851-105; 084-182-731-135-943; 084-467-037-519-786; 085-448-859-591-579; 086-461-160-590-655; 090-281-323-993-704; 091-231-418-128-829; 093-694-447-078-705; 096-670-182-174-023; 100-575-823-024-197; 102-735-026-992-833; 103-677-632-250-120; 103-872-068-653-175; 104-952-265-971-486; 110-096-626-049-63X; 110-672-074-567-828; 111-519-499-148-35X; 113-376-498-361-703; 115-170-653-019-035; 115-404-602-753-183; 115-927-072-361-58X; 118-013-216-581-193; 118-346-358-081-456; 118-502-157-753-318; 120-580-783-226-510; 123-454-420-855-141; 124-524-863-901-546; 125-858-936-666-302; 126-133-332-988-413; 127-356-618-215-912; 134-518-787-460-743; 134-876-993-976-548; 135-930-663-570-626; 136-692-685-862-238; 141-430-995-911-980; 143-189-337-063-89X; 144-497-001-886-99X; 144-642-344-508-34X; 148-382-488-651-492; 155-250-949-262-449; 155-879-175-881-390; 156-205-823-669-378; 163-043-657-847-232; 163-156-877-213-566; 163-360-046-306-743; 165-315-605-223-435; 167-081-659-324-702; 172-851-823-105-624; 177-365-931-335-003; 180-204-089-789-695; 182-376-459-799-553; 198-459-662-719-12X,260,true,cc-by-nc-nd,green
033-469-413-183-489,Researching corporate social responsibility in the Middle East - the current state and future directions,2017-07-21,2017,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Ahmed Al-Abdin; Taposh Kumar Roy; John Nicholson,"Corporate social responsibility (CSR) has the potential to yield economic and social value in the Middle East (ME), especially given the current high environmental flux in the region. Although much scholarly has been paid to CSR issues, a key question remains about how to operate responsibly in the ME, particularly since institutional environments and stakeholders’ needs vary across ME states. The purpose of this paper is to provide a systematic review of the current state of CSR in the ME. We identify thirty-eight articles that are most pertinent to CSR in the ME and examine the main theoretical frameworks, methodologies, trajectories for further conceptual development, gaps where new research pathways need to be created and also future research questions. From the systematic review, we reveal how attention on CSR in the ME is slowly gaining traction. A snapshot of the gaps identified include the collaboration between business and NGOs, the impact of stakeholders and institutions on CSR, the impact of political and economic crisis on CSR and the influence of individualistic characteristics shaping managers’ CSR behaviour. In addition to such gaps, we present an agenda for future research.",25,1,47,65,Corporate social responsibility; Business; Marketing; Individualism; State (polity); Value (ethics); Stakeholder management; Public relations; Yield (finance); Sustainability; Politics,,,,,http://eprints.hud.ac.uk/id/eprint/33714/ https://onlinelibrary.wiley.com/doi/pdf/10.1002/csr.1439 https://shura.shu.ac.uk/15837/ https://pure.hud.ac.uk/en/publications/researching-corporate-social-responsibility-in-the-middle-east-th https://livrepository.liverpool.ac.uk/3007818/ https://eprints.soton.ac.uk/412321/ https://ideas.repec.org/a/wly/corsem/v25y2018i1p47-65.html https://core.ac.uk/display/82985166 https://core.ac.uk/download/pdf/82966128.pdf,http://dx.doi.org/10.1002/csr.1439,,10.1002/csr.1439,2625581608,,0,001-293-497-423-461; 002-876-239-294-100; 003-794-998-061-655; 004-375-169-449-644; 005-455-365-616-717; 006-729-299-806-02X; 007-248-683-114-035; 007-828-031-641-674; 009-581-717-251-460; 010-997-915-434-908; 011-014-841-990-528; 013-418-260-196-928; 013-992-674-688-769; 014-666-047-992-844; 017-260-871-497-584; 017-824-686-702-428; 017-993-173-427-042; 018-647-905-403-885; 019-700-724-671-924; 022-731-583-641-915; 023-238-219-414-983; 023-620-131-697-250; 024-337-831-063-665; 024-481-722-065-449; 024-593-727-003-34X; 025-240-391-883-832; 026-628-601-055-929; 026-691-578-584-487; 032-209-054-945-033; 033-584-740-448-038; 034-620-709-106-955; 035-311-323-346-697; 035-554-972-048-039; 035-556-471-787-086; 036-509-257-765-964; 037-413-751-889-09X; 039-505-370-348-338; 043-020-254-366-474; 046-038-531-683-000; 054-978-283-895-935; 055-127-219-449-931; 058-792-366-588-391; 060-571-945-430-102; 061-821-506-490-555; 062-110-807-031-390; 062-948-230-149-560; 066-767-250-109-673; 067-945-242-728-795; 071-663-431-963-11X; 071-754-525-460-146; 072-944-398-606-07X; 073-322-442-186-712; 075-448-230-258-610; 075-637-792-516-194; 075-926-100-411-350; 081-357-534-886-214; 082-815-961-326-23X; 089-279-291-186-191; 092-895-990-945-887; 095-799-940-260-504; 098-782-713-711-860; 101-188-977-138-230; 103-331-517-220-606; 103-355-295-913-314; 107-274-748-521-438; 107-841-159-955-885; 113-234-380-152-945; 123-088-612-172-743; 123-096-303-538-959; 131-874-649-335-970; 139-641-412-398-758; 141-424-035-303-573; 155-476-287-127-775; 162-039-151-981-778; 163-655-536-079-81X; 166-411-759-414-396; 167-220-110-996-824; 170-287-577-916-60X; 170-898-483-106-596; 172-796-503-533-049; 182-709-690-644-477; 189-028-474-466-515,29,true,,green
033-470-887-745-47X,"Influence of industry type, profitability and size on corporate social responsibility reports isomorphism stage in Indonesia",2019-06-07,2019,journal article,"International research journal of management, IT and social sciences",23957492,Suryasa and Sons,,Ni Putu Ratih Kesuma Yani; Herkulanus Bambang Suprasto; Maria Mediatrix Ratna Sari; I Gusti Ayu Made Asri Dwija Putri,"This research examines the influence of industry type, profitability, and size on corporate social responsibility reporting in Indonesian into three stages of isomorphism. The method purposive sampling of companies listed in Kompas100 Index from 2009 to 2016 resulting 327 coercive, 317 normative and 217 mimetic samples. Data were analyzed using binary logistic regression. The results show that only size affected on firm's tendency to adopted corporate social responsibility reporting by publishing sustainability report in coercive isomorphism stage. Meanwhile industry type, profitability, and size affected on firm's tendency to adopted corporate social reporting by publishing sustainability report in normative isomorphism stage. The result also showed that industry type and size affected on a firm's tendency to adopted corporate social responsibility reporting by publishing a sustainability report in mimetic isomorphism stage. The only size is constantly influenced by corporate social responsibility reporting. We can conclude that size as the most important factor to firm considers in issuing a sustainability report in Indonesia.",6,4,17,30,Nonprobability sampling; Accounting; Profitability index; Corporate social responsibility; Business; Institutional theory; Mimetic isomorphism; Normative isomorphism; Coercive isomorphism; Isomorphism (sociology),,,,,https://www.neliti.com/publications/283488/influence-of-industry-type-profitability-and-size-on-corporate-social-responsibi https://www.neliti.com/id/publications/283488/influence-of-industry-type-profitability-and-size-on-corporate-social-responsibi https://core.ac.uk/download/230599703.pdf,http://dx.doi.org/10.21744/irjmis.v6n4.649,,10.21744/irjmis.v6n4.649,2954874364,,0,,2,true,cc-by-nc-nd,gold
033-505-257-163-739,Current Context of Disclosure of Corporate Social Responsibility in Sri Lanka,,2012,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,K.N. Wijesinghe,"Abstract Disclosure of Corporate Social Responsibility (CSR) is one of the ethical responsibilities of a corporate. It is the mean of aware stakeholders regarding company's engagement on social responsibility. The study focused to find out the current context of disclosure of CSR in Sri Lanka. GRI guidelines used to measure the level of disclosure. Findings of the study revealed that the overall level of CSR disclosure is at a low level and there is a need of much improvement in governance, economical, social and environmental disclosures which are the major components of sustainability. It is observed that there are deviations in the level of disclosure among different industry sectors. However, that the trend of the level of disclosure is slight increasing and it signaling high level of CSR disclosures in future.",2,,171,178,Accounting; Corporate social responsibility; Business; Social responsibility; Context (language use); Sri lanka; Corporate governance; Public relations; Sustainability,,,,,https://www.sciencedirect.com/science/article/pii/S2212567112000779 https://www.sciencedirect.com/science/article/pii/S2212567112000779#! https://www.sciencedirect.com/science/article/abs/pii/S2212567112000779 https://core.ac.uk/download/pdf/82805089.pdf,http://dx.doi.org/10.1016/s2212-5671(12)00077-9,,10.1016/s2212-5671(12)00077-9,1969421304,,0,015-271-876-692-523; 065-327-083-453-198; 073-113-971-455-905; 090-593-429-870-211; 118-013-216-581-193; 159-196-524-170-902,16,true,,gold
033-631-491-953-752,Multi-Item Stakeholder Based Scale to Measure CSR in the Banking Industry,,2014,journal article,International Strategic Management Review,23067748,Elsevier BV,,Mobin Fatma; Zillur Rahman; Imran Khan,"Abstract In recent years, both academics and practitioners are paying more attention to CSR activities due to its significant influence on stakeholders. With regard to this, CSR includes the companies’ responsibilities towards shareholders, customers, employees, environment and community. Despite numerous efforts to measure the consequences of corporate social responsibility (CSR), it remains unclear how stakeholders perceive CSR activities. This study aims at developing a measurement scale for corporate social responsibility activities in the Indian banking industry based on a stakeholder framework. A multistage method is applied to develop a valid and reliable scale. Items for the scale were generated from a qualitative research and literature review. The reliability and validity of the scale was confirmed through a first and second order confirmatory factor analysis. This study contributes to the literature by providing a valid and reliable scale to measure CSR and the successful implementation of the stakeholder theory in the banking industry.",2,1,9,20,Shareholder; Accounting; Corporate social responsibility; Business; Marketing; Stakeholder theory; Order (exchange); Qualitative research; Stakeholder; Confirmatory factor analysis; Scale (social sciences),,,,,https://www.sciencedirect.com/science/article/abs/pii/S2306774814000040#! https://cyberleninka.org/article/n/173060 https://core.ac.uk/display/81145646 https://www.sciencedirect.com/science/article/pii/S2306774814000040 https://cyberleninka.org/article/n/173060.pdf https://core.ac.uk/download/pdf/81145646.pdf,http://dx.doi.org/10.1016/j.ism.2014.06.001,,10.1016/j.ism.2014.06.001,1984453688,,0,000-382-917-260-485; 001-095-917-910-673; 004-476-857-573-174; 007-396-207-191-552; 007-622-898-589-828; 008-543-764-118-482; 010-375-814-454-76X; 010-984-812-336-982; 012-886-755-613-026; 014-612-851-496-186; 015-999-921-788-017; 017-137-183-068-627; 017-492-045-801-882; 017-973-147-985-368; 018-338-757-366-146; 019-806-548-132-918; 020-309-447-528-081; 020-352-380-542-922; 022-470-334-531-237; 022-509-785-910-67X; 022-583-662-511-21X; 024-700-284-292-103; 024-739-628-513-810; 025-267-985-445-653; 026-665-442-057-961; 028-194-907-743-641; 029-402-851-522-259; 030-402-676-223-301; 033-171-354-077-456; 033-589-111-717-816; 034-884-431-260-18X; 035-485-649-808-871; 040-344-640-544-410; 043-213-633-162-472; 043-230-374-304-29X; 043-393-716-547-256; 043-605-651-281-566; 043-682-295-217-574; 045-151-335-110-457; 045-788-550-539-959; 046-247-009-762-452; 047-115-401-830-01X; 050-199-900-920-609; 055-127-219-449-931; 056-255-791-835-182; 057-662-541-378-294; 060-571-945-430-102; 061-032-025-769-668; 064-091-717-837-982; 064-737-757-297-482; 065-635-282-815-141; 066-400-343-948-766; 068-557-658-943-60X; 070-232-232-166-280; 070-297-468-700-176; 070-674-422-619-939; 072-813-199-606-608; 073-190-170-054-289; 074-515-240-738-109; 074-696-825-875-139; 080-068-289-386-12X; 089-549-296-669-325; 095-364-903-723-343; 099-085-870-469-302; 103-355-295-913-314; 109-102-829-309-641; 112-565-796-968-753; 113-151-560-222-396; 118-013-216-581-193; 120-598-074-246-303; 122-460-980-517-794; 122-937-778-784-122; 124-778-355-889-851; 125-894-267-538-829; 127-356-618-215-912; 128-723-104-995-841; 128-910-399-711-562; 131-180-572-109-097; 131-294-950-045-808; 134-927-262-006-588; 136-829-927-859-029; 138-607-270-107-891; 138-909-757-185-115; 138-959-981-189-28X; 139-119-876-531-586; 147-777-072-867-660; 154-202-833-671-344; 158-439-563-827-353; 164-655-908-758-60X; 169-157-688-346-75X; 170-287-577-916-60X; 182-645-021-063-210; 182-867-587-691-99X; 186-192-886-471-914; 196-559-270-697-81X,74,true,cc-by-nc-nd,hybrid
033-709-828-542-041,The Ethical Consumer and Codes of Ethics in the Fashion Industry,2019-09-24,2019,journal article,Laws,2075471x,MDPI AG,,R.E. Cerchia; Katherine Piccolo,"Sustainability is a central challenge of the fashion industry. In an era where Internet and social networks allow information to spread quickly, more consumers are familiar with the call for “ethical fashion” as disasters such as Rana Plaza resound worldwide. However, consumers interested in buying “ethical” clothing could have a hard time orienting themselves amongst the abundance of brands claiming to be ethical on the market. Consumers might make purchasing decisions based on their knowledge of a brand. In this context, it is imaginable that corporate social responsibility (CSR) communications, including codes of ethics, could constitute one way a consumer can learn more about a company’s values. These codes may serve a variety of purposes—they are undoubtedly one of the ways a brand communicates its commitment to ethical principles. Indeed, by analyzing the codes of ethics of some of the industry’s well-known brands, it is evident that they primarily focus on employment and workers’ rights (including equality and discrimination issues), labor safety standards, bribery and anti-corruption, counterfeiting and unfair business practices, as well as respect for (and sometimes improvement of) the environment. A company’s code of ethics is also a powerful tool for improving brand image by adopting a code that responds to the issues that consumers care about. It is therefore necessary to distinguish between companies that are truly ethical and those that merely appear so. In order to protect consumer confidence in such documents, a fil rouge across legal systems may be found (although the specific characteristics may vary greatly) in the laws that protect consumers from misleading advertising.",8,4,23,,Ethical code; Corporate social responsibility; Business; Marketing; Order (exchange); Purchasing; Context (language use); Unfair business practices; Clothing; Consumer confidence index,,,,,https://ideas.repec.org/a/gam/jlawss/v8y2019i4p23-d270183.html https://www.mdpi.com/2075-471X/8/4/23/htm https://www.mdpi.com/2075-471X/8/4/23/pdf https://air.unimi.it/handle/2434/816045 https://core.ac.uk/download/227965907.pdf,http://dx.doi.org/10.3390/laws8040023,,10.3390/laws8040023,2977163622,,0,002-639-228-379-417; 009-391-744-617-889; 013-121-656-451-254; 013-541-243-602-940; 015-245-320-147-192; 021-288-333-291-668; 025-130-995-271-194; 030-032-894-967-610; 032-004-804-982-855; 034-474-100-037-977; 036-414-584-824-616; 040-477-846-144-139; 045-247-732-086-231; 057-713-246-358-212; 062-875-078-146-976; 063-888-096-850-261; 078-506-097-089-775; 078-586-790-876-382; 092-661-204-807-937; 110-612-574-230-012; 111-782-470-320-943; 120-389-208-252-661; 123-237-693-334-076; 135-860-807-626-748; 139-674-525-371-157; 144-781-517-436-904; 150-989-483-534-070; 151-686-997-541-954; 153-154-605-706-912; 154-180-355-806-093; 160-583-579-004-878; 164-911-520-167-029; 174-241-564-324-519; 183-258-366-212-919,16,true,cc-by,gold
033-845-752-042-759,Combined carbon and energy intensity benchmarks for sustainable retail stores,,2018,journal article,Energy,03605442; 18736785,Elsevier BV,United Kingdom,Ana Ferreira; Manuel Duarte Pinheiro; Jorge de Brito; Ricardo Mateus,This work was supported by FCT - Fundacao para a Ciencia e Tecnologia [grant number PD/BD/127852/2016] under the Doctoral Program EcoCoRe - Eco-Construction and Rehabilitation. Support from CERIS and Instituto Superior Tecnico is also acknowledged.,165,,877,889,Environmental economics; Business; Work (electrical); Efficient energy use; Energy consumption; Carbon; Sustainability; Energy intensity,,,,FCT; CERIS; Instituto Superior Técnico,http://hdl.handle.net/1822/57179 https://repositorium.sdum.uminho.pt/bitstream/1822/57179/1/2898-AFerreira_MDPinheiro_JBrito_RMateus_Energy.pdf https://ideas.repec.org/a/eee/energy/v165y2018ipbp877-889.html http://repositorium.sdum.uminho.pt/handle/1822/57179 https://www.sciencedirect.com/science/article/pii/S0360544218320085 https://api.elsevier.com/content/article/PII:S0360544218320085?httpAccept=text/xml https://core.ac.uk/download/185627406.pdf,http://dx.doi.org/10.1016/j.energy.2018.10.020,,10.1016/j.energy.2018.10.020,2897566032,,0,011-416-785-469-78X; 015-032-410-521-986; 019-043-925-895-193; 022-913-913-687-690; 026-672-340-749-209; 043-430-132-097-423; 052-755-083-346-906; 053-735-677-338-311; 068-495-527-589-654; 071-937-633-795-383; 077-894-948-676-97X; 080-374-904-670-532; 080-782-846-603-640; 109-120-948-156-499; 112-477-094-647-875; 117-165-056-207-122; 172-623-699-674-939; 179-269-800-282-354,29,true,,green
034-030-124-350-979,Job Satisfaction: Are Corporate Social Responsibility Initiatives Beneficial And Do Different Governance Structures Matter?,2017-12-29,2017,journal article,Journal of Applied Business Research (JABR),21578834; 08927626,Clute Institute,United States,Alfred E. Seaman; John Joseph Williams,"<jats:p>The non-financial benefits of Corporate Social Responsibility (CSR) initiatives remain an understudied controversy in the literature.  We draw on elements of stakeholder theory to investigate the effect of multiple CSR initiatives on job satisfaction for a widespread set of medium-sized Canadian companies.  We explore this relationship further by focusing on the moderating effects of governance control structures.  Data on these variables is captured through the lens of CFO/controller perceptions because of their intimate governance gatekeeping over firms’ control structure/systems.  In this respect, we assume that CFOs are among the instrumental drivers in advancing an organization’s unfolding social consciousness.  Research findings in this study reveal the criticality of examining this linkage within the context of the performance-based versus conformance-based dimensions of an organization’s corporate governance control structure – two governance dimensions championed by the International Federation of Accountants (2009).  Results for low/high levels of performance-based control structures manifest different interaction configurations of statistically significant CSR variables that heighten job satisfaction.  However, significant interaction effects under low/high levels featuring compliance-based control structures are not forthcoming, despite the presence of significant main effects in the CSR/job satisfaction relationship.  These findings offer firms a more comprehensive practical understanding of benefits associated with investments in particular CSR strategies while grooming specific control structures, as well as offering researchers new control variables to model in the CSR domain. </jats:p>",34,1,23,42,Corporate social responsibility; Business; Job satisfaction; Corporate governance; Public relations,,,,,https://www.cluteinstitute.com/ojs/index.php/JABR/article/view/10089 https://core.ac.uk/download/pdf/268105750.pdf,http://dx.doi.org/10.19030/jabr.v34i1.10089,,10.19030/jabr.v34i1.10089,2778877144,,0,,0,true,,gold
034-131-008-561-376,Trade union participation in CSR deliberation: an evaluation,2017-03-22,2017,journal article,Industrial Relations Journal,00198692,Wiley,,Geraint Harvey; Andy Hodder; Steven Brammer,"Whereas there has been considerable interest in the concept of political corporate social responsibility (CSR), trade unions have been largely omitted from such scholarly discussion. This article explores the potential of trade unions as the other in political CSR and the contribution of trade unions to deliberative democracy with the firm. We discuss the importance both of the legitimacy and the efficacy of the other in political CSR. We proceed to assess trade unions as legitimate and effective deliberative partners with the firm towards CSR, evaluating the contribution of trade unions to deliberative democracy and also the potential outcomes for trade unions in adopting this role.",48,1,42,55,Political economy; Corporate social responsibility; Economics; Deliberation; Deliberative democracy; Trade union; Industrial relations; Legitimacy; Economic system; Politics,,,,,https://researchers.mq.edu.au/en/publications/trade-union-participation-in-csr-deliberation-an-evaluation https://cronfa.swan.ac.uk/Record/cronfa44645/Download/0044645-28092018172914.pdf https://onlinelibrary.wiley.com/doi/10.1111/irj.12167 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2939367 https://onlinelibrary.wiley.com/doi/10.1111/irj.12167/abstract https://cronfa.swan.ac.uk/Record/cronfa44645 https://researchportal.bath.ac.uk/en/publications/trade-union-participation-in-csr-deliberation-an-evaluation https://research.birmingham.ac.uk/portal/files/39300899/irj_12167_Rev_EV.pdf https://research.birmingham.ac.uk/portal/en/publications/trade-union-participation-in-csr-deliberation-an-evaluation(8c244a6f-4f9c-4d06-aeec-2b9eb0b25a1e).html https://ideas.repec.org/a/bla/indrel/v48y2017i1p42-55.html https://core.ac.uk/download/pdf/185499110.pdf,http://dx.doi.org/10.1111/irj.12167,,10.1111/irj.12167,2601868949,,0,003-393-060-421-448; 003-787-936-281-155; 004-619-987-737-232; 006-437-555-372-474; 014-009-707-859-29X; 024-313-616-865-781; 025-998-911-744-019; 026-735-504-955-777; 029-465-800-509-116; 033-010-761-120-178; 033-806-880-429-42X; 035-733-810-292-737; 038-669-519-861-75X; 038-738-246-554-442; 039-968-209-402-634; 040-032-638-336-206; 042-292-039-896-731; 042-568-280-215-191; 043-841-574-876-690; 044-178-441-727-681; 045-754-631-412-145; 046-028-982-502-345; 047-279-760-274-108; 047-347-865-207-464; 048-798-734-881-343; 050-830-798-648-099; 050-845-689-249-728; 053-700-241-655-13X; 057-720-425-347-477; 060-228-881-415-713; 064-067-126-729-613; 064-091-717-837-982; 071-930-247-072-185; 074-147-284-743-86X; 074-529-152-694-190; 075-010-140-741-792; 078-451-136-745-646; 080-361-191-972-828; 082-171-985-858-889; 086-740-488-262-606; 091-662-587-645-637; 092-459-737-286-258; 093-579-243-002-078; 093-999-125-051-320; 094-225-536-883-532; 103-930-662-477-568; 107-579-345-064-25X; 110-933-520-560-697; 117-687-833-826-533; 125-680-384-752-943; 126-337-544-965-509; 130-581-963-754-051; 131-875-935-889-805; 132-251-973-443-581; 133-131-195-491-009; 137-827-963-075-157; 138-778-344-085-258; 139-523-241-653-98X; 140-173-913-481-032; 142-155-531-695-557; 142-760-128-299-250; 144-558-746-105-437; 151-533-304-147-106; 152-503-572-402-280; 155-849-634-946-361; 162-290-133-902-677; 176-429-669-367-563; 178-397-057-385-09X; 179-287-948-156-134; 181-740-263-424-33X,30,true,,green
034-207-508-799-231,The Influence Of Ethical Leadership On Managerial Performance: Mediating Effects Of Mindfulness And Corporate Social Responsibility,2016-05-02,2016,journal article,Journal of Applied Business Research (JABR),21578834; 08927626,Clute Institute,United States,John Joseph Williams; Alfred E. Seaman,"In a continuing world of corporate misdeeds and unscrupulous decision making, much of the management and academic literatures points to the incomplete knowledge of the consequences of ethics leadership.  One of the bastions of ethics gatekeeping in the firm is the CFO but remarkably scant information can be found on their perceptions concerning ethics leadership.  This study addresses this void by examining mindfulness and corporate social responsibility (CSR) initiatives as new mediating linkages in comprehending the influence of ethics leadership on managerial performance.  Findings reveal that ethical leadership is positively associated with CSR initiatives which, in turn, operate to enhance managerial performance.  Simultaneously, ethical leadership manifests a significant positive relationship with mindfulness but, surprisingly, there is no corresponding relationship with managerial performance.  Instead, mindfulness indirectly influences managerial performance through the intervening effects on CSR initiatives.  These findings suggest that firms can acquire better managerial performance by focusing efforts on CSR strategies, bringing cognitive processes of mindfulness to bear on these actions, and grooming ethics leadership.  In addition, the results offer researchers new relationships to model in the leadership domain.",32,3,815,828,Corporate social responsibility; Ethical leadership; Psychology; Cognition; Perception; Mindfulness; Incomplete knowledge; Positive relationship; Public relations; Gatekeeping,,,,,https://core.ac.uk/display/111754970 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=2543&context=soa_research http://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=2543&context=soa_research https://core.ac.uk/download/111754970.pdf,http://dx.doi.org/10.19030/jabr.v32i3.9659,,10.19030/jabr.v32i3.9659,2347011622,,0,000-181-564-372-260; 001-493-216-516-431; 004-904-656-613-684; 005-082-628-858-963; 005-819-319-799-73X; 006-080-230-736-840; 009-539-685-541-092; 011-395-301-396-730; 012-776-805-086-977; 017-792-087-089-787; 019-977-489-788-787; 020-506-069-540-480; 022-380-576-052-256; 029-084-779-754-221; 030-576-175-586-382; 033-171-354-077-456; 037-930-907-536-81X; 039-477-690-947-254; 040-157-254-343-596; 041-334-785-265-17X; 041-781-348-238-610; 042-588-718-064-075; 043-682-295-217-574; 044-757-485-958-621; 048-777-260-529-619; 049-610-344-646-574; 050-603-423-583-129; 052-042-505-597-896; 052-251-055-553-853; 053-187-558-080-560; 057-483-846-854-737; 058-357-262-233-370; 060-250-330-475-059; 060-579-825-722-924; 064-867-896-672-153; 074-515-240-738-109; 076-931-367-462-707; 081-352-725-062-426; 081-776-853-892-482; 084-725-164-042-764; 085-760-995-285-660; 091-840-265-721-341; 096-892-422-028-708; 097-483-965-309-484; 101-349-077-081-552; 113-987-987-085-773; 117-032-327-814-137; 120-871-733-957-42X; 123-727-133-502-213; 124-076-116-602-319; 125-521-210-153-707; 126-151-899-131-444; 131-180-572-109-097; 134-482-017-445-967; 136-454-765-203-984; 137-612-370-337-256; 138-959-981-189-28X; 140-482-425-840-71X; 141-424-035-303-573; 142-713-727-051-933; 150-420-141-647-28X; 159-452-444-252-73X; 159-592-129-993-014; 171-463-151-883-288; 171-532-924-485-385; 173-287-350-922-190; 174-241-645-383-625; 176-362-207-441-710; 176-885-701-139-114; 188-335-427-908-978; 191-579-997-054-205,11,true,cc-by-sa,green
034-303-317-148-364,Corporate Social Responsibility: A Survey among SMEs in Bergamo,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Giovanna Campopiano; Alfredo Vittorio De Massis; Lucio Cassia,"This study provides some insights on the topic of CSR in small- and medium-sized family vs. non-family firms. Though preliminary, the results emerged from an explorative survey on 19 SMEs show that they are generally unaware of the concept of CSR, do not report their initiatives, but are still engaged in social actions towards their closest stakeholders. Family business owners are especially found to be in charge of social activities towards employees and the local community, e.g. sport clubs, church, and local associations. We discuss this behavior in light of the social capital theory, according to which relationships and the interrelation with environment and communities are relevant for the sustainability of these businesses.",62,,325,341,Corporate social responsibility; Business; Marketing; Social actions; Local community; Family business; Public relations; Small and medium-sized enterprises; Sustainability; Social capital,,,,,https://www.sciencedirect.com/science/article/pii/S1877042812034945#! http://www.sciencedirect.com/science/article/pii/S1877042812034945 https://www.sciencedirect.com/science/article/pii/S1877042812034945 https://core.ac.uk/display/82142623 https://aisberg.unibg.it/handle/10446/27735 https://core.ac.uk/download/pdf/82142623.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.09.053,,10.1016/j.sbspro.2012.09.053,1526818429,,0,020-648-608-861-069; 026-044-644-690-923; 030-582-947-367-886; 033-231-495-878-785; 035-982-342-731-07X; 040-919-602-799-02X; 041-990-415-671-109; 043-806-610-336-736; 045-385-511-579-046; 046-287-295-820-612; 046-962-020-696-751; 048-299-829-069-167; 054-512-144-418-499; 057-850-005-232-513; 058-357-262-233-370; 066-581-516-016-111; 093-534-853-158-361; 095-744-481-844-536; 099-085-870-469-302; 099-095-725-205-22X; 101-299-425-939-891; 102-076-994-993-087; 127-408-717-438-937; 147-713-623-291-803; 154-068-789-423-823; 177-197-239-237-909,26,true,,gold
034-321-395-722-703,The Mandatory Social and Environmental Reporting: Evidence from France☆,,2016,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Idil Kaya,"Abstract The objective of this paper is to analyse the mandatory social and environmental reporting in France. Extra-financial reporting requirements brought by Grenelle II Act affects all companies in France. It involves the material extension of reporting obligations; all companies with over 500 employees are required to issue a yearly “social and environmental report”, since 31st December 2013. There are 42 information that companies must report spanning social (employment, labour relations, health and safety), environmental (pollution, and waste management, energy consumption); and societal categories (social impacts, relations with stakeholders, human rights). These reports are subject to verification by an independent third party. Social and environmental disclosures requirement reflects the content of the main international guidelines on sustainability reporting (ISO 26000, Global Compact, Guiding Principles of Human Rights and Business, the OECD Guidelines for multinational corporations, Global Reporting Initiative). The main advantage of mandatory reporting is the creation of standardized and comparable measures that enable benchmarking and best practices.",229,,206,213,Accounting; Business; Multinational corporation; Human rights; Best practice; ISO 26000; Guiding Principles; Sustainability reporting; Labor relations; Benchmarking,,,,,http://www.sciencedirect.com/science/article/pii/S1877042816310655 https://www.sciencedirect.com/science/article/pii/S1877042816310655 https://core.ac.uk/display/82299027 https://core.ac.uk/download/pdf/82299027.pdf,http://dx.doi.org/10.1016/j.sbspro.2016.07.130,,10.1016/j.sbspro.2016.07.130,2516330319,,0,004-298-138-696-697; 005-269-303-262-563; 013-775-373-835-613; 017-034-130-060-398; 020-418-833-238-536; 033-909-936-100-554; 038-085-041-885-605; 080-233-701-791-474; 098-627-709-906-542; 123-352-883-261-940; 123-913-286-201-920,23,true,cc-by-nc-nd,gold
034-561-914-326-896,Is Dealing with Climate Change a Corporation's Responsibility? A Social Contract Perspective.,2016-08-18,2016,journal article,Frontiers in psychology,16641078,Frontiers Media S.A.,Switzerland,Kerrie Unsworth; Sally Russell; Matthew C. Davis,"In this paper we argue that individuals - as members of society – play an important role in the expectations of whether or not companies are responsible for addressing environmental issues, and whether or not governments should regulate them. From this perspective of CSR as a social contract we report the results of a survey of 1066 individuals. The aim of the survey was to assess participants’ belief in anthropogenic climate change, free-market ideology, and beliefs around who is responsible for dealing with climate change. Results showed that both climate change views and free market ideology have a strong effect on beliefs that companies are responsible for dealing with climate change and on support for regulatory policy to that end. Furthermore we found that free market ideology is a barrier in the support of corporate regulatory policy. The implications of these findings for research, policy, and practice are discussed.",7,,1212,1212,Environmental resource management; Global warming; Climate change; Political economy; Corporate social responsibility; Psychology; Ideology; Free market; Political economy of climate change; Corporation; Social contract,behavior change; climate change; corporate social responsibility; environmental responsibility; micro CSR; pro-environmental behavior,,,,https://www.frontiersin.org/articles/10.3389/fpsyg.2016.01212/full https://doaj.org/article/feec1bfb74f344d4be6ae7dfe6da5798 http://journal.frontiersin.org/article/10.3389/fpsyg.2016.01212/abstract http://journal.frontiersin.org/article/10.3389/fpsyg.2016.01212/pdf https://pubmed.ncbi.nlm.nih.gov/27588009/ https://www.ncbi.nlm.nih.gov/pubmed/27588009 https://core.ac.uk/display/82885816 https://www.frontiersin.org/articles/10.3389/fpsyg.2016.01212/pdf https://eprints.whiterose.ac.uk/104245/ https://dx.doi.org/10.3389/fpsyg.2016.01212 http://europepmc.org/articles/PMC4988990 https://core.ac.uk/download/46564764.pdf,http://dx.doi.org/10.3389/fpsyg.2016.01212,27588009,10.3389/fpsyg.2016.01212,2517591979,PMC4988990,0,008-588-871-028-086; 009-024-987-910-508; 011-915-157-186-179; 017-341-265-989-495; 022-786-867-371-265; 022-971-576-182-434; 028-038-707-972-613; 028-605-228-992-033; 031-790-757-078-20X; 040-008-696-162-881; 046-919-037-194-703; 049-846-537-740-736; 050-211-238-950-895; 056-470-842-934-44X; 058-449-694-762-741; 061-330-958-607-455; 061-589-718-742-546; 062-742-417-861-618; 066-444-923-428-69X; 066-484-708-318-558; 068-723-586-395-405; 070-367-644-380-804; 087-246-353-520-527; 090-665-138-856-09X; 092-164-132-026-703; 094-620-439-196-263; 097-586-773-611-12X; 099-085-870-469-302; 103-331-517-220-606; 107-274-748-521-438; 109-950-655-060-752; 110-341-353-508-496; 119-127-754-079-610; 126-812-226-714-851; 133-669-898-083-639; 139-119-876-531-586; 139-641-412-398-758; 143-560-764-970-877; 188-639-073-091-894,6,true,cc-by,gold
034-844-453-957-838,The Perception of Ethics in Business: Analysis of Research Results,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Włodzimierz Sroka; Markéta Lőrinczy,"Abstract Ethics in business is of key importance in the existence of companies in numerous countries and regions. If a company wishes to be perceived as a reliable partner in business, it should implement the elements of this concept, or indeed this concept itself. Taking into account the aforementioned circumstances, the goal of our paper is to identify the scale and scope of the use of Business Ethics in Poland and in the Czech Republic, in three sectors of the economy, more specifically the pharmaceutical, tobacco and alcohol industries. The research subjects included a group of 200 companies operating in the aforementioned sectors. Our research has confirmed that companies from the sectors in question utilize Business Ethics in their operations, although the scale is differentiated. Most importantly, however, our research confirmed that business ethics is regarded as a significant factor which has an influence on both the success and profits of modern companies, and its role is set to increase in the future.",34,,156,163,Business ethics; Line of business; Economic sector; Economics; Marketing; Business analysis; New business development; Applied ethics; Information ethics; Philosophy of business,,,,,https://www.sciencedirect.com/science/article/pii/S2212567115016147 https://www.sciencedirect.com/science/article/abs/pii/S2212567115016147 https://core.ac.uk/download/pdf/82546061.pdf,http://dx.doi.org/10.1016/s2212-5671(15)01614-7,,10.1016/s2212-5671(15)01614-7,2238700951,,0,022-030-311-078-119; 037-632-239-145-93X; 043-605-651-281-566; 066-909-108-408-155; 068-076-827-249-524; 083-540-169-241-263; 092-072-051-847-843; 094-620-439-196-263; 128-227-045-505-095; 135-770-364-929-862; 181-818-373-189-606,25,true,,gold
034-982-314-482-620,"The Influence of CSR on Airline Loyalty through the Mediations of Passenger Satisfaction, Airline Brand, and Airline Trust: Korean Market Focused",2022-04-11,2022,journal article,Sustainability,20711050,MDPI AG,Switzerland,Sukhoon Chung; Jin-Woo Park; Sangryeong Lee,"<jats:p>Corporate social responsibility (CSR) has become a significant factor in determining business sustainability. This trend is particularly evident in the airline industry, as airlines endeavor to navigate highly competitive market circumstances. CSR activities constitute a significant duty as one of the survival strategies and to sustain their business based on the customer loyalty in the airline industry in Korea. The purpose of this research was to explore the influence of CSR on airline loyalty through meaningful mediators within the airline industry in order to elicit important insights and provide relevant conclusions for airline experts to apply toward business sustainability. This study employed three factors—passenger satisfaction, airline brand, and airline trust—as key mediators between CSR and airline loyalty. An online survey was carried out through private SNS channels targeting airline service users, and 312 completed surveys were collected. A confirmatory factor analysis (CFA) and structural equation modeling (SEM) enabled the study to determine that CSR activities among airlines significantly impact passenger satisfaction, airline brand, and airline trust. Moreover, passenger satisfaction and airline trust have a notable influence on airline loyalty. Limitations and implications for both academia and management are also presented based on the results of this research.</jats:p>",14,8,4548,4548,Business; Corporate social responsibility; Marketing; Loyalty; Confirmatory factor analysis; Loyalty business model; Sustainability; Order (exchange); Customer satisfaction; Brand loyalty; Advertising; Structural equation modeling; Low-cost carrier; Service (business); Service quality; Public relations; Finance; Ecology; Political science; Biology; Statistics; Mathematics,,,,,,http://dx.doi.org/10.3390/su14084548,,10.3390/su14084548,,,0,000-472-938-573-201; 001-095-917-910-673; 001-829-458-368-423; 007-413-874-043-467; 011-057-105-680-492; 013-665-483-040-275; 015-493-205-223-412; 017-973-147-985-368; 019-216-060-825-702; 020-191-135-286-81X; 020-336-652-202-236; 020-352-380-542-922; 022-451-007-159-42X; 024-112-581-919-418; 024-208-010-945-520; 024-481-722-065-449; 026-277-875-138-068; 026-517-941-421-399; 027-170-582-488-984; 028-398-521-704-310; 030-788-290-410-07X; 031-066-606-347-006; 033-330-826-723-133; 033-871-087-057-182; 035-025-058-173-82X; 036-927-094-914-428; 039-968-375-718-706; 040-422-895-285-124; 043-605-651-281-566; 048-485-336-000-486; 049-237-289-890-343; 049-595-561-999-613; 050-749-889-255-727; 055-660-636-803-239; 057-850-005-232-513; 058-357-262-233-370; 061-067-582-905-140; 063-007-291-579-54X; 067-616-225-240-424; 067-955-542-875-411; 073-158-781-920-270; 074-987-792-838-795; 083-498-073-212-090; 084-915-932-802-752; 085-279-155-574-557; 089-349-096-155-120; 089-602-892-180-18X; 094-679-689-603-382; 096-868-867-224-947; 097-471-920-325-132; 098-248-687-295-102; 099-143-269-868-401; 099-235-513-816-282; 103-154-275-367-650; 103-604-464-400-953; 103-772-391-467-091; 107-104-671-850-660; 107-614-483-712-949; 109-822-911-958-523; 111-272-415-326-859; 115-316-134-038-065; 125-462-650-488-44X; 126-711-824-179-948; 128-860-047-103-157; 131-294-950-045-808; 133-546-417-719-596; 137-128-861-607-711; 143-792-147-106-314; 146-693-141-475-093; 151-814-651-807-560; 152-445-790-083-860; 157-314-710-300-207; 159-900-987-586-484; 163-894-398-092-255; 170-978-164-888-578; 176-469-857-009-460; 177-149-865-621-864; 178-347-732-094-080; 192-389-272-784-584; 195-189-710-734-767,1,true,cc-by,gold
035-092-022-616-588,From Compliance With Environmental Regulations To Pursuit Of Environmental-Based Competitive Advantages: Mediators Of The Relationship In A SME Context,2015-05-04,2015,journal article,Journal of Applied Business Research (JABR),21578834; 08927626,Clute Institute,United States,Karen Delchet-Cochet; Linh Chi Vo; Hakim Akeb,"Despite the huge amount of work written about environmental practices of SMEs, what continues in the debate is the relationship between their two motivations for environmental protection: the push motivation of environmental regulation compliance and the pull motivation of pursuing competitive advantages based on the environmental protection agenda in a win-win logic. Some scholars state that environmental regulation compliance motivates SMEs to pursue opportunities that they would miss otherwise, while others claim that the conformity to regulations results in mere compliance behavior. Thus, we contribute to the literature by probing the intervening variables to uncover when and how SMEs move from a push to a pull motivation. Within the scope of our study, we consider environmental regulations that are voluntary-oriented; we also focus on the pursuit of competitiveness that is based on the development of environmental-friendly products/services. The mediators that we examine include: market expansion, monitoring of business activities, innovative capacity, and adoption of environmental behavior of suppliers. We conduct our investigation among 161 French SMEs in 2011.",31,3,987,1004,Conformity; Business; Marketing; Work (electrical); Environmental compliance; Context (language use); Scope (project management); Compliance (psychology); Environmental management system; Competitive advantage,,,,,https://www.cluteinstitute.com/ojs/index.php/JABR/article/view/9230/9265 https://core.ac.uk/download/pdf/268105409.pdf,http://dx.doi.org/10.19030/jabr.v31i3.9230,,10.19030/jabr.v31i3.9230,1879232742,,0,003-594-783-908-963; 005-805-453-463-041; 007-035-629-428-560; 009-299-623-546-736; 010-677-426-047-007; 016-774-201-383-07X; 019-785-607-877-590; 020-535-211-473-462; 021-935-576-976-627; 023-835-664-774-51X; 026-226-948-554-549; 027-446-615-526-495; 027-975-200-378-607; 029-259-838-795-819; 029-502-527-583-795; 029-946-624-139-693; 031-721-607-606-303; 032-699-098-346-109; 036-562-642-394-656; 039-695-946-371-582; 039-802-123-710-062; 042-807-425-625-032; 045-247-945-244-15X; 045-385-511-579-046; 048-299-829-069-167; 052-709-814-877-069; 054-262-216-651-611; 054-598-496-468-326; 055-388-184-069-116; 055-578-396-454-486; 056-403-706-364-120; 060-558-537-237-876; 061-204-001-343-089; 061-393-471-428-365; 063-199-063-137-888; 066-496-765-206-50X; 073-966-456-255-807; 075-309-072-872-083; 080-816-700-970-15X; 083-465-114-650-505; 085-726-319-465-843; 085-921-682-031-840; 086-209-433-032-073; 089-621-912-811-772; 094-517-729-636-460; 094-825-719-192-047; 100-383-378-829-627; 105-155-068-520-357; 108-153-060-269-479; 108-847-233-905-506; 112-583-390-831-65X; 113-906-380-185-80X; 118-104-951-267-68X; 122-959-728-695-831; 123-923-734-204-48X; 126-759-950-860-681; 127-356-618-215-912; 127-408-717-438-937; 142-475-942-060-655; 144-175-351-865-871; 149-127-083-752-613; 165-987-707-544-100; 169-484-551-038-770; 169-653-154-056-136; 178-024-221-305-759; 183-768-046-087-194; 184-597-269-270-001,4,true,,bronze
035-354-511-735-403,"Multi-foci CSR perceptions, procedural justice and in-role employee performance: the mediating role of commitment and pride",2017-02-16,2017,journal article,Human Resource Management Journal,09545395,Wiley,United States,Martin R. Edwards; Selin Kudret,"This study explores differential employee responses to perceived corporate social responsibility (CSR) treatment of social and non-social stakeholder foci of the community, customers, shareholders and environment along with first-party employee justice perceptions. At a finance-sector multinational, we test the mediating role of commitment and pride in accounting for the relationship between perceptions of stakeholder treatment and in-role performance. We propose and pilot a new multi-foci CSR measure and include this in a mediated model within a separate study. Socially responsible treatment of customers and the environment play a role in predicting performance; these foci are related to either pride or commitment. Community CSR, first-party justice perceptions and commitment predict performance either directly or indirectly. Our research shows an absence of any positive employee response associated with CSR towards shareholders. The study uncovers new insights into our understanding of complexities in employee responses to CSR activities.",27,1,169,188,Shareholder; Corporate social responsibility; Social responsibility; Psychology; Multinational corporation; Stakeholder; Justice (ethics); Procedural justice; Pride; Public relations,,,,,https://core.ac.uk/display/74396553 https://onlinelibrary.wiley.com/doi/abs/10.1111/1748-8583.12140 https://eprints.kingston.ac.uk/36844/ https://espace.library.uq.edu.au/view/UQ:92c9cb7 https://centaur.reading.ac.uk/100617/ https://core.ac.uk/download/74396553.pdf,http://dx.doi.org/10.1111/1748-8583.12140,,10.1111/1748-8583.12140,2588085698,,0,009-024-987-910-508; 009-069-540-097-994; 011-829-603-506-558; 012-776-805-086-977; 013-796-317-992-537; 014-343-045-734-116; 016-276-109-581-231; 017-492-045-801-882; 019-806-548-132-918; 033-081-472-268-027; 033-171-354-077-456; 034-627-912-066-110; 039-004-414-091-402; 043-005-206-942-689; 043-308-275-964-687; 043-682-295-217-574; 049-169-077-541-836; 053-476-438-379-307; 053-614-915-490-650; 054-402-219-608-063; 055-324-181-844-188; 057-746-588-045-380; 059-770-197-079-084; 060-571-945-430-102; 061-331-488-401-843; 062-897-804-263-622; 064-887-383-288-381; 067-736-898-510-464; 071-809-059-091-894; 073-979-991-221-257; 076-334-983-849-141; 076-425-586-383-644; 076-931-367-462-707; 096-696-301-327-199; 098-637-643-942-522; 102-356-048-230-67X; 102-704-585-872-262; 105-966-225-718-383; 107-274-748-521-438; 115-373-591-444-545; 119-437-756-489-502; 137-876-051-826-65X; 139-641-412-398-758; 149-253-348-074-318; 151-737-772-776-418; 158-531-300-768-98X; 158-798-678-208-274; 180-013-041-016-675,43,true,,green
035-588-731-524-01X,Toward a Communality with Employees: The Role of CSR Types and Internal Reputation,2019-05-22,2019,journal article,Corporate Reputation Review,13633589; 14791889,Springer Science and Business Media LLC,United Kingdom,Yeunjae Lee,"The aim of this study is to examine the impacts of organizations’ corporate social responsibility (CSR) types from internal perspectives. By building linkages among CSR, organization–employee relationship, and internal reputation, the current study investigates how organizations’ CSR practices influence the communal relationship between an organization and employees as well as their perceived external prestige (PEP) of an organization. An online survey was conducted with 507 current full-time employees working in large-sized companies in the United States. Results show that four dimensions of CSR activities—discretionary, ethical, legal, and economic CSR—are significantly related to employees’ perceived external prestige. Furthermore, the study found that employees’ PEP is positively related to their perceptions of communal relationships, as well as their communal willingness to the companies. Different direct impacts of CSR activities on the communal relationship between an organization and its employees are also investigated. Theoretical and practical implications of this study are discussed.",23,1,13,23,Corporate social responsibility; Business; Perception; Prestige; Practical implications; Public relations; Reputation,,,,,https://ideas.repec.org/a/pal/crepre/v23y2020i1d10.1057_s41299-019-00069-x.html https://link.springer.com/article/10.1057/s41299-019-00069-x https://econpapers.repec.org/article/palcrepre/v_3a23_3ay_3a2020_3ai_3a1_3ad_3a10.1057_5fs41299-019-00069-x.htm,http://dx.doi.org/10.1057/s41299-019-00069-x,,10.1057/s41299-019-00069-x,2945576378,,0,001-426-311-494-971; 005-399-841-533-581; 007-356-398-513-529; 008-223-185-302-768; 009-365-172-320-190; 010-485-919-544-371; 012-174-374-355-638; 012-776-805-086-977; 015-178-945-134-829; 019-120-279-616-351; 019-350-666-787-920; 024-639-275-379-645; 025-885-727-820-308; 029-336-676-990-49X; 030-672-249-132-86X; 035-176-429-189-678; 037-206-033-409-635; 037-479-522-981-871; 037-519-669-885-204; 039-747-739-452-605; 040-422-895-285-124; 041-506-870-208-741; 041-596-165-682-810; 041-785-107-300-370; 048-904-057-119-170; 049-935-463-872-502; 054-145-850-965-172; 056-201-681-395-696; 057-435-965-994-736; 058-096-516-844-065; 060-571-945-430-102; 062-897-804-263-622; 070-773-398-109-800; 070-782-333-253-179; 071-078-499-733-903; 074-789-033-230-01X; 076-263-489-638-175; 084-568-012-222-954; 094-801-544-709-166; 107-274-748-521-438; 109-441-627-669-645; 113-151-560-222-396; 113-460-260-070-027; 115-617-101-301-700; 116-964-805-506-416; 131-417-616-648-555; 132-573-629-331-873; 132-879-130-136-093; 135-536-931-349-384; 138-214-185-752-012; 139-069-236-744-230; 142-351-011-861-281; 143-983-108-863-162; 144-170-450-034-608; 145-106-728-511-510; 158-798-678-208-274; 160-235-733-446-615; 160-783-830-475-28X; 162-712-620-297-678; 167-354-482-168-222; 172-973-447-899-39X; 188-531-962-628-853; 192-120-166-996-434,18,false,,
035-606-494-636-11X,The role of corporate social responsibility in online identity construction: An analysis of Turkey's banking sector,,2014,journal article,Public Relations Review,03638111,Elsevier BV,United States,Sirin Atakan-Duman; Emel Ozdora-Aksak,"Abstract This study focuses on Turkey's banking sector and investigates the role of public relations and corporate social responsibility practices in constructing organizational identities through a thematic content analysis of banks’ corporate websites. Based on social identity theory, the research reveals that regardless of its core business function, an organization must communicate non-economic social concerns to construct a public identity and gain legitimacy.",40,5,862,864,Corporate social responsibility; Political science; Social identity approach; Stakeholder; Core business; Identity (social science); Online identity; Organizational identity; Public relations; Social identity theory,,,,,https://www.sciencedirect.com/science/article/pii/S0363811114001210 http://yoksis.bilkent.edu.tr/pdf/files/7904.pdf https://core.ac.uk/display/52923322 https://core.ac.uk/download/52923322.pdf,http://dx.doi.org/10.1016/j.pubrev.2014.07.004,,10.1016/j.pubrev.2014.07.004,2116093090,,0,010-018-785-751-005; 017-363-761-300-092; 026-505-357-522-213; 031-846-044-582-764; 041-820-714-189-417; 060-815-477-935-617; 073-183-273-314-981; 103-442-231-076-233; 119-104-300-827-125; 121-815-124-420-934; 137-475-043-421-604; 139-929-315-524-305; 162-259-011-522-814; 172-628-066-676-339,20,true,,green
035-656-818-347-812,Impact of Corporate Social Responsibility on Value Creation from a Stakeholder Perspective,2018-06-18,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Josefina Fernández-Guadaño; Jesus Sarria-Pedroza,"In recent years, we have witnessed how companies and institutions have devoted significant effort to developing Corporate Social Responsibility (CSR) policies, basing their decision on the improvement in company results and the subsequent benefits for shareholders and other stakeholders. CSR means that managers must go beyond the mere satisfaction of the shareholders and take steps to establish balanced relations with all their stakeholders. The principles behind the CSR approach empower stakeholder governance. To test whether CSR policy constitutes a factor in value creation for shareholders and certain stakeholders such as employees, creditors and the State, we conducted an explanatory study, using a Correlated Random Effects approach, which compares the socially responsible companies included in the Spanish sustainability index, FTSE4Good Ibex, with the companies listed on the other indices of the IBEX family. On the one hand, the data show that sustainability reporting is well established in large companies in Spain but that it needs to be introduced more extensively in small and medium-sized enterprises. On the other hand, the findings point out that CSR has a positive and significant influence on the distribution of value in favor of the State, a negative influence for employees and no influence on other stakeholders.",10,6,2062,,Environmental Sustainability Index; Shareholder; Accounting; Corporate social responsibility; Business; Social responsibility; Stakeholder theory; Stakeholder; Sustainability reporting; Corporate governance,,,,,https://ideas.repec.org/a/gam/jsusta/v10y2018i6p2062-d153050.html https://eprints.ucm.es/60207/ https://www.mdpi.com/2071-1050/10/6/2062 https://www.mdpi.com/2071-1050/10/6/2062/pdf https://core.ac.uk/download/322376449.pdf,http://dx.doi.org/10.3390/su10062062,,10.3390/su10062062,2808725363,,0,003-291-470-633-42X; 013-837-826-929-964; 014-351-126-200-685; 019-291-956-485-704; 020-289-989-880-076; 030-059-413-847-512; 037-734-874-679-217; 047-307-748-236-518; 052-013-160-732-905; 054-907-775-772-298; 061-829-988-617-171; 072-731-772-234-263; 073-888-769-774-594; 076-813-995-254-100; 077-362-403-725-308; 082-815-961-326-23X; 086-660-322-090-314; 088-527-812-889-647; 092-468-705-536-616; 103-737-969-618-949; 110-521-338-522-60X; 110-522-407-738-338; 114-552-484-094-639; 115-314-677-022-474; 116-258-156-502-571; 129-059-591-706-077; 141-599-164-286-583; 158-212-236-237-720; 169-758-755-432-345,38,true,cc-by,gold
035-664-929-028-849,Consumer attitudes and marketing strategies: A corporate social responsibility perspective,2021-08-25,2021,journal article,Corporate Governance and Sustainability Review,2519898x; 25198971,Virtus Interpress,,Sweta Srivastava Malla; Sharad Chandra Sharma,"<jats:p>The focus of this research was to investigate consumer attitudes about CSR (corporate social responsibility) strategies used by organizations, using a non-western perspective. Today every organization intent to go global, raising every organization’s concern with acquiring legitimacy by incorporating their stakeholders’ expectations into their overall business plan. Globalization running parallel with the lack of corporate self-regulation has challenged global businesses to justify their actions in the name of CSR. Understanding consumer perceptions of various CSR initiatives will aid in aligning business behavior with stakeholder expectations, which is vital to ensure the corporation’s long-term survival. The findings of the study indicated that consumers are influenced by CSR platforms, initiatives, and specific marketing strategies. Analysis of the data collected through an online survey provided insight into how businesses may use numerous CSR factors to improve customers’ satisfaction, loyalty and assess consumers’ inclination towards delivering socially desirable answers. The study is grounded within the framework suggested by Carroll (1991) and subsequent modifications provided by Visser (2005, 2008). The outcomes of the study will assist the practitioners, particularly those belonging to emerging economies, in properly strategizing and planning for their business’s future development. A cross-cultural perspective has been provided in the study</jats:p>",5,3,18,33,Corporate social responsibility; Business; Marketing; Perspective (graphical),,,,,https://virtusinterpress.org/Consumer-attitudes-and-marketing-strategies-A-corporate-social-responsibility-perspective.html,http://dx.doi.org/10.22495/cgsrv5i3p2,,10.22495/cgsrv5i3p2,3196655024,,0,000-346-847-562-681; 000-426-493-027-947; 000-586-133-116-754; 001-293-497-423-461; 003-122-013-067-699; 007-248-683-114-035; 010-583-807-804-027; 012-786-653-421-113; 015-196-152-638-823; 015-999-921-788-017; 017-722-013-337-190; 018-606-075-915-716; 018-617-758-043-615; 018-770-742-137-175; 022-292-297-156-482; 024-388-806-468-644; 025-900-548-572-452; 026-970-365-619-588; 029-980-105-050-733; 033-025-753-354-072; 033-277-031-949-85X; 034-904-170-193-120; 035-384-869-846-906; 039-422-287-977-105; 040-344-640-544-410; 041-121-024-603-876; 042-046-795-836-773; 043-605-651-281-566; 051-874-175-549-837; 060-519-982-593-324; 061-032-025-769-668; 062-769-780-916-572; 064-289-794-261-167; 065-350-850-229-329; 070-062-574-951-087; 074-996-472-539-280; 077-814-551-304-358; 080-156-373-475-985; 085-109-384-701-255; 086-414-904-570-656; 088-919-850-566-219; 092-235-131-089-660; 093-605-375-011-351; 100-442-660-273-842; 102-002-656-207-571; 102-834-858-490-020; 103-420-918-274-773; 107-274-748-521-438; 114-736-350-124-86X; 117-103-067-216-506; 126-169-065-725-508; 131-180-572-109-097; 139-641-412-398-758; 151-738-450-807-335; 155-976-795-638-193; 159-592-129-993-014; 163-529-639-649-240; 171-102-399-851-374; 185-050-475-065-604,0,true,cc-by,hybrid
035-823-478-066-381,PENGARUH CORPORATE SOCIAL RESPONSIBILTY TERHADAP KINERJA KEUANGAN PERUSAHAAN,2019-04-16,2019,journal article,JOURNAL OF APPLIED MANAGERIAL ACCOUNTING,25489917,Politeknik Negeri Batam,,Jeanet Christanty Evans; Ely Kartikaningdyah,"Tulisan ilmiah ini membahas pengaruh Corporate Social Responsibility (CSR) dan kinerja keuangan perusahaan non-finansial di Indonesia atas dasar teori stakeholder. Peneliti telah memilih konteks Indonesia sebagai salah satu negara berkembang di dunia dan telah mengalami banyak perubahan selama periode waktu yang singkat dalam hal perubahan ekonomi, lingkungan dan sosial. Purposive sampling digunakan untuk mengumpulkan data berhubungan dengan CSR dan kinerja keuangan kemudian dianalisis menggunakan regresi dan menghasilkan mix result. Penelitian ini memberikan kontribusi pada literatur akuntansi dengan memberikan bukti di Indonesia dapat dilihat bahwa tingkat CSR dalam laporan tahunan berpengaruh terhadap kinerja keuangan atas dasar teori stakeholder.",1,1,37,44,Business administration; Medicine,,,,,https://www.mendeley.com/catalogue/3675edfb-ad33-3ac1-8b3f-f4c6970c1df0/ https://core.ac.uk/download/pdf/229850135.pdf,http://dx.doi.org/10.30871/jama.v1i1.1237,,10.30871/jama.v1i1.1237,2945784926,,0,,0,true,cc-by-sa,gold
035-921-282-013-471,An investigation into how corporate real estate in the financial services industry can add value through alignment and methods of performance measurement,2015-04-07,2015,journal article,Journal of Corporate Real Estate,1463001x; 14791048,Emerald,United Kingdom,Luke Langford; Barry P. Haynes,"Purpose – The purpose of this study is to evaluate corporate real estate (CRE) performance measurement and how value can be added to the core business. Design/methodology/approach – An analysis is made of the appropriate literature and primary research conducted via interviews with 11 senior professionals from three globally renowned companies, one global financial organisation and two corporate advisory firms. Findings – The findings from this research provide evidence that CRE can be used to add value to the core business, both in the physical and behavioural environment. By aligning aims and objectives with the business, continually conducting portfolio analytics, encompassing size, cost, space, retention and productivity, value can be added, maximising shareholder worth. Research limitations/implications – The main conclusions drawn from this study are that CRE can add value to the business. The role of corporate real estate asset managers (CREAMs) needs to change from the physical environment to the ...",17,1,46,62,Performance measurement; Business value; Economics; Marketing; Asset (economics); Core business; Primary research; Portfolio; Corporate Real Estate; Analytics,,,,,https://shura.shu.ac.uk/9567/ https://www.emeraldinsight.com/doi/full/10.1108/JCRE-06-2014-0015 https://www.emerald.com/insight/content/doi/10.1108/JCRE-06-2014-0015/full/html https://core.ac.uk/download/pdf/42540099.pdf,http://dx.doi.org/10.1108/jcre-06-2014-0015,,10.1108/jcre-06-2014-0015,2032400674,,0,001-194-630-064-565; 007-898-270-425-93X; 008-497-566-492-33X; 019-474-863-435-056; 027-876-115-271-14X; 028-122-100-655-736; 032-310-260-929-137; 037-918-984-287-712; 042-755-140-946-084; 047-326-855-603-057; 049-480-278-032-204; 049-754-193-524-168; 052-248-868-681-820; 065-414-061-192-906; 079-103-297-796-538; 080-653-351-127-653; 087-540-542-360-419; 087-737-862-191-422; 090-449-736-150-226; 106-723-110-641-11X; 127-476-607-566-289; 135-243-159-656-952; 150-570-338-162-271; 155-946-980-187-251; 178-013-204-907-105; 187-546-877-227-938; 189-888-080-253-533,7,true,,green
035-951-395-688-851,"Acting Out of Compassion, Egoism, and Malice: A Schopenhauerian View on the Moral Worth of CSR and Diversity Management Practices",2015-03-14,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Thomas Köllen,"In both their external and internal communications, organizations tend to present diversity management (DM) approaches and corporate social responsibility initiatives as a kind of morally ‘good’ organizational practice. With regard to the treatment of employees, both concepts largely assume equality to be an indicator (as well as a goal) of organizational ‘goodness’, e.g. in terms of equal treatment, or affording equal opportunities. Additionally, research on this issue predominantly refers to prescriptive and imperative moralities that address the initiatives themselves, and values them morally. Schopenhauer opposes these moralities by conceptualizing morality as exclusively being based on the incentives of acting instead of the actions themselves. He identifies egoism, compassion, and malice as the sole incentives for every human action, whereby only those actions solely motivated by compassion can be ascribed genuine moral worth. In this context, this article shows that from a Schopenhauerian perspective, CSR and DM initiatives only have a genuine moral worth in so far as the individuals who have initiated or supported their implementation were exclusively motivated by compassion. Stressing the narrative of a business case, if utilized as a facade for true compassion that attaches economic legitimacy to these initiatives, does not necessarily harm their moral worth. The approach and the findings developed in this paper contribute to the discourse on the ethical behavior of organizations, as well as to the discourse on CSR and DM.",138,2,215,229,Business ethics; Ethical egoism; Corporate social responsibility; Sociology; Morality; Harm; Compassion; Malice; Context (language use); Public relations; Environmental ethics,,,,,https://link.springer.com/article/10.1007/s10551-015-2599-z https://philpapers.org/rec/KLLAOO https://rd.springer.com/article/10.1007/s10551-015-2599-z https://boris.unibe.ch/111722/ https://dialnet.unirioja.es/servlet/articulo?codigo=5995285 https://core.ac.uk/download/212365083.pdf,http://dx.doi.org/10.1007/s10551-015-2599-z,,10.1007/s10551-015-2599-z,2006099351,,0,000-347-652-049-006; 002-091-019-465-510; 002-553-758-865-204; 002-845-305-643-89X; 002-940-170-365-276; 004-295-980-481-889; 004-319-514-102-873; 004-978-105-621-049; 005-455-365-616-717; 006-080-230-736-840; 011-238-485-971-461; 012-146-957-358-680; 013-795-186-318-82X; 015-539-676-904-311; 016-382-905-461-125; 017-066-730-062-203; 017-147-261-575-907; 017-722-013-337-190; 018-551-722-982-531; 018-830-802-503-897; 020-127-948-138-105; 021-933-253-414-84X; 028-281-161-144-241; 028-298-115-858-367; 028-397-989-939-612; 029-226-764-625-137; 029-400-966-200-605; 030-968-298-376-441; 031-035-035-824-224; 031-505-615-393-727; 033-445-837-262-66X; 033-809-094-258-823; 034-910-904-386-740; 035-160-225-740-038; 035-556-471-787-086; 036-066-869-222-792; 036-412-868-663-165; 036-541-493-120-711; 037-479-522-981-871; 037-519-669-885-204; 038-905-562-362-691; 039-370-436-052-682; 039-575-601-163-984; 039-711-596-881-941; 039-936-634-003-38X; 041-379-114-077-716; 042-063-118-553-690; 042-898-180-936-241; 046-603-927-038-39X; 047-460-128-505-546; 049-780-868-796-903; 050-549-489-228-58X; 050-888-947-664-669; 050-999-834-322-533; 052-116-125-173-88X; 055-152-654-090-964; 056-767-280-212-476; 060-552-272-970-820; 061-102-101-511-863; 066-082-990-559-117; 066-661-732-693-555; 067-703-578-244-063; 067-728-075-424-506; 069-213-219-133-856; 069-621-572-180-592; 072-011-635-572-05X; 072-429-528-645-207; 080-613-474-290-657; 081-652-464-574-152; 086-331-039-503-446; 087-575-053-011-656; 087-610-526-054-623; 088-919-850-566-219; 089-358-442-747-474; 090-169-623-330-478; 091-225-052-471-428; 092-670-267-278-168; 093-206-391-594-755; 099-085-870-469-302; 106-945-111-978-260; 109-201-880-770-074; 112-565-796-968-753; 114-229-125-717-195; 118-354-522-870-183; 129-322-868-603-149; 135-851-904-891-135; 136-759-220-277-024; 138-909-757-185-115; 139-101-567-335-455; 139-641-412-398-758; 143-560-764-970-877; 150-521-168-338-578; 150-855-021-395-930; 152-130-306-177-931; 153-720-865-381-409; 153-758-887-592-286; 154-827-739-848-588; 159-592-129-993-014; 164-263-278-319-289; 170-999-854-405-353; 174-176-293-179-736; 183-825-973-458-88X; 197-014-457-380-771; 197-604-243-423-123,22,true,,green
036-355-996-418-609,Enterprises in Vietnam: The Implementation of CSR,2019-07-05,2019,journal article,Regional and Business Studies,20612311,Regional and Business Studies,,Phan Van-Thanh; Szilárd Podruzsik,"Corporate social responsibility (CSR) has become a prominent issue for long-term sustainability, and several enterprises have come to recognize it as a key factor in their success. Organizations that participate in CSR activities construct purchaser trust and pass on a positive organization image. However, CSR activities, up to now, have been in general spotlight chiefly at large and multinational organizations. Under pressures from the society, large companies have integrated CSR either into their short or long-term business strategy strategy in. Similarly, in Vietnam, which is a developing country, numerous huge undertakings know that with the end goal to grow economically, enterprises must conform to ecological assurance norms, indiscrimination policy, workrights, work security, equal pay, ability to advance .the board and network 97 percent, the majority of enrolled ventures are small and medium enterprises (SMEs). The execution and use of CSR in Vietnamese SMEs confront a lot of troubles and restrictions because of constrained monetary assets, personnel, size of the companies, in most cases the owner is also the director. Therefore, the main purpose of this article is to investigate the practice of CSR in Vietnamese enterprises. Also, the article collates the recommendations given by researchers in order to strengthen and improve the implementation of CSR in Vietnam as well as gives some recommendations to help Vietnamese enterprises get success in applying CSR in their sustainable business objectives. The findings of this study are important to Vietnamese enterprises and future researchers in CSRin Vietnam in particular.",10,1,1,11,Vietnamese; Corporate social responsibility; Business; Multinational corporation; Marketing; Sustainable business; Small and medium-sized enterprises; Sustainability; Developing country; Strategic management,,,,,https://journal.ke.hu/index.php/rbs/article/view/2331 http://journal.ke.hu/index.php/rbs/article/download/2331/2949 https://core.ac.uk/download/287737889.pdf,http://dx.doi.org/10.33568/rbs.2331,,10.33568/rbs.2331,3005374153,,0,,1,true,cc-by-nc-nd,gold
036-437-350-022-970,Corporate Environmental Responsibility in Malaysia and India: A Preliminary Analysis,2019-07-14,2019,journal article,Environment-Behaviour Proceedings Journal,23984287,e-IPH Ltd.,,Irini Ibrahim; Khor Poy Hua; Sodiq Omoola,"Following the activities of a tyre recycling company in Johor, Malaysia, over 2000 people fell sick and 111 schools were shut when toxic substances were released into the Sungai Kim Kim, a river in Pasir Gudang. This paper examines the relevance of corporate environmental responsibility (CER) policy framework in ensuring constant environmental sustainability by corporate bodies in Malaysia.  The paper adopts a comparative law research methodology to assess the potential impact of environmentally sustainable corporate social responsibility across two jurisdictions i.e., Malaysia and India. Looking at existing CER framework in another jurisdiction, the paper argues that voluntary and mandatory CER can strengthen existing environmental regulations in Malaysia under the environmental regulation in Malaysia. Keywords: Environment, Corporate Environment Responsibility, Malaysia, India eISSN: 2398-4287 © 2019. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/e-bpj.v4i11.1662",4,11,195,199,Architecture; Corporate social responsibility; Business; Comparative law; Publishing; Jurisdiction; Corporate environmental responsibility; License; Public administration; Sustainability,,,,,http://irep.iium.edu.my/74292/ https://ebpj.e-iph.co.uk/index.php/EBProceedings/article/download/1662/pdf https://ebpj.e-iph.co.uk/index.php/EBProceedings/article/view/1662 https://core.ac.uk/download/pdf/322521742.pdf,http://dx.doi.org/10.21834/e-bpj.v4i11.1662,,10.21834/e-bpj.v4i11.1662,2964998154,,0,014-155-213-348-866; 028-648-527-341-150; 031-577-410-811-860; 038-781-328-369-607; 057-515-729-759-283; 079-097-781-810-372; 093-466-298-216-849; 103-872-068-653-175; 107-274-748-521-438; 108-583-638-295-324; 117-554-204-177-391; 124-376-846-389-382; 137-743-144-138-03X; 161-506-092-130-095,2,true,cc-by-nc-nd,hybrid
036-464-401-684-522,Investigating the relationship between corporate social responsibility and earnings management: Evidence from Spain,,2016,journal article,BRQ Business Research Quarterly,23409436; 23409444,Elsevier BV,Netherlands,Ester Gras-Gil; Mercedes Palacios Manzano; Joaquín Hernández Fernández,"Abstract This article investigates the relationship between corporate social responsibility and earnings management. Using panel data methodology for a sample of Spanish non-financial companies between 2005 and 2012, we find a negative impact of corporate social responsibility practices on earnings management. Corporate social responsibility is related to ethical and moral issues concerning corporate decision-making. Engaging in socially responsible activities not only improves stakeholder satisfaction, but also has a positive effect on corporate reputation. The results show that corporate social responsibility practices may be an organizational device that leads to more effective use of resources, which then has a negative impact on earnings management practices.",19,4,289,299,Accounting; Corporate social responsibility; Business; Social responsibility; Corporate security; Stakeholder; Earnings management; Corporate governance; Public relations; Sample (statistics); Panel data,,,,,https://www.econstor.eu/bitstream/10419/206353/1/brq-v19-i4-p289-299.pdf https://core.ac.uk/display/82345214 https://www.sciencedirect.com/science/article/pii/S2340943616300020 https://dialnet.unirioja.es/servlet/articulo?codigo=5698356 https://cyberleninka.org/article/n/1346188.pdf https://www.sciencedirect.com/science/article/abs/pii/S2340943616300020 https://journals.sagepub.com/doi/full/10.1016/j.brq.2016.02.002 https://www.econstor.eu/handle/10419/206353 https://www.elsevier.es/en-revista-brq-business-research-quarterly-424-articulo-investigating-relationship-between-corporate-social-S2340943616300020 https://core.ac.uk/download/pdf/82345214.pdf,http://dx.doi.org/10.1016/j.brq.2016.02.002,,10.1016/j.brq.2016.02.002,2313498325,,0,001-737-517-772-242; 003-327-409-754-224; 004-333-926-235-243; 005-758-382-741-550; 007-622-898-589-828; 008-596-331-202-063; 009-139-906-036-08X; 009-189-283-303-57X; 009-612-575-428-812; 009-799-794-020-908; 009-923-493-984-709; 010-905-402-320-373; 013-837-826-929-964; 014-710-197-014-275; 015-414-879-361-880; 016-577-762-463-376; 017-005-372-320-188; 018-075-278-238-815; 019-937-840-919-291; 020-502-962-432-484; 020-909-310-234-794; 021-395-088-063-680; 023-002-701-745-288; 026-565-464-426-619; 026-609-636-261-964; 026-963-956-385-669; 030-044-006-721-03X; 031-525-281-255-559; 032-224-171-356-065; 033-445-837-262-66X; 034-876-878-504-355; 035-051-823-297-424; 037-558-846-274-204; 038-282-844-160-774; 039-830-518-043-055; 040-938-471-961-675; 042-426-617-211-88X; 043-357-207-617-342; 043-486-855-938-524; 044-479-309-398-234; 048-229-235-534-080; 049-951-203-920-15X; 051-875-265-995-253; 052-477-012-523-330; 052-557-490-686-281; 053-195-536-333-811; 055-464-638-548-309; 055-773-672-952-080; 055-968-887-810-880; 059-926-835-594-944; 061-263-394-917-249; 061-829-988-617-171; 064-252-902-688-397; 064-786-623-022-10X; 064-817-435-185-090; 066-400-343-948-766; 070-055-085-692-875; 070-822-412-305-495; 072-599-765-073-929; 073-888-769-774-594; 074-429-208-013-246; 075-657-145-138-076; 077-545-174-286-939; 077-895-880-410-597; 082-052-773-336-534; 082-847-349-842-090; 083-939-874-040-883; 085-060-916-413-488; 086-660-322-090-314; 091-429-891-536-936; 091-751-473-541-818; 093-602-996-051-010; 094-503-600-971-404; 096-745-744-491-842; 099-671-160-139-650; 111-255-013-433-673; 112-565-796-968-753; 113-872-773-783-47X; 114-146-853-009-804; 114-528-883-561-839; 116-707-287-431-858; 118-013-216-581-193; 120-211-380-189-942; 120-694-308-570-262; 127-356-618-215-912; 127-706-940-146-975; 128-893-793-820-204; 130-051-119-298-769; 138-909-757-185-115; 147-238-418-480-832; 148-382-488-651-492; 159-592-129-993-014; 161-805-999-562-937; 161-972-797-783-844; 176-769-575-866-653; 188-268-272-612-98X; 199-572-350-155-100,95,true,"CC BY, CC BY-NC",gold
036-527-512-985-737,Consumer reactions to corporate social responsibility (CSR) in Thailand: The moderating effect of competitive positioning,2015-09-14,2015,journal article,Asia Pacific Journal of Marketing and Logistics,13555855; 17584248,Emerald,United Kingdom,Preeda Srinaruewan; Wayne Binney; Colin Higgins,"Purpose – The purpose of this paper is to understand the business case for corporate social responsibility (CSR) in Thailand by focusing on the consumer-organisational relationship and test the conceptual framework of Du et al. (2007). Design/methodology/approach – A quantitative study was conducted using a mall intercept survey of 184 Thai mobile phone service provider consumers in Bangkok, Thailand. Findings – A CSR emphasised brand is more likely than non-CSR emphasised brands to accrue consumer CSR awareness, positive attitude to company motivations and beliefs in the CSR of that company. Although beliefs are associated with consumers’ greater identification and advocacy behaviours towards the CSR emphasised brand than the non-CSR emphasised brands, they are not associated with loyalty. Practical implications – The paper provides potential guidance for companies to more effectively position and communicate their CSR activities to create differential advantages. Originality/value – Findings of the stud...",27,4,628,652,Service provider; Corporate social responsibility; Business; Marketing; Consumer behaviour; Value (ethics); Originality; Loyalty; The Conceptual Framework; Business case,,,,,https://www.emerald.com/insight/content/doi/10.1108/APJML-10-2014-0151/full/html http://dro.deakin.edu.au/view/DU:30078644 http://dro.deakin.edu.au/eserv/DU:30078644/binney-consumerreactions-2015.pdf http://hdl.handle.net/10536/DRO/DU:30078644,http://dx.doi.org/10.1108/apjml-10-2014-0151,,10.1108/apjml-10-2014-0151,1646410298,,0,001-095-917-910-673; 001-262-274-011-134; 001-293-497-423-461; 004-182-569-357-81X; 004-771-103-585-250; 007-080-491-753-776; 011-014-841-990-528; 013-211-195-776-548; 016-411-180-460-079; 017-059-462-361-948; 017-722-013-337-190; 017-727-683-623-682; 017-973-147-985-368; 018-449-863-705-043; 018-606-075-915-716; 022-711-677-224-161; 024-208-010-945-520; 032-226-726-401-253; 033-171-354-077-456; 033-757-378-021-674; 038-287-528-914-91X; 039-467-933-939-795; 043-461-975-829-006; 043-605-651-281-566; 043-759-183-909-552; 047-460-128-505-546; 053-134-930-560-845; 053-876-475-834-914; 054-493-436-652-868; 056-126-178-605-45X; 061-032-025-769-668; 061-907-032-205-149; 062-777-472-155-775; 065-220-754-840-691; 067-399-289-681-204; 069-392-435-893-645; 070-744-747-285-384; 074-176-668-531-703; 076-667-998-508-695; 085-333-895-176-962; 085-636-442-655-205; 086-414-904-570-656; 086-468-815-845-340; 087-215-854-986-075; 088-049-228-430-614; 096-347-624-727-239; 103-108-182-535-072; 108-890-126-050-163; 127-728-291-438-448; 128-197-551-414-351; 130-551-105-526-602; 131-180-572-109-097; 131-761-546-014-209; 150-756-983-846-92X; 154-054-575-849-696; 155-879-175-881-390; 156-607-604-363-098; 162-290-133-902-677; 163-529-639-649-240; 170-287-577-916-60X; 178-628-496-923-596; 185-050-475-065-604,11,true,,
036-543-506-368-45X,Corporate social responsibility employment narratives: a linguistic analysis,2019-07-23,2019,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Zhongtian Li; Shamima Haque,"The purpose of this paper is twofold: first, it investigates whether and to what extent “linguistic hedging”, an impression management form of linguistic expression that conveys an ambiguous level of commitment, is used in corporate social responsibility (CSR) employment narratives; and second, it explores whether there is any difference in the use of linguistic hedging between written and spoken corporate forms of language. It mobilises these objectives by examining employee-related narratives made by electronic manufacturing services (EMS) providers domiciled in Taiwan, in the context of labour malpractice incidents.,Two groups of data are examined: corporate responsibility reports (written language) and interviews and speeches of corporate founders and senior executives (spoken language). The research sample is ten Taiwanese EMS firms, all of which attracted public criticism and scrutiny due to a series of employee-related incidents. The sample period is between 2009 and 2013. Linguistic hedging is measured quantitatively by the relative word frequency of hedges, using the concordance software ANTCONC, with findings interpreted through the lens of legitimacy theory and impression management.,The study found that hedging was evident in CSR narratives. The EMS providers in Taiwan appeared to use hedging in employee-related disclosures to manage legitimacy challenges due to employee-related incidents that had happened in their assembly plants. The adjustments in employee-related disclosures made by the EMS firms as a legitimation strategy can be seen as a rhetoric device of impression management or a form of symbolic legitimation to persuade society to restore their legitimacy status. Further, overall hedging was more frequently used in spoken than written language, which suggests that rhetorical hedging in written narratives is more likely to be a deliberate choice of tactics to influence stakeholder perceptions and thereby manage corporate legitimacy.,The study introduces a new analytical technique, linguistic hedging, into the CSR literature. This enriches research methods used in this field, providing more compelling insights into the relationship between the use of language and CSR narratives in the process of corporate legitimation of employee-related practices. This study thus provides a platform for future computational-linguistics studies in the field of CSR.",32,6,1690,1713,Narrative inquiry; Corporate social responsibility; Sociology; Stakeholder; Spoken language; Legitimation; Written language; Public relations; Impression management; Rhetorical device,,,,,https://www.emerald.com/insight/content/doi/10.1108/AAAJ-10-2016-2753/full/html https://www.emerald.com/insight/content/doi/10.1108/AAAJ-10-2016-2753/full/pdf?title=corporate-social-responsibility-employment-narratives-a-linguistic-analysis https://aura.abdn.ac.uk/bitstream/2164/13220/1/Hedging_paper.pdf https://abdn.pure.elsevier.com/en/publications/corporate-social-responsibility-employment-narratives-a-linguisti https://aura.abdn.ac.uk/handle/2164/13220 http://aura-test.abdn.ac.uk/handle/2164/13220,http://dx.doi.org/10.1108/aaaj-10-2016-2753,,10.1108/aaaj-10-2016-2753,2938931515,,0,000-658-851-499-913; 001-150-927-247-894; 002-666-557-712-026; 002-800-351-395-955; 003-993-882-268-189; 004-291-206-805-997; 006-627-599-832-177; 007-613-261-732-274; 009-112-965-527-524; 010-107-773-203-305; 010-360-519-122-322; 011-062-481-682-965; 012-805-278-438-570; 012-924-434-358-321; 014-038-507-392-624; 014-194-354-575-351; 014-571-264-321-121; 016-911-703-544-556; 021-394-511-740-876; 021-557-387-566-009; 024-230-198-759-471; 026-310-682-855-767; 027-960-406-271-715; 028-627-470-145-788; 029-241-554-631-497; 030-566-837-202-888; 030-962-094-071-817; 033-393-488-682-049; 034-680-355-745-016; 034-898-545-761-06X; 035-294-768-167-50X; 035-946-838-605-001; 038-951-759-627-670; 040-076-055-473-190; 040-505-156-614-717; 040-556-924-679-266; 040-980-924-876-596; 042-188-541-420-552; 042-332-178-406-943; 042-366-061-302-257; 046-713-134-343-906; 048-205-584-112-98X; 050-027-104-177-972; 050-920-938-723-206; 052-469-274-804-773; 052-802-334-885-429; 053-339-410-095-221; 053-735-659-425-470; 056-208-075-273-375; 059-963-608-933-099; 066-557-211-869-797; 070-831-370-295-149; 073-395-628-481-354; 075-736-957-323-467; 076-680-736-271-25X; 077-034-203-125-575; 078-108-465-963-590; 078-242-344-885-343; 080-239-276-979-616; 080-964-901-076-650; 082-079-163-258-647; 083-531-489-314-439; 084-041-141-623-315; 085-641-415-576-989; 085-736-846-201-742; 087-999-047-258-854; 091-977-988-414-828; 092-247-213-128-836; 093-622-222-539-07X; 093-833-714-075-750; 095-731-879-783-574; 096-875-838-615-143; 101-336-987-835-285; 101-922-020-860-87X; 102-089-428-971-329; 102-152-579-591-963; 103-351-576-189-731; 105-878-788-654-360; 105-904-132-145-260; 108-177-850-836-702; 108-816-042-910-677; 111-726-609-456-735; 112-707-611-942-452; 116-576-887-981-522; 118-276-528-363-050; 120-930-701-082-160; 123-352-883-261-940; 124-429-600-057-448; 128-035-642-110-271; 135-780-326-973-378; 136-934-909-340-746; 137-052-117-345-217; 140-883-740-690-819; 150-005-284-621-599; 150-619-311-159-544; 157-434-955-270-030; 160-444-730-392-309; 160-761-967-563-873; 161-972-797-783-844; 163-353-015-543-222; 169-793-306-122-097; 169-814-141-353-187; 173-872-063-329-05X; 189-021-014-892-802; 199-136-541-836-960,6,true,,green
036-671-015-264-281,Simulation of Causal Relations of Stakeholder Management System by Using Fuzzy Cognitive Map Approach - A Comparison of Hungarian and Lithuanian Attitudes,,2015,journal article,Procedia Computer Science,18770509,Elsevier BV,,Andras Torma; Miklós F. Hatwágner; Dalia Susniene; Daiva Žostautienė; László T. Kóczy,Abstract Stakeholder Relationship Management Systems (SRMS) describe the general behavior of stakeholder relations at organizations. Knowing the interactions between the drivers of the SRMS helps to improve the efficiency of the whole system. This paper investigates the applicability of Fuzzy Cognitive Maps (FCM) to simulate the system dynamics and the causal connections within it. Previous investigations showed that FCM is a proper tool to analyze these relations and with the help of that the business management process and decision making in projects can be supported. The aim of this paper is to present the results of current simulations made with the help of FCM at Lithuanian and Hungarian organizations and to explain the causes of the identified differences. Beside that the paper investigates the influences of the modification of the threshold function's parameter on the final factor states.,65,,880,890,Corporate social responsibility; Stakeholder; Stakeholder management; Stakeholder relations; Computer science; Process (engineering); Lithuanian; Fuzzy cognitive map; Management science; Knowledge management; Customer relationship management,,,,,https://www.sciencedirect.com/science/article/abs/pii/S187705091502877X https://www.sciencedirect.com/science/article/pii/S187705091502877X https://core.ac.uk/download/pdf/82282423.pdf,http://dx.doi.org/10.1016/j.procs.2015.09.047,,10.1016/j.procs.2015.09.047,2261296019,,0,003-719-462-816-423; 010-137-420-730-422; 010-506-995-388-331; 012-089-923-723-370; 015-041-524-925-027; 020-127-948-138-105; 026-895-802-475-205; 027-585-292-226-665; 043-486-855-938-524; 055-538-655-856-011; 062-594-859-444-131; 068-250-860-764-035; 069-955-905-431-477; 070-013-732-992-140; 080-361-191-972-828; 098-381-043-551-484; 110-745-024-321-648; 115-373-591-444-545; 128-614-513-435-092,4,true,,gold
036-778-424-368-962,CSR Actions in Companies and Perception of Their Reputation by Managers: Analysis in the Rural Area of an Emerging Country in the Banking Sector,2018-03-22,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Jesús Ángel del Brío; Edmundo R. Lizarzaburu Bolaños,"This paper tests, from a managerial point of view, the influence of Corporate Social Responsibility (CSR) actions directed towards health and environmental matters over the perception of a company’s reputation. The literature review suggests an absence of this kind of study focused on the banking sector of developing countries. CSR activities oriented to health and subsistence in the rural areas of emerging countries are proved to hold a positive influence on the perception of managers of the banking sector of corporate reputation. On the other hand, it has not been possible to validate whether CSR activities oriented to environmental issues (or infrastructure) in rural areas will positively influence the perception of Peruvian banking sector managers of corporate reputation. The outcomes mentioned seem plausible due to health and subsistence being undoubtedly the most valued factors among people living in rural areas, where there are the most development deficiencies. This work contributes by empirically analyzing a relationship barely addressed in the field of business administration: the influence of CSR and corporate reputation. Furthermore, the authors take the analysis to a context unexplored by previous researchers, applying the concepts to the banking sector of an emerging country.",10,4,920,,Emerging markets; Rural area; Corporate social responsibility; Business; Subsistence agriculture; Marketing; Perception; Context (language use); Reputation; Developing country,,,,,https://core.ac.uk/display/153633634 https://www.mdpi.com/2071-1050/10/4/920 https://ideas.repec.org/a/gam/jsusta/v10y2018i4p920-d137518.html https://repositorio.esan.edu.pe/handle/20.500.12640/2469?show=full https://EconPapers.repec.org/RePEc:gam:jsusta:v:10:y:2018:i:4:p:920-:d:137518 https://doi.org/10.3390/su10040920 https://www.mdpi.com/2071-1050/10/4/920/pdf https://core.ac.uk/download/pdf/159382165.pdf,http://dx.doi.org/10.3390/su10040920,,10.3390/su10040920,2790793977,,0,000-472-938-573-201; 006-398-197-908-101; 009-901-279-348-720; 012-464-352-111-646; 014-614-449-675-783; 015-567-533-446-294; 017-725-193-667-835; 020-289-989-880-076; 024-252-907-694-242; 025-208-464-239-432; 028-170-616-037-29X; 035-556-471-787-086; 036-181-784-231-239; 037-637-881-037-496; 057-446-374-186-386; 073-854-087-596-828; 075-187-936-338-345; 077-729-383-080-511; 078-229-594-188-659; 080-068-289-386-12X; 082-406-317-850-885; 083-689-556-976-687; 091-046-110-177-62X; 103-677-632-250-120; 115-373-591-444-545; 145-760-734-099-848; 147-326-299-602-955; 149-621-945-316-959; 150-756-983-846-92X; 172-338-411-710-361; 176-430-201-372-322; 179-373-675-161-480; 196-559-270-697-81X,11,true,cc-by,gold
036-941-449-494-444,The transnational corporation and new corporate citizenship theory,2007-09-01,2007,journal article,Journal of Corporate Citizenship,14705001; 20514700,GSE Research Limited,,Matthew Haigh; Marc T. Jones,"A recent conceptualisation of corporate citizenship by Matten and Crane (2005) shifts focus onto the corporation's role in providing individuals with the rights they are entitled to as citizens. This expanded corporate role is depicted as filling an institutional vacuum resulting from the withdrawal of the state. Marking an innovation to the corporate citizenship literature, we devise a three-part analytical framework from political institutionalism to question the concept's ideological and empirical groundings. Incorporating a constrained game theory perspective, we use an example of the provision of Western corporate services by low-labour-cost nation-states to argue that the concept as strategy would in some circumstances exacerbate the implications of globalisation on individual citizenship rights. The analytical framework has application for research directed toward proposals to extend the reach of corporations in traditional public services and, more generally, for studies of corporate responsibilities.Future research on corporate citizenship would be strengthened in recognising, as we do, institutional incentives, constraints, decision-making modes and resources as used by the transnational corporation.",2007,27,51,69,Corporate social responsibility; Political science; Law and economics; Globalization; Institutionalism; Corporate services; Corporation; Citizenship; Incentive; Politics,,,,,http://www.academia.edu/11086933/The_Transnational_Corporation_and_New_Corporate_Citizenship_Theory https://eprints.soas.ac.uk/10715/ https://core.ac.uk/download/132847200.pdf,http://dx.doi.org/10.9774/gleaf.4700.2007.au.00007,,10.9774/gleaf.4700.2007.au.00007,3125953765,,0,070-770-436-445-255,28,true,cc-by-nc-nd,green
037-069-164-402-646,The use of economic indicators from the Global Reporting Initiative by Spanish listed companies,2014-12-04,2014,journal article,Intangible Capital,16979818; 20143214,Omnia Publisher SL,Spain,María Josefa Mosteiro García; Marta Turró; Oriol Amat,"Purpose: Corporate Social Responsibility (CSR) in companies is widely accepted within today’s business community. However, the intangibility of this concept and the dispersion of related standards and regulations has created a context characterized by lack of homogeneity in the publishing of CSR results. The present study aims to determine the extent to which Global Reporting Initiative (GRI) indicators are used by Spanish listed companies.",10,4,699,716,Accounting; Corporate social responsibility; Business; Publishing; Intangibility; Economic indicator; Business community,,,,,http://www.redalyc.org/pdf/549/54932720002.pdf https://www.intangiblecapital.org/index.php/ic/article/download/550/441 https://core.ac.uk/display/41790225 https://upcommons.upc.edu/handle/2099/16146 https://dialnet.unirioja.es/servlet/articulo?codigo=4885316 https://repositori.upf.edu/handle/10230/44951 https://www.intangiblecapital.org/index.php/ic/article/view/550 https://paperity.org/p/78622273/the-use-of-economic-indicators-from-the-global-reporting-initiative-by-spanish-listed https://core.ac.uk/download/41790225.pdf,http://dx.doi.org/10.3926/ic.550,,10.3926/ic.550,2111935691,,0,004-936-041-723-402; 005-458-748-820-903; 007-622-898-589-828; 012-837-354-278-799; 014-455-741-938-215; 014-904-025-590-079; 016-191-802-477-288; 017-973-147-985-368; 029-572-459-871-173; 031-537-161-323-99X; 045-683-602-068-343; 051-875-265-995-253; 052-802-334-885-429; 053-195-536-333-811; 061-829-988-617-171; 061-974-257-491-908; 063-440-504-091-01X; 063-926-751-372-775; 066-400-343-948-766; 068-480-277-848-059; 070-960-034-885-415; 084-182-731-135-943; 088-919-850-566-219; 110-502-326-347-134; 127-356-618-215-912; 131-962-615-383-704; 136-433-326-513-70X; 136-483-930-123-113; 139-641-412-398-758; 140-185-354-409-680; 146-062-141-259-533; 146-319-718-942-523; 150-855-021-395-930; 156-353-543-206-832; 156-617-489-911-755; 159-592-129-993-014; 166-405-723-185-236; 182-199-495-327-639; 195-138-304-102-123,0,true,cc-by,gold
037-364-472-954-073,THE PROSPECTS FOR ISLAMIC SOCIAL BANKING IN INDONESIA,2019-07-23,2019,journal article,Journal of Islamic Monetary Economics and Finance,24606618; 24606146,"Bank Indonesia, Central Banking Research Department",,M. Luthfi Hamidi; Andrew C. Worthington; Tracey West; Rifki Ismal,"<jats:p>Despite significant growth and development in recent years, Islamic banking (IB) continues to face widespread criticism given its apparently weak social outcomes. This study investigates the social performance of Islamic banking in Indonesia, including its justification as an IB objective and the means of improvement. We do this by surveying 506 current and potential Islamic banking customers across six Indonesian provinces, combined with in-depth interviews with 10 Islamic banking experts (regulators, practitioners, Syariah scholars, and academics). The findings strengthen previous results on the topic in that 42.89% of respondents consider that IB in Indonesia is defensive (doing the least that is required in terms of social outcomes), while 6.92% believe that it is reactive (doing less than that required). Of the remaining respondents, 34.78% consider the social performance as accommodative (doing all that is required) and 15.42% see it as proactive (doing more than is required). Most respondents (52.96%) suggest improvement by combining corporate social responsibility and the ZIS (Zakat, Infaq, shadaqah)-Waqf system. Only some (7.11%) suggest the establishment of Islamic social banking, whose main feature would be to design an alternative to collateral so that low- and middle-income customers could more readily access bank financing. We recommend that regulators and practitioners take action to address these weaknesses through incentives and long-term strategic planning.   </jats:p>",5,2,237,262,Economy; Political science; Islam,,,,,https://doaj.org/article/b45f714944054fbd86a7cf40d510eb7b https://core.ac.uk/download/pdf/229632414.pdf,http://dx.doi.org/10.21098/jimf.v5i2.1062,,10.21098/jimf.v5i2.1062,2982077919,,0,,2,true,cc-by-nc,gold
037-388-162-916-641,Determinants of bank social responsibility: case of Croatia,2015-06-03,2015,journal article,E+M Ekonomie a Management,12123609,Technical University of Liberec,Czech Republic,Ana Ivanišević Hernaus; Alen Stojanović,"Recently fi nancial sector and its responsibilities have come under great scrutiny. This has led to putting more emphasis on social responsibility of fi nancial institutions, primarily banks, due to their powerful and influential position. Banks have an impact not only on financial and economic system, but on a wider community as well. Their socially responsible practices in particular may have important social implications, what is even more emphasized within bank-centric financial systems, typical of CEE countries. Due to a lack of existing research, the aim of the paper is to assess social responsibility of banks at individual and industry level in a specific CEE context. At bank individual level, focus is put on factors of bank size, ownership status and financial performance, while at the bank industry level the structure of granted loans is included in the analysis. The framework for assessing bank social responsibility is derived and adapted from previous research conducted by Cuesta-Gonzalez, et al. [23] and Scholtens [81]. It is applied to Croatian banking sector, while the level of social responsibility is empirically related to factors at bank individual and industry level.; Research findings offer an overview of social responsibility of Croatian banks. The results demonstrate that bank social responsibility is related to factors of bank size and ownership status at the individual level, and to the structure of granted loans at the industry level. However, the nature of the link between bank social and financial performance did not prove significant. Such findings offer a wider lesson of what factors are associated with social performance of financial sector. Additionally, they may serve as a useful reference point for further investigation of socially responsible practices in Croatia and other CEE countries.",18,2,117,134,Accounting; Corporate social responsibility; Business; Social responsibility; Position (finance); Scrutiny; Context (language use); Financial sector; Banking sector; Internationalization,,,,,https://dspace.tul.cz/bitstream/handle/15240/9110/EM_2_2015_9.pdf?sequence=1 https://www.bib.irb.hr/660560 https://dspace5.zcu.cz/handle/11025/17616 https://dspace5.zcu.cz/bitstream/11025/17616/1/09_DETERMINANTS%20OF%20BANK%20SOCIAL%20RESPONSIBILITY.pdf https://dspace.tul.cz/handle/15240/9110 https://core.ac.uk/download/pdf/295572277.pdf,http://dx.doi.org/10.15240/tul/001/2015-2-009,,10.15240/tul/001/2015-2-009,2785866323,,0,010-171-693-498-47X; 019-771-049-776-201; 022-210-024-011-534; 022-971-576-182-434; 029-883-402-447-599; 033-091-007-989-16X; 036-425-883-090-572; 037-687-752-936-466; 039-369-632-310-521; 043-393-716-547-256; 043-576-205-233-636; 065-787-618-678-885; 070-232-232-166-280; 071-199-667-799-583; 071-427-800-596-075; 073-113-971-455-905; 073-190-170-054-289; 074-746-128-188-221; 077-502-054-898-084; 078-281-476-762-97X; 080-068-289-386-12X; 085-499-555-575-887; 086-896-610-774-711; 091-751-473-541-818; 092-086-784-237-310; 121-398-051-282-782; 128-039-313-779-140; 128-630-204-718-929; 155-879-175-881-390; 158-372-633-729-705; 169-157-688-346-75X; 178-793-759-422-195; 186-192-886-471-914; 189-576-339-823-951,7,true,cc-by-nc,green
037-413-195-790-346,Corporate social responsibility and multinational enterprise identity: insights from a mining company's attempt to localise in Ghana,2017-10-10,2017,journal article,Social Identities,13504630; 13630296,Informa UK Limited,United Kingdom,Swetketu Patnaik; Yama Temouri; James Tuffour; Shlomo Y. Tarba; Sanjay Kumar Singh,"ABSTRACTThis paper investigates how a US gold mining multinational enterprise (MNE) – one of the world's largest – operates its subsidiaries in various parts of the world by creating a unique ‘glocal identity’. The US parent company has experienced several significant challenges across its network of subsidiaries. These challenges were mostly linked to the enforcement of the MNE's identity and culture in its host environment. We contribute by describing, in detail, the attempts made by this company to localise its corporate social responsibility practices in Ghana as it sought to gain legitimacy and create an identity that would overcome the issues relating to the liability of foreignness. Our data come from a combination of sources, including questionnaires and detailed semi-structured interviews conducted with the key management employees of the mining company, members and opinion leaders of the company's host communities, and secondary sources. Our main finding is that the construction of a ‘host-frien...",24,5,604,623,Subsidiary; Opinion leadership; Corporate social responsibility; Sociology; Multinational corporation; Glocalization; Identity (social science); Enforcement; Parent company; Public relations,,,,,https://www.tandfonline.com/doi/full/10.1080/13504630.2017.1386369 https://core.ac.uk/display/109909253 https://research.aston.ac.uk/en/publications/corporate-social-responsibility-and-multinational-enterprise-iden https://dspace.adu.ac.ae/handle/1/1623 https://ro.uow.edu.au/dubaipapers/942/ https://publications.aston.ac.uk/id/eprint/31628/ https://core.ac.uk/download/109909253.pdf,http://dx.doi.org/10.1080/13504630.2017.1386369,,10.1080/13504630.2017.1386369,2762883015,,0,003-722-518-064-927; 004-907-247-199-551; 004-921-534-821-21X; 005-501-507-000-374; 006-518-264-756-720; 008-651-667-006-567; 011-328-030-615-144; 011-450-792-602-314; 011-818-930-270-403; 014-794-206-699-124; 022-050-113-408-381; 024-126-914-351-70X; 024-433-682-636-393; 027-827-119-143-849; 029-883-353-920-473; 031-782-642-103-372; 035-556-471-787-086; 036-920-286-803-915; 037-676-115-510-354; 044-553-183-222-999; 047-055-548-674-486; 048-402-768-826-373; 050-674-327-435-351; 052-042-505-597-896; 053-682-440-377-519; 053-904-136-980-306; 054-889-279-049-272; 060-558-537-237-876; 061-197-954-956-631; 066-198-738-657-369; 068-858-347-042-31X; 069-206-139-517-387; 069-275-501-008-622; 072-816-520-999-078; 080-714-226-639-63X; 081-808-075-461-232; 082-644-619-410-627; 083-882-620-210-710; 084-723-194-609-89X; 089-648-238-229-405; 095-032-161-097-572; 097-577-855-411-784; 098-623-773-620-604; 110-864-514-367-683; 115-482-499-323-938; 125-079-528-358-99X; 129-058-869-916-470; 130-096-845-040-841; 137-763-748-635-836; 137-989-635-398-119; 141-424-035-303-573; 142-686-347-691-727; 144-270-288-068-284; 149-711-693-971-306; 155-849-634-946-361; 163-381-375-560-112; 167-261-492-171-940; 173-353-522-677-244; 188-296-361-666-70X,38,true,,green
037-487-605-899-005,Corporate Social Responsibility within Social Media-Stakeholder Relations Strategies: Case of Turkish Stock Exchange Companies,2015-09-18,2015,journal article,Business and Management Studies,23745924; 23745916,Redfame Publishing,,Ezgi Yildirim Saatci; Işıl Çobanlı Erdönmez,"Emergence and dominance of internet has changed the rules of the business world. Customer centric strategies became customer participated actions with the rise of social networks where all functional strategies of the firms are continuously being reshaped according to customer values. At the same time, concerns of customers as the buyers in terms of cost and quality are also backed up with their concerns as a member of the society where the organizations have direct impact on, which can give a clear explanation for the enhanced corporate social responsibility movement of the last decade. Philanthropic act of organizations are also considered as the fifth P of marketing which is also channeled through new media such as Face book, YouTube, LinkedIn, Twitter and YouTube. This paper intends to investigate 53 Turkish Holding companies which are register to Turkish Capital Market Board -and therefore, have to declare their social responsibility projects according to corporate governance rules- with an aim to contrast these projects’ prevalence in the social media and strategic use of marketing elements accordingly to frame the Turkish perspective.",2,1,1,11,Corporate social responsibility; Dominance (economics); Business; Social responsibility; Marketing; Stock exchange; Turkish; Corporate governance; Public relations; Social media; New media,,,,,https://redfame.com/journal/index.php/bms/article/view/1092 https://ideas.repec.org/a/rfa/bmsjnl/v2y2016i1p1-11.html https://econpapers.repec.org/article/rfabmsjnl/v_3a2_3ay_3a2016_3ai_3a1_3ap_3a1-11.htm https://redfame.com/journal/index.php/bms/article/download/1092/1414 https://core.ac.uk/download/pdf/228084832.pdf,http://dx.doi.org/10.11114/bms.v2i1.1092,,10.11114/bms.v2i1.1092,1846914231,,0,,0,true,cc-by,green
037-636-343-819-381,“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility,2018-01-24,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Kelsy Hejjas; Graham Miller; Caroline Scarles,"Corporate social responsibility (CSR) has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a “black box,” failing to account for individual differences amongst employees and the resulting variations in antecedents to CSR engagement or disengagement. This is further exacerbated by the tendency in stakeholder theory to homogenize priorities within a single stakeholder group. In response, utilizing case study data drawn from three multinational tourism and hospitality organizations, combined with extensive interview data collected from CSR leaders, industry professionals, engaged, and disengaged employees, this exploratory research produces a finer-grained understanding of employees as a stakeholder group, identifying a number of opportunities and barriers for individual employee engagement in CSR interventions. This research proposes that employees are situated along a spectrum of engagement from actively engaged to actively disengaged. While there are some common drivers of engagement across the entire spectrum of employees, differences also exist depending on the degree to which employees, rather than senior management, support corporate responsibility within their organizations. Key antecedents to CSR engagement that vary depending on employees’ existing level of broader engagement include organizational culture, CSR intervention design, employee CSR perceptions, and the observed benefits of participation.",157,2,319,337,Business ethics; Corporate social responsibility; Business; Stakeholder theory; Disengagement theory; Senior management; Public relations; Organizational culture; Exploratory research; Employee engagement,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7376356 https://philpapers.org/rec/HEJILH https://link.springer.com/article/10.1007/s10551-018-3791-8 https://link.springer.com/content/pdf/10.1007%2Fs10551-018-3791-8.pdf https://paperity.org/p/86079231/its-like-hating-puppies-employee-disengagement-and-corporate-social-responsibility https://surrey.eprints-hosting.org/845903/ https://epubs.surrey.ac.uk/845903/ https://researchonline.ljmu.ac.uk/id/eprint/11237/ https://link.springer.com/article/10.1007/s10551-018-3791-8/fulltext.html https://ideas.repec.org/a/kap/jbuset/v157y2019i2d10.1007_s10551-018-3791-8.html https://core.ac.uk/download/pdf/227452627.pdf,http://dx.doi.org/10.1007/s10551-018-3791-8,,10.1007/s10551-018-3791-8,2785092304,,0,001-007-689-677-749; 002-929-446-634-493; 003-769-210-214-042; 003-787-936-281-155; 005-202-209-962-954; 006-090-192-301-932; 006-292-752-730-694; 006-300-849-811-770; 007-242-210-373-451; 007-559-426-125-110; 007-825-475-069-003; 009-024-987-910-508; 009-627-096-122-615; 009-980-637-097-123; 010-672-839-864-424; 010-857-660-436-279; 011-007-865-267-136; 011-490-568-815-514; 011-829-603-506-558; 012-827-515-545-28X; 013-295-669-430-583; 013-796-317-992-537; 014-694-031-720-391; 016-337-560-462-858; 017-147-261-575-907; 017-167-454-912-226; 017-546-238-485-194; 018-902-292-177-293; 019-606-017-354-734; 021-059-054-375-51X; 021-469-923-114-111; 021-839-054-649-987; 022-824-597-814-568; 023-444-021-150-49X; 027-563-518-776-292; 028-821-191-808-859; 030-351-867-629-34X; 032-528-367-537-207; 032-587-781-576-199; 033-444-164-146-415; 033-445-837-262-66X; 033-714-575-052-373; 034-090-272-075-213; 034-694-858-815-546; 036-289-903-245-161; 036-896-088-404-676; 042-574-215-632-862; 043-005-206-942-689; 043-176-395-958-175; 045-212-135-052-199; 047-460-128-505-546; 047-733-823-784-314; 047-947-380-430-878; 049-067-185-344-517; 050-571-840-584-970; 051-030-542-888-807; 051-579-452-365-859; 051-760-532-521-694; 052-042-505-597-896; 055-700-093-523-874; 056-803-918-029-466; 057-032-724-281-341; 057-085-896-728-874; 057-515-729-759-283; 057-833-225-867-778; 061-032-025-769-668; 061-244-638-705-338; 063-582-002-576-213; 064-289-496-475-810; 065-285-489-729-438; 066-495-639-068-164; 067-709-496-111-272; 067-736-898-510-464; 068-612-216-755-002; 068-715-824-881-688; 070-525-988-846-955; 071-752-134-349-230; 072-730-746-170-775; 076-425-586-383-644; 077-146-417-849-137; 080-835-927-706-330; 085-535-333-733-398; 087-287-846-448-309; 088-541-703-373-976; 089-721-905-284-482; 090-222-134-208-05X; 096-581-408-999-868; 099-085-870-469-302; 099-766-355-075-046; 099-815-970-926-269; 102-955-338-903-443; 103-108-182-535-072; 106-118-398-325-013; 107-274-748-521-438; 109-397-770-760-948; 112-217-930-679-426; 113-324-360-012-442; 113-457-825-910-285; 115-101-543-905-598; 115-373-591-444-545; 117-919-969-887-685; 124-210-842-226-690; 125-311-949-520-557; 125-899-693-359-72X; 127-356-618-215-912; 128-519-086-015-927; 130-722-002-466-591; 131-417-616-648-555; 131-447-132-978-766; 137-876-051-826-65X; 139-069-236-744-230; 146-159-059-140-956; 148-997-649-165-614; 153-905-245-264-106; 154-641-722-398-597; 158-798-678-208-274; 159-452-444-252-73X; 159-891-534-830-980; 163-381-099-113-497; 175-607-432-794-690; 176-241-134-682-896; 178-024-221-305-759; 182-554-868-171-037; 190-401-010-474-400; 195-633-655-481-311,42,true,cc-by,hybrid
037-712-256-084-323,"Entrepreneurial CSR, managerial role and firm resources: a case study approach",2018-07-16,2018,journal article,Competitiveness Review: An International Business Journal,10595422; 20513143,Emerald,United Kingdom,Abel Duarte Alonso; Ian Patrick Austin,"The purpose of this study is to contribute to the extant body of the entrepreneurship and business management literature, investigating corporate social responsibility (CSR) and its implications for firms’ competitiveness. The cases of four different firms are examined through the lens of the resource-based view of the firm and role theory.,Face-to-face and telephone interviews were conducted with the owners and managers of four model firms identified in Western Australia.,While financial outcomes clearly stand out as the end goal for engaging in CSR-related practices, the importance of firm managers’ entrepreneurial role emerges in using existing resources to exploit business opportunities to ultimately achieve competitiveness, benefit the organisation, the community and society. Management’s ability to reconcile financial objectives and CSR practices give rise to the notion of entrepreneurial CSR.,The study demonstrates that management’s entrepreneurial drive, skills, knowledge, expertise or strategic strengths can identify substantial opportunities. Furthermore, the investment of resources to develop socially responsible products and services can help achieve CSR and the firm’s bottom line. Finally, learning about participants’ motivations for engaging in CSR could identify areas, concepts and directions to be considered by entrepreneurs, compared/contrasted to previous research or even operationalised by enterprises of different sizes elsewhere.",28,4,368,385,Corporate social responsibility; Business; Social responsibility; Marketing; Exploit; Investment (macroeconomics); Resource-based view; Business management; Resource (project management); Entrepreneurship,,,,,https://ro.ecu.edu.au/cgi/viewcontent.cgi?article=5632&context=ecuworkspost2013 https://www.emerald.com/insight/content/doi/10.1108/CR-10-2016-0064/full/pdf?title=entrepreneurial-csr-managerial-role-and-firm-resources-a-case-study-approach https://researchonline.ljmu.ac.uk/id/eprint/9223/ https://www.emerald.com/insight/content/doi/10.1108/CR-10-2016-0064/full/html https://ro.ecu.edu.au/ecuworkspost2013/4627/ https://www.emeraldinsight.com/doi/full/10.1108/CR-10-2016-0064 https://core.ac.uk/download/pdf/161097947.pdf,http://dx.doi.org/10.1108/cr-10-2016-0064,,10.1108/cr-10-2016-0064,2806802436,,0,000-207-871-018-379; 000-776-628-195-009; 002-929-446-634-493; 003-372-501-196-563; 003-545-619-442-320; 013-461-824-197-04X; 013-880-860-526-943; 015-901-589-754-246; 022-480-847-741-79X; 022-774-738-500-720; 025-216-749-290-709; 025-468-894-748-342; 026-197-051-291-561; 026-396-578-572-628; 027-446-615-526-495; 028-789-101-896-676; 029-879-033-446-985; 030-469-476-608-473; 030-582-947-367-886; 033-445-837-262-66X; 034-654-159-544-816; 041-990-415-671-109; 045-259-678-097-21X; 054-042-401-066-700; 054-912-286-540-871; 059-031-301-002-994; 060-297-915-678-167; 061-983-819-386-718; 063-219-290-377-174; 065-517-451-477-861; 065-635-282-815-141; 067-253-312-715-950; 067-945-242-728-795; 068-459-957-070-280; 068-468-722-538-138; 072-823-653-163-114; 074-822-731-288-202; 082-171-985-858-889; 083-532-334-168-814; 089-621-912-811-772; 092-165-779-991-613; 093-501-575-801-933; 099-283-769-088-596; 102-885-865-253-365; 115-170-653-019-035; 118-013-216-581-193; 121-195-620-677-195; 123-628-833-025-039; 155-879-175-881-390; 157-346-370-700-605; 158-324-042-027-326; 176-807-658-289-657; 179-608-372-698-452; 192-120-166-996-434; 196-860-495-587-526,3,true,,green
037-723-036-938-458,"EFFECT OF CORPORATE SOCIAL RESPONSIBILITY, PROFITABILITY, AND CORPORATE GOVERNANCE ON COMPANY VALUE",2019-08-16,2019,journal article,Jurnal Akuntansi Trisakti,23390832,Universitas Trisakti,,Ati Kushariani; Rifki Ananda; M. Rizky Riandi,"This study aims to determine the effect of corporate social responsibility, profitability, and the corporate governance on company value. The sample consisted of 14 mining companies listed on the Indonesia Stock Exchange (IDX) in 2013-2017. The research sample was selected based on the purposive sampling method, and the data used in this study was secondary data. The method used in this study uses multiple linear regression. Based on the results of this study it can be concluded that corporate social responsibility does not influence on company value; profitability has a significant positive effect on company value; institutional ownership has a significant positive effect on company value; managerial ownership does not effects company value; and independent commissioners have a significant positive effect on company value.",5,1,95,108,Nonprobability sampling; Accounting; Profitability index; Corporate social responsibility; Business; Stock exchange; Value (economics); Corporate governance; Sample (statistics),,,,,https://trijurnal.lemlit.trisakti.ac.id/jat/article/download/4863/pdf_2 https://trijurnal.lemlit.trisakti.ac.id/jat/article/view/4863 https://core.ac.uk/download/pdf/267903778.pdf,http://dx.doi.org/10.25105/jat.v5i1.4863,,10.25105/jat.v5i1.4863,2967399343,,0,,1,true,cc-by-nc,gold
037-889-241-641-346,The influence of the government on corporate environmental reporting in China: An authoritarian capitalism perspective,2018-07-28,2018,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Hui Situ; Carol Tilt; Pi-Shen Seet,This study uses panel data to investigate the different roles of the Chinese government in influencing companies’ decision making about corporate environmental reporting (CER) via a two-stage proce...,59,8,1589,1629,Political economy; Institutional theory; Government; Political science; China; Perspective (graphical); Environmental reporting; Capitalism; Panel data; Authoritarianism,,,,Australian Government Research Training Program (RTP) Scholarship,https://ro.ecu.edu.au/ecuworkspost2013/4758/ https://journals.sagepub.com/doi/abs/10.1177/0007650318789694 https://orca.cardiff.ac.uk/143748/ https://ro.ecu.edu.au/cgi/viewcontent.cgi?article=5763&context=ecuworkspost2013 http://journals.sagepub.com/doi/10.1177/0007650318789694 https://core.ac.uk/download/210552239.pdf,http://dx.doi.org/10.1177/0007650318789694,,10.1177/0007650318789694,2884035295,,0,000-683-548-715-497; 001-328-752-018-963; 002-799-452-176-676; 003-025-422-339-881; 003-644-578-385-676; 006-292-752-730-694; 008-221-002-518-680; 008-615-299-219-308; 009-112-965-527-524; 012-977-159-817-456; 013-075-887-163-183; 013-870-291-104-521; 015-271-876-692-523; 016-303-165-487-275; 021-089-353-426-636; 023-782-388-805-650; 027-827-119-143-849; 028-535-521-421-247; 030-775-025-055-692; 030-860-877-789-131; 033-273-326-882-017; 035-556-471-787-086; 035-953-556-745-052; 044-785-164-654-000; 045-223-091-342-939; 048-647-248-477-582; 049-709-422-498-846; 054-378-571-628-699; 057-446-693-700-186; 057-690-804-811-423; 066-400-343-948-766; 068-154-053-073-713; 068-194-765-321-814; 069-533-155-665-652; 071-599-158-064-004; 073-169-146-264-853; 075-531-165-457-281; 078-511-017-183-566; 083-605-271-360-685; 086-892-860-259-642; 094-497-814-086-146; 096-049-598-507-578; 097-921-691-033-077; 098-733-242-419-693; 099-508-678-210-722; 101-074-158-793-156; 101-503-717-631-528; 104-905-715-423-304; 104-931-432-753-302; 110-337-905-274-092; 113-515-889-366-699; 115-482-499-323-938; 117-677-943-189-150; 118-973-012-347-256; 125-055-825-442-606; 130-741-068-205-515; 137-142-252-339-871; 138-586-010-287-494; 143-333-671-811-383; 147-515-049-349-208; 161-654-393-057-439; 179-650-260-695-723; 180-212-230-685-191; 197-964-219-503-704,15,true,,green
037-938-851-157-103,Do environmental performance and disclosure bring financial outcome? Evidence from Indonesia,,2019,journal article,"World Review of Science, Technology and Sustainable Development",17412242; 17412234,Inderscience Publishers,United Kingdom,Devie Devie; Jessica Kamandhanu; Josua Tarigan; Saarce Elsye Hatane,"In some developing countries such as Indonesia, there is a lack of regulatory controls in social responsibility performance and disclosure. Therefore, this paper is conducted to study the level of social responsibility performance and disclosure, as well as to investigate the relationship of environmental performance with a financial outcome, using environmental disclosure as the mediation variable. A firm's environmental performance is measured by PROPER score and the environmental disclosure with GRI index. Results show that firms' financial outcome is significantly affected by their environmental action (PROPER score and GRI Index). However, the findings also indicate that both environmental disclosure and profitability together are able to mediate the relationship between environmental performances and firms. The findings suggest that, in general, the majority of firms need to follow the GRI guidelines for reporting environmental information; therefore the investors should consider this information when making investment decisions.",15,1,66,,Finance; Profitability index; Business; Social responsibility; Outcome (game theory); Investment decisions; Index (economics); Environmental disclosure; Mediation (statistics); Developing country,,,,,http://repository.petra.ac.id/18268/ https://www.inderscienceonline.com/doi/abs/10.1504/WRSTSD.2019.098681 https://core.ac.uk/download/200207612.pdf,http://dx.doi.org/10.1504/wrstsd.2019.10019999,,10.1504/wrstsd.2019.10019999,2921630753,,0,,2,true,,green
037-989-485-565-595,"Sustainable Development, Sustainability Leadership and Firm Valuation: Differences across Europe",2017-04-17,2017,journal article,Business Strategy and the Environment,09644733; 10990836,Wiley,United States,María del Mar Miralles-Quirós; José Luis Miralles-Quirós; Irene Guia Arraiano,"Sustainable development is nowadays a high priority for firms all over the world. Consequently, numerous firms have increased their social responsibility initiatives, reinforcing the credibility and trust of their stakeholders. However, prior research about the relevance of sustainability leadership for the European investment community is scarce. In this context, the aim of this study is to examine whether sustainability leadership – proxied by membership of the Dow Jones Sustainability Index Europe – is value relevant for investors on the 10 major European stock markets over the 2001–2013 period. Our overall results reveal that there exist significant differences across markets. These findings are relevant especially for investors, but also for the managers of listed firms, market regulators and policymakers. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment",26,7,1014,1028,Public economics; Environmental Sustainability Index; Finance; Business; Social responsibility; Sustainability organizations; Cost leadership; Pre-money valuation; Social sustainability; Sustainable development; Sustainability,,,,"Consejería de Educación y Empleo, Junta de Extremadura",https://onlinelibrary.wiley.com/doi/10.1002/bse.1964 https://repositorio.ipl.pt/handle/10400.21/8247 https://ideas.repec.org/a/bla/bstrat/v26y2017i7p1014-1028.html https://core.ac.uk/display/153419414 https://repositorio.ipl.pt/bitstream/10400.21/8247/1/2%c2%ba%20Publicado%20bse1964%20%281%29.pdf https://core.ac.uk/download/153419414.pdf,http://dx.doi.org/10.1002/bse.1964,,10.1002/bse.1964,2606390735,,0,000-290-440-616-115; 001-857-715-175-760; 002-854-803-289-138; 008-672-671-619-57X; 009-250-266-462-720; 017-126-130-578-937; 017-137-183-068-627; 019-788-643-154-326; 020-221-284-280-440; 024-099-676-441-513; 028-893-498-897-721; 032-215-913-290-030; 033-909-936-100-554; 035-051-823-297-424; 039-575-601-163-984; 042-238-230-514-669; 042-713-304-309-634; 047-171-872-124-521; 047-308-390-478-540; 052-364-237-739-043; 057-069-173-037-463; 058-092-686-029-444; 058-793-674-725-700; 062-501-379-709-342; 063-455-820-210-289; 069-359-566-933-120; 070-905-608-358-402; 074-556-447-737-905; 076-033-619-539-914; 079-250-452-845-054; 080-068-289-386-12X; 088-000-356-719-597; 088-934-711-513-905; 089-224-453-150-186; 091-429-891-536-936; 098-367-344-803-090; 107-037-950-371-702; 108-510-029-244-081; 109-994-426-793-615; 110-731-980-237-529; 110-909-363-889-113; 112-056-623-992-936; 112-236-015-332-609; 115-373-591-444-545; 118-502-157-753-318; 129-364-486-683-679; 130-669-354-631-714; 130-861-126-711-069; 134-712-608-658-172; 139-119-876-531-586; 145-112-256-804-251; 151-293-502-835-065; 152-517-875-727-629; 154-108-977-225-924; 162-499-902-978-500; 169-937-749-398-631,37,true,,green
037-990-252-655-520,"Global production, CSR and human rights: the courts of public opinion and the social licence to operate",2015-03-17,2015,journal article,The International Journal of Human Rights,13642987; 1744053x,Informa UK Limited,United Kingdom,Sally Wheeler,"This article takes as its starting point the responsibility placed upon corporations by the United Nations’ (UN) Protect, Respect and Remedy Framework as elaborated upon by the Guiding Principles on Business and Human Rights to respect human rights. The overt pragmatism and knowledge of the complex business relationships that are embedded in global production led John Ruggie, the author of the framework, to adopt a structure for the relationship between human rights and business that built on the existing practices of corporate social responsibility (CSR). His intention was that these practices should be developed to embrace respect for human rights by exhorting corporations to move from ‘the era of declaratory CSR' to showing a demonstrable policy commitment to respect for human rights. The prime motivation for corporations to do this was, according to Ruggie, because the responsibility to respect was one that would be guarded and judged by the ‘courts of public opinion' as part of the social expectation...",19,6,757,778,Public opinion; Corporate social responsibility; Pragmatism; Human rights; Political science; Law; Production (economics); Guiding Principles; International human rights law,,,,,http://pure.qub.ac.uk/portal/files/13794715/Wheeler_Global_Production_CSR_and_Human_Rights_IJHR.pdf https://pure.qub.ac.uk/en/publications/global-production-csr-and-human-rights-the-courts-of-public-opini https://www.tandfonline.com/doi/full/10.1080/13642987.2015.1016712 https://pureadmin.qub.ac.uk/ws/files/13794715/Wheeler_Global_Production_CSR_and_Human_Rights_IJHR.pdf https://core.ac.uk/download/33583857.pdf,http://dx.doi.org/10.1080/13642987.2015.1016712,,10.1080/13642987.2015.1016712,1969171436,,0,,16,true,,green
038-278-314-946-006,The Status of Sustainable Social Innovation in Malta,2020-05-21,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Nicholas Sammut; Diana Spiteri; Joseph Paul Sammut; Irene Coppola; Roberta Lepre; Benjamin Lebrun,"Governments are increasingly using social innovation to stimulate economic growth and address social issues sustainably. Unfortunately, due to its size, Malta faces a very different challenge to sustainably kick-start high-value-added innovative ecosystems compared to larger states. This is due to a number of issues, including diseconomies of scale, that tend to impede conventional innovation policy efforts. Based on grassroots data, this paper presents the results of a study which determined the status of social innovation in Malta and presents a few recommended measures that can be implemented in order to stimulate social innovation sustainably in Malta and possibly in similar small jurisdictions.",12,10,4238,,Diseconomies of scale; Business; Order (exchange); Grassroots; Social innovation; Regional development; Sustainable economy; Social issues; Sustainability; Economic system,,,,,https://ideas.repec.org/a/gam/jsusta/v12y2020i10p4238-d361334.html https://www.mdpi.com/2071-1050/12/10/4238/pdf https://www.mdpi.com/2071-1050/12/10/4238 https://core.ac.uk/download/333554666.pdf,http://dx.doi.org/10.3390/su12104238,,10.3390/su12104238,3027054934,,0,028-958-817-498-045; 033-559-323-977-17X; 052-535-898-659-597; 083-239-486-998-953; 104-624-519-622-049; 112-251-208-300-545; 126-635-284-928-490; 155-504-417-081-871; 172-920-195-594-354; 173-382-055-910-301; 184-981-025-493-037,3,true,cc-by,gold
038-554-436-105-262,Three types of organizational boundary spanning: Predicting CSR policy extensiveness among global consumer products companies,2020-02-10,2020,journal article,Business Ethics: A European Review,09628770; 14678608,Wiley,United Kingdom,Alwyn Lim; Shawn Pope,,29,3,451,470,Corporate social responsibility; Business; Boundary spanning; Industrial organization,,,,,https://onlinelibrary.wiley.com/doi/10.1111/beer.12266 https://dialnet.unirioja.es/servlet/articulo?codigo=7645898 https://ink.library.smu.edu.sg/soss_research/3182/ https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=4439&context=soss_research https://philpapers.org/rec/LIMTTO https://core.ac.uk/download/322912220.pdf,http://dx.doi.org/10.1111/beer.12266,,10.1111/beer.12266,3006253256,,0,000-051-867-446-786; 000-941-856-220-866; 001-673-153-488-557; 001-917-520-982-687; 002-577-495-887-482; 002-751-886-860-675; 003-776-661-855-16X; 004-145-059-338-552; 004-563-583-356-572; 005-697-266-122-238; 005-719-447-209-847; 005-839-368-694-094; 008-854-755-099-767; 009-275-560-936-887; 010-062-750-133-061; 012-303-879-017-245; 015-271-876-692-523; 015-418-730-267-966; 017-126-130-578-937; 017-202-741-272-779; 017-312-493-493-819; 017-321-793-410-258; 017-356-862-474-619; 017-993-173-427-042; 019-023-102-549-558; 020-221-534-428-525; 020-324-806-060-763; 025-263-676-557-207; 027-099-822-846-041; 027-208-805-619-111; 027-599-590-075-102; 027-827-119-143-849; 028-694-226-320-839; 031-515-897-911-121; 031-922-119-999-161; 032-445-998-922-028; 033-584-740-448-038; 034-806-399-042-76X; 034-884-431-260-18X; 035-165-386-899-931; 035-556-471-787-086; 037-104-686-500-519; 038-861-477-040-266; 039-434-009-762-284; 039-575-601-163-984; 042-366-061-302-257; 042-398-799-964-886; 042-863-649-189-598; 044-220-943-821-914; 044-844-857-345-996; 045-036-130-655-978; 045-908-412-333-884; 047-050-312-186-424; 049-398-712-336-233; 051-174-595-389-65X; 051-792-133-240-306; 052-792-347-793-252; 052-918-410-384-664; 053-690-397-234-837; 055-927-829-013-436; 056-622-246-615-856; 059-516-291-335-028; 060-571-945-430-102; 061-032-025-769-668; 061-829-988-617-171; 062-010-775-440-254; 062-237-207-222-191; 063-460-910-417-175; 066-063-257-778-743; 066-400-343-948-766; 067-728-754-738-347; 068-512-662-867-903; 069-206-139-517-387; 069-651-248-152-466; 071-539-261-451-980; 071-846-033-952-37X; 071-936-531-774-35X; 073-787-815-591-615; 074-169-849-216-088; 074-396-668-889-179; 074-981-688-269-038; 076-140-186-030-226; 080-665-877-144-245; 082-226-529-912-445; 082-323-880-667-760; 082-816-504-212-645; 083-044-358-100-969; 083-672-891-097-523; 083-826-637-958-550; 087-131-118-234-889; 087-518-082-631-458; 088-379-602-914-777; 088-613-756-561-372; 088-620-793-087-070; 089-941-499-236-18X; 093-074-477-261-626; 094-639-479-318-368; 095-744-481-844-536; 095-866-720-595-334; 099-085-870-469-302; 100-059-985-147-236; 100-959-243-868-329; 103-811-154-983-884; 104-185-973-082-618; 105-043-711-451-850; 105-272-296-259-712; 105-677-765-097-96X; 106-336-408-188-573; 107-046-535-025-997; 107-084-636-697-95X; 109-881-515-874-360; 110-627-680-088-373; 110-648-445-179-657; 110-905-592-656-921; 112-251-993-111-570; 113-849-247-645-661; 114-619-309-106-034; 115-300-023-833-764; 115-482-499-323-938; 117-560-655-127-562; 117-961-961-866-969; 121-176-993-260-356; 121-349-075-710-971; 121-934-527-536-829; 125-015-750-515-869; 125-102-186-345-840; 128-924-516-227-970; 129-717-792-591-714; 132-744-612-454-811; 133-563-133-466-878; 139-086-959-859-597; 141-807-360-404-683; 144-265-247-605-200; 145-490-943-888-707; 145-898-213-938-265; 149-734-741-332-552; 153-896-188-425-361; 155-879-175-881-390; 159-592-129-993-014; 161-479-580-374-100; 170-898-483-106-596; 176-725-250-553-347; 182-477-673-723-894; 190-171-313-949-935; 191-128-416-264-560; 198-562-439-307-259,2,true,cc-by-nc-nd,green
039-073-339-717-32X,Socially responsible management as a basis for sound business in the family firm,2017-06-20,2017,journal article,Philosophy of Management,17403812; 20529597,Springer Science and Business Media LLC,,M. John Foster,"This paper examines the proposition that adopting a socially responsible, or philanthropic, management posture is not antithetic to the capitalist business model but rather can be seen as a sound approach to the development of long-term sustainability in business in a modern business environment, wherein a strand of corporate social responsibility is one core aspect of the composite utility function of the modern business. We suggest further that for many of the prominent/significant examples of the successful adoption of a policy of informed benevolence in the management of employees that policy seems to be faith rooted – be that faith Christian, Buddhist, Jewish, Muslim or other. Indeed, even if one observed an organisation subject to an humanist or even atheistic based socially responsible management, one could see that as being rooted in that organisation’s ‘non-faith’ faith, or ethical bubble. Our argument also gives the lie to the proposition, in currency in some circles, that the term ‘business ethics’ is an oxymoron. To underpin the argument we cite examples (/set out mini-cases, or a mixture of these) from a range of faith based traditions including, Buddhism, the Quaker-Christian tradition, Judaism and Islam.",17,2,203,218,Epistemology; Business ethics; Corporate social responsibility; Sociology; Social responsibility; Humanism; Sustainable business; Faith; Argument; Business model; Environmental ethics,,,,Kingston University,https://link.springer.com/content/pdf/10.1007%2Fs40926-017-0070-1.pdf https://eprints.kingston.ac.uk/42545/ https://link.springer.com/article/10.1007/s40926-017-0070-1/fulltext.html https://link.springer.com/article/10.1007/s40926-017-0070-1 https://paperity.org/p/80047693/socially-responsible-management-as-a-basis-for-sound-business-in-the-family-firm https://core.ac.uk/download/162921511.pdf,http://dx.doi.org/10.1007/s40926-017-0070-1,,10.1007/s40926-017-0070-1,2640697978,,0,005-759-606-364-34X; 009-434-453-162-797; 010-694-289-280-332; 032-008-562-589-628; 032-711-432-286-201; 045-758-867-989-248; 047-460-128-505-546; 049-923-038-730-070; 054-182-649-208-375; 055-498-815-134-39X; 063-299-283-944-68X; 069-834-365-728-104; 070-500-146-631-99X; 072-598-110-129-333; 077-668-643-936-608; 084-561-917-902-274; 085-208-739-911-547; 096-317-042-733-957; 099-632-707-150-545; 104-303-239-152-807; 105-960-658-105-243; 110-502-326-347-134; 112-917-888-190-711; 133-204-292-833-298; 150-470-736-946-217; 157-874-583-257-546; 159-830-501-163-377,4,true,cc-by,hybrid
039-193-446-737-947,Impact of Perceived Corporate Social Responsibility on Banks’ Financial Performance and the Mediating Role of Employees’ Satisfaction and Loyalty in Pakistan,2020-09-30,2020,journal article,Journal of Accounting and Finance in Emerging Economies,25188488; 25190318,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Sohail Ahmad; Owais Shafique; Warda Najeeb Jamal,"Inspired by the global increase in awareness of corporate social responsibility (CSR), this paper is an attempt to explore the influence of CSR on bank employees’ satisfaction and loyalty and banks’ financial performance. It was assumed there could be differences in the perception of CSR among employees toward the CSR initiatives being undertaken by the banks they work for. Employees’ level of awareness and extent of involvement with various CSR activities could affect their satisfaction and loyalty. This study used regression analysis for hypothesis testing. Its findings reveal that CSR positively affects employee satisfaction and loyalty as well as banks’ financial performance; employee satisfaction positively affects employee loyalty; and employee loyalty positively affects banks’ financial performance. Hence, bank management should focus on CSR from the perspective of employees to contribute to employee satisfaction and loyalty, and ultimately, to enhanced financial performance. Suggestions and inferences for future research and banking sector practices are suggested based on these results.",6,3,765,774,Corporate social responsibility; Business; Work (electrical); Business administration; Perception; Job satisfaction; Loyalty; Financial performance; Bank management; Affect (psychology),,,,,https://ideas.repec.org/a/src/jafeec/v6y2020i3p765-774.html https://core.ac.uk/download/353695587.pdf,http://dx.doi.org/10.26710/jafee.v6i3.1361,,10.26710/jafee.v6i3.1361,3094010151,,0,004-233-510-966-298; 005-019-981-992-862; 005-515-069-501-896; 005-558-212-309-734; 011-163-889-382-264; 013-552-101-776-64X; 015-666-911-681-78X; 016-635-276-277-386; 026-197-051-291-561; 034-453-202-663-116; 047-475-423-819-929; 051-988-600-122-70X; 053-195-536-333-811; 059-483-945-334-65X; 061-875-824-209-988; 063-053-128-903-386; 076-425-586-383-644; 078-077-729-002-39X; 099-085-870-469-302; 099-352-498-302-605; 100-170-253-838-627; 107-274-748-521-438; 113-564-429-824-776; 128-033-259-435-47X; 139-101-567-335-455; 158-798-678-208-274,3,true,cc-by-nc,gold
039-441-910-723-697,The Complexity of Relationship between Corporate Social Responsibility (CSR) and Financial Performance,2019-01-16,2019,journal article,EMAJ: Emerging Markets Journal,21588708; 2159242x,"University Library System, University of Pittsburgh",,Golrida Karyawati P; Bambang Subroto; Sutrisno T; Erwin Saraswati,"This study argues that, inconsistent results of the Corporate Social Responsibility (CSR) relationship with financial performance is due to the complexity of relationship between two variables. The complexity of relationship stems from the nature of CSR, which is unseparable from its environment. This nature of relationship brings unfavourable impact on empirical research. The conclusion obtained from empirical evidents of such relationship will be highly contextual and lack generalization. This study proposes variables that led to the complexity of CSR relationship and financial performance, which are country characteristics as well as CSR forms and dimensions. Country characteristics determine the tendency of CSR practices, which finally influence the strength of CSR relationship with financial performance. The selection of CSR forms and dimensions to be done is part of a company’s strategy in an effort to achieve legitimacy.",8,2,19,25,Empirical research; Selection (linguistics); Accounting; Corporate social responsibility; Business; Generalization; Financial performance; Legitimacy,,,,,http://emaj.pitt.edu/ojs/index.php/emaj/article/view/155 http://emaj.pitt.edu/ojs/index.php/emaj/article/download/155/328 https://doaj.org/article/f67d64f1f12f4e4499af90e0a99b132a https://www.mendeley.com/catalogue/c00a407c-8a85-3882-acf1-db70f0c100b1/ https://core.ac.uk/download/pdf/291332370.pdf,http://dx.doi.org/10.5195/emaj.2018.155,,10.5195/emaj.2018.155,2910464458,,0,001-293-497-423-461; 006-191-017-398-194; 007-080-491-753-776; 007-622-898-589-828; 015-652-869-046-696; 016-067-187-701-20X; 017-046-212-454-268; 020-127-948-138-105; 023-874-776-452-71X; 024-222-406-454-26X; 024-469-209-191-178; 029-283-785-891-910; 030-018-349-629-308; 033-025-753-354-072; 033-445-837-262-66X; 035-306-773-950-123; 037-478-988-673-868; 038-756-165-575-531; 041-501-408-602-017; 042-075-081-677-793; 051-974-821-573-208; 052-802-334-885-429; 053-195-536-333-811; 053-250-277-306-550; 053-523-237-500-966; 053-904-136-980-306; 054-493-436-652-868; 054-502-240-873-548; 063-365-137-001-053; 063-397-576-968-81X; 064-786-623-022-10X; 068-259-085-977-283; 069-979-400-051-010; 071-492-398-307-159; 076-813-995-254-100; 078-811-558-191-491; 106-619-997-653-532; 113-177-231-917-264; 115-442-442-600-176; 116-698-614-746-696; 124-214-391-873-853; 126-093-663-593-762; 139-319-205-102-533; 143-551-673-855-385; 149-405-648-877-681; 155-476-287-127-775; 156-208-441-443-940; 169-157-688-346-75X; 176-046-086-484-970; 199-441-820-817-499,10,true,cc-by,gold
039-447-008-845-910,The impact of corporate social and environmental practices on the cost of equity capital: UK evidence,2019-08-05,2019,journal article,International Journal of Accounting & Information Management,18347649; 17589037,Emerald,United Kingdom,Ahmed Hassan Ahmed; Yasser Eliwa; David Power,"There has been an ongoing call from various groups of stakeholders for social and environmental practices to be integrated into companies’ operations. A number of companies have responded by engaging in socially and environmentally responsible activities, while others choose not to participate in these activities, which incur additional costs. The absence of consensus regarding the economic implications of social and environmental practices provides the impetus for this paper. This study aims to examine the association between corporate social and environmental practices (CSEP) and the cost of equity capital measured by four ex ante measures using a sample of UK listed companies.,First, we undertake a review of the extant literature on CSEP. Second, using a sample of 236 companies surveyed in “Britain’s most admired companies” in terms of “community and environmental responsibility” during the period 2010-2014, we estimate four implied a cost of equity capital proxies. The relationship between a companies’ cost of equity capital and its CSEP is then calculated.,The authors find evidence that companies with higher levels of CSEP have a lower cost of equity capital. This finding determines the significant role played by CSEP in helping users to make useful decisions. Also, it supports arguments that firms with socially responsible practices have lower risk and higher valuation.,The finding encourages companies to be more socially and environmentally responsible. Furthermore, it provides up-to-date evidence of the economic consequences of CSEP. The results should, therefore, be of interest to managers, regulators and standard-setters charged with developing regulations to control CSEP, as these practices are still undertaken on a voluntary basis by companies.,To the best of the authors’ knowledge, this is the first study to investigate the association between CSEP of British companies and their cost of equity capital. The study complements Ghoul et al. (2011), who examine the relationship between CSR and the cost of equity capital of the US sample. The authors extend Ghoul et al. (2011) by using a sample of the UK market after applying International Financial Reporting Standards.",27,3,425,441,Accounting; Ex-ante; Corporate social responsibility; Business; Social responsibility; Turnover; Control (management); International Financial Reporting Standards; Sample (statistics); Cost of capital,,,,,https://repository.lboro.ac.uk/articles/journal_contribution/The_impact_of_corporate_social_and_environmental_practices_on_the_cost_of_equity_capital_UK_evidence/9498248 https://discovery.dundee.ac.uk/en/publications/the-impact-of-corporate-social-and-environmental-practices-on-the https://discovery.dundee.ac.uk/ws/files/28482077/CSEP_and_Cost_of_Equity_Capital.pdf https://www.emerald.com/insight/content/doi/10.1108/IJAIM-11-2017-0141/full/html https://www.emerald.com/insight/content/doi/10.1108/IJAIM-11-2017-0141/full/pdf?title=the-impact-of-corporate-social-and-environmental-practices-on-the-cost-of-equity-capital-uk-evidence https://repository.lboro.ac.uk/articles/The_impact_of_corporate_social_and_environmental_practices_on_the_cost_of_equity_capital_UK_evidence/9498248 https://core.ac.uk/download/237180037.pdf,http://dx.doi.org/10.1108/ijaim-11-2017-0141,,10.1108/ijaim-11-2017-0141,2883738441,,0,001-250-903-865-581; 009-344-383-582-833; 009-629-870-119-968; 010-424-200-517-47X; 012-530-125-126-357; 014-658-670-863-470; 015-166-696-184-05X; 017-046-212-454-268; 017-730-575-025-180; 017-848-841-058-959; 027-208-805-619-111; 029-338-447-995-19X; 030-274-274-746-616; 031-525-281-255-559; 033-586-810-444-980; 033-601-629-541-48X; 039-229-040-140-43X; 040-251-691-951-267; 048-891-995-436-05X; 053-195-536-333-811; 059-763-247-712-381; 066-671-409-759-795; 073-294-772-374-008; 073-693-518-787-657; 074-747-576-504-229; 074-797-157-837-120; 076-813-995-254-100; 078-080-529-277-37X; 079-651-521-549-249; 080-744-772-392-256; 083-178-488-669-84X; 085-140-686-837-065; 090-479-283-999-434; 092-344-661-333-248; 099-375-592-311-024; 101-100-647-851-755; 106-473-152-485-11X; 106-619-997-653-532; 108-494-873-461-084; 109-679-167-832-682; 112-565-796-968-753; 113-959-390-422-37X; 114-488-737-349-289; 115-514-270-204-977; 116-870-074-840-922; 122-654-918-221-015; 130-861-126-711-069; 133-935-227-260-605; 134-876-993-976-548; 135-885-938-735-195; 139-068-215-904-317; 140-108-558-665-724; 148-733-616-216-201; 153-257-693-857-965; 154-937-884-137-042; 173-628-543-701-733; 181-935-297-643-733; 186-200-943-631-417,16,true,cc-by-nc-nd,green
039-607-909-527-848,Corporate Social Responsibility Disclosures in International Construction Business: Trends and Prospects,,2016,journal article,Journal of Construction Engineering and Management,07339364; 19437862,American Society of Civil Engineers (ASCE),United States,Weisheng Lu; Meng Ye; Roger Flanagan; Kunhui Ye,"AbstractThere is increasing sophistication in corporate social responsibility (CSR) disclosures by international construction companies (ICCs). Nevertheless, a systematic analysis of the trends and...",142,1,04015053,,Accounting; Corporate social responsibility; Business; Content analysis; Sophistication; Public relations,,,,,https://hub.hku.hk/bitstream/10722/214522/1/Content.pdf https://ascelibrary.org/doi/abs/10.1061/%28ASCE%29CO.1943-7862.0001034 https://hub.hku.hk/handle/10722/214522 https://core.ac.uk/download/38076884.pdf,http://dx.doi.org/10.1061/(asce)co.1943-7862.0001034,,10.1061/(asce)co.1943-7862.0001034,2117655901,,0,003-696-651-726-428; 004-449-732-636-369; 004-529-167-222-373; 005-247-767-903-237; 009-112-965-527-524; 014-897-615-485-583; 020-128-391-796-075; 023-030-632-691-973; 023-647-647-121-332; 025-033-336-373-256; 026-197-051-291-561; 027-960-406-271-715; 029-348-557-887-535; 031-251-988-286-644; 034-198-332-118-575; 035-577-555-571-947; 037-281-413-562-05X; 043-304-223-446-919; 043-715-364-369-95X; 047-456-794-066-125; 047-460-128-505-546; 047-528-944-288-533; 047-740-107-017-398; 050-523-809-280-040; 051-896-787-835-620; 052-217-395-578-265; 054-182-649-208-375; 055-189-554-841-408; 056-505-335-399-152; 059-578-756-195-074; 059-762-804-142-04X; 061-829-988-617-171; 064-438-261-806-271; 064-786-623-022-10X; 065-327-083-453-198; 065-787-618-678-885; 066-491-557-934-067; 066-557-211-869-797; 077-863-444-744-041; 091-311-660-902-659; 091-545-196-540-640; 092-235-131-089-660; 093-342-291-971-636; 095-018-514-537-30X; 095-974-480-483-648; 096-431-840-208-937; 097-191-175-361-152; 098-591-300-199-318; 099-085-870-469-302; 102-626-590-968-284; 102-795-032-500-14X; 105-300-707-674-546; 106-797-559-660-056; 115-174-428-198-91X; 117-315-753-678-393; 118-013-216-581-193; 120-086-077-969-532; 127-356-618-215-912; 128-197-551-414-351; 130-621-890-595-208; 134-910-965-914-055; 137-775-415-798-889; 139-094-774-804-266; 148-382-488-651-492; 150-756-983-846-92X; 159-243-776-085-80X; 160-578-684-522-216; 180-373-229-924-527; 181-111-130-406-363,51,true,cc-by-nc-nd,green
039-665-221-152-705,Local Community Economic Wellbeing through CSR Project,2015-08-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Sarmila Ms; R. Zaimah; Novel Lyndon; Mohd Yusuf Hussain; Abdul Hair Awang,"Through the Corporate Social Responsibility (CSR) initiatives, companies are expected to contribute towards community development, particularly in enhancing the economic well being of the local community. This paper will discuss on the experience of local farmers community that has been involved in a CSR project by a multinasional company in collaboration will local farmers association to have an understanding on the extend of the project’s contribution towards the community . A total of 45 farmers were interviewed for this purpose. The interview data is transcribed and coded into themes that reflect the experiences of the farmers’ involvement with the CSR project. The study identifies 15 basic themes (BT) from the thematic analysis. These basic themes are clustered into three categories of main themes (MT) that are employment opportunity, sources of income and asset generation. The three themes reflect the contribution of the CSR project on the economic well-being of the community from the perspective of the community that involved with the project. DOI: 10.5901/mjss.2015.v6n4s3p79",6,4,79,79,Corporate social responsibility; Sociology; Asset (economics); Perspective (graphical); Local community; Contract farming; Economic well being; Public relations; Community development; Thematic analysis,,,,,https://www.mcser.org/journal/index.php/mjss/article/view/7263 https://www.richtmann.org/journal/index.php/mjss/article/download/7263/6953 https://www.mcser.org/journal/index.php/mjss/article/download/7263/6953 https://www.richtmann.org/journal/index.php/mjss/article/view/7263 https://core.ac.uk/download/pdf/228547483.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n4s3p79,,10.5901/mjss.2015.v6n4s3p79,1826162782,,0,000-204-832-777-520; 004-921-534-821-21X; 010-942-657-615-432; 017-184-562-251-116; 020-544-287-994-955; 025-497-248-671-080; 036-780-193-687-458; 038-627-516-266-722; 044-267-215-762-061; 048-000-048-627-42X; 059-568-015-843-768; 060-381-129-444-381; 065-020-472-973-473; 085-003-335-500-806; 093-132-666-423-869; 137-178-631-327-445; 138-175-032-268-298; 163-529-639-649-240; 175-332-447-328-430; 190-780-917-268-974,6,true,cc-by,hybrid
039-845-992-220-663,Transformation Processes of the Corporate Development in Russia: Social Responsibility Issues,2013-10-19,2013,journal article,Systemic Practice and Action Research,1094429x; 15739295,Springer Science and Business Media LLC,United States,Zhanna Belyaeva,"The financial and economic crisis made visible the level of readiness to changes in the different types of organizations throughout the world and Russia. The variation of social and economic programs implemented by governmental and corporate sectors is widely seen; not all of them work positively for population, especially in the emerging markets countries. In the same time 20 years of the market economy in Russia, for instance, have definitely built a new social and economic system; but has Russia changed fundamentally in the management techniques? The presented paper generalizes some trends of the corporate development in Russia in the context of social responsibility and socio-economic transformation. The author attempts to define the place of Russia on the world map of corporate social responsibility.",26,6,485,496,Emerging markets; Corporate social responsibility; Social responsibility; Economics; Stakeholder; Context (language use); Transformation processes; Population; Market economy; Corporate governance; Economic system,,,,,https://link.springer.com/content/pdf/10.1007%2Fs11213-013-9298-4.pdf https://core.ac.uk/display/38166238 https://elar.urfu.ru/bitstream/10995/27530/1/scopus-2013-0675.pdf https://rd.springer.com/article/10.1007/s11213-013-9298-4 https://science.urfu.ru/ru/publications/transformation-processes-of-the-corporate-development-in-russia-s https://elar.urfu.ru/handle/10995/27530 https://link.springer.com/article/10.1007/s11213-013-9298-4 http://elar.urfu.ru/bitstream/10995/27530/1/scopus-2013-0675.pdf,http://dx.doi.org/10.1007/s11213-013-9298-4,,10.1007/s11213-013-9298-4,2037336850,,0,010-376-175-836-706; 016-411-180-460-079; 035-306-773-950-123; 035-556-471-787-086; 050-187-110-687-218; 051-875-265-995-253; 058-323-629-792-908; 059-985-220-655-958; 062-110-807-031-390; 103-363-626-212-724; 104-303-239-152-807; 111-819-171-804-346; 127-356-618-215-912; 150-756-983-846-92X; 151-737-772-776-418; 178-628-496-923-596,15,true,,green
040-008-696-162-881,Changing Behaviour: Successful Environmental Programmes in the Workplace,2013-12-28,2013,journal article,Business Strategy and the Environment,09644733; 10990836,Wiley,United States,William Young; Matthew C. Davis; Ilona M. McNeill; Bindu Malhotra; Sally Russell; Kerrie Unsworth; Chris W. Clegg,"There is an increasing focus on improving the pro-environmental attitudes, behaviour and habits of individuals whether at home, in education, traveling, shopping or in the workplace. This article focuses on the workplace by conducting a multi-disciplinary literature review of research that has examined the influence of organisation-based behaviour change initiatives. The review includes only research evidence that measured actual environmental performance (e.g. energy use) rather than solely using self-reported methods (e.g. questionnaires). The authors develop an ‘Employee Pro-Environmental Behaviour’ (e-PEB) framework that contains individual, group, organisational and contextual factors that have predictive relevance across different behaviours and organisations. The review shows that the strongest predictors are environmental awareness, performance feedback, financial incentives, environmental infrastructure management support and training. A key finding from this review is that attitude change is not necessarily a pre-requisite for behaviour change in the workplace.",24,8,689,703,Psychology; Relevance (law); Financial incentives; Performance feedback; Research evidence; Behaviour change; Public relations; Attitude change; Sustainability; Energy (esotericism),,,,,https://eprints.whiterose.ac.uk/80609/8/bse1836.pdf http://onlinelibrary.wiley.com/doi/10.1002/bse.1836/abstract https://ideas.repec.org/a/bla/bstrat/v24y2015i8p689-703.html https://EconPapers.repec.org/RePEc:bla:bstrat:v:24:y:2015:i:8:p:689-703 https://onlinelibrary.wiley.com/doi/full/10.1002/bse.1836 https://eprints.whiterose.ac.uk/80609/ https://onlinelibrary.wiley.com/doi/pdf/10.1002/bse.1836 https://research-repository.uwa.edu.au/en/publications/changing-behaviour-successful-environmental-programmes-in-the-wor https://research-repository.uwa.edu.au/en/publications/changing-behaviour-successful-environmental-programmes-in-the-workplace(1182d2b8-3996-4cd6-99c1-6059d7cb538a).html https://core.ac.uk/download/29032152.pdf,http://dx.doi.org/10.1002/bse.1836,,10.1002/bse.1836,1595747500,,0,001-475-520-664-296; 001-616-390-349-269; 002-570-799-487-056; 004-233-510-966-298; 004-422-335-860-148; 009-299-623-546-736; 014-661-729-909-515; 015-891-176-555-736; 020-713-760-294-79X; 020-935-771-336-282; 021-719-897-554-648; 023-612-970-481-16X; 024-185-909-406-155; 028-708-730-291-592; 030-568-420-803-433; 032-983-248-606-446; 033-315-971-918-089; 034-939-616-299-705; 036-806-639-946-198; 037-107-826-036-310; 041-487-770-734-997; 042-669-150-142-572; 047-689-204-625-570; 048-797-392-827-448; 049-970-908-917-309; 051-467-227-466-26X; 054-697-058-317-265; 060-037-170-918-910; 068-280-381-659-884; 069-044-966-952-551; 070-024-463-729-742; 073-966-456-255-807; 078-551-609-291-540; 087-832-951-222-353; 089-883-691-644-252; 091-336-357-638-147; 093-766-788-981-943; 097-103-990-187-880; 109-796-588-885-355; 111-349-187-251-084; 111-835-653-337-066; 115-328-327-368-018; 129-739-468-203-449; 133-669-898-083-639; 135-095-200-467-976; 191-145-581-140-144,179,true,,green
040-211-521-277-63X,Does transnational private governance reduce or displace labor abuses? Addressing sorting dynamics across global supply chains,2017-08-31,2017,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Mathias Koenig-Archibugi,"The attention of practitioners and scholars of private regulation of working conditions is focused on whether and how corporate buyers can help improve labor and safety standards in the factories that supply them by adopting codes of conduct, joining social certification schemes, participating in social audit processes, and financing safety improvements. In this Note, I argue that more attention should be paid to the possibility that private regulation schemes – whatever degree of compliance they achieve - mostly result in a displacement effect or sorting dynamic that leaves overall level of working conditions unchanged. The Note sketches a research agenda aimed at identifying the conditions under which a sorting dynamic can occur and at conceiving innovative private governance designs that could avoid it.",11,4,343,352,Public economics; Supply chain; Sorting; Corporate social responsibility; Dynamics (music); Economics; Safety standards; Social audit; Compliance (psychology); Certification,,,,,https://onlinelibrary.wiley.com/doi/10.1111/rego.12169 http://eprints.lse.ac.uk/83517/ https://ideas.repec.org/p/ehl/lserod/83517.html https://core.ac.uk/display/84147106 https://core.ac.uk/download/84147106.pdf,http://dx.doi.org/10.1111/rego.12169,,10.1111/rego.12169,2735146173,,0,001-587-102-000-311; 001-673-153-488-557; 002-137-527-565-068; 003-929-992-826-448; 005-839-368-694-094; 012-940-991-903-687; 013-770-683-855-668; 016-278-425-154-599; 016-712-529-083-317; 023-516-016-409-188; 024-088-049-648-327; 027-318-525-867-660; 027-846-681-577-808; 028-569-425-216-249; 032-343-297-800-899; 032-627-595-476-059; 035-097-089-092-988; 038-319-498-794-323; 039-121-764-836-665; 039-875-615-434-321; 043-953-814-281-511; 045-080-721-867-92X; 045-222-408-985-154; 049-693-000-757-453; 054-420-262-525-406; 054-772-957-254-867; 057-017-797-693-958; 063-009-650-932-907; 065-106-098-958-712; 065-232-654-797-567; 065-841-543-865-145; 068-535-354-339-342; 069-341-359-752-663; 076-396-973-863-269; 079-541-745-043-506; 082-101-314-721-60X; 082-373-312-369-197; 082-963-249-513-44X; 084-050-208-016-566; 094-232-382-421-399; 101-521-847-650-822; 102-520-290-014-897; 105-988-781-582-023; 119-932-554-530-405; 122-389-516-107-872; 126-919-237-990-704; 134-518-452-423-780; 134-932-331-018-205; 142-760-128-299-250; 148-430-875-402-772; 165-350-037-132-642; 181-757-988-137-005,5,true,,green
040-406-569-292-716,The sustainable company and employee participation as a part of the solution to triple crisis in the European Union And Turkey: Example of OMV Samsun Elektrik,,2011,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Gürol Özcüre; Harun Demirkaya; Nimet Eryiğit,"Abstract Nowadays, the time of leadership of the US model may be reaching an end and the European stakeholder model should be a strong candidate corporate sustainability system. According to the sustainable company approach, a key part of any solution to today's triple crisis will be to reorient companies and develop a set of performance indicators measuring environmental, social and financial sustainability at the company level. Our analysis is based on a critical evaluation of example company's position about as already declared by the company as being a sustainable European Company, mostly through annual reports and other documents of OMV Samsun Elektrik. Turkey's electricity supply depends on 55% natural gas which is imported from foreign countries such as the Russian Federation and Iran. Local economy mostly depends on agriculture in the Black Sea Region of Turkey, especially Samsun Province. This region has most beautiful and untouched green areas, forests, rivers, sea beaches and hills are the resource of agriculture and tourism. Local people and NGOs living near the Kozluk-Samsun gas-fired power plant construction afraid of ecological and severe impacts on public health which will be caused by the electric power plant of OMV.",24,,1274,1287,Economy; Corporate social responsibility; Economics; Resource (biology); Stakeholder theory; Mains electricity; Tourism; Position (finance); Corporate sustainability; European union; Economic growth,,,,,https://core.ac.uk/display/82658172 https://www.sciencedirect.com/science/article/pii/S1877042811016247 http://akademikpersonel.kocaeli.edu.tr/harundemirkaya/bildiri/harundemirkaya20.02.2015_17.54.17bildiri.pdf https://core.ac.uk/download/pdf/82658172.pdf,http://dx.doi.org/10.1016/j.sbspro.2011.09.096,,10.1016/j.sbspro.2011.09.096,2121249705,,0,032-446-647-887-683; 033-909-936-100-554; 035-043-331-421-361; 041-401-364-334-058; 101-643-765-372-676; 109-878-421-405-750; 111-634-070-358-657; 126-335-023-139-982,7,true,,gold
040-818-632-389-918,Generating sales while providing service: A study of customer service Representatives' ambidextrous behavior,2012-01-01,2012,journal article,Journal of Marketing,00222429; 15477185,SAGE Publications,United States,Claudia Jasmand; Vera Blazevic; J.C. de Ruyter,"Abstract Cross- and up-selling in inbound call centers is a growing business practice, with the promise of enhanced revenue generation and customer retention. Yet firms struggle to create conditions that are conducive to customer service representatives' (CSRs') concurrent engagement in service and sales. By developing a framework of the antecedents and performance consequences of aligned sales and customer service provision, this study advances understanding of ambidexterity at the employee level. The framework receives strong support from an empirical study based on CSRs' survey responses and matched performance data. A CSR's locomotion orientation facilitates ambidextrous behavior and interacts positively with an assessment orientation. However, team identification and bounded discretion impair this valuable interplay. Ambidextrous behavior also increases customer satisfaction and sales performance but decreases efficiency. Nevertheless, the overall performance effect is positive.",76,1,20,37,Customer retention; Service quality; Business; Marketing; Customer satisfaction; Service (business); Customer advocacy; Customer to customer; Customer reference program; Customer delight,,,,,http://journals.ama.org/doi/abs/10.1509/jm.10.0448 https://repository.ubn.ru.nl/handle/2066/111629 https://cris.maastrichtuniversity.nl/en/publications/generating-sales-while-providing-service-a-study-of-customer-serv https://repository.ubn.ru.nl/bitstream/2066/111629/1/111629.pdf https://journals.sagepub.com/doi/10.1509/jm.10.0448 https://cris.maastrichtuniversity.nl/portal/en/publications/generating-sales-while-providing-service-a-study-of-customer-service-representatives-ambidextrous-behavior(ddc662eb-9ba0-4a44-b6b5-d850569b1301).html https://core.ac.uk/display/16196074 https://openaccess.city.ac.uk/id/eprint/15906/ https://www.narcis.nl/publication/RecordID/oai%3Acris.maastrichtuniversity.nl%3Apublications%2Fddc662eb-9ba0-4a44-b6b5-d850569b1301 https://dialnet.unirioja.es/servlet/articulo?codigo=3863977 http://journals.sagepub.com/doi/10.1509/jm.10.0448 https://core.ac.uk/download/76982424.pdf,http://dx.doi.org/10.1509/jm.10.0448,,10.1509/jm.10.0448,2093745265,,0,001-583-221-215-130; 005-898-783-744-773; 006-747-706-994-814; 010-033-697-374-68X; 010-854-534-444-434; 011-052-972-470-95X; 012-776-805-086-977; 013-494-113-724-238; 014-120-293-890-70X; 016-877-398-382-346; 017-001-108-688-575; 019-913-329-475-500; 021-257-190-186-489; 021-290-522-905-414; 022-952-290-479-757; 027-555-457-351-505; 030-101-051-833-426; 030-110-461-953-660; 030-467-965-551-974; 031-480-348-109-083; 033-171-354-077-456; 033-749-407-285-661; 034-074-381-031-252; 038-090-625-457-010; 040-619-194-248-83X; 041-011-436-515-699; 041-395-161-455-169; 042-991-928-586-912; 045-004-139-736-081; 047-710-262-850-024; 049-742-399-777-453; 050-974-135-803-759; 051-593-979-618-227; 052-042-505-597-896; 054-239-317-662-285; 055-685-990-472-672; 056-088-848-363-687; 057-662-541-378-294; 059-472-953-048-051; 059-903-921-344-392; 060-969-834-158-740; 061-575-106-006-858; 062-201-667-093-736; 064-845-283-850-247; 067-434-230-643-941; 072-296-549-725-437; 072-890-318-833-571; 074-841-856-088-590; 075-372-015-013-217; 077-930-616-453-628; 077-984-967-843-242; 088-333-501-162-138; 089-109-155-962-502; 089-143-511-793-784; 098-156-035-191-596; 098-728-565-735-758; 102-226-089-425-46X; 104-646-965-819-308; 105-281-446-693-691; 120-884-514-023-996; 121-216-284-608-042; 125-506-719-203-986; 127-679-744-803-594; 128-910-399-711-562; 135-109-253-363-059; 138-760-964-629-900; 138-959-981-189-28X; 143-428-371-519-534; 175-326-035-203-243; 179-996-446-759-316; 180-732-827-411-336; 184-696-773-019-821,221,true,,green
040-993-256-004-700,Corporate Social Responsibility: A Cross-National Study of the Treatment of Consumers and Employees,,2020,journal article,Business Ethics and Leadership,25206311; 25206761,Sumy State University,,John Tsalikis; Bruce Seaton,"<jats:p>Within a CSR framework, this paper reports on an extensive array of studies that explore consumer and employee issues with businesses in 13 countries, including the United States and countries in Eastern and Western Europe, Latin America, Asia, and the Middle East. The relevance of this study is based on the idea that consumer trust and fair treatment of employees are both core components of CSR and vital elements of economic efficiency and satisfaction from both supplier and customer perspectives. The questionnaires included open-ended inquiries which employed the technique of unaided recall, alternatively known as “top of mind” awareness. This method’s strength is that it provides minimum direction to respondents, thus avoiding interviewer bias. The resulting data were examined and classified using the method of content analysis. The results indicate that in Mexico and Argentina most consumer complaints involved price, while in Russia, China, and India consumers complained about aspects of product policy. Only Brazilian consumers registered their major concerns as complaints on service. The complaints about corporate policy focused on the poor treatment of employees. The between-country contrasts were often large; for example, 26% of Japanese respondents expressed concerns about employee issues whereas such complaints were limited to 3% of our Mexican sample. The strength of the current research is the combination of the breadth of the study (13 countries) coupled with the employment of national probability samples. The corresponding limitation stems from the limited depth of inquiry associated with the methodology employed and the inherent complexity of cross-national comparisons. The key implication of the paper is that both customers and employees have numerous complaints regarding the treatment they receive from corporations, but these issues show significant differences between the countries in the sample. In-depth examination of the individual countries is one of several fruitful areas suggested for further research.; ; Keywords: Corporate Social Responsibility (CSR), Consumer Complaints, Price, Product, Service.</jats:p>",4,2,6,15,Corporate social responsibility; Business; Cross national; Public relations,,,,,https://essuir.sumdu.edu.ua/handle/123456789/79259 https://essuir.sumdu.edu.ua/bitstream/123456789/79259/1/Tsalikis_Corporate_Social.pdf https://core.ac.uk/download/339162300.pdf,http://dx.doi.org/10.21272/bel.4(2).6-15.2020,,10.21272/bel.4(2).6-15.2020,3046526970,,0,003-185-494-147-101; 005-295-173-159-726; 006-300-849-811-770; 008-706-159-058-243; 009-170-223-252-029; 009-339-961-518-07X; 014-828-464-072-845; 016-137-242-927-991; 017-009-827-456-507; 020-828-761-502-052; 024-615-022-894-183; 026-549-314-010-124; 032-062-649-348-568; 036-063-254-139-534; 036-412-868-663-165; 039-477-690-947-254; 042-588-718-064-075; 043-486-855-938-524; 044-086-361-322-352; 046-962-188-497-350; 047-014-195-912-926; 049-887-372-834-099; 052-873-924-117-655; 054-233-547-481-263; 054-986-922-986-551; 058-862-547-291-117; 061-032-025-769-668; 061-411-951-818-107; 065-240-675-997-197; 069-992-085-316-977; 070-293-740-518-819; 070-338-986-739-802; 073-018-727-418-226; 073-850-517-253-879; 074-696-825-875-139; 082-804-205-346-733; 084-448-643-784-64X; 089-349-096-155-120; 101-163-494-212-44X; 105-966-225-718-383; 112-881-999-200-175; 115-916-223-255-79X; 116-964-805-506-416; 121-127-055-965-391; 122-288-397-171-421; 126-751-624-191-172; 127-999-932-807-00X; 139-119-876-531-586; 147-924-306-867-960; 164-123-412-574-72X; 171-147-234-182-212,6,true,cc-by,gold
041-031-362-685-14X,The impact of corporate identity on corporate social responsibility disclosure,2018-02-21,2018,journal article,International Journal of Corporate Social Responsibility,23660066; 23660074,Springer Science and Business Media LLC,,Anne Michaels; Michael Grüning,"Corporate social responsibility (CSR) is of increasing importance for the long-term success of corporations. Extending existing literature this paper explores corporate identity as important determinant for CSR disclosure. The relationship was examined based on 498 German companies that provided English language CSR reports and responded to a company survey measuring CSR-oriented corporate identity. CSR disclosure has been analyzed with an automated content analysis technique using artificial intelligence. Results indicate that value chain and future-oriented dimensions, which were more pronounced in mature CSR concepts, foster CSR disclosure, while introversive corporate identity dimensions that were strong in low level CSR concepts hinder the release of CSR information. The paper shows that a tradition of social responsibility and values results into a low perceived need for legitimacy and outwards communication. The findings support the view that that a combination of voluntary disclosure theory and legitimacy theory is necessary to explain the drivers and constraints of CSR disclosure.",3,1,1,13,Corporate social responsibility; Business; Social responsibility; German; Content analysis; Value (ethics); Corporate identity; Voluntary disclosure; Public relations; Legitimacy,,,,,https://link.springer.com/content/pdf/10.1186%2Fs40991-018-0028-1.pdf https://jcsr.springeropen.com/articles/10.1186/s40991-018-0028-1 https://www.econstor.eu/handle/10419/217414 https://www.mendeley.com/catalogue/492ce9a4-0e87-3d50-b835-9fbae1f876c9/ https://www.econstor.eu/bitstream/10419/217414/1/s40991-018-0028-1.pdf https://ideas.repec.org/a/spr/ijocsr/v3y2018i1d10.1186_s40991-018-0028-1.html https://www.db-thueringen.de/receive/dbt_mods_34460 https://link.springer.com/article/10.1186/s40991-018-0028-1 https://core.ac.uk/download/224744890.pdf,http://dx.doi.org/10.1186/s40991-018-0028-1,,10.1186/s40991-018-0028-1,2789045430,,0,000-245-156-588-513; 000-676-872-254-877; 002-949-090-263-772; 003-276-274-566-121; 003-843-787-322-294; 004-686-887-266-883; 009-112-965-527-524; 009-722-990-110-075; 009-731-279-589-760; 009-980-637-097-123; 011-632-107-846-212; 012-103-853-974-892; 012-206-440-366-807; 017-126-130-578-937; 017-712-688-084-444; 017-848-841-058-959; 019-326-675-528-760; 019-431-023-637-018; 019-704-796-679-704; 021-631-615-887-30X; 021-689-134-684-300; 025-553-991-798-719; 028-711-873-230-970; 029-338-447-995-19X; 030-394-259-720-422; 032-027-382-592-778; 033-395-932-508-055; 033-445-837-262-66X; 034-034-395-223-283; 034-762-081-373-903; 036-622-231-967-298; 037-243-735-751-470; 037-718-158-899-104; 038-370-529-611-440; 039-557-268-938-678; 042-062-893-724-660; 043-074-804-074-892; 043-848-568-058-650; 045-272-877-717-991; 045-546-312-781-086; 045-754-631-412-145; 047-262-179-181-425; 047-460-128-505-546; 050-477-812-623-214; 051-109-264-106-714; 052-140-987-348-866; 053-755-997-300-396; 053-769-473-632-821; 056-624-582-263-377; 058-203-678-692-712; 058-530-271-876-585; 058-961-115-247-386; 059-029-156-049-151; 060-590-643-779-572; 060-752-140-620-876; 065-894-563-875-294; 067-779-005-737-347; 069-359-566-933-120; 070-782-333-253-179; 072-087-175-214-622; 072-398-400-571-617; 074-169-849-216-088; 074-467-120-956-730; 075-141-321-259-890; 077-117-467-213-142; 079-016-803-012-893; 079-391-558-793-968; 080-458-124-178-385; 081-525-020-629-042; 081-912-266-592-921; 083-742-907-533-010; 084-182-731-135-943; 087-215-854-986-075; 089-023-282-597-117; 091-630-302-789-332; 100-350-608-349-995; 101-441-009-512-48X; 108-404-003-962-457; 110-484-217-193-475; 116-870-074-840-922; 121-571-722-589-088; 123-639-215-823-15X; 126-853-500-745-273; 129-480-142-425-631; 150-756-983-846-92X; 153-257-693-857-965; 156-208-441-443-940; 157-394-997-153-39X; 159-592-129-993-014; 162-290-133-902-677; 162-702-510-033-824; 163-113-889-893-140; 179-187-453-671-961; 186-491-376-371-016; 186-743-383-364-816; 187-592-241-437-267,10,true,cc-by,gold
041-162-250-898-52X,"CSR Disclosure, Customer Loyalty, and Firm Values (Study at Mining Company Listed in Indonesia Stock Exchange)",2017-08-31,2017,journal article,Asian Journal of Accounting Research,24599700; 24434175,Emerald,,null Isnalita; I Made Narsa,"This study aimed to examine the association of Corporate Social Responsibility (CSR) disclosure and the firm valueson customer loyalty as a mediating variable. The samples of this study weresourced from the mining companies listed on the Indonesia Stock Exchange of 2008-2014. The secondary data used was obtained from the annual reports accessed through idx.co.id, and the sales reports based on the mining's sub-sectors accessed through bi.go.id. The variables of CSR disclosure were measured by usingscoresof weighting the item categories of CSR disclosure, namely: special items, core items, and additional items. Meanwhile, customer loyalty was measured by using market share, and the firm values were measured by Tobin's Q. The results proved that customer loyalty was the intervening influence of CSR disclosure and the firm values. This was the first study thatapplied different weighting to the category of disclosure items to calculate the scores of CSR disclosure through a statistical testing. Further research, then,can use the survey or focus group discussion (FGD) to determine the weighting method.",2,2,8,14,Accounting; Corporate social responsibility; Business; Loyalty business model; Market share; Weighting; Stock exchange; Focus group,,,,,https://www.emerald.com/insight/content/doi/10.1108/AJAR-2017-02-02-B002/full/html https://www.emerald.com/insight/content/doi/10.1108/AJAR-2017-02-02-B002/full/pdf https://repository.unair.ac.id/85224/ https://core.ac.uk/download/pdf/225535082.pdf,http://dx.doi.org/10.1108/ajar-2017-02-02-b002,,10.1108/ajar-2017-02-02-b002,2914268884,,0,003-045-837-541-65X; 021-088-926-977-976; 030-555-170-073-550; 057-935-904-810-244; 059-519-145-470-081; 064-786-623-022-10X; 075-018-831-496-091; 080-602-330-598-683; 085-721-563-770-409; 100-898-978-885-131; 102-656-146-508-553; 104-823-195-860-471; 113-765-308-211-034; 130-741-068-205-515,8,true,cc-by,gold
041-214-809-064-617,DO CONSISTENT CSR ACTIVITIES MATTER FOR FIRM VALUE,2016-10-28,2016,journal article,Corporate Ownership and Control,18103057; 17279232,Virtus Interpress,Ukraine,Loai Alsaid,"This paper investigates how investments in corporate social responsibility (CSR) activities affect firm value. We categorise firms’ CSR activities as strategic or opportunistic based on consistency, and analyse the differential value relevance effect. We use the Egyptian Economic Justice Index (EEJI) as the most representative measure for firms’ CSR activities in Egypt. To measure valuation effect, we adopt an earnings response coefficient (ERC) model. Our main explanatory variables are interaction variables with unexpected earnings and two dummy variables; one indicating CSR activities, and one indicating their consistency. We document these variables as positively and negatively significant. Our findings show that investing in CSR activities consistently and strategically may increase firm’s profitability and firm value. However, firms that sporadically invest in CSR activities show a smaller relationship between unexpected earnings and stock returns than firms that consistently invest in CSR activities.",14,1,340,350,Accounting; Profitability index; Corporate social responsibility; Business; Dummy variable; Valuation (finance); Earnings response coefficient; Enterprise value; Earnings; Monetary economics; Stock (geology),,,,,https://virtusinterpress.org/DO-CONSISTENT-CSR-ACTIVITIES.html https://core.ac.uk/display/131317544 http://oro.open.ac.uk/51770/ https://virtusinterpress.com/DO-CONSISTENT-CSR-ACTIVITIES.html https://core.ac.uk/download/131317544.pdf,http://dx.doi.org/10.22495/cocv14i1c2p6,,10.22495/cocv14i1c2p6,2560827262,,0,000-941-856-220-866; 007-622-898-589-828; 013-365-559-024-892; 014-515-205-130-783; 017-147-261-575-907; 021-918-672-412-130; 026-630-561-630-505; 031-537-161-323-99X; 034-232-094-227-296; 039-575-601-163-984; 041-217-228-717-900; 045-429-477-971-176; 053-195-536-333-811; 053-831-574-436-824; 056-294-025-828-41X; 059-854-343-871-466; 062-110-807-031-390; 062-979-858-549-22X; 063-440-504-091-01X; 066-400-343-948-766; 071-619-281-776-256; 072-087-175-214-622; 074-213-141-463-089; 078-204-867-129-435; 084-182-731-135-943; 094-829-964-912-982; 111-602-454-124-087; 116-870-074-840-922; 128-039-313-779-140; 130-090-627-871-471; 131-180-572-109-097; 137-789-186-429-736; 156-871-166-211-352; 161-601-336-713-795; 174-859-894-278-898; 179-996-511-158-411; 185-050-475-065-604,2,true,cc-by-nc,hybrid
041-440-097-066-627,The Role of CSR Engagement in Customer-Company Identification and Behavioral Intention During the COVID-19 Pandemic.,2021-08-12,2021,journal article,Frontiers in psychology,16641078,Frontiers Media S.A.,Switzerland,Yanqin Wu; Wenzhong Zhu,"The global coronavirus pandemic has reignited a strategic debate among the business community of the necessity for corporate social responsibility (CSR) engagement in the ever-dynamic social media. Considering the global economic downturn introduced by the COVID-19 pandemic, the present research is devoted to investigating whether CSR engagement in social media can help DiDi (a Chinese shared brand) at stake survive this overwhelming crisis. A theoretical model proposed to describe the hypothesized relationships was tested by a Structural Equation Modeling technique through the empirical online questionnaire. Through findings, we demonstrated that there was a positive relationship between CSR engagement of DiDi on WeChat, customer-company identification (C-C identification), and behavioral intention [purchase intention, brand loyalty, and e-word-of-mouth (eWOM)] of customers. With attention to psychological influence, our empirical statistics also evidenced the mediating role of C-C identification between CSR engagement and behavioral intention of customers. This study highlights the significant role of CSR engagement in a critical period theoretically and offers businesses more open innovation strategies to compete against the COVID-19 pandemic-induced market downturn.",12,,721410,721410,Corporate social responsibility; Open innovation; Psychology; Marketing; Recession; Brand loyalty; Social media; Computer-assisted web interviewing; Structural equation modeling; Identification (information),C-C identification; COVID-19 pandemic; CSR engagement; Chinese shared brands; behavioral intention,,,,https://www.ncbi.nlm.nih.gov/pubmed/34475843 https://europepmc.org/article/MED/34475843 https://www.frontiersin.org/articles/10.3389/fpsyg.2021.721410/full,http://dx.doi.org/10.3389/fpsyg.2021.721410,34475843,10.3389/fpsyg.2021.721410,3193080622,PMC8407001,0,006-845-355-952-960; 007-353-720-210-62X; 007-941-586-605-719; 014-742-775-145-792; 020-799-887-301-686; 020-922-162-139-969; 021-921-853-761-935; 022-711-677-224-161; 026-545-453-457-999; 026-728-417-989-543; 027-449-836-409-501; 035-606-494-636-11X; 037-479-522-981-871; 043-486-855-938-524; 043-942-455-875-620; 056-485-524-375-867; 056-637-587-049-604; 063-507-468-838-094; 072-645-927-186-788; 074-176-668-531-703; 076-072-839-680-751; 077-840-342-527-677; 083-926-859-765-461; 088-487-040-015-62X; 096-868-867-224-947; 103-384-498-460-629; 106-246-717-680-124; 113-357-448-034-460; 113-974-887-016-612; 120-884-514-023-996; 122-541-380-319-895; 126-535-777-579-315; 128-860-047-103-157; 132-991-443-382-818; 151-070-300-288-392; 153-905-338-195-20X; 161-728-583-518-813; 174-471-746-238-834; 177-883-943-835-080; 195-189-710-734-767,40,true,cc-by,gold
041-693-500-930-135,Meta-Reviewing the Business and Society Field through Sociological Paradigms: Towards Pluralistic Re-Presentations of Corporate Social Responsibility,,2017,journal article,Proceedings of the International Association for Business and Society,21552568,Philosophy Documentation Center,,Jean-Pascal Gond; Sébastien Mena; Szilvia Mosonyi,"Although the growth of the field of Corporate Social Responsibility (CSR) calls for more diverse exercises of reviewing, most reviews of CSR research present the organising categories on which they build as taken-for-granted. In so doing, they reify a structural-functionalist orientation and a linear view of time while failing to represent accurately alternative post-structural and antistructural CSR paradigms. Building on an analysis of 40 reviews of the CSR field and on insights from the social studies of science, this paper revisits the notion of field re-presentation and highlights the need for building on categories, which embed a richer set of ontological assumptions to represent the CSR field in a manner that could maintain a dose of ontological and epistemological pluralism and diversity. We finally discuss the implications of our analysis to enhance CSR theorybuilding, cross-fertilize insights from distinct CSR paradigms and develop alternative assumptions to investigate empirically CSR phenomena.",28,,56,67,Epistemology; Corporate social responsibility; Sociology; Social studies; Set (psychology); Epistemological pluralism; Field (Bourdieu); Diversity (politics),,,,,https://www.pdcnet.org/iabsproc/content/iabsproc_2017_0028_0056_0067 https://qmro.qmul.ac.uk/xmlui/bitstream/123456789/46063/1/Gond%20Meta-Reviewing%20the%20Business%20and%20Society%20Field%20through%20Sociological%20Paradigms%20Towards%20Pluralistic%20Re-Presentations%20of%20Corporate%20Social%20Responsibility%202017%20Accepted.pdf https://openaccess.city.ac.uk/18620/ https://core.ac.uk/download/132846555.pdf,http://dx.doi.org/10.5840/iabsproc2017288,,10.5840/iabsproc2017288,2773762585,,0,,1,true,,green
041-883-317-402-665,How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale,2015-01-29,2015,journal article,Journal of Management,01492063; 15571211,SAGE Publications,United States,Assâad El Akremi; Jean-Pascal Gond; Valérie Swaen; Kenneth De Roeck; Jacques Igalens,"Recent research on the microfoundations of corporate social responsibility (CSR) has highlighted the need for improved measures to evaluate how stakeholders perceive and subsequently react to CSR initiatives. Drawing on stakeholder theory and data from five samples of employees (N = 3,772), the authors develop and validate a new measure of corporate stakeholder responsibility (CStR), which refers to an organization’s context-specific actions and policies designed to enhance the welfare of various stakeholder groups by accounting for the triple bottom line of economic, social, and environmental performance; it is conceptualized as a superordinate, multidimensional construct. Results from exploratory factor analyses, first- and second-order confirmatory factor analyses, and structural equation modeling provide strong evidence of the convergent, discriminant, incremental, and criterion-related validities of the proposed CStR scale. Two-wave longitudinal studies further extend prior theory by demonstrating that the higher-order CStR construct relates positively and directly to organizational pride and perceived organizational support, as well as positively and indirectly to organizational identification, job satisfaction, and affective commitment, beyond the contribution of overall organizational justice, ethical climate, and prior measures of perceived CSR.",44,2,619,657,Corporate social responsibility; Psychology; Stakeholder theory; Stakeholder; Organizational identification; Perceived organizational support; Organizational justice; Public relations; Triple bottom line; Organizational commitment,,,,,http://journals.sagepub.com/doi/abs/10.1177/0149206315569311 https://journals.sagepub.com/doi/10.1177/0149206315569311 http://journals.sagepub.com/doi/10.1177/0149206315569311 https://openaccess.city.ac.uk/id/eprint/15556/ https://dial.uclouvain.be/pr/boreal/object/boreal:173700 https://halshs.archives-ouvertes.fr/halshs-01520959 https://jom.sagepub.com/content/early/2015/01/27/0149206315569311.abstract https://core.ac.uk/download/76982171.pdf,http://dx.doi.org/10.1177/0149206315569311,,10.1177/0149206315569311,2043912933,,0,001-370-665-706-855; 001-409-855-341-418; 001-765-665-160-73X; 002-479-428-300-515; 002-929-446-634-493; 004-358-039-205-137; 005-202-209-962-954; 006-300-849-811-770; 006-459-996-313-020; 007-674-205-390-432; 008-543-764-118-482; 009-024-987-910-508; 009-627-096-122-615; 010-273-283-483-918; 010-378-912-606-134; 010-854-534-444-434; 011-364-981-161-852; 011-829-603-506-558; 013-796-317-992-537; 014-574-293-788-381; 016-276-109-581-231; 016-451-191-110-302; 017-492-045-801-882; 019-387-803-539-27X; 019-806-548-132-918; 020-434-786-289-583; 024-024-804-192-827; 024-815-787-987-361; 028-571-112-818-321; 031-861-909-423-259; 032-587-781-576-199; 034-152-864-173-424; 034-876-878-504-355; 035-036-721-966-820; 035-757-570-219-720; 036-412-868-663-165; 039-477-690-947-254; 040-422-895-285-124; 040-894-614-394-750; 042-156-564-750-793; 043-005-206-942-689; 043-176-395-958-175; 043-486-855-938-524; 043-927-835-324-825; 044-475-326-520-096; 045-029-631-030-655; 046-937-203-529-601; 048-263-082-469-140; 049-169-077-541-836; 049-887-372-834-099; 050-199-112-545-182; 051-010-960-841-376; 051-875-265-995-253; 054-402-219-608-063; 055-127-219-449-931; 057-011-622-232-028; 057-662-541-378-294; 059-453-393-498-922; 060-571-945-430-102; 061-829-988-617-171; 062-777-472-155-775; 063-600-723-535-637; 064-209-042-169-461; 064-887-383-288-381; 067-715-519-706-692; 067-736-898-510-464; 069-533-155-665-652; 070-773-398-109-800; 073-183-273-314-981; 074-324-787-866-567; 076-290-340-083-136; 076-757-837-851-440; 076-931-367-462-707; 077-930-616-453-628; 080-073-793-896-096; 080-649-544-456-128; 082-650-881-339-273; 083-456-848-718-009; 083-660-329-681-986; 084-063-827-218-071; 085-977-661-607-479; 092-459-737-286-258; 093-599-974-666-052; 095-364-903-723-343; 095-611-733-378-932; 095-938-126-976-791; 097-618-441-581-124; 098-883-827-581-569; 099-072-309-659-853; 100-436-172-024-424; 102-356-048-230-67X; 102-766-923-614-703; 102-856-915-556-75X; 107-578-632-455-646; 108-851-031-384-177; 109-579-040-691-431; 109-785-883-357-64X; 112-911-165-843-531; 115-845-628-578-129; 116-341-479-787-257; 119-437-756-489-502; 119-817-064-883-116; 120-884-514-023-996; 121-089-158-181-894; 127-356-618-215-912; 128-910-399-711-562; 131-447-132-978-766; 137-152-579-904-51X; 137-236-865-208-214; 141-424-035-303-573; 141-965-166-501-096; 147-602-994-529-874; 148-997-649-165-614; 161-069-380-617-137; 166-204-621-970-742; 166-317-329-955-722; 171-240-587-575-210; 174-241-645-383-625; 180-970-398-531-535; 185-142-819-794-105; 189-765-689-580-286,273,true,,green
042-077-595-533-024,"Corporate social responsibility: reviewed, rated, revised",2017-01-09,2017,journal article,International Journal of Contemporary Hospitality Management,09596119,Emerald,United Kingdom,Thomas Farrington; Ross William Francis Alexander Curran; Keith Gori; Kevin D. O'Gorman; Jane Queenan,"Purpose; ; ; ; ; This paper is a critical literature review of corporate social responsibility (CSR) research in both general management and hospitality management literature. This paper aims to discuss trends, commonalities and inconsistencies to better understand the state of contemporary scholarship, and it calls for a context-specific conceptual engagement with the phenomenon.; ; ; ; ; Design/methodology/approach; ; ; ; ; Systematic literature review, noting and critiquing a general tendency towards measurement of financial and other internal benefit impacts.; ; ; ; ; Findings; ; ; ; ; Hospitality management is well-positioned to evaluate the opportunities and challenges of CSR; yet, research has uncritically adopted the instrumental emphasis on assessing processes, perceptions and private profitability from the general management literature, without engaging on a contextually specific and/or theoretical level.; ; ; ; ; Research limitations/implications; ; ; ; ; CSR research is abundant and therefore difficult to summarise in one paper. The primarily Anglo-American and Asian contextual bias is reflected in this review.; ; ; ; ; Practical implications; ; ; ; ; Consistently inconsistent results challenge the portability of financial impact studies. Studies are needed to re-evaluate the concept of CSR, as it pertains to hospitality and measure the effectiveness of CSR activities relative to context and resource availability.; ; ; ; ; Social implications; ; ; ; ; Further research into the scope of CSR in hospitality management, with an emphasis on recuperating social value, would lead to widespread positive social implications.; ; ; ; ; Originality/value; ; ; ; ; This critical review offers a new perspective on CSR in the hospitality literature and industry, calling for a reconsideration of the concept in context, and formulates a working definition.",29,1,30,47,Hospitality; Corporate social responsibility; Sociology; Hospitality management studies; Systematic review; Value (ethics); Originality; Scholarship; Context (language use); Public relations,,,,,http://www.emeraldinsight.com/doi/abs/10.1108/IJCHM-05-2015-0236 https://www.emerald.com/insight/content/doi/10.1108/IJCHM-05-2015-0236/full/html https://www.emerald.com/insight/content/doi/10.1108/IJCHM-05-2015-0236/full/pdf?title=corporate-social-responsibility-reviewed-rated-revised https://rke.abertay.ac.uk/ws/files/8789697/Curran_CorporateSocialResponsibility_Accepted_2016.pdf https://rke.abertay.ac.uk/en/publications/corporate-social-responsibility-reviewed-rated-revised-2 https://core.ac.uk/download/228177841.pdf,http://dx.doi.org/10.1108/ijchm-05-2015-0236,,10.1108/ijchm-05-2015-0236,2578566182,,0,002-200-108-033-891; 004-239-781-433-116; 004-609-488-706-686; 005-578-245-894-181; 008-471-216-244-04X; 009-024-987-910-508; 010-095-933-453-106; 010-126-460-031-083; 012-199-457-791-356; 014-255-721-870-130; 015-183-192-918-085; 015-224-289-775-533; 015-318-505-184-787; 016-050-856-563-748; 016-257-606-089-666; 016-728-743-749-083; 017-561-123-244-089; 017-738-973-732-936; 017-833-588-283-834; 018-561-751-256-255; 019-933-373-101-184; 020-221-534-428-525; 021-545-658-426-465; 023-362-841-625-121; 024-252-822-469-281; 024-495-168-540-210; 024-556-257-819-930; 028-078-913-966-35X; 028-991-103-237-497; 029-192-477-977-065; 030-351-867-629-34X; 031-248-139-622-327; 036-693-717-866-153; 039-275-802-466-063; 040-344-640-544-410; 041-032-698-002-474; 041-689-690-812-380; 043-220-508-465-314; 043-605-651-281-566; 043-723-013-781-141; 046-737-803-973-232; 047-460-128-505-546; 047-485-283-483-886; 050-057-979-181-082; 051-875-265-995-253; 051-974-821-573-208; 052-920-296-642-529; 053-195-536-333-811; 053-726-146-590-804; 054-378-571-628-699; 055-127-219-449-931; 059-112-271-093-323; 061-230-219-516-076; 061-282-812-937-087; 062-110-807-031-390; 062-115-430-347-012; 065-519-442-555-927; 065-787-618-678-885; 066-877-474-310-154; 068-151-184-634-767; 068-250-860-764-035; 069-826-351-353-372; 071-732-064-644-008; 072-730-746-170-775; 073-668-761-003-950; 074-010-451-306-492; 074-242-032-337-609; 077-110-587-162-800; 078-651-513-519-510; 079-386-637-633-472; 082-171-985-858-889; 082-426-271-997-838; 082-815-961-326-23X; 085-566-316-023-070; 088-049-228-430-614; 088-436-823-682-293; 090-477-993-775-161; 091-430-341-004-976; 092-309-000-379-288; 096-424-182-991-986; 096-868-867-224-947; 096-936-950-261-329; 099-046-694-576-886; 099-085-870-469-302; 099-095-725-205-22X; 099-306-423-127-702; 100-655-743-692-056; 102-068-995-822-669; 107-150-172-527-41X; 107-274-748-521-438; 110-517-510-555-656; 110-648-445-179-657; 110-745-024-321-648; 111-963-768-580-775; 114-858-127-350-018; 117-031-893-750-188; 117-546-854-740-561; 118-502-157-753-318; 119-674-193-775-263; 119-817-524-451-884; 123-990-612-575-100; 128-923-989-155-44X; 130-347-068-301-544; 131-180-572-109-097; 131-907-821-827-757; 132-146-390-128-892; 133-563-133-466-878; 136-411-511-934-760; 137-127-338-350-689; 137-954-262-700-206; 139-101-567-335-455; 139-641-412-398-758; 147-449-900-882-696; 152-062-689-732-469; 155-849-634-946-361; 158-844-776-138-446; 162-019-891-855-744; 166-469-614-335-285; 175-892-289-526-233; 182-867-587-691-99X; 185-050-475-065-604; 188-203-909-664-377; 192-389-272-784-584,116,true,,green
042-313-394-039-531,Sustainable Business Education – A Romanian Perspective,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Ioana Teodoreanu,"Abstract In the light of recent events, like economic “crisis” started in 2008, or notorious Enron scandal, has arisen an increasing demand of ethics courses in universities’ curriculum. If in Western European countries, this process of topics integration like corporate social responsibility (CSR), sustainability, ethics or associated terms, have known an extensive growth, in developing countries, like Romania, its assimilation and design of a new curriculum still remain a challenge. In this paper, I offer a requirement overview of ethics business education in Romania. From the analysis of the CSR integration in the Romanian business, I summarized a set of key topics, which should be found in university curriculums, in order to provide students with skills and knowledge that allow them to manage sustainable businesses. I then looked over five business universities’ curriculum, and tried to identify those key topics, and concluded with suggestions regarding the design of accountability curriculums.",109,,706,711,Business requirements; Engineering; Corporate social responsibility; Marketing; Sustainable business; Accountability; Extensive growth; Public relations; Curriculum; Business education; Sustainability,,,,,http://www.sciencedirect.com/science/article/pii/S1877042813051720 https://core.ac.uk/display/82188143 https://www.sciencedirect.com/science/article/pii/S1877042813051720 https://core.ac.uk/download/pdf/82188143.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.533,,10.1016/j.sbspro.2013.12.533,2020829497,,0,003-465-363-293-754; 009-780-961-991-868; 015-811-985-107-172; 022-052-621-754-159; 023-546-900-812-792; 029-455-541-938-952; 039-235-497-826-31X; 047-469-528-445-109; 051-956-357-020-650; 057-213-198-557-32X; 062-209-174-499-670; 104-303-239-152-807; 107-215-972-038-299; 107-274-748-521-438; 110-460-379-081-461; 127-356-618-215-912; 139-641-412-398-758; 158-175-029-216-281,5,true,,gold
042-512-888-324-14X,Institutional and economic determinants of corporate social responsibility disclosure by banks: Institutional perspectives,2019-04-08,2019,journal article,Meditari Accountancy Research,2049372x; 20493738,Emerald,United Kingdom,Jonas Oliveira; Graça Maria do Carmo Azevedo; Maria José Pires Carvalho da Silva,"This study aims to explore the firm’s and country-level institutional forces that determine banks’ CSR reporting diversity, during the recent global financial crisis.,Specifically, this study assesses whether economic and institutional conditions explain CSR disclosure strategies used by 30 listed and unlisted banks from six countries in the context of the recent 2007/2008 global financial crisis. The annual reports and social responsibility reports of the largest banks in Canada, the UK, France, Italy, Spain and Portugal were content analyzed.,The findings suggest that economic factors do not influence CSR disclosure. Institutional factors associated with the legal environment, industry self-regulation and the organization’s commitments in maintaining a dialogue with relevant stakeholders are crucial elements in explaining CSR reporting. Consistent with the Dillard et al.’s (2004) model, CSR disclosure by banks not only stems from institutional legitimacy processes, but also from strategic ones.,The findings highlight the importance of CSR regulation to properly monitor manager’s’ opportunistic use of CSR information and regulate the assurance activities (regarding standards, their profession or even the scope of assurance) to guarantee the proper credibility reliability of CSR information.,The study makes two major contributions. First, it extends and modifies the model used by Chih et al. (2010). Second, drawn on the new institutional sociology, this study develops a theoretical framework that combines the multilevel model of the dynamic process of institutionalization, transposition and deinstitutionalization of organizational practices developed by Dillard et al. (2004) with Campbell’s (2007) theoretical framework of socially responsible behavior. This theoretical framework incorporates a more inclusive social context, aligned with a more comprehensive sociology-based institutional theory (Dillard et al., 2004; Campbell, 2007), which has never been used in the CSR reporting literature hitherto.",27,2,196,227,Accounting; Corporate social responsibility; Social responsibility; Institutional theory; Institutionalisation; Financial crisis; Context (language use); Credibility; Legitimacy,,,,,https://www.emeraldinsight.com/doi/abs/10.1108/MEDAR-01-2018-0259 https://www.emerald.com/insight/content/doi/10.1108/MEDAR-01-2018-0259/full/pdf?title=institutional-and-economic-determinants-of-corporate-social-responsibility-disclosure-by-banks-institutional-perspectives https://ideas.repec.org/a/eme/medapp/medar-01-2018-0259.html https://ciencia.iscte-iul.pt/publications/institutional-and-economic-determinants-of-corporate-social-responsibility-disclosure-by-banks/50376 https://www.emerald.com/insight/content/doi/10.1108/MEDAR-01-2018-0259/full/html https://core.ac.uk/download/pdf/302961137.pdf,http://dx.doi.org/10.1108/medar-01-2018-0259,,10.1108/medar-01-2018-0259,2937261302,,0,000-480-064-196-942; 001-150-927-247-894; 001-439-879-177-955; 002-897-814-763-886; 003-174-341-124-60X; 003-444-134-962-800; 003-794-998-061-655; 004-247-457-696-512; 005-028-529-555-492; 007-622-898-589-828; 007-965-953-722-965; 008-671-436-104-686; 009-681-507-320-745; 011-062-481-682-965; 012-886-755-613-026; 013-837-826-929-964; 013-950-326-361-078; 014-229-080-427-104; 016-141-506-132-052; 016-239-799-390-527; 017-137-183-068-627; 018-075-278-238-815; 019-534-948-420-613; 019-752-661-941-484; 020-791-683-686-768; 021-376-930-893-253; 021-527-868-010-178; 022-213-035-913-246; 022-512-643-506-628; 022-867-604-979-425; 023-286-832-911-319; 026-812-132-554-337; 026-895-859-106-523; 027-827-119-143-849; 029-166-379-396-997; 029-431-279-019-873; 029-883-402-447-599; 031-525-281-255-559; 031-795-610-857-287; 044-853-543-516-785; 045-066-685-752-533; 050-044-318-677-424; 052-995-803-653-596; 055-152-654-090-964; 061-677-725-529-209; 064-091-717-837-982; 064-245-036-420-304; 065-877-839-878-580; 066-400-343-948-766; 072-087-175-214-622; 073-262-800-839-372; 074-342-191-514-703; 075-986-792-390-136; 076-551-437-187-006; 079-363-214-561-671; 082-230-904-666-381; 083-604-827-939-664; 089-300-863-963-51X; 090-595-213-620-319; 093-796-506-202-743; 095-974-480-483-648; 097-768-642-476-770; 101-396-406-321-492; 105-663-919-028-661; 109-626-800-008-877; 111-459-997-118-741; 111-726-609-456-735; 112-095-526-274-694; 112-927-903-110-687; 114-391-217-707-870; 115-482-499-323-938; 115-685-588-859-363; 115-837-358-893-97X; 116-870-074-840-922; 120-628-442-718-20X; 122-778-707-611-51X; 123-943-642-090-436; 126-370-551-251-63X; 126-455-518-335-826; 128-417-311-212-306; 132-952-634-282-527; 134-098-713-533-251; 134-712-608-658-172; 135-013-706-352-437; 136-431-652-550-355; 137-278-583-024-367; 137-994-583-439-180; 141-213-918-787-364; 145-154-729-043-110; 158-252-124-968-584; 159-425-240-374-096; 167-003-669-544-131; 170-160-565-930-81X; 185-039-095-057-891,8,true,cc-by,green
042-786-414-915-472,The Socio-Economic Impact of Corporate Social Responsibility Practices in Sri Lankan Tea Manufacturing Companies (Special Reference to Kandy District),2014-02-05,2014,journal article,Kelaniya Journal of Management,24489298; 22791469,Sri Lanka Journals Online (JOL),,Idc Wijerathna; Ridmi Gajanayaka,"Corporate Social Responsibility (CSR) is very important topic in the present competitive business environment. The aim of this exploratory study is to capture the current status of Corporate Social Responsibility (CSR) awareness, commitment and practices level of tea manufacturing companies in Sri Lanka and assessing the socioeconomic impact of company CSR on employees and smallholders. The study provides an overview of company CSR practices as well as of employee and smallholder experiences and perceptions of CSR practices of tea manufacturing companies. The research study is based on Kandy district and three perspectives factory owners, employees and smallholders were used in exploring the CSR level and its socioeconomic impact. To achieve the research objectives tea manufacturing company’s CSR practices are studied in three domains: CSR to employees, smallholders and environment. The researcher used mixed method comprising both quantitative and qualitative elements. There is a positive relationship between tea manufacturing company CSR level and the socioeconomic condition of employee and the smallholders. When it consider about the overall situation, current CSR practices of tea manufacturing companies have not made a positive impact on socioeconomic development of employees and smallholders. Tea manufacturing companies should consider CSR strategies that are in the interest of all stakeholders and relevant to the business. DOI: http://dx.doi.org/10.4038/kjm.v2i1.6546 Kelaniya Journal of Management Vol.2(1) 2013:113-142",2,1,113,,Corporate social responsibility; Business; Socioeconomic status; Factory; Marketing; Manufacturing; Management; Business environment; Socio economic impact; Socioeconomic development; Exploratory research,,,,,https://www.researchgate.net/profile/Ridmi_Gajanayake/publication/269389500_The_Socio-Economic_Impact_of_Corporate_Social_Responsibility_Practices_in_Sri_Lankan_Tea_Manufacturing_Companies_(Special_Reference_to_Kandy_District)/links/54880c0f0cf289302e2eeab3.pdf https://kjm.sljol.info/articles/10.4038/kjm.v2i1.6546/galley/5130/download/ https://kjm.sljol.info/articles/abstract/10.4038/kjm.v2i1.6546/,http://dx.doi.org/10.4038/kjm.v2i1.6546,,10.4038/kjm.v2i1.6546,2100410815,,0,001-293-497-423-461; 002-026-122-868-261; 002-969-643-840-41X; 007-248-683-114-035; 007-485-504-465-112; 008-253-876-172-699; 009-351-560-335-565; 016-526-619-899-046; 016-578-204-616-31X; 023-970-057-169-467; 024-660-459-418-764; 028-839-287-388-372; 030-412-132-629-193; 041-000-106-807-177; 046-247-321-324-000; 048-299-829-069-167; 049-939-389-829-247; 052-217-883-580-938; 052-392-292-489-698; 059-516-291-335-028; 062-300-894-288-182; 064-737-757-297-482; 066-753-052-889-00X; 070-750-366-367-301; 076-923-785-954-042; 077-808-180-858-00X; 080-613-474-290-657; 082-472-260-263-705; 082-815-961-326-23X; 086-685-875-315-094; 088-479-196-167-988; 088-919-850-566-219; 093-599-974-666-052; 096-785-315-083-724; 097-817-948-404-532; 099-085-870-469-302; 114-589-216-068-679; 122-460-980-517-794; 132-924-722-420-75X; 139-641-412-398-758; 147-515-049-349-208; 156-208-441-443-940; 162-662-407-417-519; 163-042-733-779-75X; 166-405-723-185-236; 171-136-580-141-276; 184-362-012-126-569; 185-980-336-424-188; 190-490-824-612-507; 198-761-082-227-767,0,true,cc-by,gold
043-270-909-909-962,How Do Media Companies Gain Legitimacy? An Experimental Study on the (Ir)Relevance of CSR Communication,2017-01-10,2017,journal article,International Journal of Strategic Communication,1553118x; 15531198,Informa UK Limited,United States,Philipp Bachmann; Diana Ingenhoff,"ABSTRACTDue to structural changes in the media industry, the topic of CSR has gained more and more attention among media companies. Our research question was whether media companies can gain legitimacy through CSR disclosures. There is reason to assume that CSR disclosures both directly increase and indirectly decrease a media company’s legitimacy. On one hand, CSR is regarded as a means of strengthening legitimacy; on the other hand, stakeholders might become skeptical and distrust disclosures about generous deeds. The experimental study detailed here considers both possibilities by using five CSR disclosures of a fictional media company as the stimuli, ranging from low- to high-communicated CSR engagement (single-factor between-groups design, 274 participants). According to the results of the Structural Equation Model (SEM), both assumptions are incorrect: CSR is not the crucial factor in determining whether or not stakeholders perceive a media company as legitimate, but rather its corporate credibility.",11,1,79,94,Accounting; Corporate social responsibility; Business; Relevance (law); Skepticism; Distrust; Research question; Credibility; Public relations; Legitimacy; Structural equation modeling,,,,,https://www.tandfonline.com/doi/full/10.1080/1553118X.2016.1249282 https://doc.rero.ch/record/289047/files/Bachmann_Ingenhoff_HowDoMedia.pdf http://doc.rero.ch/record/289047 https://core.ac.uk/download/85208980.pdf,http://dx.doi.org/10.1080/1553118x.2016.1249282,,10.1080/1553118x.2016.1249282,2570905837,,0,000-426-493-027-947; 002-420-685-076-386; 002-602-149-926-516; 002-800-351-395-955; 003-563-977-323-304; 006-080-230-736-840; 006-778-458-963-227; 008-982-316-458-736; 010-506-995-388-331; 012-805-278-438-570; 013-683-136-216-044; 014-343-337-399-401; 015-271-876-692-523; 015-999-921-788-017; 017-517-491-290-822; 021-348-013-874-217; 023-184-293-018-435; 023-402-050-303-103; 024-690-667-955-991; 025-724-556-647-792; 025-933-117-502-402; 035-829-449-826-975; 035-905-205-654-507; 037-881-035-468-603; 043-546-079-091-616; 045-049-751-452-244; 045-404-404-496-190; 045-498-678-340-046; 047-460-128-505-546; 049-414-299-128-20X; 049-838-295-305-423; 052-280-117-965-945; 052-562-454-884-607; 052-802-334-885-429; 054-323-882-950-150; 055-752-144-014-864; 057-744-054-929-211; 058-799-992-906-205; 059-005-189-409-76X; 060-677-224-149-076; 066-898-391-104-702; 074-753-780-363-970; 075-996-969-421-081; 076-398-374-298-746; 076-536-991-543-666; 077-117-467-213-142; 077-834-276-272-651; 078-663-367-659-029; 088-286-629-630-309; 089-137-245-294-593; 091-585-319-872-415; 091-707-263-594-833; 092-017-633-289-720; 094-359-476-896-860; 099-095-725-205-22X; 100-023-819-121-36X; 101-619-135-611-708; 107-274-748-521-438; 107-557-049-537-625; 115-604-538-103-384; 116-953-447-460-185; 117-143-792-553-712; 124-379-807-378-721; 125-476-469-867-426; 126-490-274-817-450; 127-356-618-215-912; 130-423-738-168-263; 131-949-347-531-179; 137-127-338-350-689; 145-797-696-704-62X; 149-640-032-101-965; 154-638-832-324-217; 154-718-910-156-90X; 156-297-905-984-727; 159-465-812-137-384; 172-059-425-969-428; 177-975-573-667-275; 181-284-846-302-477; 181-788-756-185-851; 182-867-587-691-99X; 185-039-095-057-891; 191-337-909-658-577; 193-660-223-550-046; 193-927-201-553-430; 194-074-816-965-145,14,true,cc-by,green
043-583-599-165-204,Antecedents and consequences of bank reputation: a comparison of the United Kingdom and Spain,2016-11-14,2016,journal article,International Marketing Review,02651335,Emerald,United Kingdom,Belén Ruiz; Juan Antonio García; Antonio J. Revilla,"Purpose; ; ; ; ; The purpose of this paper is to identify the key antecedents and consequences of bank reputation and whether their relative importance varies across countries.; ; ; ; ; Design/methodology/approach; ; ; ; ; The sample consists of 900 bank customers, representative of the national populations in the UK (500) and Spain (400), two of the countries in which the weight of the financial system on the gross domestic product is much bigger than that of other European countries. The research hypotheses were tested by conducting a multi-group analysis with covariance-based structural equation modelling.; ; ; ; ; Findings; ; ; ; ; In contrast with previous studies, it was discovered that the most important cognitive antecedent of banks’ reputation is reliability/financial strength. This study reinforces the prominence of satisfaction as a key emotional aspect of reputation. Differences between the UK and Spain were found in the impact of employer branding and corporate social responsibility. The positive effect of bank reputation on consumer behaviour (loyalty and word of mouth) and the existence of cross-country differences as regards loyalty were also confirmed.; ; ; ; ; Originality/value; ; ; ; ; This is a systematic cross-country analysis of corporate reputation which includes not only cognitive antecedents but also emotional determinants that have been repeatedly ignored. This paper sheds light on whether the antecedents and consequences of corporate reputation vary across countries. The choice of the banking sector provides a unique opportunity to observe the determinants and outcomes of corporate reputation following an unstable time in the banking sector.",33,6,781,805,Public economics; Gross domestic product; Word of mouth; Corporate social responsibility; Business; Marketing; Consumer behaviour; Loyalty; Employer branding; Reputation; Structural equation modeling,,,,,https://www.emerald.com/insight/content/doi/10.1108/IMR-06-2015-0147/full/html https://www.emeraldinsight.com/doi/abs/10.1108/IMR-06-2015-0147 http://researchspace.bathspa.ac.uk/7838/ https://core.ac.uk/download/44318561.pdf,http://dx.doi.org/10.1108/imr-06-2015-0147,,10.1108/imr-06-2015-0147,2529502497,,0,000-498-579-897-129; 003-150-863-559-129; 003-263-148-200-564; 003-518-787-870-021; 003-800-946-971-583; 004-210-280-008-390; 004-317-941-815-940; 009-275-560-936-887; 009-292-371-162-047; 010-375-814-454-76X; 010-489-247-221-243; 012-350-974-741-145; 014-444-046-414-029; 014-991-446-112-33X; 016-269-083-458-909; 017-857-889-718-017; 019-475-390-665-453; 019-704-450-118-408; 020-001-183-015-635; 021-035-630-321-901; 022-509-785-910-67X; 023-191-090-562-137; 024-252-907-694-242; 025-339-138-906-041; 032-773-354-169-483; 033-171-354-077-456; 033-834-393-574-150; 034-651-237-028-566; 034-943-358-373-125; 035-033-970-721-409; 035-339-044-497-470; 035-645-986-424-596; 035-749-040-759-893; 038-723-719-475-911; 038-904-468-326-454; 040-152-489-762-581; 042-891-562-910-192; 043-925-668-228-289; 052-178-703-374-629; 055-602-751-394-666; 055-619-114-005-534; 056-959-154-500-676; 057-981-959-687-64X; 061-174-401-434-276; 062-038-144-827-799; 064-116-058-215-538; 064-245-788-509-408; 067-832-999-299-928; 072-813-199-606-608; 073-155-693-861-641; 074-759-723-934-48X; 075-354-135-354-914; 075-905-160-633-657; 077-534-423-969-201; 079-795-506-891-022; 083-091-560-702-287; 083-120-805-840-443; 083-233-621-877-98X; 084-830-133-068-851; 086-579-711-721-783; 086-626-286-373-456; 086-795-274-990-18X; 086-896-610-774-711; 093-356-416-723-378; 099-659-070-466-357; 099-686-359-751-486; 105-656-166-682-160; 108-843-634-978-53X; 108-939-416-808-571; 118-232-358-004-308; 121-739-219-988-58X; 122-937-778-784-122; 123-639-215-823-15X; 124-211-061-127-117; 128-723-104-995-841; 128-849-851-404-981; 129-390-171-915-040; 137-069-894-769-656; 138-959-981-189-28X; 139-119-876-531-586; 139-673-476-336-042; 140-017-034-570-165; 154-202-833-671-344; 161-552-227-725-203; 163-571-467-315-613; 169-270-545-298-097; 176-727-248-636-919; 179-373-675-161-480; 193-107-258-263-342,36,true,,green
043-611-815-261-66X,Women on boards of directors and corporate philanthropic disaster response,,2012,journal article,China Journal of Accounting Research,17553091,Elsevier BV,Netherlands,Ming Jia; Zhe Zhang,"Abstract In this study we conduct firm-level analysis of the impact of women in the boardroom on corporate philanthropic disaster response (CPDR). We propose that CPDR contains agency costs and that female directors are more likely to restrain the associated agency costs of CPDR. We predict a negative relationship between the ratio of women on boards of directors (WoBs) and philanthropic contribution, which is weaker in firms with political connections and stronger in firms with better-developed institutional environments. Data was collected from the philanthropic responses to the Wenchuan earthquake on May 12, 2008 of privately-owned listed Chinese firms. The results support the hypothesized negative relationship, which is found to be weaker in firms with political connections. However, marketization-related factors do not significantly moderate this relationship. These results indicate that CPDR contains agency costs and that female directors do not facilitate the corporate donation process, but rather evaluate the benefits and restrain the associated agency costs.",5,1,83,99,Accounting; Business; Negative relationship; Donation; Marketization; Disaster response; Agency cost; Public relations; Politics,,,,,https://core.ac.uk/display/82626699 https://www.sciencedirect.com/science/article/pii/S1755309112000020 https://www.sciencedirect.com/science/article/abs/pii/S1755309112000020 https://core.ac.uk/download/pdf/82626699.pdf,http://dx.doi.org/10.1016/j.cjar.2012.01.001,,10.1016/j.cjar.2012.01.001,2034764302,,0,002-817-594-149-987; 003-778-683-768-920; 005-643-644-418-535; 011-691-584-756-682; 011-878-113-759-764; 014-140-372-880-989; 016-127-580-334-321; 017-339-108-587-131; 026-197-051-291-561; 030-558-138-555-940; 033-064-673-472-441; 036-240-759-975-858; 036-873-584-532-640; 038-660-055-694-189; 039-864-704-339-154; 042-454-822-527-419; 043-755-461-061-638; 045-598-857-166-950; 046-545-997-438-927; 051-974-821-573-208; 063-417-517-679-650; 063-821-429-568-525; 063-822-457-814-900; 066-394-534-805-786; 067-888-882-931-603; 072-406-253-389-942; 078-783-754-518-353; 079-561-209-304-301; 084-389-890-585-181; 085-692-196-257-530; 086-825-334-503-254; 088-061-233-086-194; 095-110-408-574-58X; 097-483-965-309-484; 098-425-034-737-393; 104-383-774-669-763; 106-698-993-389-218; 111-062-314-766-585; 118-502-157-753-318; 123-548-554-472-100; 126-155-695-788-717; 130-760-521-574-823; 130-968-312-177-330; 131-047-230-566-164; 138-334-704-586-850; 139-576-477-079-696; 155-879-175-881-390; 156-871-166-211-352; 159-778-801-727-941; 162-749-386-796-223; 163-260-415-404-798; 167-772-921-808-132; 170-999-854-405-353; 189-402-145-232-66X,18,true,"CC BY, CC BY-NC-ND",gold
043-809-613-138-35X,Transnational power and translocal governance: The politics of corporate responsibility:,2017-09-19,2017,journal article,Human Relations,00187267; 1741282x,SAGE Publications,United States,Subhabrata Bobby Banerjee,"In this article, I provide a critical analysis of the politics of corporate social responsibility. I argue that corporate social responsibility is a strategy that enables multinational corporations...",71,6,796,821,Political economy; Corporate social responsibility; Multinational corporation; Economics; Power (social and political); Corporate governance; Economic system; Politics,,,,,http://journals.sagepub.com/doi/10.1177/0018726717726586 http://journals.sagepub.com/doi/full/10.1177/0018726717726586 https://journals.sagepub.com/doi/full/10.1177/0018726717726586 https://openaccess.city.ac.uk/id/eprint/18252/ https://core.ac.uk/download/96599248.pdf,http://dx.doi.org/10.1177/0018726717726586,,10.1177/0018726717726586,2755118019,,0,001-710-095-154-830; 003-415-617-315-12X; 007-102-542-265-030; 008-151-703-193-750; 008-689-071-724-588; 009-024-987-910-508; 012-215-932-905-293; 013-290-821-556-63X; 015-451-600-563-761; 016-411-180-460-079; 018-077-179-095-424; 019-970-681-748-417; 021-996-223-357-58X; 024-059-966-444-417; 025-516-667-353-758; 027-170-582-488-984; 027-716-250-023-314; 028-642-431-099-358; 029-497-492-744-62X; 030-058-359-739-54X; 031-306-755-413-601; 031-441-979-670-596; 031-763-859-882-297; 032-085-535-789-05X; 032-556-390-026-454; 035-496-483-983-656; 036-115-337-814-63X; 037-254-332-291-418; 038-139-192-396-13X; 038-370-529-611-440; 038-627-516-266-722; 042-366-061-302-257; 047-329-153-284-470; 048-912-703-761-847; 053-953-542-452-18X; 054-260-383-219-288; 057-727-934-593-184; 059-736-364-820-417; 066-125-401-014-328; 066-198-738-657-369; 066-431-502-528-286; 070-388-925-370-912; 072-360-761-495-994; 072-937-302-457-503; 074-228-257-808-669; 077-852-134-752-907; 079-093-155-130-152; 082-171-985-858-889; 082-290-903-577-963; 084-111-353-884-761; 084-861-277-352-773; 088-233-687-029-248; 089-020-774-090-124; 096-731-149-407-442; 098-834-168-907-826; 105-747-712-695-051; 110-148-702-066-477; 110-189-859-545-485; 112-042-142-182-193; 112-972-305-984-555; 113-813-475-985-700; 116-764-886-499-054; 119-381-962-784-545; 120-000-906-990-911; 125-761-111-762-286; 129-387-667-033-01X; 132-168-773-764-404; 132-915-119-172-216; 137-647-724-862-18X; 138-665-821-128-812; 144-265-247-605-200; 144-270-288-068-284; 146-601-104-329-686; 155-879-175-881-390; 158-769-227-747-516; 160-801-631-921-028; 173-533-732-162-714; 178-397-057-385-09X; 178-628-496-923-596; 182-199-495-327-639; 195-992-801-363-546,88,true,,green
043-897-948-782-350,Ideology and the micro-foundations of CSR: Why executives believe in the business case for CSR and how this affects their CSR engagements,2019-01-02,2019,journal article,Social and Environmental Accountability Journal,0969160x; 21562245,Informa UK Limited,United States,Jolien Lievens,This paper gains further insight into the micro-foundations of corporate social responsibility (CSR) by opening the black box of executives’ idiosyncratic characteristics. Scholars built their rese...,39,1,75,75,Corporate social responsibility; Business; Ideology; Public relations; Business case,,,,Bijzonder Onderzoeksfonds,https://www.tandfonline.com/doi/full/10.1080/0969160X.2019.1567033 https://biblio.ugent.be/publication/8624130,http://dx.doi.org/10.1080/0969160x.2019.1567033,,10.1080/0969160x.2019.1567033,2911088382,,0,,0,true,,
043-930-697-249-27X,Corporate Social Responsibility Practices In The Australian Consumer Goods Industry: Preliminary Findings,2008-04-01,2008,journal article,Journal of Diversity Management (JDM),21579512; 15580121,Clute Institute,,Tracy Morgan; Gayle C. Avery,The aim of this study was to identify the extent to which Corporate Social Responsibility (CSR) has penetrated practices in the Australian consumer goods industry. Results from a questionnaire survey reveal wide variation in understanding of CSR. Results include that definitions adopted describe what is actually happening as opposed to what should happen; the identity and legitimacy of stakeholder groups is open to question; the focus tends to be tactical rather than strategic; and the motivation to adopt CSR at the organisational level is difficult to identify.,3,2,9,18,Corporate social responsibility; Business; Marketing; Management; Stakeholder; Identity (social science); Variation (linguistics); Legitimacy; Questionnaire,,,,,http://cluteinstitute.com/ojs/index.php/JDM/article/download/4985/5076 https://core.ac.uk/display/25753737 https://core.ac.uk/download/pdf/268109480.pdf,http://dx.doi.org/10.19030/jdm.v3i2.4985,,10.19030/jdm.v3i2.4985,2208007383,,0,009-100-601-117-948; 057-267-297-709-599; 105-423-579-436-956; 154-135-075-031-761,1,true,,bronze
044-305-958-581-127,Stakeholder management and sustainability strategies in the French nuclear industry,2011-01-30,2011,journal article,Business Strategy and the Environment,09644733; 10990836,Wiley,United States,Subhabrata Bobby Banerjee; Annabel-Mauve Bonnefous,"This paper describes how a nuclear power corporation integrates sustainability into corporate strategies and practices. The case study focuses on one of the world's largest nuclear power generators and describes the corporate capture of sustainable development in its strategic efforts to promote a growth strategy. The paper shows how corporate strategies to address sustainability concerns involve managing different stakeholders, enabling the corporation to sustain its economic growth strategy. Three types of stakeholder management strategy are identified: reinforcement strategies for supportive stakeholders, containment strategies for obstructive stakeholders and stabilization strategies for passive stakeholders. The paper argues that, despite claims of sustainable development in the nuclear industry, there is no significant shift in the ‘business as usual’ approach and that sustainable development is merely reframed as sustainable growth.",20,2,124,140,Business; Marketing; Corporate communication; Stakeholder theory; Process management; Stakeholder analysis; Stakeholder; Stakeholder engagement; Stakeholder management; Sustainable development; Sustainability,,,,,https://researchdirect.westernsydney.edu.au/islandora/object/uws%3A15792/ https://core.ac.uk/display/76980602 https://openaccess.city.ac.uk/id/eprint/6091/ https://onlinelibrary.wiley.com/doi/full/10.1002/bse.681 http://onlinelibrary.wiley.com/doi/10.1002/bse.681/abstract https://ideas.repec.org/a/bla/bstrat/v20y2011i2p124-140.html https://core.ac.uk/download/76980602.pdf,http://dx.doi.org/10.1002/bse.681,,10.1002/bse.681,2045952197,,0,000-776-628-195-009; 002-316-202-123-249; 003-975-765-911-72X; 005-231-367-279-707; 006-181-095-227-607; 006-596-454-646-155; 008-596-331-202-063; 008-605-053-667-769; 015-013-726-939-074; 016-411-180-460-079; 018-902-292-177-293; 026-895-802-475-205; 027-538-648-373-163; 027-700-418-268-176; 027-773-055-247-866; 033-909-936-100-554; 033-972-753-088-988; 037-659-768-717-825; 038-402-573-370-828; 041-988-014-008-792; 043-181-791-977-200; 045-587-537-223-377; 046-171-162-919-278; 051-875-265-995-253; 061-829-988-617-171; 068-259-085-977-283; 069-533-155-665-652; 069-794-459-404-174; 071-196-080-326-476; 075-255-878-651-465; 075-652-527-195-567; 077-895-880-410-597; 082-226-529-912-445; 092-164-132-026-703; 092-257-264-657-040; 099-559-439-371-684; 100-954-312-419-218; 102-936-823-528-110; 105-761-987-389-943; 110-669-040-461-18X; 118-325-938-383-036; 119-880-785-736-302; 126-759-950-860-681; 130-535-782-710-167; 150-756-983-846-92X; 150-826-071-758-290; 155-879-175-881-390; 178-628-496-923-596; 184-412-641-422-080; 184-548-083-141-251,99,true,,green
044-779-935-190-777,Environmental Assessment Law and Practice in Nigeria Towards Achieving the UN Sustainable Development Goals (UNSDGs) in the Country: Cases of SDGs 13 and 17,,2019,journal article,"Journal of Law, Policy and Globalization",,"International Institute for Science, Technology and Education",,,"Environmental Assessment (EA) is an environmental protection, generic environmental governance and good governance tool by which the consequences of natural processes and human activities on the environment are predicted and evaluated, to minimise adverse consequences of proposed development project-proposals and maximise positive consequences of the proposals, in order to ensure qualitative environment and social equity, so as to achieve Sustainable Development (SD). Thus, by its inherent nature, EA promotes beneficial environment, by protecting and managing the environment, and contributing to SD and thus the UN Sustainable Development Goals (UNSDGs) in sovereign states, especially developing countries like Nigeria, which are richly endowed with major natural resources but plagued by the resource-curse. Particularly, based on life-cycle assessment and strategic environmental assessment, EA, has the potential to address the ongoing global problem and challenge of climate change, by contributing to improved environmental protection and management of life-cycle development projects, especially major natural resources extractive industrial development projects, in resources-rich global states like Nigeria. This paper demonstrates how EA in the form of life-cycle development projects-level assessment (Environmental Impact Assessment) and Strategic Environmental Assessment in Nigeria can promote the objectives of the EA process and practice, towards achieving informed environmental decision-making, high environmental quality and social equity and high-profile benchmarked business responsibility and sustainability practices, in the effort towards SD and thus the achievement of UNSDGs, particularly Goals 13 and 17 of the UNSDGs (respectively captioned ‘Climate Action’ and ‘Partnerships for the Goals’) in the country. Keywords: Environmental Assessment (EA), Strategic Environmental Assessment (SEA), Extractive Industrial Operations (EIOs), Petroleum Development Projects, Corporate Social Responsibility (CSR), Government Social Responsibility (GSR), Good Environmental Governance (GEG), Sustainable Development (SD) and the UN Sustainable Development Goals (UNSDGs). DOI: 10.7176/JLPG/92-07 Publication date: December 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/276531452.pdf,http://dx.doi.org/10.7176/jlpg/92-07,,10.7176/jlpg/92-07,,,0,,0,true,cc-by,hybrid
044-888-363-694-701,Giving From the Heart: The Emotion Management of Volunteering Employees,2015-11-23,2015,journal article,Studies in Media and Communication,2325808x; 23258071,Redfame Publishing,,Riki Galia,"This article traces the emotion management practices of a bank’s community of volunteers as managerial control, based on an in-depth case study at a well-known veteran Israeli bank (from the late 1970s until recent years). Since the 1980s, the bank’s employees have been required to take a part in volunteering initiatives considered part of the bank’s CSR strategy. The article demonstrates that the courteous clerk, who was expected to display human and emphatic gestures toward the customers toward the end of the 1970s, was eventually required to redirect those acquired orientations and traits toward the entire community outside the bank branches and clientele. The study challenges both the positivistic and critical managerial literature that avoids discussing emotion management as a mechanism of control regarding corporate volunteerism.",3,2,154,163,Positivism; Emotional labor; Corporate social responsibility; Psychology; Gesture; Control (management); Managerial control; Emotion management; Public relations; Organizational culture,,,,,https://redfame.com/journal/index.php/smc/article/download/1210/1187 https://ideas.repec.org/a/rfa/smcjnl/v3y2015i2p154-163.html https://econpapers.repec.org/RePEc:rfa:smcjnl:v:3:y:2015:i:2:p:154-163 https://redfame.com/journal/index.php/smc/article/view/1210 https://core.ac.uk/download/pdf/228084346.pdf,http://dx.doi.org/10.11114/smc.v3i2.1210,,10.11114/smc.v3i2.1210,2173745805,,0,000-645-457-898-593; 003-769-210-214-042; 005-313-420-808-639; 013-796-317-992-537; 025-046-636-732-137; 031-837-594-182-322; 032-739-109-891-051; 037-435-921-791-165; 037-732-852-110-389; 042-506-727-747-925; 042-813-366-359-061; 047-460-128-505-546; 054-502-240-873-548; 058-711-728-352-830; 059-233-830-727-371; 061-045-579-488-457; 063-397-576-968-81X; 066-022-920-941-033; 067-606-815-777-089; 078-381-422-795-643; 089-344-761-319-218; 094-213-099-107-472; 096-714-097-067-663; 097-803-959-837-408; 099-259-522-340-366; 111-030-704-426-109; 127-859-792-988-405; 141-367-968-781-245; 145-383-047-771-742; 147-928-961-324-119; 155-154-678-998-891; 157-084-852-414-954; 158-980-059-586-664; 159-137-764-544-256,0,true,cc-by,green
045-037-039-833-854,Relationship between corporate social responsibility and competitive performance in Spanish SMEs: Empirical evidence from a stakeholders’ perspective,,2016,journal article,BRQ Business Research Quarterly,23409436; 23409444,Elsevier BV,Netherlands,Jesús Herrera Madueño; Manuel Larrán Jorge; Isabel Martínez Conesa; Domingo Martínez-Martínez,"In a financial economic scenario in which the corporate survival of small and medium enterprises (SMEs) is more conditioned than ever by competitive performance, this paper aims to show that the st...",19,1,55,72,Accounting; Corporate social responsibility; Business; Marketing; Empirical evidence; Perspective (graphical); Small and medium-sized enterprises,,,,,https://core.ac.uk/display/88129120 https://journals.sagepub.com/doi/full/10.1016/j.brq.2015.06.002 https://dialnet.unirioja.es/servlet/articulo?codigo=5362926 https://www.elsevier.es/en-revista-brq-business-research-quarterly-424-articulo-relationship-between-corporate-social-responsibility-S2340943615000699 https://www.sciencedirect.com/science/article/pii/S2340943615000699 https://www.sciencedirect.com/science/article/abs/pii/S2340943615000699 https://core.ac.uk/download/pdf/82809700.pdf,http://dx.doi.org/10.1016/j.brq.2015.06.002,,10.1016/j.brq.2015.06.002,1260358132,,0,002-214-762-740-889; 002-664-126-254-642; 002-897-088-732-654; 002-929-446-634-493; 003-575-763-136-333; 003-751-334-358-106; 005-805-453-463-041; 006-095-183-317-361; 007-507-890-999-116; 008-432-860-692-95X; 008-919-780-306-654; 009-024-987-910-508; 011-035-813-072-431; 012-088-304-137-247; 014-904-025-590-079; 018-972-350-926-509; 019-534-948-420-613; 022-382-623-818-517; 023-884-779-878-993; 023-962-938-681-284; 025-011-862-797-967; 025-724-556-647-792; 029-259-838-795-819; 029-942-145-731-245; 032-625-677-656-580; 032-648-795-839-611; 033-025-753-354-072; 036-267-037-137-254; 036-880-235-390-221; 037-746-132-092-722; 038-580-811-512-126; 039-217-799-010-851; 040-422-895-285-124; 042-234-018-889-705; 042-898-180-936-241; 045-272-877-717-991; 045-385-511-579-046; 046-679-101-689-437; 048-258-354-196-742; 048-299-829-069-167; 051-670-691-178-142; 054-912-286-540-871; 057-850-005-232-513; 058-062-562-310-747; 059-422-954-501-967; 060-571-945-430-102; 060-628-949-290-21X; 061-829-988-617-171; 063-440-504-091-01X; 064-252-902-688-397; 064-682-467-305-522; 065-787-618-678-885; 065-860-741-100-905; 066-400-343-948-766; 067-945-242-728-795; 069-833-481-534-388; 074-038-530-010-037; 074-363-847-781-162; 076-590-599-359-204; 076-813-995-254-100; 080-714-226-639-63X; 084-015-465-748-895; 085-921-682-031-840; 087-109-295-304-250; 091-429-891-536-936; 091-751-473-541-818; 093-017-125-904-834; 093-534-853-158-361; 100-357-883-277-115; 101-299-425-939-891; 102-068-995-822-669; 106-374-847-864-921; 106-377-304-980-209; 109-579-040-691-431; 117-363-177-363-532; 122-068-609-968-324; 126-055-278-271-030; 127-356-618-215-912; 133-010-831-701-951; 133-546-417-719-596; 144-250-380-273-485; 146-845-432-602-136; 149-095-960-617-410; 150-756-983-846-92X; 155-879-175-881-390; 156-208-441-443-940; 165-987-707-544-100; 166-204-621-970-742; 173-520-560-676-336; 176-241-134-682-896; 190-837-203-872-605,115,true,"CC BY, CC BY-NC",gold
045-046-959-162-840,Moral commitments to community: mapping social responsibility and its ambiguities among small business owners,2008-03-07,2008,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Elizabeth Lange; Tara Fenwick,"Purpose – The purpose of this paper is to map the different moral positions articulated by small business owners in relation to social responsibility (SR) commitment and practice.Design/methodology/approach – This qualitative study utilized collaborative action research with 25 small business owners in two Canadian provinces and used combined methods of group dialogue, personal semi‐structured interviews, and thematic analysis through researcher triangulation.Findings – We found that the morality underpinning business owners' social responsibility tended to be embedded in a sense of relationship with and commitment to the well‐being of the local geographic community. However, this was threaded with felt ambiguities, revealing their understanding of a spectrum of SR practices.Research limitations/implications – Through an ethical analysis, we argue that this moral commitment to community is connected to a relational worldview as part of a distinctive ethical vision while, at the same time, the small busine...",4,1/2,41,55,Business ethics; Corporate social responsibility; Sociology; Social responsibility; Marketing; Qualitative research; Morality; Small business; Underpinning; Public relations; Thematic analysis,,,,,https://ideas.repec.org/a/eme/srjpps/v4y2008i1-2p41-55.html http://www.emeraldinsight.com/doi/pdfplus/10.1108/17471110810856820 http://www.emeraldinsight.com/doi/10.1108/17471110810856820 https://www.emerald.com/insight/content/doi/10.1108/17471110810856820/full/html http://core.ac.uk/display/9048739 https://dspace.stir.ac.uk/handle/1893/3616?mode=full https://dspace.stir.ac.uk/bitstream/1893/3616/1/SR-moral%20commitments.pdf https://core.ac.uk/download/9048739.pdf,http://dx.doi.org/10.1108/17471110810856820,,10.1108/17471110810856820,2042028955,,0,015-652-869-046-696; 017-147-261-575-907; 031-666-927-735-121; 035-649-628-309-967; 036-674-267-359-90X; 039-695-683-211-113; 043-799-453-007-177; 045-385-511-579-046; 048-299-829-069-167; 061-983-819-386-718; 063-349-909-637-693; 067-211-499-657-897; 072-546-740-834-294; 081-549-407-021-038; 084-531-047-321-662; 093-599-974-666-052; 095-594-453-623-495; 099-791-143-917-39X; 106-384-489-675-125; 129-951-332-262-210; 156-208-441-443-940; 183-664-216-574-934; 185-824-447-601-410; 193-016-497-326-693,17,true,,green
045-066-685-752-533,Financial crisis impact on sustainability reporting,2013-08-02,2013,journal article,Management Decision,00251747,Emerald,United Kingdom,M Antonia García-Benau; Laura Sierra-García; Ana Zorio,"Purpose – The purpose of this paper is to shed some light on the effect of the current financial crisis on corporate social responsibility (CSR) reporting and CSR assurance strategies that companies disclose online to stakeholders, by dividing the time horizon into two periods, before 2008 and from 2008. Design/methodology/approach – The sample includes Spanish listed companies, differentiating CSR reporters from non CSR-reporters. Also distinguished in the CSR-reporters sample, are those companies that assure the CSR report from those that do not. The authors contrast whether there is a trend as regards CSR reporting and CSR assurance, depending on whether the crisis has already begun or not. Next the authors focus on companies that change their CSR reporting strategy or change their CSR assurance strategy and see if there is an impact on performance (both from an accounting and from a market perspective). Findings – Even though the financial crisis has raised the question whether assurance of CSR report...",51,7,1528,1542,Accounting; Corporate social responsibility; Business; Social responsibility; Marketing; Financial crisis; Sustainability reporting; Time horizon; Corporate governance; Sustainability; Strategic management,,,,,https://www.emerald.com/insight/content/doi/10.1108/MD-03-2013-0102/full/html https://www.emerald.com/insight/content/doi/10.1108/MD-03-2013-0102/full/pdf?title=financial-crisis-impact-on-sustainability-reporting https://www.emeraldinsight.com/doi/abs/10.1108/MD-03-2013-0102 http://www.emeraldinsight.com/doi/abs/10.1108/MD-03-2013-0102,http://dx.doi.org/10.1108/md-03-2013-0102,,10.1108/md-03-2013-0102,2078999914,,0,001-250-903-865-581; 013-077-126-995-080; 013-837-826-929-964; 014-904-025-590-079; 021-954-604-137-155; 023-286-832-911-319; 026-266-890-758-392; 026-619-858-265-943; 029-416-479-151-638; 035-436-141-006-957; 035-988-210-296-325; 043-012-577-504-667; 043-357-207-617-342; 053-344-569-960-834; 061-829-988-617-171; 064-245-036-420-304; 069-768-607-075-730; 077-366-971-030-705; 085-804-719-675-656; 088-716-293-180-937; 093-775-924-956-705; 094-503-600-971-404; 096-802-071-119-541; 099-793-099-690-050; 106-619-997-653-532; 109-243-778-603-662; 127-814-862-412-294; 130-026-152-820-438; 139-641-412-398-758; 163-713-180-711-214; 164-424-196-494-15X; 169-961-188-645-11X; 171-134-038-849-582; 171-324-191-321-626; 194-045-582-704-133,72,false,,
045-101-354-203-004,Corporate Culture and Its Connection with External and Internal Public Relations,2011-05-09,2011,journal article,Comparative Economic Research. Central and Eastern Europe,20826737; 15082008,Uniwersytet Lodzki (University of Lodz),Germany,Marcin Kotras,The main aim of this article is to present the influence of corporate culture on company's stakeholders. This paper signalises the tendency in corporate communication with its internal and external publics. It is focused on two issues: corporate social responsibility and employer branding. Those two categories are consequences of corporate culture model.,13,5,27,47,Corporate branding; Corporate social responsibility; Business; Corporate communication; Corporate security; Stakeholder; Employer branding; Corporate governance; Public relations; Organizational culture,,,,,https://bazekon.uek.krakow.pl/rekord/171192171 https://www.czasopisma.uni.lodz.pl/CER/article/view/6593 https://econpapers.repec.org/article/vrscoecre/v_3a13_3ay_3a2010_3ai_3a5_3ap_3a27-47_3an_3a2.htm http://yadda.icm.edu.pl/yadda/element/bwmeta1.element.ekon-element-000171192171 https://content.sciendo.com/view/journals/cer/13/5/article-p27.xml https://www.czasopisma.uni.lodz.pl/CER/article/download/6593/6182 https://ideas.repec.org/a/vrs/coecre/v13y2010i5p27-47n2.html https://cyberleninka.org/article/n/1347931 https://core.ac.uk/download/71974307.pdf,http://dx.doi.org/10.2478/v10103-010-0002-y,,10.2478/v10103-010-0002-y,2083704263,,0,029-870-375-075-749; 049-365-387-207-049; 055-788-063-462-184; 106-734-679-974-860; 112-296-339-609-867; 115-559-925-574-098; 176-241-134-682-896,2,true,"CC BY, CC BY-NC-ND",gold
045-254-987-848-512,Participative leadership and organizational identification in SMEs in the MENA Region: testing the roles of CSR perceptions and pride in membership,2017-05-16,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Sophie Lythreatis; Ahmed Mostafa; Xiaojun Wang,"The aim of this research is to explore the process linking participative leadership to organizational identification. The study examines the relationship between participative leadership and internal CSR perceptions of employees and also investigates the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification. By studying these relationships, the paper aspires to contemplate new presumed mediators in the association of participative leadership with organizational identification as well as determine a possible novel antecedent of employee CSR perceptions. Empirical evidence is provided from data that was collected through a survey distributed to employees working for small- and medium-sized enterprises in three countries in the Middle East and North Africa regions, particularly the United Arab Emirates, Lebanon, and Tunisia. Findings show that participative leadership leads to positive internal CSR perceptions of employees and that these CSR perceptions lead to pride in membership which, in turn, results in organizational identification. Implications of these findings are also discussed.",156,3,635,650,Business ethics; Corporate social responsibility; Empirical evidence; Political science; Perception; Organizational identification; Pride; North africa; Middle East; Public relations,,,,,https://core.ac.uk/display/82896860 https://dialnet.unirioja.es/servlet/articulo?codigo=7375722 http://wrap.warwick.ac.uk/88172/ https://research-information.bris.ac.uk/ws/files/110695647/JBE_SCR_Participative_Leadership.pdf https://philpapers.org/rec/LYTPLA https://research-information.bris.ac.uk/en/publications/participative-leadership-and-organizational-identification-in-smes-in-the-mena-region(5c3e8368-6c9d-4e56-92c1-84fb2955ba85).html https://eprints.whiterose.ac.uk/144124/ https://research-information.bris.ac.uk/en/publications/participative-leadership-and-organizational-identification-in-sme https://research-information.bristol.ac.uk/en/publications/participative-leadership-and-organizational-identification-in-smes-in-the-mena-region(5c3e8368-6c9d-4e56-92c1-84fb2955ba85).html https://ideas.repec.org/a/kap/jbuset/v156y2019i3d10.1007_s10551-017-3557-8.html https://link.springer.com/article/10.1007/s10551-017-3557-8 https://core.ac.uk/download/199224868.pdf,http://dx.doi.org/10.1007/s10551-017-3557-8,,10.1007/s10551-017-3557-8,2612762216,,0,000-392-903-875-891; 002-866-200-801-989; 003-958-644-635-998; 004-570-739-348-604; 005-068-856-158-765; 005-134-997-795-39X; 005-142-830-695-354; 006-880-103-099-91X; 007-595-067-982-257; 009-302-414-267-022; 010-854-534-444-434; 010-944-094-143-396; 011-645-336-376-667; 012-009-888-566-783; 012-776-805-086-977; 012-948-165-402-369; 013-250-533-880-180; 013-796-317-992-537; 014-602-011-287-948; 016-276-109-581-231; 016-297-404-077-84X; 016-708-740-262-482; 016-774-201-383-07X; 018-497-506-505-007; 019-387-803-539-27X; 019-423-339-638-754; 019-700-724-671-924; 020-442-621-050-507; 022-444-917-874-697; 022-509-785-910-67X; 023-691-959-066-529; 024-115-867-513-759; 024-286-942-608-026; 025-924-380-506-14X; 026-442-796-868-552; 027-069-249-997-543; 028-630-675-730-048; 029-854-000-404-374; 030-088-956-813-733; 031-510-879-450-883; 031-966-097-698-353; 032-329-740-496-238; 032-528-367-537-207; 033-171-354-077-456; 033-853-083-829-30X; 037-898-896-222-817; 037-926-621-329-418; 038-811-611-181-997; 040-422-895-285-124; 040-567-478-753-182; 041-011-436-515-699; 042-185-021-085-865; 042-636-996-488-795; 043-605-651-281-566; 043-682-295-217-574; 044-557-610-853-006; 045-016-622-850-739; 045-104-013-245-680; 047-055-548-674-486; 048-152-119-080-111; 049-169-077-541-836; 052-042-505-597-896; 053-455-613-537-518; 053-801-686-095-414; 054-565-716-355-075; 055-127-219-449-931; 056-818-612-584-40X; 057-761-516-220-94X; 057-833-225-867-778; 058-035-600-566-054; 058-282-996-918-615; 059-359-807-395-632; 060-571-945-430-102; 061-331-488-401-843; 062-033-955-563-640; 063-339-794-733-319; 063-365-137-001-053; 064-337-792-484-854; 066-942-654-210-87X; 067-818-686-235-025; 067-945-242-728-795; 067-952-048-499-314; 069-126-655-805-537; 069-347-718-873-529; 070-024-463-729-742; 074-391-760-137-022; 075-324-055-146-069; 075-782-206-168-790; 076-334-983-849-141; 076-425-586-383-644; 077-930-616-453-628; 083-008-598-266-126; 087-533-217-184-209; 090-046-262-747-250; 090-223-631-483-241; 091-692-918-839-434; 093-864-433-666-302; 094-547-037-831-06X; 097-091-359-239-356; 098-811-565-177-327; 099-242-542-208-388; 099-780-841-823-282; 104-252-591-502-856; 104-905-649-240-488; 106-906-256-603-249; 107-583-835-501-258; 108-474-371-307-505; 108-491-606-407-813; 114-584-279-665-857; 115-373-591-444-545; 115-671-242-824-895; 116-953-447-460-185; 120-884-514-023-996; 120-922-676-458-188; 121-855-169-991-104; 123-594-593-128-393; 124-753-410-931-311; 125-894-267-538-829; 127-633-178-405-167; 128-065-378-770-779; 131-075-113-577-903; 131-417-616-648-555; 132-314-714-307-628; 133-809-135-889-070; 133-993-862-802-069; 134-354-192-961-102; 134-593-307-762-217; 136-454-765-203-984; 140-512-573-800-757; 148-997-649-165-614; 152-362-229-652-876; 156-353-543-206-832; 158-798-678-208-274; 159-592-129-993-014; 162-712-620-297-678; 163-529-639-649-240; 164-548-615-185-955; 172-587-735-480-918; 174-149-915-049-802; 175-860-603-488-030; 176-081-444-381-984; 179-286-899-946-791; 184-521-208-492-38X; 190-145-440-307-303,35,true,,green
045-282-096-155-681,Lean Six Sigma and marketing: a missed opportunity,2014-06-03,2014,journal article,International Journal of Productivity and Performance Management,17410401,Emerald,United Kingdom,Lara Chaplin; Simon T.J. O’Rourke,"Purpose – The purpose of this paper is to assess the current use being made of the sustainability message within business improvement activity and project justification within individual businesses. Design/methodology/approach – This is a reflective paper that looks at an illustrative case study against the wider perspectives of Lean Six Sigma (LSS) implementation, market orientation and business improvement initiatives in general. Findings – The piece discusses the gains derived from the LSS projects and identifies gaps in potential benefits in particular the paper questions how well any potential marketing messages were exploited by the organisation. The findings critically evaluates the impact that marketing function involvement could have in helping to promote the wider productivity message and its contribution to the wider corporate social responsibility (CSR) strategy for the organisation. The document also suggests how the company could leverage internally focused projects to adopt a companywide ma...",63,5,665,674,Corporate social responsibility; Economics; Marketing; Productivity; Six Sigma; Leverage (negotiation); Lean Six Sigma; Market orientation; Missed opportunity; Sustainability,,,,,https://pureportal.coventry.ac.uk/en/publications/lean-six-sigma-and-marketing-a-missed-opportunity-2 https://emeraldinsight.com/doi/full/10.1108/IJPPM-09-2013-0155 https://econpapers.repec.org/RePEc:eme:ijppmp:v:63:y:2014:i:5:p:665-674 https://ideas.repec.org/a/eme/ijppmp/v63y2014i5p665-674.html https://www.emerald.com/insight/content/doi/10.1108/IJPPM-09-2013-0155/full/html https://core.ac.uk/download/228141434.pdf,http://dx.doi.org/10.1108/ijppm-09-2013-0155,,10.1108/ijppm-09-2013-0155,2033938446,,0,035-754-957-982-92X; 043-348-996-301-126; 070-008-756-240-30X; 071-905-550-158-315; 090-422-107-512-327; 100-773-670-288-614; 105-766-036-912-762; 112-261-284-421-663; 122-448-945-964-968; 123-173-800-322-100; 143-314-247-223-351; 149-834-969-136-521; 179-225-066-572-992; 183-478-832-005-680,24,true,,green
045-309-704-432-329,Conceptualizing Social Responsibility in Operations via Stakeholder Resource-Based View,2015-06-26,2015,journal article,Production and Operations Management,10591478,Wiley-Blackwell,United States,ManMohan S. Sodhi,"We seek to conceptualize social responsibility for operations management (OM) research to develop a social responsibility lens through which to view operations. To do so, we first consider the corporate social responsibility, sustainability, as well as the bottom-ofthe-pyramid and shared value approaches and identify three challenges to developing such a lens: selecting the level of analysis, tackling the huge multitude of objectives, and developing theoretical underpinnings. We then propose a ‘stakeholder resource-based view’ (SRBV) building on resource-based view, stakeholder theory, and utility theory to address these challenges. Under SRBV, all stakeholders are treated on a par with each other. These different stakeholders are all presumed to seek maximizing their respective (expected) utility, with different drivers shaping their preferences and do so they use their respective resources, routines and dynamic capabilities. SRBV provides (a) a descriptive framework for qualitative research, (b) an instrumental framework for empirical research, and (c) a normative framework for analytical research. It enables tackling many opportunities for OM research to do with social responsibility and we outline some of these in each of the three types of research methodologies.",24,9,1375,1389,Empirical research; Corporate social responsibility; Business; Social responsibility; Marketing; Stakeholder theory; Stakeholder analysis; Stakeholder; Dynamic capabilities; Knowledge management; Creating shared value,,,,,https://econpapers.repec.org/article/blapopmgt/v_3a24_3ay_3a2015_3ai_3a9_3ap_3a1375-1389.htm https://www.researchgate.net/profile/Manmohan_Sodhi/publication/271853106_Conceptualizing_Social_Responsibility_in_Operations_Via_Stakeholder_Resource-Based_View/links/54d5368d0cf25013d02ab850.pdf https://onlinelibrary.wiley.com/doi/10.1111/poms.12393 https://openaccess.city.ac.uk/id/eprint/8667/ https://ideas.repec.org/a/bla/popmgt/v24y2015i9p1375-1389.html https://dialnet.unirioja.es/servlet/articulo?codigo=5172030 http://onlinelibrary.wiley.com/doi/10.1111/poms.12393/abstract https://onlinelibrary.wiley.com/doi/10.1111/poms.12393/abstract https://core.ac.uk/display/42628684 https://core.ac.uk/download/42628684.pdf,https://econpapers.repec.org/article/blapopmgt/v_3a24_3ay_3a2015_3ai_3a9_3ap_3a1375-1389.htm,,,1968002753,,0,000-585-290-212-366; 001-582-851-264-987; 002-927-318-641-091; 003-550-191-535-855; 004-004-032-288-410; 007-027-197-536-76X; 009-420-012-272-424; 010-346-721-629-150; 011-584-783-288-742; 015-716-895-819-197; 019-729-232-766-547; 019-785-607-877-590; 021-767-873-330-451; 022-304-790-542-067; 022-411-616-574-059; 024-252-822-469-281; 024-647-710-616-255; 028-915-555-142-638; 029-365-303-768-522; 029-799-226-078-568; 035-036-721-966-820; 036-121-057-742-193; 038-071-777-971-867; 041-883-317-402-665; 041-988-014-008-792; 042-807-425-625-032; 045-704-487-138-982; 051-875-265-995-253; 054-237-579-968-437; 054-829-224-024-065; 055-127-219-449-931; 055-370-717-793-567; 056-585-658-498-991; 057-942-097-777-139; 059-612-234-394-662; 062-110-807-031-390; 063-639-974-825-135; 064-591-375-736-620; 069-231-303-186-44X; 071-410-672-738-647; 074-375-752-696-596; 075-739-573-508-343; 079-217-667-695-490; 080-344-233-037-084; 080-967-676-966-078; 081-532-517-406-608; 082-559-161-917-824; 084-820-511-317-781; 085-035-167-229-661; 088-919-850-566-219; 089-469-499-303-50X; 091-838-937-052-361; 096-321-859-352-149; 099-085-870-469-302; 100-294-259-882-658; 100-962-525-671-548; 102-568-648-689-841; 106-004-958-796-185; 110-602-262-431-043; 111-963-768-580-775; 122-576-580-181-851; 127-356-618-215-912; 135-526-819-302-528; 138-917-289-159-046; 139-641-412-398-758; 141-263-870-197-925; 143-011-648-965-817; 143-157-376-868-109; 146-381-034-533-929; 150-756-983-846-92X; 164-186-149-966-758; 169-292-962-750-002; 170-514-198-959-842; 170-854-632-567-181; 176-813-058-852-910; 180-401-358-825-598; 184-770-463-117-760; 192-767-204-421-517; 196-534-211-358-278,80,true,,
045-421-073-018-374,Indigenous Businesses and Practice of Corporate Social Responsibility in Nigeria: The First Bank Experience in Upholding Entrepreneurial and Economic Development,,2017,journal article,Business Ethics and Leadership,25206761; 25206311,Sumy State University,,Hashim Sabo Bello,"This review article aimed to present profile of a well known First Bank (Nigeria) Public Limited Company (PLC) as a socially responsible corporate citizen. However, corporate Nigeria would do well to take its cue from the international corporate world, as it’s clear by comparison to world standards, there has been a near total collapse of governance in Nigeria. As a result, corporate social responsibility initiatives in Nigeria are targeted at ameliorating the socio-economic development challenges of the country the like of infrastructure development, which is informed by socio-cultural influences like communalism and charity. Research shows that Nigerian organizations perceived and practice corporate social responsibility (CSR) as corporate philanthropy aimed at addressing socio-economic development challenges in Nigeria. This finding confirms the CSR is a localized and socially embedded construct, as the ‘waves’, ‘issues’ and ‘modes’ of CSR practices identified amongst indigenous firms in Nigeria reflect the responses of the firms to their socio-economic context. As a result of this philanthropic focus, corporate contributions in Nigeria have remained largely unregulated, unsupervised and unguided, depending entirely on the whims, caprices and generosity or otherwise of particular corporate executives in office. As such ad-hoc and unstructured corporate going patterns do little in the light of the tremendous challenges facing the country, this review article therefore believes that there is the need for indigenous businesses to be mindful of how their operations impact on the society, the environment and the lives of the people as being very imperative to socio-economic development. The article recommended that, even though, CSR is an expensive function and duty of businesses to society and to the community they operate in, hence indigenous business entities should also have social and ethical responsibilities besides their traditional economic roles to dispense to society and their host communities. Also, corporate firms should intensify efforts to educate the public on their primary responsibilities, various commitments to other stakeholders and operational financial limitations",1,4,66,73,Corporate social responsibility; Business; Economic growth; Indigenous; Entrepreneurship,,,,,https://essuir.sumdu.edu.ua/bitstream/123456789/66337/1/Bello_BEL_4_2017.pdf https://armgpublishing.sumdu.edu.ua/journals/bel/issue-4/article-6/ https://essuir.sumdu.edu.ua/handle/123456789/66337 https://core.ac.uk/download/324228260.pdf,http://dx.doi.org/10.21272/bel.1(4).66-73.2017,,10.21272/bel.1(4).66-73.2017,2779165505,,0,005-181-956-817-224; 035-556-471-787-086; 110-648-445-179-657; 155-849-634-946-361,1,true,cc-by,gold
045-446-264-099-016,Corporate communication to promote consumers’ social responsibility?,2011-12-12,2011,journal article,Ökologisches Wirtschaften - Fachzeitschrift,14308800,Oekom Publishers GmbH,,Vera Fricke; Ulf Schrader,Companies have discovered Consumers’ Social Responsibility (CnSR). Within CnSR communication consumers are addressed upon their individual responsibility for a behavioural change towards sustainability. Can CnSR communication strengthen sustainable consumption in the mainstream or is it mere greenwashing?,25,4,25,25,Moral responsibility; Business; Social responsibility; Corporate communication; Sustainable consumption; Mainstream; Greenwashing; Public relations; Sustainability,,,,,https://www.oekologisches-wirtschaften.de/index.php/oew/article/view/1165 https://www.oekologisches-wirtschaften.de/index.php/oew/article/download/1165/1162 http://www.oekologisches-wirtschaften.de/index.php/oew/article/viewFile/1165/1162 https://core.ac.uk/download/pdf/228958845.pdf,http://dx.doi.org/10.14512/oew.v25i4.1165,,10.14512/oew.v25i4.1165,1926048821,,0,007-485-504-465-112; 007-722-119-195-191; 115-999-229-941-826; 118-361-766-863-946; 123-622-791-169-79X; 147-698-110-086-254; 151-069-180-510-199; 166-007-953-431-187,7,true,,bronze
045-473-985-614-341,STRATEGIC CSR SHIFTS TOWARDS ADAPTIVE FOOD GOVERNANCE UNDER ENVIRONMENTAL CHANGE: A COMPARISON BETWEEN SOUTH AFRICAN AND BRAZILIAN RETAILERS,2013-10-30,2013,journal article,Revista de Gestão Social e Ambiental,1981982x,RGSA- Revista de Gestao Social e Ambiental,Brazil,Laura Pereira; Yuna Souza dos Reis da Fontoura; Carlos Frederico Tarrisse da Fontoura,"Governance in the food system has become a key topic of discussion in light of the 2007-08 food price crisis. Of special importance has been the shift to include the role that non-state actors are likely to play in achieving food security under global environmental change (GEC). This paper aims to compare private sector food system governance trends in two emerging economies, Brazil and South Africa. It focuses on practices around adaptation, an area largely neglected in climate change discussion, yet a critical factor in coping with the societal consequences of GEC. This study identifies several processes, particularly within the retail sector, that could indicate normative mechanisms through which ‘good governance’ can be translated into practice.",7,1,101,113,Emerging markets; Private sector; Corporate social responsibility; Environmental change; Political science; Good governance; Corporate governance; Development economics; Economic growth; Food security; Food systems,,,,,https://openaccess.city.ac.uk/id/eprint/19462/ https://rgsa.emnuvens.com.br/rgsa/article/download/482/pdf_43 https://rgsa.emnuvens.com.br/rgsa/article/view/482 https://core.ac.uk/download/159105920.pdf,http://dx.doi.org/10.24857/rgsa.v7i1.482,,10.24857/rgsa.v7i1.482,1608720525,,0,009-311-418-504-608; 026-314-874-873-394; 026-895-802-475-205; 033-486-577-351-228; 049-448-530-020-003; 050-151-139-218-71X; 050-906-489-359-849; 051-652-748-709-663; 074-156-649-477-723; 090-876-413-627-145; 091-390-073-559-276; 093-068-241-277-209; 094-763-681-110-980; 095-514-887-247-658; 099-556-676-832-460; 103-696-264-768-914; 117-765-473-425-031; 129-287-967-925-855; 172-319-849-222-115; 179-609-813-704-673,1,true,,green
045-516-709-915-268,Decarbonizing strategies of the retail sector following the Paris Agreement,,2019,journal article,Energy Policy,03014215,Elsevier BV,United Kingdom,Ana Ferreira; Manuel Duarte Pinheiro; Jorge de Brito; Ricardo Mateus,"Abstract The retail industry is one of the top 10 most carbon-intensive sectors. This paper is original in addressing what has changed in corporate retail with the Paris Agreement, accessing trends to decarbonize the sector. A qualitative comparison was performed regarding the policy, strategy and energy-related building solutions of the top 27 global retailers, ranked according to their revenue, regarding the reporting periods of 2014–2015 and 2016–2017. For each retailer, data were searched on retailers’ sustainability reports was organized in different tables according to the variables policy, strategy and energy-related building practice. A comparison analysis was carried out, in order to identify differentiating decarbonizing measures. Corporate governance is increasingly relevant to manage climate change issues. Strategies to decarbonize the retail sector include establishing ambitious energy goals, invest in sustainability of supply chain with more efficient logistics and in greener retail operations, with buildings designed and managed under a life-cycle perspective (energy-efficiency, renewable energy and natural refrigerants). Retailers are progressively aligning their energy targets to those of the Paris Agreement and converging in business principles and reporting standards. With forthcoming regulation on GHG emissions, retailers could benefit from a business case on low-carbon opportunities and financial incentives to accelerate low-carbon transition investments.",135,,110999,,Supply chain; Corporate social responsibility; Business; Revenue; Order (business); Corporate governance; Industrial organization; Greenhouse gas; Business case; Sustainability,,,,Fundação para a Ciência e a Tecnologia; Instituto Superior Técnico; Civil Engineering Research and Innovation for Sustainability,https://econpapers.repec.org/RePEc:eee:enepol:v:135:y:2019:i:c:s0301421519305865 https://ideas.repec.org/a/eee/enepol/v135y2019ics0301421519305865.html https://www.sciencedirect.com/science/article/pii/S0301421519305865 https://core.ac.uk/download/232200704.pdf,http://dx.doi.org/10.1016/j.enpol.2019.110999,,10.1016/j.enpol.2019.110999,2977108732,,0,000-284-261-840-620; 002-036-850-056-885; 006-015-133-579-256; 008-894-264-150-739; 009-627-096-122-615; 014-614-039-626-292; 015-514-842-612-12X; 015-942-574-750-286; 017-126-130-578-937; 019-328-867-094-011; 021-918-672-412-130; 028-586-256-210-595; 029-082-203-246-305; 029-655-893-698-055; 031-446-008-858-88X; 031-760-575-245-735; 033-399-597-832-154; 033-845-752-042-759; 033-861-354-454-192; 038-368-632-077-845; 040-344-640-544-410; 041-988-014-008-792; 043-169-578-772-001; 043-430-132-097-423; 044-852-851-124-72X; 046-050-499-204-314; 046-548-208-334-433; 047-395-032-837-53X; 049-444-373-616-066; 056-624-582-263-377; 058-487-278-211-550; 060-164-430-324-468; 063-001-674-713-77X; 069-826-351-353-372; 071-937-633-795-383; 073-981-297-832-878; 088-919-850-566-219; 092-164-132-026-703; 092-279-920-295-648; 103-433-667-127-818; 107-866-341-850-677; 109-102-829-309-641; 110-669-040-461-18X; 117-165-056-207-122; 119-006-628-393-421; 124-488-607-032-77X; 134-376-907-510-67X; 140-784-221-251-052; 141-078-266-476-798; 143-189-337-063-89X; 146-659-282-521-517; 147-764-143-106-373; 150-666-907-759-884; 160-444-730-392-309; 167-465-522-099-316; 169-187-418-699-448; 169-937-749-398-631; 172-623-699-674-939; 179-187-453-671-961; 182-867-587-691-99X; 185-760-667-266-343,15,true,,green
045-530-219-645-059,"Small Business Social Responsibility: A Critical Multi-Level Review, Synthesis and Research Agenda",2017-12-06,2017,journal article,International Journal of Management Reviews,14608545; 14682370,Wiley,United Kingdom,Vivek Soundararajan; Dima Jamali; Laura J. Spence,"Small-business social responsibility (SBSR) related research is rapidly increasing in quantity, but is found in divergent literatures and disciplines. It is time to offer a comprehensive review that identifies, synthesizes and integrates previous research, and highlights the knowledge gaps and the way forward. This methodical search of the literature helped to identify 115 multidisciplinary peer-reviewed academic articles appearing in high-quality journals over the 1970–2016 period. Using a systematic and in-depth content analysis technique, the authors reviewed the articles and identified the theories used, the national contextual focus and the methodological orientations in these articles. They also identified the predictors, outcomes, mediators and moderators of SBSR at the institutional, organizational and individual levels of analysis. This review helps to identify significant knowledge gaps in terms of the theoretical orientation, the national contextual focus, the core content under study, and the methods used. The authors offer numerous suggestions across these topics to help address the knowledge gaps and raise important questions for future research. The primary contributions of this paper are: delineating and summarizing a multilevel analysis of an emerging literature on SBSR; integrating contributions from a wide range of management disciplines and geographical contexts; extracting the potential theoretical contributions in this field; and informing directions for future research. The authors propose a research agenda that is theoretically relevant and innovative, and call for context- and size-aware research on SBSR, using small-business-specific methodologies and measurements.",20,4,934,956,Corporate social responsibility; Sociology; Social responsibility; Content analysis; Multidisciplinary approach; Small business; Context (language use); Field (Bourdieu); Multilevel model; Knowledge management,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3261525 https://researchportal.bath.ac.uk/en/publications/small-business-social-responsibility-a-critical-multi-level-revie https://onlinelibrary.wiley.com/doi/abs/10.1111/ijmr.12171 https://research.birmingham.ac.uk/portal/en/publications/small-business-social-responsibility-a-critical-multilevel-review-synthesis-and-research-agenda(059b5919-98c8-4847-83d3-d78e8bdf7902).html https://research.birmingham.ac.uk/portal/files/44542272/Soundararajan_et_al_Small_Business_Social_Responsibility_IJMR.pdf https://core.ac.uk/download/266992777.pdf,http://dx.doi.org/10.1111/ijmr.12171,,10.1111/ijmr.12171,2774511110,,0,000-437-833-115-059; 000-554-831-934-280; 001-818-411-563-383; 002-577-495-887-482; 002-908-441-876-634; 003-420-467-029-502; 003-710-130-450-663; 003-853-404-796-249; 004-130-251-802-288; 006-750-869-770-564; 008-285-070-624-728; 008-590-165-938-528; 009-024-987-910-508; 009-050-734-816-942; 009-275-112-247-148; 009-426-422-045-272; 009-794-059-710-520; 010-194-930-081-355; 011-496-147-687-267; 012-309-237-571-524; 016-068-683-346-993; 016-191-889-986-762; 017-896-242-233-424; 018-767-715-031-861; 020-633-511-474-298; 023-935-252-395-394; 025-223-707-969-460; 025-575-346-673-478; 026-567-979-322-906; 027-113-005-563-613; 027-572-769-880-056; 029-456-028-515-662; 029-580-558-293-284; 032-649-036-964-264; 033-131-371-778-848; 033-491-938-690-10X; 034-848-852-823-034; 035-311-323-346-697; 035-982-342-731-07X; 040-831-056-500-660; 041-543-856-765-229; 041-990-415-671-109; 042-588-718-064-075; 043-005-206-942-689; 043-806-610-336-736; 044-971-127-245-178; 045-104-013-245-680; 045-222-408-985-154; 045-385-511-579-046; 045-754-631-412-145; 046-287-295-820-612; 046-962-020-696-751; 047-460-128-505-546; 048-069-954-521-091; 048-299-829-069-167; 049-933-353-223-684; 051-248-991-074-085; 051-605-728-023-259; 051-792-133-240-306; 054-512-144-418-499; 054-912-286-540-871; 055-578-396-454-486; 056-230-311-255-947; 056-316-761-707-960; 057-258-868-991-256; 057-383-733-561-462; 057-850-005-232-513; 059-516-790-603-445; 059-627-985-188-597; 061-037-612-418-62X; 061-393-471-428-365; 061-983-819-386-718; 063-199-063-137-888; 063-632-300-282-101; 063-727-723-959-788; 066-496-765-206-50X; 066-507-991-192-397; 067-355-310-815-146; 067-945-242-728-795; 069-049-504-156-764; 069-203-448-310-773; 071-258-784-044-347; 071-863-050-610-384; 073-079-622-336-071; 073-555-886-703-343; 075-141-321-259-890; 075-324-055-146-069; 076-100-506-906-893; 077-204-254-085-963; 077-502-054-898-084; 077-506-590-000-424; 078-878-867-358-298; 079-059-125-502-438; 080-714-226-639-63X; 083-778-377-219-423; 086-645-321-737-117; 088-233-687-029-248; 091-085-089-153-755; 092-459-737-286-258; 093-457-460-021-288; 093-534-853-158-361; 093-864-433-666-302; 094-021-549-671-745; 094-517-729-636-460; 094-583-921-808-352; 095-007-497-465-143; 095-340-979-183-092; 095-551-293-899-547; 095-594-453-623-495; 096-113-435-061-544; 097-106-240-878-31X; 099-095-725-205-22X; 101-299-425-939-891; 101-647-803-488-062; 102-660-506-569-993; 104-907-105-880-638; 105-615-237-038-882; 105-732-973-935-090; 106-654-354-736-012; 106-841-520-297-670; 112-593-826-613-071; 112-732-782-395-902; 113-356-894-124-031; 113-934-060-944-932; 115-373-591-444-545; 116-964-805-506-416; 117-032-327-814-137; 118-206-905-444-275; 119-749-987-297-332; 121-421-520-661-72X; 121-987-428-386-078; 122-934-093-716-73X; 127-408-717-438-937; 132-999-301-803-679; 136-059-627-373-694; 137-100-740-938-309; 138-033-619-372-824; 143-131-207-998-070; 143-156-807-749-335; 143-738-642-834-709; 145-424-220-861-716; 147-713-623-291-803; 148-586-316-567-627; 151-458-766-544-125; 151-689-937-512-645; 151-877-286-515-399; 162-290-133-902-677; 165-987-707-544-100; 184-540-050-072-935; 190-922-117-413-679; 195-302-762-471-753; 199-242-092-005-289,61,true,,green
045-584-630-139-125,Evolving Corporate Social Responsibility in China,2014-11-03,2014,journal article,Sustainability,20711050,MDPI AG,Switzerland,Dongyong Zhang; Stephen Morse; Uma Kambhamptati; Bingjun Li,"With a unique cultural background and fast economic development, China’s adoption of corporate social responsibility (CSR) has become the center of discussion worldwide, and its successful implementation will have great significance for global sustainability. This paper aims to explore how CSR has given way to economic growth in China since the start of economic transition and its cultural, historical and political background, and how this has affected or been affected by the economic performance of firms. Thus, the recent calls for China to adopt CSR in its industries follow a period where the country arguably had one of the strongest implementations of CSR approaches in the world. This transition is considered in the context of a case study of a Chinese state-owned enterprise (SOE) and a group of small private firms in the same industrial sector in Zhengzhou City, Henan Province over a time span of eight years. While the CSR of the SOE has been steadily decreasing along with the change of ownership structure, its economic performance did not improve as expected. On the other hand, with a steady improvement in economic performance, the small private firms are showing a great reluctance to engage in CSR. The results indicate that implementation of CSR in China needs both the manager’s ethical awareness and the change of institutional framework. The results also raise the question as to whether CSR is a universal concept with a desired means of implementation across the developed and developing world.",6,11,7646,7665,Corporate social responsibility; Economics; Secondary sector of the economy; China; Implementation; Context (language use); Market economy; Economic growth; Sustainability; Developing country; Politics,,,,,http://epubs.surrey.ac.uk/808184/ https://ideas.repec.org/a/gam/jsusta/v6y2014i11p7646-7665d41877.html https://econpapers.repec.org/RePEc:gam:jsusta:v:6:y:2014:i:11:p:7646-7665:d:41877 https://www.mdpi.com/2071-1050/6/11/7646 https://www.reading.ac.uk/web/files/geographyandenvironmentalscience/GP196-University_of_Reading.pdf https://doaj.org/article/f26c9b4616eb425c9b047fba4466464b https://centaur.reading.ac.uk/38671/ https://www.mdpi.com/2071-1050/6/11/7646/pdf https://core.ac.uk/display/30342017 https://pubag.nal.usda.gov/catalog/6516835 https://core.ac.uk/download/42150148.pdf,http://dx.doi.org/10.3390/su6117646,,10.3390/su6117646,2076170889,,0,000-417-146-642-641; 000-772-061-134-441; 001-293-497-423-461; 003-554-091-881-441; 004-653-353-125-268; 004-932-978-667-296; 005-983-177-067-270; 010-262-916-502-266; 011-394-579-190-214; 015-574-759-409-256; 016-583-894-164-23X; 019-534-948-420-613; 019-961-725-242-377; 020-363-068-590-27X; 021-419-801-131-911; 021-788-817-359-420; 022-007-864-814-31X; 022-351-275-229-000; 023-055-094-879-215; 025-011-858-335-022; 025-435-680-003-07X; 031-505-615-393-727; 031-846-044-582-764; 032-203-488-882-036; 032-590-924-804-660; 038-084-386-197-993; 038-725-541-922-217; 044-284-651-137-662; 048-098-247-966-73X; 049-438-793-628-310; 050-199-112-545-182; 052-281-937-765-863; 052-361-014-991-061; 054-493-436-652-868; 055-773-672-952-080; 058-422-677-442-922; 060-125-594-889-455; 062-695-470-493-78X; 065-787-618-678-885; 066-236-200-870-306; 067-518-315-843-772; 072-978-121-958-617; 073-772-114-353-532; 073-888-769-774-594; 074-213-141-463-089; 074-822-731-288-202; 077-502-054-898-084; 078-447-262-403-83X; 078-539-883-647-122; 080-233-701-791-474; 084-613-224-049-188; 088-444-133-409-855; 088-919-850-566-219; 089-377-854-280-894; 098-381-043-551-484; 099-095-725-205-22X; 104-634-020-378-357; 111-963-768-580-775; 112-565-796-968-753; 112-977-755-218-578; 113-435-191-406-601; 114-387-252-475-153; 116-080-911-790-998; 117-480-441-394-980; 118-013-216-581-193; 118-249-877-400-725; 118-285-169-758-61X; 118-354-522-870-183; 128-015-331-394-782; 128-039-313-779-140; 128-356-426-836-251; 136-939-384-392-852; 151-293-502-835-065; 153-796-990-262-119; 157-929-802-640-648; 159-592-129-993-014; 170-588-791-537-917; 183-320-001-717-847,19,true,cc-by,gold
045-600-830-708-780,Leader beliefs and CSR for employees: the case of telework provision,2016-07-04,2016,journal article,Leadership & Organization Development Journal,01437739,Emerald,United Kingdom,Margarita Mayo; Luis R. Gomez-Mejia; Shainaz Firfiray; Pascual Berrone; Veronica H. Villena,"Purpose – The purpose of this paper is to investigate the role of top leaders beliefs in the importance of work-family balance as a key determinant in explaining the adoption of social practices oriented toward internal stakeholders, focussing on home telework as one of these practices. Design/methodology/approach – A sample of 2,388 top executive officers reported the senior leaders belief favoring work-family balance by completing a new scale developed for this purpose asking how much key decision makers were convinced of the value to employees of supportive family-friendly HR practices, modeled how to balance work and family life, and felt a personal commitment to implement family-friendly practices. They also reported the firm’s provision of telework and organizational characteristics such as industry, multinational status, and firm size. Findings – Regression analyses revealed that firm’s provision of telework is more pervasive when its top leaders believe in the importance of work-family balance, ev...",37,5,609,634,Corporate social responsibility; Business; Multinational corporation; Work (electrical); Value (ethics); Balance (accounting); Family life; Public relations; Sample (statistics); Scale (social sciences),,,,,http://www.emeraldinsight.com/doi/full/10.1108/LODJ-09-2014-0177 https://asu.pure.elsevier.com/en/publications/leader-beliefs-and-csr-for-employees-the-case-of-telework-provisi http://www.emeraldinsight.com/doi/10.1108/LODJ-09-2014-0177 https://www.emerald.com/insight/content/doi/10.1108/LODJ-09-2014-0177/full/html http://wrap.warwick.ac.uk/80108/ https://pennstate.pure.elsevier.com/en/publications/leader-beliefs-and-csr-for-employees-the-case-of-telework-provisi https://core.ac.uk/download/42623896.pdf,http://dx.doi.org/10.1108/lodj-09-2014-0177,,10.1108/lodj-09-2014-0177,2443088389,,0,000-769-183-052-068; 004-071-989-298-455; 005-044-043-808-824; 006-731-344-743-949; 007-308-053-723-049; 007-818-549-722-525; 009-539-685-541-092; 014-768-757-414-632; 016-074-704-198-872; 017-835-602-478-718; 019-048-644-303-166; 022-545-064-815-179; 023-815-042-483-824; 024-926-242-192-51X; 028-605-228-992-033; 028-958-858-771-482; 030-893-328-470-698; 033-171-354-077-456; 034-971-467-712-85X; 035-296-898-977-569; 036-289-903-245-161; 036-366-843-699-474; 037-206-485-912-071; 037-578-316-864-184; 038-134-345-355-900; 038-643-360-253-81X; 039-305-134-021-505; 040-822-374-521-673; 044-190-166-699-55X; 047-959-249-158-205; 051-875-265-995-253; 052-789-387-131-07X; 053-845-332-561-152; 055-127-219-449-931; 056-187-275-148-19X; 057-112-878-997-596; 057-130-000-717-380; 059-350-130-118-180; 060-136-757-401-869; 060-631-470-650-719; 061-516-072-099-119; 061-829-988-617-171; 063-795-024-225-915; 064-786-623-022-10X; 066-308-167-417-584; 069-533-155-665-652; 069-812-335-442-669; 071-195-596-357-682; 073-886-172-653-846; 074-106-608-430-421; 075-669-294-586-989; 077-032-600-463-210; 077-502-054-898-084; 077-993-489-416-741; 078-713-011-872-26X; 082-352-637-618-697; 084-076-601-209-95X; 088-700-751-807-594; 089-132-999-477-879; 091-311-969-296-650; 093-856-558-840-458; 094-545-987-303-392; 105-075-476-041-478; 105-668-992-007-624; 105-813-442-391-789; 105-948-105-373-14X; 106-216-210-368-53X; 111-980-110-972-734; 112-217-930-679-426; 121-349-185-068-801; 123-224-925-157-337; 124-778-355-889-851; 125-334-414-602-216; 125-743-610-757-28X; 127-356-618-215-912; 135-996-996-495-689; 141-485-329-609-024; 142-534-359-230-060; 151-233-055-431-071; 154-529-490-924-235; 155-879-175-881-390; 156-825-734-238-725; 157-029-967-688-187; 159-592-129-993-014; 169-157-688-346-75X; 169-332-655-493-580; 171-883-681-257-330; 173-287-350-922-190; 181-778-825-582-094; 184-645-827-882-648; 186-924-451-684-428; 187-934-139-354-526; 193-027-203-586-742; 197-094-791-840-57X,22,true,,green
045-617-036-219-323,Hope and glory: an expanded social strategy diagnosis model to incorporate corporate social responsibility within business strategy,,2016,journal article,International Journal of Business Performance Management,13684892; 17415039,Inderscience Publishers,United Kingdom,Andreia Areal; Bryan McIntosh; Bruce Sheppy,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.,17,2,117,131,Strategic alignment; Corporate social responsibility; Business; Social responsibility; Marketing; Bottom of the pyramid; Context (language use); Public relations; Technology strategy; Strategic management; Creating shared value,,,,,https://ray.yorksj.ac.uk/id/eprint/4260/ https://dspace.stir.ac.uk/handle/1893/28378 https://econpapers.repec.org/article/idsijbpma/v_3a17_3ay_3a2016_3ai_3a2_3ap_3a117-131.htm https://dspace.stir.ac.uk/bitstream/1893/28378/1/76945488.pdf https://ideas.repec.org/a/ids/ijbpma/v17y2016i2p117-131.html https://bradscholars.brad.ac.uk/bitstream/10454/7663/5/Hope%20and%20Glory%20final%20draft.pdf https://www.inderscienceonline.com/doi/abs/10.1504/IJBPM.2016.075590 https://bradscholars.brad.ac.uk/handle/10454/7663 https://core.ac.uk/download/286317344.pdf,http://dx.doi.org/10.1504/ijbpm.2016.075590,,10.1504/ijbpm.2016.075590,2239618972,,0,013-745-167-426-133; 017-167-454-912-226; 053-633-117-708-364; 082-775-500-618-076; 083-362-750-368-736; 088-346-918-666-289; 090-149-438-160-624; 100-357-883-277-115; 130-294-739-231-983; 144-226-500-634-24X; 150-646-213-242-145; 161-500-657-385-988; 186-953-008-101-104; 187-804-752-381-623; 193-025-998-730-55X,2,true,cc0,green
045-664-188-767-144,Green (environmental) HRM: aligning ideals with appropriate practices,2019-08-02,2019,journal article,Personnel Review,00483486,Emerald,United Kingdom,Sarah Leidner; Denise Baden; Melanie Ashleigh,"The purpose of this paper is to explore how Green (environmental) Human Resource Management (GHRM) policies can elicit green employee behaviours. This study explores the role of sustainability advocates, who are leaders and managers in pursuit of their firm’s environmental agenda, in the design and delivery of GHRM policies, communication, recruitment and selection, environmental training, rewards and incentives.,In this qualitative study, eighteen semi-structured interviews with sustainability advocates in European firms were conducted and analysed.,GHRM practices are not in themselves peripheral, intermediate or embedded, but shaped by contextual situations. Sustainability advocates’ intentions do not seem to match GHRM policy design, i.e. they try to elicit value-based behaviours by using self-interest-based approaches, leading to misalignments between the attitudes and behaviours policies attempt to elicit, and the type of behaviours they elicit in practice.,This study explores GHRM practice implementation experienced by leaders and managers. Further research on the role of the HR function and recipients of GHRM is needed.,Practitioners need to be aware that organisational incentives (GHRM policies) that reflect self-interest can lead to self-interest-based behaviour and may be short-lived. A careful consideration of contextual factors will inform the selection of suitable GHRM policies. Environmental training completion rates seem an unsuitable metric for senior management bonuses.,This paper investigates the design and implementation stage of GHRM, leading to an identification of GHRM policies as peripheral, intermediate or embedded. This creates an in-depth knowledge on the efficacy of GHRM policies and their relation to the environment.",48,5,1169,1185,Corporate social responsibility; Business; Qualitative research; Human resource management; Value (ethics); Senior management; Incentive; Public relations; Sustainability; Function (engineering),,,,,http://eprints.bournemouth.ac.uk/31824/ https://www.emerald.com/insight/content/doi/10.1108/PR-12-2017-0382/full/html https://core.ac.uk/download/187115085.pdf,http://dx.doi.org/10.1108/pr-12-2017-0382,,10.1108/pr-12-2017-0382,2947371989,,0,001-298-828-732-73X; 004-105-169-108-954; 006-386-145-633-283; 006-681-141-116-715; 009-056-467-379-721; 010-525-759-205-074; 012-890-994-887-077; 013-769-787-757-79X; 015-727-488-734-106; 025-021-912-640-052; 032-932-571-220-340; 036-360-972-650-741; 037-787-897-378-58X; 039-524-464-596-029; 039-875-921-955-889; 042-415-670-458-044; 042-588-718-064-075; 044-886-401-998-812; 045-212-135-052-199; 046-679-101-689-437; 047-963-019-474-108; 049-481-868-363-358; 055-127-219-449-931; 055-262-132-659-268; 055-613-515-356-418; 060-446-838-411-413; 063-432-843-952-726; 063-800-491-295-588; 069-550-337-063-155; 069-960-343-713-275; 070-601-413-139-768; 077-146-417-849-137; 077-228-151-761-523; 077-567-241-057-683; 078-698-529-100-704; 082-232-890-406-296; 083-554-941-327-968; 084-301-544-198-649; 093-636-253-205-838; 094-921-205-597-813; 101-903-378-658-429; 105-937-633-201-567; 106-157-870-355-219; 107-086-910-406-166; 109-785-883-357-64X; 112-074-108-585-956; 116-009-509-291-128; 119-807-185-575-137; 121-823-171-620-939; 135-041-701-658-523; 141-057-377-569-898; 154-436-935-009-329; 156-208-441-443-940; 166-092-409-978-065; 167-619-969-595-817; 174-236-882-733-549; 193-511-488-123-737,20,true,,green
045-716-878-957-393,Developing the wider role of Business in Society: The Experience of Microsoft in developing training and supporting employability,2006-08-01,2006,journal article,Corporate Governance: The international journal of business in society,14720701,Emerald,United Kingdom,Elena Bonfiglioli; Lance Moir; Véronique Ambrosini,Purpose – The purpose of this paper is to describe Microsoft's activities in encouraging employability and to show how these activities provide strategic advantageDesign/methodology/approach – Two of Microsoft's corporate responsibility initiatives linked to the development of employment in Europe are described and it is shown how these activities have created sustainable competitive advantage for Microsoft through an analysis of industrial organisation economics and the resource‐based view of the firm. Reflects on the characteristics of these involvements and points to aspects which may have wider applicability.Findings – Involvement in societal projects can contribute intangible assets to the firm whilst delivering social value. However these projects are part of wider coordinated activities with other organisations and with government.Research limitations – These are reflections on participation in business and hence the conclusions are not representative and the analysis is unstructured.Practical impl...,6,4,401,408,Corporate social responsibility; Employability; Economics; Marketing; Value (ethics); Resource-based view; Postprint; Corporate governance; Resource (project management); Competitive advantage,,,,,https://www.emerald.com/insight/content/doi/10.1108/14720700610689513/full/html https://core.ac.uk/display/138088 https://dspace.lib.cranfield.ac.uk/bitstream/1826/1216/3/Developing%20the%20wider%20role%20of%20business%20in%20society-2006.pdf https://dspace.lib.cranfield.ac.uk/handle/1826/1216,http://dx.doi.org/10.1108/14720700610689513,,10.1108/14720700610689513,2074447475,,0,004-671-571-002-206; 006-294-052-644-153; 014-583-112-647-243; 014-904-025-590-079; 017-712-688-084-444; 027-077-888-448-065; 030-571-545-060-546; 040-326-748-431-427; 047-858-688-148-612; 054-242-714-156-746; 054-502-240-873-548; 055-716-256-251-479; 058-675-184-348-036; 059-029-156-049-151; 065-202-794-521-151; 073-058-605-500-754; 075-701-100-707-680; 082-815-961-326-23X; 089-621-912-811-772; 109-128-203-270-023; 117-652-506-841-20X; 132-811-434-715-704; 151-805-872-103-562; 159-117-107-556-97X; 179-608-372-698-452,21,true,,
045-762-477-006-324,The Role of Intermediary Organizations in Eco-Efficiency Improvements in SMEs: A Multi-Case Study in the Metal and Mechanical Engineering Industries in Germany,,2010,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Johanna Klewitz; Anica Zeyen,"Corporate Sustainability (CS) links environmental and social issues to the corporate level by integration into conventional management. Thereby, companies can achieve sustainable organizational development and contribute to the sustainable development of society. One criterion of CS, among others, is eco-efficiency which aims to achieve environmental and economic excellence. By combining environmental issues with economic performance, aiming for eco-efficiency can be a practical starting point for small and medium sized enterprises (SMEs) reorienting their conventional management with small, not too radical steps. Considering the peculiarities of SMEs and inherent resource constraints, collaboration with intermediary organizations can promote this process. Through such collaboration SMEs have access to comprehensive and external expertise, can solve problems at the business level, establish new forms of partnerships and engage in learning networks. To identify the role of intermediary organizations in the process of aiming for eco-efficiency, this study chose a qualitative exploratory research using the multi-case study approach. Thereby drivers, barriers and matters related to adopting eco-efficiency through collaboration were identifiable. Owners and managers of SMEs operating in the metal- and mechanical engineering industries in Germany were interviewed. These companies took part in the ECOPROFIT®-scheme Germany, a partnership model between public and private organizations aiming to improve eco-efficiency. In this model local authorities act as intermediary organizations in terms of facilitating change and mediating between partners. The findings of this study suggest that eco-efficiency may be a suitable first step for SMEs to move towards CS as it presents a win-win situation. The role of intermediary organizations as initiators and facilitators to overcome challenges and barriers specific to SMEs is also indicated by the presented study.",,,,,Organization development; Business; Eco-efficiency; Corporate sustainability; Excellence; Process (engineering); Social issues; Sustainable development; Mechanical engineering; Exploratory research,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1815209 https://core.ac.uk/display/28906987 https://www.ssrn.com/abstract=1815209 https://core.ac.uk/download/28906987.pdf,http://dx.doi.org/10.2139/ssrn.1815209,,10.2139/ssrn.1815209,2256126580,,0,006-066-798-886-023; 009-123-681-253-684; 009-190-939-609-028; 010-694-289-280-332; 011-398-481-468-124; 011-613-366-156-319; 018-660-395-365-423; 022-774-738-500-720; 027-113-005-563-613; 028-584-705-102-911; 029-456-028-515-662; 029-580-558-293-284; 039-217-799-010-851; 040-344-640-544-410; 043-088-882-585-759; 044-670-212-897-083; 045-385-511-579-046; 046-662-745-678-927; 047-686-236-397-281; 048-299-829-069-167; 054-598-496-468-326; 054-912-286-540-871; 055-578-396-454-486; 056-000-792-904-19X; 059-665-592-740-456; 060-558-537-237-876; 061-332-412-162-123; 061-983-819-386-718; 064-224-858-880-032; 067-929-403-105-768; 067-945-242-728-795; 082-275-431-615-363; 082-820-510-412-936; 083-826-593-154-680; 086-741-940-410-332; 098-700-441-844-448; 100-383-378-829-627; 104-907-105-880-638; 111-018-801-761-417; 112-168-536-839-796; 112-399-824-772-977; 112-583-390-831-65X; 122-068-609-968-324; 127-408-717-438-937; 130-598-653-745-513; 131-030-226-338-15X; 131-927-217-836-882; 135-930-663-570-626; 153-330-378-675-983; 165-987-707-544-100; 167-155-217-547-078; 169-121-646-780-49X; 185-412-140-882-317,2,true,,green
045-807-182-622-476,Corporate Social Responsibility (CSR) and Innovation–The Drivers of Business Growth?,,2013,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Gadaf Rexhepi; Selma Kurtishi; Gjilnaipe Bexheti,"Abstract Nowadays, CSR and Innovation are the foundation of business competencies. CRS and innovation has emerged slowly over the past decade. Improvements in the CRS process can refer to as ‘social innovation’. Companies should do more to tackle the issues such as: social justices, poverty and climate change. The only successful brands of the future will be the ones that see these challenges as opportunities for innovation, rather than risks to be alleviated. As stated by the department of Trade and Industry in the United Kingdom, CSR represent “the integrity with which a company govern itself, fulfils its mission, lives by its value, engages with its stakeholders, measures its impact and reports on its activities” . Further, we analyze the main four topics related to CRS and innovation, starting with Corporate Social Innovation; which will refer to a product innovation with a social purpose, in addition we will focus on the important subtheme of corporate social innovation focused on low-income market - Base of the Pyramid (BOP). Moreover, Social Entrepreneurship will be analyzed since they act as the change agents for society, seizing opportunities others miss and improving systems, inventing new approaches, and creating solutions to change society for the better. Likewise, the paper will point the significance of Eco–Innovation as a new discipline with the purpose of describing products and processes that contribute to sustainable development.",75,,532,541,Corporate social responsibility; Open innovation; Economics; Marketing; Poverty; Eco-innovation; Value (ethics); Social entrepreneurship; Public relations; Sustainable development; Product innovation,,,,,https://cyberleninka.org/article/n/1021925.pdf http://www.sciencedirect.com/science/article/pii/S1877042813005946 https://www.sciencedirect.com/science/article/pii/S1877042813005946 https://cyberleninka.org/article/n/1021925 https://core.ac.uk/display/82753340 https://core.ac.uk/download/pdf/82753340.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.04.058,,10.1016/j.sbspro.2013.04.058,1992994744,,0,006-897-340-663-618; 013-657-938-517-771; 018-616-022-245-981; 020-517-300-255-038; 057-809-340-272-374; 107-274-748-521-438; 149-811-162-849-369; 151-912-971-391-946; 177-640-357-280-08X,112,true,,gold
046-075-749-286-318,Growing corporate social responsibility communication through online social networking in Iran,2016-05-09,2016,journal article,International Journal of Organizational Analysis,19348835,Emerald,United Kingdom,Farveh Farivar; Brenda Scott-Ladd,"Purpose; ; ; ; ; This purpose of this paper is to investigate Iranian manager’s perceptions towards the use of online social networking (OSN) for improving corporate social responsibility (CSR) communication.; ; ; ; ; Design/methodology/approach; ; ; ; ; The websites and Facebook pages of 23 companies that had won National Excellence Awards for CSR were reviewed in 2011, and 15 managers from across these participated in a survey, to assess the extent these companies used online facilities to develop CSR practices. These interviews raised awareness of the potential of OSN, so company websites and Facebook pages were reviewed again in 2013 to assess changes to CSR and OSN practices.; ; ; ; ; Findings; ; ; ; ; Despite recognition for their high level of awareness and implementation of CSR practices analysis of the initial surveys indicated that OSN uptake among the respondent companies was poor in 2011. Managers saw little value in using OSN to promote and engage with CSR; however, the level of engagement and uptake had substantially increased by 2013.; ; ; ; ; Originality/value; ; ; ; ; This study is one of the first to evaluate the use of OSN to improve CSR in a developing country. The study examines managers’ perceptions of the effect of OSN on CSR. Findings suggest that once management became aware of the value of social networking, they used it to engage with stakeholders from the marketplace, community and workplace to promote their business and for CSR-related issues. This rapid uptake demonstrates how quickly OSN technology can be implemented once its potential is identified.",24,2,274,290,Corporate social responsibility; Business; Marketing; Perception; Value (ethics); Respondent; Originality; Excellence; Public relations; Developing country,,,,,https://www.emerald.com/insight/content/doi/10.1108/IJOA-03-2013-0651/full/html http://ecite.utas.edu.au/123975,http://dx.doi.org/10.1108/ijoa-03-2013-0651,,10.1108/ijoa-03-2013-0651,2403925605,,0,000-698-751-799-093; 001-293-497-423-461; 002-929-446-634-493; 006-080-230-736-840; 006-314-071-265-330; 007-631-399-496-787; 009-962-964-072-733; 010-846-815-575-430; 013-315-906-124-869; 014-279-750-052-045; 014-359-002-658-113; 015-850-832-771-12X; 016-983-994-149-312; 023-686-250-053-329; 024-994-723-464-509; 028-691-938-373-708; 031-516-775-008-174; 032-923-818-280-579; 035-229-207-014-027; 035-485-649-808-871; 039-467-933-939-795; 040-121-410-505-143; 040-209-583-607-857; 040-702-588-793-854; 041-322-140-288-229; 043-605-651-281-566; 043-682-295-217-574; 043-688-732-543-771; 045-408-380-602-902; 050-698-533-451-201; 053-195-536-333-811; 055-159-395-342-048; 060-571-945-430-102; 068-692-884-780-054; 072-105-111-800-995; 075-449-719-541-985; 076-110-016-433-738; 079-748-391-667-386; 080-361-191-972-828; 083-925-625-829-149; 086-192-193-330-056; 087-790-872-165-423; 093-159-047-091-826; 093-682-779-072-766; 096-875-838-615-143; 100-442-660-273-842; 101-349-077-081-552; 103-337-287-700-627; 103-630-511-655-692; 105-310-644-920-517; 115-094-470-786-838; 120-598-074-246-303; 139-101-567-335-455; 139-641-412-398-758; 141-908-559-768-997; 144-270-288-068-284; 145-629-803-234-289; 154-202-833-671-344; 158-318-851-114-883; 162-290-133-902-677; 163-423-936-728-046; 164-233-751-793-174; 175-658-759-454-460; 192-389-272-784-584,3,false,,
046-202-992-224-896,ASTUDYOFONLINEBRANDACTIVISMANDITS IMPACTONCONSUMERBRANDRELATIONSHIP,2021-08-31,2021,journal article,International Journal of Advanced Research,23205407,International Journal Of Advanced Research,,Anirrban Ghosh,"<jats:p>Brand activism is becoming a natural evolution beyond the values-driven Corporate Social Responsibility (CSR) and Environmental, Social and Governance (ESG) programs that are, frankly, too slow. Brand Activism is also a step towards the purpose of why does the business exist. Most of the brands no longer have a choice. If the gap between a business and its values and its customers or society and his other stakeholders is too large, business will inevitably suffer.Hence, this study intends to find the perceptions of consumers towards brandactivism, so that the findings from the study can help the brand custodian and marketing professionals to steertheir brands into the vulnerable scenario of brand activism around the world.Brand activism now a days contributes to the design and implementation of new communication management strategies in society at large. Therefore, it was important to find out the correlation between online and offline brand activism and understand the psychology of the mind of the consumer.</jats:p>",9,8,357,362,Corporate social responsibility; Brand management; Business; Perception; Corporate governance; Marketing; Natural (archaeology); Public relations; Advertising,,,,,,http://dx.doi.org/10.21474/ijar01/13274,,10.21474/ijar01/13274,,,0,,0,true,cc-by,hybrid
046-283-123-004-610,A Case Study of Corporate Social Responsibility by Malaysian Government Link Company,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Fathilatul Zakimi Abdul Hamid; Ruhaya Atan; Suhaimi Saleh,"Abstract The objective of the study is to investigate the CSR practice by the one of the Malaysian Government Link Company via case study approach. As a GLC's the business has to balance its profit with social responsibility to the state and society. According to the literature in modern era of CSR, the business social responsibility starts when the business determines their act in economic and social obligation. The result of the study shows that the business CSR initiative has changed from altruistic to its core competency. Furthermore, its revise CSR agenda has contributed to the state socio-economic development as suggested by the Father of Social Responsibility on the business social obligation postulate.",164,,600,605,Emerging markets; Corporate social responsibility; Social responsibility; Economics; Core competency; Profit (economics); Public relations; Creating shared value,,,,,https://core.ac.uk/display/82377635 http://repo.uum.edu.my/13445/1/83.pdf http://repo.uum.edu.my/13445/ https://www.sciencedirect.com/science/article/pii/S1877042814059722 https://core.ac.uk/download/pdf/42980644.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.152,,10.1016/j.sbspro.2014.11.152,2084852209,,0,001-293-497-423-461; 002-184-008-561-649; 003-631-301-307-904; 009-024-987-910-508; 013-743-323-137-108; 014-220-636-594-020; 014-990-664-108-81X; 015-501-186-339-15X; 017-254-526-960-565; 028-648-527-341-150; 040-564-727-782-598; 041-772-368-498-095; 047-460-128-505-546; 055-127-219-449-931; 055-498-815-134-39X; 058-696-157-160-276; 063-661-131-294-058; 081-412-713-419-055; 130-090-627-871-471; 139-086-959-859-597; 162-523-440-450-898; 165-504-597-351-359; 172-781-631-142-948,19,true,cc-by-nc-nd,gold
046-348-959-686-169,CSR agendas for Asia,,2007,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Wendy Chapple; Jeremy Moon,,14,4,183,188,Corporate social responsibility; Business; Globalization; Market economy; Economic system,,,,,http://irep.ntu.ac.uk/id/eprint/35186/ https://ideas.repec.org/a/wly/corsem/v14y2007i4p183-188.html https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.159 https://core.ac.uk/download/161895755.pdf,http://dx.doi.org/10.1002/csr.159,,10.1002/csr.159,2126169589,,0,006-868-259-229-264; 007-361-901-164-060; 013-916-208-016-266; 014-886-180-478-443; 017-722-013-337-190; 022-952-281-676-433; 028-648-527-341-150; 035-556-471-787-086; 037-995-661-784-617; 051-716-937-752-118; 053-904-136-980-306; 054-889-279-049-272; 055-127-219-449-931; 057-240-085-758-583; 057-515-729-759-283; 061-924-108-553-081; 064-091-717-837-982; 064-337-792-484-854; 065-327-083-453-198; 068-449-207-953-958; 072-779-164-090-553; 082-636-188-986-463; 082-815-961-326-23X; 082-994-677-184-285; 090-593-429-870-211; 091-476-715-123-704; 092-235-131-089-660; 115-373-591-444-545; 124-984-778-147-240; 153-896-188-425-361; 155-048-988-009-746; 162-817-987-487-33X; 172-180-721-669-686,62,true,,green
046-737-803-973-232,“Responsible drinkers create all the atmosphere of a mortuary”: Policy implementation of responsible drinking in Scotland,2014-02-04,2014,journal article,International Journal of Contemporary Hospitality Management,09596119,Emerald,United Kingdom,Matthew Alexander; Euan Beveridge; Andrew Maclaren; Kevin D. O'Gorman,"Purpose – The purpose of this paper is to explore the reaction of customer facing staff and their attitude to the introduction of high profile corporate social responsibility (CSR) programmes; in particular their level of awareness and willingness to implement them. Design/methodology/approach – Conducted using a series of site visits and interviews with managers working within the licensed trade, this was followed up with structured interviews of “front line” staff. Findings – Despite high levels of awareness of both the social problems relating to alcohol consumption and the legislative changes, engagement with operational CSR was limited and often disinterested. Legal and societal expectations regarding drunkenness are of little concern. Research limitations/implications – This paper is concerned with nascent legislation, the full impact and success of which has not yet emerged. Reviewing this study in five years would add to the strength of the results. Limited to Scotland due to its devolved licensin...",26,1,18,34,Structured interview; Corporate social responsibility; Marketing; Political science; Accountability; Legislation; Front line; Public relations; Social issues; Atmosphere (architecture and spatial design); Legislature,,,,,https://www.cabdirect.org/cabdirect/abstract/20143025699 https://pureportal.strath.ac.uk/en/publications/responsible-drinkers-create-all-the-atmosphere-of-a-mortuary-poli https://strathprints.strath.ac.uk/46637/ https://pure.strath.ac.uk/portal/en/publications/responsible-drinkers-create-all-the-atmosphere-of-a-mortuary(d982335e-6a91-41ed-8e52-dd85f1712b3f)/export.html https://www.emerald.com/insight/content/doi/10.1108/IJCHM-03-2012-0039/full/html https://core.ac.uk/download/19609976.pdf,http://dx.doi.org/10.1108/ijchm-03-2012-0039,,10.1108/ijchm-03-2012-0039,1495167372,,0,000-192-881-252-186; 002-026-122-868-261; 004-173-445-309-838; 009-980-637-097-123; 010-337-643-384-05X; 015-999-921-788-017; 016-257-606-089-666; 017-492-045-801-882; 017-833-588-283-834; 018-616-966-393-156; 019-806-548-132-918; 019-957-789-354-683; 025-950-389-476-951; 026-580-441-129-49X; 030-685-506-577-29X; 033-445-837-262-66X; 035-816-283-860-563; 042-821-625-866-149; 047-485-283-483-886; 049-438-793-628-310; 051-875-265-995-253; 052-164-980-264-391; 052-802-334-885-429; 054-378-571-628-699; 055-127-219-449-931; 055-498-815-134-39X; 064-432-504-816-304; 066-159-443-574-142; 072-246-679-615-230; 080-613-474-290-657; 082-599-066-182-774; 085-566-316-023-070; 087-828-582-622-260; 090-476-396-710-63X; 097-383-166-887-060; 106-053-597-185-864; 107-274-748-521-438; 108-072-376-675-700; 109-102-829-309-641; 113-129-599-925-098; 114-451-495-669-036; 128-923-989-155-44X; 129-586-524-188-497; 145-505-150-080-723; 156-208-441-443-940; 188-264-321-012-801,4,true,,green
046-746-023-436-588,"DIMENSIONS OF CSR IN ONLINE COMMUNICATION OF PHARMACEUTICAL COMPANIES: A COMPARATIVE STUDY: Džupina, M., Džupinova, Z. (2019). Dimensions of CSRE in Online Communication of Pharmaceutical Companies: A Comparative Study. International Journal of Entrepreneurial Knowledge, 6(2), 41-52. doi:10.12345-0009",2019-12-31,2019,journal article,International Journal of Entrepreneurial Knowledge,23362960; 23362952,University College of Business in Prague,,Milan Džupina; Zuzana Džupinová,"The article focuses on analysis of online communication of pharmaceutical companies in the field of CSR. It is based on the fact that there are specific segments in the economy, which are called sensitive sectors. Even though they are often perceived as irresponsible in their nature, there are effective communication tools, which can used to increase positive corporate image. The present study is a part of a larger research that we conducted in the segment of pharmaceutical industry. We used information about companies available on their websites as a research material. We reviewed their availability on websites, but we also reviewed the content on which companies usually focus in terms of social engagement. Our research was supposed to prove that there are considerable differences among companies in our sample. We analyzed (qualitative content analysis) collected data (basic corporate documents like mission, vision and corporate values) using statistical procedures. These documents are crucial to corporate strategies, and often deal with responsibility issues which are then transformed into business strategies, tactics and programs. According to the nature of the research the generalization of the information provided is relatively limited.",7,2,,,Corporate social responsibility; Business; Content analysis; Marketing; Pharmaceutical industry; Qualitative content analysis; Field (computer science); Sample (statistics); Social engagement,,,,,https://ijek.org/index.php/IJEK/article/download/92/89 https://ijek.org/index.php/IJEK/article/view/92,http://dx.doi.org/10.37335/ijek.v7i2.92,,10.37335/ijek.v7i2.92,3005762124,,0,,3,true,cc-by-nc-nd,gold
046-773-885-451-937,The dilemmas of internationalization: corporate social responsibility in the multinational corporation,2012-10-19,2012,journal article,British Journal of Management,10453172; 14678551,Wiley,United Kingdom,Krista Bondy; Ken Starkey,"We add to the global–local debate by highlighting concerns with the empirical and conceptual validity of the construct ‘integrated’ as it operates within corporate social responsibility (CSR). We do so by investigating the extent to which foreign national culture and related local issues are incorporated into the CSR policy of 37 multinational corporations, examining strategy development and implementation across global locations. This research suggests that integrated internationalization strategies do not resolve global and local CSR issues. In fact, they reinforce outcomes similar to global strategies, where core issues identified by headquarters are legitimated and local issues are marginalized, an outcome that appears somewhat at odds with the spirit of local responsiveness embedded in CSR thinking.",25,1,4,22,Corporate social responsibility; Odds; Outcome (game theory); Multinational corporation; Foreign national; Construct (philosophy); Political science; Global strategy; Public relations; Internationalization,,,,,https://purehost.bath.ac.uk/ws/files/138050673/CSR_in_the_MNC_v10_BJM_RR2_resubmission_180512.pdf https://papers.ssrn.com/sol3/Delivery.cfm/BJOM_BJOM840.pdf?abstractid=2374188&mirid=1&type=2 http://onlinelibrary.wiley.com/doi/10.1111/j.1467-8551.2012.00840.x/abstract https://researchportal.bath.ac.uk/en/publications/the-dilemmas-of-internationalization-corporate-social-responsibil https://papers.ssrn.com/sol3/Delivery.cfm?abstractid=2374188 https://ssrn.com/abstract=2374188 https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-8551.2012.00840.x https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2374188 https://core.ac.uk/download/pdf/161911093.pdf,http://dx.doi.org/10.1111/j.1467-8551.2012.00840.x,,10.1111/j.1467-8551.2012.00840.x,1791004869,,0,000-836-922-227-149; 002-151-426-047-940; 002-763-432-217-958; 003-361-209-168-182; 004-461-954-358-335; 004-921-534-821-21X; 006-053-531-138-621; 006-428-175-900-971; 007-191-223-717-244; 013-011-086-953-342; 013-744-996-715-157; 013-770-456-803-200; 014-537-774-869-796; 017-167-454-912-226; 017-824-686-702-428; 020-714-118-341-338; 021-009-288-197-570; 021-489-937-011-939; 022-003-283-683-341; 022-411-616-574-059; 024-271-849-754-844; 025-353-943-675-902; 026-249-910-065-223; 026-895-802-475-205; 027-529-584-308-244; 027-610-501-516-151; 028-832-090-130-552; 030-274-274-746-616; 030-602-917-673-829; 034-724-989-142-788; 034-740-150-587-263; 035-342-530-404-927; 035-556-471-787-086; 039-747-739-452-605; 042-060-982-536-902; 042-211-611-512-122; 044-624-734-049-500; 044-844-857-345-996; 046-038-531-683-000; 049-147-882-762-706; 049-754-671-096-410; 050-057-979-181-082; 051-283-613-226-399; 051-875-265-995-253; 053-401-330-536-335; 053-719-742-828-73X; 053-904-136-980-306; 054-889-279-049-272; 055-290-353-263-943; 057-240-085-758-583; 058-704-179-299-946; 059-857-122-798-756; 060-661-719-395-90X; 061-037-711-668-317; 065-871-283-756-934; 066-793-586-028-446; 069-259-438-012-556; 069-275-501-008-622; 069-360-794-848-532; 069-455-766-915-71X; 069-533-155-665-652; 071-248-279-702-426; 072-978-121-958-617; 079-028-615-717-35X; 080-781-616-962-221; 081-155-061-465-034; 081-963-497-171-497; 086-097-691-398-920; 086-285-005-719-092; 087-638-832-461-141; 088-541-703-373-976; 090-708-947-533-327; 092-164-132-026-703; 092-235-131-089-660; 094-213-099-107-472; 098-884-507-607-20X; 101-411-013-473-092; 104-692-238-928-986; 105-191-419-066-386; 106-450-701-982-206; 108-482-589-817-559; 108-844-921-549-206; 112-344-229-832-164; 113-007-590-297-560; 119-674-193-775-263; 123-979-056-442-480; 127-356-618-215-912; 127-540-548-363-572; 128-197-551-414-351; 132-042-340-002-953; 140-268-482-166-840; 146-140-363-841-466; 148-483-078-028-406; 149-309-154-462-873; 151-973-006-657-908; 153-720-865-381-409; 153-896-188-425-361; 165-504-597-351-359; 169-022-476-387-148; 170-595-832-674-949; 172-180-721-669-686; 173-705-908-330-848; 175-538-032-555-256; 188-821-203-050-224; 189-264-619-515-598; 193-265-898-169-163; 194-031-985-172-576,98,true,,green
046-968-715-497-406,"“They came there as workers”: Voice, dialogicality and identity construction in textual representations of the 2012 Marikana miner’s strike",,2016,journal article,STELLENBOSCH PAPERS IN LINGUISTICS PLUS,22243380,Stellenbosch University,,Taryn Bernard,"CITATION: Bernard, T. They came there as workers : Voice, dialogicality and identity construction in textual representations of the 2012 Marikana miner’s strike. Stellenbosch Papers in Linguistics Plus, 49:145-165, doi:10.5842/49-0-662.",49,0,145,165,Gender studies; Neoliberalism (international relations); Engineering; Corporate social responsibility; Identity (social science); Citation; Critical discourse analysis,,,,,https://spilplus.journals.ac.za/pub/article/download/662/662 https://spilplus.journals.ac.za/pub/article/view/662 https://www.ajol.info/index.php/splp/article/view/151864 https://www.ajol.info/index.php/splp/article/download/151864/141460 https://scholar.sun.ac.za/handle/10019.1/100576 https://core.ac.uk/download/188226007.pdf,http://dx.doi.org/10.5842/49-0-662,,10.5842/49-0-662,2579913125,,0,,0,true,cc-by,gold
047-158-446-034-869,The SMEs’ technology acceptance of digital media for stakeholder engagement,2019-08-15,2019,journal article,Journal of Small Business and Enterprise Development,14626004,Emerald,United Kingdom,Mark Anthony Camilleri,"Small and medium sized enterprises (SMEs) are increasingly communicating and interacting with stakeholders through digital media. Therefore, the purpose of this paper is to investigate the SME owner-managers’ attitudes toward the pace of technological innovation, and it examines their perceived use and ease of digital media for stakeholder engagement.,The research methodology integrated measuring items from the technology acceptance model, the pace of technological innovation and corporate social responsibility, to better understand the SME owner-managers’ rationale for using digital media. The respondents were expected to reveal their attitudes toward commercial, ethical and social responsibilities.,A factor analysis indicated that the SME owner-managers were perceiving the usefulness of digital media to engage with marketplace stakeholders. Whilst, a stepwise regression analysis reported positive and significant relationships between the pace of technological innovation and the SMEs’ perceived usefulness of digital media for communication purposes. The results also revealed that young owner-managers from large SMEs were more likely to utilize digital media than their smaller counterparts.,This contribution implies that both small and micro businesses are utilizing digital media to improve their stakeholder engagement. This study indicates that the pace of technological innovation, the SMEs’ perceived ease of use of digital media, as well as their commercial responsibility were significant antecedents for the SMEs’ online communication.",26,4,504,521,Corporate social responsibility; Business; Digital media; Stakeholder; Technology acceptance model; Pace; Small business; Stakeholder engagement; Social media; Knowledge management,,,,,https://www.academia.edu/37289212/The_SMEs_Technology_Acceptance_of_Digital_Media_for_Stakeholder_Engagement https://www.um.edu.mt/library/oar/handle/123456789/33077 https://www.um.edu.mt/library/oar/bitstream/123456789/33077/1/SMEs%20Technology%20Acceptance.pdf https://www.emerald.com/insight/content/doi/10.1108/JSBED-02-2018-0042/full/html https://core.ac.uk/download/162326050.pdf,http://dx.doi.org/10.1108/jsbed-02-2018-0042,,10.1108/jsbed-02-2018-0042,2897911281,,0,001-647-241-792-138; 004-578-397-593-55X; 006-080-230-736-840; 006-880-751-156-038; 009-050-734-816-942; 009-128-135-374-078; 009-491-947-333-905; 011-436-736-781-142; 011-854-399-312-637; 014-117-938-686-048; 019-806-548-132-918; 022-256-440-443-532; 022-414-135-563-301; 023-686-250-053-329; 027-058-415-838-107; 030-090-612-753-725; 032-649-036-964-264; 032-923-818-280-579; 035-556-471-787-086; 035-982-342-731-07X; 037-001-219-469-821; 040-599-662-598-203; 041-760-812-759-231; 042-614-616-511-424; 043-605-126-173-970; 043-806-610-336-736; 045-385-511-579-046; 045-754-631-412-145; 048-518-014-172-937; 049-419-968-516-852; 051-875-265-995-253; 054-512-588-964-669; 054-912-286-540-871; 055-917-815-869-891; 056-803-918-029-466; 059-227-060-249-412; 061-393-471-428-365; 061-829-988-617-171; 061-983-819-386-718; 063-002-820-567-358; 066-581-516-016-111; 068-280-584-815-218; 076-590-599-359-204; 086-274-381-052-531; 087-790-872-165-423; 090-406-037-700-073; 092-781-782-370-286; 101-247-097-250-512; 101-299-425-939-891; 102-068-995-822-669; 104-986-512-919-497; 105-328-163-310-270; 122-937-778-784-122; 123-403-938-885-273; 155-849-634-946-361; 159-592-129-993-014; 162-290-133-902-677; 168-036-345-097-619; 168-906-343-214-611; 190-286-406-563-724,29,true,,green
047-178-535-911-921,Conceptualizing Social Responsibility in Operations Via Stakeholder Resource-Based View,2015-06-26,2015,journal article,Production and Operations Management,10591478,Wiley,United States,ManMohan S. Sodhi,"We seek to conceptualize social responsibility for operations management (OM) research to develop a social responsibility lens through which to view operations. To do so, we first consider the corporate social responsibility, sustainability, as well as the bottom-ofthe-pyramid and shared value approaches and identify three challenges to developing such a lens: selecting the level of analysis, tackling the huge multitude of objectives, and developing theoretical underpinnings. We then propose a ‘stakeholder resource-based view’ (SRBV) building on resource-based view, stakeholder theory, and utility theory to address these challenges. Under SRBV, all stakeholders are treated on a par with each other. These different stakeholders are all presumed to seek maximizing their respective (expected) utility, with different drivers shaping their preferences and do so they use their respective resources, routines and dynamic capabilities. SRBV provides (a) a descriptive framework for qualitative research, (b) an instrumental framework for empirical research, and (c) a normative framework for analytical research. It enables tackling many opportunities for OM research to do with social responsibility and we outline some of these in each of the three types of research methodologies",,,n/a,n/a,,,,,,https://core.ac.uk/download/42628684.pdf,http://dx.doi.org/10.1111/poms.12393,,10.1111/poms.12393,,,0,000-585-290-212-366; 001-582-851-264-987; 002-927-318-641-091; 003-550-191-535-855; 004-004-032-288-410; 009-420-012-272-424; 010-346-721-629-150; 015-716-895-819-197; 019-729-232-766-547; 019-785-607-877-590; 022-304-790-542-067; 024-252-822-469-281; 024-647-710-616-255; 028-915-555-142-638; 029-799-226-078-568; 031-832-349-287-574; 035-036-721-966-820; 041-988-014-008-792; 042-807-425-625-032; 045-193-795-208-83X; 051-875-265-995-253; 054-237-579-968-437; 054-829-224-024-065; 055-127-219-449-931; 055-370-717-793-567; 057-942-097-777-139; 063-639-974-825-135; 064-591-375-736-620; 068-890-104-694-671; 071-410-672-738-647; 072-405-435-844-606; 074-375-752-696-596; 080-344-233-037-084; 081-532-517-406-608; 082-559-161-917-824; 084-820-511-317-781; 085-035-167-229-661; 088-919-850-566-219; 089-469-499-303-50X; 096-321-859-352-149; 099-085-870-469-302; 100-294-259-882-658; 100-962-525-671-548; 106-797-155-363-194; 110-602-262-431-043; 111-963-768-580-775; 116-979-999-506-925; 122-576-580-181-851; 125-212-750-683-224; 135-526-819-302-528; 143-011-648-965-817; 150-871-950-089-567; 159-354-890-771-987; 181-966-549-846-812; 185-039-095-057-891; 196-556-898-718-811,40,true,,green
047-292-565-880-328,Public preferences for corporate social responsibility activities in the pharmaceutical industry: Empirical evidence from Korea.,2019-08-20,2019,journal article,PloS one,19326203,Public Library of Science,United States,Hankil Lee; Sang Yong Kim; Go-Un Kim; Hye Young Kang,"Although corporate social responsibility (CSR) activities are common in the pharmaceutical industry, there is little empirical evidence on consumer responses to CSR practices. We investigated public awareness, preferences, and expectations regarding social contribution of the pharmaceutical industry's CSR activities, and identified the factors associated with such activities. We conducted an online survey with 1,298 respondents comprising two groups: healthy individuals (546) and patients (752). Most respondents (78%) expressed interest in CSR activities undertaken by pharmaceutical companies. However, they reported a lack of awareness and experience thereof; only 26.9% were aware of and 7.9% had experience with such activities. Among our six CSR activity categories, both survey groups showed the highest preference for the ""promoting public health"" (healthy group: 6.34/10; patient group: 6.37/10) and ""emergency disaster relief support"" (6.31 and 6.35) categories. Among sub-categories, activities related to ""development of innovative drugs in untreated areas"" (6.63 and 6.82) and ""support for research on new drug development"" (6.59 and 6.84) received the highest scores. The mean expectation score of social contribution of all CSR activities was slightly higher than the mean preference score (6.37 and 6.06, respectively). The patient group exhibited a larger difference between the highest and lowest expectation scores than the healthy group (1.11 and 0.64, respectively). The results of the regression analysis revealed that being a patient, being male, and having positive attitudes toward CSR and its expected effects significantly and positively affected public preferences regarding CSR activities. We can conclude that CSR activities with high public preference might be an effective strategy to improve public awareness of the pharmaceutical industry's CSR activities. Furthermore, the highest preference for CSR activities relates to new drug development, indicating that our society believes the pharmaceutical industry's key CSR activity should be to pursue its intrinsic mission: to fulfill unmet medical needs by developing new drugs.",14,8,1,17,Public health; Corporate social responsibility; Social responsibility; Psychology; Marketing; Empirical evidence; Pharmaceutical industry; Preference; Public awareness; Healthy individuals,,Adult; Consumer Behavior/statistics & numerical data; Drug Industry; Female; Humans; Male; Middle Aged; Republic of Korea; Social Responsibility; Surveys and Questionnaires/statistics & numerical data; Young Adult,,Korea Research-based Pharmaceutical Industry Association,http://ui.adsabs.harvard.edu/abs/2019PLoSO..1421321L/abstract https://ideas.repec.org/a/plo/pone00/0221321.html https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0221321 https://pubmed.ncbi.nlm.nih.gov/31430330/ https://journals.plos.org/plosone/article/file?id=10.1371/journal.pone.0221321&type=printable http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0221321 https://dx.plos.org/10.1371/journal.pone.0221321 http://www.ncbi.nlm.nih.gov/pmc/articles/PMC6701779 https://europepmc.org/article/MED/31430330 https://yonsei.pure.elsevier.com/en/publications/public-preferences-for-corporate-social-responsibility-activities https://ui.adsabs.harvard.edu/abs/2019PLoSO..1421321L/abstract https://www.ncbi.nlm.nih.gov/pubmed/31430330,http://dx.doi.org/10.1371/journal.pone.0221321,31430330,10.1371/journal.pone.0221321,2969586674,PMC6701779,0,008-706-159-058-243; 009-581-717-251-460; 016-983-994-149-312; 018-508-064-179-38X; 022-291-799-299-454; 029-458-174-072-125; 035-038-779-700-282; 043-289-708-905-113; 043-393-716-547-256; 043-605-651-281-566; 044-929-609-634-214; 044-945-594-539-803; 048-684-125-774-715; 067-948-732-472-781; 079-246-080-044-747; 082-406-317-850-885; 086-601-509-699-066; 088-919-850-566-219; 094-620-439-196-263; 095-866-720-595-334; 100-357-883-277-115; 107-274-748-521-438; 132-959-476-773-997; 147-296-271-071-887; 159-592-129-993-014; 166-204-621-970-742,9,true,cc-by,gold
047-307-748-236-518,Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations,2008-04-10,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Adam Lindgreen; Valérie Swaen; Wesley J. Johnston,"Organizations that believe they should “give something back” to the society have embraced the concept of corporate social responsibility (CSR). Although the theoretical underpinnings of CSR have been frequently debated, empirical studies often involve only limited aspects, implying that theory may not be congruent with actual practices and may impede understanding and further development of CSR. The authors investigate actual CSR practices related to five different stakeholder groups, develop an instrument to measure those CSR practices, and apply it to a survey of 401 U.S. organizations. Four different clusters of organizations emerge, depending on the CSR practice focus. The distinctive features of each cluster relate to organizational demographics, perceived influence of stakeholders, managers’ perceptions of the influence of CSR on performance, and organizational performance.",85,2,303,323,Business ethics; Empirical research; Corporate social responsibility; Sociology; Organizational performance; Stakeholder; Perception; Quality of Life Research; Demographics; Public relations,,,,,https://research.cbs.dk/en/publications/corporate-social-responsibility-an-empirical-investigation-of-us- https://orca.cf.ac.uk/17995/1/Article%2056.pdf https://econpapers.repec.org/article/kapjbuset/v_3a85_3ay_3a2009_3ai_3a2_3ap_3a303-323.htm https://dialnet.unirioja.es/servlet/articulo?codigo=2947777 https://api.philpapers.org/rec/LINCSR-3 https://orca.cardiff.ac.uk/17995/ https://ideas.repec.org/a/kap/jbuset/v85y2009i2p303-323.html https://link.springer.com/article/10.1007%2Fs10551-008-9738-8 https://philpapers.org/rec/LINCSR-3 https://rd.springer.com/content/pdf/10.1007%2Fs10551-008-9738-8.pdf https://hal.archives-ouvertes.fr/hal-00575825 https://dial.uclouvain.be/pr/boreal/object/boreal:18166 https://www.jstor.org/stable/40294843 https://core.ac.uk/download/8808782.pdf,http://dx.doi.org/10.1007/s10551-008-9738-8,,10.1007/s10551-008-9738-8,1985993601,,0,002-969-643-840-41X; 003-160-865-925-064; 004-279-190-559-581; 004-449-732-636-369; 007-622-898-589-828; 009-292-371-162-047; 014-455-741-938-215; 015-524-518-484-161; 017-267-904-335-429; 019-291-956-485-704; 019-448-189-721-552; 019-806-548-132-918; 025-657-141-127-333; 028-038-707-972-613; 029-980-105-050-733; 031-846-044-582-764; 033-025-753-354-072; 033-493-903-952-009; 034-039-522-812-359; 034-194-450-286-555; 034-293-460-649-050; 034-884-431-260-18X; 035-485-649-808-871; 038-031-045-790-861; 039-467-933-939-795; 040-746-333-940-917; 041-212-635-529-576; 042-167-701-193-692; 042-775-919-788-049; 043-605-651-281-566; 050-187-110-687-218; 051-875-265-995-253; 052-764-550-033-576; 055-127-219-449-931; 055-773-672-952-080; 056-118-291-753-542; 061-032-025-769-668; 061-829-988-617-171; 063-926-751-372-775; 064-095-315-326-037; 066-400-343-948-766; 067-211-499-657-897; 067-948-732-472-781; 073-190-170-054-289; 076-395-334-656-12X; 078-508-124-861-548; 081-514-605-802-53X; 082-815-961-326-23X; 085-816-476-932-432; 088-919-850-566-219; 092-235-131-089-660; 094-301-400-757-352; 103-003-603-281-779; 103-705-771-764-928; 108-890-126-050-163; 112-565-796-968-753; 118-013-216-581-193; 118-332-373-904-628; 118-553-852-913-985; 122-460-980-517-794; 126-169-065-725-508; 126-852-179-161-874; 126-996-801-028-145; 127-356-618-215-912; 131-180-572-109-097; 134-594-905-933-842; 139-101-567-335-455; 146-245-161-776-695; 148-234-739-533-112; 151-737-772-776-418; 154-176-777-872-486; 156-208-441-443-940; 156-353-543-206-832; 156-490-548-664-729; 159-592-129-993-014; 161-860-020-577-869; 163-529-639-649-240; 175-594-459-298-873; 184-645-827-882-648; 185-050-475-065-604; 190-490-824-612-507; 192-389-272-784-584,292,true,,green
047-429-680-271-805,"Pattern of Corporate Social Responsibility (CSR) in Mahakam Ulu Regency, East Kalimantan",,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"The development of Corporate Social Responsibility (CSR) in this decade was also followed by the strengthening of the existence of CSR into normative obligations in various countries. Although only a few countries have done it, Indonesia is a part of it. In East Kalimantan Province, the problem of CSR already exists in the form of legal products that have been passed in the form of local regulations. But in fact, there are still local regulations that end up to the endorsement stage. This study is aimed at formulating the legal basis for the formation, consideration, determination and reference of the preparation of the Regional Regulation of Mahakam Ulu Regency on CSR in terms of philosophical, sociological, and juridical. The object of aggregate research is aimed at mapping the rules about corporate CSR in Mahakam Ulu Regency, so that the data collected includes primary and secondary data in 2018. The research analysis model is based on quantitative and qualitative approaches. Philosophically, there is a company's awareness of a fact or fact that exists in most communities, namely the high difference between prosperity and poverty both at the level of rural communities and the Capital District, especially in the area of ​​Mahakam Ulu Regency. From a sociological point of view, this regional regulation is very useful in building a society that is increasingly left behind. Considering that this new area has a limited population, there has been a development imbalance, so that the dominant population is above the poverty line. In terms of legal aspects, based on policy analysis, which is related to the authority, substance, and regulated material, which indeed does not yet exist, so it is necessary to form a Regional Regulation of the Mahakam Ulu Regency regarding CSR. Keywords: CSR; Philosophical; Sociological; Juridical; Government Regulations; Policies DOI: 10.7176/EJBM/11-31-07 Publication date: November 30th 201",,,,,,,,,,https://core.ac.uk/download/pdf/270185164.pdf,http://dx.doi.org/10.7176/ejbm/11-31-07,,10.7176/ejbm/11-31-07,,,0,,0,true,cc-by,hybrid
047-591-045-961-685,Peer Effects of Corporate Social Responsibility,,2019,journal article,Management Science,00251909; 15265501,Institute for Operations Research and the Management Sciences (INFORMS),United States,Jie Cao; Hao Liang; Xintong Zhan,We investigate how firms react to their product-market peers’ commitment to and adoption of corporate social responsibility (CSR) using a regression discontinuity design approach. Relying on the pa...,65,12,5487,5503,Accounting; Product market; Corporate social responsibility; Business; Peer effects; Regression discontinuity design,,,,,https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6339&context=lkcsb_research https://dblp.uni-trier.de/db/journals/mansci/mansci65.html#CaoLZ19 http://geneva-summit-on-sustainable-finance.ch/gssf2016/papers/zhan.pdf https://doi.org/10.1287/mnsc.2018.3100 https://pubsonline.informs.org/doi/10.1287/mnsc.2018.3100 https://ink.library.smu.edu.sg/lkcsb_research/5340/ https://ideas.repec.org/a/inm/ormnsc/v65y2019i12p5487-5503.html http://www.research.mbs.ac.uk/accounting-finance/Portals/0/Documents/Peer%20Effects%20of%20Corporate%20Social%20Responsibility%20_Dec2015.pdf https://core.ac.uk/download/328839080.pdf,http://dx.doi.org/10.1287/mnsc.2018.3100,,10.1287/mnsc.2018.3100,3124006715,,0,001-729-623-432-874; 004-258-864-688-708; 005-044-043-808-824; 008-341-588-787-365; 008-917-912-600-785; 010-300-169-389-865; 012-077-521-864-260; 012-747-103-564-652; 015-166-696-184-05X; 016-796-225-469-959; 017-190-274-764-268; 017-358-296-871-204; 017-925-088-655-142; 020-670-785-809-414; 022-873-789-329-912; 025-596-982-967-429; 029-270-629-662-531; 030-647-777-395-124; 034-152-870-588-239; 037-056-650-108-909; 038-431-164-201-559; 041-217-228-717-900; 041-649-340-724-560; 044-292-715-122-487; 047-487-261-904-298; 047-751-279-594-849; 047-857-347-133-215; 048-513-386-601-824; 056-269-661-355-68X; 059-739-534-401-404; 060-556-128-288-104; 061-492-939-786-381; 062-110-807-031-390; 062-300-894-288-182; 062-941-801-977-481; 064-911-399-746-006; 071-155-607-138-623; 072-276-107-738-080; 072-971-003-248-807; 075-996-712-304-461; 079-956-594-756-617; 080-445-518-184-806; 082-273-914-035-962; 082-498-621-055-094; 084-344-255-632-568; 085-649-144-257-594; 086-027-167-819-414; 086-077-195-670-27X; 086-260-434-815-196; 088-992-107-733-472; 091-231-418-128-829; 092-125-541-119-749; 097-686-521-638-017; 097-831-471-117-528; 099-032-118-510-718; 100-446-896-445-856; 101-040-665-147-946; 114-933-813-221-985; 115-170-653-019-035; 116-870-074-840-922; 119-484-795-793-699; 120-330-885-096-081; 129-929-782-309-820; 140-708-339-491-997; 149-098-746-228-645; 149-557-701-512-730; 156-871-166-211-352; 163-043-657-847-232; 168-536-856-668-787,107,true,cc-by-nc-nd,green
047-908-691-822-500,Lights and Shadows of Business-Nonprofit Partnerships: The Role of Nonprofit Learning and Empowerment in this Ethical Puzzle,2017-08-10,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,María José Sanzo; Luis Álvarez; Marta Rey,"Business-nonprofit partnerships have gained increased relevance in the context of the evolution of corporate social responsibility strategies and the existence of extremely complex societal and environmental challenges. However, these collaborations are also associated with important ethical concerns. Under such a scenario, this study attempts to shed light on the effects of high value-added partnerships—i.e., those characterized by a process of nonprofit empowerment—on two potential risks of business-nonprofit partnerships: co-optation and loss of personnel’s identification with the nonprofit’s social mission. Based on a two-step survey to a representative sample of Spanish nonprofits involved in social partnerships with firms, results reveal the existence of a mixed influence in both cases, positive and negative. Several implications for practitioners are drawn, specifically about how firms and nonprofits can reduce the negative ethical consequences of partnering.",9,8,1410,,Corporate social responsibility; Business; Relevance (law); Marketing; Empowerment; Context (language use); Social mission; Ethical concerns; Public relations; Process (engineering); Identification (information),,,,,https://doaj.org/article/0b51b3eb60c34b26947ed4ab73bd93eb https://www.mdpi.com/2071-1050/9/8/1410 https://core.ac.uk/display/88088430 https://pubag.nal.usda.gov/catalog/6520083 https://ideas.repec.org/a/gam/jsusta/v9y2017i8p1410-d107800.html https://www.mdpi.com/2071-1050/9/8/1410/pdf https://core.ac.uk/download/95054335.pdf,http://dx.doi.org/10.3390/su9081410,,10.3390/su9081410,2743317288,,0,000-425-680-562-967; 001-262-274-011-134; 003-540-966-033-30X; 004-637-988-859-230; 004-984-162-242-775; 005-191-086-906-512; 005-741-105-818-846; 005-831-362-546-975; 005-964-926-683-481; 008-512-245-267-863; 010-731-172-957-709; 013-933-782-976-645; 020-638-967-496-658; 021-364-968-255-574; 021-950-758-487-221; 023-808-041-547-675; 025-161-008-797-902; 025-934-845-984-221; 027-862-870-429-951; 029-856-828-880-687; 030-651-470-492-167; 031-568-971-715-196; 031-613-960-583-423; 032-765-408-040-598; 033-171-354-077-456; 035-306-773-950-123; 036-653-310-064-136; 038-072-302-237-794; 038-566-676-881-488; 038-720-057-672-145; 039-439-357-205-954; 040-095-220-080-416; 041-099-708-605-743; 043-080-210-381-407; 044-584-166-908-798; 050-942-888-690-078; 052-043-643-151-141; 053-353-350-977-097; 054-562-294-886-939; 057-104-116-812-196; 062-510-573-122-320; 063-300-402-258-793; 063-918-720-273-846; 065-679-304-428-180; 066-013-919-563-675; 073-752-562-821-266; 073-872-464-536-61X; 082-981-095-520-012; 084-142-046-233-004; 085-235-279-508-864; 085-657-106-088-742; 089-213-090-810-355; 090-359-050-629-073; 092-135-677-857-731; 094-518-266-840-397; 095-905-873-595-641; 100-503-022-197-140; 102-691-911-656-427; 103-705-771-764-928; 112-251-221-272-438; 113-874-681-015-536; 125-472-202-012-156; 127-111-929-826-838; 130-074-915-744-08X; 136-385-658-562-811; 154-137-140-403-680; 161-240-303-710-431; 168-646-201-192-519; 177-430-614-458-841; 188-287-124-713-790,8,true,cc-by,gold
048-028-200-862-278,Corporate social responsibility and profitability: Trade-off or synergy: Perceptions of executives of FTSE All-Share companies,2013-08-02,2013,journal article,"Sustainability Accounting, Management and Policy Journal",20408021; 2040803x,Emerald,United Kingdom,Daria Varenova; Martin Samy; Alan Combs,"Purpose – An abundance of academic studies have been devoted to the investigation of corporate social responsibilities, and although the business world seems to have accepted the general idea that it should be socially responsible, it has never been asked what executives perceive their social responsibilities to be. Additionally, extensive research in an attempt to identify the relationship between corporate social and financial performance by investigating companies' annual and financial reports has shown largely inconclusive results. This paper therefore aims to investigate the insights of corporate executives on both the issues of the social responsibilities of business and the link between corporate social responsibility (CSR) and financial performance. With respect to corporate executives, the authors investigated if there are differences between the perceptions of executives of FTSE 100 and FTSE All‐Share.Design/methodology/approach – The data was collected via online survey and semi‐structured inte...",4,2,190,215,Accounting; Profitability index; Corporate social responsibility; Business; Social responsibility; Marketing; Profit (economics); Perception; Financial performance; Corporate governance,,,,,https://eprints.leedsbeckett.ac.uk/1754/ https://www.emeraldinsight.com/doi/full/10.1108/SAMPJ-May-2012-0020 https://www.emerald.com/insight/content/doi/10.1108/SAMPJ-May-2012-0020/full/html https://core.ac.uk/download/30267397.pdf,http://dx.doi.org/10.1108/sampj-may-2012-0020,,10.1108/sampj-may-2012-0020,1562234722,,0,001-056-850-934-125; 001-170-044-677-055; 008-505-555-344-785; 009-737-638-484-993; 010-337-643-384-05X; 015-003-094-987-422; 015-524-518-484-161; 019-806-548-132-918; 021-918-672-412-130; 024-911-559-199-881; 025-266-720-278-015; 028-372-425-696-343; 033-273-429-587-440; 038-031-045-790-861; 045-683-602-068-343; 047-460-128-505-546; 048-258-354-196-742; 050-187-110-687-218; 053-195-536-333-811; 053-690-397-234-837; 055-127-219-449-931; 055-287-220-854-558; 056-803-918-029-466; 061-829-988-617-171; 066-400-343-948-766; 069-791-593-115-951; 070-750-366-367-301; 073-113-971-455-905; 073-735-524-243-333; 073-792-416-479-745; 080-361-191-972-828; 081-557-018-928-015; 082-815-961-326-23X; 083-621-716-532-081; 084-613-224-049-188; 084-839-506-304-695; 089-377-854-280-894; 099-095-725-205-22X; 100-141-526-574-389; 101-983-044-462-613; 106-095-779-868-194; 107-274-748-521-438; 109-102-829-309-641; 110-975-204-204-223; 117-982-425-145-589; 126-055-278-271-030; 127-356-618-215-912; 131-093-145-212-22X; 133-610-457-080-401; 134-594-905-933-842; 134-895-603-560-322; 139-641-412-398-758; 148-792-033-641-02X; 149-868-906-484-698; 151-737-772-776-418; 155-879-175-881-390; 157-452-955-019-312; 196-559-270-697-81X,19,true,,green
048-193-780-858-02X,Financial volatility and public scrutiny as institutional determinants of financial industry firms' CSR,2019-01-26,2019,journal article,Business and Politics,14693569; 13695258,Cambridge University Press (CUP),Germany,Adam William Chalmers; Onna Malou van den Broek,"This article examines the relationship between the global financial crisis and Corporate Social Responsibility reporting of financial services firms. We challenge the view in existing studies that firms, when faced with economic hardship, tend to jettison CSR commitments. Instead, and building on insights regarding the institutional determinants of CSR, we argue that firms are constrained in their ability to abandon CSR by the extent to which they are subject to intense public scrutiny by regulators and the news media. We test this argument in the context of the European sovereign debt crisis drawing on a unique dataset of 170 firms in 15 different countries over a six-year period. Controlling for a battery of alternative explanations and comparing financial service providers to firms operating in other economic sectors, we find considerable evidence supporting our argument. Rather than abandoning CSR during times of economic hardship, financial industry firms ramp up their CSR commitments in order to manage their public image and foster public trust in light of intense public scrutiny.",21,2,240,266,Financial services; Corporate social responsibility; Business; Economic sector; Scrutiny; Public trust; Financial crisis; Market economy; European debt crisis; News media,,,,,https://www.cambridge.org/core/journals/business-and-politics/article/financial-volatility-and-public-scrutiny-as-institutional-determinants-of-financial-industry-firms-csr/1392774DBE973223108B88DF15CDBEA9 https://www.cambridge.org/core/services/aop-cambridge-core/content/view/1392774DBE973223108B88DF15CDBEA9/S1469356918000289a.pdf/div-class-title-financial-volatility-and-public-scrutiny-as-institutional-determinants-of-financial-industry-firms-csr-div.pdf https://core.ac.uk/download/212078228.pdf,http://dx.doi.org/10.1017/bap.2018.28,,10.1017/bap.2018.28,2911747384,,0,000-941-856-220-866; 001-582-851-264-987; 002-679-295-369-514; 004-171-495-941-250; 005-269-303-262-563; 005-605-519-629-264; 007-733-402-893-116; 008-253-876-172-699; 009-905-301-503-87X; 012-805-278-438-570; 014-904-025-590-079; 017-126-130-578-937; 018-862-435-833-718; 023-286-832-911-319; 026-249-910-065-223; 026-412-825-713-975; 029-883-402-447-599; 030-621-797-466-633; 030-752-062-304-270; 031-537-161-323-99X; 033-909-936-100-554; 035-556-471-787-086; 038-085-041-885-605; 040-344-640-544-410; 041-616-438-057-97X; 042-872-320-263-080; 042-880-745-594-563; 043-357-207-617-342; 044-122-876-905-691; 047-460-128-505-546; 049-872-340-153-772; 052-249-100-560-532; 053-195-536-333-811; 053-344-569-960-834; 059-576-981-134-500; 061-829-988-617-171; 062-236-522-242-358; 064-091-717-837-982; 064-245-036-420-304; 064-786-623-022-10X; 066-400-343-948-766; 068-569-951-477-386; 069-206-139-517-387; 072-368-045-989-842; 072-523-078-904-478; 072-702-356-658-46X; 073-592-840-254-362; 073-617-204-051-191; 078-043-274-144-053; 078-108-465-963-590; 083-290-539-960-451; 089-300-863-963-51X; 089-726-267-092-162; 092-246-895-593-991; 101-040-665-147-946; 103-415-415-917-013; 109-708-143-643-553; 109-895-682-501-112; 110-648-445-179-657; 115-373-591-444-545; 116-870-074-840-922; 118-013-216-581-193; 123-580-684-890-773; 155-849-634-946-361; 155-879-175-881-390; 162-290-133-902-677; 182-867-587-691-99X; 196-391-607-940-795,6,true,,green
048-336-739-736-317,Integration of Non-market and Market Activities in Cross-border Mergers and Acquisitions,2017-11-10,2017,journal article,British Journal of Management,10453172; 14678551,Wiley,United Kingdom,Mohammad Faisal Ahammad; Shlomo Y. Tarba; Jedrzej George Frynas; Andrew Scola,"Drawing on the resource dependence theory and the resource-based view, this paper investigates the interactions between market and nonmarket activities of firms in the context of the post-merger integration phase in cross-border mergers and acquisitions (M&As). Based on a cross-country survey of 111 M&A practitioners who were personally involved in cross-border M&As around the world, we test seven hypotheses on various market and nonmarket aspects of post-merger integration. We find a positive correlation between buffering strategies and adaptive capabilities in the nonmarket environment, and between bridging and adaptive capabilities in the market environment. However, we could not find any significant correlation between buffering and adaptive capabilities in the market environment, and bridging and adaptive capabilities in the nonmarket environment. We also find that adaptability in the nonmarket environment is positively correlated with adaptability in the market environment, and in turn adaptability in the market environment leads to positive organizational performance of a cross border M&A. These results provide further support for the value of the alignment between market and nonmarket activities and help to fill a gap in the literature on the market-nonmarket interactions in post-merger integration.",28,4,629,648,Nonmarket forces; Economics; Marketing; Organizational performance; Adaptability; Resource dependence theory; Market environment; Context (language use); Industrial organization; Mergers and acquisitions; Resource (project management),,,,,https://eprints.mdx.ac.uk/21579/ https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8551.12228 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3069118 https://core.ac.uk/display/132213101 https://eprints.whiterose.ac.uk/124369/ http://oro.open.ac.uk/56405/ https://core.ac.uk/download/160752051.pdf,http://dx.doi.org/10.1111/1467-8551.12228,,10.1111/1467-8551.12228,2612492325,,0,000-435-238-327-20X; 001-009-521-255-752; 001-622-885-767-682; 002-553-110-199-456; 004-556-749-650-152; 004-940-887-483-395; 005-325-108-268-488; 007-270-718-173-555; 007-877-594-736-838; 008-823-758-105-34X; 009-775-780-893-808; 010-840-726-779-813; 011-057-105-680-492; 011-260-274-737-449; 012-385-759-934-550; 012-702-099-285-036; 014-537-774-869-796; 014-768-757-414-632; 015-559-835-170-561; 015-771-573-031-286; 017-626-775-490-079; 017-712-688-084-444; 017-728-256-006-350; 018-080-904-099-581; 018-911-736-398-172; 018-984-322-686-622; 019-414-881-964-723; 019-785-607-877-590; 021-205-133-653-795; 022-648-081-126-086; 023-533-047-017-536; 024-041-538-661-487; 024-762-583-540-596; 025-033-336-373-256; 025-250-715-872-638; 025-268-065-391-191; 027-008-784-004-778; 027-339-723-966-830; 029-511-069-949-693; 030-298-410-640-143; 030-588-528-422-411; 032-129-326-863-446; 032-256-073-285-853; 032-547-437-034-669; 033-171-354-077-456; 033-445-837-262-66X; 033-634-511-018-512; 034-281-936-841-147; 034-537-767-026-155; 036-513-503-931-430; 036-794-148-120-29X; 037-917-539-863-510; 038-419-587-673-222; 039-241-844-423-242; 039-363-925-916-503; 041-988-014-008-792; 042-486-995-679-214; 043-119-139-504-499; 043-943-942-456-305; 044-733-105-511-304; 045-099-520-602-204; 047-022-700-925-331; 049-028-634-923-804; 049-221-227-972-080; 049-716-041-730-74X; 049-736-195-869-793; 049-889-876-161-384; 050-442-954-155-962; 051-220-952-620-00X; 052-143-770-164-04X; 059-029-156-049-151; 059-031-301-002-994; 059-510-899-459-603; 060-433-833-217-774; 060-484-443-241-20X; 062-456-887-432-255; 063-919-757-599-959; 065-288-887-048-789; 065-517-451-477-861; 066-334-174-566-878; 067-407-203-572-152; 067-728-756-231-697; 068-204-639-812-272; 072-062-443-326-292; 072-182-322-374-569; 072-406-253-389-942; 073-539-868-524-560; 073-844-150-299-780; 074-626-480-863-250; 074-918-323-721-261; 077-140-468-008-314; 079-377-838-090-932; 081-245-069-179-779; 083-323-919-304-737; 083-348-243-970-57X; 083-973-158-756-441; 084-505-574-138-668; 085-921-682-031-840; 086-745-217-353-445; 087-139-739-190-74X; 087-542-294-455-329; 088-233-687-029-248; 089-224-453-150-186; 089-621-912-811-772; 089-858-877-584-396; 090-647-038-618-327; 093-438-241-707-702; 093-501-575-801-933; 097-739-627-181-920; 098-638-539-627-068; 100-523-029-031-15X; 102-712-331-497-140; 103-705-771-764-928; 103-811-154-983-884; 104-539-243-119-63X; 105-000-368-880-390; 106-210-574-011-411; 106-329-989-385-026; 106-967-442-191-195; 109-952-918-229-695; 110-328-254-405-92X; 110-919-544-456-201; 111-835-710-767-514; 114-845-371-497-06X; 117-364-863-188-417; 120-559-994-241-79X; 122-617-730-938-054; 126-137-430-862-978; 127-042-853-645-793; 129-991-381-123-58X; 130-308-172-953-030; 130-648-595-893-851; 130-792-703-183-328; 131-773-854-344-654; 131-993-515-804-526; 136-886-217-299-398; 137-142-252-339-871; 140-467-196-238-825; 141-546-291-369-382; 155-458-267-589-295; 159-249-053-257-409; 163-905-895-188-152; 167-517-393-664-826; 172-262-420-011-388; 172-856-242-946-057; 179-608-372-698-452; 184-645-827-882-648; 190-235-598-305-091,31,true,cc-by-nc-nd,green
048-409-608-089-310,"The Analysis of Corporate Social Responsibility Implementation Effects towards Price Fairness, Trust and Purchase Intention at Oriflame Cosmetics Product in Surabaya☆",,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Hatane Semuel; Sharon Sagita Chandra,"Abstract This research aims to clarify the effect of Corporate Social Responsibility (CSR) on price fairness, trust, and purchase intention to the Oriflame cosmetics brand in Surabaya. This study is causal descriptive, the number of samples are 111 respondents, and the data analysis technique is the structural equation models. The findings in this study are: while the CSR's influence on the price fairness and trust are proven, its effect on the purchase intention is not. The price fairness and trust influence positively the purchase intention so they can mediate the CSR and the purchase intention to the Oriflame brand products.",155,,42,47,Product (category theory); Corporate social responsibility; Business; Marketing; Cosmetics; Structural equation modeling,,,,,https://www.sciencedirect.com/science/article/pii/S187704281405719X http://repository.petra.ac.id/16874/ http://repository.petra.ac.id/16874/1/Publikasi1_94033_1817.pdf https://core.ac.uk/display/82304933 http://www.sciencedirect.com/science/article/pii/S187704281405719X https://core.ac.uk/download/pdf/82304933.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.10.253,,10.1016/j.sbspro.2014.10.253,2135829004,,0,001-911-103-460-442; 004-744-947-280-429; 030-196-982-585-111; 047-460-128-505-546; 061-108-937-221-783; 061-907-032-205-149; 088-049-228-430-614; 112-012-839-389-058; 116-993-711-414-388; 122-552-205-767-838; 125-770-924-253-096; 156-208-441-443-940; 161-062-933-193-783; 187-928-380-784-265; 193-106-884-910-071,13,true,,gold
048-547-186-490-504,Water stewardship and North America's food and beverage companies: a case study in corporate sustainability,,2016,journal article,International Journal of Corporate Strategy and Social Responsibility,20548079; 20548087,Inderscience Publishers,,Peter Jones; Daphne Comfort; David Hillier,"The aim of this paper is to provide an exploratory review of the extent to which the leading North American food and beverage companies are publicly addressing water stewardship. The findings reveal that the vast majority of the selected companies address a number of elements concerning water stewardship as part of their more general approach to CSR. However, corporate commitments to water stewardship can be interpreted as being driven as much by business imperatives as by any specific concerns for CSR or a fundamental desire to maintain the viability and integrity of natural ecosystems. More critically the authors suggest that the selected companies' commitments to water stewardship are framed within existing business models focused on technological improvements in eco-efficiency and continuing economic growth.",1,1,26,,Environmental resource management; Corporate social responsibility; Business; Eco-efficiency; Marketing; Corporate sustainability; Stewardship; Natural ecosystem; Business model; Sustainable development,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/IJCSSR.2016.077546 http://eprints.glos.ac.uk/id/eprint/3722 https://core.ac.uk/download/44292625.pdf,http://dx.doi.org/10.1504/ijcssr.2016.077546,,10.1504/ijcssr.2016.077546,2468207342,,0,031-975-277-433-760,2,true,,green
048-744-828-359-43X,Consumers' perceptions and responses towards online retailers' CSR,2020-07-11,2020,journal article,International Journal of Retail & Distribution Management,09590552,Emerald,United Kingdom,null Van Thac Dang; Ninh Nguyen; Jianming Wang,"Anchored on social trust theory, social identity theory and signalling theory, this study investigates the process of how consumers respond to online retailers' corporate social responsibility (CSR).,Following the hypo-deductive research design, a unique model was developed to link online retailers' CSR with consumer purchase intention through brand identification and word of mouth (WOM). This model was subsequently tested and validated by conducting an online survey to 239 customers of a major online retailer in China, that is, JD.com.,Analysis using structural equation modelling demonstrates that online retailers' CSR is positively associated with consumer purchase intention, and brand identification positively mediates such an association. In addition, WOM exhibits a mediating effect on the relationship between perceived online retailers' CSR and consumer purchase intention and between brand identification and consumer purchase intention.,Online retailers must endeavour to employ CSR as a strategy to enhance consumer purchase intention and behaviour. Moreover, they should develop communication programmes that highlight their engagement in CSR activities to improve their brand image and facilitate consumers' positive WOM.,To the best of the researchers' knowledge, this study is the first to examine the mediating roles of brand identification and WOM in the relationship between online retailers' CSR and customer purchase intention. Furthermore, this study extends current knowledge about online retailers' CSR and its potential impact in emerging economies by focussing on the context of China.",48,12,1277,1299,Advertising; Emerging markets; Word of mouth; Corporate social responsibility; Business; Context (language use); Structural equation modeling; Identification (information); Signalling theory; Social identity theory,,,,,https://www.emerald.com/insight/content/doi/10.1108/IJRDM-10-2019-0339/full/html https://www.emerald.com/insight/content/doi/10.1108/IJRDM-10-2019-0339/full/xml https://researchers.cdu.edu.au/en/publications/consumers-perceptions-and-responses-towards-online-retailers-csr,http://dx.doi.org/10.1108/ijrdm-10-2019-0339,,10.1108/ijrdm-10-2019-0339,3042208866,,0,001-858-309-278-283; 002-821-366-510-576; 003-470-057-970-696; 005-018-454-717-848; 005-435-529-969-693; 008-449-843-413-761; 010-485-919-544-371; 010-568-122-564-942; 010-725-534-525-620; 011-488-710-086-357; 011-631-304-277-747; 014-765-372-836-70X; 014-864-620-052-79X; 014-877-343-687-975; 015-999-921-788-017; 017-696-494-854-52X; 018-058-128-163-77X; 018-802-292-121-830; 020-269-870-770-103; 020-352-380-542-922; 022-711-677-224-161; 023-130-305-255-726; 024-053-543-911-071; 024-208-010-945-520; 029-430-065-684-304; 029-630-524-476-886; 030-242-605-040-84X; 030-327-732-375-303; 030-569-645-835-211; 031-156-334-016-973; 031-530-084-132-441; 033-171-354-077-456; 033-299-042-649-382; 034-332-232-640-651; 034-825-368-202-971; 036-006-407-790-221; 038-238-759-409-67X; 039-987-646-538-912; 041-010-846-841-601; 042-658-152-029-908; 043-848-702-610-312; 043-912-316-729-773; 044-295-885-028-518; 046-040-310-865-858; 046-508-217-789-783; 048-714-502-181-574; 049-724-081-498-367; 050-604-556-644-153; 052-025-309-715-387; 053-325-924-037-320; 055-127-219-449-931; 055-507-210-187-28X; 055-853-657-769-894; 056-126-178-605-45X; 056-186-115-309-017; 057-455-607-260-28X; 060-849-375-474-333; 060-901-733-290-311; 061-332-243-056-230; 064-510-850-384-584; 066-495-639-068-164; 067-253-312-715-950; 067-891-944-907-279; 068-265-395-001-914; 071-037-938-058-321; 072-105-111-800-995; 072-903-878-581-464; 074-108-091-724-548; 074-176-668-531-703; 076-368-093-320-743; 076-637-780-551-220; 076-997-640-318-880; 078-967-457-060-549; 085-985-303-047-491; 088-049-228-430-614; 089-251-649-481-300; 092-753-586-396-499; 096-868-867-224-947; 098-976-685-670-031; 101-441-009-512-48X; 103-108-182-535-072; 108-915-135-791-842; 116-333-824-208-296; 116-379-806-546-666; 118-367-353-911-02X; 119-319-208-213-815; 125-107-602-794-657; 127-618-923-705-077; 127-728-291-438-448; 128-288-026-120-463; 128-860-047-103-157; 130-551-105-526-602; 131-361-815-071-699; 131-750-635-861-959; 133-546-417-719-596; 134-503-063-403-581; 136-518-736-514-96X; 136-639-340-784-331; 136-647-616-524-603; 137-720-058-503-932; 144-109-042-997-357; 145-760-734-099-848; 149-725-942-255-835; 149-905-710-823-387; 151-814-651-807-560; 156-018-404-958-69X; 163-129-887-298-934; 167-053-198-178-803; 182-963-583-951-31X; 185-192-160-161-793,13,false,,
048-795-848-167-611,Short-term versus long-term benefits: Balanced sustainability framework and research propositions,,2017,journal article,Sustainable Production and Consumption,23525509,Elsevier BV,Netherlands,Lin Wu; Nachiappan Subramanian; Muhammad D. Abdulrahman; Chang Liu; Kulwant S. Pawar,"Sustainability research has been expanding rapidly during recent decades. Such research takes various forms with the identification of mixed results. Even though there are several review articles on sustainability with valuable insights, the time dimension aspect of sustainability is totally missing in addition to lack of well-developed framework. This paper systematically reviews previous sustainability studies published in the refereed scientific journals for the past two decades to understand the evolution of sustainability issues in the business context and solutions proposed until now. The study categorizes the popular sustainability practices into short- and long-term practices based on the time effect, and link them with different forms of organizational capabilities and sustainability performance. The paper further proposes a two-dimensional sustainability framework that incorporates practices, capabilities and performance, and the balancing issues between short- and long-term sustainability. At the end, it suggests potential research directions for future research as well.",11,,18,30,Product-service system; Engineering; Process management; Sustainability organizations; Sustainability studies; Multiple time dimensions; Social sustainability; Management science; Term (time); Sustainability; Identification (information),,,,Ningbo Science and Technology Bureau,http://sro.sussex.ac.uk/id/eprint/64683/ http://srodev.sussex.ac.uk/id/eprint/64683/ https://www.sciencedirect.com/science/article/abs/pii/S2352550916300227 https://core.ac.uk/download/46563698.pdf,http://dx.doi.org/10.1016/j.spc.2016.09.003,,10.1016/j.spc.2016.09.003,2525051676,,0,001-235-648-384-223; 001-662-801-314-886; 001-789-641-680-649; 003-045-837-541-65X; 003-550-191-535-855; 003-608-286-716-13X; 004-162-240-167-772; 004-201-548-283-066; 005-166-500-764-624; 005-926-676-729-135; 006-070-589-684-611; 006-171-256-060-563; 006-186-425-580-087; 006-656-097-590-529; 007-134-413-406-614; 007-623-032-654-128; 007-678-947-209-75X; 009-794-059-710-520; 010-525-759-205-074; 010-677-426-047-007; 013-604-631-149-995; 016-047-754-544-514; 016-075-402-185-43X; 017-297-082-833-863; 017-369-491-960-599; 018-845-664-034-27X; 019-293-415-237-010; 019-785-607-877-590; 019-806-548-132-918; 019-894-633-615-44X; 022-512-643-506-628; 022-937-224-677-493; 023-661-801-748-549; 023-935-252-395-394; 024-131-044-113-965; 026-517-941-421-399; 026-895-802-475-205; 026-944-194-713-780; 027-827-119-143-849; 029-336-463-904-949; 029-630-353-887-508; 029-998-635-040-829; 030-931-637-073-682; 031-004-219-313-339; 031-251-988-286-644; 031-687-185-048-949; 032-032-966-951-566; 032-109-575-092-883; 034-331-208-365-106; 035-130-441-084-04X; 036-368-781-476-521; 036-592-604-917-492; 036-739-223-954-912; 037-186-878-036-572; 037-485-255-637-70X; 037-998-680-386-511; 039-585-326-737-339; 040-284-878-357-891; 041-293-749-995-169; 041-988-014-008-792; 043-443-976-811-271; 043-459-376-671-013; 043-689-005-480-238; 044-982-951-841-043; 045-090-693-814-220; 045-247-945-244-15X; 045-266-727-163-718; 045-605-158-226-208; 046-256-267-967-156; 048-138-868-715-670; 049-263-400-034-924; 050-258-091-699-795; 050-635-402-164-933; 051-511-698-332-335; 051-875-265-995-253; 052-445-285-217-367; 053-707-531-649-653; 054-145-450-981-448; 054-642-469-834-031; 055-127-219-449-931; 057-489-322-860-025; 057-529-728-528-878; 059-534-790-095-240; 061-784-031-648-661; 062-110-807-031-390; 063-474-752-426-435; 063-710-325-984-880; 064-091-717-837-982; 064-633-499-726-515; 065-685-493-207-379; 066-142-507-823-363; 066-400-343-948-766; 066-543-634-250-307; 069-349-587-849-252; 071-955-404-931-475; 073-113-971-455-905; 073-808-162-905-970; 074-213-589-287-773; 074-375-752-696-596; 076-403-856-202-018; 080-282-490-798-924; 080-714-226-639-63X; 081-331-570-089-612; 081-570-652-838-849; 082-236-070-653-644; 083-778-377-219-423; 083-861-429-271-766; 085-657-106-088-742; 085-921-682-031-840; 086-169-257-388-375; 087-520-867-320-302; 088-214-622-529-109; 088-464-424-058-010; 089-621-912-811-772; 091-416-286-928-816; 094-362-882-022-090; 094-635-152-502-042; 098-535-407-415-897; 098-565-104-723-427; 098-645-715-540-654; 100-132-910-720-251; 100-294-259-882-658; 104-064-458-821-075; 105-240-702-660-389; 106-377-304-980-209; 108-700-949-533-633; 112-454-326-941-730; 112-977-755-218-578; 115-482-499-323-938; 117-956-726-871-972; 118-380-289-558-060; 119-079-759-340-204; 122-025-756-931-871; 124-426-574-379-887; 125-212-750-683-224; 127-259-649-331-882; 127-593-356-670-315; 128-893-793-820-204; 129-480-142-425-631; 130-036-228-673-438; 132-094-157-491-968; 132-370-281-011-181; 132-561-793-759-363; 134-957-655-195-014; 135-930-663-570-626; 138-613-312-191-165; 142-255-143-593-645; 142-857-502-903-210; 143-157-376-868-109; 147-869-941-422-339; 160-534-044-527-882; 164-769-375-568-373; 165-946-227-771-485; 166-691-423-033-388; 169-603-612-849-833; 170-408-350-890-650; 171-097-828-426-509; 171-284-266-692-103; 176-650-925-104-651; 177-163-653-112-364; 177-313-999-328-85X; 183-427-957-895-736,18,true,cc-by-nc-nd,green
049-083-930-752-976,Corporate social responsibility and innovative capacity: Intersection in a macro-level perspective,,2018,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,George Halkos; Antonis Skouloudis,"This study explores the link between macro (country-level) corporate social responsibility penetration and innovative capacity presenting new findings on the potential influence that various elements shaping innovation have on the endorsement of social responsibility among national business systems. Relying on cross-sectional data, a composite index for quantifying the proliferation of corporate social responsibility is employed and well-established innovation metrics are utilized. Findings do not contradict the preceding but limited evidence on corporate social responsibility practices considering innovation, nevertheless, the negative relationships found in our empirically supported and internally consistent proposed models merit supplementary consideration and examination. The paper offers new insights to innovation theorists and political economy researchers for more detailed investigations of critical drivers, such as innovation, which shape country-level corporate social responsibility specificities of and potentially encapsulate a critical parameter in the self-regulation agenda-setting of business entities. In these lines the study indicates that innovation, as moderator of corporate social responsibility adoption, has to be included in empirical models where measures of corporate social responsibility penetration and innovative potential are employed.",182,,291,300,Corporate social responsibility; Business; Social responsibility; Marketing; Macro; Business system planning; Perspective (graphical); Composite index; Intersection (set theory); Moderation,,,,,https://pubag.nal.usda.gov/catalog/5919306 https://centaur.reading.ac.uk/75508/ https://www.sciencedirect.com/science/article/pii/S0959652618303263 https://core.ac.uk/download/151169816.pdf,http://dx.doi.org/10.1016/j.jclepro.2018.02.022,,10.1016/j.jclepro.2018.02.022,2793873578,,0,000-167-927-733-90X; 000-798-690-079-954; 003-005-315-184-257; 006-897-340-663-618; 007-207-878-555-649; 009-330-909-912-677; 010-003-445-400-813; 013-582-386-162-023; 016-390-076-980-234; 022-952-281-676-433; 025-011-862-797-967; 025-402-274-938-418; 026-046-165-643-168; 026-347-820-091-38X; 031-002-104-746-864; 031-259-317-935-208; 031-454-996-396-712; 031-465-165-586-359; 033-698-753-407-361; 035-306-773-950-123; 036-562-642-394-656; 041-240-421-330-527; 047-472-718-870-269; 049-153-793-957-588; 050-045-642-036-471; 050-199-112-545-182; 050-466-091-498-957; 053-195-536-333-811; 057-295-229-295-038; 057-738-129-295-671; 057-809-340-272-374; 058-122-081-158-184; 059-841-571-364-164; 061-106-551-419-704; 064-337-792-484-854; 064-576-471-935-181; 065-893-542-631-544; 068-259-085-977-283; 068-322-385-830-32X; 074-242-032-337-609; 077-867-265-808-888; 082-549-186-331-302; 083-450-381-861-989; 085-657-106-088-742; 089-419-518-391-037; 089-621-912-811-772; 089-726-267-092-162; 096-822-456-487-570; 097-845-728-540-880; 100-357-883-277-115; 106-377-304-980-209; 107-684-269-799-899; 115-170-653-019-035; 116-846-636-186-249; 121-987-636-241-578; 124-307-186-010-269; 136-476-191-865-010; 143-560-764-970-877; 144-076-330-448-936; 144-083-685-355-937; 150-756-983-846-92X; 158-324-851-693-732; 161-500-657-385-988; 166-204-621-970-742; 181-727-376-284-189,59,true,,green
049-107-961-389-800,Cyberstalking: investigating formal intervention and the role of Corporate Social Responsibility,,2017,journal article,Telematics and Informatics,07365853,Elsevier BV,Netherlands,Haider Al-Khateeb; Gregory Epiphaniou; Zhraa A. Alhaboby; Jim Barnes; Emma Short,"Abstract Context Online harassment and stalking have been identified with growing accordance as anti-social behaviours, potentially with extreme consequences including indirect or direct physical injury, emotional distress and/or financial loss. Objective As part of our ongoing work to research and establish better understanding of cyberstalking, this study aims to investigate the role of Police, Mobile Operators, Internet Service Providers (ISPs) and owners/administrators of online platforms (e.g. websites, chatrooms) in terms of intervention in response to offences. We ask to what different authorities do people report incidents of cyberstalking? Do these authorities provide satisfactory responses or interventions? And how can this be improved? Furthermore, we discuss the role of Corporate Social Responsibility (CSR) to encourage the implementation of cyberstalking-aware schemes by service providers to support victims. In addition, CSR can be used as a means to measure the effects of externality factor in dictating the relationship between the impact of a given individuals’ privacy loss and strategic decisions on investment to security controls in an organisational context. Method A mixed method design has been used in this study. Data collection took place by means of an online survey made available for three years to record both qualitative and quantitative data. Overall, 305 participants responded from which 274 identified themselves as victims of online harassment. Result Our results suggest that most offences were communicated through private channels such as emails and/or mobile texts/calls. A significant number of victims did not report this to their service provider because they did not know they could. While Police were recognised as the first-point-of-contact in such cases, 41.6% of our sample did not contact the Police due to reasons such as fear of escalation, guilt/sympathy and self-blaming. Experiences from those who have reported offences to service providers demonstrate that no or very little support was offered. Overall, the majority of participants shared the view that third-party intervention is required on their behalf in order to mitigate risks associated with cyberstalking. An independent specialist anti-stalking organisation was a popular choice to act on their behalf followed by the Police and network providers. Conclusion Incidents are taking place on channels owned and controlled by large, cross-border international companies providing mobile services, webmail and social networking. The lack of support offered to victims in many cases of cyberstalking can be identified as Corporate Social Irresponsibility (CSI). We anticipate that awareness should be raised as regarding service providers’ liability and social responsibility towards adopting better strategies.",34,4,339,349,Service provider; Corporate social responsibility; Business; Social responsibility; Psychological intervention; Liability; Cyberstalking; Stalking; Context (language use); Public relations,,,,,https://wlv.openrepository.com/handle/2436/621137 http://www.sciencedirect.com/science/article/pii/S073658531630140X https://www.sciencedirect.com/science/article/abs/pii/S073658531630140X https://uobrep.openrepository.com/bitstream/10547/621944/2/H%20M%20al-Khateeb%20Cyberstalking%20-%20Investigating%20Formal%20Intervention%20and%20the%20Role%20of%20Corporate%20Social%20Responsibility.pdf https://core.ac.uk/display/151185583 https://wlv.openrepository.com/bitstream/2436/621137/1/Cyberstalking%20-%20Investigating%20Formal%20Intervention%20and%20the%20Role%20of%20Corporate%20Social%20Responsibility.pdf https://dblp.uni-trier.de/db/journals/tele/tele34.html#Al-KhateebEABS17 https://uobrep.openrepository.com/handle/10547/621944 https://core.ac.uk/download/77038085.pdf,http://dx.doi.org/10.1016/j.tele.2016.08.016,,10.1016/j.tele.2016.08.016,2512987138,,0,000-073-100-388-901; 000-691-540-311-156; 002-617-315-700-70X; 003-285-122-270-297; 004-492-159-890-113; 006-277-376-859-13X; 014-109-447-414-187; 016-915-448-580-24X; 019-682-171-989-089; 019-831-293-743-518; 023-065-190-780-396; 026-329-611-533-875; 027-016-798-439-879; 031-463-949-311-821; 033-582-767-347-81X; 033-936-354-822-999; 035-556-471-787-086; 041-702-856-336-534; 043-422-936-896-263; 044-507-852-591-912; 050-638-843-939-486; 050-719-724-797-555; 053-980-678-985-317; 055-127-219-449-931; 061-528-611-510-834; 062-709-489-231-792; 079-087-773-026-466; 086-718-283-906-745; 106-629-943-448-006; 109-830-359-964-996; 116-773-432-059-155; 118-225-123-337-495; 121-275-050-804-307; 130-603-700-876-211; 136-411-511-934-760; 153-736-667-980-060; 182-170-415-856-399; 182-362-748-984-627,22,true,cc-by-nc-nd,green
049-345-159-712-985,The challenges of sustainability in business: how governments may ensure sustainability for offshore firms,2015-09-11,2015,journal article,Technological and Economic Development of Economy,20294913; 20294921,Vilnius Gediminas Technical University,,Abul Quasem Al-Amin; Walter Leal Filho; M. A. Kabir,"This study illustrates some of the challenges of sustainability for businesses and the probable causes of these challenges in relation to Malaysian offshore firms. This study highlights the possible links between business sustainability in the existing types of offshore outsourcing business environments and their failure to transform themselves to adopt best practices. The results of the statistical techniques used to quantify long-term business sustainability indicate that the age of firms has a weak relationship with sustainability and environmental practices (–0.075) and offshore outsourcing issues (0.074). Our study simulations suggest that government support amounting to 5% of export earnings would ensure offshore investment sustainability in the long term, compared to existing situations. The findings also highlight that this percentage could gradually be increased by 10%, 15% or even 20%, subject to different levels of offshore operations, outsourcing prospects, export earnings, performance and economic development.; First published online 2 November 2015",24,1,108,140,Finance; Product-service system; Corporate social responsibility; Business; Sustainable business; Sustainability organizations; Offshore outsourcing; Earnings; Outsourcing; Sustainability,,,,,https://doaj.org/article/c609113016c94b1cb2863cb0c0594a2a http://eprints.utm.my/id/eprint/79953/ https://core.ac.uk/download/199243630.pdf,http://dx.doi.org/10.3846/20294913.2015.1075442,,10.3846/20294913.2015.1075442,2321675599,,0,003-156-680-358-292; 004-233-510-966-298; 005-219-373-472-720; 005-774-669-443-956; 007-203-172-710-768; 007-862-661-912-394; 010-984-812-336-982; 011-014-841-990-528; 014-654-677-358-815; 015-052-018-996-977; 015-547-952-551-357; 017-126-130-578-937; 017-722-013-337-190; 017-993-173-427-042; 020-180-736-094-502; 020-633-511-474-298; 021-018-127-621-638; 021-709-191-607-091; 022-351-401-068-827; 023-130-280-001-77X; 024-324-883-524-686; 024-433-682-636-393; 024-894-462-261-800; 026-026-019-734-59X; 027-827-119-143-849; 027-975-200-378-607; 028-298-115-858-367; 031-300-705-204-038; 031-387-766-813-237; 035-556-471-787-086; 037-569-209-492-587; 039-646-793-736-729; 040-479-872-163-252; 041-898-461-437-899; 042-734-357-635-014; 042-766-823-730-032; 046-169-722-099-202; 054-321-889-491-808; 058-472-491-127-815; 059-634-128-488-574; 063-365-137-001-053; 065-170-384-187-724; 065-327-083-453-198; 065-773-582-190-273; 067-692-765-310-563; 067-787-359-707-321; 068-254-643-883-132; 068-282-512-782-815; 072-907-146-920-609; 073-966-456-255-807; 075-412-948-170-63X; 078-742-185-510-026; 081-346-373-352-946; 085-487-820-313-653; 088-132-250-366-556; 089-726-267-092-162; 090-592-555-205-111; 091-390-073-559-276; 093-727-542-184-539; 097-789-202-520-056; 098-248-687-295-102; 098-340-723-617-124; 098-694-020-112-427; 099-085-870-469-302; 101-270-883-748-559; 102-972-237-595-036; 103-872-068-653-175; 106-090-368-226-725; 106-377-304-980-209; 106-948-671-234-423; 114-188-623-464-911; 114-262-067-445-850; 115-086-600-467-983; 115-373-591-444-545; 115-482-499-323-938; 122-769-162-595-171; 125-801-863-885-792; 133-610-457-080-401; 136-124-392-467-386; 137-102-747-498-392; 138-793-294-159-495; 142-235-365-778-698; 144-837-400-868-578; 150-055-830-265-866; 150-371-941-609-902; 151-626-895-202-885; 159-048-796-819-432; 160-082-914-808-14X; 162-064-910-494-204; 169-623-924-722-311; 170-895-290-625-361; 175-743-502-960-743; 182-199-495-327-639; 182-816-443-933-54X; 193-107-258-263-342; 195-577-788-258-064,1,true,cc-by,gold
049-380-489-208-013,World Review,2010-03-01,2010,journal article,Journal of Corporate Citizenship,14705001; 20514700,GSE Research Limited,,Jem Bendell; Ian Doyle; Nicky Black,A synopsis of the key strategic developments in corporate responsibility around the globe over the previous quarter: The Copenhagen climate change debacle; The pulse of CSR in Asia; Sustaining innovation,2010,37,7,23,Business,,,,,https://core.ac.uk/download/76980137.pdf,http://dx.doi.org/10.9774/gleaf.4700.2010.sp.00003,,10.9774/gleaf.4700.2010.sp.00003,,,0,,1,true,,green
049-417-654-748-942,Do-no-harm versus do-good social responsibility: Attributional thinking and the liability of foreignness,2015-05-15,2015,journal article,Strategic Management Journal,01432095; 10970266,Wiley,United States,Donal Crilly; Na Ni; Yuwei Jiang,"Research summary: The efforts of multinational corporations to be socially responsible do not always engender positive evaluations from overseas stakeholders. Drawing on attribution theory, we argue that two heuristics guide stakeholders in evaluating firms' social performance: foreignness and the valence of firms' social responsibility. We provide evidence from a field study of secondary stakeholders and an experimental study involving 129 non-governmental organizations. Consistent with attribution theory, the liability of foreignness is minimized when firms engage in “do-good” social responsibility (focused on proactive engagement creating positive externalities) but is substantial when firms engage in “do-no-harm” social responsibility (focused on attenuating negative externalities). In online supporting information, Appendix S1, we demonstrate that these evaluations have consequences for whether stakeholders subsequently cooperate, or sow conflict, with firms.; ; Managerial summary: There is no guarantee that efforts to be socially responsible will improve multinational corporations' relations with overseas stakeholders, such as customers, governments, and activists. In a field study and an experiment, we unpack when foreign firms suffer from harsh stakeholder evaluations. Foreign firms especially suffer from harsh evaluations when they conduct “do-no-harm” CSR rather than “do-good” CSR. Stakeholders attribute the motive for foreign firms' do-no-harm CSR to managerial interests and shareholder pressures, perceiving a wedge between managers and owners (who may be unmotivated to reduce the negative impacts of their business activities) and local stakeholders (who bear the social costs). A practical implication is that foreign firms gain more from highlighting do-good rather than do-(no)-harm CSR initiatives. Copyright © 2015 John Wiley & Sons, Ltd.",37,7,1316,1329,Shareholder; Corporate social responsibility; Attribution; Social responsibility; Multinational corporation; Externality; Economics; Marketing; Stakeholder; Liability; Public relations,,,,London Business School Research and Materials Development Funding; Hong Kong Research Grants Council (PolyU); Hong Kong Research Grants Council (PolyU),http://onlinelibrary.wiley.com/doi/10.1002/smj.2388/full https://dialnet.unirioja.es/servlet/articulo?codigo=5507268 https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.2388 https://ideas.repec.org/a/bla/stratm/v37y2016i7p1316-1329.html,http://dx.doi.org/10.1002/smj.2388,,10.1002/smj.2388,2043991340,,0,001-056-850-934-125; 001-694-618-763-399; 002-929-446-634-493; 002-951-943-849-904; 003-589-748-269-354; 011-364-981-161-852; 013-719-676-084-62X; 014-343-045-734-116; 015-103-153-345-39X; 017-734-395-058-67X; 018-476-389-920-611; 019-806-548-132-918; 023-007-933-500-266; 023-670-300-730-898; 024-208-010-945-520; 024-815-787-987-361; 025-033-336-373-256; 026-995-242-424-810; 027-090-865-019-379; 029-009-877-572-720; 029-829-411-987-127; 031-056-855-501-837; 035-038-779-700-282; 038-578-341-205-232; 043-011-088-825-852; 046-768-730-234-253; 047-084-373-523-100; 047-959-249-158-205; 049-957-563-047-208; 050-199-112-545-182; 050-646-006-925-378; 050-720-734-862-726; 053-904-136-980-306; 056-126-178-605-45X; 058-805-143-582-283; 062-300-894-288-182; 062-742-417-861-618; 062-777-472-155-775; 062-989-190-696-658; 063-109-306-354-659; 064-017-034-126-916; 064-786-623-022-10X; 065-521-345-163-596; 067-967-254-928-695; 069-211-715-474-343; 069-314-652-329-385; 080-963-936-219-741; 082-710-299-136-368; 082-815-961-326-23X; 083-521-912-038-04X; 090-277-609-093-443; 093-591-490-218-185; 094-261-583-445-533; 099-333-670-376-232; 101-309-402-693-725; 102-295-395-315-620; 103-286-912-075-787; 107-003-432-551-003; 108-091-520-402-058; 109-881-515-874-360; 112-505-412-703-875; 114-947-388-734-33X; 118-502-157-753-318; 122-935-547-237-923; 123-704-999-281-376; 131-872-535-897-589; 149-711-693-971-306,92,false,,
049-770-458-813-361,Comparative analysis of Chinese and Japanese corporate communication on facebook and twitter,2018-12-22,2018,journal article,Chinese Journal of Communication,17544750; 17544769,Informa UK Limited,United Kingdom,Sheng Yuan,"Social networking sites (SNS) have become an important vehicle for corporate communication. However, there has been little research on how East Asian firms use international SNSs to communicate with global stakeholders. This study compares the communication strategies of Chinese and Japanese companies on Facebook and Twitter and analyzes the public responses and complaints on these corporate SNSs. The results revealed that in addition to the traditional strategies of corporate ability (CA) and corporate social responsibility (CSR), Chinese and Japanese firms adopted the human interest (HI) strategy. The results showed that the Chinese companies in the study sample had a stronger preference for the CSR and interactive strategies, and they responded faster to online complaints compared with the Japanese firms, which were more likely to adopt the strategy of transferring in handling complaints. Moreover, “inviting participation into events” and “seeking specific feedback” were two types of interactive messag...",12,2,224,243,Advertising; Corporate social responsibility; Business; Content analysis; Corporate communication; Complaint; Preference; Sample (statistics); East Asia,,,,Ministry of Education of the People’s Republic of China,https://tandfonline.com/doi/ref/10.1080/17544750.2018.1528292 https://nca.tandfonline.com/doi/full/10.1080/17544750.2018.1528292 https://www.tandfonline.com/doi/full/10.1080/17544750.2018.1528292,http://dx.doi.org/10.1080/17544750.2018.1528292,,10.1080/17544750.2018.1528292,2905633390,,0,005-351-894-481-516; 009-272-500-451-657; 009-996-022-160-006; 010-621-169-553-992; 018-944-425-586-011; 020-034-200-395-213; 020-364-087-581-058; 022-931-717-483-526; 023-292-055-426-87X; 026-511-399-463-451; 028-820-224-344-284; 032-258-733-213-919; 032-923-818-280-579; 038-984-236-962-569; 041-722-956-542-528; 042-651-126-503-627; 043-168-313-977-859; 043-279-501-820-711; 049-385-570-585-142; 056-693-153-882-558; 059-963-608-933-099; 061-894-173-781-22X; 064-134-471-898-095; 067-344-375-597-334; 074-435-124-002-081; 077-392-449-587-577; 079-421-067-824-672; 081-470-938-875-946; 082-269-958-829-842; 083-176-279-949-280; 091-114-533-539-540; 091-268-780-509-324; 100-078-529-294-201; 107-662-499-932-248; 119-551-746-950-835; 123-471-486-058-051; 134-875-545-789-920; 143-554-294-017-529; 153-905-338-195-20X; 154-910-711-947-83X; 159-744-291-198-537; 163-497-845-770-486; 185-050-475-065-604,3,false,,
049-781-939-036-94X,"Corporate social responsibility, customer satisfaction, corporate reputation, and firms’ market value: Evidence from the automobile industry",,2017,journal article,Spanish Journal of Marketing - ESIC,24449695,Emerald,,Jesús García-Madariaga; F. Rodríguez-Rivera,"Abstract How does corporate social responsibility (CSR) impact on firms’ market value? Academy had found it difficult to give a suitable answer to this question, considered as the “Holy Grail” of CSR. In contrast to previous research that stressed subjective measures to rate CSR performance, was multi-sector focused and encompassed short periods, we propose a different insight. Using an objective CSR performance rating (Ethical Portfolio Management [EPM] owned by EIRIS), taking a single industry—the automobile industry—, and spanning 8 years, in this paper, we try to make a difference. Our results suggest that certain CSR issues—those related to corporate core business and critical stakeholders—may lead to companies’ better financial performance.",21,1,39,53,Corporate social responsibility; Business; Marketing; Customer satisfaction; Market value; Core business; Performance rating; Holy Grail; Automotive industry; Project portfolio management,,,,,https://www.sciencedirect.com/science/article/pii/S2444969517300616 https://www.elsevier.es/en-revista-spanish-journal-marketing-esic-377-articulo-corporate-social-responsibility-customer-satisfaction-S2444969517300616 https://eprints.ucm.es/57373/ https://dialnet.unirioja.es/servlet/articulo?codigo=6191023 https://core.ac.uk/download/231744792.pdf,http://dx.doi.org/10.1016/j.sjme.2017.05.003,,10.1016/j.sjme.2017.05.003,2729321826,,0,004-060-286-290-98X; 006-080-230-736-840; 006-166-016-103-863; 007-622-898-589-828; 008-047-954-498-268; 008-621-723-123-593; 008-803-892-988-704; 012-890-994-887-077; 013-796-317-992-537; 014-991-446-112-33X; 017-112-355-622-882; 020-828-843-756-021; 021-977-939-688-364; 023-306-831-801-201; 024-388-806-468-644; 026-038-585-561-361; 026-732-895-216-408; 028-233-354-780-897; 031-537-161-323-99X; 031-790-757-078-20X; 031-846-044-582-764; 034-876-878-504-355; 034-884-431-260-18X; 035-485-649-808-871; 036-596-987-405-23X; 036-651-487-785-036; 038-332-342-119-117; 040-152-489-762-581; 043-605-651-281-566; 044-292-715-122-487; 048-519-241-989-829; 048-849-474-245-46X; 051-560-434-809-890; 052-229-081-472-79X; 053-195-536-333-811; 055-127-219-449-931; 059-562-696-930-367; 060-540-610-894-595; 061-032-025-769-668; 061-829-988-617-171; 064-116-058-215-538; 064-786-623-022-10X; 064-891-473-617-89X; 065-787-618-678-885; 065-793-895-967-387; 074-065-162-137-563; 074-176-668-531-703; 074-972-153-569-451; 077-237-707-688-013; 080-544-660-122-79X; 080-602-330-598-683; 080-729-110-319-193; 083-532-334-168-814; 088-967-020-790-277; 089-377-854-280-894; 089-419-657-334-358; 090-613-840-964-897; 091-689-468-912-106; 104-823-195-860-471; 106-369-495-550-964; 107-683-039-478-921; 108-843-634-978-53X; 112-565-796-968-753; 114-050-924-662-506; 115-373-591-444-545; 118-013-216-581-193; 118-973-659-729-87X; 122-025-756-931-871; 122-208-979-201-78X; 124-685-425-901-009; 124-890-253-043-927; 125-593-097-445-435; 126-759-950-860-681; 128-816-609-091-373; 131-180-572-109-097; 133-010-831-701-951; 138-909-757-185-115; 139-101-567-335-455; 151-057-191-598-378; 152-445-790-083-860; 155-879-175-881-390; 162-290-133-902-677; 197-828-692-014-600; 199-995-939-755-074,32,true,cc-by,gold
049-905-192-655-612,New insights on consequences of corporate associations - an investigation of mediators and moderator in Indian context,,2017,journal article,International Journal of Business Excellence,17560047; 17560055,Inderscience Publishers,United Kingdom,B. Saju; Kalyani Rangarajan; K. Harikrishnan; S. Joseph Jeya Anand,"This research investigates the joint mediating role of affective identification and feelings of personal satisfaction on the formation of consumer loyalty as a response to favourable perceptions of corporate social responsibility and corporate expertise for the first time in Indian context. Using an online survey of Indian consumers, the study also investigates the moderating role of gender on affective identification and personal satisfaction as influenced by perceived CSR. Consistent with previous research in corporate associations theory, findings validate the impact of affective identification while extending prior works by incorporating feelings of personal satisfaction as a joint mediator on loyalty intention. The study reveals new insights as it finds women have stronger affective identification with the company compared to men whereas feelings of personal satisfaction is not moderated by gender. Implication relate to corporate branding and positioning based on strategic CSR.",12,1,102,126,Feeling; Corporate branding; Corporate social responsibility; Psychology; Perception; Loyalty; Context (language use); Public relations; Structural equation modeling; Social psychology; Moderation,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/IJBEX.2017.083341 https://econpapers.repec.org/RePEc:ids:ijbexc:v:12:y:2017:i:1:p:102-126 https://ideas.repec.org/a/ids/ijbexc/v12y2017i1p102-126.html https://research.vit.ac.in/publication/new-insights-on-consequences-of-corporate,http://dx.doi.org/10.1504/ijbex.2017.083341,,10.1504/ijbex.2017.083341,2602727239,,0,,1,false,,
049-950-714-022-031,"Marketing Strategy, Social Responsibility, and Value Chain in the Agri-food System",,2020,journal article,HortScience,00185345; 23279834,American Society for Horticultural Science,United States,Filippo Sgroi; Enrica Donia; Mário Franco; Angelo Mineo,"<jats:p>The agri-food sector has changed significantly over the years, moving from a simple production system to a more and more industrialized one. For agents/operators involved in this sector, ensuring product quality and environmental externalities has become the key point to gaining a competitive advantage. In this context, corporate social responsibility (CSR) fits perfectly. This study analyzes the influence of CSR practices on the economic performance of a random sample of 130 agri-food companies in Italy. The results of an analysis of multiple linear regression models show that the economic performance (measured through value added and income) of agri-food enterprises seems to be influenced statistically by workplace CSR practices. Analysis of another model, during which we studied the relationship between income and the CSR practices (independent variables), highlights that operating results (economic performance) can be improved by CSR practices regarding the workplace, environment, and local community. Thus, empirical evidence shows that some CSR practices have positive effects on economic performance, with several implications for theory and practice.</jats:p>",55,2,208,215,Business; Social responsibility; Marketing; Chain (algebraic topology); Value (economics); Food systems; Marketing strategy,,,,,https://pure.unipa.it/it/publications/marketing-strategy-social-responsibility-and-value-chain-in-the-a https://journals.ashs.org/hortsci/view/journals/hortsci/55/2/article-p208.xml https://journals.ashs.org/hortsci/view/journals/hortsci/aop/article-10.21273-HORTSCI14692-19/article-10.21273-HORTSCI14692-19.xml https://journals.ashs.org/downloadpdf/journals/hortsci/55/2/article-p208.pdf https://doaj.org/article/8bed840aacb6483781e7aa0408d1b546 https://core.ac.uk/download/pdf/323506865.pdf,http://dx.doi.org/10.21273/hortsci14692-19,,10.21273/hortsci14692-19,3000037498,,0,,1,true,cc-by-nc-nd,gold
050-069-139-090-055,Accounting Narratives and Impression Management on Social Media,,2017,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Jessica Yang; Siwen Liu,"Social media has become a prevailing venue for organisational self-presentation because it provides firms with more control over the image they intend to establish and maintain through the communication and content they deliver online. In this paper, we examine the defensive and assertive impression management strategies and the impact of firm performance on accounting narratives by investigating the earnings disclosure of FTSE 100 companies on Twitter. Our findings show that firms minimise the disclosure of negative information but employ various patterns and dissemination techniques to emphasise positive information. Specifically, improving performers are more willing to post and disseminate earnings tweets to attain a higher degree of stakeholder engagement than declining performers. Based on these findings, we conclude that firms present themselves on social media opportunistically to construct a positive public image.",,,,,Dissemination; Accounting; Business; Construct (philosophy); Narrative; Control (management); Stakeholder engagement; Earnings; Public relations; Impression management; Social media,,,,,https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2736511_code2485573.pdf?abstractid=2698685&mirid=1 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2705801_code2485573.pdf?abstractid=2698685&mirid=5 https://core.ac.uk/display/80699568 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2698685 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2876020_code2485573.pdf?abstractid=2698685&mirid=1 https://core.ac.uk/download/80699568.pdf,http://dx.doi.org/10.2139/ssrn.2698685,,10.2139/ssrn.2698685,2461050435,,0,014-574-758-873-296; 019-028-581-409-124; 025-048-001-922-075; 034-905-623-141-716; 036-242-295-958-062; 036-674-946-240-812; 041-671-350-444-125; 041-761-878-980-531; 044-452-713-943-214; 048-081-064-573-238; 050-310-590-710-181; 055-231-838-153-355; 059-998-477-211-642; 064-086-297-675-270; 065-334-064-536-129; 065-777-830-392-842; 066-725-071-735-067; 068-223-029-474-812; 073-092-496-173-529; 073-779-559-744-247; 082-958-682-429-250; 086-220-498-602-943; 088-486-197-766-478; 090-192-399-946-504; 092-247-213-128-836; 097-697-777-231-337; 111-908-439-795-028; 117-652-900-338-434; 119-060-074-572-459; 123-535-101-611-371; 124-197-736-503-080; 139-374-617-704-938; 146-302-526-123-08X; 157-880-479-076-973; 158-227-195-096-563; 169-017-030-383-293; 169-814-141-353-187; 190-747-539-056-100; 191-616-063-429-210,1,true,,green
050-076-516-938-580,Corporate governance effects on social responsibility disclosures,,2017,journal article,"Australasian Accounting, Business and Finance Journal",18342000; 18342019,University of Wollongong Library,Australia,António Carlos Gomes Dias; Lúcia Lima Rodrigues; Russell Craig,,11,2,2,,Accounting; Corporate social responsibility; Business; Social responsibility; Corporate communication; Stakeholder theory; Corporate security; Stakeholder; Corporate governance,,,,,https://doaj.org/article/8584c06997a44f13928186e41374bc9c https://paperity.org/p/81623896/corporate-governance-effects-on-social-responsibility-disclosures https://vuir.vu.edu.au/37393/ https://researchportal.port.ac.uk/portal/en/publications/corporate-governance-effects-on-social-responsibility-disclosures(569c4050-517b-4d2f-8006-12763071c6a5)/export.html https://repositorium.sdum.uminho.pt/handle/1822/55130 https://repositorium.sdum.uminho.pt/bitstream/1822/55130/3/DiasRodCraig_AABFFinal.pdf.pdf https://ro.uow.edu.au/cgi/viewcontent.cgi?article=1786&context=aabfj https://puredev.port.ac.uk/en/publications/corporate-governance-effects-on-social-responsibility-disclosures https://ro.uow.edu.au/aabfj/vol11/iss2/2/ https://core.ac.uk/display/88544599 https://core.ac.uk/download/83937060.pdf,http://dx.doi.org/10.14453/aabfj.v11i2.2,,10.14453/aabfj.v11i2.2,2611879391,,0,004-666-570-193-411; 005-659-837-866-058; 009-102-453-185-453; 014-373-587-051-990; 018-140-991-064-96X; 019-490-357-178-763; 036-255-522-307-415; 039-467-933-939-795; 071-709-824-160-351; 072-241-716-502-065; 091-090-785-706-348; 104-840-155-336-24X; 106-377-304-980-209; 108-717-322-967-949; 111-717-505-568-914; 114-796-521-608-83X; 180-373-229-924-527; 182-170-415-856-399; 194-045-582-704-133; 194-118-256-080-614,31,true,cc-by-nd,gold
050-096-591-453-629,Social media: the Wild West of CSR communications,2015-06-01,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Ralph Tench; Brian Jones,"Purpose – This paper aims to posit the central argument that traditional media of old presented a clear, ordered world of communication management for organisations to extol their corporate social responsibility (CSR) credentials. In contrast to this, new Web 2.0 social media is increasingly being used by activists and hactivists to challenge corporate communication CSR messages and does so by highlighting instances and examples of corporate social irresponsibility (CSI) (Jones et al., 2009; Tench et al., 2012). Design/methodology/approach – The paper reports on research data from the European Communication Monitor, 2010, 2011 and 2012 (www.communicationmonitor.eu/) and draws on work already published in this area (Tench et al., 2009; Verhoeven et al., 2012; Zerfass et al., 2010, 2011) to illustrate the unruly, unregulated Web 2.0 social media communication landscape in Europe. A range of literature is drawn on to provide the theoretical context for an exploration of issues that surround social media. Fin...",11,2,290,305,Corporate social responsibility; Sociology; Communications management; Corporate communication; Context (language use); Corporate social irresponsibility; Research data; Argument; Public relations; Social media,,,,,https://eprints.leedsbeckett.ac.uk/1223/ http://emeraldinsight.com/doi/full/10.1108/SRJ-12-2012-0157 https://ideas.repec.org/a/eme/srjpps/v11y2015i2p290-305.html https://www.growkudos.com/publications/10.1108%252Fsrj-12-2012-0157 https://EconPapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:2:p:290-305 https://www.emerald.com/insight/content/doi/10.1108/SRJ-12-2012-0157/full/html https://core.ac.uk/download/29019312.pdf,http://dx.doi.org/10.1108/srj-12-2012-0157,,10.1108/srj-12-2012-0157,1517152471,,0,000-768-380-639-074; 005-142-830-695-354; 005-733-714-921-523; 008-418-451-551-725; 009-302-414-267-022; 009-550-919-418-052; 011-854-399-312-637; 023-232-159-015-392; 040-344-640-544-410; 040-648-259-635-797; 043-085-507-170-806; 043-558-079-994-987; 046-157-317-499-861; 046-841-674-135-16X; 049-284-392-574-383; 049-939-223-894-751; 050-719-724-797-555; 052-994-056-465-22X; 055-127-219-449-931; 062-110-807-031-390; 063-296-294-433-996; 066-783-269-737-020; 072-338-190-141-824; 073-193-262-436-149; 073-237-585-901-326; 075-129-083-536-095; 076-273-485-445-316; 080-450-364-466-689; 082-994-677-184-285; 084-449-523-044-836; 088-088-624-520-891; 089-568-122-490-062; 091-558-157-946-27X; 092-247-213-128-836; 093-553-865-389-216; 096-632-113-198-366; 098-171-419-083-047; 099-895-428-981-981; 107-274-748-521-438; 109-999-098-065-063; 111-634-204-893-154; 120-875-539-082-998; 126-853-500-745-273; 129-506-796-807-623; 134-673-388-036-996; 135-566-755-014-194; 137-768-102-323-131; 158-075-931-248-263; 158-277-704-545-597; 159-709-715-382-562; 163-529-639-649-240; 182-867-587-691-99X,37,true,,green
050-370-482-914-747,CSR marketing outcomes and branch managers’ perceptions of CSR,2019-07-22,2019,journal article,International Journal of Bank Marketing,02652323,Emerald,United Kingdom,Miguel Ángel Moliner; Diego Monferrer Tirado; Marta Estrada-Guillén,"The purpose of this paper is to analyze the role of bank branch managers’ perceptions of corporate social responsibility (CSR) in CSR marketing outcomes.,The paper proposes a causal model establishing that managers’ perceptions of CSR influence the perception of CSR held by the branch’s customers, which in turn directly affects customer satisfaction, customer trust, customer engagement and customer loyalty. The unit of analysis in this quantitative study is the bank branch. Two questionnaires were administered: one to branch managers and another to five customers in each branch.,Branch managers’ perceptions of CSR have a marked influence on customers’ perceptions of CSR, which again have a notable impact on the relationship variables studied: customer satisfaction, customer trust, customer engagement and customer loyalty.,The sample was taken from two banks in the same country (Spain) and only five customers were interviewed in each branch. The type of customers analyzed should be taken into account since a growing number of customers now carry out all of their banking online and are less likely to visit their branch.,The results highlight the importance of adopting socially responsible actions not only in the bank as a whole, but also in individual branches. It would, therefore, seem crucial for high level bank executives not only to involve branch managers in the bank’s CSR strategy, but also to empower them to undertake CSR actions that involve the customers and local community with which they interact.,First, the paper reveals the differences within the same organization in the way its CSR strategy is implemented. Second, intermediary figures or supervisors are shown to have a key role in ensuring the organization’s CSR strategy is effective. Third, the study emphasizes the importance of customers’ perception of CSR in achieving the main outcomes of relationship marketing (satisfaction, trust, engagement and loyalty). Fourth, the methodology applied in the study is innovative in its construction of dyads in which the branch is the unit of analysis, enabling a comparison between the manager’s perceptions of CSR with that of five customers from the same branch. Fifth, the findings add to the knowledge of a particularly relevant sector in the recent economic crisis, namely, the retail banking industry.",38,1,63,85,Corporate social responsibility; Business; Loyalty business model; Social responsibility; Retail banking; Marketing; Customer satisfaction; Customer engagement; Loyalty; Relationship marketing,,,,,https://www.emerald.com/insight/content/doi/10.1108/IJBM-11-2018-0307/full/html http://repositori.uji.es/xmlui/bitstream/10234/184205/1/INTERNATIONAL%20JOURNAL%20OF%20BANK%20MARKETING2.pdf http://repositori.uji.es/xmlui/handle/10234/184205 https://core.ac.uk/download/232116522.pdf,http://dx.doi.org/10.1108/ijbm-11-2018-0307,,10.1108/ijbm-11-2018-0307,2966011071,,0,002-244-408-905-991; 002-929-446-634-493; 003-231-426-360-810; 004-476-857-573-174; 005-202-209-962-954; 005-558-212-309-734; 007-361-481-040-634; 009-024-987-910-508; 009-449-148-402-805; 009-581-717-251-460; 009-681-507-320-745; 010-273-283-483-918; 010-478-332-294-128; 010-571-926-972-21X; 010-854-534-444-434; 011-057-105-680-492; 011-443-839-184-434; 011-549-606-789-964; 012-174-374-355-638; 012-963-443-886-101; 014-007-825-552-732; 014-675-727-384-257; 016-557-348-617-52X; 017-338-726-065-088; 017-973-147-985-368; 020-309-447-528-081; 022-470-334-531-237; 022-590-694-696-197; 024-739-628-513-810; 025-494-767-254-453; 025-885-727-820-308; 027-974-052-497-705; 028-267-364-245-818; 030-351-867-629-34X; 032-587-781-576-199; 033-016-234-097-567; 033-171-354-077-456; 033-918-001-281-34X; 037-015-547-960-748; 037-986-591-510-957; 038-332-342-119-117; 038-528-487-929-473; 040-304-922-709-117; 040-422-895-285-124; 041-883-317-402-665; 042-685-771-188-741; 043-486-855-938-524; 043-682-295-217-574; 045-695-103-600-153; 045-728-676-532-934; 048-258-354-196-742; 049-779-757-746-294; 052-384-935-190-797; 052-995-803-653-596; 053-755-997-300-396; 055-147-705-053-527; 056-180-425-832-375; 056-255-791-835-182; 057-154-346-600-565; 060-130-439-008-845; 060-571-945-430-102; 061-032-025-769-668; 061-520-308-064-265; 063-582-002-576-213; 065-352-525-674-612; 066-618-750-170-797; 069-533-155-665-652; 071-461-139-930-366; 071-800-285-725-858; 072-779-164-090-553; 072-813-199-606-608; 074-038-530-010-037; 074-065-162-137-563; 074-176-668-531-703; 075-312-744-049-522; 077-146-417-849-137; 077-930-616-453-628; 078-423-740-514-555; 079-636-189-082-257; 081-830-697-384-818; 083-249-305-167-472; 085-548-617-239-503; 087-518-511-648-38X; 088-223-111-842-181; 090-403-571-409-653; 094-679-689-603-382; 095-551-499-398-430; 096-868-867-224-947; 097-580-610-313-315; 101-441-009-512-48X; 102-653-422-629-519; 106-619-997-653-532; 107-869-572-964-552; 108-387-373-586-872; 113-457-825-910-285; 116-761-820-581-254; 121-903-819-589-031; 122-751-467-381-785; 122-828-709-670-057; 124-564-768-384-735; 124-689-209-095-485; 127-143-983-523-295; 127-356-618-215-912; 128-754-723-774-046; 128-860-047-103-157; 129-042-995-437-204; 129-074-851-465-51X; 130-074-915-744-08X; 131-294-950-045-808; 133-546-417-719-596; 138-959-981-189-28X; 139-101-567-335-455; 142-630-067-840-510; 142-909-521-710-66X; 146-693-141-475-093; 147-777-072-867-660; 153-905-245-264-106; 154-202-833-671-344; 158-798-678-208-274; 163-713-265-390-667; 170-978-164-888-578; 171-076-077-674-495; 171-147-234-182-212; 174-241-645-383-625; 176-290-410-902-682; 182-011-020-662-946; 192-389-272-784-584; 196-361-605-962-66X,11,true,cc-by,green
050-565-777-122-27X,Corporate Social Responsibility in France A Mix of National Traditions and International Influences,,2007,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Ariane Berthoin Antal; André Sobczak,"This article explores the dynamics of the discourse and practice of corporate social responsibility (CSR) in France to illustrate the interplay between endogenous and exogenous factors in the development of CSR in a country. It shows how the cultural, socioeconomic, and legal traditions influence the way ideas are raised, the kinds of questions considered relevant, and the sorts of solutions conceived as desirable and possible. Furthermore, the article traces how expectations and practices evolve as a result of various social and economic factors within a country and, increasingly, as a result of global influences such as the international academic discourse, the international practices of multinational companies, nongovernmental organizations and trade unions, and initiatives of supranational organizations. The article closes with reflections about what can be learned from the French experience with CSR and how to stimulate such cross-border learning.",46,1,9,32,Political economy; Corporate social responsibility; Sociology; Socioeconomic status; Social responsibility; Multinational corporation; Impact factor; Social innovation; Social reporting; Trade union; Public relations,,,,,http://journals.sagepub.com/doi/10.1177/0007650306293391 http://journals.sagepub.com/doi/abs/10.1177/0007650306293391 https://hal.archives-ouvertes.fr/hal-00765278 https://philpapers.org/rec/ANTCSR https://journals.sagepub.com/doi/10.1177/0007650306293391 https://ideas.repec.org/p/hal/journl/hal-00765278.html http://bas.sagepub.com/content/46/1/9.short https://EconPapers.repec.org/RePEc:hal:journl:hal-00765278 https://halshs.archives-ouvertes.fr/hal-00765278/document https://hal.archives-ouvertes.fr/hal-00765278/document,http://dx.doi.org/10.1177/0007650306293391,,10.1177/0007650306293391,2050744833,,0,000-369-744-702-073; 005-601-280-353-439; 009-521-168-092-684; 010-740-419-969-459; 012-128-070-753-277; 017-288-203-549-742; 026-895-802-475-205; 029-016-476-579-732; 029-052-083-023-694; 037-995-661-784-617; 039-135-842-873-259; 040-784-524-985-39X; 041-244-966-474-676; 051-874-175-549-837; 067-417-923-914-914; 068-446-927-483-831; 098-960-618-876-594; 104-878-575-300-394; 113-194-335-338-27X; 129-795-961-754-865; 138-619-052-184-184; 139-641-412-398-758; 152-889-016-409-726; 156-353-543-206-832; 170-645-476-337-374,116,true,,
050-607-872-418-637,Towards mindful case study research in IS: a critical analysis of the past ten years,,2014,journal article,European Journal of Information Systems,0960085x; 14769344,Informa UK Limited,United Kingdom,Marcus Keutel; Bjoern Michalik; Janek Richter,"Case study research (CSR) has gained strong acceptance in information systems (IS) research in the recent decades. This article examines how CSR has been used in IS research practice. Contrasting the currently used CSR approaches to methodological prescriptions can lead to recommendations for researchers applying this research strategy as well as to advances in the methodological literature. Our study design comprises two steps. First, we identified case studies published in six major IS journals from 2001 to 2010. Second, we critically examined CSR practices in the identified studies. We observed a dualism, as CSR currently consists of a positivist and an equally strong interpretive research stream. Case studies with other philosophical underpinnings were rarely found. We describe the CSR practice and contrast it to the methodological prescriptions. Thereby, we clearly point out the shortcomings, aiming to initiate a debate on how our community should further develop its use of CSR to become more mindful. This study is the first broad examination of CSR in IS (focusing on more than just the positivist research stream) and thus contributes to the methodological literature by providing recommendations for improvements.",23,3,256,272,Corporate social responsibility; Soft systems methodology; Sociology; Accounting information system; Information system; Management information systems; Public relations; Business model; Dualism; Strategic information system,,,,,https://dx.doi.org/10.1057/ejis.2013.26 https://www.link.springer.com/article/10.1057/ejis.2013.26?error=cookies_not_supported&code=99ad0c52-569c-46e9-bd25-58c7e2bb9a18 https://www.tandfonline.com/doi/full/10.1057/ejis.2013.26 https://dblp.uni-trier.de/db/journals/ejis/ejis23.html#KeutelMR14 https://doi.org/10.1057/ejis.2013.26 https://kups.ub.uni-koeln.de/9037/ http://dx.doi.org/10.1057/ejis.2013.26 https://link.springer.com/article/10.1057/ejis.2013.26 https://link.springer.com/content/pdf/10.1057%2Fejis.2013.26.pdf https://papers.ssrn.com/sol3/Delivery.cfm/ejis_2013_26.pdf?abstractid=2440659&mirid=2 https://core.ac.uk/download/162030259.pdf,http://dx.doi.org/10.1057/ejis.2013.26,,10.1057/ejis.2013.26,2002733753,,0,002-105-700-435-261; 002-469-218-702-269; 002-844-956-224-58X; 003-506-758-242-001; 003-515-491-437-727; 003-545-619-442-320; 003-570-394-343-333; 005-307-191-530-82X; 005-549-849-589-134; 006-158-155-203-573; 006-408-448-977-061; 007-157-342-877-831; 011-856-845-938-947; 011-912-722-434-574; 013-030-399-091-134; 013-165-739-405-135; 015-248-651-681-633; 015-843-465-518-388; 017-798-726-607-198; 020-884-523-153-420; 021-907-701-313-93X; 022-543-187-692-245; 022-774-738-500-720; 024-428-979-500-204; 024-897-031-975-872; 025-324-380-630-299; 027-610-501-516-151; 027-620-792-876-454; 028-874-980-322-041; 032-216-412-725-440; 032-674-069-683-535; 033-751-736-960-704; 034-177-489-744-395; 034-373-760-094-325; 036-479-684-123-363; 037-214-229-705-604; 038-109-905-911-318; 038-426-404-313-351; 039-072-836-454-175; 042-822-538-565-713; 043-324-335-384-343; 043-362-437-537-061; 043-680-907-737-847; 044-200-360-828-139; 044-256-982-084-333; 044-756-754-800-132; 045-663-034-366-79X; 045-998-805-191-524; 046-009-549-850-652; 047-077-329-783-399; 048-645-419-219-088; 049-245-999-372-153; 050-224-425-242-969; 051-299-357-463-817; 054-260-564-749-86X; 057-918-617-175-095; 065-544-461-271-238; 065-698-593-519-508; 066-422-118-291-072; 068-067-483-141-864; 069-540-054-574-458; 071-073-095-647-571; 074-787-492-799-310; 077-069-953-751-671; 078-644-667-331-240; 079-850-811-162-175; 080-764-966-908-220; 081-145-568-302-85X; 084-007-334-644-543; 084-512-552-321-707; 084-877-397-517-655; 086-235-206-548-642; 090-505-650-030-091; 091-444-619-072-795; 092-394-384-154-772; 095-368-204-309-475; 097-939-761-094-867; 098-109-450-765-030; 100-281-860-425-420; 100-427-017-235-219; 104-251-148-505-011; 114-275-577-021-137; 114-800-160-749-897; 119-416-812-755-746; 120-391-809-882-338; 123-628-833-025-039; 123-882-929-213-847; 131-005-597-897-618; 133-657-575-038-421; 135-117-608-726-972; 136-022-633-817-846; 137-521-936-858-20X; 138-858-653-066-122; 140-268-482-166-840; 144-879-502-473-302; 152-152-371-561-179; 154-518-016-373-09X; 155-729-537-505-189; 159-563-325-912-514; 164-488-016-737-533; 168-552-593-966-239; 171-282-396-042-433; 172-999-637-082-271; 173-191-409-354-962; 178-384-778-047-100; 188-238-143-515-529; 192-214-151-913-867,42,true,,green
050-657-987-157-348,Anthropomorphizing brands: The role of attributed brand traits in interactive CSR communication and consumer online endorsements,2019-10-30,2019,journal article,Journal of Consumer Behaviour,14720817; 14791838,Wiley,United States,Anne-Marie Van Prooijen; Jos Bartels,"Consumers tend to relate to brands in similar ways as they relate to individuals and groups. However, relatively little is known about the attribution of human traits to brands in online contexts. The current research focused on the role of attributed brand traits in interactive corporate social responsibility (CSR) communication and positive electronic word-of-mouth intentions. Results of an online survey (N = 174) revealed that higher levels of perceived interactivity were associated with stronger attributions of morality, sociability, and competence traits to brands. Yet only attributed brand morality was associated with consumers' willingness to endorse the brand and its CSR message on social networking sites. These findings underline the importance of brands' openness to dialogue regarding the promotion of CSR activities. Furthermore, these findings suggest that consumers are most likely to feel that brands can represent their identity when brand morality is considered to be high.",18,6,474,483,Competence (human resources); Advertising; Word of mouth; Corporate social responsibility; Attribution; Psychology; Self-disclosure; Morality; Perception; Openness to experience,,,,,https://onlinelibrary.wiley.com/doi/10.1002/cb.1786 https://research.tilburguniversity.edu/en/publications/anthropomorphizing-brands-the-role-of-attributed-brand-traits-in- https://www.narcis.nl/publication/RecordID/oai%3Arepub.eur.nl%3A121484 https://repub.eur.nl/pub/120672 https://onlinelibrary.wiley.com/doi/pdf/10.1002/cb.1786 https://repub.eur.nl/pub/121484/Repub_121484_O-A.pdf https://core.ac.uk/download/237477238.pdf,http://dx.doi.org/10.1002/cb.1786,,10.1002/cb.1786,2982682033,,0,001-647-241-792-138; 005-638-846-150-569; 005-790-592-628-37X; 006-080-230-736-840; 006-319-214-959-798; 007-332-220-395-821; 007-554-638-891-05X; 010-415-401-754-098; 011-191-859-195-028; 015-486-482-920-085; 017-771-811-166-921; 017-973-147-985-368; 019-782-033-576-639; 020-273-373-746-593; 020-352-380-542-922; 022-845-339-327-292; 024-024-804-192-827; 027-429-064-532-615; 028-326-380-949-062; 028-616-142-121-345; 029-721-315-651-370; 031-292-261-952-977; 032-258-733-213-919; 034-329-257-116-269; 034-808-909-727-881; 036-357-515-036-482; 038-199-658-596-841; 038-898-019-713-020; 038-927-446-763-196; 041-746-234-443-591; 042-909-751-401-904; 044-980-963-462-869; 045-483-018-966-99X; 051-552-239-824-876; 055-247-343-119-143; 057-114-759-295-646; 057-814-207-831-436; 059-879-538-715-536; 061-032-025-769-668; 062-219-974-348-626; 062-691-960-992-217; 062-872-088-001-38X; 063-464-755-924-350; 072-977-695-703-424; 081-450-197-798-016; 081-660-143-273-105; 083-453-592-689-430; 083-969-617-158-247; 085-155-317-334-587; 086-056-818-727-517; 090-312-475-707-753; 094-081-727-400-169; 094-334-610-094-973; 099-360-882-679-618; 099-643-157-274-335; 101-308-206-668-624; 103-807-709-431-361; 105-697-228-923-953; 116-953-447-460-185; 117-194-905-113-749; 121-208-879-829-725; 124-117-413-701-274; 125-097-452-110-347; 130-072-745-034-384; 131-739-752-210-576; 132-204-172-933-984; 132-356-201-636-050; 146-979-339-204-786; 153-604-615-232-701; 155-126-121-090-714; 158-318-851-114-883; 162-290-133-902-677; 162-591-421-174-431; 181-168-515-966-49X; 185-121-286-494-667,11,true,cc-by,hybrid
050-720-100-529-374,THE EUROPEAN UNION AS A MANAGER OF GLOBAL 'BUSINESS AND HUMAN RIGHTS' REGULATION: COUNTRY-BY-COUNTRY REPORTING RULES,2019-01-07,2019,journal article,Journal of Law and Jurisprudence,20521871,UCL Press,,,"The European Union’s 2013 Country-by-Country Reporting (CBCR) rules bring within the public domain information on corporate payments made to governments all over the world for the purpose of exploiting natural resources in the oil, gas, mining and logging sectors. In so doing, the CBCR rules enhance transparency in these sectors and aim to reduce tax avoidance and corruption in resource-rich countries. Arguably, they also contribute to the European Commission’s long-term strategy to secure sustained access to raw materials in the European Economic Area. The CBCR rules represent one of the only three binding regulatory frameworks that have been adopted at the EU level to implement the 2011 UN Guiding Principles on Business and Human Rights. Just as with the two other initiatives that came into existence (the Non-Financial Reporting Directive and the Conflict Minerals Regulation), the immediate impact on the competitiveness of corporations based in the EU was a key concern during the legislative process. This article uncovers the two strategies that were employed to overcome such concern and give the CBCR rules a ‘global’ character",,,,,,,,,,https://www.ssoar.info/ssoar/bitstream/document/65828/1/ssoar-ucljlawjuris-2019-2-nissen-The_European_Union_as_a.pdf,http://dx.doi.org/10.14324/111.2052-1871.120,,10.14324/111.2052-1871.120,,,0,,0,true,cc-by,gold
050-946-166-942-411,Corporate Social Responsibility–Oriented Compliances and SMEs Access to Global Market: Evidence from Bangladesh,,2013,journal article,Journal of Asia-Pacific Business,10599231; 15286940,Informa UK Limited,United States,Mia Mahmudur Rahim; Pornchai Wisuttisak,The convergence of corporate social responsibility (CSR) and corporate governance has immense impact on the participants in global supply chains. The global buyers and retailers tend to incorporate CSR in all stages of product manufacturing within their supply chains. The incorporated CSR thus creates the difficulty to small- and medium-sized manufacturing enterprises (SMEs). Incompetence in standardized CSR practices is an important issue that causes SMEs either losing their scope to access global market directly or serving as subcontractors to large enterprises. This article explores this issue by focusing on Bangladeshi SMEs under the CSR requirement of the important global buyer.,14,1,58,83,Supply chain; Corporate social responsibility; Business; Marketing; Convergence (economics); Scope (project management); Manufacturing enterprises; Corporate governance; Product (business),,,,,https://rune.une.edu.au/web/handle/1959.11/27533 https://dx.doi.org/10.1080%2F10599231.2013.741417 http://dx.doi.org/10.1080%2F10599231.2013.741417 https://www.tandfonline.com/doi/abs/10.1080/10599231.2013.741417 https://core.ac.uk/display/10916350 http://eprints.qut.edu.au/57803/ https://core.ac.uk/download/10916350.pdf,http://dx.doi.org/10.1080/10599231.2013.741417,,10.1080/10599231.2013.741417,2080754579,,0,000-167-882-841-041; 004-921-534-821-21X; 006-682-853-296-94X; 007-998-145-095-116; 010-506-995-388-331; 015-003-094-987-422; 021-919-538-033-564; 025-401-621-173-479; 028-584-705-102-911; 038-074-256-084-289; 040-344-640-544-410; 041-988-014-008-792; 043-487-987-770-211; 045-222-822-704-709; 046-396-578-676-502; 048-299-829-069-167; 051-391-916-149-43X; 055-127-219-449-931; 058-203-158-118-872; 060-370-964-747-649; 061-032-025-769-668; 077-309-721-514-378; 086-077-195-670-27X; 088-541-703-373-976; 088-813-904-861-016; 088-919-850-566-219; 092-184-149-055-576; 092-935-507-102-139; 097-364-019-806-888; 100-898-978-885-131; 106-841-520-297-670; 120-029-953-928-909; 123-454-613-702-715; 128-740-441-148-816; 129-464-293-181-814; 131-460-400-680-162; 131-874-649-335-970; 132-224-534-806-391; 132-604-122-313-093; 139-641-412-398-758; 166-535-652-651-943; 169-178-756-428-099; 182-867-587-691-99X; 183-871-842-546-190; 194-642-974-206-833,16,true,,green
051-134-895-616-555,"Researching Corporate Social Responsibility Communication: Themes, Opportunities and Challenges",2016-03-30,2016,journal article,Journal of Management Studies,00222380; 14676486,Wiley,United Kingdom,Andrew Crane; Sarah Glozer,"Growing recognition that communication with stakeholders forms an essential element in the design, implementation and success of corporate social responsibility (CSR) has given rise to a burgeoning CSR communication literature. However this literature is scattered across various sub-disciplines of management research and exhibits considerable heterogeneity in its core assumptions, approaches and goals. This article provides a thematically-driven review of the extant literature across five core sub-disciplines, identifying dominant views upon the audience of CSR communication (internal/external actors) and CSR communication purpose, as well as pervasive theoretical approaches and research paradigms manifested across these areas. The article then sets out a new conceptual framework - the 4Is of CSR communication research - that distinguishes between research on CSR Integration, CSR Interpretation, CSR Identity, and CSR Image. This typology of research streams organizes the central themes, opportunities and challenges for CSR communication theory development, and provides a heuristic against which future research can be located. [ABSTRACT FROM AUTHOR]",53,7,1223,1252,Corporate social responsibility; Conceptual framework; Sociology; Identity (social science); Stakeholder engagement; Organizational identity; Communication theory; Public relations; Interpretation (philosophy); Typology,,,,,https://autopapers.ssrn.com/sol3/papers.cfm?abstract_id=2847401 http://onlinelibrary.wiley.com/doi/10.1111/joms.12196/full https://dialnet.unirioja.es/servlet/articulo?codigo=5707078 https://core.ac.uk/display/153536492 http://onlinelibrary.wiley.com/doi/10.1111/joms.12196/abstract https://econpapers.repec.org/RePEc:bla:jomstd:v:53:y:2016:i:7:p:1223-1252 https://ideas.repec.org/a/bla/jomstd/v53y2016i7p1223-1252.html https://onlinelibrary.wiley.com/doi/full/10.1111/joms.12196 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2847401 https://onlinelibrary.wiley.com/doi/pdf/10.1111/joms.12196 https://researchportal.bath.ac.uk/en/publications/researching-corporate-social-responsibility-communication-themes- https://core.ac.uk/download/153536492.pdf,http://dx.doi.org/10.1111/joms.12196,,10.1111/joms.12196,2418477363,,0,000-352-920-180-585; 000-426-493-027-947; 000-698-351-703-216; 002-929-446-634-493; 003-539-508-663-429; 003-844-489-810-585; 004-295-980-481-889; 004-975-287-712-270; 005-202-209-962-954; 006-080-230-736-840; 009-398-508-268-113; 010-571-926-972-21X; 011-071-682-796-955; 013-795-186-318-82X; 014-223-890-263-327; 014-255-721-870-130; 016-983-994-149-312; 017-040-488-879-577; 017-771-076-509-798; 017-973-147-985-368; 018-561-751-256-255; 018-633-424-296-938; 019-014-894-170-532; 019-263-912-063-667; 020-075-520-764-330; 021-128-223-702-54X; 021-134-237-884-840; 021-557-387-566-009; 022-816-522-168-266; 024-208-010-945-520; 024-310-362-315-785; 024-768-589-805-417; 024-942-839-439-060; 025-878-537-991-186; 026-061-908-024-938; 026-789-993-494-353; 027-039-619-150-677; 030-715-018-484-056; 032-003-060-032-261; 032-454-867-382-636; 032-587-781-576-199; 032-957-594-850-346; 035-177-364-825-032; 035-556-471-787-086; 036-289-903-245-161; 037-479-522-981-871; 038-327-540-689-966; 039-648-786-477-828; 039-679-661-742-984; 039-816-572-546-920; 039-925-078-873-902; 040-076-055-473-190; 040-209-583-607-857; 040-675-980-553-15X; 041-977-847-341-115; 043-218-037-984-712; 043-759-183-909-552; 043-906-778-050-14X; 044-029-241-335-844; 048-322-307-535-215; 048-334-389-609-342; 049-461-456-591-364; 050-189-679-403-91X; 052-042-505-597-896; 052-232-106-175-837; 052-280-117-965-945; 052-802-334-885-429; 054-383-205-749-075; 055-152-654-090-964; 055-270-003-867-968; 055-752-144-014-864; 056-505-335-399-152; 057-904-959-485-221; 059-005-189-409-76X; 060-677-224-149-076; 060-963-401-441-957; 061-032-025-769-668; 061-518-999-790-975; 062-777-472-155-775; 063-581-448-185-95X; 063-582-002-576-213; 064-091-717-837-982; 064-438-261-806-271; 065-975-794-606-643; 067-285-703-802-222; 069-533-155-665-652; 071-762-948-432-198; 072-985-710-548-873; 073-237-585-901-326; 074-539-959-523-965; 075-840-749-632-521; 075-960-014-311-248; 077-140-941-101-945; 078-162-179-268-535; 080-458-124-178-385; 080-804-071-567-502; 081-547-256-855-879; 082-171-985-858-889; 083-195-498-851-105; 083-917-883-004-297; 086-285-005-719-092; 086-506-529-570-520; 088-919-850-566-219; 089-300-863-963-51X; 090-406-037-700-073; 090-473-391-157-798; 090-750-247-711-718; 090-905-186-535-012; 092-438-341-251-021; 095-826-475-583-244; 096-253-341-418-308; 096-431-840-208-937; 096-875-838-615-143; 097-213-764-422-536; 099-095-725-205-22X; 100-442-660-273-842; 100-848-138-263-027; 101-247-097-250-512; 102-422-617-420-880; 102-959-001-276-438; 103-134-872-055-85X; 103-161-727-335-998; 103-406-990-512-691; 104-185-973-082-618; 104-634-020-378-357; 105-505-856-184-531; 108-771-737-734-626; 112-024-486-611-941; 114-803-165-421-683; 117-699-421-514-857; 118-769-109-761-025; 119-882-193-101-193; 120-213-930-396-76X; 124-754-082-416-39X; 125-587-383-255-295; 127-356-618-215-912; 128-924-516-227-970; 131-060-157-288-175; 131-180-572-109-097; 139-101-567-335-455; 142-226-817-169-793; 146-267-791-584-388; 147-764-143-106-373; 148-925-144-527-058; 154-215-560-559-981; 155-307-372-986-999; 155-349-322-018-776; 156-628-929-193-587; 158-318-851-114-883; 162-290-133-902-677; 169-591-140-034-04X; 177-953-742-027-053; 178-397-057-385-09X; 182-586-414-988-495; 184-790-553-293-803; 185-050-475-065-604; 192-389-272-784-584,199,true,cc-by-nc-nd,hybrid
051-333-460-097-698,CORPORATE SOCIAL RESPONSIBILITY AND FIRM VALUE: AN EMPIRICAL STUDY OF AN EMERGING ECONOMY,2016-12-23,2016,journal article,Journal of Governance and Regulation,23066784; 22209352,Virtus Interpress,,Hassan M. Hafez,"<jats:p>A lot of researches have been done recently on Corporate Social Responsibliity (""CSR""). A lot of studies have been conducted to test how CSR affects firm value and financial perfromance. Results varies from one study to another. Some proved that the realtionship is to be positve, or negative and others proved it to be neutral. The purpose of this research is to evaluate the effect of CSR on firm value and financial performance in Egypt through the application on 33 companies that were listed in the EGX30 in the year 2001, with a timeline of 8 years from 2007 till 2014. Data used in this study is secondary data obtained from the financial statements and annual reports of the egyptian companies and offical online websites. We proved that CSR has a insignifcant negative effect on firm value and a signifcant positive effect on firm’ financial perfromance in Egypt measured by Return on Assets (ROA) and Return on equity (ROE). This research paper is divided into five sections. Section one is the introduction followed by section two the literature review of CSR and its impact on firm value and financial performance. Section three covers the research methodology; section four presents data analysis and finally section five report findings and conclusions of the study.</jats:p>",5,4,40,53,Empirical research; Emerging markets; Corporate social responsibility; Business; Enterprise value; Market economy; Information economy; Economic system,,,,,https://virtusinterpress.org/CORPORATE-SOCIAL-RESPONSIBILITY-AND-FIRM-VALUE-AN-EMPIRICAL-STUDY-OF-AN-EMERGING-ECONOMY https://virtusinterpress.org/IMG/pdf/10-22495_jgr_v5_i4_p3.pdf,http://dx.doi.org/10.22495/jgr_v5_i4_p3,,10.22495/jgr_v5_i4_p3,2561751100,,0,016-202-882-398-029; 018-050-925-533-351; 026-570-668-054-585; 029-165-881-721-658; 044-434-163-065-699; 049-024-201-863-49X; 053-195-536-333-811; 076-813-995-254-100; 084-182-731-135-943; 106-422-301-902-985; 110-502-326-347-134; 115-468-877-306-035; 118-584-310-866-610; 127-356-618-215-912; 130-567-617-501-616; 137-028-581-782-525; 139-641-412-398-758,12,true,cc-by-nc,hybrid
051-607-645-720-824,'A tough line to work through': ethical ambiguities in a South African SME,,2014,journal article,African Journal of Business Ethics,09763600,Stellenbosch University,,ElmeÌ Vivier,"The unique contexts and experiences of SMEs have recently been taken up as a gap within business ethics scholarship. In this exploratory paper, I aim to contribute to the knowledge of ethics within SMEs through an in-depth case study comprising interviews, site visits and document analysis of a South African SME. The paper examines the SMEs’ three owners’ perceptions of ethics and corporate social responsibility, as well as the ethical challenges arising from their employee relations. The case illuminates the deep uncertainties and contradictions that permeate the owners’ values and practices and points to ethical decision-making as a process of reflection and moral imagination.",7,2,68,,Business ethics; Corporate social responsibility; Sociology; Work (electrical); Morality; Scholarship; Industrial relations; Public relations; Small and medium-sized enterprises; Labor relations,,,,,https://ajobe.journals.ac.za/pub/article/download/42/54 http://irep.ntu.ac.uk/id/eprint/38541/ https://ajobe.journals.ac.za/pub/article/view/42 https://core.ac.uk/download/237430899.pdf,http://dx.doi.org/10.15249/7-2-42,,10.15249/7-2-42,2091100614,,0,004-258-250-178-463; 009-426-422-045-272; 023-299-028-044-034; 028-483-582-287-174; 030-907-352-792-448; 031-330-757-460-882; 035-172-518-210-987; 038-114-561-999-593; 056-316-761-707-960; 064-160-134-231-66X; 078-157-257-137-287; 101-299-425-939-891; 105-989-947-467-768; 110-451-191-586-113; 110-500-550-267-666; 138-423-510-113-419; 160-591-763-117-928; 165-987-707-544-100,8,true,cc-by-nc-nd,gold
051-615-538-966-95X,Role of Ethical Leadership in Online Sustainability Reporting,2017-06-30,2017,journal article,Journal of Business and Social Review in Emerging Economies,25190326; 2519089x,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Nazahah Rahim; David Biggs; Doaa A Aly,"Purpose: Corporate scandals are still making headlines in the news. Stakeholders are demanding transparency through more information disclosure in order to curtail this problem and to regain trust. On the other hand, businesses are finding better ways to communicate not only financial but also non-financial information to their stakeholders. With the rise in internet applications, online sustainability reporting could be a solution to this problem. However, information disclosures via the internet particularly on websites are still limited. Prior studies look into antecedents such as firm specific characteristics and corporate governance mechanisms but this study will take a different leap, investigating the role of ethical leadership in online sustainability reporting.; Design/Methodology/Approach: Cross-sectional approach will be applied through content analysis and survey. A disclosure index will be used. The explanatory variables will be extracted from questionnaires which will focus on respondents’ opinion of their supervisors.; Findings: Since this paper is conceptual in nature, the expected result will indicate that ethical leadership components could play a role in online sustainability reporting practices.; Implications/Originality/Value: This study will provide a new insight for corporate leaders, academics and policymakers on how ethical leadership could play a role in online sustainability reporting as well as enhance accountability through online disclosures. The empirical evidence will provide support for ethical leadership as potential antecedents of online disclosures, which has been understudied.",3,1,121,130,The Internet; Corporate social responsibility; Business; Ethical leadership; Empirical evidence; Accountability; Transparency (behavior); Sustainability reporting; Corporate governance; Public relations,,,,,https://ideas.repec.org/a/src/jbsree/v3y2017i1p121-130.html https://repository.globethics.net/handle/20.500.12424/2315423 http://eprints.glos.ac.uk/5426/ https://core.ac.uk/download/230584795.pdf,http://dx.doi.org/10.26710/jbsee.v3i1.85,,10.26710/jbsee.v3i1.85,2784466789,,0,009-539-685-541-092; 017-264-158-133-628; 020-583-896-563-204; 021-005-279-676-010; 025-893-185-934-879; 026-026-019-734-59X; 029-008-227-340-181; 032-212-307-608-260; 037-930-907-536-81X; 045-358-872-582-466; 057-798-086-822-981; 065-245-061-592-403; 073-761-918-368-867; 083-642-841-534-214; 096-113-385-819-934; 099-282-571-044-913; 101-140-110-899-819; 108-809-280-622-368; 130-065-905-921-754; 130-783-551-649-293; 155-879-175-881-390; 156-628-929-193-587; 159-452-444-252-73X; 161-097-778-011-352; 163-463-427-098-978; 165-540-337-691-515; 181-546-814-635-194; 185-039-095-057-891,0,true,cc-by-nc,gold
051-931-697-628-768,An exploration of student learning for sustainability through the WikiRate student engagement project,,2019,journal article,The International Journal of Management Education,14728117,Elsevier BV,Netherlands,Alec Wersun; Bonnie Amelia Dean; Richard Mills; Stephanie Perkiss; Pilar Acosta; Stephanos Anastasiadis; Belinda Gibbons; Maria Alejandra Gonzalez-Perez; Theresa Heithaus; Hannah Jun; Roman H Mesicek; Leopold Bayerlein,,17,3,100313,,Sociology; Mathematics education; Student engagement; Student learning; Sustainability,,,,"University Internationalisation Committee (UIC) International Links Grant, University of Wollongong, Australia",https://dialnet.unirioja.es/servlet/articulo?codigo=7256297 https://researchonline.gcu.ac.uk/en/publications/an-exploration-of-student-learning-for-sustainability-through-the https://rune.une.edu.au/web/handle/1959.11/27719 https://www.sciencedirect.com/science/article/pii/S1472811719300631 https://dspace.ewha.ac.kr/handle/2015.oak/251294 https://ro.uow.edu.au/buspapers/1613/ https://pure.ewha.ac.kr/en/publications/an-exploration-of-student-learning-for-sustainability-through-the https://core.ac.uk/download/328914218.pdf,http://dx.doi.org/10.1016/j.ijme.2019.100313,,10.1016/j.ijme.2019.100313,2967712531,,0,009-024-987-910-508; 013-403-735-081-525; 015-599-835-408-177; 016-143-161-498-460; 016-524-388-114-571; 022-052-621-754-159; 024-578-115-489-013; 031-362-985-773-692; 032-796-113-665-744; 034-666-639-226-073; 036-311-831-498-255; 038-677-770-387-47X; 046-988-627-875-196; 047-460-485-467-998; 048-645-419-219-088; 051-018-178-872-769; 051-091-861-598-806; 053-717-001-720-642; 057-376-783-307-627; 057-726-555-355-181; 077-206-001-274-730; 079-881-737-035-865; 081-452-458-458-984; 085-127-890-368-829; 111-238-580-207-707; 112-994-952-075-646; 119-303-955-039-455; 120-278-944-320-253; 124-882-012-839-908; 136-438-344-051-88X; 145-198-352-428-305; 154-825-995-458-168; 157-514-488-735-045; 166-254-167-049-675; 184-056-605-969-830,5,true,cc-by-nc-nd,green
052-070-963-541-265,Effective Disclosure in the Fast-Fashion Industry: from Sustainability Reporting to Action,2017-12-06,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Sofia Garcia-Torres; Marta Rey-García; Laura Albareda-Vivo,"This work, set in the context of the apparel industry, proposes an action-oriented disclosure tool to help solve the sustainability challenges of complex fast-fashion supply chains (SCs). In a search for effective disclosure, it focusses on actions towards sustainability instead of the measurements and indicators of its impacts. We applied qualitative and quantitative content analysis to the sustainability reporting of the world’s two largest fast-fashion companies in three phases. First, we searched for the challenges that the organisations report they are currently facing. Second, we introduced the United Nations’ Sustainable Development Goals (SDGs) framework to overcome the voluntary reporting drawback of ‘choosing what to disclose’, and revealed orphan issues. This broadened the scope from internal corporate challenges to issues impacting the ecosystems in which companies operate. Third, we analysed the reported sustainability actions and decomposed them into topics, instruments, and actors. The results showed that fast-fashion reporting has a broadly developed analysis base, but lacks action orientation. This has led us to propose the ‘Fast-Fashion Sustainability Scorecard’ as a universal disclosure framework that shifts the focus from (i) reporting towards action; (ii) financial performance towards sustainable value creation; and (iii) corporate boundaries towards value creation for the broader SC ecosystem.",9,12,2256,,Supply chain; Business; Process management; Balanced scorecard; Sustainable Value; Supply chain sustainability; Context (language use); Sustainability reporting; Sustainable development; Sustainability,,,,,https://doaj.org/article/b354b3aa4a7c4b86adbba22d2d4c6358 https://ideas.repec.org/a/gam/jsusta/v9y2017i12p2256-d121844.html https://ruc.udc.es/dspace/bitstream/2183/20755/2/Garcia_Torres_Sofia_2017_Effective_Dissclosure.pdf https://ruc.udc.es/dspace/handle/2183/20755 https://www.mdpi.com/2071-1050/9/12/2256 https://core.ac.uk/display/141727108 https://pubag.nal.usda.gov/catalog/6520918 https://www.mdpi.com/2071-1050/9/12/2256/pdf https://core.ac.uk/download/199450116.pdf,http://dx.doi.org/10.3390/su9122256,,10.3390/su9122256,2775073362,,0,000-225-221-718-647; 000-844-698-236-891; 003-940-077-430-471; 004-640-559-142-714; 006-322-634-212-786; 006-729-299-806-02X; 008-486-579-243-427; 008-563-845-762-42X; 010-321-499-951-964; 017-542-095-062-646; 022-304-790-542-067; 023-978-567-616-139; 026-517-874-846-994; 027-725-307-696-742; 030-022-460-769-685; 032-462-916-579-524; 034-474-100-037-977; 036-143-671-349-153; 039-100-266-277-415; 042-490-455-664-187; 048-249-832-694-873; 048-469-971-431-234; 051-929-373-261-645; 052-280-117-965-945; 054-449-494-997-25X; 056-645-072-780-166; 061-217-762-898-102; 062-714-822-325-765; 069-094-023-018-515; 076-764-089-540-924; 084-980-849-443-278; 088-199-061-565-296; 103-068-371-430-612; 106-229-717-690-539; 106-564-185-785-286; 107-049-138-020-547; 110-743-096-323-440; 113-502-013-899-359; 116-749-161-883-299; 121-922-918-207-231; 125-917-519-664-59X; 134-807-155-026-763; 142-919-420-517-667; 158-529-080-727-445; 160-062-199-873-859; 163-988-840-062-09X; 180-995-580-446-178; 182-998-316-674-661; 184-790-553-293-803,43,true,cc-by,gold
052-116-389-602-094,Corporate Social Responsibility Perceptions of Turkish Football Fans: TFF 1st Lig and 2nd Lig Examples,2019-03-15,2019,journal article,Journal of Education and Training Studies,23248068; 2324805x,Redfame Publishing,,Yeliz Eratli Şirin; Enver Döşyilmaz,"Corporate social responsibility (CSR) is among the duties and responsibilities of all kinds of organizations today. In the light of this approach, the responsibility activities of sports clubs that are active in the football industry may also attract the interest of fans that are dedicated to these clubs and shape their perceptions. This study aimed to investigate the awareness of sports club fans on the CSR activities of sports clubs based on their demographic variables and determine the CSR component pyramids of sports clubs that arise as a result of such perceptions. The population of the study consisted of the fans of Adanaspor and Adana Demirspor in the Turkish Football Federation’s (TFF) 1 st League and Kahramanmarassports Club in TFF 2 nd League. The sample consisted of 656 fans who were selected from this population by the method of unbiased sampling. The data of the study were collected by using the Corporate Social Responsibility Scale that was developed by Jung (2012) and tested for reliability and validity in the Turkish language by Sonmezoglu et al. (2016). According to the findings of the study, perceptions of the fans on CSR activities were on a medium level, and there were significant differences based on the variables of gender, marital status, age, educational status, the supported sports club and occupation. Consequently, regarding the CSR pyramid components of the clubs, legal responsibility was in the first place for the fans of Adanaspor and Kahramanmaras Spor, while philanthropic responsibility was in the first place for the fans of Adana Demirspor.",7,3S,90,99,Corporate social responsibility; Sociology; League; Club; Football; Turkish; Marital status; Population; Public relations; Scale (social sciences),,,,,https://redfame.com/journal/index.php/jets/article/view/4085 https://redfame.com/journal/index.php/jets/article/viewFile/4085/4301 https://core.ac.uk/download/pdf/235493752.pdf,http://dx.doi.org/10.11114/jets.v7i3s.4085,,10.11114/jets.v7i3s.4085,2921264942,,0,,1,true,cc-by,gold
052-123-789-706-461,CSR-related Managerial Decision-making Preferences in the CEE Region (Results of the GLOBE Student Research)☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Anna Remišová; Anna Lašáková,"Abstract Paper presents empirical findings from the GLOBE Student research (Global Leadership and Organizational Behavior Effectiveness) and offers new insights into the field of managerial preferences related to the corporate social responsibility (CSR) in five countries of the CEE region, namely Czech Republic, Poland, Romania, Slovakia, and Slovenia. Results are valuable mainly because the CSR-related research in the respective region still remains an under-studied domain, and only little attention is dedicated to international comparative analysis in the field of CSR-related preferences in decision-making.",110,,913,922,Global Leadership; Corporate social responsibility; Marketing; Political science; Globe; Czech; Field (Bourdieu); Student research; Managerial decision; Organizational behavior; Economic growth,,,,,https://www.sciencedirect.com/science/article/pii/S1877042813055778 https://core.ac.uk/display/82489621 http://www.sciencedirect.com/science/article/pii/S1877042813055778 https://core.ac.uk/download/pdf/82489621.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.937,,10.1016/j.sbspro.2013.12.937,2068795954,,0,004-784-699-425-161; 023-095-590-156-75X; 025-689-101-760-157; 025-935-275-108-856; 027-493-915-635-652; 035-556-471-787-086; 037-265-699-359-347; 038-402-806-749-864; 048-566-915-364-406; 049-067-185-344-517; 050-698-489-956-308; 054-499-085-093-693; 055-127-219-449-931; 064-487-228-034-40X; 068-925-168-294-332; 078-975-323-909-367; 079-515-753-558-367; 093-243-220-337-562; 093-997-394-512-130; 098-692-803-808-720; 107-274-748-521-438,2,true,,gold
052-310-251-374-753,Corporate environmental responsibility and criminology,2009-12-05,2009,journal article,"Crime, Law and Social Change",09254994; 15730751,Springer Science and Business Media LLC,Netherlands,Lieselot Bisschop,"This article addresses corporate environmental responsibility (CER) and aims to present a criminological analysis of it. We studied the opinion of a number of principle actors involved in CER in Europe in order to determine how they perceive it in terms of its definition, aetiology and approaches. For each of these dimensions we relate back to a criminological framework to ascertain how it is positioned in the green criminological debate. We start out by providing information on what corporate environmental responsibility is and how it relates to corporate social responsibility and sustainable development. Then we outline the theoretical framework in accordance with the three central themes for the criminological analysis of CER: definition, aetiology and approaches. We also explain the method that was used (semi-structured interviews). Next, we present the results according to the same threefold structure. Finally we discuss these results in a last part, which is divided in two. First, we look at the challenges that the criminological perspective poses for CER in terms of definition, aetiology and approaches. The second part of the discussion turns the question around and wonders how CER could contribute to greening criminology.",53,4,349,364,Corporate social responsibility; Sociology; Structure (mathematical logic); Perspective (graphical); Environmental crime; Environmental criminology; Corporate crime; Sustainable development; Criminology; Green criminology,,,,,https://www.ssoar.info/ssoar/handle/document/20951 https://www.ssoar.info/ssoar/bitstream/document/20951/1/ssoar-clsc-2009-4-bisschop-corporate_environmental_responsibility_and_criminology.pdf https://biblio.ugent.be/publication/830858 https://link.springer.com/article/10.1007%2Fs10611-009-9227-8 https://www.ssoar.info/ssoar/bitstream/document/20951/1/ssoar-clsc-2009-4-bisschop-corporate_environmental_responsibility_and_criminology.pdf,http://dx.doi.org/10.1007/s10611-009-9227-8,,10.1007/s10611-009-9227-8,1998376684,,0,000-075-874-567-224; 001-680-926-792-100; 005-178-782-022-554; 007-126-130-774-177; 007-949-680-041-936; 011-771-679-842-110; 024-580-351-632-873; 026-755-467-053-093; 027-620-792-876-454; 030-401-587-715-801; 033-922-873-051-455; 037-444-528-921-466; 040-107-242-923-993; 041-235-277-740-639; 041-679-153-033-294; 050-474-371-151-413; 052-492-469-916-236; 054-023-214-188-75X; 059-848-840-258-100; 062-110-807-031-390; 064-091-717-837-982; 066-696-466-314-267; 075-885-222-862-16X; 079-272-663-978-161; 084-986-242-489-154; 086-983-973-602-658; 087-208-771-133-741; 088-541-703-373-976; 091-001-220-519-484; 094-379-006-222-907; 095-794-549-371-604; 108-156-236-180-034; 110-263-165-062-334; 114-295-195-932-11X; 114-394-200-476-088; 128-147-189-782-403; 148-118-570-864-38X; 152-243-513-260-472; 157-402-852-726-115; 169-803-975-441-307; 172-168-101-447-191; 175-206-764-691-447; 177-422-675-890-144; 179-388-884-405-332,13,true,,green
052-447-096-857-68X,Olympic social responsibility: a challenge for the future,2015-11-26,2015,journal article,Sport in Society,17430437; 17430445,Informa UK Limited,United Kingdom,Emmanuel Bayle,"Social responsibility, especially in the fields of education, society and peace, is one of the cornerstones of the olympic ideal and strategic vision (contribute to building a better world through ...",19,6,752,766,Social responsibility; Political science; Accountability; Ideal (set theory); Public relations; Strategic planning,,,,,https://www.cabdirect.org/cabdirect/abstract/20163220348?q=(ed%3a%22Bayle%2c+E.%22) https://core.ac.uk/display/77163435 https://cogentoa.tandfonline.com/doi/full/10.1080/17430437.2015.1108646 https://www.tandfonline.com/doi/full/10.1080/17430437.2015.1108646 https://core.ac.uk/download/77163435.pdf,http://dx.doi.org/10.1080/17430437.2015.1108646,,10.1080/17430437.2015.1108646,2181902006,,0,050-698-489-956-308; 060-373-387-552-297; 082-815-961-326-23X; 086-523-852-237-183; 089-152-136-659-077; 101-517-517-474-895; 104-303-239-152-807; 109-102-829-309-641; 112-806-285-667-830; 113-723-527-275-737; 120-239-632-520-06X; 125-476-469-867-426; 148-574-845-929-867; 152-911-201-225-572; 160-264-524-121-825; 161-500-657-385-988; 170-450-929-704-545; 172-234-004-176-812; 176-372-050-353-016,11,true,,green
052-544-145-872-769,International sport federations' social media communication: A content analysis of FIFA's Twitter account,2019-06-01,2019,journal article,International Journal of Sport Communication,19363915; 19363907,Human Kinetics,,Mathieu Winand; Matthew Belot; Sebastian Merten; Dimitrios Kolyperas,"This study aimed to analyze the way Twitter is used by international sport federations (ISFs) to interact and engage with their followers. A content analysis of 5,389 online messages tweeted by FIF...",12,2,209,233,Advertising; Social relation; Sociology; Content analysis; Social change; Football; Social media; Relationship marketing; New media,,,,,https://dspace.stir.ac.uk/bitstream/1893/30188/1/FIFAsocialmediaIJSCWinandetal2019.pdf https://dspace.stir.ac.uk/handle/1893/30188 https://journals.humankinetics.com/view/journals/ijsc/12/2/article-p209.xml http://journals.humankinetics.com/view/journals/ijsc/12/2/article-p209.xml https://www.cabdirect.org/cabdirect/abstract/20193306774 https://core.ac.uk/download/231836534.pdf,http://dx.doi.org/10.1123/ijsc.2018-0173,,10.1123/ijsc.2018-0173,2944678236,,0,000-708-994-178-589; 001-287-290-565-664; 002-121-389-915-296; 004-907-845-162-791; 007-776-858-933-42X; 008-165-805-551-472; 008-191-565-399-086; 009-093-928-309-930; 011-015-476-083-00X; 014-679-695-371-424; 017-355-901-975-631; 017-672-028-658-971; 024-392-580-339-082; 024-975-150-425-401; 027-385-740-232-000; 030-984-022-190-961; 031-502-417-018-981; 038-050-028-371-255; 038-771-151-970-413; 040-062-811-862-507; 040-964-967-119-501; 041-506-870-208-741; 042-870-394-534-809; 043-917-367-241-770; 044-385-711-591-131; 050-290-666-512-54X; 055-498-815-134-39X; 058-150-801-937-468; 059-328-957-177-321; 064-899-905-803-220; 067-656-661-250-65X; 078-570-651-504-101; 079-253-504-105-255; 084-827-816-328-459; 087-402-891-265-959; 088-480-770-234-873; 089-416-240-077-33X; 096-733-675-465-887; 106-677-768-224-537; 112-860-627-130-804; 117-025-996-282-726; 118-087-672-786-397; 119-354-752-552-021; 119-487-396-951-921; 131-301-664-360-981; 132-709-817-922-734; 135-854-352-960-57X; 135-961-735-369-393; 142-637-931-228-271; 143-482-001-217-00X; 176-183-111-819-412; 186-121-944-207-612; 194-570-464-217-874; 197-893-698-396-68X,10,true,,green
052-547-670-648-451,Benefit appeals and perceived corporate hypocrisy: implications for the CSR performance of fast fashion brands,2021-06-15,2021,journal article,Journal of Product & Brand Management,10610421,Emerald,United Kingdom,Xiaoyong Wei; Sojin Jung,"When fast fashion brands launch corporate social responsibility (CSR) programs, consumers may consider these brands to behave hypocritically as their business model is generally perceived as being inconsistent with sustainable practices. Built on construal level theory (CLT), this study aims to examine how the benefit appeals that are widely used in CSR initiatives affect perceived corporate hypocrisy and the CSR performance of fast fashion brands.,This study designed an online experiment with a 2 (fashion brand: fast fashion vs. unknown) × 2 (benefit appeal: self-benefit vs other-benefit) stimulus, using a virtual label named “Eco Care” for experimental manipulation. A total number of 298 Chinese consumers participated in the experiment and they answered an online survey.,It was found that the brand types (fast fashion vs unknown) and benefit appeals (self-benefit vs other benefit) did not elicit perceived corporate hypocrisy nor did them directly affect perceptions of CSR performance. However, there was a significant interaction effect of them. That is, fast fashion brand’s CSR performance was judged based on how the brand framed its sustainability claims. A fast fashion brand’s CSR label significantly increased hypocrisy perceptions when the label used a self-benefit appeal and the interactive effect of the fast fashion brand and the self-benefit appeal hindered the formation of a green brand image and brand purchase intentions.,This study adds a body of knowledge to the literature by examining the relationship between benefit appeals and perceived corporate hypocrisy from the perspective of CLT. The findings can help fast fashion marketers better understand the critical role of benefit appeals by acknowledging that the misuse of communication strategies may result in unfavorable consequences, thus ruining their efforts to improve their brand’s image.",31,2,206,217,Advertising; Corporate social responsibility; Psychology; Body of knowledge; Construal level theory; Hypocrisy; Appeal; Fast fashion; Affect (psychology); Business model,,,,,https://www.emerald.com/insight/content/doi/10.1108/JPBM-04-2020-2850/full/html,http://dx.doi.org/10.1108/jpbm-04-2020-2850,,10.1108/jpbm-04-2020-2850,3171162288,,0,000-930-012-526-482; 002-821-366-510-576; 004-304-513-736-24X; 006-386-022-869-632; 007-386-778-529-538; 008-388-217-158-023; 008-565-000-617-684; 009-446-914-551-188; 009-505-330-725-305; 009-628-201-612-662; 010-953-212-965-409; 011-008-492-045-34X; 016-223-314-677-698; 016-443-955-476-145; 016-956-997-444-057; 018-606-075-915-716; 021-195-732-127-774; 024-061-649-538-420; 025-090-405-029-952; 025-724-556-647-792; 027-479-183-126-180; 028-661-237-836-979; 029-942-145-731-245; 030-022-460-769-685; 031-048-051-879-703; 031-696-157-209-340; 032-380-908-021-804; 033-049-483-334-034; 035-042-221-502-123; 035-266-281-489-533; 040-703-634-079-358; 044-884-262-249-379; 047-758-684-288-863; 048-131-555-840-401; 052-764-550-033-576; 054-431-901-505-430; 058-427-497-077-254; 058-945-514-720-53X; 062-777-472-155-775; 063-697-282-970-337; 064-027-693-540-431; 065-749-270-886-220; 066-116-113-381-081; 066-416-242-069-283; 075-909-098-394-218; 076-031-140-576-394; 076-937-354-575-873; 077-148-556-341-113; 079-231-837-060-895; 082-008-749-994-23X; 101-179-677-877-82X; 103-705-771-764-928; 110-743-096-323-440; 115-666-995-694-179; 116-028-883-079-163; 127-728-291-438-448; 127-763-494-151-23X; 149-905-710-823-387; 151-592-209-390-95X; 151-724-363-481-667; 161-976-758-240-087; 172-886-808-206-769; 189-133-876-809-634; 189-239-854-254-258; 199-954-934-799-026,2,false,,
052-551-898-885-068,Global Supply Chain Governance: The Search for ‘What Works’,2018-11-27,2018,journal article,Deakin Law Review,18359264; 13213660,Deakin University,,Andreas Rühmkorf,"This article critically discusses the developing legislative framework for Corporate Social Responsibility (CSR) in global supply chains in the ‘home states’ of transnational corporations, that is, the countries where these companies are incorporated and have their headquarters. The article focuses on the interaction of private and public governance by examining how legislation can steer companies’ use of private CSR instruments such as Codes of Conduct. Following a critical review of empirical data relating to the Supplier Codes of Conduct of the top 30 listed German companies (DAX30), recent examples of ‘home state’ legislation of CSR are assessed. The article shows that most of these laws are not very stringent. The article argues that a hybrid regulatory approach towards CSR in global supply chains is necessary.",23,,63,82,Supply chain; Accounting; Corporate social responsibility; Business; German; Law; State (polity); Legislation; Empirical data; Corporate governance; Legislature,,,,,https://ojs.deakin.edu.au/index.php/dlr/article/view/806 https://ojs.deakin.edu.au/index.php/dlr/article/download/806/740 https://eprints.whiterose.ac.uk/141796/ https://core.ac.uk/download/229689408.pdf,http://dx.doi.org/10.21153/dlr2018vol23no0art806,,10.21153/dlr2018vol23no0art806,2903013386,,0,,0,true,,gold
052-557-222-255-039,"The Effect of Environmental Accounting Implementation, Research and Development to Earnings Quality and Ethics as to Moderating Variables",,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"The purpose of this Papers is to test the Implementation of Environmental Accounting (EA), Research Development (RD) on Earning Response (ERC) and ethics to be moderating variables, this study also uses four control variables namely earnings persistence, company growth, size, the capital structure of the company. The research method uses secondary data with multiple regression testing with the analysis unit 124 annual reports of manufacturing companies in all sectors listed on idx.co.id data processing using eviews 9. The results of the research prove that environmental accounting is disclosed by the company is not able to influence the earnings coefficient response (ERC) company, research and development disclosure (RD) annual report can significantly influence the Earning response coefficient with a significant level of 10%, and the application of ethics in the implementation of Environmental Accounting can strengthen or moderate the Environmental Accounting for Earning Response Coefficient, while the ethics applied in Research and Development cannot moderate the Earning Response Coefficient. Of the four control variables that were regressed, only 1 variable affected namely company size, while all four variables had no significant effect on ERC. This research can contribute to the science of the importance of disclosure and academics, policymakers, and stakeholders Keywords : Environmental Accounting, Riset And Development,Ethics,Earning Response Coefficient DOI: 10.7176/RJFA/10-24-17 Publication date: December 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/276531364.pdf,http://dx.doi.org/10.7176/rjfa/10-24-17,,10.7176/rjfa/10-24-17,,,0,,0,true,cc-by,hybrid
052-607-070-197-302,"THE EFFECT OF PROFITABILITY, COMPANY AGE, AND PUBLIC OWNERSHIP ON CORPORATE SOCIAL RESPONSIBILITY DISCLOSURE",2019-08-16,2019,journal article,Jurnal Akuntansi Trisakti,23390832,Universitas Trisakti,,Anita Gunawan; Hardian Rahmat Puntoro; Rinaldy Putra Pakolo,"The objective of this study is to prove the effect of profitability, company age, and public ownership on the disclosure of Corporate Social Responsibility in manufacturing companies listed on the Indonesia Stock Exchange for the period 2015 and 2017 in 120 companies. The data used in this research is secondary data; the sample is analyzed using Multiple Linear Regression Analysis. The results conclude that the profitability has a positive effect on disclosure of corporate social responsibility reports, while company age and public share ownership does not significantly affect the disclosure of corporate social responsibility reports.",5,2,291,298,Accounting; Profitability index; Corporate social responsibility; Business; Stock exchange; Multiple linear regression analysis; Public ownership; Affect (psychology); Sample (statistics),,,,,https://trijurnal.lemlit.trisakti.ac.id/jat/article/download/4860/pdf https://jurnal.trisakti.ac.id/jat/article/view/4860 https://trijurnal.lemlit.trisakti.ac.id/jat/article/view/4860/0 https://core.ac.uk/download/pdf/267903760.pdf,http://dx.doi.org/10.25105/jat.v5i2.4860,,10.25105/jat.v5i2.4860,2968819507,,0,009-436-079-729-19X; 010-258-329-177-970; 014-322-226-095-381; 051-416-933-423-080; 108-664-495-919-412; 114-873-607-625-725; 128-672-027-573-823; 135-639-410-964-076; 182-687-392-558-410,6,true,cc-by-nc,gold
052-782-587-473-742,Improving Customer Retention Through Service Quality At Call Centers,2011-01-05,2011,journal article,International Journal of Management & Information Systems (IJMIS),21579628; 15465748,Clute Institute,,Elaine J. Labach,"For many call centers, improving customer service is an ongoing goal. These inbound call service centers have a unique opportunity to impact customer retention through value-adding customer service interactions. This paper serves three objectives: validate the connection between service quality, customer service and retention; describe a quality process for improving service quality; and discuss training and other key implementation needs for improving service delivery.",14,3,,,Customer retention; Service quality; Business; Service level objective; Marketing; Process management; Service level requirement; Service (business); Customer advocacy; Service design; Customer Service Assurance,,,,,http://www.cluteinstitute.com/ojs/index.php/IJMIS/article/view/842/826 https://clutejournals.com/index.php/IJMIS/article/download/842/826 https://core.ac.uk/download/pdf/268112791.pdf,http://dx.doi.org/10.19030/ijmis.v14i3.842,,10.19030/ijmis.v14i3.842,2184080375,,0,002-891-707-681-159; 004-667-751-815-19X; 018-802-308-141-693; 028-536-664-079-092; 072-978-121-958-617; 114-200-164-283-159; 128-186-681-520-394; 169-943-243-366-940,3,true,,bronze
052-820-358-531-392,Designing the tools of the trade: How corporate social responsibility consultants and their tool-based practices created market shifts,2019-09-05,2019,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Jean-Pascal Gond; Luc Brès,"Combining insights from the sociology of markets and studies of consultants, this article examines the tool-based practices by which market actors enable the agencing of the supply and demand of th...",41,5,703,726,Supply and demand; Corporate social responsibility; Marketing; Economic sociology,,,,hec montréal; fonds de recherche du québec-société et culture,http://journals.sagepub.com/doi/10.1177/0170840619867360 https://corpus.ulaval.ca/jspui/handle/20.500.11794/67259 https://journals.sagepub.com/doi/full/10.1177/0170840619867360 https://openaccess.city.ac.uk/id/eprint/22402/ https://core.ac.uk/download/217255285.pdf,http://dx.doi.org/10.1177/0170840619867360,,10.1177/0170840619867360,2954006870,,0,001-190-583-840-227; 006-046-716-387-629; 006-500-508-771-869; 009-837-303-537-297; 012-913-334-099-795; 015-817-364-656-272; 019-696-762-881-325; 020-016-849-247-400; 024-930-005-954-48X; 028-491-918-428-437; 029-224-787-970-698; 029-946-673-885-481; 030-032-127-450-653; 035-180-445-724-396; 037-102-979-151-536; 039-354-761-699-244; 045-738-962-086-604; 055-498-815-134-39X; 057-062-456-456-156; 058-704-179-299-946; 061-359-504-561-172; 065-114-005-661-646; 080-976-759-059-718; 083-716-343-716-700; 084-864-754-880-733; 092-441-860-075-194; 092-536-161-380-079; 094-213-099-107-472; 094-817-804-176-797; 114-994-573-384-863; 119-229-194-605-922; 119-479-515-857-082; 124-336-028-504-75X; 133-765-771-035-891; 134-235-811-754-347; 135-697-446-895-987; 139-781-965-435-648; 143-269-608-520-379; 151-694-041-460-033; 156-191-957-121-59X; 167-050-945-410-570; 180-995-580-446-178; 197-154-037-117-453,11,true,,green
052-849-631-054-654,Shared value literature review: implications for future research from stakeholder and social perspective,2017-11-02,2017,journal article,Journal of Management and Sustainability,19254733; 19254725,Canadian Center of Science and Education,,Asoke Rocky Mehera,"The review of the literature on shared value has denoted that this concept been approached as both generic and theoretical/conceptual framework for the simultaneous creation of social and economic value. Based upon the dominant trends in shared value literature, the proposed study has attempted to provide two broad strategic directions (i.e., stakeholder engagement, social innovation) regarding further research around shared value creation. The significance of the study has been demonstrated in the fact that these two new directions on stakeholders and society would expand the three-level framework of shared value toward a multi-level holistic framework for co-creation of value.",7,4,98,111,Environmental resource management; Conceptual framework; Sociology; Stakeholder analysis; Stakeholder; Value (mathematics); Stakeholder engagement; Social innovation; Social perspective; Knowledge management; Creating shared value,,,,,https://eprints.usq.edu.au/33486/ https://ccsenet.org/journal/index.php/jms/article/download/71599/39146 http://ccsenet.org/journal/index.php/jms/article/view/71599 http://eprints.usq.edu.au/33486/ https://ideas.repec.org/a/ibn/jmsjnl/v7y2017i4p98-111.html https://core.ac.uk/download/211502916.pdf,http://dx.doi.org/10.5539/jms.v7n4p98,,10.5539/jms.v7n4p98,2766768716,,0,,3,true,cc-by,gold
052-904-237-008-317,Behind camouflaging: traditional and innovative theoretical perspectives in social and environmental accounting research,2016-03-07,2016,journal article,"Sustainability Accounting, Management and Policy Journal",20408021; 2040803x,Emerald,United Kingdom,Giovanna Michelon; Silvia Pilonato; Federica Ricceri; Robin W. Roberts,"Purpose – The purpose of this paper is threefold. First, it examines nuances that specific camouflaging perspectives provide to enhance traditional and widely adopted theories in social and environmental accounting. Second, within research on camouflaging, the paper stimulates multidisciplinarity and cross-fertilization by presenting recent developments in organizational theory that hold promise for enhancing our understanding of camouflaging. Finally, it discusses how the research contributions published in this special issue help advance the notion of corporate camouflaging. Design/methodology/approach – The paper makes use of an extensive literature review and discusses research implications related with the choice of theoretical framework. Findings – The idea of camouflaging may provide narrower and more refined perspective(s) that can help researchers delve deeper into their topic of interest and thereby support potentially substantive contributions to the field. Originality/value – The paper offers ...",7,1,2,25,Sociology; Perspective (graphical); Multidisciplinary approach; Environmental accounting; Value (ethics); Originality; Field (Bourdieu); Legitimacy theory; Social science; Engineering ethics; Organizational theory,,,,,https://aisberg.unibg.it/handle/10446/189208 https://ore.exeter.ac.uk/repository/handle/10871/22688 https://research-information.bris.ac.uk/en/publications/behind-camouflaging-traditional-and-innovative-theoretical-perspe https://www.research.unipd.it/handle/11577/3211466 https://research-information.bris.ac.uk/en/publications/behind-camouflaging(45f02866-193d-40c3-abac-a277ef0cb4a7).html https://www.emerald.com/insight/content/doi/10.1108/SAMPJ-12-2015-0121/full/html https://ore.exeter.ac.uk/repository/bitstream/10871/22688/1/editorial_sampj_finalGM.pdf https://www.emeraldinsight.com/doi/abs/10.1108/SAMPJ-12-2015-0121 https://core.ac.uk/download/43098346.pdf,http://dx.doi.org/10.1108/sampj-12-2015-0121,,10.1108/sampj-12-2015-0121,2300576666,,0,001-250-903-865-581; 002-800-351-395-955; 006-779-916-158-781; 008-809-195-430-462; 009-112-965-527-524; 009-464-661-980-951; 010-036-940-811-637; 012-717-072-394-015; 012-886-755-613-026; 013-341-416-591-076; 013-588-524-640-669; 014-255-721-870-130; 015-574-759-409-256; 018-633-424-296-938; 020-460-787-916-12X; 021-557-387-566-009; 023-249-951-775-206; 024-119-480-369-252; 024-230-198-759-471; 025-127-050-973-421; 026-574-703-950-94X; 027-827-119-143-849; 027-960-406-271-715; 028-219-252-730-396; 028-627-470-145-788; 028-774-127-025-033; 029-338-447-995-19X; 029-506-519-652-410; 031-379-991-759-927; 031-646-052-189-624; 033-542-568-215-172; 034-002-994-922-91X; 035-753-526-994-203; 035-864-186-370-825; 035-966-996-939-873; 037-135-748-658-98X; 039-440-741-602-450; 040-076-055-473-190; 041-357-825-052-331; 043-430-583-780-416; 043-906-778-050-14X; 046-493-191-655-269; 048-778-566-131-907; 049-030-542-806-224; 052-802-334-885-429; 053-040-999-877-894; 053-339-410-095-221; 053-769-473-632-821; 054-627-399-895-051; 055-720-878-726-100; 056-208-075-273-375; 056-294-025-828-41X; 056-505-335-399-152; 057-515-729-759-283; 059-578-756-195-074; 059-854-343-871-466; 064-438-261-806-271; 066-868-606-036-990; 068-497-749-529-146; 069-533-155-665-652; 070-486-517-877-705; 070-831-370-295-149; 071-199-994-079-049; 072-087-175-214-622; 072-800-020-279-115; 075-449-719-541-985; 077-923-310-335-527; 078-242-344-885-343; 079-795-506-891-022; 080-282-398-091-096; 080-458-124-178-385; 081-525-020-629-042; 087-109-295-304-250; 092-067-111-799-809; 096-875-838-615-143; 101-972-892-716-811; 103-283-718-200-405; 104-749-854-827-366; 104-952-265-971-486; 107-037-950-371-702; 107-274-748-521-438; 109-243-778-603-662; 111-726-609-456-735; 114-279-009-467-665; 115-482-499-323-938; 116-870-074-840-922; 117-377-027-579-781; 120-278-944-320-253; 122-325-619-150-176; 122-660-199-436-976; 123-102-496-575-817; 123-352-883-261-940; 123-899-687-687-732; 123-913-286-201-920; 127-356-618-215-912; 134-464-531-339-682; 139-374-617-704-938; 141-627-336-613-911; 144-497-001-886-99X; 155-126-121-090-714; 158-316-968-019-522; 165-315-605-223-435; 166-254-167-049-675; 169-793-306-122-097; 181-935-297-643-733; 184-672-403-876-571; 186-743-383-364-816,47,true,,green
053-235-939-500-630,Corporate Social (IR)Responsibility in Media and Communication Industries,,2013,journal article,Javnost - The Public,13183222; 18548377,Informa UK Limited,United Kingdom,Marisol Sandoval,"Microsoft is the most socially responsible company in the world, followed by Google on rank 2 and The Walt Disney Company on rank 3 – at least according to the perceptions of 47,000 people from 15 countries that participated in a survey conducted by the consultancy firm Reputation Institute. In this paper I take a critical look at Corporate Social Responsibility in media and communication industries. Within the debate on CSR media are often only discussed in regard to their role of raising awareness and enabling public debate about corporate social responsibility. What is missing are theoretical and empirical studies about the corporate social (ir)responsibility of media and communication companies themselves. This paper contributes to overcoming this blind spot. First I systematically describe four different ways of relating profit goals and social goals of media and communication companies. I argue for a dialectical perspective that considers how profit interests and social responsibilities mutually shape each other. Such a perspective can draw on a critical political economy of media and communication. Based on this approach I take a closer look at Microsoft, Google and The Walt Disney Company and show that their actual practices do not correspond to their reputation. This analysis points at flaws in the concept CSR. I argue that despite these limitations CSR still contains a rational element that can however only be realised by going beyond CSR. I therefore suggest a new concept that turns CSR off its head and places it upon its feet",20,3,39,57,,,,,,https://core.ac.uk/download/18295062.pdf,http://dx.doi.org/10.1080/13183222.2013.11009120,,10.1080/13183222.2013.11009120,,,0,001-749-347-389-790; 003-563-977-323-304; 005-217-754-068-853; 017-901-832-786-903; 021-123-851-538-856; 032-266-292-246-263; 034-446-572-947-102; 042-352-741-883-537; 052-330-062-352-342,7,true,,green
053-266-603-450-686,Drivers of Corporate Social Responsibility Disclosures: Evidence from Turkish Banking Sector☆,,2016,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Ahmet Akin; Ilker Yilmaz,"Abstract Traditionally, the primary objective of financial management is known as the maximization of shareholder wealth. Companies are also responsible for the interests of stakeholders and society at large. The concept which describes this new approach is called as “Corporate Social Responsibility” (CSR). It is an interdisciplinary and multidimensional concept. Companies disclose their CSR activities through annual reports or a special CSR report. Measurement of social performance is a subjective and judgmental issue, and one of the methods for this purpose is to score companies based on their CSR disclosures. The level and quality of CSR disclosures depend on several factors. We search for the relationship between CSR disclosure scores and corporate governance related bank characteristics by considering five dimensions of CSR. We find out that stock exchange listing, ownership and bank type influence the CSR disclosure of banks.",38,38,2,7,Shareholder; Accounting; Corporate social responsibility; Business; Stock exchange; Quality (business); Listing (finance); Turkish; Corporate governance; Financial management,,,,,https://www.sciencedirect.com/science/article/pii/S221256711630171X https://www.sciencedirect.com/science/article/abs/pii/S221256711630171X https://www.infona.pl/resource/bwmeta1.element.elsevier-2d86adf8-6877-3268-8e20-5776954e814f https://core.ac.uk/download/pdf/81946836.pdf,http://dx.doi.org/10.1016/s2212-5671(16)30171-x,,10.1016/s2212-5671(16)30171-x,2432433240,,0,001-729-623-432-874; 008-919-780-306-654; 013-837-826-929-964; 023-223-789-876-352; 025-885-727-820-308; 048-258-354-196-742; 060-963-027-837-782; 064-887-701-141-407; 072-241-716-502-065; 073-241-168-362-757; 073-262-800-839-372; 077-179-810-637-65X; 082-815-961-326-23X; 099-085-870-469-302; 104-303-239-152-807; 107-150-172-527-41X; 107-274-748-521-438; 126-055-278-271-030; 170-311-054-964-28X; 194-045-582-704-133,17,true,cc-by-nc-nd,gold
053-401-505-130-696,The Governance of Corporate Responses to Climate Change: An International Comparison,2016-10-13,2016,journal article,Business Strategy and the Environment,09644733; 10990836,Wiley,United States,Rory Sullivan; Andy Gouldson,"In response to pressures from governments, investors, non-governmental organisations and other stakeholders, many large corporations have adopted a variety of carbon and energy management practices, taken action to reduce their emissions and set targets to reduce their greenhouse gas emissions. Using the case of international retailers, this article examines whether, and under what conditions, non-state actors might be capable of assuming the governance roles that have historically been played by national governments. This article concludes that external governance pressures can, if they are aligned, robust and of sufficient duration, have a significant influence on internal governance processes and on corporate strategies and actions. However, the specific actions that are taken by companies – in particular those that require significant capital investments – are constrained by the ‘business case’. That is, companies will generally only invest capital in situations when there is a clear financial case (i.e. where the benefits outweigh the costs, when the rate of return meets or exceeds company targets) for action. That is, the extent to which external governance pressures can force companies to take action, in particular challenging or transformative actions that go beyond the boundaries of the business case, is not at all clear. This is particularly the case if the business case weakens, or if the opportunities for incremental change are exhausted. In that context, the power of non-state actors to force them to consider radical changes in their business processes and their use of energy therefore seems to be very limited.",26,4,413,425,Economics; Marketing; Action (philosophy); Context (language use); Market economy; Corporate governance; Business case; Energy management; Business process; Rate of return; Capital (economics),,,,,https://eprints.whiterose.ac.uk/101386/ https://onlinelibrary.wiley.com/doi/10.1002/bse.1925 https://ideas.repec.org/a/bla/bstrat/v26y2017i4p413-425.html https://onlinelibrary.wiley.com/doi/pdf/10.1002/bse.1925 https://core.ac.uk/download/42626063.pdf,http://dx.doi.org/10.1002/bse.1925,,10.1002/bse.1925,2482974280,,0,000-437-817-676-366; 006-015-133-579-256; 008-894-264-150-739; 014-327-382-280-389; 014-343-045-734-116; 014-583-112-647-243; 017-646-713-259-427; 019-785-607-877-590; 026-672-649-352-891; 027-077-888-448-065; 036-289-903-245-161; 038-168-036-329-069; 038-738-246-554-442; 039-738-183-041-020; 041-584-543-816-663; 043-382-449-726-570; 043-703-220-762-068; 046-364-824-897-073; 048-497-430-822-134; 050-199-112-545-182; 052-385-773-204-491; 057-501-722-104-498; 057-542-542-202-913; 060-334-506-422-304; 061-633-475-624-523; 062-703-621-806-593; 069-750-043-646-415; 071-937-633-795-383; 076-979-587-214-724; 078-365-059-191-57X; 081-026-940-446-699; 084-725-164-042-764; 087-991-059-703-357; 088-631-106-956-128; 091-486-082-949-600; 091-795-739-113-226; 093-307-706-308-788; 094-249-975-137-319; 096-400-906-507-250; 099-003-643-206-623; 111-585-843-951-789; 120-035-137-460-544; 125-348-225-935-49X; 138-252-557-774-093; 147-877-833-960-21X; 149-084-069-780-223; 151-192-012-542-881; 156-468-784-615-530; 171-968-014-799-403; 185-653-881-070-807; 193-870-576-379-673; 194-009-313-700-259; 196-819-522-053-278,52,true,cc-by,hybrid
053-586-947-305-784,Determinants of CSR disclosure quantity and quality: evidence from non-financial listed firms in Saudi Arabia,2016-11-17,2016,journal article,International Journal of Disclosure and Governance,17413591; 17466539,Springer Science and Business Media LLC,United Kingdom,Khaleed Omair Alotaibi; Khaled Hussainey,"The purpose of this study is to examine the practice of Corporate Social Responsibility (CSR) Disclosure in a Saudi Arabian context. This study has two particular objectives. First, it aims to measure the level of CSR disclosure quantity and quality. Second, it aims to investigate the determinants of CSR disclosure quantity and quality in a Saudi Arabian context. The study examined a sample from Saudi non-financial listed firms covering the period of 2013–2014. In addition, it develops CSR disclosure indices to measure the level of quantity and quality of CSR disclosure. The study found that Saudi Arabian firms provided higher levels of CSR disclosure quantity; however, the quality of the disclosure was relatively low. In addition, the study found that CSR disclosure quantity was positively associated with board size and the size of audit committee. However, it is negatively associated with percentage of governmental ownership and size of remuneration committee. In contrast, the quality of CSR disclosure was positively associated with the board size and the percentage of managerial ownership. However, the study found a negative association with the percentage of independent directors. The results suggest that Saudi Arabia provides higher levels of disclosure with a lower quality. In addition, the levels of CSR disclosure quantity and quality have different drivers.",13,4,364,393,Accounting; Audit committee; Corporate social responsibility; Business; Institutional investor; Remuneration; Quality (business); Context (language use); Corporate governance; Corporate finance,,,,,https://researchportal.port.ac.uk/en/publications/determinants-of-csr-disclosure-quantity-and-quality-evidence-from https://link.springer.com/article/10.1057/jdg.2016.2 https://ideas.repec.org/a/pal/ijodag/v13y2016i4d10.1057_jdg.2016.2.html https://link.springer.com/article/10.1057/jdg.2016.2/fulltext.html https://puredev.port.ac.uk/en/publications/determinants-of-csr-disclosure-quantity-and-quality-evidence-from https://pure.port.ac.uk/ws/files/4815618/HUSSAINEY_cright_24A_The_determinants_of_CSR_disclosure_quantity_and_quality.pdf https://core.ac.uk/download/77048851.pdf,http://dx.doi.org/10.1057/jdg.2016.2,,10.1057/jdg.2016.2,2332782890,,0,000-064-744-028-261; 000-663-909-364-875; 001-442-193-965-225; 001-705-379-177-480; 001-712-413-256-453; 002-599-656-620-592; 004-317-938-233-376; 004-666-570-193-411; 005-257-829-756-201; 005-659-837-866-058; 005-978-925-910-280; 006-842-060-327-777; 007-023-073-511-087; 008-046-112-213-292; 009-344-383-582-833; 009-366-198-444-110; 009-780-961-991-868; 012-581-382-949-637; 014-219-995-010-64X; 014-638-013-182-458; 015-888-212-461-95X; 016-983-709-052-539; 017-890-044-255-254; 018-628-293-645-82X; 018-633-424-296-938; 018-862-435-833-718; 019-326-675-528-760; 019-710-004-994-345; 023-010-587-847-482; 023-416-309-741-426; 027-692-936-911-590; 027-734-337-328-814; 027-788-678-459-437; 028-078-913-966-35X; 028-891-809-186-822; 031-844-875-299-629; 031-903-224-926-833; 036-188-573-277-909; 038-576-132-315-655; 040-076-055-473-190; 041-939-697-543-16X; 043-802-506-537-345; 045-586-772-378-921; 046-412-554-784-637; 046-876-280-357-771; 048-813-811-724-732; 051-072-080-307-814; 052-659-279-268-276; 052-703-457-769-221; 056-582-984-728-365; 061-892-183-428-252; 062-799-457-579-569; 068-534-331-729-554; 068-812-565-863-825; 069-007-779-462-511; 070-698-712-773-64X; 072-779-164-090-553; 074-225-307-909-190; 075-486-745-109-830; 075-537-266-448-808; 076-166-972-547-762; 076-807-470-936-01X; 077-721-035-968-569; 078-150-833-481-659; 078-271-498-345-449; 078-878-867-358-298; 079-755-270-848-16X; 080-102-608-263-693; 085-942-427-819-641; 086-452-436-562-512; 086-582-754-909-847; 086-898-747-947-301; 092-182-568-078-722; 093-867-203-433-478; 095-001-265-977-716; 096-670-182-174-023; 097-915-492-593-492; 098-615-018-246-276; 100-436-172-024-424; 100-782-497-458-337; 104-970-181-336-193; 105-776-263-335-749; 106-619-997-653-532; 114-944-872-311-693; 116-075-415-601-338; 116-486-713-651-153; 116-840-236-946-424; 117-947-044-872-711; 120-678-915-099-695; 120-915-586-066-847; 121-094-597-821-730; 125-920-517-540-312; 127-907-668-904-191; 130-458-066-656-650; 130-741-068-205-515; 131-621-956-403-296; 132-021-190-753-168; 133-935-227-260-605; 134-910-965-914-055; 139-101-567-335-455; 141-913-699-347-939; 146-671-172-234-332; 146-795-447-591-684; 151-788-947-204-754; 153-328-363-305-936; 154-515-187-910-036; 159-592-129-993-014; 159-742-083-400-48X; 160-034-774-619-227; 161-529-048-944-456; 170-437-027-118-006; 173-084-499-921-698; 183-468-062-547-31X; 189-576-339-823-951; 194-050-428-822-437,75,true,,green
053-793-525-340-469,Marketing strategies in communicating CSR in the Muslim market of the United Arab Emirates: insights from the banking sector,2021-02-01,2021,journal article,Journal of Islamic Marketing,17590833; 17590841,Emerald,United Kingdom,Effrosyni Georgiadou; Catherine Nickerson,"This paper aims to explore the online corporate social responsibility (CSR) communication by domestic and global banks operating in the United Arab Emirates.,Through a qualitative content analysis, the study examines the strategies banks use to market their CSR initiatives on their corporate websites. CSR marketing strategies are classified with reference to Kotler and Lee’s (2005) categorization.,The analysis indicates that overall, all CSR marketing strategies, as proposed by Kotler and Lee (2005), are used by the domestic UAE banks with the most frequently used being cause-promotion, philanthropy and socially responsible business practices. Government owned and conventional banks display patterns congruent to the communications observed in the global sample. Islamic banks have a less diversified approach relying mostly on philanthropy with only one Islamic bank using four of the six strategies.,The present study provides insight into how CSR is communicated within one of the largest industries in the fast-growing economy of the UAE. The observations reported here could help corporate communication practitioners and managers in domestic corporations that contribute to the Islamic economy to understand how to benchmark better and to communicate more effectively about their CSR.",13,7,1417,1435,Emerging markets; Corporate social responsibility; Business; Social responsibility; Government; Marketing; Corporate communication; Banking sector; Islam; Sample (statistics),,,,,https://www.emerald.com/insight/content/doi/10.1108/JIMA-09-2020-0274/full/html,http://dx.doi.org/10.1108/jima-09-2020-0274,,10.1108/jima-09-2020-0274,3128540113,,0,002-291-459-000-326; 004-381-646-105-854; 005-629-317-900-307; 006-751-461-468-980; 011-163-889-382-264; 012-980-896-026-096; 015-196-152-638-823; 015-985-416-919-98X; 017-973-147-985-368; 024-481-722-065-449; 025-920-465-026-390; 035-346-953-944-579; 039-947-143-502-161; 043-020-254-366-474; 046-038-531-683-000; 047-460-128-505-546; 053-755-997-300-396; 055-889-853-862-652; 058-926-951-222-658; 060-575-446-584-922; 061-032-025-769-668; 066-091-880-682-637; 074-765-684-042-155; 075-637-792-516-194; 077-958-382-459-027; 085-225-158-313-543; 085-280-890-534-808; 089-377-854-280-894; 104-776-928-276-418; 107-274-748-521-438; 117-423-594-981-878; 125-067-899-774-249; 154-202-833-671-344; 155-476-287-127-775; 160-336-458-881-93X; 170-160-565-930-81X; 172-752-948-348-933,6,false,,
054-019-550-399-538,Motivations of undertaking CSR initiatives by independent hotels: a holistic approach.,2019-06-10,2019,journal article,International Journal of Contemporary Hospitality Management,09596119,Emerald,United Kingdom,Vahideh Abaeian; Kok Wei Khong; Ken Kyid Yeoh; Scott McCabe,"The purpose of this study is to explore how senior managers of independent hotels perceive the notion of corporate social responsibility (CSR) through a holistic analysis of motivations of undertaking both social and environmental initiatives.,This study conducts qualitative interviews with 22 Malaysian senior hotel managers together with ethnographic observations.,Emergent themes show that CSR is a dynamic concept involving complex struggles and trade-offs between fulfilling business objectives, paying heed to personal ethical values and considering cultural norms when making decisions regarding the adoption of a range of environmental and social initiatives.,This study contributes to legitimacy theory by highlighting that in the absence of pressure from key stakeholders for responsible initiatives, managers still proactively engage in CSR initiatives. More surprising still is that they set expectations instead of simply aligning or responding to the key stakeholders’ pre-set demands. Meanwhile, the uniqueness, size and purposeful selection of the sample limit the applicability of the findings to wider geographical and cultural locations.,While Malaysian hotel managers are willing to use CSR practices to demonstrate their commitment to their employees and the local communities where they operate, it is equally important that they utilize other media (such as their websites or social media) for both promotional and legitimacy building purposes. Within the context of growing tourism for economic development, the Malaysian Government can develop more effective strategies, rewards or incentives for encouraging businesses to undertake and improve CSR adoption for sustainability of this industry.,By extending the scope of CSR studies beyond firm performance issues, we attempt to show the wider set of motivations and contexts considered important in determining hotel engagement in CSR programs.",31,6,2468,2487,Corporate social responsibility; Business; Government; Tourism; Context (language use); Incentive; Public relations; Legitimacy; Social media; Hospitality industry,,,,,https://www.emerald.com/insight/content/doi/10.1108/IJCHM-03-2018-0193/full/html https://nottingham-repository.worktribe.com/output/1178540 https://nottingham-repository.worktribe.com/preview/1178541/Understanding%20motivations%20of.pdf https://www.cabdirect.org/cabdirect/abstract/20193478880 https://core.ac.uk/download/pdf/162672675.pdf,http://dx.doi.org/10.1108/ijchm-03-2018-0193,,10.1108/ijchm-03-2018-0193,2912417939,,0,000-329-860-687-425; 001-293-497-423-461; 003-787-936-281-155; 005-202-209-962-954; 008-614-895-812-373; 008-639-894-031-883; 009-050-653-108-629; 009-387-252-662-833; 017-833-588-283-834; 018-606-075-915-716; 019-705-011-040-690; 025-401-621-173-479; 027-610-501-516-151; 029-916-336-112-456; 031-291-397-374-016; 031-438-997-081-085; 032-274-662-151-545; 033-693-476-314-091; 036-693-717-866-153; 037-550-015-414-716; 040-344-640-544-410; 041-662-424-692-558; 041-673-720-829-831; 042-077-595-533-024; 043-605-651-281-566; 047-460-128-505-546; 049-058-478-627-559; 051-072-080-307-814; 052-802-334-885-429; 055-498-815-134-39X; 057-515-729-759-283; 063-582-002-576-213; 064-337-792-484-854; 066-505-670-081-937; 069-853-440-250-555; 073-159-230-343-942; 074-176-668-531-703; 075-984-348-778-434; 076-334-983-849-141; 077-567-241-057-683; 078-967-457-060-549; 079-103-706-131-140; 082-426-271-997-838; 082-815-961-326-23X; 085-431-118-509-880; 092-232-461-611-411; 092-459-737-286-258; 099-085-870-469-302; 099-766-355-075-046; 105-507-303-748-965; 119-441-833-384-782; 121-147-586-472-068; 121-195-620-677-195; 123-096-303-538-959; 127-295-025-720-263; 127-356-618-215-912; 131-417-616-648-555; 132-474-709-677-176; 134-051-712-751-873; 134-895-603-560-322; 137-954-262-700-206; 140-268-482-166-840; 144-137-908-222-893; 151-737-772-776-418; 153-720-865-381-409; 156-208-441-443-940; 156-780-074-332-321; 157-928-526-835-910; 158-844-776-138-446; 161-108-333-653-724; 168-315-243-627-756; 175-795-611-071-536; 179-401-560-186-368; 182-867-587-691-99X; 185-039-095-057-891; 189-115-785-293-506; 191-409-602-992-191,34,true,cc-by,green
054-056-554-191-446,BoP and MNCs: Where is the Market and Where the Source of Innovation?,2013-10-01,2013,journal article,Academic Journal of Interdisciplinary Studies,22813993; 22814612,Richtmann Publishing,,Marcello Tonelli; Nicoló Cristoni,"In 2004 Prahalad made managers aware of the great economic opportunity that the population at the BoP (Base of the Pyramid) could represent for business in the form of new potential consumers. However, MNCs (Multi-National Corporations) have continued to fail in penetrating low income markets, arguably because applied strategies are often the same adopted at the top of the pyramid. Even in those few cases where products get re-envisioned, their introduction in contexts of extreme poverty only induces new needs and develops new dependencies. At best, the rearrangement of business models by MNCs has meant the realization of CSR (Corporate Social Responsibility) schemes that have validity from a marketing perspective, but still lack the crucial element of social embeddedness (London & Hart, 2004). Today the challenge is to reach the lowest population tier with reinvented business models based on principles of value co-creation. Starting from a view of the potential consumer at the BoP as a ring of continuity in the value chain process − a resource that can itself produce value – this paper concludes proposing an alternative innovative approach to operate in developing markets that overturns the roles of MNCs and the BoP. The proposed perspective of ‘reversed’ source of innovation and primary target market builds on two fundamental tenets: traditional knowledge is rich and greatly unexploited, and markets at the top of the pyramid are saturated with unnecessary products / practices that have lost contact with the natural environment. DOI: 10.5901/ajis.2013.v2n8p184",2,8,184,,Value chain; Emerging markets; Engineering; Corporate social responsibility; Multinational corporation; Target market; Population; Industrial organization; Business model; Embeddedness; Mechanical engineering,,,,,https://www.mcser.org/journal/index.php/ajis/article/download/719/750 https://core.ac.uk/display/108385517 https://eprints.qut.edu.au/62858/ https://www.mcser.org/journal/index.php/ajis/article/view/719/750 https://core.ac.uk/download/228565072.pdf,http://dx.doi.org/10.5901/ajis.2013.v2n8p184,,10.5901/ajis.2013.v2n8p184,2005115198,,0,002-763-432-217-958; 004-758-454-701-35X; 008-738-977-864-075; 031-056-510-096-362; 038-895-798-871-517; 044-865-459-461-214; 056-807-585-418-09X; 058-373-488-805-853; 065-669-858-922-691; 066-945-513-450-005; 068-322-385-830-32X; 083-318-420-969-792; 091-129-566-033-628; 100-962-525-671-548; 108-614-242-672-583; 116-738-172-615-800; 125-534-689-763-306; 142-919-420-517-667; 143-661-611-725-830; 146-826-744-479-081; 161-500-657-385-988; 174-296-059-879-677,2,true,cc-by,hybrid
054-136-737-220-924,Orientation of Agri-Food Companies to CSR And Consumer Perception: A Survey on Two Italian Companies,2018-10-22,2018,journal article,"Recent patents on food, nutrition & agriculture",18761429; 22127984,Bentham Science Publishers,United Arab Emirates,Gennaro Civero; Vincenzo Rusciano; Debora Scarpato,"BACKGROUND Corporate Social Responsibility (CSR) is the most important tool for implementing Sustainability Guidelines for Business (US20030018487A1), delivering economic, social and environmental benefits for all the stakeholders and is currently the focus of international studies and debates (US7260559B1), especially in the agri-food sector as demonstrated by recent patents (CA2862273A1). In most agri-food businesses operating in Italy, there is little effectiveness in the communication strategies of this instrument to the stakeholders since they are often not advanced. METHODS Identifying the first two food companies in the European ranking of the 6th CSR Online Awards, through an empirical survey on consumers, their level of perception of the CSR strategies communication of these companies will be analyzed. RESULTS In both case studies analyzed, there is the presence of a Sustainability Orientation and the evolution of CSR tools within such companies and their promotion and communication to all the stakeholders. Despite this, the level of perception of respondents on the CSR strategies communication of these companies and the promotion of CSR instruments is not optimal. CONCLUSION The interviewed consumers have not enriched their knowledge on CSR due to the lack of an adequate communication strategy for both case studies. Consequently, to raise awareness on the subject, there is still a great deal of cooperation needed between public institutions, local communities, businesses and citizens.",9,2,134,141,Corporate social responsibility; Business; Social responsibility; Marketing; Public institution; International studies; Sustainable development; Sustainability; Organizational culture; Promotion (rank),CSR; Italy; agri-food; communication strategies; consumer perception; local communities; sustainability.,Agriculture/economics; Europe; Food Industry/economics; Italy; Organizational Culture; Organizational Policy; Public Health; Social Responsibility; Sustainable Development,,,http://www.eurekaselect.com/161917/article https://www.ncbi.nlm.nih.gov/pubmed/29737270 https://europepmc.org/article/MED/29737270,http://dx.doi.org/10.2174/2212798410666180508103619,29737270,10.2174/2212798410666180508103619,2782756762,,0,,8,false,,
054-170-574-389-23X,Sustainbility Reporting in South Africa: A Comparative Study of the Mining and Manufacturing Industries,2014-11-01,2014,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,,,"The objective of this paper is to determine the nature and extent of sustainability reporting in the mining and manufacturing industries in South Africa. The top ten mining and manufacturing companies by market capitalisation were used to represent the respective industries and the checklist of the Johannesburg Stock Exchange’s (JSE) Socially Responsible Investment (SRI) Index was used to represent a measure of sustainability reporting. The paper compared the extent of disclosure both pre and post the implementation of the King Report III for the two industries. The research found that over the five years examined, companies in both industries increased their sustainability disclosures in the two categories of the JSE SRI Index, namely environmental and social indicators. However, overall, mining companies provided more information in their reporting. T-tests were performed to see if the extent of reporting was significantly different. Although the samples were small, the results of the t-tests showed that the sustainability reporting by the mining companies is significantly more than that of the manufacturing industry, and that the King Report III did have a significant impact on the sustainbaility disclosures provided by both industries. However, for the combined industries, there was no notable improvement in the reporting pre King Report III when compared to the reporting post King Report III. ; DOI: 10.5901/mjss.2014.v5n25p9",,,,,,,,,,https://core.ac.uk/download/pdf/228548033.pdf,http://dx.doi.org/10.5901/mjss.2014.v5n25p92,,10.5901/mjss.2014.v5n25p92,,,0,,0,true,cc-by,hybrid
054-204-690-047-264,Occupier responses to sustainable real estate: what’s next?,2017-04-03,2017,journal article,Journal of Corporate Real Estate,1463001x; 14791048,Emerald,United Kingdom,Nicola Livingstone; Jessica Ferm,"Purpose – The purpose of this paper is two-fold. Primarily, it examines the relationship between sustainable buildings and occupiers, by summarising the key extant literature. Secondarily, the paper proposes avenues for future research relating to the impact of sustainability on corporate real estate strategy. Design/methodology/approach – The paper reviews over ninety relevant publications related to sustainability, real estate market responses and corporate real estate, focussing on the role and response of occupiers. The approach concentrates on occupier strategies, specifically considering influences such as corporate social responsibility (CSR), landlord tenant relationships, the changing occupier role and the ‘circle of blame’. Findings – In recent years, literature has increasingly begun to reflect nuances in occupier responses to sustainable, prime, office real estate, with some conflicting findings as to the importance of sustainability. Location remains the dominant consideration in decision making for occupiers, but sustainability is key to CSR and ‘value-add’ in certain sectors. More effective use of sustainable buildings requires improved communication between landlord and tenant. Our review demonstrates that challenges still remain in relation to the ‘circle of blame’. More research needs to be done in relation to the emergence of sustainability in the non-prime and retail sectors. Originality / value – Through collating key literature in this topical research area, the paper provides a critical review of occupier responses to sustainable real estate, and therefore a fuller understanding of emerging market practices. Additionally, it suggests future research directions. Keywords – Sustainable buildings, Occupier perceptions, CRE strategy, Decision making, Circle of blame. Paper type – Literature review.",19,1,5,16,Emerging markets; Corporate social responsibility; Economics; Marketing; Originality; Landlord; Blame; Corporate Real Estate; Sustainability; Real estate,,,,,https://discovery.ucl.ac.uk/1500914/ https://www.emeraldinsight.com/doi/abs/10.1108/JCRE-03-2016-0016 https://www.emerald.com/insight/content/doi/10.1108/JCRE-03-2016-0016/full/html https://www.emerald.com/insight/content/doi/10.1108/JCRE-03-2016-0016/full/pdf?title=occupier-responses-to-sustainable-real-estate-whats-next https://core.ac.uk/download/pdf/79522584.pdf,http://dx.doi.org/10.1108/jcre-03-2016-0016,,10.1108/jcre-03-2016-0016,2580980877,,0,001-772-022-932-383; 002-920-508-172-124; 003-182-502-499-235; 004-212-674-329-41X; 007-272-838-590-82X; 008-081-213-396-95X; 008-650-544-093-555; 013-906-713-255-437; 015-872-959-918-317; 023-013-118-914-666; 023-165-112-783-311; 024-472-850-162-177; 026-344-735-565-006; 026-895-802-475-205; 028-390-542-645-894; 031-378-317-353-066; 031-691-665-694-773; 033-991-086-396-517; 034-247-016-453-871; 035-314-978-094-105; 037-081-316-479-282; 037-294-269-767-984; 040-672-325-704-536; 041-351-223-086-246; 042-588-718-064-075; 046-451-019-185-028; 046-584-579-262-887; 047-671-929-367-606; 048-873-835-162-070; 050-122-159-669-822; 050-578-737-436-453; 051-213-237-416-012; 052-802-309-731-399; 053-138-107-269-937; 054-804-675-332-381; 060-188-680-077-806; 060-626-865-207-627; 062-212-640-560-81X; 066-774-585-194-502; 076-886-827-338-177; 077-456-117-934-675; 077-677-662-264-960; 081-559-223-811-579; 083-131-649-343-296; 091-197-053-909-326; 094-486-714-611-86X; 094-872-150-316-405; 096-854-312-765-419; 104-346-850-861-19X; 106-319-784-670-211; 109-068-030-274-779; 110-342-398-096-506; 115-496-074-751-66X; 117-165-056-207-122; 117-719-827-374-263; 118-942-657-720-44X; 120-102-262-386-977; 123-319-337-897-963; 123-558-870-308-141; 130-159-146-316-672; 134-767-450-111-377; 137-520-206-611-251; 162-981-474-465-041,5,true,,green
054-289-879-847-471,"“There is no time for rest”: Gendered CSR, sustainable development and the unpaid care work governance gap",2018-09-27,2018,journal article,Business Ethics: A European Review,09628770; 14678608,Wiley,United Kingdom,Lauren McCarthy,"Unpaid care work, including child care, elder care, and housework, is unremunerated work essential to human survival and flourishing. Worldwide, women disproportionally carry out this work, impacting upon their ability to engage in other activities, such as education, employment, or leisure. Despite a growing number of businesses engaging in “gendered CSR,” in the form of women's empowerment projects, attention to unpaid care work remains little discussed in the literature, despite its importance to sustainable development. Applying Diane Elson's feminist economic framework for alleviating unpaid care work inequality to a case study of gendered CSR in Ghana, I find that at present unpaid care work is (a) unrecognised in business’ CSR, (b) may be both reduced or exacerbated by CSR efforts, and (c) remains conceptualised as relevant only to the private sphere, therefore, missing a unique opportunity for business to contribute to gender equality and sustainable development. Connecting unpaid care work and business responsibility contributes to a more expansive understanding of what CSR may be.",27,4,337,349,Care work; Corporate social responsibility; Work (electrical); Political science; Empowerment; Private sphere; Flourishing; Corporate governance; Economic growth; Sustainable development,,,,,https://onlinelibrary.wiley.com/doi/abs/10.1111/beer.12190 https://dialnet.unirioja.es/servlet/articulo?codigo=7643082 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3288010 https://onlinelibrary.wiley.com/doi/10.1111/beer.12190 https://core.ac.uk/download/334958984.pdf,http://dx.doi.org/10.1111/beer.12190,,10.1111/beer.12190,2893593378,,0,003-024-848-717-371; 003-842-242-785-77X; 004-027-974-044-438; 005-449-817-695-831; 007-336-138-053-564; 008-577-493-584-347; 009-743-638-880-364; 012-914-592-428-066; 013-166-422-409-132; 015-770-281-262-280; 017-593-540-645-154; 018-818-769-157-985; 018-961-046-989-173; 019-133-062-286-139; 021-796-313-796-766; 022-952-281-676-433; 022-983-626-373-502; 023-216-198-036-030; 023-238-219-414-983; 025-818-039-140-704; 027-793-523-622-566; 028-433-550-886-265; 031-454-736-147-509; 033-813-190-783-750; 039-624-716-198-018; 040-679-857-784-495; 044-600-981-847-749; 045-104-013-245-680; 046-169-040-713-981; 046-474-944-585-24X; 047-574-892-719-190; 049-990-175-188-740; 052-019-028-136-441; 055-790-065-139-172; 060-529-596-945-407; 063-191-270-513-704; 068-637-707-277-990; 070-075-471-836-759; 077-157-278-169-02X; 081-397-323-902-41X; 082-171-985-858-889; 083-296-711-631-746; 088-909-194-623-721; 090-453-207-106-010; 095-377-595-142-506; 097-105-753-307-868; 100-225-375-626-716; 103-863-916-152-687; 110-344-448-401-37X; 123-571-759-373-048; 126-030-365-374-264; 126-155-695-788-717; 131-625-479-337-49X; 131-926-961-769-580; 136-085-488-119-061; 140-926-079-944-464; 142-463-202-305-030; 143-885-914-257-66X; 144-410-573-131-993; 147-130-096-786-024; 153-400-193-055-21X; 158-951-298-490-19X; 166-284-445-031-537; 166-414-499-785-492; 170-204-708-030-862; 182-490-956-190-078,11,true,,
054-727-829-450-588,Corporate Social and Environmental Reporting in OHADA Context: Evidence from Companies Listed on the Douala Stock Exchange,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"This research questions the capacity of the OHADA accounting system to report on the societal commitment of companies. To carry out such a study, we are interested in the companies of the Douala Stock Exchange, which permanently publish green operations. The analysis was done at two levels: the first level of analysis highlighted the categories of green operations reported by the companies of our sample. The second level of analysis consisted in analysing the financial statements produced by these companies, in order to see in which accounts green transactions are recorded. The analysis reveals that, apart from some additional clarifications to be made in the appendices, the financial statements produced according to OHADA do not specifically highlight green information. Keywords: Green operations, societal commitment DOI: 10.7176/RJFA/10-24-11 Publication date: December 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/276531358.pdf,http://dx.doi.org/10.7176/rjfa/10-24-11,,10.7176/rjfa/10-24-11,,,0,,0,true,cc-by,hybrid
054-874-842-373-652,Efeito da Cultura Nacional na Responsabilidade Social Corporativa,2020-10-05,2020,journal article,Revista de Administração IMED,22377956,Complexo de Ensino Superior Meridional S.A.,,Ana Julia Batistella; Sady Mazzioni; Cristian Baú Dal Magro,"The literature recognizes several endogenous and exogenous factors influencing the behavior and performance of companies in Corporate Social Responsibility (CSR). The aim of the study is to analyze the effect of culture (Hofstede dimensions) on CSR in BRIC countries. The sample comprised 397 companies from Brazil, Russia, India and China, using Kolmogorov-Smirnov, Kruskall-Wallis and Mann-Whitney statistical tests. The findings indicate that the cultural dimensions of individualism, distance from power, indulgence and long-term orientation were not statistically significant. Meanwhile, the indicator of masculinity proved to be negatively significant, showing that in countries with male cultures companies have lower performance in CSR. The dimension aversion to uncertainty was positively related, indicating that companies located in countries with greater aversion to uncertainty are more likely to be involved with CSR. Additionally, internal aspects such as size, big four, sales growth and ROA were also explanatory factors for CSR performance. The study contributes to researchers, analysts and managers of companies operating in the international sector, considering that the discussion on factors that influence the process of implementation and disclosure of CSR deepens, which enables better meeting the expectations of stakeholders in social responsibility, considering the cultural differences that may allow greater knowledge for suitability in different markets. Based on the results, it is possible to outline different operating strategies for different markets, which gives managers greater confidence and stakeholder confidence.",10,1,63,85,Cultural diversity; Corporate social responsibility; Business; Social responsibility; Business administration; Stakeholder; Power (social and political); Big Four; BRIC; Hofstede's cultural dimensions theory,,,,,https://dialnet.unirioja.es/descarga/articulo/7884383.pdf https://seer.imed.edu.br/index.php/raimed/article/download/3666/2576 https://seer.imed.edu.br/index.php/raimed/article/view/3666 https://dialnet.unirioja.es/servlet/articulo?codigo=7884383 https://core.ac.uk/download/pdf/352038214.pdf,http://dx.doi.org/10.18256/2237-7956.2020.v10i1.3666,,10.18256/2237-7956.2020.v10i1.3666,3091929442,,0,,1,true,cc-by,gold
054-965-774-929-885,Examining the corporate social responsibility orientation in developing countries: an empirical investigation of the Carroll's CSR pyramid,,2016,journal article,International Journal of Business Governance and Ethics,14779048; 1741802x,Inderscience Publishers,United Kingdom,Ike C. Ehie,We investigate the seminal Carroll's corporate social responsibility (CSR) hierarchy using a sample from Nigerian companies. Carroll (1991) outlined four major components of CSR in a cumulative framework with economic responsibilities at the base and philanthropic responsibilities at the top of the pyramid with the legal and ethical components in between. The relevance of Carroll's CSR pyramid in the African context has been questioned and the need for an empirical study on the appropriateness of the CSR pyramid in Africa has been called for. This study is in response to this call to empirically test the relevance of the Carroll's CSR pyramid in the sub-Saharan Africa region. The study also tests the proposition that CSR is viewed through the lens of philanthropy in Africa. The findings empirically validate Visser's (2006) proposition that the philanthropic component weighs heavier than both the legal and ethical components of the CSR pyramid. The results provide a basis for the reliance on corporate philanthropy and guide CSR managers in sub-Saharan Africa in understanding the orientation that would lead to a more effective CSR implementation.,11,1,42755,,Empirical research; Accounting; Corporate social responsibility; Sociology; Relevance (law); Proposition; Context (language use); Hierarchy; Public relations; Pyramid; Developing country,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/IJBGE.2016.076337 https://ideas.repec.org/a/ids/ijbget/v11y2016i1p1-20.html https://EconPapers.repec.org/RePEc:ids:ijbget:v:11:y:2016:i:1:p:1-20 https://core.ac.uk/download/141472182.pdf,http://dx.doi.org/10.1504/ijbge.2016.076337,,10.1504/ijbge.2016.076337,2472311169,,0,003-361-209-168-182; 005-016-668-348-065; 006-254-130-745-800; 007-248-683-114-035; 007-622-898-589-828; 009-330-909-912-677; 010-571-926-972-21X; 012-408-479-838-731; 014-279-750-052-045; 015-916-881-876-752; 019-806-548-132-918; 025-401-621-173-479; 025-900-548-572-452; 028-038-707-972-613; 034-226-758-149-331; 035-556-471-787-086; 036-979-246-066-419; 038-253-409-225-438; 043-682-295-217-574; 047-460-128-505-546; 049-696-545-462-309; 052-945-546-166-723; 054-499-909-383-694; 062-110-807-031-390; 064-091-717-837-982; 066-400-343-948-766; 071-601-344-424-739; 074-353-505-496-127; 081-068-634-358-717; 085-655-169-608-726; 086-861-077-037-456; 103-355-295-913-314; 107-274-748-521-438; 110-007-561-563-883; 112-972-305-984-555; 117-652-913-702-653; 120-598-074-246-303; 123-313-540-896-141; 127-356-618-215-912; 130-794-242-217-482; 132-989-437-076-213; 139-119-876-531-586; 139-641-412-398-758; 149-811-162-849-369; 151-737-772-776-418; 171-683-287-798-685,6,true,,green
054-968-068-388-747,An Examination of Consumer's Attitude towards Corporate Social Responsibility (CSR) Web Communication Using Media Richness Theory☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Rafeah Mat Saat; Mohamad Hisyam Selamat,"Abstract The main purpose of this study is to examine the effect of media richness on attitude towards website in communicating Corporate Social Responsibility (CSR). We use Media richness theory (MRT) as the main theory for this paper. To meet the objective, we consider the sample of 242 students as consumer to browse through the different richness of CSR information websites that are lean and rich. We use statistical t-test to analyze the data. The result shows rich media has a significant impact on CSR communication towards consumer. This finding contributes to a new empirical literature of CSR communication and MRT.",155,,392,397,Advertising; Corporate social responsibility; Sociology; Marketing; Media richness theory; Literature study; Sample (statistics); Species richness,,,,,https://core.ac.uk/display/42980281 http://repo.uum.edu.my/13060/ http://www.sciencedirect.com/science/article/pii/S1877042814057772 https://www.sciencedirect.com/science/article/pii/S1877042814057772 https://core.ac.uk/download/pdf/42980281.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.10.311,,10.1016/j.sbspro.2014.10.311,2040896131,,0,007-410-201-671-051; 018-019-132-619-811; 022-261-846-146-024; 027-788-678-459-437; 032-003-060-032-261; 033-445-837-262-66X; 037-774-166-958-30X; 039-233-536-350-141; 040-221-934-349-207; 041-977-847-341-115; 042-234-018-889-705; 046-038-861-859-398; 049-334-144-179-280; 049-498-406-495-680; 050-271-646-803-127; 051-201-349-635-860; 051-317-018-570-024; 051-636-435-937-956; 056-088-203-003-430; 078-162-179-268-535; 083-213-076-846-038; 085-559-574-525-481; 092-869-169-821-524; 096-389-777-984-338; 103-134-872-055-85X; 109-993-873-088-34X; 111-967-642-990-937; 112-670-437-423-844; 159-576-409-936-786,22,true,cc-by-nc-nd,gold
055-097-960-969-142,Social Performance vs. Financial Performance: CSR Disclosures as an indicator of social performance,2013-04-21,2013,journal article,International Journal of Finance & Banking Studies (2147-4486),21474486,Center for Strategic Studies in Business and Finance SSBFNET,,Ilker Yilmaz,"In recent decades, it is gaining more and more dominance in both academic and business life that the company exists for and has responsibilities toward a wider group of stakeholders and it must have some objectives other than profitability. To achieve sustainable development and growth, the companies must assume more duties, which is called the term “corporate social responsibility (CSR).” In the literature, it is questioned whether CSR activities benefit the company or not; whether there is any relationship exists between CSR activities and the company’s financial performance and the direction of the relationship. We aimed to explore that whether there is any effect corporate social performance (CSP) on financial performance and position and vice versa. We performed content analysis through annual reports and derived a social score composed of the items included in disclosure guidelines and some criteria used in CSR ratings. We also used several financial position and financial performance indicators. In order to explore the relationship between CSP and financial indicators, we run panel data regressions. We found significant results for some of the indicators, where some of the indicators gave insignificant results. The reporting of CSR activities is in very low levels. The conscious toward CSR and sustainability must be promoted and the companies must assume more active roles. The reporting of those activities is also important.",2,2,53,65,Accounting; Profitability index; Corporate social responsibility; Dominance (economics); Business; Content analysis; Financial performance; Sustainable development; Panel data; Sustainability,,,,,https://ideas.repec.org/a/rbs/ijfbss/v2y2013i2p53-65.html https://core.ac.uk/download/230938277.pdf,http://dx.doi.org/10.20525/ijfbs.v2i2.146,,10.20525/ijfbs.v2i2.146,2118304796,,0,003-721-419-225-989; 013-837-826-929-964; 014-477-379-548-456; 019-534-948-420-613; 023-223-789-876-352; 033-909-936-100-554; 039-440-741-602-450; 048-258-354-196-742; 049-188-407-022-910; 053-195-536-333-811; 069-904-750-601-063; 074-213-141-463-089; 082-815-961-326-23X; 084-613-224-049-188; 095-018-514-537-30X; 127-356-618-215-912; 128-039-313-779-140; 130-703-716-796-046; 140-642-248-714-922; 165-090-784-114-300; 165-429-637-582-956; 176-306-072-820-564; 182-199-495-327-639; 197-943-053-402-563,9,true,cc-by-nc,gold
055-222-575-590-371,A Bibliometric Analysis of 30 Years of Research and Theory on Corporate Social Responsibility and Corporate Social Performance,,2005,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Frank G. A. de Bakker; Peter P. Groenewegen; Frank den Hond,"Social responsibilities of businesses and their managers have been discussed since the 1950s. Yet no consensus about progress has been achieved in the corporate social responsibility/corporate social performance literature. In this article, we seek to analyze three views on this literature. One view is that development occurred from conceptual vagueness, through clarification of central constructs and their relationships, to the testing of theory—a process supported by increased sophistication in research methods. In contrast, other authors claim that hardly any progress is to be expected because of the inherently normative character of the literature. A final view is that progress in the literature on the social responsibilities of business is obscured or even hampered by the continuing introduction of new constructs. This article explores which of these three views better describes the evolution of the literature during a period of 30 years and suggests implications for further research.",44,3,283,317,Corporate social responsibility; Sociology; Social responsibility; Development theory; Sophistication; Social policy; Vagueness; Public relations; Process (engineering); Normative,,,,,https://research.vu.nl/ws/files/2073003/179305.pdf https://research.vu.nl/en/publications/a-bibliometric-analysis-of-30-years-of-research-and-theory-on-cor https://journals.sagepub.com/doi/abs/10.1177/0007650305278086 http://bas.sagepub.com/content/44/3/283.abstract http://journals.sagepub.com/doi/10.1177/0007650305278086 https://philpapers.org/rec/DEBABA http://dspace.ubvu.vu.nl/bitstream/handle/1871/33906/179305.pdf?sequence=1 https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2Fa206a88b-ef49-4670-a939-0e3f3253c7fa https://core.ac.uk/download/pdf/15471214.pdf,http://dx.doi.org/10.1177/0007650305278086,,10.1177/0007650305278086,2165022267,,0,000-557-375-905-040; 000-683-548-715-497; 004-376-002-362-680; 004-606-626-103-776; 007-622-898-589-828; 008-543-764-118-482; 009-375-281-894-117; 014-981-424-763-706; 019-806-548-132-918; 020-958-200-735-150; 023-693-865-715-486; 024-938-514-587-40X; 029-289-608-902-946; 031-122-987-907-233; 033-025-753-354-072; 034-884-431-260-18X; 035-435-053-288-005; 036-807-015-985-37X; 040-503-084-084-382; 046-992-105-871-253; 052-652-311-664-286; 054-353-308-338-714; 055-127-219-449-931; 055-189-554-841-408; 059-516-291-335-028; 061-829-988-617-171; 062-372-517-077-817; 063-926-751-372-775; 064-095-315-326-037; 066-400-343-948-766; 069-280-264-531-116; 069-533-155-665-652; 072-779-164-090-553; 073-190-170-054-289; 075-309-072-872-083; 075-597-685-387-67X; 082-815-961-326-23X; 084-613-224-049-188; 086-844-314-181-060; 088-584-976-934-329; 088-856-664-059-111; 089-066-948-250-92X; 090-623-762-665-013; 092-695-820-026-224; 096-673-477-579-582; 098-960-618-876-594; 104-694-350-239-151; 104-878-575-300-394; 109-102-829-309-641; 112-565-796-968-753; 114-146-853-009-804; 117-674-938-561-129; 117-992-913-472-078; 118-013-216-581-193; 122-621-710-006-024; 125-611-985-399-234; 126-428-070-248-770; 130-524-282-238-827; 131-180-572-109-097; 133-241-855-207-841; 134-876-993-976-548; 136-433-326-513-70X; 138-909-757-185-115; 139-641-412-398-758; 149-691-936-196-995; 150-772-959-485-116; 155-879-175-881-390; 159-592-129-993-014; 161-995-422-016-683; 171-268-156-655-037,781,true,,green
055-224-142-183-681,Motives Behind The Integration Of CSR Into Business Strategy: A Comparative Study In French SMEs,2015-09-04,2015,journal article,Journal of Applied Business Research (JABR),21578834; 08927626,Clute Institute,United States,Linh Chi Vo; Karen Delchet-Cochet; Hakim Akeb,"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.",31,5,1975,1986,Corporate social responsibility; Business; Area studies; Marketing; Context (language use); Operational performance; Public relations; Sample (statistics); Strategic planning; Small and medium-sized enterprises; Strategic management,,,,,https://clutejournals.com/index.php/JABR/article/download/9412/9496 http://www.cluteinstitute.com/ojs/index.php/JABR/article/viewFile/9412/9496 https://core.ac.uk/download/pdf/268105484.pdf,http://dx.doi.org/10.19030/jabr.v31i5.9412,,10.19030/jabr.v31i5.9412,2173703857,,0,003-479-063-997-300; 003-500-431-280-201; 003-594-783-908-963; 003-840-127-213-339; 005-334-282-464-569; 006-880-751-156-038; 007-035-629-428-560; 010-677-426-047-007; 011-398-481-468-124; 014-904-025-590-079; 016-047-754-544-514; 016-774-201-383-07X; 024-553-170-304-930; 027-113-005-563-613; 027-446-615-526-495; 028-584-705-102-911; 029-259-838-795-819; 029-580-558-293-284; 032-950-687-623-220; 045-385-511-579-046; 048-299-829-069-167; 049-745-002-558-951; 050-565-777-122-27X; 051-605-728-023-259; 052-709-814-877-069; 057-850-005-232-513; 061-204-001-343-089; 061-542-566-905-829; 063-199-063-137-888; 064-091-717-837-982; 066-496-765-206-50X; 086-209-433-032-073; 092-235-131-089-660; 094-021-549-671-745; 101-299-425-939-891; 105-927-048-004-707; 108-153-060-269-479; 112-583-390-831-65X; 116-065-929-559-916; 118-581-284-717-529; 122-068-609-968-324; 123-923-734-204-48X; 130-837-076-957-81X; 132-999-301-803-679; 149-095-960-617-410; 151-198-972-962-725; 162-688-238-259-382; 197-923-484-526-789,11,true,,bronze
055-300-463-047-201,A decision-analysis-based framework for analysing stakeholder behaviour in scenario planning,,2016,journal article,European Journal of Operational Research,03772217,Elsevier BV,Netherlands,George Cairns; Paul Goodwin; George Wright,"Scenario planning is a method widely used by strategic planners to address uncertainty about the future. However, current methods either fail to address the future behaviour and impact of stakeholders or they treat the role of stakeholders informally. We present a practical decision-analysis-based methodology for analysing stakeholder objectives and likely behaviour within contested unfolding futures. We address issues of power, interest, and commitment to achieve desired outcomes across a broad stakeholder constituency. Drawing on frameworks for corporate social responsibility (CSR), we provide an illustrative example of our approach to analyse a complex contested issue that crosses geographic, organisational and cultural boundaries. Whilst strategies can be developed by individual organisations that consider the interests of others – for example in consideration of an organisation's CSR agenda – we show that our augmentation of scenario method provides a further, nuanced, analysis of the power and objectives of all concerned stakeholders across a variety of unfolding futures. The resulting modelling framework is intended to yield insights and hence more informed decision making by individual stakeholders or regulators.",249,3,1050,1062,Futures contract; Variety (cybernetics); Corporate social responsibility; Business; Decision analysis; Stakeholder analysis; Stakeholder; Scenario planning; Strategic planning; Knowledge management,,,,,https://doi.org/10.1016/j.ejor.2015.07.033 https://www.sciencedirect.com/science/article/pii/S0377221715006669#! https://pure.strath.ac.uk/portal/en/publications/a-decisionanalysisbased-framework-for-analyzing-stakeholder-behaviour-in-scenario-planning(fe28f92b-de24-47fc-bf2d-8b23fc9fa1a6)/export.html https://ideas.repec.org/a/eee/ejores/v249y2016i3p1050-1062.html https://dblp.uni-trier.de/db/journals/eor/eor249.html#CairnsGW16 https://pure.strath.ac.uk/portal/en/publications/a-decisionanalysisbased-framework-for-analyzing-stakeholder-behaviour-in-scenario-planning(fe28f92b-de24-47fc-bf2d-8b23fc9fa1a6).html https://www.sciencedirect.com/science/article/pii/S0377221715006669 https://eprints.qut.edu.au/86535/ https://purehost.bath.ac.uk/ws/files/128435666/EJOR_Stakeholder_paper_accepted_version.pdf https://researchportal.bath.ac.uk/en/publications/a-decision-analysis-based-framework-for-analyzing-stakeholder-beh https://core.ac.uk/display/32240973 https://strathprints.strath.ac.uk/53934/ https://pureportal.strath.ac.uk/en/publications/a-decision-analysis-based-framework-for-analyzing-stakeholder-beh https://econpapers.repec.org/RePEc:eee:ejores:v:249:y:2016:i:3:p:1050-1062 http://www.sciencedirect.com/science/article/pii/S0377221715006669 https://core.ac.uk/download/42591341.pdf,http://dx.doi.org/10.1016/j.ejor.2015.07.033,,10.1016/j.ejor.2015.07.033,1598752941,,0,001-056-850-934-125; 001-182-491-259-769; 009-527-901-429-241; 010-059-133-602-451; 012-766-581-620-771; 012-896-516-183-363; 014-418-043-238-040; 016-140-802-569-916; 017-727-010-953-660; 018-629-169-157-348; 021-878-118-643-018; 023-383-802-024-086; 027-979-701-557-994; 028-263-045-928-189; 029-861-985-991-555; 034-582-668-033-58X; 036-520-313-723-345; 037-590-068-727-210; 039-564-883-977-818; 039-747-739-452-605; 041-701-895-539-073; 042-679-082-377-482; 042-754-966-061-27X; 044-225-976-512-74X; 045-564-719-990-575; 050-189-679-403-91X; 050-412-869-193-449; 053-307-492-675-29X; 056-438-280-602-522; 056-803-918-029-466; 057-932-563-873-533; 065-980-320-138-813; 074-173-984-453-280; 074-900-909-716-616; 085-368-583-931-711; 088-919-850-566-219; 092-628-813-250-228; 096-875-838-615-143; 098-950-277-295-601; 098-953-970-577-168; 101-670-163-051-107; 101-989-933-610-126; 103-431-787-851-190; 104-001-649-728-22X; 104-367-014-590-85X; 108-572-403-453-232; 115-163-244-452-852; 116-341-623-473-114; 116-681-393-775-838; 119-961-421-946-282; 120-663-543-215-963; 122-488-103-826-59X; 125-624-821-968-130; 127-580-817-455-675; 138-075-503-213-704; 145-372-262-625-39X; 149-309-154-462-873; 149-927-178-125-837; 155-923-799-359-475; 161-978-450-123-676; 184-416-353-631-53X; 191-775-340-962-303; 195-401-848-267-271,34,true,cc-by-nc-nd,green
055-450-307-047-019,Business Ethics and Social Responsibility in Tourist Organizations in Terms of Changing Environment,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Kliment Arnaudov; Elena Koseska,"Businesses cannot be isolated because employees depend on the business. Customers, suppliers and local community are also under the influence of the organizations, inclusively the tourist ones. The services that the tourist organizations offer are the ways they are conducted have their impact on the vicinity. These aspects are part of the social responsibility of an organization i.e. the corporate social responsibility. Corporate social responsibility means taking responsibility for all the activities and following the principles that can be modified and applied regardless of the size of the business. Every organization has its own characteristics. Leaders form the characteristics by shaping the organizational goal i.e. organizational mission and basic organizational values that are transferred to the employees and by which their behaviour influenced. The management of the organization must be certain that the goal, mission and basic organizational values that have already been approved in the tourist organization, will be accepted by all those that will influence or will have any benefit from it. Tourist agencies social responsibility can be defined as “success in the business activities that is gained not only by adhering the laws and regulations, but by approach that accomplishes balance between economic, ecological and social goals, on a way that is useful for the citizens, community and society”. Tourist agencies in order to deal with the social needs have to decide how to outrun the minimal conditions and responsibilities that are part of the law and labor agreement. That is another argument for the social responsibility of the tourist organizations as a concept with worldwide meaning connected to the maintainable development, competition initiation, economy development and creation of new working positions",44,,387,397,Organizational effectiveness; Business ethics; Corporate social responsibility; Business; Social responsibility; Marketing; Tourism; Local community; Competition (economics); Argument; Public relations,,,,,http://iranakhlagh.nipc.ir/uploads/p11212_7627.pdf https://www.sciencedirect.com/science/article/pii/S1877042812011640 http://eprints.uklo.edu.mk/678/ https://iranakhlagh.nipc.ir/uploads/p11212_7627.pdf http://www.sciencedirect.com/science/article/pii/S1877042812011640 https://core.ac.uk/display/82421061 https://www.nipc.ir/uploads/p11212_7627.pdf https://core.ac.uk/download/pdf/82421061.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.05.043,,10.1016/j.sbspro.2012.05.043,2105782022,,0,052-217-883-580-938; 055-110-685-026-193; 107-274-748-521-438; 108-583-638-295-324; 144-786-846-125-501,13,true,,gold
055-575-661-657-767,The Catch-22 of Responsible Luxury: Effects of Luxury Product Characteristics on Consumers' Perception of Fit with Corporate Social Responsibility,2013-01-13,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Catherine Janssen; Joëlle Vanhamme; Adam Lindgreen; Cécile Lefebvre,"The notion of “responsible luxury” may appear as a contradiction in terms. This article investigates the influence of two defining characteristics of luxury products—scarcity and ephemerality—on consumers’ perception of the fit between luxury and corporate social responsibility (CSR), as well as how this perceived fit affects consumers’ attitudes toward luxury products. A field experiment reveals that ephemerality moderates the positive impact of scarcity on consumers’ perception of fit between luxury and CSR. When luxury products are enduring (e.g., jewelry), a scarce product is perceived as more socially responsible than a more widely available one and provokes positive attitudes. However, this effect does not appear for ephemeral luxury products (e.g., clothing). The perceived fit between luxury and CSR mediates the combined effects of scarcity and ephemerality on consumers’ attitudes toward luxury products. This study provides valuable insights that luxury brand managers can use to design their CSR and marketing strategies.",119,1,45,57,Scarcity; Business ethics; Product (category theory); Corporate social responsibility; Business; Social responsibility; Marketing; Perception; Ephemerality; Clothing,,,,,https://link.springer.com/article/10.1007/s10551-013-1621-6 https://dial.uclouvain.be/pr/boreal/object/boreal:159499 https://orca.cardiff.ac.uk/id/eprint/55288 https://ideas.repec.org/a/kap/jbuset/v119y2014i1p45-57.html https://econpapers.repec.org/article/kapjbuset/v_3a119_3ay_3a2014_3ai_3a1_3ap_3a45-57.htm https://link.springer.com/article/10.1007/s10551-013-1621-6/fulltext.html https://dialnet.unirioja.es/servlet/articulo?codigo=4727093 https://research.cbs.dk/en/publications/the-catch-22-of-responsible-luxury-effects-of-luxury-product-char https://philpapers.org/rec/JANTCO-7 https://core.ac.uk/download/42512052.pdf,http://dx.doi.org/10.1007/s10551-013-1621-6,,10.1007/s10551-013-1621-6,2040550833,,0,001-337-115-172-620; 001-911-552-397-725; 002-959-570-583-993; 004-667-302-912-875; 005-688-926-380-028; 009-538-332-430-835; 011-445-895-592-909; 014-817-373-591-136; 015-999-921-788-017; 016-642-746-249-933; 016-802-714-721-578; 018-820-099-955-744; 020-183-946-850-824; 021-062-602-164-789; 022-166-641-251-642; 023-717-452-986-150; 025-047-196-969-791; 025-724-556-647-792; 028-592-884-416-982; 030-973-749-054-641; 031-159-192-348-270; 032-404-362-310-623; 032-779-497-658-310; 035-422-857-039-052; 039-628-817-918-625; 039-736-765-205-807; 040-344-640-544-410; 040-393-983-376-528; 041-305-714-278-093; 042-043-660-450-01X; 042-433-776-417-127; 043-605-651-281-566; 045-815-012-522-94X; 045-821-683-274-175; 046-623-409-873-692; 047-084-373-523-100; 048-111-288-115-660; 048-926-690-028-255; 049-120-262-324-414; 049-903-576-934-62X; 050-597-423-444-411; 051-339-219-296-823; 052-807-507-985-499; 056-745-448-836-198; 060-983-695-607-091; 061-032-025-769-668; 061-508-751-319-443; 061-931-497-198-313; 062-777-472-155-775; 062-875-078-146-976; 063-223-740-751-891; 063-911-754-676-238; 064-195-089-887-677; 064-682-467-305-522; 067-253-312-715-950; 069-497-872-046-744; 070-816-008-370-702; 071-513-458-785-460; 075-975-499-769-338; 081-234-632-965-653; 082-184-334-346-620; 084-925-945-359-71X; 084-966-522-105-807; 088-724-116-406-122; 091-637-305-777-347; 094-620-439-196-263; 099-348-961-400-88X; 099-371-568-798-014; 100-733-772-428-28X; 102-255-932-276-035; 102-686-443-323-376; 108-063-456-544-44X; 119-540-690-758-858; 121-321-340-966-720; 123-587-874-274-973; 131-180-572-109-097; 134-141-581-202-434; 137-022-650-990-268; 141-641-322-260-255; 150-739-442-590-808; 156-683-733-116-485; 159-744-291-198-537; 169-589-600-359-476; 182-867-587-691-99X; 193-068-688-544-532,138,true,,green
055-606-555-950-985,Does CSR Influence Firm Performance Indicators? Evidence from Chinese Pharmaceutical Enterprises,2019-10-14,2019,journal article,Sustainability,20711050,MDPI AG,Switzerland,Minghui Yang; Paulo Bento; Ahsan Akbar,"This research is carried out in the backdrop of increasing product quality and environmental degradation scandals associated with Chinese Pharmaceuticals in recent years. We examined the data of 125 Chinese Pharmaceuticals between 2010–2016 to investigate the impact of overall corporate social responsibility (CSR) performance as well as the performance on five unique aspects of CSR such as shareholders, employees, customers and suppliers, environmental practices, and the society to gauge the impact of these individual dimensions on the firm’s financial performance. The Hexun rating system is used to gauge a firm’s CSR performance on various stakeholder dimensions as it is one of the widely accepted CSR measurement criteria in China. The firm performance is measured by Tobin’s Q, return on assets (ROA), return on equity (ROE), and earnings per share (EPS) ratios. The outcome of the panel-based regression models reveals that the overall CSR score has a positive and significant influence on a firm’s financial indicators. Moreover, although all the CSR dimensions relate positively to firm performance, the environmental aspect of CSR has the most profound impact on firm performance followed by customers and suppliers, and employees. However, the shareholders and social dimensions have a relatively lesser influence on firm performance. These results imply that Chinese Pharmaceuticals shall further optimize each aspect of CSR performance as it can not only create a favorable brand image for various stakeholders but also results in sustainable financial performance.",11,20,5656,,Shareholder; Accounting; Product (category theory); Performance indicator; Corporate social responsibility; Business; Return on equity; Return on assets; Stakeholder; Earnings per share,,,,Department of Education of Guangdong Province,https://doaj.org/article/05ce114d2c4d4724ab0255c5ac95ff63 https://www.mdpi.com/2071-1050/11/20/5656/pdf https://www.mdpi.com/2071-1050/11/20/5656 https://ideas.repec.org/a/gam/jsusta/v11y2019i20p5656-d276224.html https://core.ac.uk/download/pdf/302961611.pdf,http://dx.doi.org/10.3390/su11205656,,10.3390/su11205656,2979297789,,0,000-362-312-275-82X; 001-628-723-160-295; 002-664-126-254-642; 003-575-763-136-333; 008-217-224-791-867; 008-387-470-567-942; 009-573-999-259-187; 010-038-028-482-643; 011-913-576-051-691; 017-492-045-801-882; 018-570-091-855-491; 019-700-724-671-924; 019-879-423-560-879; 021-918-672-412-130; 022-705-457-146-615; 028-398-504-975-784; 033-025-753-354-072; 033-445-837-262-66X; 034-884-431-260-18X; 037-365-741-061-324; 046-169-722-099-202; 046-861-016-115-86X; 051-875-265-995-253; 052-119-353-940-028; 054-182-649-208-375; 055-773-672-952-080; 059-559-099-748-586; 060-250-330-475-059; 061-829-988-617-171; 062-596-357-961-533; 063-926-751-372-775; 064-091-717-837-982; 064-786-623-022-10X; 070-750-366-367-301; 071-056-777-506-667; 074-791-843-353-639; 080-714-226-639-63X; 091-414-890-872-91X; 094-620-439-196-263; 099-050-813-066-742; 107-274-748-521-438; 112-565-796-968-753; 115-170-653-019-035; 116-821-282-471-606; 127-356-618-215-912; 127-697-359-470-876; 130-079-388-663-597; 130-741-068-205-515; 134-503-063-403-581; 135-572-907-804-63X; 150-756-983-846-92X; 155-879-175-881-390; 155-976-795-638-193; 159-592-129-993-014; 173-481-853-539-627,56,true,cc-by,gold
055-863-585-272-983,What do indigenous communities think of the CSR practices of mining companies,2013-08-03,2013,journal article,"Journal of Business Systems, Governance and Ethics",18334318,Victoria University,,Kevin Kepore; Colin Higgins; Robert Goddard,"This paper examines how one indigenous community in the Western Province of Papua New Guinea (PNG) views the social responsibility initiatives of OK Tedi Mining Ltd (OTML). This mining operation has been controversial since its inception, and various operators of the mine have sought to engage the community and to undertake a number of CSR-related projects. Insights gained from four focus groups amongst the Ok Tedi River indigenous communities show that while some members of the community are satisfied with the company’s efforts at the macro level, many have reservations about the effectiveness of the programs at the micro level on the village and family unit. The implementation of CSR activities are slow and in many instances do not effectively address stakeholder concerns.",8,1,34,50,Corporate social responsibility; Business; Social responsibility; Stakeholder; Family unit; Macro level; New guinea; Public relations; Indigenous; Focus group,,,,,https://jbsge.vu.edu.au/index.php/jbsge/article/download/328/378 http://dro.deakin.edu.au/eserv/DU:30065218/higgins-whatdo-2013.pdf https://journals.vu.edu.au/index.php/jbsge/article/download/328/378 https://jbsge.vu.edu.au/index.php/jbsge/article/view/328 http://dro.deakin.edu.au/view/DU:30065218 https://journals.vu.edu.au/index.php/jbsge/article/view/328 https://core.ac.uk/display/33198114 http://hdl.handle.net/10536/DRO/DU:30065218,http://dx.doi.org/10.15209/jbsge.v8i1.328,,10.15209/jbsge.v8i1.328,1985254850,,0,001-357-332-796-446; 005-501-507-000-374; 008-532-231-601-363; 010-137-420-730-422; 019-806-548-132-918; 037-550-015-414-716; 047-251-723-869-44X; 047-274-307-916-122; 047-943-210-237-321; 051-875-265-995-253; 061-484-451-799-912; 063-265-606-735-757; 068-582-196-548-676; 069-297-044-795-305; 069-533-155-665-652; 069-904-750-601-063; 070-744-747-285-384; 071-165-618-798-44X; 075-099-237-634-700; 082-815-961-326-23X; 085-017-543-953-233; 090-570-309-222-277; 099-085-870-469-302; 104-303-239-152-807; 109-102-829-309-641; 114-387-252-475-153; 127-356-618-215-912; 128-519-086-015-927; 137-340-773-945-348; 138-057-252-600-179; 139-641-412-398-758; 155-879-175-881-390; 162-749-591-811-525; 168-171-312-802-862,3,true,,green
055-897-162-388-55X,"Corporate Social Responsibility in the International Shipping Industry: State-of-the-Art, Current Challenges and Future Directions",2016-12-01,2016,journal article,The Journal of Sustainable Mobility,20532350,GSE Research Limited,,Peter Lund-Thomsen; René Taudal Poulsen; Robert Ackrill,,3,2,3,13,Corporate social responsibility; Business; Current (fluid); State (polity); International shipping; Public relations,,,,,https://research.cbs.dk/da/publications/corporate-social-responsibility-in-the-international-shipping-ind https://research-api.cbs.dk/ws/files/50312841/peter_lund_thomsen_corporate_social_responsibility_in_the_international_shipping_industry_acceptedversion.pdf http://irep.ntu.ac.uk/id/eprint/29584/ https://core.ac.uk/download/74207658.pdf,http://dx.doi.org/10.9774/gleaf.2350.2016.de.00002,,10.9774/gleaf.2350.2016.de.00002,2572886305,,0,003-512-070-709-604; 010-451-888-025-054; 015-793-773-218-974; 051-992-629-885-77X; 071-189-338-661-023; 073-109-040-962-966; 073-654-834-677-191; 078-982-151-145-107; 126-292-366-683-640; 133-749-061-160-946; 143-211-654-203-436,8,true,,green
055-993-137-546-114,Strategi Pengembangan Usaha Pemeliharaan Ayam Pelung di Kabupaten Cianjur,2019-02-01,2019,journal article,Jurnal Peternakan Indonesia (Indonesian Journal of Animal Science),24606626; 19071760,Universitas Andalas,,Anita Fitriani; S. Alim; Linda Herlina,"Ternak Ayam Pelung saat ini merupakan salah satu modal bangsa dalam mempertahankan sumberdaya genetik ternak nasional. Minat konsumen dan gairah petani semakin meningkat sementara usahaternak tidak cukup kuat untuk menutup kebutuhan tersebut. Usaha Ayam Pelung memerlukan solusi kreatif berdasarkan potensinya. Tujuan dari penelitian ini adalah untuk mengidentifikasi dan merumuskan strategi yang dapat dibuat oleh stakeholder terkait; serta memilih strategi alternatif terbaik. Metode penelitian adalah studi kasus dengan menggunakan informan sebagai sumber data primer. Model analisis yang digunakan adalah analisis SWOT dan QSPM. Berdasarkan diagram kartesius maka strategi WO adalah strategi yang sesuai dengan kondisi usaha Ayam Pelung di Kabupaten Cianjur. Berdasarkan faktor-faktor internal dan eksternal strategi yang dapat dirumuskan dari faktor internal dan eksternal adalah: (1) membuat kebijakan pemerintah dan breeding centre Ayam Pelung, (2) penyerapan CSR yang difasilitasi oleh perguruan tinggi dan dinas peternakan, dan (3) pelatihan pembuatan dimsum sebagai olahan Ayam Pelung serta pembinaan pengadaan pakan mandiri. Seluruh strategi layak untuk diupayakan namun urutan prioritas yang dapat membantu keberlanjutan usaha ayam pelung di Kabupaten Cianjur adalah strategi yang pertama, ketiga, dan kedua",21,1,34,50,,,,,,http://jpi.faterna.unand.ac.id/index.php/jpi/article/view/359 http://jpi.faterna.unand.ac.id/index.php/jpi/article/download/359/300 https://doaj.org/article/758dd9ec848b41eca9a6bd718b810cf6 https://core.ac.uk/download/pdf/290474703.pdf,http://dx.doi.org/10.25077/jpi.21.1.34-50.2019,,10.25077/jpi.21.1.34-50.2019,2914168282,,0,,0,true,cc-by-sa,gold
056-145-209-899-109,The Effect Of Mandatory Regulation On Corporate Social Responsibility Reporting Quality: Evidence From China,2016-12-27,2016,journal article,Journal of Applied Business Research (JABR),21578834; 08927626,Clute Institute,United States,Jianling Wang; Gaoliang Tian; Weiguo Fan; Dan Luo,"Corporate Social Responsibility (CSR) disclosure has attracted attention from regulatory bodies and academics over the past few decades. Due to the unreliability resulted from CSR voluntary disclosure, an increasing number of researchers are calling for more government regulation on CSR disclosure. Based on 1830 standalone CSR reports disclosed by the Chinese-listed firms during 2009-2012, we examine the effect of mandatory regulation on CSR reporting quality. We further hypothesize and test for the moderating effect of firm size and other characteristics on the link between government regulation on CSR reporting quality. Our results suggest that government mandatory regulation leads to an overall improvement in CSR reporting quality. We also find that this positive effect is greater when firms are larger and have better financial performance, but less when firms are controlled by government. Our study provides a direct answer to the recent calling for mandatory disclosure on CSR reports, and helps to understand why recent studies of social disclosure regulation suggest that government interventions do not seem to resolve the problems that are generally attributed to voluntary disclosures. Our findings should be of interest to the academics, regulators, and investors.",33,1,67,86,Accounting; Corporate social responsibility; Business; Government; China; Psychological intervention; Voluntary disclosure; Quality (business); Government regulation; Financial performance,,,,,https://centaur.reading.ac.uk/69499/ https://core.ac.uk/download/80788508.pdf,http://dx.doi.org/10.19030/jabr.v33i1.9861,,10.19030/jabr.v33i1.9861,2561673540,,0,,8,true,cc-by,green
056-269-308-810-266,Press Release by Medco E&P Malaka on Serambi Indonesia Online News Coverage,2020-04-10,2020,journal article,Jurnal The Messenger,25272810; 20861559,Universitas Semarang,,Suraya Mansur; Sari Anggaraini Harsono,"The study aims to analyze the public relations work suitability of PT Medco E&P Malaka related to community empowerment and social responsibility on Education and Training of 40 Acehnese Children in PPSDM-Cepu. International Standard Ambulance given for Pidie Jaya and the support from Medco E&P Malaka in the event Sail Sabang 2018 conducted by the company and press-released by Serambi Indonesia online in 2018. A qualitative approach with a case study method was employed in this study. The results showed that the point of view of journalists/media is dissimilar from the point of view of a company in writing a text. When media tend to publish articles based on a press release distributed by a company, then the company’s image and reputation will be affected and become positive.",12,1,14,29,Advertising; Social responsibility; Work (electrical); Political science; International standard; Case method; Press release; Community empowerment; Publication; Reputation,,,,,https://journals.usm.ac.id/index.php/the-messenger/article/viewFile/1412/1388 https://journals.usm.ac.id/index.php/the-messenger/article/view/1412 https://journals2.usm.ac.id/index.php/the-messenger/article/download/1412/1388 https://journals2.usm.ac.id/index.php/the-messenger/article/view/1412 https://core.ac.uk/download/pdf/297682890.pdf,http://dx.doi.org/10.26623/themessenger.v12i1.1412,,10.26623/themessenger.v12i1.1412,3015881824,,0,072-396-512-726-776; 156-208-441-443-940,0,true,cc-by,gold
056-430-057-819-669,Does CSR Enhance Young Bank Customers’ Satisfaction and Loyalty in a Developing Economy? The Mediating Role of Trust,2019-12-31,2019,journal article,Journal of Accounting and Finance in Emerging Economies,25188488; 25190318,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Stella Zulu-Chisanga,"The role of corporate social responsibility (CSR) on firm performance is well documented in the literature. Although the majority of the evidence available points to a positive association between CSR and determinants of company performance such as monetary performance, personnel commitment and corporate identity, findings still remain rather inconclusive as negative or no correlation results are also reported. In addition, little is known about how CSR is perceived from a bank customer’s point of view and studies examining its effect on customer satisfaction and loyalty in developing economies are scanty. Drawing insights from the stakeholder and signaling theories, this study examines the effect of CSR on customer satisfaction and customer loyalty. The study also examines the mediating role of trust on these relationships. Data from 348 bank customers in Zambia indicate that CSR positively affects satisfaction and loyalty. It was also established that trust has a significant mediating effect on the relationships. With the increase in complexity and dynamism of today’s business environment banks are advised to be more socially responsible as one way of building trust and customer satisfaction and loyalty.",5,2,325,342,Corporate social responsibility; Business; Loyalty business model; Social responsibility; Marketing; Customer satisfaction; Stakeholder; Dynamism; Loyalty; Corporate identity,,,,,https://ideas.repec.org/a/src/jafeec/v5y2019i2p325-342.html https://core.ac.uk/download/287304874.pdf,http://dx.doi.org/10.26710/jafee.v5i2.938,,10.26710/jafee.v5i2.938,3000584039,,0,000-071-607-559-555; 001-238-751-316-281; 004-771-103-585-250; 005-145-136-341-461; 005-805-453-463-041; 009-581-717-251-460; 009-980-637-097-123; 013-665-483-040-275; 014-343-045-734-116; 016-144-562-704-346; 017-973-147-985-368; 020-001-183-015-635; 020-309-447-528-081; 020-385-028-279-986; 020-385-525-616-955; 021-013-298-236-790; 023-838-345-816-990; 025-724-556-647-792; 027-973-268-269-82X; 028-363-658-477-788; 032-062-649-348-568; 032-354-000-601-121; 032-428-973-192-343; 032-587-781-576-199; 033-278-705-515-439; 034-036-378-560-383; 037-019-550-150-269; 038-601-359-000-65X; 040-733-120-998-469; 045-695-103-600-153; 047-460-128-505-546; 051-699-650-949-843; 051-745-753-489-354; 051-898-770-959-589; 053-307-492-675-29X; 053-745-439-233-820; 055-468-777-499-71X; 057-435-965-994-736; 058-040-238-440-577; 061-081-482-046-52X; 063-440-504-091-01X; 063-559-776-989-286; 064-682-467-305-522; 067-948-732-472-781; 069-223-082-555-685; 069-824-379-036-951; 070-232-232-166-280; 071-461-139-930-366; 072-241-716-502-065; 073-262-800-839-372; 075-945-628-035-860; 076-549-770-840-512; 076-875-069-181-460; 077-506-590-000-424; 080-361-191-972-828; 082-168-578-466-776; 083-522-186-997-047; 088-049-228-430-614; 089-349-096-155-120; 091-479-096-139-208; 091-889-110-669-03X; 092-917-561-368-289; 094-025-252-409-445; 094-211-629-400-977; 095-826-475-583-244; 096-868-867-224-947; 096-878-752-175-03X; 107-104-671-850-660; 108-890-126-050-163; 112-565-796-968-753; 115-373-591-444-545; 118-832-042-546-855; 124-778-355-889-851; 125-334-414-602-216; 128-860-047-103-157; 129-661-140-813-916; 131-417-616-648-555; 132-338-316-135-492; 136-528-217-005-935; 139-101-567-335-455; 139-641-412-398-758; 149-942-899-361-325; 151-814-651-807-560; 154-202-833-671-344; 154-552-478-717-060; 156-688-985-799-879; 158-798-678-208-274; 159-592-129-993-014; 162-639-361-962-70X; 163-113-889-893-140; 165-284-891-822-498; 169-270-545-298-097; 170-978-164-888-578; 177-475-897-009-905; 185-050-475-065-604; 188-723-132-512-532; 191-481-096-592-449; 194-045-582-704-133; 195-189-710-734-767,1,true,cc-by-nc,gold
056-619-283-839-35X,"The Influence of Environmental, Social, and Governance (ESG) Disclosure on Firm Financial Performance",2019-12-25,2019,journal article,IPTEK Journal of Proceedings Series,23546026,Lembaga Penelitian dan Pengabdian kepada Masyarakat ITS,,Raisa Almeyda; Asep Darmansya,"The aim of this study is to do research about non-financial aspect that has influence toward the companies’ financial performance, that will highlight the scores of companies’ ESG (Environment, Social, Governance) disclosure. Nowadays, investors take into account the non-financial aspect into their investment decision, such as ESG performance as a risk measurement. The mixed of results found in the previous studies regarding the correlation between company ESG/CSR and financial performance warranted us to conduct more research in this particular topic. We conducted research on companies in the real estate sector since its long-term nature of investment is aligned with long-term ESG goals. The samples of companies were collected from seven countries with the strongest economy worldwide, the G7. The financial performance is measured by both in the perspectives of accounting and stock market, which are ROA, ROC, Stock Price, and P/E. The panel data was collected over five years (2014-2018), using STATA to run multivariate regressions to test for the correlations. The results indicate that there is a statistically significant positive relationship between the ESG disclosure with firm’s ROA and ROC, but no significant relationship with Stock Price and P/E. Furthermore, we found that there is a statistically significant positive relationship between the Environmental factor towards the firm’s ROC and Stock Price. Lastly, the study also reveals that there’s no significant relationship between the Social factor and Governance factor with firm financial performance. The results show that a high transparency regarding ESG information could improve the financial performance. Thus, it is advisable for investors, company management, decision-makers, and industry regulators to consider the importance of the ESG disclosure",0,5,278,290,Accounting; Corporate social responsibility; Business; Transparency (market); Stock market; Financial performance; Positive relationship; Corporate governance; Panel data; Real estate,,,,,https://iptek.its.ac.id/index.php/jps/article/download/6340/4185 https://iptek.its.ac.id/index.php/jps/article/view/6340 https://core.ac.uk/download/pdf/295411320.pdf,http://dx.doi.org/10.12962/j23546026.y2019i5.6340,,10.12962/j23546026.y2019i5.6340,3001739870,,0,005-384-976-623-558; 011-838-421-487-266; 012-886-755-613-026; 016-764-648-214-943; 025-814-809-478-245; 029-694-937-690-699; 029-728-974-115-215; 039-133-419-285-573; 039-534-395-803-934; 045-966-189-018-384; 053-769-473-632-821; 057-582-623-913-043; 065-997-558-943-610; 066-398-721-841-000; 068-259-085-977-283; 077-506-590-000-424; 078-988-996-890-915; 080-823-470-930-501; 089-094-463-008-13X; 094-202-829-500-011; 097-202-354-300-196; 100-560-306-991-70X; 101-915-961-933-860; 102-496-260-693-991; 111-824-647-050-735; 133-410-231-487-288; 134-905-673-373-545; 137-142-252-339-871; 139-641-412-398-758; 179-652-926-656-800,17,true,cc-by-sa,gold
056-765-006-776-616,The Evaluation of CSR and Social Value Practices Among UK Commercial and Social Enterprises,,2018,journal article,Entrepreneurial Business and Economics Review,2353883x; 23538821,Uniwersytet Ekonomiczny w Krakowie - Krakow University of Economics,,Paul Agu Igwe; Afam Icha-Ituma; Nnamdi O. Madichie,"Objective: The purpose of this article is to evaluate the scope of Corporate Social Responsibility (CSR) and ‘Social Value Initiatives’ (SVIs) among corporations. Nowadays, CSR provides firms with an opportunity to provide community social need through discretionary corporate practices. This article contributes to knowledge on how firms approach social and environmental sustainability while maintaining economic responsibility. Research Design & Methods: This article adopts analysis based on secondary data from UK based companies. Fifty companies’ websites and policy documents (30 commercial enterprises and 20 social enterprises) were researched to identify the patterns of practices of SVIs and factors that influence the practices among companies. Findings: The findings suggest that both social and commercial enterprises focus on the adoption of the ‘CSR’ practices based on the ‘Triple Bottom Line’ (TBL) as defined in the ‘Elkington, 1997 framework’ of economic, environmental and social sustainability. The difference is that while the ‘SVIs’ of commercial enterprises develop as an operational strategy at the later stages of the business, the ‘SVIs’ of social enterprises are embedded during the enterprise creation stage. Implications & Recommendations: Based on the findings, this article develops a conceptual ‘Social Value Initiatives’ framework which forms the domain of social value practices. We suggest that future studies should focus on adopting qualitative-ori-ented primary research to explore CSR approaches, which will capture the views of management, customers, employees and shareholders. Contribution & Value Added: Despite its limitations, this article contributes to the knowledge on CSR and social value practices among social and commercial enterprises. © 2018, Cracow University of Economics. All rights reserved.",6,1,37,52,Corporate social responsibility; Business; Marketing; Value (ethics); Primary research; Social entrepreneurship; Social sustainability; Triple bottom line; Social value orientations; Sustainability,,,,,https://eprints.lincoln.ac.uk/id/eprint/29024/ https://rke.abertay.ac.uk/en/publications/the-evaluation-of-csr-and-social-value-practices-among-uk-commerc https://researchonline.ljmu.ac.uk/id/eprint/9799/ https://eber.uek.krakow.pl/index.php/eber/article/view/326 https://doaj.org/article/04843003b1974f7082e1e91e6e31ffde https://eber.uek.krakow.pl/index.php/eber/article/download/326/pdf https://core.ac.uk/download/144577201.pdf,http://dx.doi.org/10.15678/eber.2018.060102,,10.15678/eber.2018.060102,2795649693,,0,001-056-850-934-125; 002-048-108-365-286; 003-898-056-070-773; 003-975-765-911-72X; 007-898-350-109-582; 010-244-329-115-983; 010-506-995-388-331; 015-717-205-209-223; 017-167-454-912-226; 018-606-075-915-716; 022-507-073-702-435; 024-819-748-592-939; 031-158-930-484-932; 035-346-953-944-579; 038-804-046-023-949; 039-787-675-880-526; 048-677-789-340-420; 055-127-219-449-931; 055-206-850-336-010; 056-491-556-703-184; 056-803-918-029-466; 057-139-869-434-441; 059-534-790-095-240; 060-956-370-770-583; 068-259-085-977-283; 095-949-287-952-700; 105-838-601-739-57X; 119-191-978-311-657; 143-800-537-636-609; 191-909-158-030-017; 193-363-244-056-708,14,true,cc-by-nd,gold
057-455-195-237-912,Engaging firms: The global organisational field for corporate social responsibility and national varieties of capitalism,2016-03-01,2016,journal article,Policy and Society,14494035; 18393373,Oxford University Press (OUP),United Kingdom,Alvise Favotto; Kelly Kollman; Patrick Bernhagen,This article examines the relationship between national varieties of capitalism and firm engagement with the norms and best practices promoted within the global organisational field for corporate s...,35,1,13,27,Political economy; Corporate social responsibility; Economics; Content analysis; Best practice; Field (Bourdieu); Private governance; Capitalism; Sustainability; Economic system,,,,Economic and Social Research Council,https://abdn.pure.elsevier.com/en/publications/engaging-firms-the-global-organisational-field-for-corporate-soci http://aura.abdn.ac.uk/bitstream/2164/11775/1/14_01_2019_Engaging_f.pdf https://www.sciencedirect.com/science/article/pii/S1449403515000478 https://cogentoa.tandfonline.com/doi/abs/10.1016/j.polsoc.2015.12.003 https://aura.abdn.ac.uk/handle/2164/11775 http://www.sciencedirect.com/science/article/pii/S1449403515000478 https://core.ac.uk/display/42368925 https://tandfonline.com/doi/full/10.1016/j.polsoc.2015.12.003 http://eprints.gla.ac.uk/115832/,http://dx.doi.org/10.1016/j.polsoc.2015.12.003,,10.1016/j.polsoc.2015.12.003,2284166757,,0,003-025-422-339-881; 003-224-724-663-056; 013-881-917-544-144; 017-126-130-578-937; 022-512-643-506-628; 024-182-121-054-517; 024-268-735-513-72X; 027-177-576-578-651; 027-827-119-143-849; 030-059-413-847-512; 034-981-982-109-739; 035-556-471-787-086; 038-811-997-206-383; 039-738-183-041-020; 052-656-832-498-891; 063-624-631-520-821; 068-606-724-504-604; 071-141-106-677-680; 073-631-229-986-98X; 074-981-688-269-038; 077-019-278-741-545; 086-368-899-925-453; 087-518-082-631-458; 088-541-703-373-976; 098-048-138-556-852; 105-613-091-019-769; 110-648-445-179-657; 115-482-499-323-938; 118-938-991-429-170; 130-628-668-697-424; 166-750-993-969-564; 195-459-088-993-271,25,true,"CC BY, CC BY-NC",gold
057-468-907-324-022,Understanding the emergence of the tobacco industry's use of the term tobacco harm reduction in order to inform public health policy,2014-01-22,2014,journal article,Tobacco control,14683318; 09644563,BMJ Publishing Group,United Kingdom,Silvy Peeters; Anna Gilmore,"Objectives To explore the history of transnational tobacco companies’ use of the term, approach to and perceived benefits of ‘harm reduction’. Methods Analysis of internal tobacco industry documents, contemporary tobacco industry literature and 6 semistructured interviews. Results The 2001 Institute of Medicine report on tobacco harm reduction appears to have been pivotal in shaping industry discourse. Documents suggest British American Tobacco and Philip Morris International adopted the term ‘harm reduction’ from Institute of Medicine, then proceeded to heavily emphasise the term in their corporate messaging. Documents and interviews suggest harm reduction offered the tobacco industry two main benefits: an opportunity to (re-) establish dialogue with and access to policy makers, scientists and public health groups and to secure reputational benefits via an emerging corporate social responsibility agenda. Conclusions Transnational tobacco companies’ harm reduction discourse should be seen as opportunistic tactical adaptation to policy change rather than a genuine commitment to harm reduction. Care should be taken that this does not undermine gains hitherto secured in efforts to reduce the ability of the tobacco industry to inappropriately influence policy.",24,2,182,189,Public policy; Corporate social responsibility; Social responsibility; Political science; Snus; Tobacco industry; Public administration; Public relations; Health policy; Harm reduction; Tobacco harm reduction,Harm Reduction; Non-cigarette tobacco products; Public policy; Tobacco industry; Tobacco industry documents,Communication; Documentation; Harm Reduction; Health Policy; Humans; Public Health; Public Relations; Smoking/adverse effects; Social Responsibility; Tobacco; Tobacco Industry,,British Heart Foundation United Kingdom; NCI NIH HHS (R01CA160695) United States; NCI NIH HHS (R01 CA160695) United States; Cancer Research UK United Kingdom; Medical Research Council (MR/K023195/1) United Kingdom,https://tobaccocontrol.bmj.com/content/tobaccocontrol/24/2/182.full.pdf https://www.researchgate.net/profile/Anna_Gilmore/publication/259882067_Understanding_the_emergence_of_the_tobacco_industry's_use_of_the_term_tobacco_harm_reduction_in_order_to_inform_public_health_policy/links/551424720cf283ee0834a817.pdf https://europepmc.org/article/PMC/PMC4345518 https://pubmed.ncbi.nlm.nih.gov/24457543/ https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4345518/ https://researchportal.bath.ac.uk/en/publications/understanding-the-emergence-of-the-tobacco-industrys-use-of-the-t https://tobaccocontrol.bmj.com/content/24/2/182 http://www.k-message.com/wp-content/uploads/2014/03/tobaccocontrol-2013-051502.full https://tobaccocontrol.bmj.com/content/24/2/182.full.pdf https://core.ac.uk/download/pdf/237450558.pdf,http://dx.doi.org/10.1136/tobaccocontrol-2013-051502,24457543,10.1136/tobaccocontrol-2013-051502,2114096228,PMC4345518,0,004-173-445-309-838; 006-008-379-709-780; 006-335-474-651-116; 006-679-446-211-198; 012-318-062-607-146; 014-288-095-413-864; 016-375-475-043-111; 016-460-501-402-39X; 017-226-433-652-637; 022-788-260-600-77X; 022-881-962-031-985; 025-803-870-149-789; 029-896-173-945-027; 029-974-009-620-395; 032-370-809-014-693; 032-711-321-129-027; 033-570-968-630-912; 039-231-507-973-180; 042-185-365-491-234; 043-326-756-641-538; 051-922-194-701-682; 059-354-113-453-102; 073-467-802-805-618; 078-922-685-861-218; 093-999-125-051-320; 104-670-344-562-319; 126-353-281-150-972; 140-124-376-753-301; 169-524-851-130-919,52,true,cc-by-nc,hybrid
057-577-619-217-33X,No Money? No Problem! The Value of Sustainability: Social Capital Drives the Relationship among Customer Identification and Citizenship Behavior in Sharing Economy,2017-08-08,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Yu-Bing Wang; Ching-Wei Ho,"This work provides a novel approach to the corporate social responsibility (CSR) concept and to CSR activities, using social capital as the driver of consumer citizenship behavior in the sharing economy business system. An online consumer questionnaire was carried out in Taiwan to examine seven proposed hypotheses to investigate the factors affecting behavior intention. The sample includes 445 participants and investigated their consumer citizenship behavior in response to companies’ participation in CSR activities and sharing of economic opportunities, in this case, Airbnb Inc. This study uses structural equation modeling (SEM) to analyze the data. The result explores a new form of entrepreneurship marketing strategy and indicates that CSR has a positive effect on consumer–company (C–C) identification and the perceived value of sustainability. This study also establishes that social capital is the key mediator of the relationship between C–C identification and the perceived value of sustainability in consumer citizenship behavior. This research contributes to the idea that marketers should build well-designed CSR activities and deliver the perceived value of sustainability and consumer identification through social capital accumulation, which has proven to positively increase consumer citizenship behavior in the sharing economy environment. Consequently, the authors can suggest that entrepreneurs/executives should understand that CSR affects the perception of sustainability, consumer–company identification and improve consumer citizenship behavior. Most importantly, CSR activities focusing on sustainability issues and operating with social capital may lower costs and improve efficiencies as well. This finding could be viewed as a pioneering benchmark for further research.",9,8,1400,,Organizational citizenship behavior; Corporate social responsibility; Economics; Marketing; Sharing economy; Social sustainability; Sustainability; Social capital; Entrepreneurship; Marketing strategy,,,,,https://www.mdpi.com/2071-1050/9/8/1400 https://pubag.nal.usda.gov/catalog/6520067 https://ideas.repec.org/a/gam/jsusta/v9y2017i8p1400-d107480.html https://www.mdpi.com/2071-1050/9/8/1400/pdf,http://dx.doi.org/10.3390/su9081400,,10.3390/su9081400,2745067020,,0,000-144-579-838-753; 001-095-917-910-673; 001-284-253-843-035; 004-208-260-338-47X; 005-805-453-463-041; 010-854-534-444-434; 012-692-307-430-634; 012-776-805-086-977; 016-382-905-461-125; 018-606-075-915-716; 020-309-447-528-081; 020-879-209-062-364; 021-883-004-052-021; 022-509-785-910-67X; 022-711-677-224-161; 025-576-253-395-872; 027-368-422-769-545; 028-513-151-138-964; 034-061-241-819-619; 037-067-667-024-342; 037-485-255-637-70X; 039-073-110-471-229; 041-988-014-008-792; 043-605-651-281-566; 045-430-982-639-367; 045-683-602-068-343; 053-530-787-380-503; 055-127-219-449-931; 056-126-178-605-45X; 059-453-393-498-922; 061-032-025-769-668; 062-420-659-190-886; 064-924-988-785-647; 069-175-402-924-90X; 069-194-782-824-858; 071-959-323-767-085; 072-813-199-606-608; 074-176-668-531-703; 076-316-330-238-950; 080-602-330-598-683; 087-668-725-574-156; 092-632-139-451-555; 094-620-439-196-263; 097-171-717-004-689; 103-108-182-535-072; 107-274-748-521-438; 108-890-126-050-163; 117-416-214-864-763; 120-884-514-023-996; 128-266-591-255-291; 131-761-546-014-209; 140-966-409-569-49X; 142-475-561-485-852; 152-445-790-083-860; 159-592-129-993-014; 161-516-796-278-02X; 170-066-180-862-739; 189-975-636-275-494,31,true,cc-by,gold
057-657-006-462-121,Applying a Communicating Vessels Framework to CSR Value Co-creation: Empirical Evidence from Professional Team Sport Organizations,,2016,journal article,Journal of Sport Management,08884773; 1543270x,Human Kinetics,United States,Dimitrios Kolyperas; Christos Anagnostopoulos; Simon Chadwick; Leigh Sparks,"Despite the increasing number and significance of charitable foundations in various business sectors, their role in cocreating corporate social responsibility (CSR) value remains unclear. This paper identifies CSR value cocreation in professional team sport organizations (PTSOs) and answers three key research questions: (a) Why have PTSOs developed charitable foundations as their means toward CSR value cocreation? (b) What CSR-related resources do PTSOs and their charitable foundations integrate? and (c) How do they manage, share, and transfer such resources to cocreate CSR value? Drawing theoretical insights from service dominant logic and consumer culture theory—and using empirical data from 47 semistructured interviews of UK-based professional football (soccer) clubs—this study develops a communicating vessels framework to illustrate the role of charitable foundations in the CSR value cocreation process. Through four tentative CSR value cocreation levels of relationship (bolt-on, cooperative, controlled, and strategic) the study suggests several internal strategies that can enhance the level of collaboration between founders and foundations. These include information sharing through customer relationship management (CRM) systems and social media platforms; staff sharing or flexible movement across the organizations; quality assurance agreements; flexible team cooperation; partnership protocols with social, media, cultural, and commercial stakeholders; and cotraining of personnel.",30,6,702,719,Corporate social responsibility; Economics; Information sharing; Service-dominant logic; Consumer culture theory; Co-creation; Public relations; Social media; General partnership; Customer relationship management,,,,,https://core.ac.uk/display/77612286 https://usir.salford.ac.uk/41217/ https://dspace.stir.ac.uk/bitstream/1893/23986/1/VERY%20FINAL%20%20Accepted%20ms-JSM.pdf http://journals.humankinetics.com/view/journals/jsm/30/6/article-p702.xml https://journals.humankinetics.com/view/journals/jsm/30/6/article-p702.xml https://journals.humankinetics.com/doi/abs/10.1123/jsm.2016-0032 http://clok.uclan.ac.uk/15045/ https://dspace.stir.ac.uk/handle/1893/23986 https://core.ac.uk/download/42138955.pdf,http://dx.doi.org/10.1123/jsm.2016-0032,,10.1123/jsm.2016-0032,2488869293,,0,,37,true,cc0,green
057-798-086-822-981,Exploring Online Sustainability Disclosure among Malaysian Company,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Azlan Amran,"Abstract The internet facilitate in many aspect of life. This technology can also be a significant enabler for stakeholder to put pressure to the company for them to become more socially and environmentally responsible. Vice versa, company can also be benefited from such technology to become transparent and disclose their sustainability impact and practices. Interest on sustainable development arising from various environmental issues such as climate change, waste production, deforestation and pollution has become mainstream in the society in recent years along with many other social and economical issues such as employee discrimination, human rights violation, animal welfare, accounting fraud, bribery and Ponzi schemes. Many global companies have been linked with irresponsible actions with their environmental, labor and human rights violations, dishonest business practices, frauds and many more. All these irresponsible actions by companies operating around the globe have created enough damages to the world from environmental, social and economical perspectives. As the awareness is rising, more and more company realized the importance to address such issues and make known to the stakeholder through various mechanism which include internet technology via online reporting. This study aims to survey how far such practices being adopted by the Malaysian companies. The findings indicate that the adoption of online sustainability reporting is still low among Malaysian companies.",65,,761,767,The Internet; Economics; Marketing; Human rights; Stakeholder; Enabling; Damages; Sustainability reporting; Public relations; Sustainable development; Sustainability,,,,,http://www.sciencedirect.com/science/article/pii/S1877042812051816 https://core.ac.uk/display/82406103 https://www.sciencedirect.com/science/article/pii/S1877042812051816 https://core.ac.uk/download/pdf/82406103.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.11.196,,10.1016/j.sbspro.2012.11.196,1969889456,,0,014-255-721-870-130; 014-546-937-363-162; 016-059-464-489-666; 024-873-440-717-536; 032-768-119-656-007; 041-194-050-595-707; 042-234-018-889-705; 050-271-646-803-127; 055-544-755-668-238; 056-544-602-508-731; 066-236-200-870-306; 067-342-695-083-974; 068-563-801-748-34X; 070-232-232-166-280; 072-103-876-421-218; 073-761-918-368-867; 081-412-713-419-055; 083-224-690-353-763; 083-290-539-960-451; 103-134-872-055-85X; 109-993-873-088-34X; 117-428-228-811-628,10,true,,gold
057-930-174-213-962,Influence of Employee-Focused Corporate Social Responsibility and Employer Brand on Turnover Intention,,2020,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"The purpose of this paper is to investigate employee turnover intention among small and medium-sized enterprises (SMEs) in Malaysia, where difficulty in retention of employees is recognized as being a major issue for SME managers. This study seeks to focus on the mediation effect of employer brand between corporate social responsibility (CSR) and turnover intention. A literature review on CSR indicates that employer brand and turnover intention provide the basis for the research design and hypotheses. Self-administered questionnaire survey, involving 384 respondents from registered SMEs in Selangor, W.P. Kuala Lumpur, and Johor Bahru were analyzed. This study is significant in two ways: Firstly, the findings supported the relationship between employee-focused CSR and turnover intention. Secondly, employer brand was also a significant mediator between CSR and turnover intention. The study findings are expected to guide SME managers and policy makers on employee related decisions and also provide them with insight on the benefits that could be derived from employee-focused CSR.  Keywords:  CSR, Employer brand, SMEs, Turnover intention.  DOI: 10.7176/EJBM/12-9-07 Publication date:March 31st 202",,,,,,,,,,https://core.ac.uk/download/pdf/304991421.pdf,http://dx.doi.org/10.7176/ejbm/12-9-07,,10.7176/ejbm/12-9-07,,,0,,2,true,cc-by,hybrid
058-487-278-211-550,Sustainability in Large UK Listed Retail Companies: A Sectoral Analysis,2018-11-27,2018,journal article,Deakin Law Review,18359264; 13213660,Deakin University,,Andrew Keay; Taskin Iqbal,"This article documents a study on the sustainability efforts of the largest UK general retail companies that are listed on the FTSE 100. Along with offering empirical insights into the position taken by large listed UK retail companies on sustainability issues, the study also provides an interpretive analysis of the data examined in order to gain greater understanding of what the companies are communicating and the attitude that they are taking in relation to sustainability. Based on an extended content analysis of each corporation’s annual and sustainability reports, the study was intended to be a pilot study, that is, a small study conducted in advance of a planned larger and broader project that would examine more companies and in different industrial sectors. It would specifically test aspects of the research design and allow necessary adjustment before final commitment to the design for the larger project. Nonetheless, the results of the study documented here are sufficiently substantive to constitute a stand-alone study and permit us to ascertain the state of sustainability in retail companies. Our findings demonstrate that companies are taking substantive actions to integrate sustainability into their business operations and are willing to communicate these actions to their stakeholders. They are actively engaged in re-designing their strategies in order to address factors that are at the root of unsustainability.",23,,209,244,Business operations; Business; Content analysis; Marketing; Position (finance); Law; Order (business); Corporation; Test (assessment); Sectoral analysis; Sustainability,,,,,https://ojs.deakin.edu.au/index.php/dlr/article/download/811/745 https://ojs.deakin.edu.au/index.php/dlr/article/view/811 https://openaccess.city.ac.uk/id/eprint/23969/ https://eprints.lincoln.ac.uk/33566/ https://eprints.whiterose.ac.uk/136788/ https://core.ac.uk/download/288395682.pdf,http://dx.doi.org/10.21153/dlr2018vol23no0art811,,10.21153/dlr2018vol23no0art811,2897592839,,0,,4,true,,gold
058-500-837-498-767,Corporate social responsibility reporting within the Malaysian oil and gas industry: A questionable publicity stunt,2019-04-30,2019,journal article,"Economics, Management and Sustainability",25206303,"Centre of Sociological Research, NGO",,Dayana Mastura Baharudin; Nik Hadiyan Nik Azman,"This paper aims to challenge those involved in the CSR industry, non-governmental organizations (NGO) workers, CSR professionals and CSR consumers to question the real intentions by companies in their stance to move with the current trends and contribute towards a more sustainable and socially just society via their CSR activities. This paper used critically reviewed articles by using quantitative content analysis to analyse the High-Fit and Low-Fit CSR activities published within the Annual Reports, CSR Reports and company websites on firm performance over 5 years across the 30 oil and gas companies of Bursa Malaysia. This study finds that oil and gas companies should standardize their CSR reports based on the high-fit and low-fit CSR activities. By doing so, companies would be able to improve their reputation within the global community. This study could assist managers in oil and gas companies to review their CSR activities that indirectly give impacts towards social, economic and the environment.",4,1,29,36,Corporate social responsibility; Business; Marketing; Publicity; Index Copernicus; Reputation; Petroleum industry; Sustainable development; Sustainability; Scopus,,,,,https://jems.sciview.net/index.php/jems/article/view/59 https://jems.sciview.net/index.php/jems/article/download/59/44 https://cyberleninka.ru/article/n/corporate-social-responsibility-reporting-within-the-malaysian-oil-and-gas-industry-a-questionable-publicity-stunt/pdf https://cyberleninka.ru/article/n/corporate-social-responsibility-reporting-within-the-malaysian-oil-and-gas-industry-a-questionable-publicity-stunt https://core.ac.uk/download/pdf/233889069.pdf,http://dx.doi.org/10.14254/jems.2019.4-1.3,,10.14254/jems.2019.4-1.3,2954565202,,0,,1,true,cc-by,gold
058-546-472-608-858,Re-examining Firm Size and Corporate Social Responsibility: The Visibility Approach,2019-08-05,2019,journal article,EMAJ: Emerging Markets Journal,21588708; 2159242x,"University Library System, University of Pittsburgh",,Golrida Karyawati P; Mira Muliani; Prem Lal Joshi,"In a previous study on the firm size and corporate social responsibility (CSR) participation conducted by Golrida, et al (2017), different result is reported with Udayasankar’s hypothesis (2008) which states a U-shape relationship of firm size and CSR participation.  However, it is arqued that Udayasankar hyppothesis is better applicable in developed countries, while in developing countries an inverted - U shape relationship is found. But, Golrida et al (2017) can only prove the form of relationship using two perspectives stated by Udayasankar, which are operating scale and resourcess access.  The proxy of visibility could not capture the inverted U shape relationship due to measurement problem in the previous study. This study aims at re-examining the relationship between firm size and CSR participation from the visibility perpective by employing two proxies of visibility, which are analyst coverage and news coverage respectively.  Indonesian companies are chosen to capture the context of developing country. Content analysis is done in obtaining CSR data of 433 companies listed on Indonesian Stock Exchange on 2012, while the data of visibility proxies are  extracted from Thomson Reuters and selected news portal namely, Detik.com. The result of study shows that both visibility proxies, which are Analysts Coverage and Media Coverage form inverted U- shape relationship with CSR participation. The findings in this study contribute to the literature that, the form of firm size and CSR participation relationship in the context of developing countries is different than those in developed countries.",9,1,1,15,Proxy (climate); Accounting; Corporate social responsibility; Business; Content analysis; Measurement problem; Stock exchange; Shape relationship; Inverted u; Developing country,,,,,https://emaj.pitt.edu/ojs/index.php/emaj/article/download/160/332 https://emaj.pitt.edu/ojs/index.php/emaj/article/view/160 https://core.ac.uk/download/pdf/291332317.pdf,http://dx.doi.org/10.5195/emaj.2019.160,,10.5195/emaj.2019.160,2965069747,,0,000-036-289-903-264; 000-941-856-220-866; 000-966-796-419-611; 001-293-497-423-461; 003-023-307-236-319; 006-843-027-882-001; 015-826-383-391-171; 019-944-174-992-387; 020-127-948-138-105; 020-221-534-428-525; 023-874-776-452-71X; 024-678-825-064-421; 031-846-044-582-764; 042-075-081-677-793; 045-754-631-412-145; 048-299-829-069-167; 052-802-334-885-429; 053-250-277-306-550; 053-523-237-500-966; 056-485-341-235-271; 063-365-137-001-053; 065-773-582-190-273; 069-979-400-051-010; 071-199-667-799-583; 072-406-253-389-942; 081-068-634-358-717; 081-416-224-461-066; 089-082-133-926-124; 099-202-757-257-244; 100-477-270-899-823; 103-854-183-604-134; 104-977-959-324-612; 113-324-360-012-442; 124-214-391-873-853; 139-641-412-398-758; 150-117-917-931-746; 154-711-301-099-178; 159-592-129-993-014; 162-378-687-023-005; 187-509-603-587-490; 199-441-820-817-499,1,true,cc-by,gold
058-592-003-641-441,Does CSR Matter? A longitudinal analysis of product reviews for CSR-associated brands,2018-05-28,2018,journal article,Journal of Brand Management,1350231x; 14791803,Springer Science and Business Media LLC,United Kingdom,Becky R. Ford; Cynthia Stohl,"The business case for CSR argues that it is most profitable when it distinguishes the company from its competitors. However, empirical evidence of the positive relationship between CSR and consumer behavior is mixed. Taking a longitudinal approach, this study examines the degree to which CSR is associated with the online assessments of products from two companies within the same sector: TOMS, an ‘intrinsic CSR’ shoe company where CSR efforts permeate its business model, and BOBS, a line of shoes from Skechers, and an ‘extrinsic CSR’ company where CSR efforts are not embedded within its overall business operations. A content analysis of over 3000 Amazon reviews for BOBS and TOMS shoes shows that over time, reviewers become less focused on CSR corporate identity and more concerned with the tangible features of the product. The implications of the findings for the connection between CSR and consumer buying behaviors are discussed.",26,1,60,70,Business operations; Product (category theory); Corporate social responsibility; Business; Marketing; Consumer behaviour; Corporate identity; Business model; Business case; Brand management,,,,,https://ideas.repec.org/a/pal/jobman/v26y2019i1d10.1057_s41262-018-0108-2.html https://link.springer.com/article/10.1057/s41262-018-0108-2,http://dx.doi.org/10.1057/s41262-018-0108-2,,10.1057/s41262-018-0108-2,2800827582,,0,001-095-917-910-673; 002-929-446-634-493; 004-318-860-075-033; 009-816-919-531-843; 016-257-606-089-666; 019-014-894-170-532; 021-167-559-137-996; 025-267-985-445-653; 025-833-447-081-390; 032-779-497-658-310; 035-556-471-787-086; 040-990-210-612-707; 044-011-768-545-551; 044-295-885-028-518; 045-151-335-110-457; 047-460-128-505-546; 050-792-973-121-59X; 054-595-054-198-329; 058-962-693-185-53X; 060-677-224-149-076; 063-792-334-182-101; 065-521-345-163-596; 067-253-312-715-950; 067-810-842-504-607; 072-105-111-800-995; 074-176-668-531-703; 075-423-042-935-96X; 077-584-752-224-062; 084-588-244-676-531; 094-620-439-196-263; 103-108-182-535-072; 107-274-748-521-438; 110-155-145-890-88X; 115-604-538-103-384; 120-922-676-458-188; 124-778-355-889-851; 124-786-723-564-541; 128-364-102-841-29X; 134-628-246-757-461; 164-549-711-681-208; 169-157-688-346-75X; 175-125-077-292-386,7,false,,
058-610-340-438-694,Board meeting frequency and corporate social responsibility (CSR) reporting : evidence from Malaysia,2017-06-06,2017,journal article,Corporate Board role duties and composition,23122722; 18108601,Virtus Interpress,Ukraine,Nurulyasmin Binti Ju Ahmad; Afzalur Rashid; Jeff Gow,"CITATION: Ju Ahmad, N. B., Rashid, A. & Gow, J. 2017. Board meeting frequency and corporate social responsibility (CSR) reporting : evidence from Malaysia. Corporate Board: role, duties and composition, 13(1);87-99, doi:10.22495/cbv13i1c1art3.",13,1,87,99,Accounting; Corporate social responsibility; Business; Citation; Public relations; Composition (language),,,,,https://scholar.sun.ac.za:443/handle/10019.1/104272 https://eprints.usq.edu.au/37856/ http://eprints.usq.edu.au/37856/ https://virtusinterpress.org/IMG/pdf/cbv13i1c1art3-2.pdf https://core.ac.uk/display/158448816 https://virtusinterpress.org/BOARD-MEETING-FREQUENCY-AND.html https://core.ac.uk/download/188224193.pdf,http://dx.doi.org/10.22495/cbv13i1c1art3,,10.22495/cbv13i1c1art3,2621408424,,0,001-712-413-256-453; 002-599-656-620-592; 005-100-214-935-443; 005-349-077-438-259; 005-659-837-866-058; 008-046-112-213-292; 008-639-894-031-883; 014-220-636-594-020; 014-229-080-427-104; 017-068-935-061-676; 018-862-435-833-718; 020-376-931-673-969; 021-527-868-010-178; 028-193-403-997-301; 030-547-739-063-016; 032-027-382-592-778; 035-674-242-933-606; 037-404-069-072-250; 037-532-978-619-045; 039-575-601-163-984; 043-012-577-504-667; 044-479-309-398-234; 046-317-535-999-952; 048-826-386-809-016; 050-423-722-821-731; 050-716-623-654-463; 052-980-572-283-37X; 056-582-984-728-365; 057-129-149-307-584; 059-160-954-665-841; 060-430-535-275-462; 060-818-333-057-732; 065-248-222-180-527; 068-909-142-779-219; 070-981-148-599-196; 071-709-824-160-351; 075-412-948-170-63X; 075-932-429-841-39X; 075-981-723-872-796; 081-412-713-419-055; 084-291-364-627-956; 086-375-775-643-898; 086-452-436-562-512; 091-410-013-952-418; 093-537-026-229-975; 103-872-068-653-175; 106-619-997-653-532; 106-873-808-099-629; 107-194-351-787-035; 110-797-201-786-206; 111-080-499-728-540; 117-947-044-872-711; 123-899-687-687-732; 126-063-406-955-77X; 136-233-835-588-340; 144-229-833-840-934; 146-379-268-595-433; 151-263-495-454-813; 153-328-363-305-936; 159-742-083-400-48X; 169-067-440-850-929; 175-117-584-808-682; 179-056-114-553-75X; 185-079-684-290-989; 196-328-065-901-326; 197-924-203-111-38X; 199-572-350-155-100,9,true,cc-by-nc,hybrid
058-699-100-089-679,The Performativity of Literature Reviewing: Constituting the Corporate Social Responsibility Literature Through Re-presentation and Intervention:,2020-07-09,2020,journal article,Organizational Research Methods,10944281; 15527425,SAGE Publications,United States,Jean-Pascal Gond; Sébastien Mena; Szilvia Mosonyi,"Although numerous books and articles provide toolkit approaches to explain how to conduct literature reviews, these prescriptions regard literature reviewing as the production of representations of...",,,109442812093549,,Corporate social responsibility; Sociology; Systematic review; Presentation; Performativity; Intervention (counseling); Literature reviewing; Public relations,,,,,https://journals.sagepub.com/doi/10.1177/1094428120935494 https://journals.sagepub.com/doi/pdf/10.1177/1094428120935494 http://journals.sagepub.com/doi/10.1177/1094428120935494 https://openaccess.city.ac.uk/id/eprint/24251/ https://core.ac.uk/download/323306231.pdf,http://dx.doi.org/10.1177/1094428120935494,,10.1177/1094428120935494,3030564691,,0,000-335-179-473-777; 000-394-469-542-937; 001-122-311-780-297; 003-209-382-302-334; 004-182-569-357-81X; 006-315-877-958-034; 009-024-987-910-508; 010-131-440-782-484; 011-432-245-751-434; 012-462-530-082-958; 014-760-464-587-955; 015-454-753-000-760; 017-221-772-706-641; 017-824-686-702-428; 018-217-554-447-850; 018-344-973-205-559; 020-315-551-177-155; 022-304-653-352-160; 022-351-275-229-000; 024-942-839-439-060; 025-525-080-199-370; 027-114-256-931-542; 027-408-285-505-562; 028-642-431-099-358; 029-318-409-539-830; 033-584-740-448-038; 036-186-507-321-458; 036-419-650-911-99X; 037-474-176-000-096; 037-687-752-936-466; 037-693-243-293-774; 038-035-525-395-826; 042-974-095-975-547; 045-810-141-049-009; 046-924-709-723-767; 047-460-128-505-546; 051-134-895-616-555; 052-361-014-991-061; 055-127-219-449-931; 055-222-575-590-371; 056-592-784-253-78X; 057-062-456-456-156; 059-621-001-912-427; 062-735-077-027-137; 063-168-024-152-637; 064-337-792-484-854; 066-232-605-840-65X; 069-779-961-896-375; 071-971-802-817-07X; 077-110-587-162-800; 079-018-009-131-149; 080-484-691-448-15X; 082-171-985-858-889; 082-685-551-397-710; 082-815-961-326-23X; 083-877-666-625-114; 084-306-487-192-592; 085-300-287-100-525; 088-233-687-029-248; 088-919-850-566-219; 094-710-424-074-262; 097-106-240-878-31X; 098-960-618-876-594; 099-095-725-205-22X; 100-349-516-300-870; 102-173-199-539-541; 106-646-666-262-987; 107-274-748-521-438; 109-102-829-309-641; 109-732-331-213-665; 121-499-847-702-765; 125-734-830-219-905; 129-259-278-279-837; 131-834-482-553-442; 134-594-905-933-842; 136-433-326-513-70X; 139-086-959-859-597; 139-641-412-398-758; 148-792-033-641-02X; 151-689-937-512-645; 156-208-441-443-940; 162-290-133-902-677; 167-360-782-588-406; 177-755-741-296-545; 185-091-195-579-038; 197-708-762-290-023,8,true,cc-by,hybrid
058-772-257-916-060,Design for social value: using design to improve the impact of CSR,,2018,journal article,J. of Design Research,17483050; 15691551,Inderscience Publishers,United Kingdom,Youngok Choi; Jea Hoo Na; Andrew Walters; Busayawan Lam; John Boult; Patrick W. Jordan; Stephen Green,"This paper discusses the meaning of social value from the design perspective, especially in corporate social responsibility practices, and the contextual issues and values derived from design, considering how companies could better use design for social value creation. The research identified consumer attitudes to corporate social value and where companies are perceived to have generated social value, and explored where design has contributed to such social value. The research illustrates that design has great potential to add value to the triple bottom line, mostly related directly to organisations, but also to areas relating to society, including the 'lower levels of environmental degradation' and 'more solutions for social issues', indicating design plays an influential role in creating socially responsible products/services. However, this research suggests that a clear definition of 'social value' from various perspectives and its relationship with CSR is required due to the complex and subjective nature of 'social value'.",16,2,155,,Corporate social responsibility; Sociology; Social responsibility; Marketing; Environmental degradation; Perspective (graphical); Value (ethics); Meaning (existential); Social issues; Triple bottom line,,,,,https://e-space.mmu.ac.uk/622406/ https://repository.cardiffmet.ac.uk/bitstream/10369/10139/1/svod%20paper.pdf https://bura.brunel.ac.uk/bitstream/2438/16074/3/FullText.pdf https://bura.brunel.ac.uk/handle/2438/16074 https://repository.cardiffmet.ac.uk/handle/10369/10139 https://www.inderscienceonline.com/doi/abs/10.1504/JDR.2018.092818 https://core.ac.uk/download/186324384.pdf,http://dx.doi.org/10.1504/jdr.2018.10014196,,10.1504/jdr.2018.10014196,2796010253,,0,004-207-074-080-802; 005-043-105-041-928; 007-080-491-753-776; 016-450-372-762-241; 018-050-925-533-351; 020-885-011-437-897; 035-100-415-533-238; 035-556-471-787-086; 039-309-022-169-87X; 041-080-222-401-089; 052-993-056-151-699; 054-675-646-421-950; 068-495-955-443-539; 068-746-041-392-951; 073-137-633-393-058; 074-380-309-389-862; 078-673-651-887-634; 094-733-610-087-130; 103-727-536-724-560; 108-298-477-548-673; 121-288-172-728-595; 127-593-499-753-142; 151-724-363-481-667; 163-529-639-649-240,1,true,cc-by-nd,green
059-002-930-599-081,The Impacts of Ethical Philosophy on Corporate Hypocrisy Perception and Communication Intentions Toward CSR,2017-12-27,2017,journal article,International Journal of Business Communication,23294884; 23294892,SAGE Publications,,KyuJin Shim; Jeong-Nam Kim,This study investigates how perceptions of corporate hypocrisy from corporate social responsibility activities connect the public’s ethical philosophy to subsequent positive/negative opinion-sharin...,58,3,568,409,Corporate social responsibility; Political science; Perception; Hypocrisy; Ethical orientation; Ethical philosophy; Public relations,,,,,https://journals.sagepub.com/doi/10.1177/2329488417747597 https://minerva-access.unimelb.edu.au/bitstream/handle/11343/233402/2018-submittedVer.SHIM-JN-KIm_Dissertation.pdf http://ink.library.smu.edu.sg/lkcsb_research_all/8/ http://journals.sagepub.com/doi/10.1177/2329488417747597 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6904&context=lkcsb_research https://core.ac.uk/download/200254033.pdf,http://dx.doi.org/10.1177/2329488417747597,,10.1177/2329488417747597,2612349033,,0,000-978-083-488-949; 001-289-589-706-264; 002-366-243-104-787; 002-984-158-829-562; 004-791-705-769-506; 007-828-031-641-674; 007-848-100-158-36X; 007-898-350-109-582; 009-346-756-609-170; 009-575-398-666-624; 010-664-928-423-081; 011-260-274-737-449; 013-481-779-088-087; 013-795-186-318-82X; 016-956-997-444-057; 018-606-075-915-716; 019-120-279-616-351; 019-735-544-215-243; 020-281-733-346-797; 024-208-010-945-520; 024-877-309-477-248; 025-768-358-688-053; 027-469-247-898-691; 031-609-178-394-209; 032-226-726-401-253; 034-043-832-680-197; 034-621-084-939-117; 040-422-895-285-124; 041-130-276-822-500; 041-977-847-341-115; 043-605-651-281-566; 047-084-373-523-100; 051-777-400-778-835; 052-610-260-327-371; 053-873-904-166-114; 061-032-025-769-668; 061-046-523-622-084; 061-633-794-667-600; 062-777-472-155-775; 065-174-294-783-475; 065-220-754-840-691; 065-635-282-815-141; 066-072-788-283-250; 067-948-732-472-781; 070-957-507-260-398; 072-830-805-782-017; 073-186-329-204-516; 074-196-663-951-117; 075-641-357-332-026; 076-626-712-089-261; 079-131-453-294-117; 082-606-531-303-694; 083-742-907-533-010; 086-417-361-520-233; 100-059-985-147-236; 104-178-755-681-879; 109-979-976-198-33X; 111-678-817-206-964; 118-832-042-546-855; 119-875-896-800-892; 120-598-074-246-303; 121-487-027-175-973; 122-494-033-641-717; 122-937-778-784-122; 126-169-065-725-508; 131-180-572-109-097; 132-632-832-582-78X; 135-928-678-378-378; 144-411-735-654-709; 146-267-791-584-388; 149-811-162-849-369; 150-855-021-395-930; 152-445-790-083-860; 157-528-486-538-360; 157-637-686-556-785; 159-657-604-524-482; 166-336-784-588-374; 171-124-260-628-861; 176-840-239-097-540; 185-050-475-065-604; 188-264-321-012-801,7,true,cc-by-nc-nd,green
059-152-459-438-422,Understanding the behavioral gap: Why would managers (not) engage in CSR-related activities?,2019-02-27,2019,journal article,Journal of Management Control,21914761; 2191477x,Springer Science and Business Media LLC,Germany,Madeleine Feder; Barbara E. Weißenberger,"Within their day-to-day decision-making, managers face various decision-making scenarios that include CSR-related aspects. However, there is no certainty, that managers will consider these aspects while weighing up their options. This paper examines top-level managers’ intentions to engage in CSR-related activities as they determine the extent of potential management control problems that might result from managerial behavior that deviates from corporate expectations in these decision-making scenarios. According to the theory of planned behavior, intention is determined by three psychological constructs, namely attitude, subjective norm, and perceived behavioral control. We conduct two vignette surveys to examine the effect of the theory’s constructs on corporate CSR-related activities among German firms. Top-level managers participated in our study by completing an online questionnaire. Our results show that attitude towards CSR-related activities has a strong impact on the intentions to engage in certain activities. Furthermore, perceived behavioral control also influences top-level managers’ intentions to engage in CSR-related activities. However, the influence of subjective norm is not supported. Our findings provide important suggestions for the design of effective management control systems that set an important basis for long-term behavior, which is in line with corporate CSR-related goals and strategic objectives. Furthermore, our findings are relevant to governmental agencies, which seek to support the integration of CSR into corporate (core business) activities.",30,1,95,126,Corporate social responsibility; Psychology; Set (psychology); Control (management); Core business; Management control system; Computer-assisted web interviewing; Applied psychology; Theory of planned behavior; Vignette,,,,,https://ideas.repec.org/a/spr/jmgtco/v30y2019i1d10.1007_s00187-019-00275-y.html https://link.springer.com/article/10.1007/s00187-019-00275-y,http://dx.doi.org/10.1007/s00187-019-00275-y,,10.1007/s00187-019-00275-y,2920440257,,0,001-924-981-860-979; 003-449-910-087-897; 004-978-105-621-049; 005-202-209-962-954; 005-605-037-437-649; 007-521-934-275-437; 009-013-340-939-832; 009-024-987-910-508; 009-299-623-546-736; 011-371-887-881-55X; 016-074-728-767-128; 017-147-261-575-907; 017-725-193-667-835; 017-973-147-985-368; 018-748-671-440-335; 019-382-411-578-576; 019-806-548-132-918; 020-127-948-138-105; 020-366-670-021-807; 022-502-657-584-732; 024-024-804-192-827; 025-113-195-523-846; 025-494-316-490-377; 027-903-001-515-047; 028-298-115-858-367; 028-605-228-992-033; 028-789-101-896-676; 028-814-818-972-017; 030-685-417-295-979; 030-893-328-470-698; 031-187-002-607-584; 035-389-307-285-898; 035-732-711-818-110; 037-636-343-819-381; 038-776-077-985-336; 040-702-588-793-854; 043-296-288-368-408; 045-780-731-772-198; 045-892-920-078-695; 046-373-042-681-678; 047-460-128-505-546; 052-455-305-485-625; 052-764-550-033-576; 059-713-620-585-101; 059-946-947-278-143; 060-397-166-640-417; 060-676-444-976-087; 061-892-764-570-281; 063-404-277-699-915; 065-013-033-863-429; 068-513-711-604-144; 069-858-900-536-144; 070-232-232-166-280; 070-632-999-105-750; 071-679-165-049-689; 078-119-116-381-596; 080-033-811-353-92X; 080-264-704-502-246; 080-491-637-510-499; 081-220-734-335-268; 083-402-297-542-575; 083-621-716-532-081; 085-897-244-390-475; 089-143-609-054-357; 090-511-001-376-640; 091-889-110-669-03X; 094-021-549-671-745; 096-008-494-898-278; 102-029-497-306-811; 103-705-771-764-928; 104-303-303-946-063; 105-323-339-753-268; 108-750-063-494-933; 109-579-040-691-431; 110-592-675-369-843; 110-940-241-215-351; 111-967-642-990-937; 114-556-841-480-844; 114-904-522-715-237; 114-927-668-243-49X; 115-394-470-524-488; 118-346-358-081-456; 122-213-385-438-292; 127-259-649-331-882; 128-446-198-129-537; 132-890-930-289-538; 134-895-603-560-322; 135-636-840-383-403; 139-709-125-151-267; 143-761-866-217-430; 151-198-972-962-725; 151-584-799-339-475; 155-879-175-881-390; 156-358-614-160-396; 165-987-707-544-100,10,false,,
059-163-933-201-072,Online voluntary transparency in spanish retail firms. Measurement index and CSR-related factors as determinants,2018-10-02,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Luis Ignacio Álvarez-González; Nuria García-Rodríguez; María José Sanzo-Pérez,"Information transparency is a key aspect of the Corporate Social Responsibility (CSR) strategy. The new information and communication technologies, such as the Internet, allow companies to disseminate relevant corporate information to different stakeholders and society, promoting voluntary online transparency. The analysis of social responsibility information published on corporate websites permits, among other issues, the development of disclosure and transparency indexes that facilitate comparisons between companies, and the assessment of potential drivers of the transparency strategy. In this sense, this study has two main objectives: (1) To develop a measurement index of voluntary online transparency, and (2) to identify relevant factors that influence on such transparency. The empirical research was carried out by analyzing the websites of a 176 large Spanish retail companies. Regression analysis was used to test the proposed hypotheses. The results obtained show that online voluntary transparency is encouraged by the implementation of CSR principles in store management and by the particular type of contributions in which the social commitment of the retail is materialized (monetary versus non-monetary), as well as by the fact that employees and/or society as a whole represent the main beneficiaries of CSR activities.",10,10,3542,,Dissemination; The Internet; Empirical research; Accounting; Corporate social responsibility; Business; Social responsibility; Turnover; Transparency (behavior); Information and Communications Technology,,,,,https://www.mdpi.com/2071-1050/10/10/3542 https://pubag.nal.usda.gov/catalog/6526332 https://ideas.repec.org/a/gam/jsusta/v10y2018i10p3542-d173370.html https://digibuo.uniovi.es/dspace/handle/10651/49824 https://www.mdpi.com/2071-1050/10/10/3542/pdf https://digibuo.uniovi.es/dspace/bitstream/10651/49824/1/Online%20voluntary.pdf https://core.ac.uk/download/pdf/185622246.pdf,http://dx.doi.org/10.3390/su10103542,,10.3390/su10103542,2895287388,,0,002-104-211-894-884; 005-145-136-341-461; 005-741-105-818-846; 005-758-382-741-550; 006-762-230-026-302; 010-354-007-710-701; 010-752-508-130-047; 010-846-815-575-430; 011-619-424-445-15X; 014-884-523-000-865; 015-406-485-317-502; 016-924-122-025-232; 017-973-147-985-368; 018-058-128-163-77X; 020-152-426-467-125; 020-583-896-563-204; 021-431-489-476-502; 023-371-592-554-75X; 025-132-088-209-679; 027-208-805-619-111; 028-117-293-307-415; 030-240-141-295-676; 031-255-508-831-104; 035-306-773-950-123; 035-678-441-313-184; 040-130-680-403-459; 042-119-688-719-365; 043-871-615-512-760; 043-953-814-281-511; 044-584-166-908-798; 047-460-128-505-546; 049-237-289-890-343; 050-545-373-449-534; 050-942-888-690-078; 051-358-975-555-708; 051-788-929-256-387; 052-182-928-504-027; 053-134-930-560-845; 053-250-277-306-550; 053-882-505-971-882; 053-970-446-476-039; 054-040-461-697-118; 057-626-349-828-592; 057-866-182-906-191; 062-209-174-499-670; 068-247-943-943-234; 070-823-221-786-550; 070-874-592-611-178; 070-957-507-260-398; 074-108-091-724-548; 092-235-131-089-660; 092-869-169-821-524; 094-985-000-254-801; 100-442-660-273-842; 103-179-076-132-294; 105-505-856-184-531; 113-986-401-480-246; 114-615-332-626-339; 116-268-697-904-679; 119-949-938-268-347; 123-641-412-130-072; 129-444-474-180-177; 129-763-036-003-080; 136-493-473-929-822; 137-746-565-845-916; 143-840-241-392-488; 145-935-800-340-145; 149-193-529-279-978; 155-928-468-918-079; 175-007-487-132-302; 194-045-582-704-133,3,true,cc-by,gold
059-194-134-096-618,"Exploring the theological foundation of Corporate Social Responsibility in Islam, Christianity and Judaism for Strengthening Compliance and Reporting: An Eclectic Approach",2013-12-31,2013,journal article,Issues In Social And Environmental Accounting,24606081; 19780591,Indonesian Center for Social and Environmental Accounting Research and Development (ICSEARD),,Lukman Raimi; Ashok Patel; Kemi C. Yekini; A Aljadani,"Religion in the contemporary times has potentials from which conventional models and theories could leverage for public wellbeing. Considering the moral and ethical dimensions of corporate social responsibility (CSR), understanding this nebulous concept from the religious lenses could help strengthen CSR compliance and reporting in the industrial societies, where religions play direct and indirect role in corporate governance and people‘s lifestyle. This paper explores eclectic sources to provide answer to the questions: Does CSR have theological foundation in Islam Christianity and Judaism? Can religions strengthen CSR and fortify compliance and reporting? The authors sourced the required qualitative data from journal articles, Islamic jurisprudence, Judaic sources and Biblical texts as well as relevant online resources on the subject. The extractions from eclectic sources were subjected to content analysis from which conclusions on the two questions were established. The findings indicate that CSR has theological foundation in the three religions, and religious ethics and values could be potent drivers for strengthening CSR and reporting.",7,4,228,249,Corporate social responsibility; Sociology; Eclecticism; Content analysis; Theology; Christianity and Judaism; Industrial society; Corporate governance; Islam; Qualitative property,,,,,"http://isea.icseard.uns.ac.id/index.php/isea/article/download/112/112 https://dora.dmu.ac.uk/bitstream/2086/10998/1/Raimi%2c%20Patel%2c%20Yekini%20%26%20Aljadani.pdf https://dora.dmu.ac.uk/handle/2086/10998 https://www.researchgate.net/profile/Lukman_Raimi2/publication/273434590_Exploring_the_theological_foundation_of_Corpo-rate_Social_Responsibility_in_Islam_Christianity_and_Judaism_for_Strengthening_Compliance_and_Reporting_An_Eclectic_Approach/links/55006a300cf2de950a6d767a.pdf https://www.dora.dmu.ac.uk/xmlui/bitstream/handle/2086/10998/Raimi,%20Patel,%20Yekini%20&%20Aljadani.pdf;sequence=1 https://eprints.soas.ac.uk/32144/ http://isea.icseard.uns.ac.id/index.php/isea/article/view/112 https://core.ac.uk/display/90945367 https://core.ac.uk/download/228198229.pdf",http://dx.doi.org/10.22164/isea.v7i4.112,,10.22164/isea.v7i4.112,835360120,,0,001-930-152-455-336; 004-921-534-821-21X; 006-818-199-786-775; 007-898-350-109-582; 008-392-390-939-28X; 008-616-191-624-568; 010-877-076-478-97X; 014-808-589-505-79X; 016-579-936-585-98X; 031-118-018-872-906; 032-648-795-839-611; 038-253-409-225-438; 038-885-530-780-965; 039-449-594-886-545; 041-187-174-412-647; 042-035-847-809-74X; 042-287-757-603-554; 043-640-248-061-727; 045-705-713-842-156; 048-199-421-149-990; 049-939-389-829-247; 053-056-933-001-108; 054-362-254-977-944; 057-401-149-281-855; 058-453-964-883-909; 064-091-717-837-982; 064-158-001-671-896; 069-775-092-811-238; 072-952-035-223-088; 073-428-865-374-008; 080-365-363-636-192; 085-948-470-096-87X; 087-993-972-867-107; 091-918-155-768-664; 093-599-974-666-052; 093-804-877-074-442; 099-578-322-390-754; 101-086-878-731-867; 104-303-239-152-807; 105-880-921-743-833; 107-632-637-491-210; 120-029-953-928-909; 128-460-128-877-442; 132-096-006-223-13X; 136-968-713-314-55X; 138-353-716-046-185; 139-641-412-398-758; 148-766-175-984-360; 156-716-697-206-296; 158-359-189-575-79X; 163-423-936-728-046; 164-990-052-657-825; 180-365-999-541-100; 185-455-619-307-891; 189-028-474-466-515,7,true,cc-by-nc,gold
059-301-021-952-343,Web communication of CSR and financial performance: Study applied to catalan meat companies,2016-02-17,2016,journal article,Intangible Capital,16979818; 20143214,Omnia Publisher SL,Spain,Alejandra Aramayo García; Núria Arimany-Serrat; Clara De Uribe Salazar; Anna Sabata Aliberch,"Purpose:  Understanding the relationship between CSR communication on corporate websites and the financial performance of Catalan meat companies. Design/methodology/approach:  Qualitative and quantitative analysis of the CSR communication variables of corporate websites identifying the companies with the best CSR web communication’s practices, and economic and financial comparative analysis. It also modelled the financial returns to determine whether CSR communication, as an independent variable, affects the net profit generated in relation to the investment of the stakeholders.  The analysis covered a sample of 130 Catalan meat companies. Findings:  The report provides a diagnosis of the CSR web communication and also of the financial health of the companies in the period analyzed. The study contributes to the discussion on the relationship between CSR and financial performance. Research limitations/implications:  It would be desirable extended periods of economic and financial analysis, and a more in depth study of online communication strategy incorporating the views of those responsible for the strategy and stakeholders. Practical implications:  The analysis provides a better understanding of current corporate web communication and the economic and financial situation of the companies analyzed. It has practical benefits in making strategic decisions to improve the relationship with stakeholders and allows us to assess the forecast that has been made for this sector in Catalonia in the period analyzed. Social implications:  The results of the study allow the industry to see the future prospects of this sector and to make the necessary changes. The results lead to improved transparency and responsible behavior. Originality/value:  The analysis allows the stakeholders of the meat industry to evaluate the company’s social behavior, to assess the financial health and to take appropriate future actions.",12,2,391,419,The Internet; Financial analysis; Corporate social responsibility; Meat packing industry; Economics; Marketing; Profit (economics); Variables; Originality; Financial ratio,,,,,https://paperity.org/p/78502077/web-communication-of-csr-and-financial-performance-study-applied-to-catalan-meat https://upcommons.upc.edu/handle/2117/87821 https://www.intangiblecapital.org/index.php/ic/article/download/590/504 https://www.intangiblecapital.org/index.php/ic/article/view/590 https://core.ac.uk/display/41830840 https://dialnet.unirioja.es/servlet/articulo?codigo=5612600,http://dx.doi.org/10.3926/ic.590,,10.3926/ic.590,2284592260,,0,011-592-676-565-257; 013-837-826-929-964; 018-862-435-833-718; 022-867-604-979-425; 027-991-394-082-053; 029-432-331-837-086; 036-255-522-307-415; 040-209-583-607-857; 042-466-326-194-297; 044-717-458-187-191; 047-309-932-910-399; 055-773-672-952-080; 061-032-025-769-668; 061-829-988-617-171; 062-777-472-155-775; 071-858-040-304-31X; 072-003-725-051-936; 072-228-966-058-642; 074-038-530-010-037; 076-551-437-187-006; 077-193-713-495-881; 080-233-701-791-474; 083-914-453-605-558; 087-790-872-165-423; 096-033-755-059-005; 098-260-332-046-045; 118-013-216-581-193; 123-116-860-126-776; 128-893-793-820-204; 140-704-672-056-923; 148-382-488-651-492; 149-359-977-600-929; 167-084-391-156-640; 168-902-588-999-404; 184-756-655-494-72X,6,true,cc-by,gold
059-323-784-471-852,Corporate Social Responsibility And Sustainability Practises In Indian Companies: An Overview,2021-08-19,2021,journal article,Turkish Online Journal of Qualitative Inquiry,13096591,,,Roshan Raj Prajapati; Manisha Pallavi Chauhan; S. S. Prasada Rao,"This paper gives us a contemporary look at that segment of corporations that deal with the welfare of the environment and the entire human race, known as Corporate Social Responsibility (CSR). The concept of CSR is gaining prominence in the corporate world. CSR is a tool that companies are buying like hotcakes. The notion of CSR was already embedded in developed countries but at present, even the developing nations are embracing this idea. Almost every firm present in the market is striving to implement CSR in the business to get an extra edge over their rivals. CSR is also demarcated as ‘performance with a purpose’. The standards of CSR and sustainable development are almost congruent to each other which implies that firms are obliged to take decisions not only on financial and economic segments but also pay heeds on the areas concerning the community, the society, and the environment.; This paper focuses on studying the CSR strategies and their impact on the financial performance of the top 5 Indian companies who were the major contributors to CSR in 2020.It also tries to comprehend why an organization contributes to CSR and tries to illuminate the future of CSR. An attempt is made to quantify the impact of CSR with various strategies involved in instigating it effectively. In recent years, a sudden surge was noticed in the espousal of CSR, all the companies are readily adopting CSR as now they knew the financial benefits allied with it in the business world. After the study, it also came to light that CSR is directly proportional to brand equity, i.e., firms with high CSR had high brand equity.",12,7,6669,6682,Welfare; Corporate social responsibility; Business; Marketing; Brand equity; Financial performance; Sustainable development; Sustainability; Developing country,,,,,https://tojqi.net/index.php/journal/article/view/4902,https://tojqi.net/index.php/journal/article/view/4902,,,3195403321,,0,,0,false,,
059-402-116-589-535,CSR Reporting of Companies on a Global Scale,,2016,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Lukas Vartiak,"Abstract Nowadays, companies are facing increased demands for information about their CSR performance. Therefore, CSR reporting is becoming an important CSR activity. The principal purpose of this paper is the identification of appropriate content of CSR report following the analysis and subsequent comparison of available CSR reports. The main finding is that in Americas, Europe and Asia Pacific, the percentage of companies with CSR reports is almost equal. Also, there is no unified template for CSR reports. As a result, an appropriate content of CSR report is to be described. Recommendations are directed towards socially responsible companies.",39,,176,183,Accounting; Corporate social responsibility; Business; Social responsibility; Asia pacific; Scale (social sciences); Identification (information),,,,,https://www.sciencedirect.com/science/article/abs/pii/S2212567116302763 https://www.sciencedirect.com/science/article/pii/S2212567116302763 https://core.ac.uk/download/pdf/81146068.pdf,http://dx.doi.org/10.1016/s2212-5671(16)30276-3,,10.1016/s2212-5671(16)30276-3,2517501660,,0,021-751-667-962-099; 095-018-514-537-30X; 096-607-269-886-689; 128-015-331-394-782; 135-621-022-406-464; 137-238-132-320-881,21,true,,gold
059-501-907-154-291,Sustainability and Convergence: The Future of Corporate Governance Systems?,2016-11-22,2016,journal article,Sustainability,20711050,MDPI AG,Switzerland,Daniela M. Salvioni; Francesca Gennari; Luisa Bosetti,"In today’s world, a sustainable approach to corporate governance can be a source of competitive advantage and a long-term success factor for any firm. Sustainable governance requires that the board of directors considers economic, social and environmental expectations in an integrated way, no matter what ownership structure and formal rules of corporate governance apply to the company: this mitigates the traditional differences between insider and outsider systems of corporate governance. Previous studies failed to consider the contribution of sustainability in the process of corporate governance convergence. Therefore, the aim of this article is to fill the gap in the existing literature by means of a qualitative analysis, supporting the international debate about convergence of corporate governance systems. The article describes the evolution of outsider and insider systems in the light of the increasing importance of sustainability in the board’s decision-making and firm’s operation to satisfy the needs of all the company’s stakeholders. According to this, a qualitative content analysis developed with a directed approach completes the theoretical discussion, demonstrating that sustainability can bring de facto convergence between outsider and insider corporate governance systems. The article aims to be a theoretical starting point for future research, the findings of which could also have practical implications: the study encourages the policy makers to translate the sustainable business best practices into laws and recommendations, strengthening the mutual influence between formal and substantial convergence.",8,11,1203,,Accounting; Corporate social responsibility; Economics; Corporate communication; Sustainable business; Corporate security; Stakeholder; Insider; Corporate governance; Sustainability,,,,University of Brescia,https://www.mdpi.com/2071-1050/8/11/1203/pdf https://www.mdpi.com/2071-1050/8/11/1203 https://EconPapers.repec.org/RePEc:gam:jsusta:v:8:y:2016:i:11:p:1203-:d:83395 https://doaj.org/article/25a17ee7a2ba4e7096637adb02ed07b8 https://pubag.nal.usda.gov/catalog/6518687 https://iris.unibs.it/handle/11379/486091 https://ideas.repec.org/a/gam/jsusta/v8y2016i11p1203-d83395.html https://core.ac.uk/display/90538975 https://core.ac.uk/download/pdf/80140412.pdf,http://dx.doi.org/10.3390/su8111203,,10.3390/su8111203,2550876774,,0,001-729-623-432-874; 002-055-129-114-748; 002-538-064-574-730; 002-996-283-638-229; 003-025-422-339-881; 004-004-032-288-410; 005-022-033-638-65X; 006-670-554-383-340; 008-057-042-308-125; 008-406-844-414-002; 008-987-148-677-747; 010-935-798-622-323; 012-723-687-611-021; 013-957-817-355-950; 013-996-825-830-733; 015-484-358-098-566; 016-098-869-020-665; 016-628-420-217-973; 016-779-061-566-466; 017-241-691-014-078; 018-392-325-202-807; 018-676-741-468-668; 019-758-568-506-565; 023-267-204-423-644; 023-282-658-708-340; 023-493-520-202-38X; 024-855-538-464-89X; 030-110-461-953-660; 030-131-490-060-952; 032-800-727-739-153; 033-959-874-417-497; 034-360-728-654-035; 034-952-371-489-426; 034-974-305-896-020; 035-038-779-700-282; 036-311-087-053-791; 036-628-967-553-52X; 038-338-249-652-512; 039-006-087-332-764; 039-133-419-285-573; 039-343-745-916-567; 039-575-601-163-984; 041-526-205-982-081; 041-678-021-450-112; 042-935-354-161-889; 043-837-358-117-145; 044-292-715-122-487; 045-217-921-103-048; 045-857-385-595-67X; 046-342-916-077-307; 047-101-533-272-665; 047-528-205-871-67X; 047-773-175-584-387; 048-258-354-196-742; 049-348-854-361-682; 049-955-333-674-637; 050-199-112-545-182; 050-771-926-131-389; 051-140-273-949-620; 051-393-730-216-859; 051-553-702-197-283; 052-128-623-666-589; 052-580-355-397-722; 053-737-501-668-906; 055-496-663-157-429; 057-087-700-258-057; 058-164-268-990-582; 058-676-708-197-06X; 061-539-681-658-184; 061-954-417-140-421; 063-123-612-028-879; 063-339-794-733-319; 064-640-992-568-456; 065-131-339-672-673; 066-208-044-793-59X; 066-331-048-443-291; 067-945-512-089-314; 069-188-293-690-923; 070-257-920-672-735; 071-941-599-734-182; 073-078-508-762-080; 075-117-058-460-641; 075-789-032-479-629; 076-033-619-539-914; 078-072-723-802-596; 079-097-781-810-372; 080-209-773-671-463; 080-627-393-848-433; 082-815-961-326-23X; 082-946-844-637-426; 085-109-384-701-255; 087-711-771-293-129; 089-069-343-491-468; 092-073-601-464-033; 092-090-987-923-46X; 092-613-293-549-178; 095-391-005-926-847; 095-627-444-546-756; 097-287-136-141-890; 097-321-603-185-507; 097-689-037-839-021; 097-817-948-404-532; 098-927-404-630-578; 099-048-808-455-150; 099-085-870-469-302; 100-357-883-277-115; 100-399-063-816-596; 100-582-379-521-087; 101-061-580-094-622; 101-665-350-132-467; 106-068-933-244-141; 106-619-997-653-532; 108-386-224-514-221; 109-983-448-276-72X; 110-060-610-367-794; 110-638-648-668-128; 115-434-786-216-952; 117-873-191-672-673; 118-853-313-355-966; 121-317-252-265-842; 122-282-906-320-038; 122-557-730-257-177; 126-055-278-271-030; 134-850-830-412-355; 139-641-412-398-758; 145-112-256-804-251; 146-687-470-139-567; 149-829-768-285-065; 150-756-983-846-92X; 150-804-913-478-707; 154-585-600-376-353; 155-701-487-320-455; 158-184-235-614-621; 164-986-073-799-900; 166-204-621-970-742; 169-705-221-319-277; 173-164-493-263-444; 175-975-636-574-584; 180-336-466-423-432; 184-876-453-235-144; 186-681-901-373-456; 187-563-868-586-888; 191-815-255-406-656; 195-385-892-676-833,53,true,cc-by,gold
059-668-843-246-676,Professors on the Board: Do They Contribute to Society Outside the Classroom?,2015-06-17,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Charles H. Cho; Jay Heon Jung; Byungjin Kwak; Jaywon Lee; Choong-Yuel Yoo,"According to our data, 38.5 % of S&P 1500 firms have at least one professor on their boards. Given the lack of research examining the roles and effects of academic faculty as members of boards of directors (professor–directors) on corporate outcomes, this study investigates whether firms with professor–directors are more likely to exhibit higher corporate social responsibility (CSR) performance ratings. Results indicate that firms with professor–directors do exhibit higher CSR performance ratings than those without. However, the influence of professor–directors on firm CSR performance ratings depends on their academic background—the positive association between the presence of professor–directors and firm CSR performance ratings is significant only when their academic background is specialized (e.g., science, engineering, and medicine). Finally, this positive association weakens when professor–directors hold an administrative position at their universities.",141,2,393,409,Business ethics; Accounting; Corporate social responsibility; Association (psychology); Business; Position (finance); Quality of Life Research; Corporate governance; Public relations,,,,,https://link.springer.com/article/10.1007/s10551-015-2718-x https://link.springer.com/article/10.1007/s10551-015-2718-x/fulltext.html https://dialnet.unirioja.es/servlet/articulo?codigo=5996759 https://openaccess.city.ac.uk/id/eprint/15450/ https://philpapers.org/rec/CHOPOT-2 https://rd.springer.com/article/10.1007/s10551-015-2718-x https://koasas.kaist.ac.kr/handle/10203/223544 https://core.ac.uk/download/76982081.pdf,http://dx.doi.org/10.1007/s10551-015-2718-x,,10.1007/s10551-015-2718-x,1577533004,,0,002-660-681-196-80X; 002-994-269-455-347; 003-295-912-302-133; 006-186-949-153-369; 008-375-578-465-878; 008-471-216-244-04X; 013-995-251-799-591; 016-505-704-518-444; 019-459-263-674-197; 020-579-528-939-413; 023-193-384-023-672; 029-008-078-453-085; 031-608-562-637-936; 034-604-931-995-255; 036-146-016-778-457; 039-575-601-163-984; 042-124-336-137-982; 047-698-076-790-778; 047-819-542-194-307; 051-961-410-066-33X; 056-056-784-298-399; 060-169-447-185-831; 063-821-429-568-525; 071-731-286-833-432; 073-735-524-243-333; 075-025-194-794-699; 081-634-982-040-864; 088-463-704-354-493; 098-357-341-550-172; 101-044-116-601-526; 102-857-662-392-084; 107-215-972-038-299; 109-039-953-045-541; 109-565-022-406-193; 110-632-460-946-483; 111-255-013-433-673; 115-604-538-103-384; 117-079-907-966-071; 121-423-506-764-764; 123-548-554-472-100; 131-642-761-258-730; 138-068-799-728-970; 168-625-367-398-370; 198-398-622-206-390,53,true,,green
060-127-186-133-56X,Corporate Social Responsibility Effective Determinants of the Banking Sector in Jordan,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"This study aimed at exploring the effective determinants of the Corporate Social Responsibility (CSR) of the Banking sector in Jordan . The researcher has adopted the qualitative research approach proposed by Strauss and Corbin (1990, 1998) on a sample of (20) bank employees involved in the corporate social responsibility in the Jordanian banks. As the three fundamental components this methodology should consolidate; which are: theoretical sensitive coding, that is, making hypothetical strong thoughts from the data to clear up the phenomenon examined; theoretical sampling, that is, picking whom to meet or what to see next as demonstrated by the state of the condition of hypothesis generation, and that implies starting data analysis with the first interview, and writing down memos and early hypotheses; and furthermore, the need to differentiate phenomena and settings to make the hypothesis legitimate. The researcher concluded that it was the phrase of “Bank Profits” as a probable key category that led to the validation of the perceived hypothesis. Key words: Corporate Social Responsibility; Effective Determinants; Banking Sector; Jordan. DOI: 10.7176/RJFA/10-9-06 Publication date:May 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234632777.pdf,http://dx.doi.org/10.7176/rjfa/10-9-06,,10.7176/rjfa/10-9-06,,,0,,0,true,cc-by,hybrid
060-450-227-285-35X,"Environmental Strategy, Institutional Force, and Innovation Capability: A Managerial Cognition Perspective",2018-03-02,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Defeng Yang; Aric Xu Wang; Kevin Zheng Zhou; Wei Jiang,"Despite the rising interest in environmental strategies, few studies have examined how managerial cognition of such strategies influences actual innovation capability development. Taking a managerial cognition perspective, this study investigates how managers’ perceptions of institutional pressures relate to their focus on proactive environmental strategy, which in turn affects firms’ realized innovation capability. The findings from a primary survey and three secondary datasets of publicly listed companies in China reveal that managers’ perceived business and social pressures are positively associated with their focus on proactive environmental strategy, which consequently fosters innovation capability development. Moreover, state ownership and government administrative control weaken the impact of managerial focus on proactive environmental strategy on innovation capability. These findings have important implications for how managerial cognition supports environmental strategy and organizational capability building under the influence of institutional pressures and government intervention.",159,4,1147,1161,Business ethics; Business; Government; Cognition; Economic interventionism; Perspective (graphical); Perception; Control (management); State ownership; Industrial organization,,,,,https://link.springer.com/article/10.1007/s10551-018-3830-5 https://dialnet.unirioja.es/servlet/articulo?codigo=7378836 https://philpapers.org/rec/YANESI http://hub.hku.hk/handle/10722/279013 https://ideas.repec.org/a/kap/jbuset/v159y2019i4d10.1007_s10551-018-3830-5.html https://core.ac.uk/download/343511163.pdf,http://dx.doi.org/10.1007/s10551-018-3830-5,,10.1007/s10551-018-3830-5,2789580473,,0,001-165-407-545-486; 004-438-741-740-578; 005-231-367-279-707; 005-805-453-463-041; 007-203-172-710-768; 008-220-554-440-792; 009-313-891-629-253; 009-602-024-628-827; 010-854-534-444-434; 011-886-468-983-140; 013-152-727-634-94X; 016-901-101-531-257; 017-557-569-036-776; 020-250-076-376-897; 025-370-038-727-260; 029-257-638-158-39X; 031-140-423-927-756; 033-171-354-077-456; 035-037-369-776-335; 035-732-711-818-110; 037-050-583-345-578; 041-988-014-008-792; 042-392-825-230-45X; 048-171-048-815-881; 048-350-479-859-580; 054-733-348-127-940; 058-736-616-380-23X; 059-359-807-395-632; 059-827-371-052-798; 060-352-266-574-374; 065-108-504-687-399; 065-934-110-209-938; 068-512-662-867-903; 068-692-884-780-054; 070-743-621-824-51X; 075-912-358-332-812; 077-930-616-453-628; 079-667-708-350-594; 080-660-515-246-057; 081-723-563-994-254; 082-725-506-599-763; 083-778-377-219-423; 085-921-682-031-840; 088-013-812-644-57X; 089-916-499-441-154; 092-182-568-078-722; 092-354-882-473-198; 094-013-585-544-815; 096-905-197-287-550; 098-733-242-419-693; 099-601-595-621-186; 106-127-280-778-142; 106-346-070-445-470; 108-693-211-333-878; 126-970-844-672-197; 130-009-472-043-098; 131-404-806-460-390; 131-706-886-237-685; 136-436-813-361-567; 136-717-228-240-028; 138-334-704-586-850; 140-793-655-606-994; 141-923-977-585-187; 142-630-123-499-338; 145-190-456-788-675; 157-310-553-047-333; 180-769-852-283-11X,110,true,,
060-602-866-436-353,Post-traditional corporate governance,2008-09-01,2008,journal article,Journal of Corporate Citizenship,14705001; 20514700,GSE Research Limited,,Michael Mason; Joan O'Mahony,"Traditional definitions of corporate governance are narrow, focusing on legal relations between managers and shareholders. More recent definitions extend the boundaries of governance to consider the role that various stakeholders play in shaping the behaviour of firms. While stakeholder theory embraces a broader set of corporate constituencies, our argument in this paper is that even these definitions are too narrow—they lack the analytical capacity to account for the social embeddedness and legitimacy of corporate governance. More specifically, we argue that the spatial contexts of corporate governance are socially constitutive of their governance forms and effects. Different forms of corporate governance emerge in, and co-produce, variable operating contexts, as well as shape the roles and interests of their constituent actors. We distinguish between vertical and horizontal forms of governance in political and economic life, and outline several consequences for businesses of a shift to post-traditional corporate governance.",2008,31,31,44,Accounting; Political economy; Project governance; Economics; Corporate communication; Stakeholder theory; Corporate security; Stakeholder; Corporate governance; Legitimacy; Embeddedness,,,,,http://eprints.lse.ac.uk/21895/1/Post-traditional_corporate_governance.pdf https://ideas.repec.org/p/ehl/lserod/3762.html https://eprints.lse.ac.uk/21895/ https://core.ac.uk/download/94842.pdf,http://dx.doi.org/10.9774/gleaf.4700.2008.au.00007,,10.9774/gleaf.4700.2008.au.00007,1566729085,,0,001-317-039-151-722; 001-874-119-578-71X; 007-641-196-700-599; 013-372-874-819-236; 023-532-364-523-323; 025-161-710-487-891; 033-906-738-563-431; 036-278-303-099-128; 059-871-149-794-30X; 060-764-409-258-338; 061-236-844-149-045; 067-927-144-365-848; 071-096-350-759-477; 071-771-880-952-203; 075-355-051-390-955; 083-824-152-609-10X; 083-850-490-294-234; 084-725-164-042-764; 084-891-559-253-72X; 088-541-703-373-976; 096-259-111-823-882; 120-000-906-990-911; 121-650-272-335-86X; 128-015-331-394-782; 140-185-354-409-680; 162-025-023-326-421; 177-926-282-294-594; 191-370-710-675-251; 197-253-114-478-935; 199-933-700-181-220,16,true,,green
060-627-386-566-483,THE EFFECT OF CORPORATE SOCIAL RESPONSIBILITY (CSR) DISCLOSURE ON TAX AVOIDANCE WITH GENDER AS MODERATING VARIABLE IN MINING COMPANIES,2020-04-05,2020,journal article,Economics and Business Solutions Journal,25808079; 25806084,Universitas Semarang,,Friska Luxmawati; Febrina Nafasati Prihantini,"This study aims to determine the effect of Corporate Social Responsibility (CSR) disclosure on tax avoidance in Indonesia and also to determine the relationship between Corporate Social Responsibility (CSR) disclosure on tax avoidance with gender as the moderating variable. This study was conducted in 19 mining companies listed on the Indonesia Stock Exchange (IDX) during the 2016-2017 period using secondary data. Samples were selected using purposive sampling method with the total of 38 observations. Data analysis in this study uses simple regression analysis and Moderated Regression Analysis (MRA) with independent variable of Corporate Social Responsibility (CSR), dependent variable of tax avoidance, and moderating variable of gende r. The results showed that Corporate Social Responsibility (CSR) had no effect on tax avoidance. Gender is able to moderate the effect of Corporate Social Responsibility (CSR) on tax avoidance",4,1,49,60,Nonprobability sampling; Accounting; Corporate social responsibility; Business; Simple linear regression; Regression analysis; Stock exchange; Variables; Tax avoidance; Moderation,,,,,https://journals2.usm.ac.id/index.php/ebsj/article/view/2242/1454 https://journals.usm.ac.id/index.php/ebsj/article/view/2242 https://journals2.usm.ac.id/index.php/ebsj/article/download/2242/1454 https://journals.usm.ac.id/index.php/ebsj/article/download/2242/1454 https://www.mendeley.com/catalogue/287d4dcb-4358-3b6d-9ad8-93fec0394e92/ https://core.ac.uk/download/pdf/327164080.pdf,http://dx.doi.org/10.26623/ebsj.v4i1.2242,,10.26623/ebsj.v4i1.2242,3022275632,,0,011-859-200-669-050; 099-213-843-557-722; 177-654-751-590-200; 187-011-087-640-284,0,true,cc-by,hybrid
060-981-242-284-614,Has Indonesia’s Unique Progressivism in Mandating Corporate Social Responsibility Achieved Its Ends?,2018-07-31,2018,journal article,Sriwijaya Law Review,25416464; 25415298,Universitas Sriwijaya,,Soonpeel Edgar Chang,"It has been a decade since Indonesia implemented its first mandatory CSR requirement. The time is ripe for the discussion: can Indonesia confidently say that it has saved Indonesia by making companies publicly answer for many social issues? Can it successfully bring social and economic justice by continuously enforcing this radical progressivism or utilitarianism? To begin to address these questions, this paper first examines Indonesia's unique features that strengthen CSR as a legal obligation and analyzes the current regulatory frame of CSR. Then, it discusses whether these laws and regulations have actually worked as a practical tool to encourage and enforce companies to perform CSR activities. This research concludes that company law can save Indonesia despite its failure so far due to a number of problems in and out of positive law. It suggests how it can specifically structure the CSR regulations and seeks attention to the more structural reform from the longer-term goal of developing a national mechanism.",2,2,131,151,Corporate social responsibility; Business; Positive law; Law and economics; Corporate law; Progressivism; Obligation; Mechanism (sociology); Utilitarianism; Social issues,,,,,http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/download/131/83 http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/view/131 https://core.ac.uk/download/pdf/230523638.pdf,http://dx.doi.org/10.28946/slrev.vol2.iss2.131.pp131-151,,10.28946/slrev.vol2.iss2.131.pp131-151,2805627995,,0,000-742-487-988-420; 013-992-674-688-769; 017-931-008-393-068; 019-961-725-242-377; 046-956-547-175-45X; 056-556-704-729-912; 062-006-642-710-079; 083-285-883-443-967; 102-930-779-377-206; 135-095-912-631-48X; 135-588-789-226-782,2,true,cc-by,gold
061-022-156-589-166,Thoughts on Business Ethics and Corporate Social Responsibility from Vedic Literature,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Sukanya Ashokkumar,"Abstract In this paper an attempt has been made to draw attention to the concepts of Business ethics and social responsibility as expounded in Hindu epics like the Ramayana, Mahabharata and Vedic literature and understand their relevance in the modern context. A review of literature on Corporate Social Responsibility makes it evident that most economists, management experts and businessmen do not endorse Milton Friedman‘s views on CSR (An organization‘s only responsibility is to increase its profits and value). Amidst different perspectives on CSR, the thoughts of vedic literature on the subject are very rich and refreshing. The karma theory cautions the corporate that they ought to be accountable for their actions. The theory of dharma (chathur dharma) counsels that businesses need to exist in harmony at four levels: universal (nature), human, society and individual. The responsibility of business on maintaining and restoring ecological balance supersedes other groups because it is the largest consumer of natural resources and the greatest polluter of the environment. That Business firms should learn to live in harmony with all creation needs no emphasis. In accordance to the human dharma corporate tycoons like Bill Gates who pursued profits in the initial stage of business pursued objectives like charity and welfare with maturity. We also find that many successful business promoters in their mature years identify successors for their business and assume an advisory role. On a similar note the paper also elaborates how the principles expounded in social dharma and swadharma are equally relevant to the Business community. To sum up our Vedic literature calls for a spiritual approach by businesses that requires introspection and inner purification.",11,,15,22,Business ethics; Corporate social responsibility; Social responsibility; Economics; Value (ethics); Harmony (color); Dharma; Public relations; Hinduism; Karma,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114001713 https://www.sciencedirect.com/science/article/abs/pii/S2212567114001713 https://core.ac.uk/download/pdf/82449162.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00171-3,,10.1016/s2212-5671(14)00171-3,2010978460,,0,035-038-779-700-282; 053-195-536-333-811; 062-110-807-031-390; 125-317-574-479-70X; 163-771-878-312-587,4,true,,gold
061-270-232-131-118,Business Performance Measurement in Relation to Corporate Social Responsibility: A conceptual Model Development,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Elena Galateanu Avram; Silvia Avasilcai,"Abstract This paper aims to define the concept and to provide a comparative analysis of Corporate Social Responsibility, based on case study of reporting initiatives such as: Global Reporting Initiative, Resource Based View Initiative and Global Environmental Management Initiative. This comparative analysis will highlight the similarities and differences of reporting elements used in Corporate Social Responsibility reporting from the initiatives point of view. The proposed model of Balanced Scorecard provides a new structure of Corporate Social Responsibility indicators. This was done according to each perspective in order to analyze which reporting initiative is the most relevant. Also there are presented future directions for implementing the proposed model.",109,,1142,1146,Conceptual model; Corporate social responsibility; Performance measurement; Business; Balanced scorecard; Stakeholder; Resource-based view; Corporate governance; Public relations; Knowledge management; Creating shared value,,,,,https://www.sciencedirect.com/science/article/pii/S1877042813052403 https://core.ac.uk/display/82249791 https://core.ac.uk/download/pdf/82249791.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.601,,10.1016/j.sbspro.2013.12.601,2049324034,,0,022-547-487-274-844; 027-773-055-247-866; 028-586-256-210-595; 033-025-753-354-072; 038-702-036-416-522; 041-988-014-008-792; 043-263-072-372-01X; 049-408-698-485-078; 050-698-489-956-308; 051-174-595-389-65X; 055-127-219-449-931; 059-031-301-002-994; 069-791-593-115-951; 082-815-961-326-23X; 089-621-912-811-772; 093-501-575-801-933; 107-274-748-521-438; 109-102-829-309-641; 156-208-441-443-940; 159-592-129-993-014; 160-264-524-121-825; 164-998-183-328-85X; 179-608-372-698-452; 181-776-963-214-581,18,true,,gold
061-347-423-343-60X,ENVIRONMENTAL ACCOUNTING ON FINANCIAL PERFORMANCE AND REPUTATION OF MINING COMPANY IN INDONESIA,,2020,journal article,TRIKONOMIKA,23557737; 1411514x,Universitas Pasundan,,,"<jats:p>This research analyzes and tests empirically on how environmental accounting application can improve the company’s performance and reputation. The company has a strategic role in the development of national economy. They are not only contributing to the economic growth in Indonesia but also absorb the workforce in large quantities. The population in this research is all manufacturing companies listed on the Indonesia Stock Exchange in 2016-2018. Samples determined using purposive sampling, which are active mining companies on the Indonesia Stock Exchange in 2016-2018. From this sampling method, the final samples used in this research are 60 firm year samples (20 companies x 3 years). The data used is secondary data and had analyzed using simple regression analysis. The results show that the implementation of environmental accounting gives positive impact on financial performance and company reputation. The increasing quality of financial performance and intrinsic reputation is established by the presence of environmental quality and social responsibility undertaken by the company.</jats:p>",,,,,Reputation; Stock exchange; Nonprobability sampling; Accounting; Business; Population; Workforce; Annual report; Environmental accounting,,,,,https://core.ac.uk/download/328160181.pdf,http://dx.doi.org/10.23969/trikonomika.v19i1.1665,,10.23969/trikonomika.v19i1.1665,,,0,,0,true,cc-by,gold
061-465-213-857-60X,Gender and Corporate Social Responsibility: ‘Big Wins’ for Business and Society?,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Rita Vilkė; Agota Giedrė Raišienė; Žaneta Simanavičienė,"Abstract At the beginning of twenty-first century some trend of widely discussed phenomena of corporate social responsibility (CSR) had already drifted across the gender issues, taking into account several discourses of CSR: philanthropy, accountability and stakeholder relations. The diverse points for discussions concerned with gender and CSR might be addressed to the former debate on philanthropy and CSR. The scope of this study is recent debate on gender and CSR in terms of so called ‘big wins’ for business and society. Systematic review of scientific literature and actual evidence issued by respective research institutions was applied with the aim to organize and generalize range of gender and CSR related issues. Research results show that lately CSR paradigm had been taken into particular trend of debate on gender issues, most often examined in relation with corporate philanthropy. However, philanthropic view normally emphasizes much deeper understanding of CSR than that found in latter research.",156,,198,202,Corporate social responsibility; Sociology; Accountability; Relation (history of concept); Scope (project management); Scientific literature; Corporate philanthropy; Stakeholder relations; Public relations,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814059916 http://www.sciencedirect.com/science/article/pii/S1877042814059916 https://core.ac.uk/download/pdf/82305165.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.171,,10.1016/j.sbspro.2014.11.171,2002419173,,0,004-319-514-102-873; 007-471-711-910-63X; 025-818-039-140-704; 053-337-908-371-351; 053-601-741-106-82X; 055-127-219-449-931; 082-024-412-883-817; 104-303-239-152-807; 107-274-748-521-438; 139-641-412-398-758,11,true,,gold
061-668-854-078-059,"Ecological Management Accounting—Taking into Account Sustainability, Does Accounting Have Far to Travel?",2020-10-25,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Christopher Anderson Kelsall,"Concerns regarding the development of environmental accounting have been around for decades. This work is an update to some of the previous questions around the development of ecological accounting to see how this has changed over the last two decades. The work is based on a systematic review of two journal articles from separate accounting journals. The two articles are by widely published academics and are formative ecological management accounting papers highlighting issues since 2000. The analysis includes a comparative review of the two articles, a review of successive articles in the journals, and a citation analysis. The first general finding is around the complex and confusing terminology that is still used, exemplified in the amorphous term sustainability. Specific findings from the paper analysis include ecological management accounting requires a fundamental change to organization management, different values exploring relationships such as material flows, inclusive of the living and physical world, with a longer time horizon, and a centrality of external factors. Due to these challenges, ecological management accounting is presently not used as a research category and therefore is an un-developed research domain. Environmental accounting is a more commonly used synonym for ecological accounting, though this term is distinct and does not cover many of the ecological challenges. Under this research area, there have more recently been attempts to bridge the difficult macro (planetary) and micro (organization) environmental challenge. Concepts such as Accounting for the Management of Ecosystems and Material Flow Cost Accounting are areas of research seen as offering future opportunities to develop into a more ecological management accounting framework, though this will ultimately require research in ecological management accounting based on a multi-disciplinary approach.",12,21,8854,,Citation analysis; Accounting; Political science; Ecology; Environmental accounting; Material Flow Cost Accounting; Time horizon; Terminology; Sustainable development; Sustainability; Management accounting,,,,,http://clok.uclan.ac.uk/35281/ https://www.mdpi.com/2071-1050/12/21/8854 https://ideas.repec.org/a/gam/jsusta/v12y2020i21p8854-d434443.html https://www.mdpi.com/2071-1050/12/21/8854/pdf https://core.ac.uk/download/345565312.pdf,http://dx.doi.org/10.3390/su12218854,,10.3390/su12218854,3094398128,,0,000-307-835-997-213; 000-429-533-247-957; 017-126-961-528-21X; 017-542-095-062-646; 018-334-058-616-419; 020-472-403-288-397; 024-087-908-318-381; 024-310-362-315-785; 026-895-802-475-205; 027-832-502-042-828; 030-885-107-906-339; 035-144-337-979-975; 038-597-413-336-770; 038-710-986-445-538; 038-853-096-214-584; 041-899-839-540-965; 047-268-489-350-13X; 048-464-994-759-061; 050-485-048-346-134; 050-759-442-873-704; 052-475-446-148-33X; 053-859-851-898-272; 054-474-715-122-655; 054-959-174-222-092; 056-294-025-828-41X; 063-581-448-185-95X; 063-836-456-749-382; 067-342-898-103-787; 070-697-503-444-706; 071-853-941-080-146; 074-657-445-209-538; 075-834-849-271-312; 076-403-906-594-241; 076-512-374-274-134; 082-113-670-191-551; 083-444-080-666-185; 088-111-509-613-18X; 091-418-339-450-158; 096-628-955-790-495; 096-870-308-291-812; 103-710-604-975-396; 108-585-377-381-513; 110-096-626-049-63X; 117-821-308-264-290; 119-949-638-758-23X; 120-278-944-320-253; 120-580-783-226-510; 121-787-626-877-525; 122-383-480-243-153; 125-028-683-293-428; 136-248-158-989-113; 138-980-645-424-590; 144-497-001-886-99X; 151-070-300-288-392; 152-195-652-871-552; 166-254-167-049-675; 168-674-869-580-720; 182-998-316-674-661,2,true,cc-by,gold
062-182-486-271-088,The promotion of responsible tourism management through digital media.,2017-10-27,2017,journal article,Tourism Planning & Development,21568316; 21568324,Informa UK Limited,United Kingdom,Mark Anthony Camilleri,"Tourism businesses are increasingly embracing the dynamics of new digital technologies, as they communicate their responsible initiatives through corporate websites, social media platforms and other interactive channels. Therefore, a quantitative study explores the owner-managers’ attitudes on digital media. The methodology integrates measures from technological innovation and corporate social responsibility to understand the rationale for using online media to communicate about sustainable and responsible tourism management. The results have indicated that there is a positive and significant relationship between the perceived ease of use and perceived usefulness of digital media (for the promotion of sustainable behaviours and stakeholder engagement). This contribution suggests that communication of responsible tourism management is more effective when it is offered through interactive channels. It implies that there are opportunities for hospitality businesses to enhance their reputation and ima...",15,6,653,671,Business; Marketing; Digital media; Tourism; Hospitality management studies; Stakeholder engagement; Public relations; Reputation; Social media; Mass media; Tourism geography,,,,Malta Hotels and Restaurants Association; Malta Tourism Authority,https://www.cabdirect.org/cabdirect/abstract/20183333078?q=(similar%3a20133358929) https://www.tandfonline.com/doi/full/10.1080/21568316.2017.1393772 https://core.ac.uk/display/93183729 https://core.ac.uk/download/93183729.pdf,http://dx.doi.org/10.1080/21568316.2017.1393772,,10.1080/21568316.2017.1393772,2766144413,,0,001-647-241-792-138; 003-844-489-810-585; 004-715-539-657-650; 006-080-230-736-840; 009-438-051-288-547; 011-436-736-781-142; 011-854-399-312-637; 014-741-900-871-765; 016-762-513-982-33X; 019-175-953-928-911; 020-221-534-428-525; 022-219-099-317-221; 023-686-250-053-329; 027-058-415-838-107; 032-759-116-160-925; 032-923-818-280-579; 033-010-761-120-178; 035-982-342-731-07X; 039-813-357-823-872; 040-209-583-607-857; 040-599-662-598-203; 041-506-870-208-741; 041-760-812-759-231; 042-234-018-889-705; 042-614-616-511-424; 042-898-180-936-241; 043-605-126-173-970; 047-084-373-523-100; 051-982-892-133-840; 052-991-450-030-167; 054-378-571-628-699; 054-512-588-964-669; 056-389-934-110-968; 057-626-349-828-592; 058-081-424-637-980; 071-146-520-862-104; 071-436-508-746-368; 076-260-643-147-769; 077-179-810-637-65X; 077-245-049-625-618; 087-790-872-165-423; 088-552-451-324-230; 088-721-638-132-954; 089-377-939-474-233; 090-406-037-700-073; 093-448-893-092-116; 099-306-423-127-702; 100-357-883-277-115; 101-247-097-250-512; 101-299-425-939-891; 104-375-479-972-153; 112-451-394-442-673; 122-937-778-784-122; 126-678-531-935-47X; 127-272-930-599-799; 132-750-399-770-671; 139-641-412-398-758; 154-629-059-177-306; 158-318-851-114-883; 162-290-133-902-677; 163-529-639-649-240; 166-204-621-970-742; 167-053-198-178-803; 168-036-345-097-619; 168-906-343-214-611; 184-790-553-293-803,16,true,,green
062-198-967-272-221,The Harm of Symbolic Actions and Green-Washing: Corporate Actions and Communications on Environmental Performance and Their Financial Implications,2011-11-26,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Kent Walker; Fang Wan,"We examine over 100 top performing Canadian firms in visibly polluting industries as we seek to answer four research questions: What specific environmental issues are firms addressing? How do these issues differ between industries? Are both symbolic and substantive actions financially beneficial? Does green-washing, measured as the difference between symbolic and substantive action, and/or green-highlighting, measured as the combined effect of symbolic and substantive actions, pay? We find that substantive actions of environmental issues (green walk) neither harm nor benefit firms financially, but symbolic actions (green talk) are negatively related to financial performance. We also find that green-washing (discrepancy between green talk and green walk) has a negative effect on financial performance and green-highlighting (concentrated efforts of the talk and walk) has no effect on financial performance. In this article, we provide explanations of our findings and put forth future research directions.",109,2,227,242,Business ethics; Economics; Harm; Action (philosophy); Quality of Life Research; Financial performance; Research questions; Public relations; Corporate action,,,,,https://link.springer.com/article/10.1007/s10551-011-1122-4 https://econpapers.repec.org/RePEc:kap:jbuset:v:109:y:2012:i:2:p:227-242 https://scholar.uwindsor.ca/cgi/viewcontent.cgi?article=1053&context=odettepub https://dialnet.unirioja.es/servlet/articulo?codigo=3992926 https://www.umanitoba.ca/faculties/management/faculty_staff/media/walker_and_wan_jbe_2011.pdf https://link.springer.com/article/10.1007/s10551-011-1122-4/fulltext.html https://ideas.repec.org/a/kap/jbuset/v109y2012i2p227-242.html https://scholar.uwindsor.ca/odettepub/54/ https://philpapers.org/rec/WALTHO-3 https://core.ac.uk/download/pdf/328043053.pdf,http://dx.doi.org/10.1007/s10551-011-1122-4,,10.1007/s10551-011-1122-4,2141980633,,0,001-338-473-093-513; 002-354-587-412-152; 002-929-446-634-493; 006-292-752-730-694; 007-918-096-653-472; 008-529-596-678-569; 008-708-200-143-28X; 010-038-028-482-643; 010-321-499-951-964; 011-935-298-050-513; 014-322-680-248-368; 015-476-865-409-322; 017-712-688-084-444; 019-634-532-644-232; 022-512-643-506-628; 023-055-094-879-215; 023-057-954-560-810; 027-339-723-966-830; 027-827-119-143-849; 030-402-854-705-072; 032-796-113-665-744; 033-749-366-108-158; 033-834-393-574-150; 033-906-795-242-650; 033-965-534-178-021; 034-514-040-868-923; 034-884-431-260-18X; 036-400-969-001-55X; 037-019-550-150-269; 037-829-384-850-503; 038-659-021-059-963; 040-813-018-944-923; 041-659-281-349-623; 041-988-014-008-792; 044-906-434-469-314; 048-186-907-850-100; 048-544-356-861-846; 050-254-342-898-310; 051-009-594-364-769; 052-802-334-885-429; 053-408-340-658-24X; 053-690-397-234-837; 056-514-568-407-584; 057-521-810-111-442; 057-726-555-355-181; 057-805-871-633-409; 059-029-156-049-151; 061-829-988-617-171; 062-065-250-177-033; 063-727-723-959-788; 065-720-449-067-728; 067-481-215-257-948; 068-259-085-977-283; 073-696-347-676-197; 073-888-769-774-594; 074-709-071-883-393; 077-110-587-162-800; 078-108-465-963-590; 082-816-504-212-645; 083-742-907-533-010; 087-139-739-190-74X; 087-876-141-014-936; 089-020-774-090-124; 098-235-239-849-201; 100-442-660-273-842; 102-735-026-992-833; 106-377-304-980-209; 115-170-653-019-035; 115-482-499-323-938; 116-531-455-280-221; 116-576-887-981-522; 123-694-573-650-975; 123-899-687-687-732; 124-069-864-261-550; 124-159-922-865-264; 124-524-863-901-546; 126-457-328-841-815; 132-290-774-082-949; 136-622-698-693-089; 139-504-936-935-963; 142-024-635-698-146; 144-381-324-316-663; 150-005-284-621-599; 155-133-823-437-247; 155-879-175-881-390; 167-517-393-664-826; 170-851-664-310-256; 185-993-778-903-840; 190-235-598-305-091,340,true,,green
062-349-323-777-49X,An Examination of Business Social Responsibility (BSR) On the Local Environment: A Proposed Framework on the Relationship between BSR and Small and Medium Enterprises (SMEs) Performance,2013-02-28,2013,journal article,Information Management and Business Review,22203796,AMH International Conferences and Seminars Organizing LLC,,Abdullahi Hassan Gorondutse,"Business social responsibility (BSR) is receiving an increasingly significant issue for economic agents all over the world, due to a new attention to all the aspects of firm's activities and their relationships with stakeholders. However few studies have considered the influence of BSR and organizational performances. Even if any the finding reveals inconsistencies'. Hence a mediating mechanism is suggested. This paper aims to provide a propose framework that examine the relationship between BSR and SMEs performance with mediating effect of organizational culture. Based on literature review, this paper proposes four constructs which can be used to identify the implementation at firm level. The constructs are commitment, passiveness, organizational culture, and SMEs performance.",5,2,66,72,Corporate social responsibility; Business; Mechanism (sociology); Local environment; Economic agents; Public relations; Small and medium-sized enterprises; Knowledge management; Organizational culture,,,,,https://ideas.repec.org/a/rnd/arimbr/v5y2013i2p66-72.html https://www.researchgate.net/profile/Abdullahi_Hassan_Gorondutse/publication/274138072_An_Examination_of_Business_Social_Responsibility_%28BSR%29_On_the_Local_Environment_A_Proposed_Framework_on_the_Relationship_between_BSR_and_Small_and_Medium_Enterprises_%28SMEs%29_Performance/links/5516ee480cf2d70ee27713f2.pdf https://core.ac.uk/download/288022212.pdf,http://dx.doi.org/10.22610/imbr.v5i2.1028,,10.22610/imbr.v5i2.1028,2156332267,,0,000-831-262-868-596; 001-582-851-264-987; 005-805-453-463-041; 006-032-701-464-284; 008-958-921-019-301; 010-652-623-285-871; 013-665-483-040-275; 015-524-518-484-161; 015-581-724-125-742; 017-814-268-111-976; 018-826-704-385-223; 019-710-161-224-547; 021-918-672-412-130; 024-289-061-053-618; 026-210-689-332-485; 028-078-913-966-35X; 029-052-083-023-694; 031-846-044-582-764; 038-052-027-374-250; 041-818-786-761-889; 043-605-651-281-566; 043-806-610-336-736; 044-319-621-830-957; 045-004-044-257-563; 046-113-179-252-021; 047-460-128-505-546; 052-361-014-991-061; 055-127-219-449-931; 057-225-559-238-884; 059-457-376-338-976; 069-529-320-575-318; 071-809-059-091-894; 072-813-228-013-423; 072-978-024-268-534; 078-998-903-772-59X; 079-744-689-309-110; 082-815-961-326-23X; 094-620-439-196-263; 097-799-740-240-325; 099-095-725-205-22X; 099-704-431-777-661; 104-322-911-763-061; 107-274-748-521-438; 110-502-326-347-134; 113-708-637-934-961; 125-183-393-290-173; 127-356-618-215-912; 128-764-433-791-322; 130-691-059-859-514; 139-641-412-398-758; 146-687-361-677-243; 163-529-639-649-240; 163-771-878-312-587,1,true,cc-by,hybrid
062-656-990-740-359,Social Priorities in the Work of Russian Commercial Banks with Public Organizations,2015-12-10,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Irina V Vashchekina,"The Russian model of CSR was evolving over the last 20 years, and in view of contradictory tendencies that define multi-vector development of political and social relations in Russia, different character of the crisis, is not yet fully developed. The Russian model has a number of similarities with the Latin American This is especially true in the 90-ies., when the background of the struggle for influence of oligarchic groups, high-level corruption, the interpenetration of government and business, active actions of organized crime little influence of markets (financial, trade and the labor market) and civil society were observed to socially responsible behavior of companies. As a rule, Russian banks are guided in their efforts to explore areas of basic document (each - its), which determines the bank's policy in the field of CSR. In order to develop the business environment of the regions banks uses the following areas: maintaining a dialogue between business and government; attraction of investments in the Russian economy; improving the financial system of Russia.;  DOI: 10.5901/mjss.2015.v6n6s4p430",6,,430,,Corporate social responsibility; Social responsibility; Government; Economics; Order (exchange); Corruption; Organised crime; Market economy; Civil society; Economic system; Politics,,,,,https://www.mcser.org/journal/index.php/mjss/article/download/8314/7978 https://www.mcser.org/journal/index.php/mjss/article/view/8314 https://core.ac.uk/download/pdf/228529137.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n6s4p430,,10.5901/mjss.2015.v6n6s4p430,2249192472,,0,,0,true,cc-by,hybrid
062-684-353-689-974,Does Good ESG Lead to Better Financial Performances by Firms? Machine Learning and Logistic Regression Models of Public Enterprises in Europe,2020-07-01,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Caterina De Lucia; Pasquale Pazienza; Mark Bartlett,"The increasing awareness of climate change and human capital issues is shifting companies towards aspects other than traditional financial earnings. In particular, the changing behaviors towards sustainability issues of the global community and the availability of environmental, social and governance (ESG) indicators are attracting investors to socially responsible investment decisions. Furthermore, whereas the strategic importance of ESG metrics has been particularly studied for private enterprises, little attention have received public companies. To address this gap, the present work has three aims—1. To predict the accuracy of main financial indicators such as the expected Return of Equity (ROE) and Return of Assets (ROA) of public enterprises in Europe based on ESG indicators and other economic metrics; 2. To identify whether ESG initiatives affect the financial performance of public European enterprises; and 3. To discuss how ESG factors, based on the findings of aims #1 and #2, can contribute to the advancements of the current debate on Corporate Social Responsibility (CSR) policies and practices in public enterprises in Europe. To fulfil the above aims, we use a combined approach of machine learning (ML) techniques and inferential (i.e., ordered logistic regression) model. The former predicts the accuracy of ROE and ROA on several ESG and other economic metrics and fulfils aim #1. The latter is used to test whether any causal relationships between ESG investment decisions and ROA and ROE exist and, whether these relationships exist, to assess their magnitude. The inferential analysis fulfils aim #2. Main findings suggest that ML accurately predicts ROA and ROE and indicate, through the ordered logistic regression model, the existence of a positive relationship between ESG practices and the financial indicators. In addition, the existing relationship appears more evident when companies invest in environmental innovation, employment productivity and diversity and equal opportunity policies. As a result, to fulfil aim #3 useful policy insights are advised on these issues to strengthen CSR strategies and sustainable development practices in European public enterprises.",12,13,5317,,Finance; Machine learning; Corporate social responsibility; Business; Expected return; Artificial intelligence; Return on equity; Equity (finance); Human capital; Investment decisions; Earnings; Corporate governance,,,,,https://www.mdpi.com/2071-1050/12/13/5317/pdf https://econpapers.repec.org/article/gamjsusta/v_3a12_3ay_3a2020_3ai_3a13_3ap_3a5317-_3ad_3a378876.htm https://rgu-repository.worktribe.com/output/954022/does-good-esg-lead-to-better-financial-performances-by-firms-machine-learning-and-logistic-regression-models-of-public-enterprises-in-europe https://www.mdpi.com/2071-1050/12/13/5317 https://ideas.repec.org/a/gam/jsusta/v12y2020i13p5317-d378876.html https://core.ac.uk/download/328731143.pdf,http://dx.doi.org/10.3390/su12135317,,10.3390/su12135317,3039419186,,0,000-672-377-286-240; 002-392-432-513-108; 003-096-402-547-884; 004-930-618-968-061; 010-908-686-635-097; 015-063-175-189-638; 018-577-876-978-469; 024-503-129-803-353; 025-434-670-903-926; 026-797-690-556-211; 028-408-459-260-275; 031-049-025-934-03X; 031-472-664-272-00X; 032-023-067-969-530; 033-344-357-648-800; 033-349-311-853-203; 039-501-300-252-674; 042-251-157-585-319; 044-074-211-101-61X; 045-189-180-214-908; 050-460-819-286-424; 053-752-665-222-930; 054-203-526-407-681; 054-907-775-772-298; 055-067-204-499-299; 057-466-616-657-864; 065-477-091-989-594; 069-499-584-280-981; 072-285-229-545-628; 079-076-854-075-450; 079-542-334-017-279; 081-172-310-754-035; 082-603-450-697-552; 085-212-276-832-122; 091-808-131-055-398; 098-346-650-110-898; 101-485-998-253-482; 101-898-892-661-053; 102-493-324-976-461; 106-447-129-602-227; 110-725-530-458-091; 111-477-006-777-367; 114-264-331-123-367; 122-164-529-324-641; 122-658-801-737-120; 123-252-497-574-545; 126-514-489-154-600; 134-213-804-511-155; 151-374-013-752-001; 156-269-685-922-963; 160-148-724-388-85X; 162-816-637-825-357; 165-052-353-763-133; 169-967-030-246-079; 171-681-146-830-312; 177-384-563-686-363; 183-657-441-981-020; 192-322-515-234-864,20,true,cc-by,gold
062-900-734-277-926,Effect of Environmental CSR Activities on the Financial Performance of Financial Institutions in Kirinyaga County.,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"A new dimension to the corporate world have been brought up in the recent past by the CSR practices adopted by the financial institutions across the world. Previous research seeking to find out the effect of CSR on the financial performance of various institutions have yielded different results. This study aimed at finding out the effect of Corporate Social Responsibility activities on the financial performance of Financial Institutions in Kirinyaga County. Specifically, the study aimed at determining the effect of Environmental CSR activities on the financial performance of the financial institutions in Kirinyaga County. The study was based on the stakeholder’s theory. The study population was 300 employees working in the financial institutions in Kirinyaga County and a sample of 171 employees was used for the study. A causal research design was adopted while carrying out the research. The researcher used both the stratified and systematic sampling techniques to select the sample. Primary data was gathered through administration of questionnaires to the selected respondents in the financial institutions while Secondary data was sourced from journals, libraries, e-books and the websites of the financial institutions. Financial performance was assessed on the basis of the net profit after tax for the firms. The data was analysed using the SPSS version 23 software. The study found a strong positive relationship between environmental CSR practices and financial performance of financial institutions. The study recommended that financial institutions should invest in environmental CSR activities as such activities positively influence their financial performance. Keywords: Environmental CSR activities, financial performance, financial institutions, Kirinyaga County. DOI: 10.7176/RJFA/10-5-07 Publication date:March 31st 2019 ",,,,,,,,,,https://core.ac.uk/download/pdf/234632676.pdf,http://dx.doi.org/10.7176/rjfa/10-5-07,,10.7176/rjfa/10-5-07,,,0,,1,true,cc-by,hybrid
063-470-824-137-205,Reconceptualizing CSR in the Media Industry as Relational Accountability,2016-03-03,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mollie Painter-Morland; Ghislain Deslandes,"In this paper, we reconceptualize CSR in the media industries by combining empirical data with theoretical perspectives emerging from the communication studies and business ethics literature. We develop a new conception of what corporate responsibility in media organizations may mean in real terms by bringing Bardoel and d’Haenens’ (European Journal of Communication 19 165--194 2004) discussion of the different dimensions of media accountability into conversation with the empirical results from three international focus group studies, conducted in France, the USA and South Africa. To enable a critical perspective on our findings, we perform a philosophical analysis of its implications for professional, public, market, and political accountability in the media, drawing on the insights of Paul Virilio. We come to the conclusion that though some serious challenges to media accountability exist, the battle for responsible media industries is not lost. In fact, the speed characterizing the contemporary media environment may hold some promise for fostering the kind of relational accountability that could underpin a new understanding of CSR in the media.",143,4,665,679,Business ethics; Corporate social responsibility; Sociology; Communication studies; Accountability; Conversation; Philosophical analysis; Media ethics; Public relations; Politics,,,,,https://link.springer.com/article/10.1007/s10551-016-3083-0 https://core.ac.uk/display/42392672 https://EconPapers.repec.org/RePEc:kap:jbuset:v:143:y:2017:i:4:d:10.1007_s10551-016-3083-0 https://dialnet.unirioja.es/servlet/articulo?codigo=7358288 https://ideas.repec.org/a/kap/jbuset/v143y2017i4d10.1007_s10551-016-3083-0.html http://irep.ntu.ac.uk/id/eprint/27265/ https://philpapers.org/rec/PAIRCI https://core.ac.uk/download/42392672.pdf,http://dx.doi.org/10.1007/s10551-016-3083-0,,10.1007/s10551-016-3083-0,2291509077,,0,003-914-873-452-568; 011-111-548-927-823; 011-187-008-806-44X; 012-957-757-831-444; 014-413-047-810-347; 018-676-488-755-363; 021-386-831-744-606; 025-547-393-479-653; 032-017-404-274-502; 032-455-338-106-93X; 032-568-674-088-671; 043-999-218-717-001; 046-881-823-554-71X; 047-128-341-240-28X; 049-728-195-242-94X; 059-874-751-485-052; 060-399-183-805-243; 062-246-856-781-22X; 068-824-815-879-706; 073-393-166-420-039; 074-494-245-016-316; 075-996-969-421-081; 076-789-621-075-514; 080-332-604-183-243; 081-888-647-052-040; 085-928-557-718-581; 086-894-368-284-693; 091-622-419-088-185; 092-454-388-257-631; 097-000-860-202-737; 097-060-515-491-827; 099-843-328-873-620; 101-081-865-502-472; 105-484-690-181-495; 122-294-497-226-697; 129-728-876-884-753; 136-046-077-893-974; 139-641-412-398-758; 150-108-772-584-119; 173-880-399-198-276; 183-742-736-115-353; 189-171-508-512-041,13,true,cc-by,hybrid
063-582-332-159-367,The role of corporates in creating sustainable Olympic legacies,2018-11-02,2018,journal article,Journal of Sustainable Tourism,09669582; 17477646,Informa UK Limited,United Kingdom,Leonie Lockstone-Binney; Kirsten Holmes; Karen A. Smith; Richard Shipway,"The Olympic Games is a major stimulus for increased tourism. In recent years, there have been greater calls for this and other mega-events to leave sustainable positive legacies for the host city, ...",26,11,1827,1844,Political economy; Corporate social responsibility; Political science; Best practice; Tourism; Accountability; Stimulus (economics); Corporate governance; Sustainability; Human geography,,,,,http://eprints.bournemouth.ac.uk/31154/ https://research-repository.griffith.edu.au/handle/10072/383936 https://espace.curtin.edu.au/handle/20.500.11937/74352 https://research-repository.griffith.edu.au/bitstream/10072/383936/1/Lockstone-Binney207419.pdf https://www.cabdirect.org/cabdirect/abstract/20193099531?q=(similar%3a20133358929) https://www.tandfonline.com/doi/full/10.1080/09669582.2018.1513007 https://core.ac.uk/download/195697331.pdf,http://dx.doi.org/10.1080/09669582.2018.1513007,,10.1080/09669582.2018.1513007,2901082427,,0,000-235-191-864-57X; 000-811-030-508-681; 005-769-682-394-427; 005-794-542-313-570; 006-087-171-883-323; 008-874-274-544-792; 008-987-230-315-278; 009-502-413-437-225; 009-594-604-778-744; 021-532-419-241-866; 022-005-373-328-211; 025-373-999-683-301; 026-196-917-544-458; 027-298-963-068-900; 028-814-326-087-273; 029-883-813-119-776; 029-941-878-300-990; 033-324-905-590-913; 034-628-784-051-84X; 038-273-648-799-111; 040-422-895-285-124; 041-594-732-031-143; 043-605-651-281-566; 046-061-365-620-711; 048-060-017-308-949; 053-614-915-490-650; 055-498-815-134-39X; 056-629-720-239-539; 058-930-423-202-639; 074-029-091-477-545; 077-457-694-577-30X; 082-934-870-243-211; 086-057-603-106-996; 099-714-024-214-529; 109-290-808-928-436; 115-976-513-491-04X; 120-980-947-573-256; 139-069-236-744-230; 140-268-482-166-840; 146-529-550-107-385; 152-911-201-225-572; 156-500-934-696-522; 156-628-929-193-587; 160-732-680-457-771; 163-529-639-649-240; 173-791-408-962-068; 175-658-759-454-460; 176-807-658-289-657,3,true,,green
063-654-259-976-458,"Environmental and Social Accounting Practices, and Financial Performance of Cement Companies: Empirical Evidence from Nigeria",,2020,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"Engaging in environmental and social activities and disclosing same in the annual financial or sustainability report by business entities has been controversial for over three decades among stakeholders across different industries. Therefore, the objective in the research was to test the empirical nexus of social investment cost (SIC) and environmental protection cost (EPC) in relation to financial performance of quoted cement companies in Nigeria. Financial performance was further denominated into sales turnover (ST) and market value of firms (MVF) to respectively develop two hypotheses in their alternative forms. While the researchers adopted ex poste facto research design, secondary data were obtained from relevant annual financial reports and database of the Nigerian stock exchange for 2009-2017. Descriptive statistics were utilized for data presentation before estimating the test result by adopting multivariate regression model. However, the test result for H1 indicated significant P-value and F-value at 5% level of significance. In addition to accepting H1, positive Coefficients by SIC, EPC, and control variable (total assets-TA) demonstrated a strong adjusted R-square of 65.2483% association with ST, although, the coefficient for intercept was negative. Similarly, the test result for H2 also indicated significant P-value and F-value at 5% level of significance. In addition to accepting H2, positive coefficients of intercept, EPC, and the control variable, market capitalization (MCAP) of cement companies in Nigeria cumulatively contributed a weak adjusted R-square of 25.213% to MVF. However, the coefficient for SIC was negative. Besides observing low level and inconsistent environmental and social accounting practices (ESAP) among cement companies in Nigeria, the researchers concluded that such insignificant level of ESAP by such companies influenced their financial performance. Hence, the researchers recommended cement companies to adopt ethical approach towards expanding investment in ESAP. Keywords: Environmental and Social Accounting Practices, Corporate Social Responsibility Disclosures, Sustainability Reporting, Financial Performance, Accounting Measure of Financial Performance, Capital Market measure of Financial Performance DOI: 10.7176/EJBM/12-20-07 Publication date:July 31st 202",,,,,,,,,,https://core.ac.uk/download/pdf/327151402.pdf,http://dx.doi.org/10.7176/ejbm/12-20-07,,10.7176/ejbm/12-20-07,,,0,,0,true,cc-by,hybrid
063-793-277-236-533,Corporate social responsibility as a defense against knowledge spillovers: evidence from the inevitable disclosure doctrine,2019-04-05,2019,journal article,Strategic Management Journal,01432095; 10970266,Wiley,United States,Caroline Flammer; Aleksandra Kacperczyk,"Research Summary: We examine whether companies respond to the threat of knowledge leakage by strategically increasing their engagement in corporate social responsibility (CSR). To obtain exogenous variation in the threat of knowledge leakage, we exploit a natural experiment provided by the rejection of the inevitable disclosure doctrine (IDD) by several U.S. states. Using a difference-in-differences methodology we find that, following the rejection of the IDD, companies significantly increase their CSR. Our proposed rationale is that CSR helps mitigate knowledge leakage by i) reducing employees’ propensity to join a rival firm, and ii) reducing employees’ propensity to disclose the firm’s valuable knowledge even if they join a rival firm. Evidence from a laboratory experiment, an online experiment, and a survey of knowledge workers is supportive of these arguments.; ; Managerial Summary: We study the role of CSR in companies’ response to the threat of knowledge leakage—a major managerial challenge that has important implications for firms’ innovation and competitiveness. We use three different research designs (an analysis of companies’ CSR policies in response to an increased threat of knowledge leakage; a survey of knowledge workers; and an experiment conducted both online and in a laboratory setting). The results show that CSR is perceived to mitigate the threat of knowledge leakage. In particular, i) CSR reduces knowledge workers’ propensity to join rival firms (i.e., they are less likely to “walk”) and, even if they do, ii) CSR reduces their propensity to disclose the firm’s valuable knowledge to their new employer (i.e., they are less likely to “talk”).",40,8,1243,1267,Corporate social responsibility; Business; Marketing; Exploit; Doctrine; Leakage (economics); Laboratory experiment; Difference in differences; Natural experiment,,,,,https://onlinelibrary.wiley.com/doi/10.1002/smj.3025 http://lbsresearch.london.edu/id/eprint/1106/ https://EconPapers.repec.org/RePEc:bla:stratm:v:40:y:2019:i:8:p:1243-1267,http://dx.doi.org/10.1002/smj.3025,,10.1002/smj.3025,3125188377,,0,000-417-408-136-424; 000-766-851-383-441; 001-577-701-784-956; 001-812-109-446-357; 002-302-564-196-640; 002-664-126-254-642; 005-058-320-762-754; 008-823-758-105-34X; 014-602-011-287-948; 015-355-002-804-262; 016-641-277-739-045; 016-911-123-255-782; 018-780-454-682-629; 019-255-484-153-745; 021-582-553-290-373; 022-212-648-022-476; 024-655-023-270-432; 025-885-727-820-308; 026-397-729-825-325; 032-587-781-576-199; 034-884-431-260-18X; 038-141-086-630-79X; 038-891-923-102-816; 040-909-711-325-000; 041-333-581-652-683; 041-516-017-820-123; 042-044-584-534-987; 042-588-718-064-075; 052-601-410-059-348; 053-444-822-987-570; 057-705-571-072-955; 060-181-536-918-955; 062-300-894-288-182; 073-592-840-254-362; 074-110-397-403-571; 075-357-116-910-288; 075-996-712-304-461; 076-334-983-849-141; 079-575-344-973-898; 082-121-185-387-227; 083-532-334-168-814; 086-455-631-671-400; 090-671-367-864-043; 094-261-583-445-533; 097-011-144-955-096; 100-294-259-882-658; 101-553-279-901-617; 104-383-774-669-763; 105-978-745-896-595; 106-756-359-143-299; 108-203-169-132-84X; 108-450-942-492-235; 109-270-650-737-956; 111-079-138-809-101; 111-398-846-118-385; 112-829-633-977-723; 113-575-791-134-392; 113-604-724-654-283; 114-011-249-796-989; 114-933-813-221-985; 115-373-591-444-545; 119-116-437-228-092; 120-636-608-948-874; 124-044-231-238-456; 125-212-750-683-224; 128-749-935-690-980; 133-561-278-778-996; 136-595-485-517-283; 137-626-207-333-746; 143-157-376-868-109; 149-030-405-998-739; 149-237-986-021-528; 158-798-678-208-274; 161-283-418-329-622; 177-219-126-657-194; 179-608-372-698-452,55,true,,green
063-819-202-049-20X,Trust-building strategies in corporate discourse: an experimental study,2018-05-14,2018,journal article,Discourse & Society,09579265; 14603624,SAGE Publications,United States,Matteo Fuoli; Christopher Hart,"This article presents a scenario-based experiment designed to test the effects of trust-building strategies, realised in stance-taking acts, which a previous corpus-based study found to be salient ...",29,5,514,552,Information retrieval; Test (assessment); Credibility; Salient; Experimental methods; Trust building; Computer science; Triangulation (social science),,,,,http://journals.sagepub.com/doi/10.1177/0957926518770264 https://research.birmingham.ac.uk/portal/en/publications/trustbuilding-strategies-in-corporate-discourse(9317858e-bad6-4b55-85ec-e6f1ca14f989).html https://journals.sagepub.com/doi/abs/10.1177/0957926518770264 https://research.birmingham.ac.uk/portal/files/48900541/FUOLI_HART_Trust_building_Strategies_in_Corporate_Discourse_An_Experimental_Study_ACCEPTED_MANUSCRIPT.pdf https://eprints.lancs.ac.uk/id/eprint/90122/ https://core.ac.uk/download/pdf/185508189.pdf,http://dx.doi.org/10.1177/0957926518770264,,10.1177/0957926518770264,2787876450,,0,000-368-279-182-353; 002-800-351-395-955; 005-321-427-057-161; 005-626-159-718-96X; 007-269-997-850-660; 007-415-709-858-979; 008-393-841-235-455; 010-854-534-444-434; 011-972-675-995-102; 015-869-664-714-037; 016-620-973-977-714; 018-261-361-571-431; 022-332-336-325-626; 022-509-785-910-67X; 024-965-650-858-837; 027-960-406-271-715; 028-690-071-792-381; 029-566-081-956-077; 031-832-953-302-38X; 033-733-439-805-661; 033-773-857-578-285; 034-686-770-525-819; 036-663-468-610-597; 037-497-338-940-825; 043-377-950-161-546; 043-815-529-762-230; 044-928-851-444-81X; 046-284-183-100-449; 052-802-334-885-429; 054-346-237-481-824; 060-877-790-499-026; 062-473-095-312-102; 062-830-773-367-552; 063-919-757-599-959; 064-438-261-806-271; 067-370-100-367-555; 069-189-213-881-119; 069-820-963-358-054; 070-506-564-640-052; 070-786-391-285-804; 071-363-411-035-805; 072-870-004-780-982; 074-189-932-721-286; 077-930-616-453-628; 078-438-294-475-227; 078-662-430-529-434; 083-456-848-718-009; 086-044-965-204-144; 086-481-753-220-033; 086-563-882-731-410; 087-254-690-952-443; 087-321-681-958-066; 087-668-442-757-278; 091-155-691-979-577; 091-620-682-970-23X; 092-017-633-289-720; 094-482-310-793-427; 096-986-753-492-254; 102-798-766-852-770; 108-627-553-825-121; 109-822-950-874-533; 110-967-650-986-35X; 112-729-116-534-221; 112-808-220-772-33X; 113-039-454-142-309; 116-953-447-460-185; 123-036-965-945-049; 124-978-068-734-060; 137-975-421-092-600; 139-054-579-793-606; 144-579-305-972-693; 144-610-477-316-994; 146-434-676-699-812; 149-016-266-154-26X; 149-073-335-256-384; 156-171-107-583-167; 157-777-265-713-396; 159-619-721-554-835; 160-770-978-421-808; 165-556-998-438-505; 167-708-235-314-670; 168-393-296-851-341; 174-451-191-066-160; 175-860-603-488-030; 180-851-490-291-763; 186-982-576-848-065; 192-044-400-023-47X; 198-786-437-437-909,67,true,cc-by-nc,green
063-820-002-857-585,"The views of corporate managers on the current state of, and future prospects for, social reporting in Bangladesh: An engagement‐based study",2007-06-12,2007,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Ataur Rahman Belal; David Owen,"Purpose – This paper seeks to respond to recent calls for more engagement-based studies of corporate social reporting (CSR) practice by examining the views of corporate managers on the current state of, and future prospects for, social reporting in Bangladesh. Design/methodology/approach – The paper uses a series of interviews with senior managers from 23 Bangladeshi companies representing the multinational, domestic private and public sectors. Findings – Key findings are that the main motivation behind current reporting practice lies in a desire on the part of corporate management to manage powerful stakeholder groups, whilst perceived pressure from external forces, notably parent companies' instructions and demands from international buyers, is driving the process forward. In the latter context it appears that adoption of international social accounting standards and codes is likely to become more prevalent in the future. Reservations are expressed as to whether such a passive compliance strategy is likely to achieve much in the way of real changes in corporate behaviour, particularly when Western developed standards and codes are imposed without consideration of local cultural, economic and social factors. Indeed, such imposition could be regarded as little more than an example of the erection of non-tariff trade barriers rather than representing any meaningful move towards empowering indigenous stakeholder groups. Originality/value – The paper contributes to the literature on CSR in developing countries where there is a distinct lack of engagement-based published studies.",20,3,472,494,Corporate social responsibility; Public sector; Social accounting; Multinational corporation; Economics; Stakeholder; Corporate behaviour; Parent company; Corporate governance; Public relations,,,,,https://www.emerald.com/insight/content/doi/10.1108/09513570710748599/full/html http://www.emeraldinsight.com/doi/10.1108/09513570710748599 http://eprints.aston.ac.uk/2091/1/Order_7th_Belal_and_Owen_Carol.pdf https://econpapers.repec.org/RePEc:eme:aaajpp:v:20:y:2007:i:3:p:472-494 https://ideas.repec.org/a/eme/aaajpp/v20y2007i3p472-494.html https://research.aston.ac.uk/en/publications/the-views-of-corporate-managers-on-the-current-state-of-and-futur-2 https://core.ac.uk/download/78878144.pdf,http://dx.doi.org/10.1108/09513570710748599,,10.1108/09513570710748599,2017528446,,0,002-416-786-136-980; 003-156-680-358-292; 009-627-096-122-615; 010-871-825-424-606; 012-886-755-613-026; 014-255-721-870-130; 015-574-759-409-256; 015-891-386-544-066; 016-981-048-968-54X; 017-167-454-912-226; 018-633-424-296-938; 019-358-366-563-083; 023-914-019-378-376; 025-243-819-720-772; 026-895-802-475-205; 027-960-406-271-715; 028-648-527-341-150; 031-516-775-008-174; 034-442-821-488-915; 035-713-688-274-35X; 035-966-996-939-873; 041-939-697-543-16X; 046-493-191-655-269; 049-030-542-806-224; 051-305-569-129-245; 053-339-410-095-221; 055-890-690-213-559; 056-208-075-273-375; 056-308-973-106-243; 058-675-269-765-058; 059-150-459-933-82X; 061-855-155-742-356; 063-581-448-185-95X; 063-610-399-950-802; 067-342-898-103-787; 070-486-517-877-705; 070-831-370-295-149; 073-407-889-990-435; 074-732-586-766-167; 077-923-310-335-527; 078-242-344-885-343; 080-233-701-791-474; 080-376-784-464-37X; 081-067-876-656-624; 087-109-295-304-250; 088-068-465-008-074; 093-342-291-971-636; 098-720-709-937-310; 100-588-208-547-642; 102-356-257-149-915; 108-878-178-577-299; 112-679-222-734-320; 115-927-072-361-58X; 119-657-146-331-577; 119-730-904-748-290; 126-063-406-955-77X; 129-197-948-723-183; 142-753-122-316-771; 144-381-324-316-663; 147-764-143-106-373; 148-382-488-651-492; 154-042-304-754-208; 158-089-603-907-300; 164-988-616-749-192; 165-315-605-223-435; 171-310-022-441-195; 175-743-502-960-743; 184-672-403-876-571; 194-952-517-778-303,376,true,,green
064-075-130-750-095,Is the Bandwagon Bias Effect Theory Driving Institutional Investors Impact on Corporate Social Responsibility (CSR) Practices,2020-08-11,2020,journal article,Journal of Management Policy and Practice,19138067,North American Business Press,,Louis Osemeke; Nobert Osemeke; Robert O. Okere,"This paper employs the bandwagon bias effect theory to explain the influence of institutional investors on CSR Practices. This study focuses on Nigeria and uses the bandwagon bias theory to explore how institutional investors are being influenced by peer and society pressure to go along with the crowd to conform to CSR industrial standards. Using the balanced panel data of 174 PLCs from 2003 to 2009, the study investigates the institutional investors influence on CSR. The findings indicate a significant manifestation of relationship between them, which implies that the bandwagon effect on firm’s CSR engagement exists.",21,2,,,Accounting; Corporate social responsibility; Business; Institutional investor; Bias effect; Bandwagon effect; Panel data,,,,,https://researchonline.ljmu.ac.uk/id/eprint/13445/ https://core.ac.uk/download/pdf/334951927.pdf,http://dx.doi.org/10.33423/jmpp.v21i2.2925,,10.33423/jmpp.v21i2.2925,3092873954,,0,000-417-146-642-641; 001-641-591-592-307; 001-759-788-349-785; 005-547-388-810-107; 012-915-199-737-799; 015-175-824-533-619; 017-012-395-580-930; 020-906-704-647-301; 025-893-060-895-706; 028-581-479-282-438; 029-257-638-158-39X; 030-274-274-746-616; 032-921-093-395-256; 035-178-641-236-522; 043-896-122-796-33X; 050-165-714-571-841; 053-250-277-306-550; 053-913-102-254-095; 054-743-639-411-318; 056-360-776-134-972; 057-726-555-355-181; 062-501-846-641-595; 066-330-009-411-006; 066-400-343-948-766; 073-618-190-495-625; 073-792-416-479-745; 074-044-410-534-355; 075-558-356-458-455; 078-281-476-762-97X; 078-363-629-500-292; 081-652-409-302-728; 083-717-879-842-62X; 083-961-891-258-076; 085-097-325-951-435; 085-995-261-917-530; 086-077-195-670-27X; 089-627-311-185-443; 105-324-007-355-735; 112-666-511-616-360; 113-036-018-341-72X; 114-006-409-276-020; 114-982-793-060-336; 115-442-442-600-176; 115-818-853-512-237; 116-155-324-443-40X; 118-099-836-757-815; 121-487-027-175-973; 139-641-412-398-758; 140-801-383-194-566; 141-041-953-709-179; 144-649-932-747-349; 149-415-597-733-491; 161-311-162-358-926; 167-772-921-808-132; 175-177-360-532-087; 176-386-455-034-117,0,true,,green
064-226-804-923-905,Translating (im)personalisation in corporate discourse. A corpus-based analysis of Corporate Social Responsibility reports in English and Italian,,,journal article,Lingue e Linguaggi,22390359,,,Sara Castagnoli; Elena Magistro,"Corporate Social Responsibility (CSR) reports constitute a relatively new form of corporate disclosure used by companies to present their values and philosophy with respect to socially relevant themes on which they may have an impact, mainly the environment, the community and employees. Companies thus publish CSR reports to communicate with a variety of stakeholders and provide information about their sustainability initiatives, with the ultimate aim of building, reinforcing, and promoting their corporate image. Personalisation plays an important role in the discursive construction of identity and in the definition of relationships between social actors. The personification of the company – obtained through 1 st person plural deixis within corporate reports – is a very powerful rhetorical tool to convey a collective subject which takes responsibility for the actions and results it is giving account of, indicating and enacting a specific relationship with the reader. As a sociopragmatic item, however, it is largely language/culture-dependent, and thus represents an interesting locus to observe the impact of translation strategies on the meaning conveyed to the target audience. This paper sets out to analyse how CSR reports translated into English from Italian compare – as regards personalisation – with reports originally produced in English, in order to detect differences in the way corporate identity is construed and conveyed. The study is based on a bilingual corpus which includes translated English reports and their Italian source texts, as well as comparable originals in English and Italian. Corroborating previous research conducted on similar genres, the study shows that (im)personalisation patterns are considerably different in original and translated English CSR reports, largely due to a tendency for the latter to reproduce Italian conventions in this form of specialised discourse.",29,,205,224,Deixis; Corporate social responsibility; Sociology; Rhetorical question; Corporate identity; Identity (social science); Plural; Target audience; Public relations; Meaning (linguistics),,,,,http://siba-ese.unile.it/index.php/linguelinguaggi/article/view/20376/17347 http://siba-ese.unisalento.it/index.php/linguelinguaggi/article/view/20376 https://u-pad.unimc.it/handle/11393/250296 https://core.ac.uk/download/200796065.pdf,http://dx.doi.org/10.1285/i22390359v29p205,,10.1285/i22390359v29p205,2947084164,,0,,0,true,cc-by-nc-nd,gold
064-229-277-632-287,Cleavage in the understanding of sustainability: Sustainable pulp industry versus sustained local livelihood,,2012,journal article,Scandinavian Journal of Forest Research,02827581; 16511891,Informa UK Limited,United Kingdom,Jan-Erik Nylund; Markus Kröger,"Abstract “Sustainability” is used as a catchword, with different meanings depending on the actor. This paper examines how the term “sustainability” is used by the Brazilian pulp maker Veracel Cellulose, and other major cellulose pulp producers in South America, and the cleavage between the companies and the local communities in their understanding of the term sustainability. The analysis was based on annual or sustainability reports from companies in Brazil (Aracruz, Fibria, Suzano and Veracel) and Chile (Arauco and CPMC), and Nordic Stora Enso and UPM. The main emphasis is on Veracel for 2008 and 2009, which is contrasted with a letter to the Forest Stewardship Council (FSC) from the local Bahian NGO, CEPEDES. Although the companies use “sustainability” as a catchword, in the actual reporting the wording “environmental and social responsibility” is preferred. A new reporting standard, GRI, encourages a narrower focus on selected business-related indicators, rather than a broader view in accordance with t...",27,2,229,240,Environmental resource management; Business; Social responsibility; Natural resource economics; Cleavage (politics); Sustainability organizations; Pulp industry; Livelihood; El Niño Southern Oscillation; Social sustainability; Sustainability,,,,,https://helda.helsinki.fi/handle/10138/154658 https://www.tandfonline.com/doi/abs/10.1080/02827581.2011.637336 https://core.ac.uk/download/33734679.pdf,http://dx.doi.org/10.1080/02827581.2011.637336,,10.1080/02827581.2011.637336,2044216207,,0,006-805-034-908-196; 012-541-972-835-465; 018-035-987-573-281; 019-758-568-506-565; 043-053-654-557-174; 043-970-854-751-914; 048-737-014-476-818; 050-558-471-821-590; 056-078-285-899-939; 058-866-973-592-033; 063-518-550-463-985; 069-602-595-572-624; 069-856-002-830-553; 079-759-089-173-274; 082-894-980-314-515; 088-588-148-052-337; 088-861-468-623-818; 090-045-708-368-796; 090-147-780-535-680; 090-432-308-544-623; 101-620-035-547-401; 104-165-175-069-234; 113-998-271-131-045; 127-634-351-084-905; 130-430-996-759-846; 131-063-692-735-268; 182-922-326-338-273,11,true,,green
064-261-158-649-190,Corporate Social Responsibility and Access to Finance,,2012,journal article,Academy of Management Proceedings,00650668; 21516561,Academy of Management,,Ioannis Ioannou; George Serafeim; Beiting Cheng,"In this paper, we investigate whether superior performance on corporate social responsibility (CSR) strategies leads to better access to finance. We hypothesize that better access to finance can be attributed to a) reduced agency costs due to enhanced stakeholder engagement and b) reduced informational asymmetry due to increased transparency. Using a large cross-section of firms, we find that firms with better CSR performance face significantly lower capital constraints. Moreover, we provide evidence that both of the hypothesized mechanisms, better stakeholder engagement and transparency around CSR performance, are important in reducing capital constraints. The results are further confirmed using an instrumental variables and a simultaneous equations approach. Finally, we show that the relation is driven by both the social and the environmental dimension of CSR",2012,1,10912,,Accounting; Corporate social responsibility; Business; Access to finance,,,,,https://journals.aom.org/doi/10.5465/AMBPP.2012.10912abstract https://core.ac.uk/download/28941328.pdf,http://dx.doi.org/10.5465/ambpp.2012.10912abstract,,10.5465/ambpp.2012.10912abstract,2900981965,,0,,10,true,,green
064-372-821-643-142,"The influence of interactive, non-interactive, implicit and explicit CSR communication on young adults’ perception of UK supermarkets’ corporate brand image and reputation",2015-04-07,2015,journal article,Corporate Communications: An International Journal,13563289,Emerald,United Kingdom,Britt Denise Lauritsen; Keith Perks,"Purpose – Corporations communicate CSR policies through a variety of methods, and the goal of the study is to explore young adult consumers’ communication preferences and the implications for managers to effectively communicate CSR to boost their corporate brand image and reputation. The paper aims to discuss these issues. Design/methodology/approach – Set within the context of the UK supermarket industry, the study adopts a qualitative research approach and a purposeful sampling method, collecting data from 30 young adult consumers in the south-east of the UK. The data collection method used was online bulletin board focus groups, face-to-face focus groups, face-to-face interviews and an online questionnaire. Research propositions are developed, evaluated and synthesized into a conceptual framework. Findings – The findings show that interactive CSR communication functions as an effective method of improving consumers’ emotional brand value, knowledge and memory of supermarket CSR. The findings have the p...",20,2,178,195,Advertising; Corporate branding; Corporate social responsibility; Conceptual framework; Psychology; Marketing; Brand equity; Bulletin board; Context (language use); Reputation; Computer-assisted web interviewing,,,,,http://www.emeraldinsight.com/doi/full/10.1108/CCIJ-09-2013-0065 http://www.emeraldinsight.com/doi/10.1108/CCIJ-09-2013-0065 https://www.emerald.com/insight/content/doi/10.1108/CCIJ-09-2013-0065/full/html https://cris.brighton.ac.uk/ws/files/346199/Perks%202015%20The%20influence%E2%80%A6%20Corporate%20Communications%20In%20Press.pdf http://eprints.brighton.ac.uk/13486/1/Perks%202015%20The%20influence%E2%80%A6%20Corporate%20Communications%20In%20Press.pdf https://research.brighton.ac.uk/en/publications/the-influence-of-interactive-non-interactive-implicit-and-explici https://dialnet.unirioja.es/servlet/articulo?codigo=5453844 https://core.ac.uk/download/pdf/188253593.pdf,http://dx.doi.org/10.1108/ccij-09-2013-0065,,10.1108/ccij-09-2013-0065,1973417752,,0,000-426-493-027-947; 002-846-061-719-193; 003-803-029-215-063; 006-080-230-736-840; 006-900-426-719-728; 007-957-367-789-366; 008-311-227-365-805; 009-275-560-936-887; 009-447-745-230-029; 010-571-926-972-21X; 013-014-852-454-993; 013-728-606-006-014; 013-920-677-111-233; 014-715-210-828-779; 015-773-267-074-703; 015-999-921-788-017; 016-983-994-149-312; 018-606-075-915-716; 018-992-567-448-761; 019-285-892-443-992; 019-435-682-377-879; 020-186-611-104-284; 024-208-010-945-520; 024-350-529-530-767; 026-183-856-236-095; 027-960-406-271-715; 028-661-237-836-979; 032-226-726-401-253; 035-556-471-787-086; 037-214-024-884-995; 041-506-870-208-741; 041-977-847-341-115; 043-586-921-190-250; 043-605-651-281-566; 044-449-175-090-885; 044-866-201-382-732; 047-084-373-523-100; 048-690-281-133-478; 049-177-542-423-967; 049-903-576-934-62X; 054-744-184-822-931; 056-126-178-605-45X; 057-796-064-685-040; 058-012-780-638-075; 059-005-189-409-76X; 061-032-025-769-668; 062-875-078-146-976; 063-520-011-463-356; 064-091-717-837-982; 064-474-360-480-703; 066-557-211-869-797; 067-421-052-742-134; 069-221-854-480-160; 070-905-406-892-703; 072-105-111-800-995; 073-152-835-260-603; 073-171-103-831-734; 074-589-917-476-692; 079-548-782-056-797; 080-142-224-521-995; 083-213-076-846-038; 086-896-539-260-549; 086-990-598-121-208; 097-775-252-269-173; 097-781-810-946-265; 099-348-961-400-88X; 099-766-355-075-046; 101-903-378-658-429; 103-108-182-535-072; 103-134-872-055-85X; 103-891-394-801-819; 104-634-020-378-357; 105-402-224-691-568; 105-426-434-911-350; 114-240-865-218-030; 115-373-591-444-545; 116-835-713-515-04X; 120-875-539-082-998; 121-195-620-677-195; 121-739-219-988-58X; 129-509-689-217-779; 131-180-572-109-097; 139-101-567-335-455; 139-119-876-531-586; 141-293-433-410-932; 146-118-675-663-311; 150-756-983-846-92X; 158-318-851-114-883; 162-290-133-902-677; 165-504-597-351-359; 167-213-767-818-023; 167-251-354-002-269; 195-336-055-200-116,27,true,cc0,green
064-723-555-442-322,Attitudes Towards Corporate Social Responsibility among Budding Business Leaders,,2013,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Herwina Rosnan; Shamsul Baharin Saihani; Nuryusmawati Mohd Yusof,"Abstract Studies on the attitude towards corporate social responsibility (CSR) have received a lot of attention in recent years. There is also a mounting concern on how the future generations view the importance of embracing CSR in every business decisions. The aim of this paper is to examine the relationship between ethical idealism, ethical relativism, materialistic value and personal spirituality towards CSR based on personal moral philosophy model by Forsyth (1992) . The multiple regression analysis results indicated that two factors; namely, ethical idealism and materialistic value have significant influence to attitudes towards CSR. The implications of the study are discussed and this paper also provides recommendations for future research.",107,,52,58,Corporate social responsibility; Sociology; Materialism; Value (ethics); Ethical relativism; Moral philosophy; Public relations; Spirituality; Idealism,,,,,https://www.sciencedirect.com/science/article/pii/S1877042813050210 https://core.ac.uk/display/81990951 http://www.sciencedirect.com/science/article/pii/S1877042813050210 https://cyberleninka.org/article/n/148228 https://core.ac.uk/download/pdf/81990951.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.398,,10.1016/j.sbspro.2013.12.398,2087442956,,0,000-813-024-588-231; 001-649-610-213-138; 003-935-170-953-959; 010-053-163-458-940; 010-249-618-179-070; 019-689-739-594-576; 022-590-694-696-197; 025-267-985-445-653; 028-513-151-138-964; 031-801-836-976-949; 031-846-044-582-764; 033-879-435-769-060; 037-353-058-256-575; 044-880-379-874-698; 049-998-379-332-720; 052-053-960-162-740; 052-673-077-024-573; 055-750-598-935-247; 062-063-041-318-961; 064-871-149-907-264; 065-753-520-612-620; 080-264-704-502-246; 091-888-176-902-733; 093-857-553-226-031; 099-095-725-205-22X; 099-821-228-222-786; 102-516-197-200-175; 117-311-006-677-479; 125-715-569-537-446; 126-169-065-725-508; 129-346-071-157-619; 130-096-595-785-516; 131-180-572-109-097; 135-651-252-332-242; 152-135-626-329-239; 185-050-475-065-604,10,true,,gold
064-886-566-735-506,Symbolism over substance? Large law firms and corporate social responsibility,2015-07-03,2015,journal article,Legal Ethics,1460728x; 17578450,Informa UK Limited,,Steven Vaughan; Linden Thomas; Alastair Young,"ABSTRACTAt its core, corporate social responsibility (CSR) concerns the impacts of businesses on their surroundings. Despite their significant economic and geographic presence (and, as a corollary, their potential significant impacts), and despite the varied disciplinary and conceptual lenses used to study CSR, there is very little existing work looking at law firms and their own CSR policies. This paper fills part of that gap. In August 2014, we reviewed the websites of the top 100 English law firms, as ranked by the trade publication The Lawyer. We were interested in public disclosures made by those law firms on CSR. These were widespread. The majority of the top 100 firms say something to the wider world about CSR. However, what is said varies significantly. This is, perhaps, unsurprising. What is more surprising is that so few firms explain why they are committed to CSR. Where firms do make disclosures on CSR, these tend to group around the following three areas: (i) pro bono and community giving; (ii...",18,2,138,163,English law; Corporate social responsibility; Sociology; Legal profession; Work (electrical); Law; Diversity (business); Sustainability; Discipline,,,,Economic and Social Research Council,https://research.birmingham.ac.uk/portal/files/30655482/Vaughan_et_al_Symbolism_over_substance_Legal_Ethics.pdf https://research.birmingham.ac.uk/portal/en/publications/symbolism-over-substance-large-law-firms-and-corporate-social-responsibility(d3d17b35-22ec-4054-93e9-3028e7a8e269).html https://www.tandfonline.com/doi/full/10.1080/1460728x.2015.1119530 http://epapers.bham.ac.uk/2104/ https://philpapers.org/rec/VAUSOS https://core.ac.uk/download/pdf/185487854.pdf,http://dx.doi.org/10.1080/1460728x.2015.1119530,,10.1080/1460728x.2015.1119530,2197028160,,0,,1,true,cc0,hybrid
064-973-275-047-637,A link between top managers’ perception and corporate social responsibility: Transformational Leadership as a Moderator,2019-12-30,2019,journal article,International Journal of Research in Business and Social Science (2147- 4478),21474478,Center for Strategic Studies in Business and Finance SSBFNET,,Milkiyas Ayele Tefera; He Yuanqiong; Liu Luming,"Though it is called corporate social responsibility (CSR), it is the people in the organization particularly, top managers who develop and get implemented corporate social policies. Organization behavior is the reflection of their top managers. However, exploration of the role of top managers in spreading CSR in the organization is scant in the literature. The purpose of this paper is to explore the impact of top managers’ CSR perceptions on firm-level CSR in Ethiopia. Structured questionnaires were used to collect data from 294 executive managers of four sectors, namely textile, food, bank, and floriculture industries. Multiple hierarchical regression and process macro 3.3 were employed to analyze the data with the aid of SPSS. The analysis reveals that top managers’ CSR perception is a significant predictor of firm-level CSR behaviors. The result also shows that corporate ethical culture fully mediates the relationship between top managers’ CSR perception and organization CSR. Moreover, transformational leadership has a moderating effect between the direct top managers’ CSR perception and firm-level CSR relationship.",9,1,01,14,Corporate social responsibility; Business; Marketing; Perception; Organization behavior; Ethical culture; Transformational leadership; Multilevel model; Developing country; Moderation,,,,,https://ideas.repec.org/a/rbs/ijbrss/v9y2020i1p1-14.html https://doaj.org/article/48e49aa3365c4c0a926350d07d7a87b9 https://www.ssbfnet.com/ojs/index.php/ijrbs/article/download/605/501 https://www.ssbfnet.com/ojs/index.php/ijrbs/article/view/605 https://core.ac.uk/download/287319422.pdf,http://dx.doi.org/10.20525/ijrbs.v9i1.605,,10.20525/ijrbs.v9i1.605,2997611789,,0,000-220-132-780-550; 001-122-311-780-297; 001-165-407-545-486; 001-293-497-423-461; 001-860-474-503-969; 002-577-495-887-482; 002-585-392-275-379; 003-061-030-358-360; 003-291-470-633-42X; 004-921-534-821-21X; 005-887-534-575-784; 007-574-058-339-793; 008-922-368-082-158; 009-024-987-910-508; 009-539-685-541-092; 010-062-750-133-061; 010-337-643-384-05X; 010-583-807-804-027; 010-984-812-336-982; 011-014-841-990-528; 011-117-460-038-359; 011-589-092-588-925; 016-337-560-462-858; 017-147-261-575-907; 017-722-013-337-190; 017-814-268-111-976; 018-647-905-403-885; 019-044-404-755-894; 020-935-858-380-649; 022-380-576-052-256; 023-604-880-685-054; 024-815-787-987-361; 027-601-275-485-945; 028-605-228-992-033; 028-789-101-896-676; 030-454-365-793-096; 032-954-457-523-564; 033-584-740-448-038; 034-876-878-504-355; 035-043-331-421-361; 035-556-471-787-086; 035-953-556-745-052; 036-289-903-245-161; 036-808-940-201-493; 036-876-730-677-797; 041-250-153-655-091; 043-349-437-622-454; 043-907-508-268-856; 044-227-902-691-406; 044-858-943-225-541; 045-385-511-579-046; 045-651-413-534-310; 046-970-556-522-581; 047-190-897-647-840; 048-702-444-905-037; 050-378-018-741-148; 051-072-080-307-814; 051-315-983-508-717; 052-300-124-760-580; 053-690-397-234-837; 054-499-909-383-694; 054-988-130-710-708; 055-052-153-464-245; 055-127-955-323-405; 055-256-986-599-19X; 056-484-388-630-020; 057-797-691-453-307; 057-924-393-217-508; 060-397-166-640-417; 060-571-945-430-102; 062-201-084-492-102; 063-183-271-415-575; 064-091-717-837-982; 064-925-829-679-26X; 073-854-087-596-828; 082-541-241-419-424; 082-815-961-326-23X; 083-487-022-401-314; 083-642-841-534-214; 091-585-319-872-415; 094-249-975-137-319; 095-120-315-032-334; 097-106-240-878-31X; 098-340-723-617-124; 102-310-045-217-097; 104-264-004-403-537; 109-371-917-943-832; 111-967-642-990-937; 113-031-929-638-513; 114-387-252-475-153; 115-373-591-444-545; 115-604-538-103-384; 116-397-812-928-723; 122-804-283-129-274; 127-747-110-254-978; 127-999-932-807-00X; 128-021-499-878-52X; 131-805-877-870-511; 134-073-970-466-204; 139-641-412-398-758; 140-773-897-108-949; 143-910-268-103-35X; 144-044-368-532-811; 145-646-001-952-46X; 148-997-649-165-614; 149-868-906-484-698; 156-628-929-193-587; 156-829-014-293-097; 159-592-129-993-014; 161-097-778-011-352; 176-241-134-682-896; 176-362-207-441-710; 181-546-814-635-194; 182-199-495-327-639; 183-576-995-378-077; 185-142-819-794-105,1,true,cc-by-nc,gold
065-038-446-380-16X,Politicising Government Engagement with Corporate Social Responsibility: “CSR” as an Empty Signifier,2019-11-06,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Anna Zueva; Jenny Fairbrass,"Governments are widely viewed by academics and practitioners (and society more generally) as the key societal actors who are capable of compelling businesses to practice corporate social responsibility (CSR). Arguably, such government involvement could be seen as a technocratic device for encouraging ethical business behaviour. In this paper, we offer a more politicised interpretation of government engagement with CSR where “CSR” is not a desired form of business conduct but an element of discourse that governments can deploy in structuring their relationships with other social actors. We build our argument through a historical analysis of government CSR discourse in the Russian Federation. Laclau and Mouffe's (Hegemony and socialist strategy: Towards a radical democratic politics,; Verso Books, London, 1985) social theory of hegemony underpins our research. We find that “CSR” in the Russian government’s discourse served to legitimise its power over large businesses. Using this case, we contribute to wider academic debates by providing fresh empirical evidence that allows the development of critical evaluation tools in relation to governments’ engagement with “CSR”. We find that governments are capable of hijacking CSR for their own self-interested gain. We close the paper by reflecting on the merit of exploring the case of the Russian Federation. As a “non-core”, non-western exemplar, it provides a useful “mirror” with which to reflect on the more widely used test-bed of Western industrial democracies when scrutinising CSR. Based on our findings, we invite other scholars to adopt a more critical, politicised stance when researching the role of governments in relation to CSR in other parts of the world.",170,4,635,655,Business ethics; Hegemony; Corporate social responsibility; Government; Political science; Technocracy; Public administration; Argument; Social theory; Floating signifier,,,,,https://philpapers.org/rec/ZUEPGE https://pure.hud.ac.uk/en/publications/politicising-government-engagement-with-corporate-social-responsi https://econpapers.repec.org/article/kapjbuset/v_3a170_3ay_3a2021_3ai_3a4_3ad_3a10.1007_5fs10551-019-04330-5.htm https://ideas.repec.org/a/kap/jbuset/v170y2021i4d10.1007_s10551-019-04330-5.html https://research-portal.uea.ac.uk/en/publications/politicising-government-engagement-with-corporate-social-responsi https://link.springer.com/article/10.1007/s10551-019-04330-5 https://ueaeprints.uea.ac.uk/id/eprint/72722/ https://link.springer.com/content/pdf/10.1007/s10551-019-04330-5.pdf https://core.ac.uk/download/237179128.pdf,http://dx.doi.org/10.1007/s10551-019-04330-5,,10.1007/s10551-019-04330-5,2982338942,,0,000-614-869-372-713; 001-230-938-040-848; 004-023-456-580-857; 005-827-741-627-431; 006-374-421-091-479; 006-868-838-914-952; 007-487-785-492-326; 008-649-073-714-395; 008-672-671-619-57X; 011-822-598-365-719; 013-290-821-556-63X; 013-744-996-715-157; 016-690-306-259-528; 016-740-625-215-891; 017-772-076-395-051; 017-931-008-393-068; 018-517-241-930-205; 021-127-698-966-499; 021-871-327-024-561; 021-996-223-357-58X; 022-874-659-734-180; 023-918-133-478-31X; 024-167-536-582-383; 029-201-508-997-475; 029-311-885-979-245; 029-895-970-348-749; 034-140-387-247-321; 035-556-471-787-086; 036-920-286-803-915; 038-476-696-179-312; 038-659-170-511-511; 038-964-935-115-950; 039-925-078-873-902; 040-444-475-099-031; 041-374-701-869-889; 043-713-485-579-874; 048-185-427-999-85X; 048-912-703-761-847; 049-872-340-153-772; 052-573-869-758-323; 054-942-242-375-453; 055-498-815-134-39X; 055-641-053-118-746; 063-599-820-848-963; 063-828-577-346-846; 066-418-475-393-681; 067-633-147-110-468; 069-200-542-125-386; 071-095-229-290-158; 071-410-672-738-647; 073-419-550-796-762; 074-228-257-808-669; 076-770-090-615-357; 077-506-590-000-424; 078-922-685-861-218; 082-171-985-858-889; 084-384-384-172-859; 087-215-436-143-921; 087-775-792-080-483; 088-541-703-373-976; 090-592-555-205-111; 090-822-457-171-019; 091-390-073-559-276; 092-246-895-593-991; 092-438-341-251-021; 093-708-424-431-195; 098-834-168-907-826; 099-085-870-469-302; 101-388-068-880-346; 107-723-168-338-70X; 109-496-890-012-331; 112-064-283-534-92X; 116-909-945-497-88X; 123-805-386-225-26X; 127-446-242-248-773; 127-460-733-883-537; 130-264-340-073-12X; 132-156-840-221-023; 132-909-852-972-696; 139-347-443-380-502; 139-641-412-398-758; 146-434-676-699-812; 147-515-049-349-208; 150-756-983-846-92X; 151-854-914-488-044; 152-291-274-836-644; 156-445-805-395-409; 159-829-238-372-762; 168-315-243-627-756; 174-824-437-536-388; 178-880-089-431-660; 185-892-322-803-865,9,true,cc-by,hybrid
065-600-658-392-58X,The integration of CSR management systems and their influence on the performance of technology companies,,2016,journal article,European Journal of Management and Business Economics,24448451,Emerald,Spain,Juan Andrés Bernal-Conesa; Antonio Juan Briones-Peñalver; Carmen de Nieves-Nieto,"This paper proposes a model in order to analyze whether standardized management systems facilitate the implementation and integration of CSR within the technology company, studying which is the influence of CSR in reputation and improvement of these companies and whether it has a positive impact on the economic performance of the company. The study was conducted in companies located in Spanish Science and Technology Parks. On the one hand, model results shows that there is a positive, direct and statistically significant relationship between the integration of CSR and reputation; on the other hand, performance and internal improvement has also this relationship. Likewise, the model shows also some indirect relations between management system before the implementation of CSR and reputation and internal improvement.",25,3,121,132,Corporate social responsibility; Business; Management system; Order (business); Public relations; Reputation; Knowledge management,,,,,https://www.cud.upct.es/index.php/investigacion/publicaciones-cientificas/articulosisi?view=publication&task=show&id=323 https://dialnet.unirioja.es/servlet/articulo?codigo=5742253 https://www.elsevier.es/en-revista-european-journal-management-business-economics-487-articulo-the-integration-csr-management-systems-S2444845116300179 https://www.scipedia.com/public/Andres-Bernal-Conesa_et_al_2016a https://www.sciencedirect.com/science/article/pii/S2444845116300179 https://www.sciencedirect.com/science/article/abs/pii/S2444845116300179 https://core.ac.uk/display/82791698 https://core.ac.uk/download/pdf/82791698.pdf,http://dx.doi.org/10.1016/j.redeen.2016.07.002,,10.1016/j.redeen.2016.07.002,2519218846,,0,000-835-297-981-175; 002-507-841-572-931; 004-511-259-163-184; 005-714-867-019-596; 006-095-183-317-361; 006-135-850-093-204; 006-937-570-843-976; 008-103-952-217-200; 009-951-353-757-924; 010-854-534-444-434; 011-057-105-680-492; 012-528-198-574-609; 012-904-804-346-371; 013-920-889-450-499; 014-614-449-675-783; 014-633-006-867-165; 014-984-162-356-636; 015-966-914-456-080; 016-225-788-221-202; 017-297-082-833-863; 019-691-800-734-906; 020-534-082-021-94X; 023-884-779-878-993; 024-778-816-854-50X; 027-208-805-619-111; 027-446-615-526-495; 029-396-736-625-094; 029-617-171-596-703; 029-942-145-731-245; 030-757-528-824-642; 032-497-417-048-913; 033-574-086-333-711; 035-647-653-519-115; 035-903-511-774-399; 038-157-919-233-542; 040-586-051-422-927; 041-201-541-587-51X; 041-502-292-041-32X; 041-683-828-165-183; 041-817-350-036-462; 042-495-071-299-371; 044-663-198-816-295; 044-917-841-831-695; 045-754-631-412-145; 047-307-748-236-518; 049-360-617-110-101; 049-438-793-628-310; 049-914-262-600-874; 051-285-282-248-663; 051-670-691-178-142; 052-187-354-789-985; 052-330-074-262-264; 052-543-153-558-353; 053-440-685-088-799; 057-738-956-859-282; 057-773-147-071-640; 058-035-600-566-054; 059-626-136-148-203; 061-356-370-091-086; 061-369-408-775-305; 061-983-819-386-718; 063-774-231-684-29X; 063-851-979-267-708; 065-860-741-100-905; 066-527-258-782-43X; 066-683-042-488-121; 068-007-850-164-941; 068-343-835-354-352; 071-721-685-214-293; 076-590-599-359-204; 077-729-383-080-511; 082-977-611-802-293; 084-015-465-748-895; 084-488-153-047-408; 086-660-322-090-314; 089-871-432-870-572; 089-948-632-540-888; 090-304-568-302-982; 091-893-226-933-084; 096-399-827-121-661; 097-034-530-045-930; 098-049-287-579-577; 098-565-104-723-427; 099-781-807-153-216; 099-954-531-867-092; 103-809-674-049-670; 106-962-757-146-222; 109-144-411-223-213; 109-587-680-023-976; 113-646-077-398-388; 114-272-615-068-11X; 115-795-158-155-144; 117-268-125-351-737; 117-363-177-363-532; 118-730-070-715-305; 122-000-381-045-441; 126-704-549-352-068; 127-072-093-438-405; 127-958-703-075-81X; 129-702-024-640-251; 130-409-108-321-568; 133-640-744-302-06X; 134-312-852-675-262; 136-960-539-858-124; 139-962-562-905-281; 140-467-773-215-827; 142-829-056-799-354; 150-236-760-621-732; 152-433-729-523-259; 152-700-399-514-408; 154-633-481-817-518; 156-020-022-642-908; 157-751-957-925-263; 158-093-496-145-778; 162-639-361-962-70X; 169-700-928-939-83X; 171-324-191-321-626; 172-100-943-823-72X; 190-837-203-872-605,20,true,cc-by,gold
065-688-075-467-243,When Corporate Social Responsibility Motivates Employee Citizenship Behavior: The Sensitizing Role of Task Significance,,2018,journal article,Organizational Behavior and Human Decision Processes,07495978; 10959920,Elsevier BV,United States,Madeline Ong; David M. Mayer; Leigh Plunkett Tost; Ned Wellman,"Abstract Scholars have proposed that organizations’ corporate social responsibility (CSR) efforts are often positively associated with employees’ organizational citizenship behaviors (OCB) and have invoked identity-based mechanisms to explain this relationship. Complementing these perspectives, we develop a CSR sensitivity framework that explains how task significance, a micro-level job characteristic, can sensitize employees to their organizations’ macro-level CSR efforts, thereby strengthening the association between CSR and OCB. Across three field studies, we find that CSR and task significance interact to predict OCB, such that an organization’s CSR is more positively associated with OCB among employees who report higher task significance than among those who report lower task significance. Furthermore, we find support for prosocial motivation as a mediator of this interactive effect, but we do not find evidence for several alternative mediators. We discuss the implications of our findings for the literatures on CSR, job design, and other-oriented approaches to organizational behavior.",144,,44,59,Organizational citizenship behavior; Job design; Corporate social responsibility; Psychology; Prosocial behavior; Identity (social science); Task (project management); Field (Bourdieu); Organizational behavior; Public relations; Social psychology,,,,,https://ideas.repec.org/a/eee/jobhdp/v144y2018icp44-59.html https://repository.ust.hk/ir/Record/1783.1-91846 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6825&context=lkcsb_research https://asu.pure.elsevier.com/en/publications/when-corporate-social-responsibility-motivates-employee-citizensh https://ink.library.smu.edu.sg/lkcsb_research/5826/ https://www.sciencedirect.com/science/article/pii/S0749597817305952 https://core.ac.uk/download/200253692.pdf,http://dx.doi.org/10.1016/j.obhdp.2017.09.006,,10.1016/j.obhdp.2017.09.006,2762662094,,0,001-493-216-516-431; 001-553-963-231-722; 002-712-968-521-632; 002-929-446-634-493; 003-379-412-590-894; 003-860-148-220-501; 004-305-367-390-82X; 007-242-210-373-451; 009-024-987-910-508; 009-283-881-423-484; 011-395-301-396-730; 011-829-603-506-558; 012-469-375-102-358; 013-796-317-992-537; 014-535-100-247-676; 014-978-001-755-328; 016-276-109-581-231; 017-492-045-801-882; 017-770-665-782-464; 018-258-782-047-219; 018-476-389-920-611; 018-830-802-503-897; 019-605-734-016-59X; 022-380-576-052-256; 023-088-913-035-229; 023-228-021-243-614; 029-263-429-075-388; 033-128-725-643-178; 033-243-264-642-618; 033-897-133-243-513; 034-610-399-035-493; 034-895-558-808-214; 036-412-868-663-165; 038-035-525-395-826; 039-147-629-650-038; 039-926-685-065-602; 040-971-078-951-918; 041-883-317-402-665; 043-005-206-942-689; 043-486-855-938-524; 044-823-082-616-97X; 046-603-927-038-39X; 060-571-945-430-102; 061-045-579-488-457; 061-734-908-991-285; 061-875-342-614-374; 062-084-670-744-560; 062-235-914-706-305; 062-300-894-288-182; 063-254-149-046-257; 064-091-717-837-982; 068-662-582-303-589; 070-773-398-109-800; 074-828-476-393-167; 078-108-465-963-590; 080-125-477-957-370; 080-549-660-276-556; 081-352-725-062-426; 081-931-601-718-207; 083-807-434-223-569; 084-268-457-936-541; 086-192-193-330-056; 087-124-208-900-907; 090-223-631-483-241; 092-838-677-324-039; 093-988-809-128-321; 094-112-039-690-982; 101-418-358-385-399; 111-846-614-925-045; 112-374-545-625-287; 112-686-320-783-965; 115-135-301-760-731; 115-373-591-444-545; 116-953-447-460-185; 120-602-128-217-495; 120-884-514-023-996; 131-447-132-978-766; 137-142-252-339-871; 138-334-704-586-850; 141-184-890-994-627; 148-714-268-889-229; 153-758-887-592-286; 155-126-121-090-714; 156-628-929-193-587; 162-765-844-932-916; 168-155-354-690-643; 172-037-892-498-162; 194-701-488-982-412; 197-741-498-967-748,62,true,cc-by-nc-nd,green
065-706-277-511-421,Corporate social responsibility as a factor of global competitiveness,,2018,journal article,Journal of Engineering Management and Competitiveness,23349638; 22178147,Centre for Evaluation in Education and Science (CEON/CEES),,Srđan Bogetić; Dejan Đorđević; Dragan Ćoćkalo; Miloš Vorkapić,"In contemporary business, issues such as environmental protection, taking care of employees and their job satisfaction, ethical principles, supporting endangered groups, caring about young people, caring about the society and the like, are serious challenges that a company has to deal with, no matter which industry it belongs to. One of the most important principles of contemporary business is an organisation based on responsibility. An organisation has to take full responsibility for its actions in the environment in which it operates. Contemporary business puts responsibility on the level of each individual as well. Global market leaders have accepted the application of the concept of corporate social responsibility (CSR) with a view to satisfying customers' and other stakeholders' demands. What is seen as a prerequisite for a successful realisation of CSR concepts in a company is a genuine wish for its application by the management, management's readiness to understand the basic postulates of this concept, good communication (both internal and external), promotion of examples of good practice in the company and outside of it, motivating employees for a more active role in realising good business practices. In this paper, the authors have presented the results of a survey about young people's attitudes towards corporate social responsibility.U savremenom poslovanju, pitanja poput zaštita životne sredine, briga o zaposlenima i njihovom zadovoljstvu radom u preduzeću, etičkim principima, podrška ugroženim grupama, briga o mladima, briga o društvu i sl., predstavljaju ozbiljne izazove sa kojim se susreću preduzeća, bez obzira na privrednu granu kojoj pripadaju. Organizacija zasnovana na odgovornosti predstavlja jedan od najznačajnijih principa savremenog poslovanja. Organizacija mora da preuzme punu odgovornost za svoje delovanje u okruženju. Savremeno poslovanje odgovornost stavlja i na nivo svakog pojedinca. Globalni tržišni lideri su prihvatili primenu koncepta korporativne društvene odgovornosti (CSR) u cilju zadovoljenja zahteva potrošača i drugih stejkholdera. Kao preduslovi za uspešnu realizaciju koncepta CSR u preduzeću mogu se uočiti istinska želja rukovodstva za njegovu primenu, spremnost rukovodstva da shvati i razume osnovne postulate ovog koncepta, dobra komunikacija (interna i eksterna), promovisanje primera dobre prakse u samom preduzeću i van njega, motivisanje zaposlenih za aktivniju ulogu u realizaciji dobre poslovne prakse. U radu je dat prikaz rezultate istraživanja o stavovima mladih prema korporativnoj društvenoj odgovornosti",8,1,11,19,Accounting; Corporate social responsibility; Business; Factor (chord),,,,,https://scindeks-clanci.ceon.rs/data/pdf/2334-9638/2018/2334-96381801011B.pdf https://core.ac.uk/download/pdf/196172879.pdf,http://dx.doi.org/10.5937/jemc1801011b,,10.5937/jemc1801011b,2884750339,,0,000-924-778-584-415; 003-144-825-579-873; 016-411-180-460-079; 020-127-948-138-105; 047-460-128-505-546; 077-958-382-459-027; 099-085-870-469-302; 099-095-725-205-22X; 100-052-533-012-849; 178-628-496-923-596,9,true,cc-by-sa,gold
065-785-836-937-567,Engaging the fashion consumer in a transparent business model,2017-09-02,2017,journal article,"International Journal of Fashion Design, Technology and Education",17543266; 17543274,Informa UK Limited,United States,Alana James; Bruce Montgomery,"ABSTRACTThis paper focuses on the relationship between fashion consumers and retailers in the transparency of supply chains and public communication of corporate social responsibility (CSR). Adopting a qualitative, mixed-methods approach, this study explored the current industry situation with regards to the information being disclosed to external stakeholders such as consumers. Following the development of a conceptual framework informed by an in-depth literature search, the study aimed to contribute to the discourse by establishing the type and quantity of information desired by consumers in order to inform their knowledge of ethics and sustainability in fashion. Utilising methodological tools such as consumer surveys and secondary research analysis, the study engaged with multiple stakeholders in order to adopt a case-study approach. The paper identifies a consumer demand for the provision of information from fashion retailers, exploring further the type of information wanted and how to effectively com...",10,3,287,299,Supply chain; Corporate social responsibility; Conceptual framework; Business; Marketing; Sustainable business; Secondary research; Order (business); Transparency (behavior); Business model,,,,,https://researchportal.northumbria.ac.uk/en/publications/engaging-the-fashion-consumer-in-a-transparent-business-model https://www.tandfonline.com/doi/full/10.1080/17543266.2017.1378730 http://nrl.northumbria.ac.uk/id/eprint/32334 https://core.ac.uk/display/96784067 https://researchportal.hw.ac.uk/en/publications/engaging-the-fashion-consumer-in-transparent-business-practices https://core.ac.uk/download/96784067.pdf,http://dx.doi.org/10.1080/17543266.2017.1378730,,10.1080/17543266.2017.1378730,2760517247,,0,000-813-060-306-588; 003-940-077-430-471; 006-047-391-156-99X; 014-562-734-936-098; 014-742-775-145-792; 020-551-838-937-814; 026-344-749-349-443; 038-327-540-689-966; 040-098-880-849-327; 041-118-019-684-328; 050-382-384-099-281; 054-420-262-525-406; 057-942-097-777-139; 059-327-495-365-613; 066-063-257-778-743; 079-575-016-875-148; 080-665-877-144-245; 085-409-799-731-573; 094-776-039-624-223; 103-780-648-457-48X; 104-826-949-012-596; 107-052-463-603-962; 131-180-572-109-097; 143-010-268-695-611; 162-834-524-996-562; 163-529-639-649-240; 190-290-547-722-786,13,true,,
066-527-258-782-43X,Responsabilidad Social Corporativa y Rendimiento Financiero: un Meta-Análisis,2014-04-03,2014,journal article,Spanish Journal of Finance and Accounting / Revista Española de Financiación y Contabilidad,02102412; 23320753,Informa UK Limited,United Kingdom,María del Mar Miras Rodríguez; Amalia Carrasco Gallego; Bernabé Escobar Pérez,"A pesar de que el concepto de Responsabilidad Social no ha variado sustancialmente desde que fuese definido por Carroll (1979), si que tanto la implantacion de las practicas socialmente responsables y su papel en la estrategia de las empresas, como la manera en la que las empresas informan sobre ellas ha cambiado notablemente durante lo que llevamos de siglo XXI. Esto unido al gran esfuerzo que estan realizando las empresas por ser socialmente responsables hace que sea mas interesante que nunca el estudio de la relacion entre RSC y Rendimiento Financiero (RF) y, en concreto, el estudio del posible efecto moderador que determinadas variables como el tipo de acciones de RSC que se estudian (segun el enfoque Triple Bottom Line), la forma de reporting utilizada, la medida de RF y el ambito espacial; puedan ejercer sobre ella. Basandonos en una muestra de 86 estimaciones procedentes de articulos publicados a partir del ano 2000, vamos a tratar de ver si existe relacion entre la Responsabilidad Social y el Rend...",43,2,193,215,,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=4933129 https://idus.us.es/xmlui/handle/11441/85189 https://idus.us.es/handle/11441/85189 https://www.tandfonline.com/doi/ref/10.1080/02102412.2014.911000 https://www.tandfonline.com/doi/full/10.1080/02102412.2014.911000 https://core.ac.uk/download/196609059.pdf,http://dx.doi.org/10.1080/02102412.2014.911000,,10.1080/02102412.2014.911000,2021806524,,0,001-293-497-423-461; 002-897-814-763-886; 003-102-714-898-112; 003-554-091-881-441; 003-575-763-136-333; 003-718-972-974-662; 005-651-637-879-595; 007-205-415-459-731; 008-719-272-903-085; 009-923-493-984-709; 010-171-693-498-47X; 010-506-995-388-331; 010-531-336-340-291; 012-311-337-146-771; 012-719-617-374-591; 014-839-031-589-359; 015-748-185-936-336; 016-191-802-477-288; 019-071-532-556-877; 019-534-948-420-613; 020-166-024-227-601; 020-919-414-813-028; 021-591-575-421-05X; 022-001-345-819-779; 023-781-716-238-049; 024-227-891-814-857; 024-289-061-053-618; 025-011-862-797-967; 029-257-638-158-39X; 029-883-402-447-599; 031-100-843-190-547; 032-027-382-592-778; 032-760-621-736-305; 033-576-456-611-379; 034-137-616-385-81X; 034-331-208-365-106; 035-556-471-787-086; 036-592-113-393-321; 038-756-165-575-531; 038-837-788-380-508; 038-989-716-846-72X; 041-093-127-935-771; 041-646-078-329-501; 042-476-047-584-902; 042-545-263-646-860; 044-284-651-137-662; 044-889-724-709-150; 046-316-633-572-034; 046-541-795-625-451; 047-065-732-066-308; 047-288-443-111-377; 049-067-185-344-517; 051-670-691-178-142; 052-405-340-864-908; 053-250-277-306-550; 053-769-473-632-821; 055-127-219-449-931; 058-030-553-407-102; 059-952-180-131-699; 061-829-988-617-171; 062-992-939-301-978; 065-635-282-815-141; 065-773-582-190-273; 065-787-618-678-885; 066-400-343-948-766; 066-496-765-206-50X; 066-507-991-192-397; 068-400-175-344-56X; 069-359-566-933-120; 070-343-679-539-487; 070-960-034-885-415; 071-974-909-056-489; 072-406-253-389-942; 072-779-164-090-553; 073-113-971-455-905; 073-888-769-774-594; 075-657-145-138-076; 077-110-587-162-800; 080-458-124-178-385; 086-004-358-068-877; 086-461-160-590-655; 087-016-821-203-431; 087-640-361-458-87X; 088-436-823-682-293; 088-919-850-566-219; 089-377-854-280-894; 091-090-785-706-348; 091-414-890-872-91X; 092-176-551-586-72X; 092-327-614-798-427; 094-510-790-491-30X; 095-474-248-729-999; 096-139-755-024-422; 099-085-870-469-302; 105-108-448-369-482; 107-150-172-527-41X; 107-274-748-521-438; 107-670-937-286-54X; 111-219-142-007-226; 112-817-218-324-786; 115-373-591-444-545; 115-514-270-204-977; 122-937-778-784-122; 123-629-718-528-727; 126-759-950-860-681; 127-356-618-215-912; 127-935-910-160-628; 130-566-470-190-977; 130-669-354-631-714; 130-741-068-205-515; 131-252-988-131-765; 139-101-567-335-455; 139-319-205-102-533; 139-655-222-889-422; 139-944-783-625-700; 140-869-076-373-290; 141-089-950-543-604; 143-189-337-063-89X; 144-469-527-339-474; 153-720-865-381-409; 155-476-287-127-775; 159-592-129-993-014; 164-424-196-494-15X; 165-249-374-057-923; 168-625-367-398-370; 172-973-447-899-39X; 173-113-127-163-97X; 173-307-176-898-53X; 176-046-086-484-970; 184-523-767-318-328; 185-131-447-702-375; 189-081-476-552-655,19,true,cc-by-nc-sa,green
066-671-215-716-260,Education of Students of the Study Program Informatics in the Field of Corporate Social Responsibility,,2015,journal article,Periodica Polytechnica Social and Management Sciences,14163837; 15873803,Periodica Polytechnica Budapest University of Technology and Economics,Hungary,Emese Tokarčíková; Alžbeta Kucharčíková; Mária Ďurišová,"Universities as the centres of knowledge play an important role in education and  application of the concept of corporate social responsibility (CSR). They are not just institutions of higher education and research granting titles but they together educate responsible people with excellent knowledge able to solve questions and problems globally and share their knowledge that the wider community can benefit from. The aim of this article is to show which teaching methods could be used to educate students of the study program Informatics in the field of corporate social responsibility in Slovakia. The success of the CSR implementation, to a large extent, depends on the level of involvement of university teachers and appropriate teaching methods they choose. Corporate social responsibly literacy means, that student will be able to apply basic concepts years later in situations relevant to their professional personal lifeline.",23,2,106,112,Higher education; Corporate social responsibility; Sociology; Marketing; Informatics; Social entrepreneurship; Public relations; Engineering education; Economics education; Literacy; Teaching method,,,,,https://pp.bme.hu/so/article/download/7473/6667 http://periodicapolytechnica.org/so/article/view/7473 https://core.ac.uk/download/236628282.pdf,http://dx.doi.org/10.3311/ppso.7473,,10.3311/ppso.7473,1991150769,,0,037-208-401-108-860; 043-331-759-433-423; 043-377-141-906-624; 055-127-219-449-931; 065-034-742-986-459; 066-094-691-327-250; 077-199-033-843-552; 092-610-017-638-816; 092-652-701-695-222; 095-010-639-937-845; 104-303-239-152-807; 107-274-748-521-438; 124-007-477-380-564; 125-842-170-220-342; 130-188-533-929-631; 132-705-896-802-694; 165-675-090-658-278; 187-050-536-030-53X,6,true,,gold
066-688-624-131-758,Wisconsin Energy Corporation: Case Study Of Corporate Social Responsibility,2013-02-21,2013,journal article,Journal of Business Case Studies (JBCS),21578826; 15553353,Clute Institute,,Gayle Marco; Denise Letterman; Dean R. Manna; Mark E. Carlisle,"Increasing by approximately 32% a year globally over the last five years, wind energy has proven to be a clean, abundant, and cost effective renewable source of energy. Wind energy is an important part of the strategy to replace fossil fuel electricity generation. Fossil fuels such as coal, oil, and natural gas currently generate over 70% of the power consumed in North America. The dramatic increase in the cost for fossil fuels and the growing pressure on the world's nations to reduce greenhouse gas emissions have combined to position wind power as the world’s fastest growing new source of electricity generation. This case study discusses a major producer of America’s wind energy, Wisconsin Energy Corporation (WEC), and their strategies and commitments to alternative energy and a more sustainable future. The company’s “triple bottom line” including economic, social, and environmental benefits will also be evaluated.",9,2,97,104,Alternative energy; Energy policy; Economy; Business; Environmental impact of the energy industry; Natural resource economics; Renewable energy; Renewable fuels; Energy development; Wind power; Energy subsidies,,,,,https://www.cluteinstitute.com/ojs/index.php/JBCS/article/view/7694 https://core.ac.uk/download/pdf/268110200.pdf,http://dx.doi.org/10.19030/jbcs.v9i2.7694,,10.19030/jbcs.v9i2.7694,2173649074,,0,,0,true,,bronze
067-028-900-253-00X,Business Ethics: A Sustainability Approach,,2011,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Anupam Krishna; Govind Sharan Dangayach; Rakesh Jainabc,"Abstract Today in era of cut throat competition a never-ending and relentless contest has now begun to cross the ethical boundaries. The rivalry between the competitors has crept into the lives of consumer too. The motive for higher profits had derived them to do wrong and an unethical practice which is creating harm to societal values and morals. Business environment depicts the actual condition of any society. So to disinfect the society, business environment has to be taken into account. This paper describes how service sectors have begun to degrade values in the desire to profit and high competition scenarios. This paper predicts that the roots of trust, loyalty and understanding have begun to tremble and there is a need of some kind of action. Our research suggests that better complain management, effective service recovery and understanding the cognitive values may sustain harmony, trust, brotherhood, loyalty, values and morality. We have seen that a service recovery pervades confidence and higher purchase intent. This paper is very helpful for the society as caring, sharing and involvement of love and trust among the buyer and seller will certainly helpful to sustain values, ethics and morality. This paper is conceptual in nature and as we find almost no literature on service recovery with ethical approach, makes it unique.",25,,281,286,Business ethics; Competitor analysis; Sociology; Marketing; Morality; Service recovery; Loyalty; Harm; CONTEST; Rivalry; Public relations,,,,,https://www.sciencedirect.com/science/article/pii/S1877042811023755 https://core.ac.uk/display/81135140 https://core.ac.uk/download/pdf/81135140.pdf,http://dx.doi.org/10.1016/j.sbspro.2011.10.548,,10.1016/j.sbspro.2011.10.548,2050746928,,0,003-183-601-861-310; 024-177-698-289-592; 033-706-008-536-291; 050-698-489-956-308; 055-127-219-449-931; 074-577-068-352-442; 075-421-263-085-162; 079-875-840-444-068; 084-850-262-758-013; 102-076-994-993-087; 107-274-748-521-438; 107-866-341-850-677; 109-102-829-309-641; 110-483-440-612-324; 144-246-611-527-170; 151-737-772-776-418; 155-082-103-601-38X; 156-656-548-280-757; 187-588-851-536-770,13,true,,gold
067-211-104-746-247,Compliance Evaluation on CSR Activities Disclosure in Indonesian Publicly Listed Companies,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Toto Rusmanto; Citra Williams,"Abstract The objective of this research is to evaluate disclosure compliance of CSR activities, including policies, programs and cost for sustainable development of the companies. Data collected from Indonesia Stock Exchange and analyzed by qualitative content analysis method. There is only 9% of companies that disclose sustainability report. Coal and Mining industry is the leader in term of Economic application level, while the least is Financial Service industry. Most of Financial service industry placed more on disclosing community related, product and customer, and human resource activities. Financial service industries have a better application in social indicators rather than environment indicators.",172,,150,156,Human resources; Accounting; Financial services; Corporate social responsibility; Business; Stock exchange; Indonesian; Product (business); Sustainable development; Sustainability,,,,,https://core.ac.uk/display/81943419 http://www.sciencedirect.com/science/article/pii/S1877042815003857 https://www.sciencedirect.com/science/article/pii/S1877042815003857 https://core.ac.uk/download/pdf/81943419.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.01.348,,10.1016/j.sbspro.2015.01.348,1973638713,,0,028-599-131-849-507; 035-864-186-370-825; 040-142-247-102-047; 055-584-635-603-25X; 056-009-647-332-798; 056-552-888-843-69X; 080-282-398-091-096; 102-397-529-012-99X; 110-096-626-049-63X; 110-652-509-074-275; 111-468-073-654-696; 175-886-019-644-132; 187-070-560-144-340,7,true,,gold
067-339-037-530-528,Determinants of corporate social responsibility reporting in the banking sector: a systematic review,,2018,journal article,International Journal of Accounting Research,2311326x,TechKnowledge General Trading LLC,,Mashiur Rahman; Siti Zaleha Abdul Rasid; Rohaida Basiruddin,"CSRR has been progressively embraced universally for more clarity and to signify advancement towards accomplishing sustainability. Prior reviews of corporate social responsibility reporting (CSRR) literature emphasize on developed and emerging countries through cross industry evaluation. To close this gap our review has focused on the banking sector universally. The purpose of the review is to highlight the determinants of CSRR studies on the overall banking sector, which is more regulated industry than others are. Our systematized appraisal was conducted over the last 16 years from 2000 to 2015. The orderly evaluation has found that profitability, size, Shariah Supervisory Board, ownership structure and age are the most commonly used determinants of CSRR. However few studies have examined the cultural, political and stakeholder’s perspective variables as the determinants. Thus, more research could develop the rationality of outcomes by concentrating on these determinants in determining the level and extent of such disclosure in the banking sector.",3,5,30,43,Emerging markets; Accounting; Profitability index; Corporate social responsibility; Business; Stakeholder; Rationality; CLARITY; Regulated Industry; Sustainability,,,,,http://eprints.utm.my/id/eprint/82148/ https://core.ac.uk/download/231742649.pdf,http://dx.doi.org/10.12816/0048649,,10.12816/0048649,2900641855,,0,,1,true,,
067-373-684-459-755,The effect of corporate social disclosure practice on reporting quality:Evidence from the insurance sector in Croatia,2019-12-18,2019,journal article,Management,18463363; 13310194,"Faculty of Economics, University of Split",Croatia,Ivana Dropulić; Marko Čular,"<jats:p>This research is striving to provide an insight into the importance of Corporate Social Responsibility (CSR) for the insurance sector while aiming to examine various corporate social responsibility initiatives undertaken by insurance companies in Croatia. There is a broad range of potential benefits from CSR for insurance companies such as long-term sustainability and profitability, yet only several research studies on CSR practices have thus far been conducted on the insurance sector. Hence, the purpose of this research is to determine the level of CSR reporting for insurance and reinsurance companies in Croatia and its impact on reporting quality. The empirical research is based on online reporting of six aspects of corporate social responsibility to determine Corporate Social Disclosure Index (CSDI). Reporting quality is measured with Disclosure Quality Index of annual report (DQI) which is structured in five phases. This research includes all 24 insurance and reinsurance companies in Croatia and the research findings show that all insurance and reinsurance companies in Croatia publish information at least concerning two aspects of CSR. It was found that they are the most transparent regarding the human resources aspect of CSR activities and the least transparent concerning environmental aspect of CSR activities. The overall level of CSR disclosure for insurance sector in Croatia is quite low, so we can conclude that insurance and reinsurance companies in Croatia do not have a high level of CSR online disclosure. Considering the issue of reporting quality, insurance and reinsurance companies have an average quality of annual report (AR), measured by DQI of annual report. According to research findings, CSR reporting on the Internet is positively associated with DQI which leads to the conclusion that more socially responsible insurance and reinsurance companies provide annual reports of a more superior quality. Business and society interact and exert a mutual influence through their specific objectives and goals. Consequently, the link between business and society is indisputable. Companies, as one of the key segments of a society, can achieve a number of economic benefits, such as superior business results and considerable competitive advantage if they implement CSR and if they provide high quality information through their annual reports. Moreover, society benefits from socially responsible companies as it enjoys better care both for its own well-being and for that of the environment.</jats:p>",24,2,23,38,Accounting; Business; Quality (business),,,,,https://www.bib.irb.hr/1006799 https://hrcak.srce.hr/file/333838 https://hrcak.srce.hr/229632,http://dx.doi.org/10.30924/mjcmi.24.2.3,,10.30924/mjcmi.24.2.3,2950433449,,0,001-293-497-423-461; 001-813-696-988-082; 007-313-778-700-852; 008-671-427-797-230; 027-233-517-896-864; 028-038-707-972-613; 031-844-875-299-629; 034-241-240-247-565; 039-467-933-939-795; 040-076-055-473-190; 043-605-651-281-566; 044-853-543-516-785; 047-084-373-523-100; 050-790-912-211-250; 052-388-160-181-657; 058-080-011-987-988; 059-790-855-061-459; 068-852-852-242-147; 088-355-621-020-860; 100-115-157-301-422; 110-502-326-347-134; 123-256-397-785-52X; 130-708-631-095-403; 131-180-572-109-097; 135-930-663-570-626; 146-979-339-204-786; 163-353-015-543-222; 169-763-589-895-809; 182-437-689-499-069,4,true,cc-by-nd,gold
067-653-693-486-09X,Communication Technologies in Contemporary Corporate Social Responsibility Management,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Cherepanova Natalia; Tukhvatulina Liliya; Eremina Alexandra,Abstract The main goal of the article is to construct a new communication model. This model implies transmission of basic principles of corporate social responsibility (CSR) within organization. The model will help to distinguish main barriers to socially responsible management in world's and Russian business practice. The analysis of communication channels within organization gives an opportunity to see the flows of CSR information and its influence on people's behaviour.,166,,583,588,Corporate social responsibility; Social responsibility; Models of communication; Economics; Construct (philosophy); Business practice; Public relations,,,,,http://www.sciencedirect.com/science/article/pii/S1877042814067159 http://earchive.tpu.ru/handle/11683/35453 https://core.ac.uk/display/82142625 http://earchive.tpu.ru/bitstream/11683/35453/1/dx.doi.org-10.1016-j.sbspro.2014.12.577.pdf https://www.sciencedirect.com/science/article/pii/S1877042814067159 https://core.ac.uk/download/80133309.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.12.577,,10.1016/j.sbspro.2014.12.577,2014635748,,0,000-445-455-230-438; 099-791-143-917-39X; 107-274-748-521-438; 145-254-355-398-053; 168-482-947-559-753,1,true,cc-by-nc-nd,gold
067-752-241-635-430,Is corporate social responsibility a new spirit of capitalism,2016-08-02,2016,journal article,Organization,13505084; 14617323,SAGE Publications,United States,Bahar Ali Kazmi; Bernard Leca; Philippe Naccache,"Our study casts doubt on whether the managerial literature on corporate social responsibility is currently capable of developing a persuasive discourse to bring about change in corporate capitalism. By applying the framework and methodology of the spirit of capitalism, introduced by Boltanski and Chiapello, to a corpus of managerial books, we suggest that corporate social responsibility exhibits the core characteristics that together exemplify the ‘spirit of capitalism’. However, corporate social responsibility deals inadequately with the two key characteristics of the spirit of capitalism—security and fairness—by disregarding individual security and tangible rewards for workers who play decisive roles in enacting the spirit. The lack of consideration for workers could weaken the potential of corporate social responsibility to grow into a new spirit of capitalism and to bring about changes envisioned by critical management studies in corporate capitalism.",23,5,742,762,Corporate social responsibility; Sociology; Corporate security; Law and economics; Critical management studies; Corporate capitalism; Public relations; Capitalism,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=5691260 https://basepub.dauphine.fr/handle/123456789/15376 http://journals.sagepub.com/doi/10.1177/1350508415619239 https://research.aston.ac.uk/portal/en/researchoutput/is-corporate-social-responsibility-a-new-spirit-of-capitalism(25ec9238-647f-42c8-a312-f025ffa7532c).html https://org.sagepub.com/content/23/5/742 https://journals.sagepub.com/doi/abs/10.1177/1350508415619239 https://research.aston.ac.uk/en/publications/is-corporate-social-responsibility-a-new-spirit-of-capitalism https://basepub.dauphine.fr/handle/123456789/15376?locale-attribute=fr http://journals.sagepub.com/doi/pdf/10.1177/1350508415619239 https://www.academia.edu/24169180/Is_corporate_social_responsibility_a_new_spirit_of_capitalism https://publications.aston.ac.uk/28037/ https://core.ac.uk/display/78898280 http://eprints.aston.ac.uk/28037/ https://halshs.archives-ouvertes.fr/hal-01274411v1 https://core.ac.uk/download/78898280.pdf,http://dx.doi.org/10.1177/1350508415619239,,10.1177/1350508415619239,2275966305,,0,003-316-163-574-069; 006-304-359-981-177; 012-817-704-292-972; 013-078-518-917-158; 013-983-002-404-474; 016-257-606-089-666; 019-389-361-999-007; 019-863-467-777-408; 023-562-014-801-001; 024-704-351-309-568; 027-103-594-370-49X; 029-403-073-393-992; 029-947-444-028-704; 036-807-015-985-37X; 046-910-798-886-420; 047-974-679-788-296; 048-962-825-760-557; 052-280-117-965-945; 053-726-146-590-804; 055-502-017-183-495; 057-867-589-597-196; 062-015-165-709-159; 065-795-573-015-85X; 068-594-861-652-464; 070-751-171-222-780; 074-839-809-810-381; 077-493-634-478-199; 081-516-804-787-597; 085-408-921-036-212; 088-995-786-087-84X; 092-872-968-968-343; 110-607-873-666-792; 111-030-704-426-109; 114-525-164-979-40X; 123-815-550-114-019; 132-872-163-828-625; 153-462-604-630-762; 155-879-175-881-390; 161-230-320-552-747; 164-387-361-350-089; 172-227-931-434-442; 182-867-587-691-99X; 186-353-351-919-06X; 193-660-223-550-046,33,true,,green
067-759-284-383-458,Apakah Informasi non-Keuangan berguna bagi Investor: Survei Persepsi bagi Investor Retail di Indonesia,2018-01-09,2018,journal article,AKUNTABEL,25281135; 02167743,"Faculty of Economics and Business, Mulawarman University",,Muhammad Ikbal,"Currently investors in decision-making is more likely to use the company's financial statements, on the other side, they had appeared change the view that the non-financial information is more important and is already quite widely used by investors. This current study aims to examine the needs of non-financial information by investors. In This Research we uses survey Online to explore 113 respondents to dig up information on how they use non-financial information in the framework of the investment decision, the results showed that the use of performance information economy in the subsector information Market share and product innovation is predominantly used, then stage the second respondent uses information of employee satisfaction and customer satisfaction. Then the corporate governance seems very frequently used by respondents in the decision making elements of information governance as Director Independence Standards, changes in information control, auditing, ethical guidelines and information strategy management control system. Then to CSR shows the use of information that is at least in general, with the use of most existing information on the items Products Safety Information. This study contributes to the practitioner, especially investors in making investment decisions. Keywords: non-financial information, performance information economy, corporate governance, CSR",14,2,180,186,Accounting; Corporate social responsibility; Business; Information governance; Customer satisfaction; Audit; Investment decisions; Information market; Corporate governance; Information economy,,,,,https://journal.feb.unmul.ac.id/index.php/AKUNTABEL/article/download/1906/138 https://journal.feb.unmul.ac.id/index.php/AKUNTABEL/article/view/1906/138 https://core.ac.uk/download/pdf/229018458.pdf,http://dx.doi.org/10.29264/jakt.v14i2.1906,,10.29264/jakt.v14i2.1906,2792131281,,0,,0,true,,gold
067-807-054-947-776,An Exploratory Study of Readiness and Development of Green University Framework in Malaysia,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Keoy Kay Hooi; Fadzil Hassan; Masnizan Che Mat,Abstract One of the common reasons recognised in promoting the green campus initiatives and the transition to more sustainable campus is the concern for climate change. This research project seeks to explore emerging themes following the green campus initiative and to validate critical factors for successful green implementation through the means of empirical evidence through both quantitative and qualitative research approach. The study also hopes to develop a “customised” Green University Framework based on localisation approach and to explore the readiness of Malaysia Higher Institution to engage and gauge the important of implementing Green University (GU) initiatives at their respective organisation.,50,,525,536,Engineering management; Engineering; Empirical evidence; Qualitative research; Institution; Critical factors; Public relations; Sustainability; Exploratory research,,,,,https://core.ac.uk/display/82278471 http://www.sciencedirect.com/science/article/pii/S1877042812031941 https://www.sciencedirect.com/science/article/pii/S1877042812031941 https://core.ac.uk/download/pdf/82278471.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.08.056,,10.1016/j.sbspro.2012.08.056,2058824694,,0,001-367-076-644-425; 009-626-639-812-272; 016-628-614-993-858; 026-895-802-475-205; 027-267-148-622-58X; 048-891-482-419-617; 051-071-675-082-728; 052-490-595-977-583; 054-069-852-111-304; 057-016-155-981-881; 061-974-257-491-908; 062-696-982-104-279; 066-710-215-850-012; 103-211-464-464-079; 108-409-675-138-631; 115-468-877-306-035; 137-866-558-804-805; 155-582-683-500-243,27,true,,gold
068-076-827-249-524,Business Ethics and Corporate Social Responsibility – Is there a Dividing Line?,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Mridula Goel; Preeti E. Ramanathan,Abstract There is growing research in all areas of ethics and CSR that govern the activities of a firm and the value systems that underlie their business activities. In our paper we have explored the concepts of Business Ethics and Corporate Social Responsibility with a perspective that meaningfully CSR should be seen in the context of an overall paradigm of Business Ethics. We have studied CSR through the framework of the stakeholder theory of the firm and posit that CSR as practiced today is a subset of Business Ethics with other dimensions of an overall ethics framework still uncovered.,11,11,49,59,Business ethics; Corporate social responsibility; Business; Stakeholder theory; Perspective (graphical); Context (language use); Public relations; Applied ethics; Information ethics; Philosophy of business,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114001750 https://www.infona.pl/resource/bwmeta1.element.elsevier-29b73b25-9ce8-327f-b8ac-d4a451334ef9 https://www.sciencedirect.com/science/article/abs/pii/S2212567114001750 https://core.ac.uk/download/pdf/81107143.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00175-0,,10.1016/s2212-5671(14)00175-0,2023117716,,0,001-293-497-423-461; 003-975-765-911-72X; 004-933-993-400-885; 013-781-130-418-613; 018-843-145-579-260; 029-456-028-515-662; 033-849-779-984-103; 034-737-881-931-366; 037-632-239-145-93X; 039-361-399-862-285; 043-371-576-050-215; 043-806-610-336-736; 050-199-112-545-182; 061-069-789-809-569; 061-591-473-566-099; 062-033-438-592-574; 069-919-874-788-351; 078-872-493-838-248; 079-734-417-406-428; 118-778-706-161-137; 128-227-045-505-095; 151-803-021-457-048; 161-069-380-617-137,39,true,,gold
068-265-469-578-872,The Determinants of Attribution for Corporate Social Responsibility,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Chin-Fang Yang; Chi-Shiun Lai; Yi-Tang Kao,"Abstract Most of the previous studies focus on means of CSR implementation, such as fit, commitment, but few take corporate communication strategy into consideration. Thus, this study adopts 2 (fit: low/high) x 2 (commitment: short-term/ long-term) x 2 (communication strategy: proactive/ reactive) between-subject factorial design to explore the moderating effects of communication strategy. The results show that high-fit CSR activities, comparing to low-fit ones, generate higher values- and strategic-driven attributions. Comparing to short-term commitment, long-term commitment generates higher values- and strategic-driven attributions. Short-term commitment generates higher stakeholder-driven attribution than that in long-term commitment. When proactive communication strategy is taken, high-fit CSR activities generate higher values-driven attribution than low-fit ones. When proactive communication strategy is taken, long-term commitment generates higher values-driven attribution than short-term commitment. Finally, values-driven attribution will positively influence purchase intention.",207,,560,567,Corporate social responsibility; Attribution; Psychology; Marketing; Corporate communication; Focus (linguistics); Social psychology,,,,,https://core.ac.uk/display/82349134 https://www.sciencedirect.com/science/article/pii/S187704281505260X https://core.ac.uk/download/pdf/82349134.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.10.127,,10.1016/j.sbspro.2015.10.127,2219403622,,0,007-485-504-465-112; 008-432-011-808-903; 018-606-075-915-716; 018-992-567-448-761; 023-409-123-350-712; 024-388-806-468-644; 028-513-151-138-964; 032-226-726-401-253; 037-746-132-092-722; 043-605-651-281-566; 050-048-022-790-362; 052-173-225-455-615; 056-126-178-605-45X; 061-032-025-769-668; 062-777-472-155-775; 063-397-576-968-81X; 069-559-617-303-660; 074-176-668-531-703; 074-589-917-476-692; 091-689-468-912-106; 098-778-619-642-983; 103-108-182-535-072; 109-881-515-874-360; 110-975-204-204-223; 117-404-452-177-864; 131-180-572-109-097; 134-594-905-933-842; 153-905-245-264-106; 162-290-133-902-677; 167-079-306-932-005; 172-338-411-710-361,2,true,,gold
068-625-887-236-230,The Corporate Social Responsibility of Family Businesses: An International Approach,2014-07-09,2014,journal article,International Journal of Financial Studies,22277072,MDPI AG,,Gérard Hirigoyen; Thierry Poulain-Rehm,"This study analyzes the links between listed family businesses and social responsibility. On the theoretical level, it establishes a relationship between socioemotional wealth, proactive stakeholder engagement, and the social responsibility of family businesses. On a practical level, our results (obtained from a sample of 363 companies) show that family businesses do not differ from non-family businesses in many dimensions of social responsibility. Moreover, family businesses have statistically significant lower ratings for four sub-dimensions of “corporate governance”, namely “balance of power and effectiveness of the Board”, “audit and control mechanisms”, “engagement with shareholders and shareholder structure”, and “executive compensation”.",2,3,240,265,Shareholder; Accounting; Corporate social responsibility; Business; Social responsibility; Executive compensation; Audit; Control (management); Stakeholder engagement; Corporate governance,,,,,https://ideas.repec.org/a/gam/jijfss/v2y2014i3p240-265d37969.html https://www.mdpi.com/2227-7072/2/3/240 https://hal.archives-ouvertes.fr/hal-01382070/document https://econpapers.repec.org/RePEc:gam:jijfss:v:2:y:2014:i:3:p:240-265:d:37969 https://hal.archives-ouvertes.fr/hal-01382070 https://www.mdpi.com/2227-7072/2/3/240/pdf https://core.ac.uk/download/47326373.pdf,http://dx.doi.org/10.3390/ijfs2030240,,10.3390/ijfs2030240,3122912847,,0,001-831-462-444-68X; 003-479-063-997-300; 003-641-643-436-756; 004-459-547-331-431; 004-539-157-903-377; 006-038-489-918-863; 007-572-315-409-029; 008-923-836-616-515; 009-629-870-119-968; 009-910-761-550-550; 010-171-693-498-47X; 010-328-307-931-232; 010-694-971-238-014; 011-398-481-468-124; 014-991-446-112-33X; 015-400-235-790-252; 015-414-879-361-880; 015-524-518-484-161; 015-652-869-046-696; 016-910-618-553-517; 018-286-295-473-067; 019-785-607-877-590; 019-840-025-362-174; 019-879-423-560-879; 022-031-047-203-033; 023-481-130-260-746; 025-450-513-154-028; 025-749-221-901-796; 027-674-788-190-939; 027-965-141-693-201; 028-605-228-992-033; 030-354-185-264-99X; 030-437-644-021-852; 030-582-947-367-886; 031-066-487-771-313; 031-080-587-181-477; 031-339-079-037-575; 033-468-650-444-692; 034-442-482-452-458; 035-051-823-297-424; 036-430-626-703-514; 039-624-307-973-618; 040-132-584-738-565; 040-291-916-840-91X; 040-719-872-663-61X; 041-722-699-739-10X; 041-994-626-072-446; 044-370-617-439-078; 045-235-766-434-486; 046-962-020-696-751; 052-913-768-799-28X; 053-748-201-853-847; 054-233-546-638-433; 060-631-710-499-094; 062-110-807-031-390; 063-199-063-137-888; 065-448-277-246-278; 066-581-516-016-111; 067-957-776-984-089; 068-796-967-977-369; 069-106-455-831-935; 069-533-155-665-652; 070-369-491-474-429; 070-713-312-870-785; 075-154-790-390-915; 075-602-411-716-169; 081-017-778-263-338; 082-815-961-326-23X; 083-819-297-961-888; 090-748-734-676-603; 091-848-201-207-788; 093-575-907-967-190; 093-977-829-770-06X; 095-241-481-482-008; 096-138-099-138-805; 098-126-261-752-489; 099-095-725-205-22X; 104-303-239-152-807; 109-102-829-309-641; 109-796-786-793-240; 112-565-796-968-753; 113-856-615-845-727; 115-373-591-444-545; 117-693-781-992-88X; 118-279-714-144-744; 121-536-960-304-38X; 121-769-845-674-104; 125-153-424-474-235; 127-275-469-906-802; 127-356-618-215-912; 127-945-090-409-22X; 131-874-649-335-970; 138-909-757-185-115; 139-468-999-563-006; 141-111-920-243-166; 141-247-067-925-102; 149-823-279-604-590; 150-967-508-884-505; 151-235-696-343-986; 154-719-902-912-490; 155-879-175-881-390; 159-592-129-993-014; 162-688-238-259-382; 167-895-088-223-854; 169-332-655-493-580; 176-277-392-138-812; 178-079-667-843-162; 182-170-415-856-399; 194-642-974-206-833; 198-947-125-712-283,26,true,cc-by,gold
068-672-028-499-261,Corporate Governance for Employee’s Welfare,2015-04-30,2015,journal article,International Journal of Social Science Studies,23248041; 23248033,Redfame Publishing,,Martono Anggusti; Bismar Nasution; Mahmul Siregar; null Suhaidi; Tan Kamello; Benny Tabalujan; Hikmahanto Juwana,"The debate about Corporate Social Responsibility (CSR) to stakeholders is a fairly lengthy debate in the repertoire of the development of company law. At least there are two fundamentally different views to interpret the corporate social responsibility.The views, Firstly, cling to the belief that the concept of corporate social responsibility is counterproductive in the business world. According to Milton Friedman, a corporation are naturally only have a goal to generate economic objectives for shareholders. A prominent liberal economics is very pessimistic and tend to oppose any attempt to make the company as a social purpose. Furthermore, in Capitalism and Freedom (1962) Milton Friedman clearly states that in a free society there is one and only one social responsibility of businesses that utilize the company's resources and engage in activities that aim to maximize profits. If this goal is achieved by the company, it actually functions, and corporate social goals have been achieved, namely to improve the welfare of society.The doctrine of the social responsibility in business, damage the free market economic system.Acknowledging social responsibility that will lead to an economic system leads to the direction of the economic plans of the Communist Countries. In the writings, published in the New York Times Magazine on September 13th, 1970, with the title: ""The Social Responsibility of Business is to Increase Its Profits"". This reasoning is supported by Joel Bakan, which teaches that if the company gives some of its profits to the community, the company has violated his nature. Business sustainability can take place in the long term if the company is able to provide an answer to the needs of stakeholders and give them what they need.Second views, with the increasing importance of the role and position of all stakeholders in the Good Governance management of the company, and surely, the second thought, extremely gave rise to the contradicts of the first view. The second view was expressly acknowledged the existence of corporate social responsibility towards stakeholders. R. Edward Freeman in, “A Stakeholder Theory of the Modern Corporation”, offers an alternative to the theory of Friedman. On the view Freeman, Friedman wrong to assume that the main task is the company's executive moral fiduciary issue to their shareholders and that in fulfilling this obligation they act socially responsible. Freeman takes issue with dissention of opinion and the opinion: 1 ""That the company's managers have a duty to all groups and individuals who own shares (a stake) in or claim on the company (Freeman refer to groups and individuals as 'stakeholders');",3,3,257,266,Corporate social responsibility; Social responsibility; Economics; Corporate communication; Stakeholder theory; Law and economics; Stakeholder; Corporate law; Corporation; Corporate governance; Public relations,,,,,https://EconPapers.repec.org/RePEc:rfa:journl:v:3:y:2015:i:3:p:257-266 https://repository.usu.ac.id/handle/123456789/71725 https://www.redfame.com/journal/index.php/ijsss/article/view/805 https://www.redfame.com/journal/index.php/ijsss/article/download/805/744 https://ideas.repec.org/a/rfa/journl/v3y2015i3p257-266.html https://core.ac.uk/download/pdf/228084103.pdf,http://dx.doi.org/10.11114/ijsss.v3i3.805,,10.11114/ijsss.v3i3.805,2043937300,,0,009-833-081-519-713; 010-517-707-486-193; 011-167-426-934-104; 019-029-480-848-587; 019-654-800-746-269; 020-884-523-153-420; 026-546-604-348-015; 029-016-476-579-732; 029-671-002-638-594; 030-940-457-523-089; 036-968-277-443-754; 038-798-830-828-291; 039-344-954-527-36X; 039-575-039-399-323; 046-385-226-593-582; 065-575-880-572-328; 066-673-624-629-378; 068-919-517-015-362; 071-124-071-735-97X; 097-321-603-185-507; 099-953-330-898-859; 110-956-011-553-693; 127-356-618-215-912; 129-232-960-859-56X; 140-526-593-818-37X; 142-201-908-644-640; 145-521-949-776-211; 147-048-231-348-885; 150-349-326-363-444; 153-710-323-113-89X; 159-923-690-785-628; 161-036-175-311-197; 161-391-224-247-934; 162-662-407-417-519; 163-331-148-135-76X; 167-251-354-002-269; 170-785-310-448-570; 172-999-637-082-271; 173-201-985-843-461; 176-454-900-185-469; 182-389-309-299-134; 193-522-599-669-111,0,true,cc-by,green
068-746-041-392-951,Understanding issue complexity when building a socially responsible brand,,2006,journal article,European Business Review,0955534x,Emerald,United Kingdom,Michael Jay Polonsky; Colin Jevons,"Purpose – To discuss the importance of understanding corporate social responsibility (CSR) by analysing the issues that comprise CSR. Without this understanding it will not be possible for organisations to develop responsible brands.Design/methodology/approach – The paper draws on the existing business and marketing literature to define four aspects of issue complexity. It also draws on a range of real and hypothetical examples affecting local and global organisations to explain the four components.Findings – Developing CSR requires intensive corporate commitment and failure to deliver on stakeholder expectations will result in reputational damage. It is essential to understand CSR issue complexity and to consider carefully CSR‐linked brand positioning. Basically, the implementation of CSR activities requires something substantial and communicable in the first place.Research limitations/implications – The work is conceptual in nature and additional research needs to be undertaken to better understand how ...",18,5,340,349,Corporate branding; Corporate social responsibility; Business; Social responsibility; Work (electrical); Stakeholder; Additional research; Public relations,,,,,http://dro.deakin.edu.au/eserv/DU:30016287/polonsky-understandingissuecomplexity-2006.pdf http://dro.deakin.edu.au/view/DU:30016287 http://www.emeraldinsight.com/doi/abs/10.1108/09555340610686930 https://www.emerald.com/insight/content/doi/10.1108/09555340610686930/full/html https://core.ac.uk/display/13976070 https://research.monash.edu/en/publications/understanding-issue-complexity-when-building-a-socially-responsib http://hdl.handle.net/10536/DRO/DU:30016287,http://dx.doi.org/10.1108/09555340610686930,,10.1108/09555340610686930,2032439724,,0,003-164-447-114-291; 007-035-629-428-560; 007-485-504-465-112; 011-924-588-786-170; 013-789-978-075-546; 014-904-025-590-079; 030-285-266-279-759; 040-813-018-944-923; 041-506-870-208-741; 042-526-496-185-264; 054-987-717-462-999; 059-516-291-335-028; 064-207-876-235-702; 065-521-345-163-596; 067-481-215-257-948; 073-118-076-731-152; 077-584-752-224-062; 089-737-324-959-855; 096-937-831-793-458; 099-947-850-970-139; 102-489-325-456-589; 120-988-780-136-930; 123-245-578-871-116; 128-082-118-491-786; 145-505-150-080-723; 146-458-221-201-092; 160-684-030-202-378; 180-654-511-696-223; 188-264-321-012-801; 188-557-366-559-201,88,true,,green
068-918-002-402-676,Moving Beyond Charity to Philanthropy? The Case of Charitable Giving in Thailand,,,journal article,Austrian Journal of South-East Asian Studies,1999253x; 19992521,Society for South-East Asian Studies,Austria,Natalie Phaholyothin,"This paper outlines the characteristics of the philanthropic sector in Thailand today. It first describes the local concept of giving, which is intricately linked to Theravada Buddhism. Then, the paper provides examples of traditional forms of philanthropic institutions that are more closely associated with charity than philanthropy, followed by examples of innovative forms of philanthropic efforts. Given the trajectory of economic development in Thailand, opportunities to engage broader public interest in philanthropy exist and in order to do so, there is need for the sector in general to build stronger evidence of how public giving is translated into social impact. The main challenge to the Thai philanthropic sector is the limited attention to accountability and transparency, as philanthropic entities generally have not developed robust monitoring and evaluation frameworks that target outcomes. This can be turned into an opportunity to address the general lack of focus on strategy development, weak monitoring systems, and a limited reporting of outcomes.",10,2,185,203,Welfare; Development studies; Political science; Donation; Accountability; Public interest; Transparency (behavior); Monitoring and evaluation; Public relations; Buddhism,,,,,https://www.ssoar.info/ssoar/bitstream/document/62848/1/ssoar-aseas-2017-2-phaholyothin-Moving_Beyond_Charity_to_Philanthropy.pdf https://www.ssoar.info/ssoar/handle/document/62848 https://aseas.univie.ac.at/index.php/aseas/article/view/2672 https://aseas.univie.ac.at/index.php/aseas/article/download/2672/2284 https://www.questia.com/library/journal/1P4-1986132617/moving-beyond-charity-to-philanthropy-the-case-of https://www.ssoar.info/ssoar/bitstream/document/62848/1/ssoar-aseas-2017-2-phaholyothin-Moving_Beyond_Charity_to_Philanthropy.pdf,http://dx.doi.org/10.14764/10.aseas-2017.2-4,,10.14764/10.aseas-2017.2-4,2783982622,,0,036-515-835-525-69X; 062-186-856-825-788; 062-694-415-623-276; 102-151-818-418-11X,0,true,cc-by-nc-nd,gold
069-189-213-881-119,Building a trustworthy corporate identity : A corpus-based analysis of stance in annual and corporate social responsibility reports,2017-02-13,2017,journal article,Applied Linguistics,01426001; 1477450x,Oxford University Press (OUP),United Kingdom,Matteo Fuoli,"This article presents a corpus-based analysis of stance in a specialized corpus of annual and corporate social responsibility (CSR) reports. It investigates how companies use stance expressions to construct and promote a positive corporate identity in order to gain the trust of the stakeholder groups that these texts target. The results show that companies profile distinct identities in annual and CSR reports. In annual reports, they use stance resources to portray themselves as unbiased, rational, and competent decision makers. In CSR reports, they present themselves as committed, honest, and caring corporate citizens. These discursive identities are interpreted as strategic self-representations that optimize the persuasive appeal of the reports by addressing the specific expectations of the target readerships. This study sheds some new light on the identity work performed by companies in their public discourse. It also provides novel insights into the impression management strategies used by companies in annual and CSR reports. Finally, it provides both linguists and business communication scholars with a robust descriptive basis for critically assessing financial and CSR reporting.",39,6,846,885,Corporate social responsibility; Sociology; Corporate communication; Business communication; Stakeholder; Corporate identity; Identity (social science); Public relations; Impression management; Corpus linguistics,,,,,https://lup.lub.lu.se/search/ws/files/26191811/FUOLI_Building_a_trustworthy_corporate_identity.pdf https://research.birmingham.ac.uk/portal/en/publications/building-a-trustworthy-corporate-identity(703d22de-9983-476d-ad2a-3495a05d807c).html https://portal.research.lu.se/sv/publications/building-a-trustworthy-corporate-identity-a-corpus-based-analysis https://lup.lub.lu.se/search/publication/09cc1f12-21da-46e7-bc2b-9ab6d7d4d010 https://dialnet.unirioja.es/servlet/articulo?codigo=6680029 https://portal.research.lu.se/portal/files/26191811/FUOLI_Building_a_trustworthy_corporate_identity.pdf https://academic.oup.com/applij/article-abstract/39/6/846/2993170 https://research.birmingham.ac.uk/portal/files/41426437/FUOLI_Building_a_trustworthy_corporate_identity_MANUSCRIPT.pdf https://core.ac.uk/download/pdf/185501160.pdf,http://dx.doi.org/10.1093/applin/amw058,,10.1093/applin/amw058,2553527368,,0,001-916-119-044-454; 002-800-351-395-955; 002-897-814-763-886; 003-581-239-377-430; 003-934-525-584-490; 004-381-447-687-599; 009-643-715-007-238; 013-790-145-116-348; 014-194-354-575-351; 014-255-721-870-130; 014-839-616-056-152; 014-991-446-112-33X; 024-122-999-602-142; 029-566-081-956-077; 031-999-073-520-13X; 033-834-393-574-150; 035-177-364-825-032; 037-497-338-940-825; 040-076-055-473-190; 041-124-194-355-653; 043-546-079-091-616; 044-029-241-335-844; 046-771-249-094-669; 050-920-938-723-206; 053-684-519-403-889; 054-395-368-881-570; 056-505-335-399-152; 057-301-253-758-985; 057-455-195-237-912; 059-006-384-006-338; 059-486-082-610-455; 059-766-686-169-337; 060-571-945-430-102; 061-047-552-429-114; 063-400-804-574-017; 067-185-098-376-246; 073-395-628-481-354; 078-662-430-529-434; 080-233-701-791-474; 086-044-965-204-144; 086-563-882-731-410; 090-905-186-535-012; 091-155-691-979-577; 091-216-966-233-819; 095-306-279-358-614; 096-875-838-615-143; 097-832-430-549-230; 099-085-870-469-302; 100-339-391-700-969; 101-015-573-984-435; 105-335-830-760-423; 105-904-132-145-260; 107-288-380-717-375; 107-605-488-687-039; 113-039-454-142-309; 114-389-678-130-602; 117-143-792-553-712; 118-240-159-974-643; 126-730-736-597-828; 127-356-618-215-912; 127-728-291-438-448; 133-690-369-635-385; 137-278-583-024-367; 137-475-043-421-604; 139-641-412-398-758; 140-185-354-409-680; 145-568-195-938-453; 149-073-335-256-384; 156-208-441-443-940; 158-225-624-492-267; 159-619-721-554-835; 167-259-753-417-468; 176-025-737-747-314,27,true,,green
069-221-854-480-160,Ethical branding and corporate reputation,2005-12-01,2005,journal article,Corporate Communications: An International Journal,13563289,Emerald,United Kingdom,Ying Fan,"Purpose – The purpose of this paper is to explore the concept of ethical branding and its link to corporate reputation. Brands have traditionally been studied only as an economic construct. Brands, as a social construct, have not yet been fully understood due to the lack of research.Design/methodology/approach – The paper discusses major issues with references to existing literature and practical examples.Findings – In the conventional brand models the value of brand equity is defined and measured by its economic performance in financial terms. This model has a number of deficiencies. First, two basic elements are missing: legality and ethics, which form the foundation of brand equity. A good brand must be a legal as well as ethical one. Thus brand value needs to be assessed by both financial and ethical measures. Second, conventional brand models focus largely on product brands rather than corporate brands. Brands and branding have such a profound impact on the society as whole and not just on these peop...",10,4,341,350,Corporate branding; Business; Social responsibility; Brand awareness; Marketing; Construct (philosophy); Brand equity; Value (ethics); Product (business); Brand management,,,,,https://bura.brunel.ac.uk/handle/2438/1283 https://bura.brunel.ac.uk/bitstream/2438/1283/3/Ethical%2bbranding.pdf https://www.emeraldinsight.com/doi/full/10.1108/13563280510630133 https://www.emerald.com/insight/content/doi/10.1108/13563280510630133/full/html https://core.ac.uk/display/334016 https://core.ac.uk/download/334016.pdf,http://dx.doi.org/10.1108/13563280510630133,,10.1108/13563280510630133,1977201952,,0,002-693-248-605-220; 008-311-227-365-805; 048-704-707-520-77X; 052-463-403-405-780; 055-423-826-451-714; 062-110-807-031-390; 065-346-958-268-571; 067-501-203-683-259; 067-517-322-081-636; 074-329-482-829-207; 077-889-565-632-236; 080-035-622-996-888; 081-935-317-987-74X; 088-784-120-720-610; 114-167-222-043-216; 126-169-065-725-508; 132-706-541-410-311; 139-641-412-398-758; 150-645-735-702-044; 158-074-487-029-253; 163-186-137-106-017; 164-897-427-483-635; 176-964-062-591-90X; 180-830-595-053-056; 193-669-051-428-52X; 199-995-939-755-074,207,true,,green
069-257-348-582-580,"Dispossession, exploitation or employment? Youth livelihoods and extractive industry investment in Sierra Leone",,2014,journal article,Futures,00163287,Elsevier BV,Netherlands,Roy Maconachie,"Abstract The impacts that increased transnational extractive industry investments are having on local populations in natural resource-rich regions of sub-Saharan Africa are diverse, far-reaching and complex. A surge of recent investment has been variously met by resistance and rejection, by acquiescence combined with demands for better labour conditions, and outright acceptance in anticipation of gainful employment. Drawing on recent field-based research carried out in diamondiferous Kono District in Sierra Leone, this paper critically explores these contrasting responses to mining activities, by focusing on how youth perceive and respond to extractive industry expansion. The analysis is particularly salient in the case of Sierra Leone, as Kono's prime alluvial diamond areas are becoming ‘mined out’, and artisanal and small-scale operations are being replaced by more capital intensive modes of mechanized extraction. In an environment where the demand for unskilled labour is diminishing, and young people are facing pressing livelihood needs in an employment-constrained economy, youth are playing important roles in rights-based mobilizations around mining. The paper aims to broaden understanding of youth perceptions of mining investment, and illuminate the various factors underlying a diverse range of responses to the expansion of extractive industries. It concludes by reflecting on how youth perceptions of extractive industry expansion may also be influencing the ways in which mining companies understand and fashion their business and social responsibility strategies.",62,,75,82,Capital intensity; Social responsibility; Economics; Investment (macroeconomics); Acquiescence; Sierra leone; Resistance (psychoanalysis); Livelihood; Development economics; Economic growth; Gainful employment,,,,British Academy,https://www.sciencedirect.com/science/article/pii/S0016328713001018 https://core.ac.uk/display/16674351 https://researchportal.bath.ac.uk/en/publications/dispossession-exploitation-or-employment-youth-livelihoods-and-ex https://purehost.bath.ac.uk/ws/files/13563150/Maconachie_Futures_2013.pdf https://core.ac.uk/download/pdf/237450208.pdf,http://dx.doi.org/10.1016/j.futures.2013.08.003,,10.1016/j.futures.2013.08.003,1987486896,,0,001-133-475-331-491; 003-901-427-782-601; 004-921-534-821-21X; 007-952-024-645-819; 008-632-126-074-600; 026-447-293-712-698; 036-882-911-473-970; 048-711-567-534-859; 049-246-347-789-361; 055-562-257-913-965; 058-866-973-592-033; 065-243-634-057-59X; 071-229-342-678-18X; 072-914-572-225-735; 075-907-901-007-119; 077-589-460-762-689; 099-349-347-906-383; 099-945-719-684-955; 110-679-381-673-534; 113-212-389-880-351; 113-907-446-876-596; 115-392-822-757-818; 124-674-918-917-814; 132-108-498-434-077; 142-452-349-335-10X; 144-270-288-068-284; 147-417-460-798-856; 156-595-486-176-009; 161-921-067-680-00X; 165-418-954-022-350,23,true,cc-by-nc-nd,green
069-273-737-864-856,Corporate Social Responsibility in Croatia Case Study of the Best Value Added Companies,2016-06-16,2016,journal article,Journal of Business Theory and Practice,23292644; 23729759,"Scholink Co, Ltd.",,Ž. Dulcic.; I. Bilic; V. Nincevic,"The current economic crisis, as well as the corporate micro and macro environment have an impact on the ways corporations perform their business, overall corporate strategy, corporate communication strategy and corporate responsibility strategy, on how they perceive corporate social responsibility, and moreover how they present those company’s efforts regarding corporate social responsibility in the media. In this paper we will take into consideration current trends in corporate social responsibility in Croatian companies at present, with the respect of the previous researches on the same topic and development of this emerging phenomenon within observed corporations. This paper explores different aspects of corporate social responsibility in Croatian companies, surveyed in two phases; the first phase was in 2011 when 70 companies participated and second one was in 2015, which was performed only on companies which participated in the first phase. Initially this survey started on a population of 500 biggest Croatian companies according to the value added. Also, some previous studies on the same population of the biggest Croatian companies is incorporated to provide readers with some valuable insights into the current trend of the corporate social responsibility and corporate management awareness about this topic in Croatia particularly after Croatia joined the European Union.",4,2,151,,Accounting; Corporate branding; Corporate social responsibility; Business; Corporate communication; Corporate security; Stakeholder; Corporate governance; Public relations; Corporate Real Estate; Corporate group,,,,,http://www.scholink.org/ojs/index.php/jbtp/article/download/606/568 http://www.scholink.org/ojs/index.php/jbtp/article/view/606 https://core.ac.uk/download/pdf/268084848.pdf,http://dx.doi.org/10.22158/jbtp.v4n2p151,,10.22158/jbtp.v4n2p151,2421976066,,0,,0,true,,gold
069-337-758-053-913,WIDER Working Paper - The transmission of socially responsible behaviour through international trade,,2018,journal article,European Economic Review,00142921,Elsevier BV,Netherlands,Carol Newman; John Rand; Finn Tarp; Neda Trifkovic,"Abstract We investigate the relationship between corporate social responsibility (CSR) practices of domestic Vietnamese firms and their engagement with foreign markets. We develop a measure of CSR that combines compliance with labour standards, management commitment to CSR, and corporate community related actions; and find a strong relationship between this measure and participation in international markets. Results suggest that both exporting and importing firms engage in more CSR activities. Conditional on exporting, we show that Vietnamese exporters to China are less involved in CSR related activities, and that exporters to the US engage in more community related CSR. This may reflect differences in stakeholder preferences across markets.",101,,250,267,Public economics; Vietnamese; Corporate social responsibility; Social responsibility; Economics; China; Stakeholder; Compliance (psychology); Management commitment; Corporate governance; Economic system,,,,,https://www.econstor.eu/handle/10419/146257 https://www.econstor.eu/bitstream/10419/146257/1/859856577.pdf https://ideas.repec.org/a/eee/eecrev/v101y2018icp250-267.html https://www.sciencedirect.com/science/article/abs/pii/S0014292117302015 https://www.wider.unu.edu/sites/default/files/wp2016-68.pdf https://www.sciencedirect.com/science/article/pii/S0014292117302015 https://core.ac.uk/download/269309047.pdf,http://dx.doi.org/10.1016/j.euroecorev.2017.10.013,,10.1016/j.euroecorev.2017.10.013,2409154417,,0,001-165-407-545-486; 001-175-368-446-619; 001-522-838-135-297; 001-960-332-736-861; 005-616-493-633-903; 007-123-627-940-990; 008-341-588-787-365; 011-282-074-541-369; 014-285-523-222-324; 014-455-741-938-215; 014-904-025-590-079; 017-722-013-337-190; 019-911-929-451-757; 023-851-134-062-363; 027-150-604-269-574; 030-025-461-061-041; 032-869-303-083-774; 034-622-676-700-278; 035-556-471-787-086; 039-848-598-214-381; 042-872-320-263-080; 043-220-638-045-385; 046-127-203-871-082; 046-127-440-118-73X; 046-348-959-686-169; 051-371-525-330-671; 052-126-629-664-526; 055-127-219-449-931; 059-031-301-002-994; 059-612-234-394-662; 060-571-945-430-102; 062-300-894-288-182; 064-091-717-837-982; 065-773-582-190-273; 067-211-499-657-897; 068-259-085-977-283; 069-253-554-722-152; 070-662-410-628-311; 070-726-570-724-847; 072-580-089-186-978; 074-085-085-985-152; 074-142-955-732-094; 076-403-856-202-018; 077-953-659-005-288; 080-361-191-972-828; 086-824-572-395-629; 088-541-703-373-976; 088-860-585-358-668; 089-726-267-092-162; 090-322-096-580-659; 091-474-515-524-125; 093-008-105-643-273; 093-501-575-801-933; 096-049-598-507-578; 099-032-118-510-718; 102-068-995-822-669; 104-455-460-594-252; 106-754-477-079-41X; 107-274-748-521-438; 119-720-970-003-976; 123-745-028-010-355; 132-558-492-977-554; 133-010-831-701-951; 139-270-072-725-248; 150-880-424-846-622; 152-768-764-544-957; 155-423-081-088-230; 159-592-129-993-014; 172-319-849-222-115,32,true,cc-by-nc-nd,hybrid
069-779-961-896-375,Critical Essay: The reconciliation of fraternal twins: Integrating the psychological and sociological approaches to ‘micro’ corporate social responsibility,2019-10-21,2019,journal article,Human Relations,00187267; 1741282x,SAGE Publications,United States,Jean-Pascal Gond; Christine Moser,Aguinis and Glavas’ call for a deeper understanding of the microfoundations of corporate social responsibility has spurred a growing number of empirical micro-CSR (corporate social responsibility) ...,74,1,5,40,Positive economics; Corporate social responsibility; Sociology; Microfoundations; Organizational behavior; Organizational theory,,,,,http://journals.sagepub.com/doi/10.1177/0018726719864407 https://research.vu.nl/en/publications/the-reconciliation-of-fraternal-twins-organizing-psychological-an https://openaccess.city.ac.uk/id/eprint/22403/ https://research.vu.nl/en/publications/critical-essay-the-reconciliation-of-fraternal-twins-integrating- https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2Fc6024435-7320-48f4-8655-081ced656c84 https://journals.sagepub.com/doi/full/10.1177/0018726719864407 https://research.vu.nl/ws/files/84364832/Gond_Moser_2019_accepted_version.pdf https://core.ac.uk/download/217255287.pdf,http://dx.doi.org/10.1177/0018726719864407,,10.1177/0018726719864407,2981954747,,0,000-352-920-180-585; 000-426-493-027-947; 000-645-457-898-593; 001-460-717-644-211; 001-909-944-134-120; 002-697-472-418-591; 002-929-446-634-493; 003-061-030-358-360; 005-580-054-115-547; 006-681-141-116-715; 007-242-210-373-451; 007-727-205-417-929; 009-024-987-910-508; 010-895-835-690-138; 011-829-603-506-558; 012-160-431-872-723; 012-746-596-702-042; 012-890-994-887-077; 013-410-890-119-20X; 013-796-317-992-537; 013-916-208-016-266; 014-279-750-052-045; 014-574-293-788-381; 015-454-753-000-760; 015-808-741-195-463; 017-147-261-575-907; 018-617-758-043-615; 018-748-792-558-700; 019-120-279-616-351; 019-704-796-679-704; 020-217-914-745-125; 020-574-618-467-517; 021-469-923-114-111; 024-208-010-945-520; 024-500-430-008-70X; 026-384-117-510-856; 026-580-441-129-49X; 027-385-739-197-703; 027-487-087-685-10X; 027-625-531-375-865; 028-708-730-291-592; 029-251-870-871-280; 029-276-497-493-234; 029-318-409-539-830; 029-767-563-382-222; 029-991-437-070-929; 030-032-127-450-653; 032-587-781-576-199; 033-871-483-548-637; 034-313-747-515-960; 034-480-811-907-204; 034-847-148-292-589; 034-884-431-260-18X; 035-556-471-787-086; 036-412-868-663-165; 036-659-582-250-124; 037-044-096-373-933; 037-995-661-784-617; 038-035-525-395-826; 039-816-572-546-920; 040-947-935-211-835; 041-883-317-402-665; 042-063-118-553-690; 042-146-597-410-702; 043-005-206-942-689; 043-486-855-938-524; 043-682-295-217-574; 043-685-141-249-876; 043-823-302-776-275; 045-738-704-517-539; 045-754-631-412-145; 047-606-585-012-543; 047-947-380-430-878; 049-169-077-541-836; 050-048-022-790-362; 051-072-080-307-814; 052-280-117-965-945; 052-283-291-570-053; 052-820-358-531-392; 053-742-469-562-904; 054-863-373-630-914; 055-008-075-075-165; 055-775-790-185-854; 056-126-178-605-45X; 057-867-589-597-196; 061-829-988-617-171; 064-337-792-484-854; 067-624-437-856-79X; 070-773-398-109-800; 071-884-755-222-771; 072-870-012-089-155; 073-183-273-314-981; 073-338-064-379-344; 074-176-668-531-703; 074-567-858-822-606; 074-612-549-778-349; 075-329-811-535-186; 075-969-731-195-666; 076-334-983-849-141; 076-931-367-462-707; 077-146-417-849-137; 082-171-985-858-889; 082-815-961-326-23X; 082-961-983-696-253; 086-130-636-150-932; 086-506-529-570-520; 086-918-404-153-919; 088-233-687-029-248; 089-857-293-991-540; 091-430-341-004-976; 091-585-319-872-415; 092-029-941-835-883; 094-439-254-001-283; 094-710-424-074-262; 095-053-381-779-770; 096-932-626-921-438; 097-788-750-074-830; 098-901-982-645-362; 099-889-845-645-064; 100-349-516-300-870; 100-600-655-790-045; 100-645-434-717-951; 100-742-052-438-038; 101-027-572-092-724; 103-406-990-512-691; 104-185-973-082-618; 104-557-324-985-440; 105-043-711-451-850; 105-748-635-576-837; 106-350-755-363-779; 108-771-737-734-626; 109-732-331-213-665; 110-045-869-821-305; 111-133-073-549-269; 111-678-817-206-964; 111-819-171-804-346; 112-325-789-828-768; 114-904-522-715-237; 116-074-971-820-449; 117-892-754-334-736; 122-121-449-406-882; 122-748-010-098-843; 129-078-348-828-465; 130-660-249-349-070; 131-912-505-689-942; 138-429-054-265-415; 139-926-542-651-845; 140-238-329-048-461; 141-089-283-808-065; 142-430-549-453-154; 148-997-649-165-614; 150-216-523-291-508; 152-971-874-579-409; 153-720-865-381-409; 154-529-490-924-235; 158-798-678-208-274; 160-905-824-916-846; 163-113-889-893-140; 163-995-930-608-979; 165-365-244-895-02X; 166-968-697-665-795; 171-659-890-864-237; 172-876-661-525-095; 176-241-134-682-896; 178-861-102-409-625; 181-546-814-635-194,54,true,,green
069-857-587-046-856,Exploring the quality of corporate environmental reporting: Surveying preparers’ and users’ perceptions,2018-12-19,2018,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Akrum Helfaya; Mark Whittington; Chandana Alawattage,"The purpose of this paper is to provide a multidimensional model for assessing the quality of corporate environmental reporting (CER) incorporating both preparer- and user-based views.,As opposed to frequently used researcher-chosen proxies, the authors used an online questionnaire asking preparers and users how they assess the quality of a company’s environmental report.,The analysis of the responses of 177 users and 86 preparers shows that quantity was not perceived as the most significant element in determining quality. Besides quantity, the respondents also perceived information types, measures used, themes disclosed, adopting reporting guidelines, inclusion of assurance statement and the use of visual tools as significant dimensions/features of reporting quality.,The online questionnaire has some limitations, especially in terms of researcher being absent to clarify meanings and, hence, possibilities that respondents may misinterpret the questionnaire elements.,Considering that robust, reliable measurement of reporting quality is difficult, preparers, standard setters and policy makers need multidimensional quality models that incorporate both users’ perceptions of quality and preparers’ pragmatic understanding of the quality delivery process. These will make the preparers informed of whether their disclosure may be falling short of users’ expectations.,Amid, increasing complexity of CER, the research contributes to the growing body of literature on assessing the quality of CER by developing a less subjective, multidimensional, preparer–user-based quality model. This innovative quality model goes beyond the traditional quality models, subjective author-based quality measures. Focussing on the three dimensions of reporting quality – content, credibility and communication – it also offers a high-level resolution of meaning of CER quality.",32,1,163,193,Corporate social responsibility; Psychology; Content analysis; Marketing; Quality (business); Credibility; Accounting research; Impression management; Meaning (linguistics); Computer-assisted web interviewing,,,,,https://aura.abdn.ac.uk/bitstream/2164/11817/1/FINAL_Peer_Reviewed_Version_Exploring_and_assessing_the_quality_of_CER_26MAY2018.pdf https://aura.abdn.ac.uk/handle/2164/11817 https://abdn.pure.elsevier.com/en/publications/exploring-the-quality-of-corporate-environmental-reporting-survey https://www.emerald.com/insight/content/doi/10.1108/AAAJ-04-2015-2023/full/pdf?title=exploring-the-quality-of-corporate-environmental-reporting http://eprints.gla.ac.uk/194875/ https://www.emeraldinsight.com/doi/full/10.1108/AAAJ-04-2015-2023 https://www.emerald.com/insight/content/doi/10.1108/AAAJ-04-2015-2023/full/html,http://dx.doi.org/10.1108/aaaj-04-2015-2023,,10.1108/aaaj-04-2015-2023,2886351302,,0,000-285-434-387-540; 001-250-903-865-581; 002-666-557-712-026; 002-768-374-946-660; 003-005-145-407-605; 003-381-026-563-09X; 004-317-938-233-376; 009-279-199-207-138; 012-719-617-374-591; 013-341-416-591-076; 013-396-673-181-260; 018-184-466-365-558; 018-338-757-366-146; 020-156-904-178-378; 023-370-435-704-035; 028-891-809-186-822; 030-085-803-378-415; 032-517-489-501-874; 035-833-141-670-515; 036-427-035-206-930; 037-135-748-658-98X; 038-249-777-686-607; 038-336-304-020-325; 038-979-244-775-601; 039-557-268-938-678; 044-915-347-226-386; 045-882-782-551-579; 049-462-655-048-393; 051-798-454-333-949; 052-709-881-382-066; 053-667-554-018-965; 054-257-316-320-290; 055-520-884-913-045; 056-294-025-828-41X; 057-593-742-483-983; 059-486-082-610-455; 059-863-562-354-367; 062-475-386-545-570; 065-094-199-790-036; 068-852-852-242-147; 070-697-503-444-706; 070-775-364-790-633; 071-480-032-351-050; 071-486-419-651-346; 071-575-430-907-773; 076-551-437-187-006; 081-307-250-995-915; 081-646-563-717-920; 089-225-634-085-146; 089-666-656-574-69X; 093-342-291-971-636; 096-431-840-208-937; 099-642-971-234-472; 103-351-576-189-731; 103-737-969-618-949; 106-499-014-701-14X; 108-177-850-836-702; 114-868-145-143-820; 118-276-528-363-050; 126-970-754-296-095; 132-199-987-220-519; 143-189-337-063-89X; 146-955-366-333-747; 156-005-851-066-172; 184-287-162-976-57X; 198-024-145-226-631,44,true,,green
069-862-171-036-650,Corporate social responsibility and the market valuation of listed real estate investment companies,2015-07-25,2015,journal article,Zeitschrift für Immobilienökonomie,16114051; 21988021,Springer Fachmedien Wiesbaden GmbH,,Alexander Nikolaus Kerscher; Wolfgang Schäfers,"This study investigates the relationship between the implementation of a corporate social responsibility (CSR) strategy and the corporate financial performance of listed real estate investment companies. The sustainability of a company is measured using various self-constructed indices based on the Guidelines of the Global Reporting Initiative (GRI). Overall, a positive relationship can be established. An over-reporting of sustainability information dilutes this relationship. Furthermore, investors value initiatives which have a clear and coherent link to the enhancement of future value creation processes such as efforts to mitigate environmental impacts by reducing resource and energy consumption of buildings. A two-stage least squares regression framework is used to account for the problem of endogeneity.",1,2,117,143,Finance; Capitalization rate; Accounting; Corporate social responsibility; Business; Property management; Future value; Market value; Real estate investment trust; Corporate Real Estate; Real estate,,,,,https://epub.uni-regensburg.de/33011/ https://link.springer.com/article/10.1365/s41056-015-0005-7 https://link.springer.com/article/10.1365/s41056-015-0005-7/fulltext.html https://paperity.org/p/77217471/corporate-social-responsibility-and-the-market-valuation-of-listed-real-estate-investment https://link.springer.com/content/pdf/10.1365%2Fs41056-015-0005-7.pdf https://core.ac.uk/display/81614865 https://eres.architexturez.net/doc/oai-eres-id-eres2016-349 https://ideas.repec.org/p/arz/wpaper/eres2016_349.html https://link.springer.com/10.1365/s41056-015-0005-7 https://core.ac.uk/download/33182039.pdf,http://dx.doi.org/10.1365/s41056-015-0005-7,,10.1365/s41056-015-0005-7,1182444111,,0,005-760-698-249-485; 017-046-212-454-268; 022-341-167-670-190; 026-285-647-025-969; 031-691-665-694-773; 032-271-810-118-277; 032-736-665-379-231; 034-876-878-504-355; 035-193-625-925-681; 035-998-338-159-45X; 038-660-041-913-651; 039-726-100-607-319; 040-344-640-544-410; 050-321-462-337-152; 051-670-691-178-142; 053-769-473-632-821; 053-903-907-099-249; 054-493-436-652-868; 058-530-271-876-585; 058-953-086-322-649; 060-250-330-475-059; 061-829-988-617-171; 084-547-745-504-999; 087-135-829-750-87X; 092-257-502-174-053; 106-319-784-670-211; 128-630-204-718-929; 137-520-206-611-251; 140-731-867-527-75X; 150-325-162-873-23X; 150-756-983-846-92X; 153-257-693-857-965; 163-360-046-306-743; 178-552-978-190-200; 182-867-587-691-99X; 186-663-386-097-258,15,true,cc-by,hybrid
069-904-185-687-203,Exploring Employee Engagement with (Corporate) Social Responsibility: A Social Exchange Perspective on Organisational Participation,2014-01-28,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Richard Slack; Sandra Corlett; Rachael Morris,"Corporate social responsibility (CSR) is a recognised and common part of business activity. Some of the regularly cited motives behind CSR are employee morale, recruitment and retention, with employees acknowledged as a key organisational stakeholder. Despite the significance of employees in relation to CSR, relatively few studies have examined their engagement with CSR and the impediments relevant to this engagement. This exploratory case study-based research addresses this paucity of attention, drawing on one to one interviews and observation in a large UK energy company. A diversity of engagement was found, ranging from employees who exhibited detachment from the CSR activities within the company, to those who were fully engaged with the CSR activities, and to others who were content with their own personal, but not organisational, engagement with CSR. A number of organisational context impediments, including poor communication, a perceived weak and low visibility of CSR culture, and lack of strategic alignment of CSR to business and personal objectives, served to explain this diversity of employee engagement. Social exchange theory is applied to help explore the volition that individual employees have towards their engagement with CSR activities, and to consider the implications of an implicit social, rather than explicit economic, contract between an organisation and its employees in their engagement with CSR.",127,3,537,548,Business ethics; Corporate social responsibility; Business; Social exchange theory; Stakeholder; Diversity (business); Employee morale; Public relations; Social engagement; Employee engagement,,,,,https://link.springer.com/article/10.1007/s10551-014-2057-3 http://nrl.northumbria.ac.uk/15647/ http://dro.dur.ac.uk/11565/ https://dro.dur.ac.uk/11565/ https://dialnet.unirioja.es/servlet/articulo?codigo=5983506 https://ideas.repec.org/a/kap/jbuset/v127y2015i3p537-548.html https://researchportal.northumbria.ac.uk/en/publications/exploring-employee-engagement-with-corporate-social-responsibility-a-social-exchange-perspective-on-organisational-participation(242ada07-03e1-465c-b09c-1cd9c77310de).html https://rd.springer.com/article/10.1007/s10551-014-2057-3 https://philpapers.org/rec/SLAEEE https://researchportal.northumbria.ac.uk/en/publications/exploring-employee-engagement-with-corporate-social-responsibilit https://researchportal.northumbria.ac.uk/files/2986230/Exploring_employee_engagement_with_CSR-_a_SET_perspective_R%2526R_fv_(1).pdf https://EconPapers.repec.org/RePEc:kap:jbuset:v:127:y:2015:i:3:p:537-548 https://core.ac.uk/download/19754979.pdf,http://dx.doi.org/10.1007/s10551-014-2057-3,,10.1007/s10551-014-2057-3,2075757444,,0,001-076-182-762-521; 001-661-212-452-24X; 001-800-439-642-176; 003-559-007-480-905; 006-489-438-047-749; 009-627-096-122-615; 009-980-637-097-123; 013-011-086-953-342; 014-786-050-574-025; 014-904-025-590-079; 018-830-802-503-897; 023-249-951-775-206; 024-639-275-379-645; 025-267-985-445-653; 026-646-274-108-972; 027-788-678-459-437; 029-066-810-064-917; 032-954-123-117-769; 033-445-837-262-66X; 033-733-407-313-603; 034-694-858-815-546; 034-884-431-260-18X; 036-289-903-245-161; 043-176-395-958-175; 045-669-816-406-28X; 047-821-353-836-06X; 050-189-679-403-91X; 050-460-053-145-58X; 051-640-759-879-037; 051-874-175-549-837; 051-875-265-995-253; 053-446-588-539-508; 053-690-397-234-837; 053-801-686-095-414; 060-571-945-430-102; 061-829-988-617-171; 062-110-807-031-390; 062-246-052-925-531; 062-695-470-493-78X; 063-397-576-968-81X; 063-582-002-576-213; 064-765-356-944-042; 066-400-343-948-766; 067-929-257-899-036; 070-782-333-253-179; 071-426-021-349-29X; 074-009-366-940-837; 080-254-144-381-167; 084-631-442-150-275; 084-725-164-042-764; 091-585-319-872-415; 092-655-847-198-572; 095-804-705-122-631; 096-277-967-721-057; 097-868-677-552-153; 103-318-253-585-268; 103-953-462-326-302; 113-457-825-910-285; 115-373-591-444-545; 116-612-010-699-366; 120-717-959-452-277; 127-356-618-215-912; 127-887-689-461-574; 128-519-086-015-927; 130-074-915-744-08X; 133-755-205-634-292; 135-938-756-187-104; 138-550-284-951-001; 140-833-506-706-565; 141-424-035-303-573; 142-713-727-051-933; 153-972-102-430-103; 156-208-441-443-940; 160-011-540-883-71X; 160-629-681-658-086; 167-861-594-626-968; 180-813-779-294-458; 182-199-495-327-639,170,true,,green
070-145-402-670-792,Tobacco corporate social responsibility and fairy godmothers: the Framework Convention on Tobacco Control slays a modern myth,2009-03-24,2009,journal article,Tobacco control,14683318; 09644563,BMJ Publishing Group,United Kingdom,Gerard Hastings; Jonathan Liberman,"This will not come as a great surprise to many readers, but it turns out that multinational tobacco companies are not generous, kind hearted or benevolent, and that any similarity they bear to boy scouts or fairy godmothers is dangerously misleading. The Framework Convention on Tobacco Control (FCTC) Conference of the Parties (COP), meeting last November in Durban, reminded us of these truths. It recognised that tobacco company corporate social responsibility (CSR), whether in the form of donations to charity, support for good causes or lavishly funded campaigns trumpeting their own virtuous behaviour, is in fact a self-seeking marketing tool designed to win friends and influence people. It is as much part of ensnaring new generations of tobacco users as are cowboys and camels.; ; This paper explains how CSR forms part of the tobacco industry’s wider marketing strategy and, reassuringly, that the FCTC sees CSR for what it is.; ; Tobacco control has long been sceptical about tobacco industry good deeds. The obvious disconnect between ethical behaviour and selling an addictive, lethal product underpins what Chapman described as a “wholesale cynicism and disgust in health and medical circles”.1 Similarly, albeit it in more measured tones, Hirschhorn warns against “the uncritical acceptance of the tobacco industry’s mantle of social responsibility”,2 pointing out that the already much sinned-against smoker is a key target of its disingenuous charm offences.; ; More recently commentators have also emphasised that tobacco industry CSR is not just an oxymoron, but also a powerful marketing tool. Yang and Malone,3 for example, point out that the Philip Morris (PM) “societal alignment” initiative was more about shifting social norms to enable “business as usual” than improving business practices. …",18,2,73,74,Corporate social responsibility; Sociology; Social responsibility; Law; Conference of the parties; Social marketing; Convention; Tobacco control; Tobacco industry; Public relations; Marketing strategy,,Humans; Marketing/standards; Smoking Prevention; Social Responsibility; Tobacco Industry,,Cancer Research UK United Kingdom,https://tobaccocontrol.bmj.com/content/18/2/73.extract?related-urls=yesl18/2/73c18/2/73c18/2/73 https://www.ncbi.nlm.nih.gov/pubmed/19318527 https://dspace.stir.ac.uk/bitstream/1893/2128/1/hastings%20and%20leiberman%20Jan%2020.pdf https://tobaccocontrol.bmj.com/content/tobaccocontrol/18/2/73.full.pdf http://storre.stir.ac.uk/handle/1893/2128 https://dspace.stir.ac.uk/handle/1893/2128 https://tobaccocontrol.bmj.com/content/18/2/73.full.pdf http://core.ac.uk/display/9050554 https://tobaccocontrol.bmj.com/content/18/2/73 https://core.ac.uk/download/9050554.pdf,http://dx.doi.org/10.1136/tc.2008.029264,19318527,10.1136/tc.2008.029264,2137611928,,0,004-173-445-309-838; 037-657-374-899-372; 066-047-442-842-014; 070-293-837-808-513; 083-175-009-251-558; 101-935-603-585-905; 154-103-646-969-440; 161-313-334-248-942; 177-644-905-209-363,11,true,,green
070-234-008-127-913,The corporate sustainability typology: analysing sustainability drivers and fostering sustainability at enterprises,2016-11-30,2016,journal article,Technological and Economic Development of Economy,20294913; 20294921,Vilnius Gediminas Technical University,,Winston Jerónimo Silvestre; Paula Antunes; Walter Leal Filho,"Much has been written about the need for more humane, ethical, socially just and trans­parent ways of doing business and performing entrepreneurial activities. Consistent with this, con­cepts such as sustainable development, corporate citizenship, corporate sustainability (CS), sus­tainable entrepreneurship, business ethics, and corporate social responsibility (CSR), among many others, have emerged. This diversity of expressions raises the need to development a new typology for to CS. This paper addresses this gap and describes a framework typology for corporate sustain­ability, by analysing sustainability drivers and the interactivity factors in the context of sustainability. It also describes the various types of sustainable emphasis given by companies and their associated levels of CS, which may pave the way for a new framework typology.; First published online: 30 Nov 2016",24,2,513–533,513–533,Product-service system; Corporate social responsibility; Business; Management; Sustainability organizations; Sustainability science; Corporate sustainability; Corporate governance; Public relations; Social sustainability; Sustainability,,,,,https://e-space.mmu.ac.uk/621027/ https://www.tandfonline.com/doi/abs/10.3846/20294913.2016.1213199 https://novaresearch.unl.pt/en/publications/the-corporate-sustainability-typology-analysing-sustainability-dr https://www.mendeley.com/catalogue/7ecf48e2-c34e-315a-9d48-9e04333b5f69/ https://core.ac.uk/download/161893956.pdf,http://dx.doi.org/10.3846/20294913.2016.1213199,,10.3846/20294913.2016.1213199,2557989586,,0,003-449-910-087-897; 004-187-114-351-967; 006-066-798-886-023; 006-311-390-560-296; 006-724-322-034-118; 007-183-278-275-244; 007-671-306-835-046; 012-066-673-541-301; 012-266-570-633-445; 013-934-363-253-375; 014-254-842-228-473; 018-550-574-352-890; 021-591-575-421-05X; 023-647-647-121-332; 023-978-291-437-139; 024-119-480-369-252; 024-919-236-087-54X; 025-250-642-235-127; 025-883-275-487-436; 026-531-493-474-390; 029-737-347-521-542; 037-643-079-121-552; 039-499-689-677-215; 041-003-776-553-990; 045-003-417-650-786; 047-460-128-505-546; 047-707-723-812-745; 049-594-487-313-606; 050-199-112-545-182; 051-503-835-617-602; 051-874-175-549-837; 056-332-545-831-596; 058-507-375-182-283; 061-169-178-778-044; 063-577-272-980-199; 064-633-499-726-515; 065-753-520-612-620; 066-400-343-948-766; 066-543-634-250-307; 067-102-430-744-789; 067-127-125-765-955; 068-172-732-755-440; 069-359-566-933-120; 071-524-152-607-139; 072-644-085-365-151; 076-443-051-703-807; 076-764-089-540-924; 079-016-803-012-893; 085-429-695-377-15X; 086-312-114-634-638; 089-377-854-280-894; 089-621-912-811-772; 093-922-172-700-658; 096-936-950-261-329; 098-049-287-579-577; 102-323-913-277-552; 107-146-821-736-130; 107-880-106-841-085; 108-456-330-076-545; 111-146-817-013-874; 112-056-623-992-936; 114-387-252-475-153; 115-162-488-478-966; 118-019-209-571-656; 118-681-495-477-359; 120-278-944-320-253; 123-785-516-112-234; 128-197-551-414-351; 132-775-884-502-778; 135-930-663-570-626; 142-191-400-326-83X; 148-792-033-641-02X; 150-756-983-846-92X; 152-668-575-262-696; 156-208-441-443-940; 161-069-380-617-137; 161-267-072-034-789; 165-926-912-074-882; 166-254-167-049-675; 168-580-779-842-080; 173-520-560-676-336; 173-973-923-051-784; 181-778-825-582-094; 184-811-689-015-327; 191-254-862-490-557,30,true,cc-by,gold
070-248-935-188-407,"Responsibilities, recession and the tourism sector: perspectives on CSR among low-fares airlines during the economic downturn in the UK",,2011,journal article,Current Issues in Tourism,13683500; 17477603,Informa UK Limited,United Kingdom,Tim Coles; Emily Fenclova; Claire Dinan,"Responsibility has featured prominently in recent discussions about tourism governance. Nevertheless, research into corporate social responsibility (CSR) among travel and tourism businesses is at a relatively early stage. This paper reports on external stakeholders' perceptions of CSR among low-fares airlines (LFAs) in peripheral regions of the UK in late 2008; that is, during the current global economic downturn. LFAs, their business plans and their ability to contribute towards sustainable development have been the source of much public discourse and media scrutiny in the last decade. This paper does not set out to reopen that debate per se. Rather, it contributes to a deeper understanding of CSR in the tourism sector by arguing for a more nuanced approach to external stakeholders, one which is also informed by primary empirical research from qualitative sources, and which is conceptually informed by the latest thinking from other sectors of economic activity. Important inter-regional variations exist i...",14,6,519,536,Empirical research; Corporate social responsibility; Economics; Tourism; Recession; Accountability; Scrutiny; Corporate governance; Development economics; Economic growth; Sustainable development,,,,,https://www.cabdirect.org/abstracts/20113258400.html https://www.cabdirect.org/cabdirect/abstract/20113258400 https://www.tandfonline.com/doi/full/10.1080/13683500.2010.544719 https://ore.exeter.ac.uk/repository/handle/10871/16432 https://core.ac.uk/download/43094236.pdf,http://dx.doi.org/10.1080/13683500.2010.544719,,10.1080/13683500.2010.544719,2018664746,,0,001-634-912-247-93X; 004-255-097-668-971; 008-614-895-812-373; 008-817-612-322-965; 009-346-756-609-170; 011-397-133-802-769; 014-343-045-734-116; 014-904-025-590-079; 014-913-710-086-780; 015-183-192-918-085; 015-283-079-087-281; 017-833-588-283-834; 020-127-948-138-105; 020-315-551-177-155; 022-478-934-771-708; 022-619-541-959-300; 031-291-397-374-016; 032-603-718-659-933; 033-693-476-314-091; 038-626-983-052-542; 039-853-021-902-418; 039-968-375-718-706; 041-032-698-002-474; 042-476-047-584-902; 042-526-496-185-264; 043-696-410-382-776; 044-349-819-062-460; 045-706-829-939-835; 046-378-384-097-554; 046-632-685-764-788; 047-460-128-505-546; 047-466-592-122-300; 047-485-283-483-886; 049-567-149-497-963; 050-199-112-545-182; 050-450-087-716-716; 050-698-489-956-308; 052-278-477-012-07X; 054-378-571-628-699; 055-127-219-449-931; 056-091-602-864-331; 056-612-949-066-313; 058-310-408-592-731; 061-037-711-668-317; 061-829-988-617-171; 062-110-807-031-390; 062-115-430-347-012; 063-113-199-659-36X; 067-709-496-111-272; 070-182-066-995-653; 072-730-746-170-775; 072-756-196-974-992; 074-789-033-230-01X; 075-295-236-014-153; 077-110-587-162-800; 077-163-782-358-402; 078-627-642-872-687; 079-103-706-131-140; 081-336-061-512-593; 084-402-852-191-273; 085-016-181-813-30X; 085-566-316-023-070; 087-445-373-728-220; 088-919-850-566-219; 089-602-892-180-18X; 094-213-099-107-472; 097-106-240-878-31X; 097-455-160-969-671; 099-085-870-469-302; 099-095-725-205-22X; 099-306-423-127-702; 104-375-479-972-153; 106-580-382-070-554; 107-274-748-521-438; 114-712-187-231-377; 127-356-618-215-912; 127-638-905-372-676; 128-923-989-155-44X; 133-557-722-636-141; 135-822-773-183-223; 136-889-040-701-110; 138-607-270-107-891; 139-641-412-398-758; 142-924-117-673-911; 148-792-033-641-02X; 149-405-648-877-681; 150-756-983-846-92X; 152-859-475-291-694; 167-702-179-360-260; 183-429-614-193-803,32,true,,
070-253-511-444-354,THE APPLICATION OF AHP IN SRID EVALUATION FRAMEWORK OF CHINESE AGRICULTURAL ENTERPRISE,,2016,journal article,Hungarian Agricultural Engineering,08647410; 24159751,Hungarian Agricultural Engineering,,L. Maohua; Zoltán Zéman,,30,,,,Environmental resource management; Agriculture; Engineering; Environmental economics; Analytic hierarchy process,,,,,http://dx.doi.org/10.17676/hae.2016.30.5 http://real.mtak.hu/48464/ http://www.hae-journals.org/archives/haen_30/01.pdf https://core.ac.uk/download/78479885.pdf,http://dx.doi.org/10.17676/hae.2016.30.5,,10.17676/hae.2016.30.5,2588694542,,0,,0,true,,gold
070-445-921-707-985,Auswirkungen von Corporate Social Responsibility,2013-11-28,2013,journal article,Ökologisches Wirtschaften - Fachzeitschrift,14308800,Oekom Publishers GmbH,,Christoph Brunn,Untersuchungen zu Corporate Social Responsibility fokussieren zumeist auf die Auswirkungen im Unternehmen selbst. Aber welche gesellschaftlichen Wirkungen haben Corporate Social Responsibility-Masnahmen? Und tragen diese Masnahmen von Unternehmen wirklich zur Erreichung politischer Ziele bei? Mit vier verschiedenen empirischen Methoden werden diese Fragen beantwortet.,28,4,44,50,,,,,,https://www.oekologisches-wirtschaften.de/index.php/oew/article/view/1315 https://www.oekologisches-wirtschaften.de/index.php/oew/article/download/1315/1300 https://core.ac.uk/download/pdf/228953137.pdf,http://dx.doi.org/10.14512/oew.v30i4.1315,,10.14512/oew.v30i4.1315,1910311302,,0,,1,true,cc-by-nc-nd,hybrid
070-565-481-073-873,Expertons and uncertain averaging operators versus correlational approaches: A case study on corporate social responsibility and effectiveness,2017-01-09,2017,journal article,Kybernetes,0368492x,Emerald,United Kingdom,Montserrat Yepes-Baldó; Sefa Boria-Reverter; Marina Romeo; Luis D. Torres,"Purpose; ; ; ; ; The purpose of this paper is to explore the relationship between corporate social responsibility (CSR), work-life balance (WLB) and effectiveness by comparing a correlational approach, expertons method and uncertain averaging operators (uncertain average [UA], uncertain weighted average [UWA], uncertain probabilistic aggregation [UPA] and uncertain probabilistic weighted averaging [UPWA]).; ; ; ; ; Design/methodology/approach; ; ; ; ; Participants were 814 employees from two Chilean companies with different levels of development on CSR policies. The Survey work–home Interaction – Nijmegen for Spanish Speaking Countries and the balanced scorecard were used. Results showed differences between companies with different levels of CSR development on individual effectiveness and relations between WLB and individual effectiveness.; ; ; ; ; Findings; ; ; ; ; Expertons methodology and uncertain averaging operators allow more accurate results than correlational statistics.; ; ; ; ; Originality/value; ; ; ; ; Expertons method and uncertain averaging operators (UA, UWA, UPA and UPWA) are common in the field of economics and engineering but very innovative in the human resources research, allowing more accurate analyses of workers’ perceptions.",46,1,38,49,Human resources; Corporate social responsibility; Econometrics; Balanced scorecard; Value (ethics); Originality; Field (computer science); Computer science; Probabilistic logic; Management science; Weighted arithmetic mean,,,,,https://dblp.uni-trier.de/db/journals/kybernetes/kybernetes46.html#Yepes-BaldoBRT17 http://diposit.ub.edu/dspace/bitstream/2445/110553/1/666189.pdf https://www.emerald.com/insight/content/doi/10.1108/K-06-2016-0127/full/html http://www.emeraldinsight.com/doi/full/10.1108/K-06-2016-0127 http://diposit.ub.edu/dspace/handle/2445/110553 https://core.ac.uk/download/pdf/335023794.pdf,http://dx.doi.org/10.1108/k-06-2016-0127,,10.1108/k-06-2016-0127,2587651549,,0,001-623-142-979-144; 007-829-009-877-044; 009-411-583-271-762; 009-738-656-642-54X; 011-631-304-277-747; 011-655-853-025-872; 013-737-645-673-009; 015-844-317-168-771; 017-933-551-242-850; 018-826-704-385-223; 019-809-374-779-271; 019-957-789-354-683; 020-127-948-138-105; 021-042-647-051-712; 021-559-727-548-923; 022-382-623-818-517; 022-515-290-942-312; 025-885-727-820-308; 034-608-202-874-769; 035-485-649-808-871; 036-592-113-393-321; 042-913-433-505-128; 043-486-855-938-524; 045-151-335-110-457; 047-673-775-146-868; 048-228-914-120-213; 049-564-720-048-486; 051-703-235-786-943; 051-978-824-891-250; 053-083-960-883-824; 056-124-066-960-415; 057-749-579-889-710; 057-935-904-810-244; 061-829-988-617-171; 063-582-002-576-213; 066-037-343-031-84X; 073-851-918-734-993; 078-462-774-327-813; 080-072-459-291-513; 085-049-626-728-37X; 086-660-322-090-314; 088-135-303-657-079; 093-809-773-209-392; 094-916-258-044-36X; 095-953-324-986-54X; 097-724-604-516-220; 099-216-264-838-46X; 101-872-083-790-888; 110-113-530-710-35X; 111-879-682-559-367; 114-411-349-757-349; 114-950-971-730-974; 118-758-680-165-720; 125-513-942-042-607; 126-637-970-093-584; 126-787-924-560-931; 130-926-313-493-663; 132-775-884-502-778; 139-758-397-215-261; 141-424-035-303-573; 143-971-497-260-454; 144-918-221-256-423; 148-792-033-641-02X; 158-798-678-208-274; 163-276-116-320-38X; 164-759-537-087-339; 172-973-447-899-39X; 184-265-456-449-807; 186-164-204-298-248; 194-958-977-496-910; 195-695-034-477-524,6,true,cc0,green
070-772-973-340-634,Visions of philanthronationalism: the (in)equities of corporate good governance in Sri Lanka,2016-08-22,2016,journal article,Contemporary South Asia,09584935; 1469364x,Informa UK Limited,United Kingdom,Tom Widger,"Philanthronationalism – the pursuance of corporate ‘good governance’ and equality initiatives for ethno-religious political ends – shapes at a fundamental level business practice in Sri Lanka. In this article, Sri Lankan firms’ approaches to the management of ‘diversity and inclusion’ in human resourcing, brand development, and market expansion and outsourcing are explored. While many in the private sector appear to wish to promote the creation of a more harmonious and peaceful society through ethical governance processes, a continued concern to play to the Sinhala Buddhist nationalist constituency often makes this difficult.",24,4,400,415,Private sector; Vision; Political economy; Corporate social responsibility; Political science; Good governance; Diversity (politics); Corporate governance; Outsourcing; Economic growth; Politics,,,,ESRC-DfID Poverty Alleviation Research Award; ESRC-DfID Poverty Alleviation Research Award,https://core.ac.uk/display/42127992 https://dro.dur.ac.uk/16954/ https://www.tandfonline.com/doi/full/10.1080/09584935.2016.1203861 http://dro.dur.ac.uk/16954/ https://core.ac.uk/download/pdf/42127992.pdf,http://dx.doi.org/10.1080/09584935.2016.1203861,,10.1080/09584935.2016.1203861,2509752339,,0,001-938-874-976-658; 002-091-019-465-510; 002-118-894-741-736; 003-814-763-579-308; 005-207-884-982-978; 005-772-611-877-453; 011-520-642-827-05X; 012-418-591-521-776; 017-544-616-559-906; 018-559-472-238-297; 019-931-277-430-720; 021-510-161-023-425; 022-705-494-661-78X; 024-576-167-665-147; 025-942-249-992-954; 031-284-601-830-416; 033-555-961-610-85X; 036-095-857-178-643; 042-723-234-773-480; 044-882-064-039-523; 047-460-128-505-546; 047-460-816-324-028; 051-061-752-940-88X; 052-441-346-789-61X; 053-971-643-737-503; 054-627-589-610-862; 055-496-636-729-057; 059-644-308-165-35X; 063-516-750-693-196; 069-013-173-512-511; 075-499-162-227-061; 078-089-924-839-812; 084-864-754-880-733; 085-622-642-391-825; 086-935-316-088-47X; 087-853-010-700-846; 096-043-164-593-379; 104-318-502-925-224; 106-917-384-213-767; 107-461-995-895-916; 113-754-495-149-366; 117-408-080-632-27X; 125-225-476-142-750; 125-688-852-337-449; 140-632-160-952-310; 147-760-556-107-835; 161-500-657-385-988; 165-833-716-375-810; 182-287-862-073-854; 185-224-554-826-085,2,true,,green
071-084-371-767-777,Legitimacy-Seeking Organizational Strategies in Controversial Industries: A Case Study Analysis and a Bidimensional Model,2012-11-29,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jon Reast; François Maon; Adam Lindgreen; Joëlle Vanhamme,"Controversial industry sectors, such as alcohol, gambling, and tobacco, though long-established, suffer organizational legitimacy problems. The authors consider various strategies used to seek organizational legitimacy in the U.K. casino gambling market. The findings are based on a detailed, multistakeholder case study pertaining to a failed bid for a regional supercasino. They suggest four generic strategies for seeking organizational legitimacy in this highly complex context: construing, earning, bargaining, and capturing, as well as pathways that combine these strategies. The case analysis and proposed bidimensional model of generic legitimacy-seeking strategies contribute to limited literature on organizational legitimacy in controversial industry sectors. In addition, beyond organizations active in controversial contexts, this study and its implications are useful for individuals and organizations supporting or opposing the organizational legitimacy of organizations in controversial industries.",118,1,139,153,Business ethics; Corporate social responsibility; Sociology; Quality of Life Research; Context (language use); Organizational legitimacy; Study analysis; Public relations; Legitimacy; Case analysis,,,,,https://research.cbs.dk/en/publications/legitimacy-seeking-organizational-strategies-in-controversial-ind https://ideas.repec.org/a/kap/jbuset/v118y2013i1p139-153.html https://dialnet.unirioja.es/servlet/articulo?codigo=4514747 https://philpapers.org/rec/REALOS https://link.springer.com/article/10.1007/s10551-012-1571-4 https://core.ac.uk/display/20665571 https://econpapers.repec.org/RePEc:kap:jbuset:v:118:y:2013:i:1:p:139-153 https://core.ac.uk/download/42511994.pdf,http://dx.doi.org/10.1007/s10551-012-1571-4,,10.1007/s10551-012-1571-4,2019758492,,0,002-026-122-868-261; 002-800-351-395-955; 005-681-933-771-973; 008-982-316-458-736; 009-627-096-122-615; 010-942-657-615-432; 012-805-278-438-570; 019-506-731-233-421; 020-175-810-363-509; 022-512-643-506-628; 022-774-738-500-720; 027-339-723-966-830; 027-610-501-516-151; 027-827-119-143-849; 028-788-459-707-281; 029-131-078-375-658; 032-642-976-590-491; 040-974-048-617-621; 043-218-037-984-712; 044-314-724-436-087; 047-084-373-523-100; 047-959-249-158-205; 049-030-542-806-224; 050-187-110-687-218; 052-802-334-885-429; 053-835-099-365-104; 053-841-132-874-164; 054-578-520-377-646; 064-091-717-837-982; 064-438-261-806-271; 068-692-884-780-054; 069-259-438-012-556; 073-318-678-622-857; 074-495-464-566-072; 074-746-128-188-221; 075-776-744-485-565; 078-021-346-371-902; 078-972-263-156-32X; 085-138-666-150-298; 085-449-553-969-879; 087-139-739-190-74X; 089-909-733-609-459; 094-213-099-107-472; 096-599-803-885-591; 097-213-764-422-536; 099-609-400-470-338; 101-131-700-357-521; 106-330-493-554-488; 106-339-103-219-504; 106-458-055-177-080; 106-924-969-880-528; 108-252-088-644-027; 111-139-833-516-820; 112-697-718-860-231; 113-377-188-742-45X; 115-482-499-323-938; 122-565-924-568-424; 123-492-128-061-384; 123-694-573-650-975; 123-786-714-136-151; 123-899-687-687-732; 132-793-377-295-056; 135-456-514-258-043; 150-005-284-621-599; 172-001-728-855-119; 172-434-169-928-097; 172-999-637-082-271; 174-471-746-238-834; 188-167-256-417-532; 188-264-321-012-801; 190-606-366-200-637; 190-806-052-959-233,73,true,,green
071-101-988-356-347,Pemodelan Proses Penyusunan Laporan Keberlanjutan pada Usaha Kecil dan Menengah (UKM),2017-05-31,2017,journal article,AKUNTABEL,25281135; 02167743,"Faculty of Economics and Business, Mulawarman University",,Putu Sukma Kurniawan,"Sustainability reporting becomes a new paradigm in corporate reporting. Sustainability reporting demonstrates that management of company have a commitment to engage in business activities, building on the concept of sustainability. This article discusses the implementation of the sustainability reporting on a small and medium enterprises, especially in Indonesia. The discussion is done on the opportunities and challenges of sustainability reporting in small and medium enterprises. Implementation of sustainability reporting in small and medium enterprises adapted to the GRI G4 standard. Keywords: sustainability reporting, sustainability report, small and medium enterprises, GRI G4 standard",14,1,29,37,Accounting; Business; Sustainability reporting; Business activities; Small and medium-sized enterprises; Sustainability,,,,,https://journal.feb.unmul.ac.id/index.php/AKUNTABEL/article/download/1153/126 https://journal.feb.unmul.ac.id/index.php/AKUNTABEL/article/view/1153 https://core.ac.uk/download/pdf/229018468.pdf,http://dx.doi.org/10.29264/jakt.v14i1.1153,,10.29264/jakt.v14i1.1153,2758223348,,0,,1,true,cc-by,gold
071-410-672-738-647,Governing the global corporation: A critical perspective,,2010,journal article,Business Ethics Quarterly,1052150x; 21533326,Cambridge University Press (CUP),United Kingdom,Subhabrata Bobby Banerjee,"In this article I provide a critical perspective on governing the global corporation. While the papers in the 2009 special issue of Business Ethics Quarterly explore the political role of corporations I argue that they lack a sophisticated analysis of power across institutional and actor networks. The argument that corporate engagement with deliberative democracy can enhance the legitimacy of corporations does not take into account the effects of institutional, material and discursive forms of power that determine legitimacy criteria. As a result corporate versions of citizenship mediate versions of social responsibility and morality, which are reflected in the institutional and political economic norms that are produced by this power/knowledge. In order to overcome the limits of corporate social responsibility there is a need to develop more democratic forms of global governance of corporations. A radical revisioning of democratic governance would also need to overcome the limits posed by sovereignty and would require new forms of multi-actor and multi-level translocal governance arrangements in an attempt to create forms of power that are more compatible with the principles of economic democracy.",20,2,265,274,Business ethics; Corporate social responsibility; Sociology; Social responsibility; Law and economics; Global governance; Deliberative democracy; Economic democracy; Corporate governance; Legitimacy; Economic system,,,,,https://www.cambridge.org/core/journals/business-ethics-quarterly/article/governing-the-global-corporation-a-critical-perspective/D9DFFE50B64FC5882312818126CDFF83 https://core.ac.uk/display/76980603 https://openaccess.city.ac.uk/id/eprint/6092/ https://ideas.repec.org/a/cup/buetqu/v20y2010i02p265-274_00.html https://philpapers.org/rec/BANGTG-3 https://econpapers.repec.org/RePEc:cup:buetqu:v:20:y:2010:i:02:p:265-274_00 https://core.ac.uk/download/76980603.pdf,http://dx.doi.org/10.5840/beq201020219,,10.5840/beq201020219,2300732492,,0,006-181-095-227-607; 006-596-454-646-155; 011-917-919-516-023; 012-888-149-250-287; 013-744-996-715-157; 015-271-876-692-523; 018-261-020-252-758; 036-115-075-938-842; 038-880-266-023-339; 048-506-802-600-607; 055-641-053-118-746; 061-339-910-473-794; 111-030-704-426-109; 118-354-522-870-183; 125-882-702-560-062; 126-036-586-670-339; 150-871-950-089-567; 155-879-175-881-390; 161-313-334-248-942; 163-020-421-050-727; 178-628-496-923-596; 187-408-506-030-102,90,true,,green
071-534-833-977-409,Szerencsejáték-szolgáltatók CSR-teljesítményének összemérése európai játékszervezők példáján keresztül,2017-03-15,2017,journal article,Vezetéstudomány / Budapest Management Review,01330179,Corvinus University of Budapest,,Judit Tessényi; Norbert Katona,"Tanulmanyukban a szerzők az European Lotteries felelős jatekszervezesi standardjanak fejezetei menten, allami szerencsejatek-szervezők szakertőinek bevonasaval sulyoztak a CSR-teljesitmenyertekelesenek szempontjait. Az onertekelesen alapulo, 12 dimenzio menten meghatarozott, 86 kerdesből allo rendszert sved, olasz, spanyol, horvat es magyar szakertői csoportok kozreműkodesevel teszteltek. Az informaciok ertelmezese alapjan arra jutottak, hogy az azonos onertekelesi kriteriumok alkalmasak az egyes vallalatok CSR-teljesitmenyenek osszehasonlithatova tetelere, akar az onertekeles soran kapott, erzekeny uzleti adatok figyelembevetele nelkul is, sőt azokat a kerdescsoportokat, amelyeket valamennyi csoport visszajelzese alapjan a leglenyegesebbkent hataroztak meg, alkalmasak a kozos, stabil osszemeresi alap kialakitasara is. A kidolgozott, gyakorlatkozpontu modszer ezen felul a kivalasztott szervezet teljesitmenyehez valo abszolut viszonyitas uzleti lehetőseget is biztositja. A modellben alkalmazott sulyozas lehetőve teszi, hogy plasztikussa valjon a CSR-folyamatokhoz – egyes kriteriumok menten - kapcsolhato affinitas, hozzaallas merese is, amelyek az egyes szervezetek eseten a fejlődesi pontok es a gyakorlati ut kijeloleset is hatekonyan tamogatja.",48,3,69,81,Humanities; Mathematics,,,,,http://unipub.lib.uni-corvinus.hu/2786/ http://unipub.lib.uni-corvinus.hu/2786/1/VT_2017n3p69.pdf https://core.ac.uk/download/83534265.pdf,http://dx.doi.org/10.14267/veztud.2017.03.06,,10.14267/veztud.2017.03.06,2605153143,,0,,0,true,,bronze
071-652-208-057-903,The Issue Arena of a Corporate Social Responsibility Crisis – The Volkswagen Case in Twitter,2016-08-11,2016,journal article,Studies in Media and Communication,2325808x; 23258071,Redfame Publishing,,Boyang Zhang; Vos Marita; Jari Veijalainen; Shuaiqiang Wang; Denis Kotkov,"This paper explores the online debate in a corporate social responsibility crisis, where multiple actors communicate through social media, each representing different interests and views pertaining to the crisis. The study utilizes Twitter data relating to the recent case of the falsified Volkswagen diesel emissions that became public in 2015. To better understand the online interaction, use is made of issue arena theory and insights on CSR crises. The focus is on capturing the issue as it evolved over time, the actors and sentiments expressed, and the responses of the organization. The findings show that after the case became public, the emissions issue received massive attention in Twitter. Sentiment analysis showed high negative peaks following news that revealed details about the case. Among the most active external accounts, the group labeled General and business news was the most critical. The replies posted by Volkswagen on @VW were few, providing explanations and links. Volkswagen websites were used to disseminate information, but the case was also heavily discussed in a large number of independent discussion platforms, blogs and wikis. The findings demonstrate that CSR challenges can result in a crisis of a long duration marked by strongly expressed sentiments and a wide diversity in the views of different stakeholder groups. The focal organization reacted to the events with the twin strategies of apology and compensation. The study shows the risk of CSR challenges resulting in crises in cases where stakeholder expectations have been created but not met, generating loss of reputation.",4,2,32,43,Advertising; Corporate social responsibility; Sociology; Stakeholder; Crisis communication; Diversity (business); Compensation (psychology); Public relations; Reputation; Social media; Sentiment analysis,,,,,https://redfame.com/journal/index.php/smc/article/view/1746 https://jyx.jyu.fi/handle/123456789/51046 https://redfame.com/journal/index.php/smc/article/download/1746/1858 https://ideas.repec.org/a/rfa/smcjnl/v4y2016i2p32-43.html https://socionet.ru/publication.xml?h=repec:rfa:smcjnl:v:4:y:2016:i:2:p:32-43 https://core.ac.uk/display/78650305 https://EconPapers.repec.org/RePEc:rfa:smcjnl:v:4:y:2016:i:2:p:32-43 https://core.ac.uk/download/pdf/228084396.pdf,http://dx.doi.org/10.11114/smc.v4i2.1746,,10.11114/smc.v4i2.1746,2481021440,,0,001-065-249-155-686; 006-854-243-491-658; 011-436-736-781-142; 017-302-314-077-280; 020-593-278-175-414; 023-166-268-922-829; 023-470-046-244-643; 027-170-582-488-984; 027-991-394-082-053; 028-927-980-617-831; 029-653-641-171-354; 032-923-818-280-579; 035-052-824-301-186; 035-229-207-014-027; 035-942-559-590-021; 036-532-297-134-126; 038-063-807-781-969; 040-640-464-533-996; 043-168-313-977-859; 047-594-515-432-66X; 058-669-509-110-747; 060-715-836-877-431; 060-752-643-842-569; 061-721-911-240-674; 061-963-694-263-942; 067-832-999-299-928; 076-318-160-154-680; 077-302-872-479-539; 090-406-037-700-073; 099-095-725-205-22X; 100-764-741-502-223; 100-818-171-935-57X; 104-379-897-160-228; 104-937-712-214-730; 121-546-239-665-701; 185-121-286-494-667; 188-547-239-111-907; 188-896-352-881-730,13,true,cc-by,green
072-368-045-989-842,Social responsibility and financial performance: The role of good corporate governance,,2016,journal article,BRQ Business Research Quarterly,23409436; 23409444,Elsevier BV,Netherlands,Mercedes Rodríguez-Fernández,"Abstract The objective of this theoretical–empirical study is to investigate the bidirectional relationship between Corporate Social Responsibility and Financial Performance in Spanish listed companies. A complete theoretical framework – based on agency, stewardship, dependency resources, and stakeholder theories – provides the basis for the conceptual model. An important contribution is the use of a social behavioral index formed by four components: Global Reporting Initiative participation, Dow Jones Sustainability Index firm inclusion, Good Corporate Governance Recommendations compliance, and Global Compact signee. The conclusions drawn from the empirical study performed on the companies registered on the Madrid Stock Exchange demonstrate positive relationships in both directions, namely that the social is profitable and that the profitable is social, thereby originating a positive feedback virtuous circle. The results of this analysis have practical applications in the boardroom; they are proof that all social policies increment financial resources, and vice versa, that increased financial performances lead to greater social benefits. As a consequence, this paper encourages all board members to seriously weigh investing financial resources in developing policies that boost the levels of social behavior components in order to contribute globally to the improvement of society.",19,2,137,151,Environmental Sustainability Index; Accounting; Agency (sociology); Corporate social responsibility; Business; Social responsibility; Stock exchange; Stakeholder; Virtuous circle and vicious circle; Index (economics),,,,,https://www.mendeley.com/catalogue/c6573f19-4f36-3771-b7dc-822318dc4983/ https://www.elsevier.es/en-revista-brq-business-research-quarterly-424-articulo-social-responsibility-financial-performance-the-S2340943615000791 https://journals.sagepub.com/doi/full/10.1016/j.brq.2015.08.001 https://dialnet.unirioja.es/servlet/articulo?codigo=5436782 https://www.sciencedirect.com/science/article/pii/S2340943615000791 https://core.ac.uk/display/88129111 https://www.sciencedirect.com/science/article/abs/pii/S2340943615000791 https://core.ac.uk/download/pdf/81125754.pdf,http://dx.doi.org/10.1016/j.brq.2015.08.001,,10.1016/j.brq.2015.08.001,1439628046,,0,001-392-393-040-70X; 002-105-876-037-371; 003-575-763-136-333; 004-916-367-446-865; 006-008-018-160-120; 006-277-836-041-524; 007-622-898-589-828; 008-596-331-202-063; 009-673-159-112-615; 010-348-430-756-896; 011-482-542-867-21X; 013-858-820-525-515; 015-529-433-871-229; 017-824-686-702-428; 022-214-497-710-624; 023-328-011-698-250; 025-435-680-003-07X; 026-412-825-713-975; 027-072-417-054-032; 027-356-693-341-243; 027-884-337-883-678; 029-089-242-194-511; 031-237-873-278-002; 031-846-044-582-764; 033-018-752-664-276; 033-978-877-897-485; 036-659-582-250-124; 037-444-023-666-850; 038-609-843-536-874; 038-949-096-296-168; 039-709-711-841-513; 039-732-188-873-857; 041-185-759-394-764; 042-880-745-594-563; 043-357-207-617-342; 044-135-771-950-755; 046-165-382-970-445; 047-307-748-236-518; 047-590-602-284-433; 051-874-175-549-837; 051-875-265-995-253; 051-957-184-750-157; 053-195-536-333-811; 053-238-772-017-965; 057-726-555-355-181; 060-250-330-475-059; 061-829-988-617-171; 061-892-183-428-252; 063-142-918-090-628; 064-116-058-215-538; 064-152-810-463-715; 065-453-786-282-505; 066-400-343-948-766; 067-181-517-911-576; 070-794-461-899-933; 072-702-356-658-46X; 074-213-141-463-089; 074-791-843-353-639; 077-895-880-410-597; 078-157-257-137-287; 078-303-200-567-596; 080-289-680-843-118; 080-484-691-448-15X; 080-713-832-100-39X; 082-847-349-842-090; 083-084-132-509-805; 083-290-539-960-451; 084-613-224-049-188; 084-871-862-518-497; 086-004-358-068-877; 086-452-436-562-512; 089-291-031-816-072; 089-377-854-280-894; 089-473-170-566-883; 089-726-267-092-162; 097-571-561-229-998; 106-619-997-653-532; 106-791-576-342-79X; 110-797-201-786-206; 112-565-796-968-753; 113-955-213-695-117; 114-146-853-009-804; 118-079-747-225-966; 120-211-380-189-942; 123-899-687-687-732; 124-778-355-889-851; 126-506-371-686-222; 127-356-618-215-912; 128-039-313-779-140; 128-630-204-718-929; 134-228-444-394-742; 136-040-988-832-657; 138-909-757-185-115; 151-817-089-395-40X; 154-418-473-034-36X; 155-458-267-589-295; 155-879-175-881-390; 169-157-688-346-75X; 175-594-459-298-873; 182-170-415-856-399; 186-446-447-073-989,200,true,"CC BY, CC BY-NC",gold
072-486-949-376-712,CORPORATE SOCIAL RESPONSIBILITY IN INTERNATIONAL ECONOMIC LAW PERSPECTIVE,2015-10-01,2015,journal article,Brawijaya Law Journal,23564512; 25030841,Brawijaya University,,Nyoman Indra Juarsa; Yanuarda Yudo Persian,"Multinational Corporation/MNC has a significant role to play in promoting sustainable development and alleviating global poverty. As a subject of International Economic Law, MNC has the rights to take profit from its business activities. In addition, it also has responsibility to protect sustainable environment through CSR program. This paper focuses on what more specific instrument sets CSR in international economic law, and how CSR can be implemented by the MNC. International (public) law has been providing instruments to regulate MNC activities related to CSR, those are: OECD Guidelines, ILO Declaration and UN Global Compact. However, they are only “soft laws” that still require more specific instrument to be implemented. As a continuation of the general rules of public international CSR Instruments, the World Bank Group through the IFC and MIGA sets standard performances that must be met by every corporation that will get finance (IFC) or guarantee (MIGA). Standard Performances are described further in the environmental, health and safety guidelines that are essential for every company to provide protection to stakeholders related to business activities including workers, communities, and environment. As the method of evaluation and enforcement, IFC and MIGA have institution namely Compliance Advisor Ombudsman serving to receive reports from the public, investigate and provide notification to the company activities that negatively affect the society. Ultimately CSR is not only seen as philanthropy (mandatory) but also as guidelines and a code of conduct to be followed by the corporation in carrying out any business. Key words: mandatory norm, obligatory norm, CSR",2,2,84,102,Accounting; Norm (social); Corporate social responsibility; Business; Multinational corporation; Responsibility to protect; Corporation; Enforcement; International economic law; Public relations; Sustainable development,,,,,https://www.lawjournal.ub.ac.id/index.php/law/article/download/40/pdf https://www.lawjournal.ub.ac.id/index.php/law/article/view/40/pdf https://www.neliti.com/publications/53227/corporate-social-responsibility-in-international-economic-law-perspective https://media.neliti.com/media/publications/53227-EN-corporate-social-responsibility-in-inter.pdf,http://dx.doi.org/10.21776/ub.blj.2015.002.02.05,,10.21776/ub.blj.2015.002.02.05,2528856140,,0,,0,true,cc-by-nc,gold
072-636-811-058-544,Role of CSR in achieving customers' satisfaction and retention during COVID-19 and post-pandemic period: Empirical evidence from emerging nations,2022-04-22,2022,journal article,Human Systems Management,01672533; 18758703,IOS Press,Netherlands,Abdul Waheed; Faisal Shehzad; Farrah Arif; Anjam Aziz Abbas; Zahid Mehmood; Muhammad Usman,"<jats:p>BACKGROUND: COVID-19 is an ongoing virus disease also recognized as a coronavirus pandemic that propelled the world to rethink organizational strategies during this unprecedented challenge. Although research on CSR has broadly been done over the past decades; nonetheless, how CSR can contribute a leading role in engaging the stakeholders such as customers during this pandemic period and post-pandemic is an important research gap that ought to be uncovered. OBJECTIVES: This study explores the impact of CSR on external stakeholders like customers and how organizations can dramatically sustain the relationships during the COVID-19 period. First, this study investigates the relationships between CSR and customer satisfaction (CS). Second, this study explores the relationships between CSR and customer retention (CR). Finally, the moderating impact of gender and education were examined among the proposed relationships. METHODS: Using the survey of 500 respondents, this study prospected the linkages among CSR, CS, and CR from China using a convenience sampling approach. The questionnaires were disseminated to 700 Chinese online shoppers between Jan 2020 and March 2020 and explored using SEM model. RESULTS: It found that customers are more attached and satisfied with those organizations that are socially responsible and value their stakeholders, especially during uncertain situations like COVID-19 since presently revealed a positive relationship between CSR and CS. Second, it is found that there is a positive influence of CSR on CR as well. Finally, the study affirmed the positive nexus of gender and education as the moderators among CSR, CR, and CS. CONCLUSION: CSR is always on the front line blending social and environmental goals into business operations, especially during uncertain times and challenges. Undeniably, the COVID-19 pandemic is not only a global health emergency but is also leading to a major global challenge that drives organizations to revisit policies to sustain the relationships with their stakeholders. This study concluded the positive nexus of CSR and affirmed the positive role in sustaining relationships with customers during distinct uncertainties like COVID-19.</jats:p>",,,1,13,Corporate social responsibility; Nexus (standard); Pandemic; Business; Coronavirus disease 2019 (COVID-19); Marketing; China; Public relations; Psychology,,,,,,http://dx.doi.org/10.3233/hsm-211564,,10.3233/hsm-211564,,,0,001-860-474-503-969; 003-045-837-541-65X; 005-805-453-463-041; 006-197-818-768-965; 007-353-720-210-62X; 008-177-463-801-096; 013-596-882-149-255; 015-053-420-450-862; 015-215-190-512-747; 018-647-905-403-885; 023-838-345-816-990; 025-123-651-301-374; 027-334-756-414-87X; 028-883-015-488-343; 031-029-514-832-191; 033-045-651-788-185; 033-171-354-077-456; 035-556-471-787-086; 036-047-525-225-70X; 042-766-476-238-835; 048-459-391-960-165; 051-734-558-399-018; 057-954-715-751-349; 062-344-007-170-589; 062-548-244-200-344; 063-888-096-850-261; 069-058-370-061-990; 070-273-057-201-456; 073-158-781-920-270; 089-867-580-012-287; 093-922-172-700-658; 095-322-543-910-640; 103-779-214-519-85X; 104-326-189-091-541; 109-330-961-434-647; 114-348-343-803-085; 122-556-972-496-416; 125-997-368-057-68X; 162-968-042-926-557; 177-738-336-075-613,0,true,,bronze
072-833-024-533-417,Zeitgeist or chameleon? A quantitative analysis of CSR definitions,,2016,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Soumodip Sarkar; Cory Searcy,"Despite its increasing relevance, corporate social responsibility (CSR) remains hobbled by problems, variously charged as being chameleon, vacuous or an utterly meaningless concept. One reason is the absence of an agreed upon normative basis underpinning CSR. This is in large part due to the concept lacking a universally accepted definition. This paper explores how the concept of CSR has evolved over time drawing from 110 definitions of the construct. Using co-word analysis of definitions from 1953 to 2014, the study maps how the structure of the definitions has evolved during the field's historical development. The research uncovers the key terms underpinning the phenomenon, the centrality of these terms as well as mapping their interrelationships and evolution. The findings suggest that, despite the profusion and definitional heterogeneity over the six decades of the development of the field, there are six recurrent, enduring dimensions that underpin the CSR concept. These dimensions are economic, social, ethical, stakeholders, sustainability and voluntary. This paper makes several contributions to the academic literature. The systematic, quantitative analysis of definitions brings an objectivity that previous qualitative bibliometric analyses of CSR have lacked. The time period selected is substantially longer than previous analyses and captures the complete historical evolution of the concept. Moreover, the analysis provides the basis for the development of a new, comprehensive, yet concise, definition of CSR that captures all six of the recurring dimensions underpinning the concept.",135,,1423,1435,Epistemology; Corporate social responsibility; Sociology; Zeitgeist; Underpinning; Objectivity (science); Social science; Normative; Phenomenon; Centrality; Sustainability,,,,the Portuguese Science Foundation; FEDER/COMPETE,https://core.ac.uk/display/75982634 https://www.sciencedirect.com/science/article/pii/S0959652616308447 https://pubag.nal.usda.gov/catalog/5315990 https://core.ac.uk/download/pdf/75982634.pdf,http://dx.doi.org/10.1016/j.jclepro.2016.06.157,,10.1016/j.jclepro.2016.06.157,2469384904,,0,001-584-041-958-222; 003-024-848-717-371; 003-465-363-293-754; 004-819-527-814-707; 004-921-534-821-21X; 006-294-052-644-153; 007-873-448-003-590; 008-223-854-575-473; 009-024-987-910-508; 010-137-420-730-422; 011-104-666-786-86X; 013-524-854-219-241; 015-524-518-484-161; 015-586-822-938-491; 019-806-548-132-918; 024-508-593-832-791; 031-080-587-181-477; 032-324-839-327-829; 037-036-602-845-527; 037-413-751-889-09X; 043-605-651-281-566; 045-891-383-101-305; 046-389-606-812-052; 047-460-128-505-546; 049-067-185-344-517; 053-691-126-171-234; 055-127-219-449-931; 055-222-575-590-371; 055-927-829-013-436; 062-110-807-031-390; 062-906-676-533-211; 063-447-030-586-433; 064-091-717-837-982; 065-350-850-229-329; 065-635-282-815-141; 067-079-109-030-306; 071-619-281-776-256; 080-282-490-798-924; 080-361-191-972-828; 081-516-804-787-597; 083-202-108-164-16X; 088-919-850-566-219; 098-049-287-579-577; 099-085-870-469-302; 099-406-458-689-13X; 100-964-289-290-194; 101-501-432-643-796; 103-084-614-143-328; 104-303-239-152-807; 105-328-163-310-270; 111-348-209-308-455; 113-335-781-524-925; 118-220-961-138-732; 118-278-281-847-73X; 120-885-678-404-810; 121-069-500-542-723; 126-704-549-352-068; 127-356-618-215-912; 139-641-412-398-758; 141-645-267-004-74X; 145-439-378-728-837; 151-737-772-776-418; 156-208-441-443-940; 159-188-469-265-246; 159-254-247-090-981; 167-176-666-642-436; 168-855-921-534-493; 182-199-495-327-639,89,true,,green
072-885-544-201-55X,Hide-and-seek in corporate disclosure: evidence from negative corporate incidents,2019-02-04,2019,journal article,Corporate Governance: The International Journal of Business in Society,14720701,Emerald,United Kingdom,Bradley Rudkin; Danson Kimani; Subhan Ullah; Rizwan Ahmed; Syed Umar Farooq,"This paper investigates the legitimacy tactics used in the annual reports of UK listed companies in the aftermath of major corporate scandals.,We carried out a content analysis of annual reports of 19 companies that have been involved in corporate scandals with a view to understand how firms communicate negative scandals affecting them.,The findings reveal that firms use a wide range of legitimisation strategies in the manner that contribute to shape disclosure communications concerning negative incidents. For instance, some firms may offset the negativity linked to an incident by rendering such explanations amidst positive information.,Contrary to earlier studies conducted on accounting scandals, the authors incorporated extensive corporate scandals such as human rights violations, controversies concerning child labour, environmental scandals, corruption, financial embezzlement and tax evasion.",19,1,158,175,Accounting; Business; Content analysis; Human rights; Embezzlement; Child labour; Accounting scandals; Corporate disclosure; Corporate governance; Legitimacy,,,,,http://repository.essex.ac.uk/24009/ https://www.emerald.com/insight/content/doi/10.1108/CG-05-2018-0164/full/html http://bear.buckingham.ac.uk/273/ https://www.emeraldinsight.com/doi/full/10.1108/CG-05-2018-0164 https://hull-repository.worktribe.com/output/1001253/hide-and-seek-in-corporate-disclosure-evidence-from-negative-corporate-incidents https://core.ac.uk/download/199235823.pdf,http://dx.doi.org/10.1108/cg-05-2018-0164,,10.1108/cg-05-2018-0164,2894962211,,0,000-285-434-387-540; 002-800-351-395-955; 003-388-302-214-34X; 006-080-230-736-840; 006-711-702-004-719; 007-060-573-480-97X; 009-582-704-877-338; 011-336-598-668-302; 012-504-477-552-190; 012-805-278-438-570; 012-886-755-613-026; 013-173-453-931-615; 014-255-721-870-130; 014-741-900-871-765; 015-625-048-874-909; 017-452-275-554-702; 019-541-130-719-489; 022-867-604-979-425; 025-727-725-027-29X; 027-788-678-459-437; 029-397-556-422-403; 030-458-780-085-60X; 033-326-088-306-677; 038-137-573-491-529; 038-157-919-233-542; 039-031-069-748-445; 040-076-055-473-190; 044-717-458-187-191; 048-116-710-508-818; 050-360-463-315-643; 050-928-399-771-124; 052-802-334-885-429; 054-819-039-936-442; 056-505-335-399-152; 059-854-343-871-466; 059-963-608-933-099; 060-051-941-239-985; 064-438-261-806-271; 070-324-134-786-062; 070-748-360-533-900; 071-206-884-562-788; 072-207-587-551-303; 072-241-716-502-065; 072-523-078-904-478; 072-631-150-310-075; 073-069-997-260-203; 073-850-805-748-577; 074-324-787-866-567; 075-732-819-564-731; 078-108-465-963-590; 078-416-567-239-135; 079-107-373-563-962; 083-865-045-753-270; 090-905-186-535-012; 093-620-065-164-497; 093-713-801-044-833; 098-499-236-504-91X; 100-898-978-885-131; 101-922-020-860-87X; 102-040-710-914-937; 103-275-372-289-480; 108-227-820-994-059; 110-797-201-786-206; 113-989-628-496-043; 116-769-351-896-208; 117-724-349-478-792; 119-202-741-849-185; 124-429-600-057-448; 134-060-946-360-167; 136-132-642-511-694; 141-905-065-353-341; 146-753-143-120-714; 149-721-119-036-742; 153-136-084-399-371; 155-100-606-084-886; 160-444-730-392-309; 163-360-046-306-743; 171-102-821-865-449; 178-861-083-722-615; 187-427-798-022-684; 188-339-291-388-886,17,true,cc-by,green
072-944-398-606-07X,The Role of ‘High Potentials’ In Integrating and Implementing Corporate Social Responsibility,,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Adam Lindgreen; Valérie Swaen; David Harness; Marrieke Hoffmann,"The Samenleving and Bedrijf (S&B) network of Dutch organizations seeks to embed corporate social responsibility (CSR) within business practices but faces challenges with regard to how to do so across various organizational practices, processes, and policies. The integration of CSR demands cultural change driven by senior management and other change agents, who push CSR principles throughout the organization. This study examines the change processes that S&B member organizations have initiated, with a particular focus on the role of high potentials—those persons who have been selected for the fast track into senior management. Interviews with nine S&B organizations document their levels of CSR integration and implementation, the role of senior managers, and the effects of high potentials’ competencies on the realignment process. High potentials have the ability and opportunity to act as CSR change agents, but organizations’ expectations of their purposes as future senior managers prevented them from doing so. In the existing organizational cultures, leadership focused on economic success, and the CSR implementation process had just initiated. Therefore, a measure of CSR embeddedness might refer to the performance measurement and expectations of high potentials as potential CSR change agents.",99,1,73,91,Business ethics; Corporate social responsibility; Performance measurement; Sociology; Quality of Life Research; Senior management; Public relations; Process (engineering); Embeddedness; Organizational culture,,,,,https://rd.springer.com/article/10.1007/s10551-011-1168-3 https://research.cbs.dk/en/publications/the-role-of-high-potentials-in-integrating-and-implementing-corpo https://link.springer.com/article/10.1007%2Fs10551-011-1168-3/fulltext.html http://orca.cf.ac.uk/id/eprint/33721 https://dial.uclouvain.be/pr/boreal/object/boreal:116606 https://philpapers.org/rec/LINTRO-13 https://ideas.repec.org/a/kap/jbuset/v99y2011i1p73-91.html https://halshs.archives-ouvertes.fr/halshs-00585646 https://hull-repository.worktribe.com/output/428976 https://econpapers.repec.org/RePEc:kap:jbuset:v:99:y:2011:i:1:p:73-91 https://dialnet.unirioja.es/servlet/articulo?codigo=3853835 https://link.springer.com/article/10.1007%2Fs10551-011-1168-3 https://core.ac.uk/display/9710041 https://core.ac.uk/download/9710041.pdf,http://dx.doi.org/10.1007/s10551-011-1168-3,,10.1007/s10551-011-1168-3,2074789879,,0,002-465-563-089-76X; 008-043-822-452-85X; 012-459-789-068-736; 014-279-750-052-045; 015-271-876-692-523; 021-316-759-088-902; 022-046-459-778-046; 022-774-738-500-720; 026-895-802-475-205; 029-516-154-140-912; 034-333-571-515-796; 036-289-903-245-161; 043-680-907-737-847; 047-307-748-236-518; 050-946-760-593-98X; 053-690-397-234-837; 055-127-219-449-931; 055-498-815-134-39X; 070-599-112-657-422; 071-234-624-093-856; 074-624-837-197-037; 077-567-241-057-683; 077-892-157-150-649; 082-996-648-359-76X; 087-626-477-890-591; 088-919-850-566-219; 093-302-960-545-890; 093-599-974-666-052; 094-679-689-603-382; 097-106-240-878-31X; 098-700-441-844-448; 100-944-053-407-212; 103-966-653-879-172; 104-753-796-319-313; 110-602-220-872-676; 112-217-930-679-426; 122-401-190-240-268; 126-506-371-686-222; 132-085-391-819-04X; 134-207-976-723-743; 136-618-484-745-187; 139-378-337-071-572; 143-019-695-237-069; 144-761-487-564-80X; 149-829-768-285-065; 150-756-983-846-92X; 164-504-272-148-997; 173-406-328-300-925; 173-643-395-263-06X; 186-324-864-013-13X,21,true,,green
073-122-817-450-895,Corporate social responsibility: Evolution through institutional and stakeholder perspectives,,2016,journal article,European Journal of Management and Business Economics,24448451,Emerald,Spain,Jesús Barrena Martínez; Macarena López Fernández; Pedro Miguel Romero Fernández,"This article presents a structured review of the literature about corporate social responsibility, from the origins and evolution of the discipline, as a field of research, until the present. A review is also presented on the main contributions of authors and institutions in relation to the promotion of social responsibility, focusing on two complementary trends that have gained prominence as theoretical support: institutional theory and stakeholder approach. Some controversies and discussions generated in the years around the concept are also discussed.",25,1,8,14,Corporate social responsibility; Social responsibility; Institutional theory; Economics; Stakeholder theory; Stakeholder analysis; Stakeholder; Public relations; Business economics; Promotion (rank),,,,,https://www.sciencedirect.com/science/article/pii/S1019683815000591 http://www.sciencedirect.com/science/article/pii/S1019683815000591 https://dialnet.unirioja.es/servlet/articulo?codigo=5412785 https://core.ac.uk/display/82007619 https://www.econstor.eu/bitstream/10419/190510/1/1019394935.pdf https://www.elsevier.es/en-revista-european-journal-management-business-economics-487-articulo-corporate-social-responsibility-evolution-through-S1019683815000591 https://www.econstor.eu/handle/10419/190510 https://core.ac.uk/download/pdf/82007619.pdf,http://dx.doi.org/10.1016/j.redee.2015.11.002,,10.1016/j.redee.2015.11.002,2214332772,,0,007-270-189-300-511; 009-817-697-882-879; 010-972-364-535-743; 011-179-053-623-589; 011-364-981-161-852; 015-271-876-692-523; 015-960-393-706-824; 019-044-404-755-894; 019-806-548-132-918; 021-918-672-412-130; 022-512-643-506-628; 026-249-910-065-223; 027-827-119-143-849; 031-092-781-354-384; 033-445-837-262-66X; 036-596-987-405-23X; 038-578-341-205-232; 039-747-739-452-605; 040-344-640-544-410; 046-287-711-997-346; 047-460-128-505-546; 048-777-260-529-619; 049-170-947-595-722; 049-219-615-824-319; 050-199-112-545-182; 051-875-265-995-253; 052-802-334-885-429; 053-235-285-847-415; 054-065-376-733-955; 055-062-980-051-70X; 060-723-900-280-534; 061-829-988-617-171; 062-110-807-031-390; 064-091-717-837-982; 066-258-010-337-313; 069-206-139-517-387; 069-533-155-665-652; 070-960-034-885-415; 073-478-890-025-913; 077-193-713-495-881; 077-729-383-080-511; 080-697-152-393-849; 082-412-121-015-758; 088-771-838-450-418; 088-919-850-566-219; 090-406-037-700-073; 091-233-327-978-958; 095-474-248-729-999; 099-085-870-469-302; 099-095-725-205-22X; 102-368-758-859-868; 104-303-239-152-807; 108-750-063-494-933; 111-879-682-559-367; 115-373-591-444-545; 115-482-499-323-938; 117-807-224-867-448; 118-576-737-371-203; 125-334-414-602-216; 127-356-618-215-912; 131-093-145-212-22X; 132-148-353-192-130; 136-897-194-101-564; 139-641-412-398-758; 148-693-124-872-815; 155-849-634-946-361; 156-208-441-443-940; 177-427-814-408-905; 182-867-587-691-99X; 186-260-501-241-475; 193-107-258-263-342,103,true,cc-by,gold
073-618-691-247-275,Social Media: The New Mantra for Managing Reputation,,2015,journal article,Vikalpa: The Journal for Decision Makers,02560909; 23953799,SAGE Publications,,Asha Kaul; Vidhi Chaudhri; Dilip Cherian; Karen Freberg; Smeeta Mishra; Rajeev Kumar; Jason Pridmore; Sun Young Lee; Namrata Rana; Utkarsh Majmudar; Craig E. Carroll,"In a world where “one angry tweet can torpedo a brand,” 1 corporations need to embrace all possibilities. Social media2 have transformed the business and communication landscape and organizations appear to, reluctantly or willingly, recognize this change. Evolving patterns of communication, collaboration, consumption, and innovation have created new domains of interactivity for companies and stakeholders. In this changed scenario, there are opportunities for experimentation and correction, yet challenges abound. As on date, there are no definitive methodologies nor there is a ‘one-size-fits-all’ formula that can be applied to all situations for optimum results.",40,4,455,491,Business; Interactivity; Corporate communication; Crisis communication; Transparency (behavior); Stakeholder engagement; Industrial relations; Public relations; Reputation; Social media,,,,,https://repub.eur.nl/pub/95515/FINAL-COLLOQUIUM-Oct-Dec2015.pdf http://journals.sagepub.com/doi/full/10.1177/0256090915618029 https://journals.sagepub.com/doi/pdf/10.1177/0256090915618029 https://repub.eur.nl/pub/95515 http://vik.sagepub.com/content/40/4/455.full.pdf+html?frame=header https://journals.sagepub.com/doi/full/10.1177/0256090915618029 https://core.ac.uk/display/86161846 http://journals.sagepub.com/doi/pdf/10.1177/0256090915618029 https://www.narcis.nl/publication/RecordID/oai%3Arepub.eur.nl%3A95515 https://core.ac.uk/download/154420070.pdf,http://dx.doi.org/10.1177/0256090915618029,,10.1177/0256090915618029,2288850247,,0,,22,true,"CC BY, CC BY-NC",gold
073-631-715-075-874,The corporate governance and social responsibility nexus in the Lebanese banking industry,2016-06-06,2016,journal article,Corporate Governance,14720701,Emerald,United Kingdom,Nazha Gali; Dima Hajjar; Ibrahim Jamali,"Purpose; ; ; ; ; The purpose of this paper is to explore the contrasting views of banks and banking authorities in Lebanon regarding the corporate governance (CG) and corporate social responsibility (CSR) nexus.; ; ; ; ; Design/methodology/approach; ; ; ; ; Using survey responses collected from the managers of five Lebanese banks and banking authorities, the authors conduct a qualitative comparative study of the opinions on CG, CSR and CG–CSR nexus.; ; ; ; ; Findings; ; ; ; ; The findings of this paper reveal that while a CG culture is well-instituted by the authorities and that some forms of CSR are already practiced by banks, disagreements exist between the Lebanese banks and banking authorities in defining the CG–CSR nexus. While CG is viewed as an all-encompassing concept by the banking authorities, most banks ascribe to the paradigm that CG is component of CSR.; ; ; ; ; Research limitations/implications; ; ; ; ; The sample of this paper consists of large banks that have clear CG and CSR agendas. The results, therefore, cannot be generalized for the wider population of Lebanese companies that are characterized by family ownership and non-separation of ownership and control.; ; ; ; ; Practical implications; ; ; ; ; This paper informs both managers and policymakers on the differing views of the CSR–CG nexus while also contributing to informing the policy dialogue. Theoretically, this paper sheds light on the CG–CSR nexus in a developing country context.; ; ; ; ; Originality/value; ; ; ; ; There is a paucity of research on the CG–CSR nexus in the context of developing countries and for the banking sector in specific. This paper aims to address the gap in the literature by providing an in-depth qualitative examination of the CG, CSR and the CG–CSR nexus in the context of the Lebanese banking sector.",16,3,609,638,Accounting; Corporate social responsibility; Business; Social responsibility; Nexus (standard); Originality; Context (language use); Population; Corporate governance; Public relations; Developing country,,,,,http://dro.dur.ac.uk/18757/ https://www.emerald.com/insight/content/doi/10.1108/CG-08-2015-0109/full/pdf?title=the-corporate-governance-and-social-responsibility-nexus-in-the-lebanese-banking-industry https://www.emerald.com/insight/content/doi/10.1108/CG-08-2015-0109/full/html https://dro.dur.ac.uk/18757/ https://www.emeraldinsight.com/doi/abs/10.1108/CG-08-2015-0109 https://core.ac.uk/download/pdf/42129762.pdf,http://dx.doi.org/10.1108/cg-08-2015-0109,,10.1108/cg-08-2015-0109,2343543393,,0,000-689-846-595-187; 001-293-497-423-461; 001-729-623-432-874; 002-871-199-304-104; 003-942-549-468-531; 013-858-820-525-515; 014-455-741-938-215; 015-166-696-184-05X; 016-257-606-089-666; 016-557-770-539-07X; 017-046-212-454-268; 021-306-455-366-003; 023-805-456-668-862; 030-274-274-746-616; 032-091-390-675-30X; 033-018-752-664-276; 035-619-625-150-535; 039-160-241-549-140; 039-575-601-163-984; 039-906-874-409-584; 039-972-308-406-173; 048-715-594-971-286; 050-653-728-121-553; 051-670-691-178-142; 055-127-219-449-931; 063-453-767-172-316; 065-248-222-180-527; 086-077-195-670-27X; 088-924-085-542-362; 089-473-170-566-883; 089-539-125-638-47X; 092-417-232-212-354; 094-948-567-377-80X; 099-793-099-690-050; 100-357-883-277-115; 103-597-643-745-196; 103-969-895-789-86X; 106-619-997-653-532; 107-077-724-627-42X; 109-905-298-100-062; 115-373-591-444-545; 122-358-310-777-633; 125-527-088-714-749; 131-505-362-478-364; 133-010-831-701-951; 135-244-652-588-783; 136-467-647-267-277; 138-567-833-805-607; 140-276-873-569-081; 149-405-648-877-681; 150-756-983-846-92X; 156-628-929-193-587; 166-204-621-970-742; 167-131-589-725-932; 173-206-747-341-194; 175-337-844-210-420; 177-365-931-335-003; 178-397-057-385-09X; 182-170-415-856-399; 188-639-073-091-894,9,true,,green
073-831-952-466-584,Influence of European Union Policy to Corporate Social Responsibility,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Mária Antošová; Adriana Csikósová,"Abstract Corporate Social Responsibility (CSR) presents tool for European Union that has interest in cooperation with its partners to enforce conception of common responsibility for state and function of whole society in all membership countries. According the conception, companies do not orientate their interest only to their economical goals, but they extend it with goals, orientated to the environmental and social aspects and according mentioned they improve their vision and strategy. Corporate social responsibility had become decisive tool in area of business, as well as public policy in countries of EU that support it by its strategic documents. At the end of 20th century in EU several important initiatives raised, with goal to support extension of CSR as natural business standard. Contribution allocates influence of EU policy to support of CSR, presenting by strategy and action plans that are obligatory also for Slovakia, with aim to contribute to the sustainable development of whole society. Challenge to the future for Slovak companies is mainly to work with factors that limit realization of EU vision in area of CSR.",23,,733,737,Public policy; Corporate social responsibility; Business; Work (electrical); State (polity); Action (philosophy); European union; Public relations; Sustainable development; Function (engineering),,,,,https://www.sciencedirect.com/science/article/pii/S2212567115004566 https://www.sciencedirect.com/science/article/abs/pii/S2212567115004566 https://core.ac.uk/download/pdf/82797459.pdf,http://dx.doi.org/10.1016/s2212-5671(15)00456-6,,10.1016/s2212-5671(15)00456-6,946655725,,0,040-747-227-264-593; 048-004-864-027-279,4,true,,gold
073-954-094-047-673,An Examination to Effects of Gender Differences on the Corporate Social Responsibility (CSR),,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Mohammad Safari Kahreh; Asghar Babania; Mohammad Tive; Seyed Mehdi Mirmehdi,"Abstract Corporate Social Responsibility (CSR) generally means company's obligation to contribute to the well being of society. CSR refers to operating a business in a manner that meets or exceeds the ethical, legal, commercial and public expectations that society has of business. It tends to emphasis that businesses should act and be held accountable formore than just its legal responsibilities to shareholders, employees, suppliers and customers. A strategic approach to CSR is increasingly important to the competitiveness of enterprises. Despite the intensive debate which has been taking place among academics, consultants and corporate executives, the concept remains open to various definitions and understanding. The main purpose of this research is to investigate the effects of a basic variable including gender differnces on the corporate social responsibilty. For achieive to this purpose, after detailed literature review and research bachground, a comprehensive questinnaire has been provided. Data has been gathered from Iranian Center of Statitics (ICS). For data analysis the SPSS sofftware has been used. Based on this software, related and appropriated statitical analysis have been implemented. The results showed that despite of relative superiority of women orientation to the CSR, but there is no significance and meaningful differences between male and female's orientation to the CSR.",109,,664,668,Shareholder; Empirical research; Corporate social responsibility; Business; Marketing; Well-being; Obligation; Strategic approach; Public relations,,,,,https://core.ac.uk/display/82527654 https://www.sciencedirect.com/science/article/pii/S1877042813051641#! https://www.sciencedirect.com/science/article/pii/S1877042813051641 https://www.spolecenskaodpovednostfirem.cz/wp-content/uploads/2014/03/An-examination-to-effects-of-Gender-Differences-on-the-CSR.pdf https://cyberleninka.org/article/n/1239032 https://core.ac.uk/download/pdf/82527654.pdf,http://dx.doi.org/10.1016/j.sbspro.2013.12.525,,10.1016/j.sbspro.2013.12.525,2036923685,,0,001-396-661-701-454; 004-371-299-252-542; 007-898-350-109-582; 014-176-629-094-145; 015-524-518-484-161; 023-445-290-584-768; 030-180-299-426-355; 039-370-436-052-682; 039-819-321-697-146; 040-344-640-544-410; 048-728-798-928-135; 052-673-077-024-573; 064-207-876-235-702; 073-428-865-374-008; 080-997-283-478-935; 086-861-077-037-456; 088-922-097-418-554; 093-922-576-499-217; 102-013-312-303-010; 110-460-379-081-461; 117-652-913-702-653; 144-044-368-532-811; 150-792-390-609-310; 152-789-176-699-111; 156-829-014-293-097; 182-867-587-691-99X,41,true,,gold
074-275-392-346-796,Micro-processes of translation in the transfer of practices from MNE headquarters to foreign subsidiaries: The role of subsidiary translators,2019-04-11,2019,journal article,Journal of International Business Studies,00472506; 14786990,Springer Science and Business Media LLC,United Kingdom,Gabriela Gutierrez Huerter O; Jeremy Moon; Stefan Gold; Wendy Chapple,"Recent research has increasingly emphasized the micro-foundations of knowledge transformation in multi-national enterprises (MNEs). Although the literature has provided ample evidence of the enablers of and barriers to the translation of practices, less is known about the activities and efforts of translators that lead to specific types of translation in the context of the transfer of practices initiated at a MNE’s headquarters (HQ) to foreign subsidiaries. We apply a Scandinavian institutionalist approach to examine the translation of corporate social responsibility reporting, an HQ-initiated practice that is transferred to five foreign subsidiaries of a UK-based MNE. Our paper builds from a preliminary framework based on extant research to develop an extended framework of the micro-processes of translation. By theorizing the sequence of the micro-processes undertaken by translators, identifying the conditions under which they occur, and connecting them to the three types of translation, we provide a deep understanding of the micro-foundations of translation when transferring practices from HQ to subsidiaries. Our paper shows that translation is an evolving phenomenon and illuminates the importance of attending to the social, spatial, and temporal situatedness of translators. It also brings insights into the individual experience of institutional distance and its effects on translation.",51,3,389,413,Subsidiary; Corporate social responsibility; Institutional theory; Translation (geometry); Economics; Extant taxon; International business; Context (language use); Phenomenon; Knowledge management,,,,,https://research.cbs.dk/en/publications/micro-processes-of-translation-in-the-transfer-of-practices-from- https://link.springer.com/article/10.1057/s41267-019-00234-8 https://research-api.cbs.dk/ws/files/58218040/jeremy_moon_et_al_micro_processes_of_translation_in_the_transfer_of_practices_acceptedversion.pdf https://EconPapers.repec.org/RePEc:pal:jintbs:v:51:y:2020:i:3:d:10.1057_s41267-019-00234-8 https://ideas.repec.org/a/pal/jintbs/v51y2020i3d10.1057_s41267-019-00234-8.html http://irep.ntu.ac.uk/id/eprint/36382/ https://core.ac.uk/download/199209987.pdf,http://dx.doi.org/10.1057/s41267-019-00234-8,,10.1057/s41267-019-00234-8,2935994892,,0,000-338-509-512-630; 000-508-570-113-224; 002-638-441-307-135; 005-580-054-115-547; 007-911-719-512-755; 008-568-541-949-263; 012-206-440-366-807; 014-975-843-933-30X; 016-552-429-447-128; 016-931-529-179-271; 018-073-918-566-878; 018-472-764-471-750; 019-476-733-966-819; 020-481-986-737-944; 020-700-355-127-127; 021-333-049-104-984; 021-631-615-887-30X; 022-236-219-476-062; 022-774-738-500-720; 024-433-682-636-393; 024-485-620-868-847; 025-978-682-198-967; 026-169-050-342-031; 026-806-014-340-740; 027-059-876-213-585; 027-610-501-516-151; 028-001-264-656-11X; 031-257-427-647-996; 033-222-431-924-346; 033-411-454-638-636; 035-688-868-630-065; 039-994-858-302-181; 040-661-870-633-506; 041-862-533-942-110; 042-872-320-263-080; 043-985-175-045-040; 044-496-207-414-47X; 047-158-853-333-065; 049-149-806-451-569; 049-809-771-418-03X; 049-872-340-153-772; 049-914-262-600-874; 051-836-912-581-988; 054-124-780-576-32X; 054-299-131-722-096; 055-498-815-134-39X; 057-515-729-759-283; 058-704-179-299-946; 059-621-001-912-427; 060-243-101-359-972; 060-419-719-205-074; 061-254-844-640-01X; 061-801-570-410-873; 063-227-591-856-910; 064-698-052-831-770; 065-982-105-028-290; 067-227-778-970-604; 071-584-927-871-328; 076-779-473-757-070; 080-180-809-650-212; 080-209-506-112-456; 087-670-710-031-768; 089-545-582-767-243; 092-087-259-003-799; 092-235-131-089-660; 093-356-416-723-378; 095-449-933-020-30X; 104-009-776-791-869; 107-110-695-255-154; 107-223-926-228-833; 108-001-339-303-969; 110-126-531-987-353; 111-720-203-859-617; 115-373-591-444-545; 122-515-604-504-602; 123-095-659-912-476; 123-242-545-379-340; 123-628-833-025-039; 125-085-758-398-648; 126-032-278-552-412; 126-328-895-575-612; 126-779-304-682-014; 129-603-367-329-525; 140-261-435-400-444; 142-932-087-507-313; 149-056-733-736-960; 151-622-443-987-302; 152-178-527-342-649; 158-811-555-537-151; 178-563-757-060-924; 180-995-580-446-178; 183-325-171-633-77X; 191-483-561-332-335,23,true,,green
074-354-619-143-076,What type of controlling investors impact on which elements of corporate social responsibility,2012-12-21,2012,journal article,Journal of Sustainable Finance and Investment,,,,William Rees; Tatiana Rodionova,"Using a large sample of 3541 companies drawn from 30 countries during the period from 2002 to 2010, we analysed the impact of strategic shareholdings on different elements of corporate social responsibility (CSR). We find that total strategic or closely held equity holdings adversely affect the environmental, social and governance scores provided by ASSET4. However, this effect is largely driven by entrenched and undiversified holdings such as family and corporate cross-holdings, whereas diversified institutional investments typically have an insignificant impact. The influence of undiversified holdings includes particularly strong negative impacts on measures that include climate change, environmental management, business ethics and human rights. Thus the impact of ownership on CSR performance differs depending on both the type of owner and the type of CSR.",3,3,1,27,Business ethics; Accounting; Corporate social responsibility; Business; Social responsibility; Human rights; Institutional investor; Equity (finance); Large sample; Corporate governance,,,,,https://www.pure.ed.ac.uk/ws/files/8510051/JSFI_Rees_and_Rodionova.pdf https://www.research.ed.ac.uk/portal/files/8510051/JSFI_Rees_and_Rodionova.pdf https://www.research.ed.ac.uk/portal/en/publications/which-controlling-investors-impact-on-what-corporate-social-responsibility(ae3d4861-b319-44aa-97c4-50be953366ca).html https://EconPapers.repec.org/RePEc:taf:jsustf:v:3:y:2013:i:3:p:238-263 https://ideas.repec.org/a/taf/jsustf/v3y2013i3p238-263.html https://www.tandfonline.com/doi/abs/10.1080/20430795.2013.791143 https://www.research.ed.ac.uk/en/publications/what-type-of-controlling-investors-impact-on-which-elements-of-co https://core.ac.uk/download/28969355.pdf,https://EconPapers.repec.org/RePEc:taf:jsustf:v:3:y:2013:i:3:p:238-263,,,1985053595,,0,001-729-623-432-874; 003-612-156-749-357; 005-547-388-810-107; 010-691-814-946-443; 011-414-084-394-851; 011-672-200-968-245; 013-858-820-525-515; 014-599-177-955-833; 017-012-395-580-930; 017-046-212-454-268; 017-771-076-509-798; 017-842-105-849-325; 018-476-389-920-611; 018-606-075-915-716; 025-313-915-344-800; 026-493-702-598-863; 030-274-274-746-616; 031-344-164-676-052; 033-025-753-354-072; 033-571-015-004-116; 034-884-431-260-18X; 035-038-779-700-282; 039-575-601-163-984; 040-967-667-206-471; 046-342-916-077-307; 049-225-421-361-548; 050-523-809-280-040; 050-653-728-121-553; 051-974-821-573-208; 053-913-102-254-095; 054-216-748-691-334; 054-743-639-411-318; 057-515-729-759-283; 059-521-018-719-73X; 059-630-642-783-965; 059-763-247-712-381; 061-829-988-617-171; 062-110-807-031-390; 062-300-894-288-182; 062-694-578-077-222; 064-786-623-022-10X; 075-657-145-138-076; 077-360-907-703-162; 079-243-576-690-052; 081-746-855-169-119; 082-421-136-697-741; 086-077-195-670-27X; 087-665-520-633-788; 088-129-105-107-665; 095-444-943-647-955; 106-619-997-653-532; 107-016-286-482-435; 110-676-804-826-923; 113-538-659-624-674; 115-373-591-444-545; 118-502-157-753-318; 129-081-396-814-276; 140-869-076-373-290; 145-112-256-804-251; 148-158-857-816-576; 151-737-772-776-418; 157-269-064-006-037; 159-592-129-993-014; 162-983-593-368-040; 171-002-424-311-444; 178-243-284-047-726; 187-938-951-748-559,10,true,,
074-644-775-776-663,Speaking of Corporate Social Responsibility,,2014,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Hao Liang; Christopher Marquis; Luc Renneboog; Sunny Li Sun,"We argue that the language spoken by corporate decision makers influences their firms’ social responsibility and sustainability practices. Linguists suggest that obligatory future-time-reference (FTR) in a language reduces the psychological importance of the future. Prior research has shown that speakers of strong FTR languages (such as English, French, and Spanish) exhibit less future-oriented behavior (Chen, 2013). Yet, research has not established how this mechanism may affect the future-oriented activities of corporations. We theorize that companies with strong-FTR languages as their official/working language would have less of a future orientation and so perform worse in future-oriented activities such as corporate social responsibility (CSR) compared to those in weak-FTR language environments. Examining thousands of global companies across 59 countries from 1999-2011, we find support for our theory, and further that the negative association between FTR and CSR performance is weaker for firms that have greater exposure to diverse global languages as a result of (a) being headquartered in countries with higher degree of globalization, (b) having a higher degree of internationalization, and (c) having a CEO with more international experience. Our results suggest that language use by corporations is a key cultural variable that is a strong predictor of CSR and sustainability.",,,,,Accounting; Corporate social responsibility; Social responsibility; Political science; Globalization; Chen; Working language; Affect (psychology); Public relations; Sustainability; Internationalization,,,,,https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2407941_code1664187.pdf?abstractid=2403878&mirid=1 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2403878 https://core.ac.uk/display/86290218 https://autopapers.ssrn.com/sol3/papers.cfm?abstract_id=2411482 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2431634_code524065.pdf?abstractid=2411482&mirid=3 https://www.ssrn.com/abstract=2411482 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2431634_code524065.pdf?abstractid=2411482&mirid=1 https://core.ac.uk/download/155249321.pdf,http://dx.doi.org/10.2139/ssrn.2411482,,10.2139/ssrn.2411482,1852167868,,0,005-607-149-057-260; 006-576-878-127-983; 007-818-549-722-525; 007-946-409-910-328; 008-386-667-435-199; 008-658-426-072-338; 008-914-838-098-964; 009-539-685-541-092; 009-602-024-628-827; 013-992-248-871-704; 016-195-575-636-522; 017-147-261-575-907; 017-722-013-337-190; 018-075-278-238-815; 018-794-917-878-618; 021-504-365-794-001; 023-173-021-672-288; 023-559-057-667-810; 025-476-032-540-038; 027-198-107-496-015; 028-132-212-137-334; 028-330-948-712-634; 028-480-978-655-064; 031-739-231-019-607; 034-876-878-504-355; 034-926-710-085-858; 035-556-471-787-086; 038-337-918-778-717; 039-575-601-163-984; 041-501-408-602-017; 041-769-231-491-987; 044-889-724-709-150; 045-651-413-534-310; 049-067-185-344-517; 050-380-022-229-81X; 052-020-237-136-972; 052-458-646-209-235; 055-127-219-449-931; 055-896-413-456-39X; 056-711-119-867-297; 058-044-211-840-464; 060-631-470-650-719; 060-761-886-195-161; 061-866-141-222-548; 062-110-807-031-390; 062-796-181-265-839; 064-091-717-837-982; 064-786-623-022-10X; 069-405-310-915-492; 070-935-746-785-012; 071-155-607-138-623; 071-441-760-059-777; 072-406-253-389-942; 072-978-121-958-617; 073-854-087-596-828; 074-196-663-951-117; 075-401-188-052-732; 076-634-750-475-876; 077-553-760-959-884; 082-111-828-378-836; 082-353-384-303-56X; 089-271-014-307-550; 095-272-592-807-399; 095-574-659-512-717; 100-582-379-521-087; 106-149-070-283-982; 106-375-713-154-54X; 107-274-748-521-438; 107-806-876-754-927; 108-000-620-290-683; 108-222-366-916-76X; 108-962-629-750-575; 111-255-013-433-673; 113-517-454-844-742; 115-373-591-444-545; 115-482-499-323-938; 115-716-554-714-093; 131-706-886-237-685; 131-872-535-897-589; 132-523-558-069-306; 133-097-904-655-39X; 133-625-098-930-719; 165-778-809-192-811; 166-894-884-109-816; 168-625-367-398-370; 175-419-683-343-300; 175-602-270-496-697; 188-410-437-815-115; 196-535-906-269-508,24,true,cc-by-nc-nd,green
074-920-628-095-145,Employee‐Driven Sustainability Performance Assessment in Public Organisations,2017-07-29,2017,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Vera Coutinho; Ana Rita Domingues; Sandra Caeiro; Marco Painho; Paula Antunes; Rui Santos; Nuno Videira; Richard M. Walker; Donald Huisingh; Tomás B. Ramos,"Organisations are increasingly adopting sustainability performance assessment tools. However, these formal organisational sustainability assessments are typically managed and prepared by technical staff. There is a lack of research on approaches that enable a stakeholder-driven performance assessment. This paper develops a framework of informal/complementary stakeholder-driven sustainability performance assessment, from the perspective of employee voluntary collaboration. The framework composes a checklist of questions covering the main sustainability domains: perceptions, individual practices, and voluntary monitoring indicators. In an exploratory case study in a public organisation, the checklist was evaluated by employees in a participatory workshop. The evaluation criteria of understanding and usefulness were rated more positively than reliability. This paper shows a novel way of integrating employee inputs for informal sustainability assessment and supports the importance of empowering public organisations, thereby increasing their understanding of sustainability management frameworks. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment",25,1,29,46,Business; Marketing; Citizen journalism; Sustainability organizations; Empowerment; Checklist; Reliability (statistics); Social sustainability; Sustainable development; Knowledge management; Sustainability,,,,Fundação para a Ciência e a Tecnologia; Fundação para a Ciência e a Tecnologia; Fundação para a Ciência e a Tecnologia; Fundação para a Ciência e a Tecnologia,https://educapes.capes.gov.br/handle/10400.2/9429 https://ideas.repec.org/a/wly/corsem/v25y2018i1p29-46.html https://novaresearch.unl.pt/en/publications/employee-driven-sustainability-performance-assessment-in-public-o https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.1438 https://repositorioaberto.uab.pt/handle/10400.2/7167 https://www.mendeley.com/catalogue/e3d08388-18b9-3d07-a8b0-375079f9f829/ https://core.ac.uk/download/pdf/303044878.pdf,http://dx.doi.org/10.1002/csr.1438,,10.1002/csr.1438,2741395223,,0,012-909-354-969-194; 016-989-714-008-628; 017-167-454-912-226; 018-244-476-016-505; 019-806-548-132-918; 022-726-843-349-229; 023-978-291-437-139; 024-801-336-537-698; 030-412-132-629-193; 030-607-010-309-052; 031-477-177-450-553; 035-165-386-899-931; 040-345-907-238-389; 050-199-112-545-182; 054-694-553-053-590; 062-962-228-092-340; 063-299-125-853-678; 064-879-047-445-579; 069-533-155-665-652; 075-357-001-120-18X; 076-037-091-067-979; 077-503-411-300-605; 078-751-296-635-678; 084-143-088-253-622; 086-313-998-826-639; 088-476-710-477-10X; 091-208-915-419-656; 094-021-549-671-745; 102-315-200-204-070; 109-500-398-906-957; 109-548-637-296-942; 111-146-817-013-874; 117-149-716-687-599; 118-229-973-118-991; 120-525-259-558-859; 122-785-240-392-792; 124-229-561-494-349; 127-356-618-215-912; 131-417-616-648-555; 143-444-229-681-450; 156-583-456-423-795; 161-069-380-617-137; 178-385-903-725-076,26,true,,
075-039-699-258-899,Sustainable Oil and Profitable Wind: The communication of corporate responsibilities as inverted positioning,2017-11-01,2017,journal article,Nordicom Review,20015119,Walter de Gruyter GmbH,,Jochen Hoffmann; Maria Elmo Kristensen,"Companies are confronted with differing public perceptions, which influence the way in ; which they present their social and environmental responsibilities. Our qualitative study ; compares the online responsibility communication of two companies from the energy sector: Shell, representing the controversial but profitable oil industry; and Vestas, representing the sustainable wind industry, the financial competitiveness of which is sometimes called into question. The website analysis reveals that both companies engage in inverted positioning. They invert perceived weaknesses into strengths: Shell highlights its social and environmental responsibilities, whereas Vestas, instead of capitalising on its potential as a CSR brand, highlights its economic responsibility. Theoretically, we integrate inverted positioning into a constitutive process model of responsibility communication. Inverted positioning might lead either to a reputational downward spiral, making a company less credible in the longer term, or the public communication of contested responsibilities functions as a self-imposed ambition that can, over time, induce substantial corporate learning processes.",38,2,79,96,Corporate social responsibility; Business; Qualitative research; Perception; Energy sector; Economic responsibility; Industrial organization; Process (engineering); Petroleum industry,,,,,https://vbn.aau.dk/da/publications/sustainable-oil-and-profitable-wind(3de1225d-7930-4983-9965-8f1366a55102).html https://vbn.aau.dk/ws/files/267345641/_Nordicom_Review_Sustainable_Oil_and_Profitable_Wind.pdf https://content.sciendo.com/view/journals/nor/38/2/article-p79.xml https://www.sciendo.com/article/10.1515/nor-2017-0404 https://vbn.aau.dk/en/publications/sustainable-oil-and-profitable-wind-the-communication-of-corporat https://www.sciendo.com/pdf/10.1515/nor-2017-0404 https://dialnet.unirioja.es/servlet/articulo?codigo=6195728 https://core.ac.uk/download/76192413.pdf,http://dx.doi.org/10.1515/nor-2017-0404,,10.1515/nor-2017-0404,2588765254,,0,000-417-146-642-641; 002-026-122-868-261; 003-361-209-168-182; 009-774-523-476-62X; 009-797-985-985-324; 010-942-657-615-432; 012-805-278-438-570; 014-104-455-433-334; 015-695-019-141-152; 022-867-604-979-425; 024-115-867-513-759; 025-878-537-991-186; 026-895-802-475-205; 029-270-624-603-815; 031-379-991-759-927; 031-702-481-427-807; 031-928-668-286-444; 032-957-594-850-346; 035-506-988-554-079; 037-056-650-108-909; 043-914-701-442-209; 044-029-241-335-844; 044-305-958-581-127; 044-587-658-009-282; 045-700-918-534-234; 047-084-373-523-100; 047-460-128-505-546; 051-776-536-894-857; 051-874-175-549-837; 052-280-117-965-945; 059-132-666-093-246; 060-677-224-149-076; 062-732-650-352-538; 062-777-472-155-775; 064-337-792-484-854; 068-595-336-002-732; 077-140-941-101-945; 077-144-635-590-072; 092-279-920-295-648; 094-282-771-913-165; 096-507-687-539-470; 097-372-821-000-208; 101-590-306-362-536; 103-108-182-535-072; 104-160-254-217-28X; 104-335-175-345-939; 104-866-708-634-518; 107-274-748-521-438; 108-222-366-916-76X; 108-771-737-734-626; 112-820-401-511-042; 117-278-337-965-326; 128-336-112-606-607; 130-397-995-331-686; 133-010-831-701-951; 137-185-405-417-755; 150-756-983-846-92X; 152-291-274-836-644; 174-471-746-238-834; 175-527-487-279-864,5,true,cc-by-nc-nd,gold
075-355-039-615-891,Ethics and social responsibility – do HR professionals have the ‘courage to challenge’ or are they set to be permanent ‘bystanders?’,,2013,journal article,The International Journal of Human Resource Management,09585192; 14664399,Informa UK Limited,United Kingdom,Carole Parkes; Ann Davis,"This paper considers the role of HR in ethics and social responsibility and questions why, despite an acceptance of a role in ethical stewardship, the HR profession appears to be reluctant to embrace its responsibilities in this area. The study explores how HR professionals see their role in relation to ethical stewardship of the organisation, and the factors that inhibit its execution. A survey of 113 UK-based HR professionals, working in both domestic and multinational corporations, was conducted to explore their perceptions of the role of HR in maintaining ethical and socially responsible action in their organisations, and to identify features of the organisational environment which might help or hinder this role being effectively carried out. The findings indicate that although there is a clear understanding of the expectations of ethical stewardship, HR professionals often face difficulties in fulfilling this role because of competing tensions and perceptions of their role within their organisations. A way forward is proposed, which draws on the positive individual factors highlighted in this research to explore how approaches to organisational development (through positive deviance) may reduce these tensions to enable the better fulfilment of ethical responsibilities within organisations. The involvement and active modelling of ethical behaviour by senior management, coupled with an open approach to surfacing organisational values and building HR procedures, which support socially responsible action, are crucial to achieving socially responsible organisations. Finally, this paper challenges the HR profession, through professional and academic institutions internationally, to embrace their role in achieving this.",24,12,2411,2434,Organization development; Social responsibility; Multinational corporation; Political science; Positive deviance; Courage; Action (philosophy); Stewardship; Senior management; Public relations,,,,,http://eprints.aston.ac.uk/19547/1/Ethics_and_social_responsibility.pdf https://research.aston.ac.uk/portal/en/researchoutput/ethics-and-social-responsibility--do-hr-professionals-have-the-courage-to-challenge-or-are-they-set-to-be-permanent-bystanders(93e102f0-496f-4e19-a52d-ff190fd108e5)/export.html https://www.tandfonline.com/doi/full/10.1080/09585192.2013.781437 https://research.aston.ac.uk/en/publications/ethics-and-social-responsibility-do-hr-professionals-have-the-cou https://www.tandfonline.com/doi/ref/10.1080/09585192.2013.781437 https://publications.aston.ac.uk/id/eprint/19547/ https://core.ac.uk/download/185248256.pdf,http://dx.doi.org/10.1080/09585192.2013.781437,,10.1080/09585192.2013.781437,1969603457,,0,000-550-989-003-090; 001-122-311-780-297; 001-392-033-358-650; 001-729-012-586-567; 009-299-623-546-736; 011-946-337-234-803; 014-811-455-884-621; 015-395-182-408-641; 020-108-794-579-755; 026-444-178-721-448; 027-827-119-143-849; 028-476-710-029-263; 034-884-431-260-18X; 035-036-721-966-820; 035-179-560-084-939; 035-556-471-787-086; 035-737-210-992-439; 038-837-526-348-671; 039-141-476-528-199; 041-742-467-832-311; 042-372-634-990-183; 045-672-988-407-884; 045-976-239-825-635; 047-030-217-320-949; 047-050-312-186-424; 050-460-807-207-274; 056-346-354-193-963; 064-748-416-466-130; 065-677-868-374-318; 067-306-630-570-060; 070-964-322-033-91X; 071-620-618-869-625; 073-758-772-407-335; 078-137-815-704-808; 082-597-614-391-499; 095-754-614-048-429; 104-879-507-874-649; 106-909-459-316-892; 109-007-025-313-607; 109-505-389-272-57X; 111-967-642-990-937; 115-482-499-323-938; 128-715-477-850-071; 134-767-109-080-503; 138-920-916-383-707; 139-641-412-398-758; 140-152-638-698-68X; 145-978-257-402-104; 153-748-961-652-971; 156-208-441-443-940; 158-778-480-033-415; 158-927-186-899-302; 159-465-812-137-384; 166-541-700-198-452; 175-917-000-873-559; 184-357-958-130-896; 188-789-474-557-898; 190-896-003-676-60X; 192-088-790-057-361,44,true,,green
075-387-363-815-891,Organizational cultural factors influencing continuous improvement in Saudi universities,2019-01-24,2019,journal article,Journal of Organizational Management Studies,21660816,IBIMA Publishing,,Mohammed Saeed Alotaibi; Patrick McLaughlin; Ahmed Al-Ashaab,"Continuous Improvement (CI) is described as a culture of sustainable improvements aimed at making organizational processes and systems increasingly efficient. The importance of CI, especially in higher education institutions (HEIs), relies heavily on those institutions’ importance in the success of individuals, organizations and countries as a whole. Despite its importance, there is a lack of sufficient studies on the role of CI in the success of universities in Saudi Arabia. This paper aims to identify the organizational cultural factors (OC) that influence CI efforts within the Saudi HEIs, in order to provide an understanding of the enabling and inhibiting factors of such efforts. This study has adopted a qualitative grounded theory approach, which aims to identify the OC aspects that have an impact on the CI of Saudi HEIs. It identifies eight themes that influence CI implementation in Saudi HEIs, which are: External Engagement, Institutional management, Skills Enhancement, Institutional Strategies, Development & Growth, Obstacles To Success, Ethical Issues and University Infrastructure",2019,,1,16,Business; Public relations; Organizational culture,,,,,https://dspace.lib.cranfield.ac.uk/handle/1826/15007,http://dx.doi.org/10.5171/2019.408194,,10.5171/2019.408194,2911705373,,0,,0,true,cc-by,gold
075-415-211-284-003,The illusion of righteousness: corporate social responsibility practices of the alcohol industry,2013-07-03,2013,journal article,BMC public health,14712458,BioMed Central,United Kingdom,Sungwon Yoon; Tai Hing Lam,"Corporate social responsibility (CSR) has become an integral element of how the alcohol industry promotes itself. The existing analyses of CSR in the alcohol industry point to the misleading nature of these CSR practices. Yet, research has been relatively sparse on how the alcohol industry advances CSR in an attempt to facilitate underlying business interests, and in what ways the ongoing display of industry CSR impacts public health. This paper aims to investigate the alcohol industry’s recent CSR engagements and explain how CSR forms part of the industry’s wider political and corporate strategies. Our study used qualitative methods to collect and analyse data. We searched for materials pertaining to CSR activities from websites of three transnational alcohol corporations, social media platforms, media reports and other sources. Relevant documents were thematically analysed with an iterative approach. Our analysis identified three CSR tactics employed by the alcohol companies which are closely tied in with the industry’s underlying corporate intents. First, the alcohol manufacturers employ CSR as a means to frame issues, define problems and guide policy debates. In doing this, the alcohol companies are able to deflect and shift the blame from those who manufacture and promote alcoholic products to those who consume them. Second, the alcohol corporations promote CSR initiatives on voluntary regulation in order to delay and offset alcohol control legislation. Third, the alcohol corporations undertake philanthropic sponsorships as a means of indirect brand marketing as well as gaining preferential access to emerging alcohol markets. The increasing penetration and involvement of the alcohol industry into CSR highlights the urgent needs for public health counter actions. Implementation of any alcohol control measures should include banning or restricting the publicity efforts of the industry’s CSR and informing the public of the alcohol industry’s notion of social responsibility. More significantly, an internationally binding instrument should be called for to enable countries to differentiate between genuine concerns and spurious altruism, and in doing so, resist the industry’s attempt to erode alcohol control.",13,1,630,630,Corporate social responsibility; Social responsibility; Publicity; Legislation; Blame; Alcohol industry; Public relations; Social media; Altruism; Medicine,,Alcoholic Beverages; Food Industry/ethics; Humans; Politics; Qualitative Research; Social Responsibility,,,http://europepmc.org/articles/PMC3706248 http://www.readcube.com/articles/10.1186%2F1471-2458-13-630 https://link.springer.com/content/pdf/10.1186%2F1471-2458-13-630.pdf https://link.springer.com/article/10.1186/1471-2458-13-630/fulltext.html https://cyberleninka.org/article/n/1323697 https://bmcpublichealth.biomedcentral.com/articles/10.1186/1471-2458-13-630 https://core.ac.uk/display/38029470 https://link.springer.com/article/10.1186/1471-2458-13-630 https://paperity.org/p/57297197/the-illusion-of-righteousness-corporate-social-responsibility-practices-of-the-alcohol https://www.ncbi.nlm.nih.gov/pubmed/23822724 https://www.biomedcentral.com/1471-2458/13/630/prepub https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3706248/ https://core.ac.uk/download/38029470.pdf,http://dx.doi.org/10.1186/1471-2458-13-630,23822724,10.1186/1471-2458-13-630,2167186968,PMC3706248,0,000-383-283-053-883; 001-067-405-092-154; 004-173-445-309-838; 004-997-971-943-283; 005-095-701-495-138; 005-613-210-775-52X; 006-187-913-701-946; 008-373-743-891-776; 008-891-719-219-445; 009-477-162-810-483; 009-888-439-176-793; 011-341-959-912-865; 011-802-028-928-729; 015-195-633-848-763; 016-411-180-460-079; 018-687-251-712-465; 025-775-966-042-964; 029-150-241-868-772; 029-317-107-639-380; 031-385-179-365-266; 033-558-889-951-185; 036-074-846-928-514; 037-657-374-899-372; 046-965-688-213-813; 048-645-419-219-088; 051-995-595-766-53X; 052-215-222-379-699; 054-478-567-934-691; 056-543-940-256-472; 059-741-713-044-409; 062-182-653-841-771; 063-829-318-529-319; 064-109-306-804-724; 064-323-466-749-071; 066-037-591-838-773; 066-047-442-842-014; 066-277-098-740-003; 067-642-082-743-866; 071-989-048-773-022; 072-750-578-607-509; 074-145-761-812-284; 075-948-473-914-257; 077-637-140-611-295; 078-922-685-861-218; 082-794-668-942-228; 083-098-280-022-975; 084-614-408-968-482; 085-925-796-989-115; 090-594-715-944-992; 093-123-526-683-648; 093-999-125-051-320; 101-013-227-282-247; 101-286-122-689-116; 103-820-771-119-906; 104-764-927-610-316; 108-076-085-974-346; 110-029-473-099-897; 113-659-654-690-024; 117-963-510-447-756; 120-013-623-107-511; 127-070-586-469-200; 127-569-256-011-128; 128-875-226-655-848; 132-980-302-023-738; 138-659-162-759-272; 157-411-367-035-032; 171-333-126-723-068; 176-932-902-213-877; 178-541-581-695-16X; 178-628-496-923-596,81,true,"CC BY, CC0",gold
075-447-293-212-316,The Importance of Customer Expectations: An Analysis of CSR in Container Shipping,2018-11-11,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Lijun Tang; Victor Gekara,,165,3,383,393,,,,,,https://core.ac.uk/download/161770423.pdf,http://dx.doi.org/10.1007/s10551-018-4062-4,,10.1007/s10551-018-4062-4,,,0,001-662-267-806-775; 010-369-234-826-191; 015-271-876-692-523; 016-191-889-986-762; 016-321-890-559-912; 016-632-904-775-324; 019-806-548-132-918; 026-158-128-508-625; 027-625-335-553-863; 028-298-115-858-367; 032-796-113-665-744; 035-556-471-787-086; 040-367-306-130-193; 044-587-713-594-446; 045-252-335-169-056; 045-587-309-910-554; 056-624-582-263-377; 076-713-970-127-238; 077-378-177-504-502; 092-792-658-052-321; 112-754-061-155-797; 115-482-499-323-938; 120-429-978-390-167; 124-783-067-801-698; 135-690-174-979-180; 151-192-012-542-881; 155-099-470-549-377; 158-325-005-009-107; 163-301-620-589-291; 167-114-839-011-170,11,true,,green
075-894-080-784-235,Analisis Strategi Pemasaran Mengunakan Metode Quantitative Strategic Planning Matrik (QSPM) Studi Kasus : Borneo Project,2018-10-31,2018,journal article,Jurnal Rekayasa Sistem Industri,23391499; 02161036,LPPM UNPAR,,Anas Mujahid; Murianai Emelda Isharyani; Dharma Widada,"Borneo Project is a new business in the field of ordering services of various types of clothing. In doing its marketing strategy Borneo Project relies on marketing through friendship, word of mouth from one to another one and using social media as a marketing tool. This has not had a much positive effect on sales in Borneo Project. Therefore it is necessary to analyze the marketing strategy that can be applied in Borneo Project.Determining the strategy carried out in three stages: an input stage, matching stage, and the stage of the decision. The input stage is done by using Internal Factor Evaluation Matrix (IFE) and External Factor Evaluation Matrix (EFE). In the IFE matrix, obtained a total score of 2.407, while the EFE Matrix obtained score of 2.831. Based on internal and external factor analysis then matching phase with IE Matrix method and SWOT Matrix. The final stage was the decision stage used QSPM method. QSPM is used to evaluate alternative strategies obtained in the SWOT Matrix, then rank them. The first rank is the strategy of applying for credit funds, seeking investors or business joint venture partners and seeking financial assistance from corporate CSR with the acquisition of power score Pull of 5,824. Alternative strategies are prioritized to be applied is to ask a credit fund, seek a joint venture partner and investor or business and are looking for financial aid CSR.Keywords: Marketing Strategy, Borneo Project, QSPM",7,2,111,118,Rank (computer programming); SWOT analysis; Word of mouth; Corporate social responsibility; Business; Marketing; Matching (statistics); IFE matrix; Social media; Marketing strategy,,,,,https://journal.unpar.ac.id/index.php/jrsi/article/download/2995/2590 https://core.ac.uk/download/pdf/235701787.pdf,http://dx.doi.org/10.26593/jrsi.v7i2.2995.111-118,,10.26593/jrsi.v7i2.2995.111-118,2898917575,,0,002-565-763-998-800; 087-651-433-970-391; 157-319-743-775-48X; 178-416-506-061-500; 195-356-144-080-978,0,true,cc-by,gold
076-051-288-980-711,The Motivation for Corporate Institutions to Invest Funds in Public Schools,2014-11-01,2014,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Raj Mestry; Jacques Verster,"More recently, the state has tactfully appealed to corporate institutions to channel available funds to public schools. The Broad Based Black Economic Empowerment Act of 2003 stipulates that corporate institutions should spend at least one percent of its profit after tax on socio-economic development. Corporate institutions have the option of directing funds to educational institutions or steering funds to institutions outside of education. This paper examines the rationale behind corporate institutions providing funding to public schools: Some of the corporate institutions may want to realise economic growth over the long-term; some hope to gain or sustain consumer and employee loyalty in the short/medium-term. A qualitative research method was used to explore the motivation for corporate institutions, located in the central district of Cape Town, channeling funds to public schools. This study was anchored on the assumption that the sustainability of corporate funding in public schools is dependent on the achievement of high returns (or excessive profits). Some findings revealed that corporate institutions use stringent criteria to provide funds to schools; community relations are strengthened when schools are provided with additional funding; and the sustainability of funds in public schools is potentially dependent on the level of employee and community involvement. DOI: 10.5901/mjss.2014.v5n23p176",5,23,176,,Accounting; Economics; Profit (economics); Qualitative research; Loyalty; Black Economic Empowerment; Community relations; Corporate governance; Public relations; Sustainability,,,,,https://www.mcser.org/journal/index.php/mjss/article/view/4514 https://core.ac.uk/display/106072180 https://www.mcser.org/journal/index.php/mjss/article/download/4514/4385 https://core.ac.uk/download/pdf/228534329.pdf,http://dx.doi.org/10.5901/mjss.2014.v5n23p176,,10.5901/mjss.2014.v5n23p176,2084144940,,0,004-274-789-421-981; 004-429-718-023-138; 006-273-884-756-403; 006-985-339-012-324; 017-139-224-624-140; 023-934-533-122-208; 024-004-359-473-226; 031-180-588-711-167; 032-652-551-987-53X; 033-921-261-828-329; 034-084-277-312-15X; 044-603-301-810-728; 045-292-919-029-854; 050-905-068-581-818; 054-889-279-049-272; 062-448-418-959-054; 063-926-751-372-775; 064-098-156-969-652; 066-115-138-252-142; 071-837-551-305-725; 091-125-118-048-107; 116-324-650-203-369; 117-070-341-464-484; 132-945-305-753-53X; 139-969-862-344-094; 144-682-912-521-240; 149-129-761-361-996; 151-507-000-401-559; 153-905-245-264-106; 155-353-316-539-366; 156-208-441-443-940; 158-479-450-610-920; 159-592-129-993-014; 161-532-737-495-462; 178-595-837-129-473; 179-413-229-023-559,1,true,cc-by,hybrid
076-225-246-627-888,Multinational Corporations: Corporate Social Responsibility versus Environmental Problems,2016-06-29,2016,journal article,"European Scientific Journal, ESJ",18577431; 18577881,"European Scientific Institute, ESI",,Michelo Chilwalo,"Corporate Social Responsibility (CSR) is a subject of major concern and discussion in today’s world. The need for the local people to benefit from their resources is a noble gesture, which those involved in extracting their resources should uphold if poverty is to be addressed among millions affected by the scourge. This paper aimed to understand Multinational Corporation’s (MNCs) role in promoting CSRvis-a-visenvironmental problems arising from their operations in selected parts of the world. The study mainly generated and used qualitative data through desk review of literature on MNCs involved in agriculture, logging, pharmaceuticals and extractive industries such as minerals, gas and oil. The study revealed that hitherto, local people’s needs have remained unheededby MNCs, their rights are being violated and their environments have undergone irreparable damages. The realisation of all human rights: civil and political rights, social, economic and cultural rights, and the collective-developmental rights, the right to the clean environment, which every nation involved in any economic activity should achieve have been elusive in communities which are richly endowed with natural resources at the expense of profit maximisation by the MNCs in a bid to further enhance their economic might. This has resulted in massive suffering for the locals where MNCs operate or have abandoned their activities after depleting the resources without leaving any tangible infrastructure such as clinics, schools, roads, recreation facilities, and piped water.",12,17,241,241,Recreation; Corporate social responsibility; Multinational corporation; Economics; Human rights; Poverty; Damages; Cultural rights; Natural resource; Economic growth,,,,,http://eujournal.org/index.php/esj/article/download/7635/7360 https://paperity.org/p/76470056/multinational-corporations-corporate-social-responsibility-versus-environmental-problems https://eujournal.org/index.php/esj/article/view/7635 http://eujournal.org/index.php/esj/article/viewFile/7635/7360 https://core.ac.uk/download/236408741.pdf,http://dx.doi.org/10.19044/esj.2016.v12n17p241,,10.19044/esj.2016.v12n17p241,2467956973,,0,055-182-087-205-821; 068-537-249-574-307; 110-218-408-848-188; 146-239-073-358-409; 156-363-120-915-935,0,true,,bronze
076-245-314-793-166,CSR and Financial Performance Analysis: Evidence from Top ASEAN Listed Companies☆,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Stephanus Remond Waworuntu; Michelle Dewi Wantah; Toto Rusmanto,"The purpose of this research is to investigate whether the commitment of companies to their stakeholders has a relationship with better financial results and also to establish the extent and pattern of corporate disclosure in the top listed companies in the ASEAN region. This research found that there is a moderate to strong positive correlation between all the variables when analyzed as a whole. However, the correlation result varies when broken down into individual countries and sectors. There is an increasing awareness of CSR disclosure in the top listed ASEAN companies.",164,,493,500,Accounting; Profitability index; Corporate social responsibility; Business; Positive correlation; Financial performance; Corporate disclosure; Corporate social performance,,,,,http://repo.uum.edu.my/13422/1/69.pdf https://core.ac.uk/display/42980625 https://www.sciencedirect.com/science/article/pii/S1877042814059278 http://repo.uum.edu.my/13422/ https://cyberleninka.org/article/n/994630 https://cyberleninka.org/article/n/994630.pdf https://core.ac.uk/download/pdf/42980625.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.107,,10.1016/j.sbspro.2014.11.107,2062995458,,0,000-776-628-195-009; 007-507-890-999-116; 011-104-666-786-86X; 012-476-582-876-167; 014-455-741-938-215; 017-137-183-068-627; 017-722-013-337-190; 018-264-265-790-451; 018-392-325-202-807; 018-692-238-189-899; 019-806-548-132-918; 020-526-726-874-893; 020-736-087-760-763; 020-887-660-494-778; 022-050-113-408-381; 023-286-832-911-319; 026-995-242-424-810; 027-700-418-268-176; 032-213-417-749-309; 036-147-112-477-253; 036-596-987-405-23X; 037-574-057-137-389; 038-711-417-212-827; 039-534-395-803-934; 041-626-018-801-239; 043-837-358-117-145; 046-956-547-175-45X; 053-344-569-960-834; 059-327-495-365-613; 060-250-330-475-059; 060-571-945-430-102; 061-829-988-617-171; 062-769-369-448-844; 064-245-036-420-304; 070-981-148-599-196; 073-113-971-455-905; 074-791-843-353-639; 079-759-089-173-274; 084-613-224-049-188; 088-919-850-566-219; 091-336-357-638-147; 091-505-110-392-573; 091-838-937-052-361; 102-608-529-104-736; 105-761-987-389-943; 111-481-863-839-624; 112-565-796-968-753; 115-373-591-444-545; 118-013-216-581-193; 124-565-427-104-090; 125-105-529-685-761; 131-093-145-212-22X; 134-876-993-976-548; 137-757-950-457-737; 138-909-757-185-115; 139-970-810-136-902; 155-849-634-946-361; 155-990-012-454-437; 159-426-097-636-827; 164-694-724-934-885; 173-620-060-040-866; 181-685-874-090-114,36,true,cc-by-nc-nd,gold
076-558-717-142-541,"Capitalist globalization, corporate social responsibility and social policy",2010-11-01,2010,journal article,Critical Social Policy,02610183; 1461703x,SAGE Publications,United States,Leslie Sklair; David Miller,"This article outlines how the twin crises of capitalist globalization — of class polarization and ecological unsustainability — combine to produce the need for Corporate Social Responsibility (CSR) to attempt to bridge the gap between the rhetoric and reality of corporate conduct. The first section outlines how CSR relates to capitalist globalization and how it is integrated into the activities of the Transnational Capitalist Class (TCC). The role of CSR in relation to social policy is examined next leading on to an account of the uses to which CSR is put in policy discourse, particularly its strategic use in lobbying and the advance of corporate power.",30,4,472,495,Polarization (politics); Rhetoric; Corporate social responsibility; Economics; Social policy; Globalization; Transnationalism; Transnational capitalist class; Twin crises; Economic system,,,,,"https://pure.strath.ac.uk/portal/files/532566/SklairCSP376804.pdf http://journals.sagepub.com/doi/10.1177/0261018310376804 https://journals.sagepub.com/doi/abs/10.1177/0261018310376804 https://researchportal.bath.ac.uk/en/publications/capitalist-globalization-corporate-social-responsibility-and-soci http://journals.sagepub.com/doi/pdf/10.1177/0261018310376804 https://pureportal.strath.ac.uk/en/publications/capitalist-globalization-corporate-social-responsibility-and-soci http://eprints.lse.ac.uk/30037/ https://csp.sagepub.com/content/30/4/472.short?rss=1&ssource=mfr http://ejournal.narotama.ac.id/files/Capitalist%20globalization,%20corporate%20social%20responsibility.pdf https://strathprints.strath.ac.uk/27869/ https://core.ac.uk/download/9030095.pdf",http://dx.doi.org/10.1177/0261018310376804,,10.1177/0261018310376804,2156654702,,0,000-841-477-731-465; 001-596-740-188-691; 003-033-406-652-86X; 007-805-948-272-557; 028-557-863-462-257; 043-368-383-693-751; 053-820-418-990-571; 055-064-078-467-769; 058-171-286-644-830; 103-442-326-151-582; 103-618-248-652-635; 104-058-055-962-876; 111-968-795-904-600; 114-315-475-847-644; 114-699-437-690-450; 120-467-300-915-369; 122-685-286-428-844; 139-641-412-398-758; 140-527-594-335-34X; 157-777-851-371-296; 163-775-121-995-521; 176-258-698-681-953; 187-851-435-169-284; 189-958-396-926-950; 190-366-372-256-223,39,true,,green
076-782-225-353-808,"Exploring Monitoring, Work Environment and Flexibility as Predictors of Job Satisfaction within Australian Call Centres",2011-08-01,2011,journal article,International Journal of Business and Management,18338119; 18333850,Canadian Center of Science and Education,,John Annakis; Antonio Lobo; Soma Pillay,"The purpose of this paper is to investigate predictors of workers’ job satisfaction from the labour process andequity theoretical perspectives. The study employed a qualitative approach and draws on data from in depth focusgroups of customer service representatives (CSR). The sample for this study was drawn from three Australian callcentres operating in a variety of business sectors. The study highlights that three dimensions: monitoring,flexibility and work environment are significantly correlated to CSR job satisfaction. Developing an understandingof these dimensions is critical to understanding CSR job satisfaction perceptions in an industry which exhibits highlabour turnover and absenteeism. This study provides new insights on how to manage effectively job satisfactionwithin call centre environments through the incorporation of more multi-dimensional aspects that are considered tobe strong determinants of CSR job satisfaction. The study contributes to the literature by investigating a moremulti-dimensional approach to studying job satisfaction in call centre environments. The intensive case studyapproach highlights the implications for HRM.",6,8,75,93,Job design; Job attitude; Psychology; Marketing; Job performance; Operations management; Job satisfaction; Absenteeism; Flexibility (personality); Call centre; Job analysis,,,,,https://research.monash.edu/en/publications/exploring-monitoring-work-environment-and-flexibility-as-predicto https://www.ccsenet.org/journal/index.php/ijbm/article/view/9514 https://researchbank.swinburne.edu.au/file/edccf2e1-8adb-463b-9901-b00d07f0eb5f/1/PDF (Published version).pdf https://www.ccsenet.org/journal/index.php/ijbm/article/download/9514/8142 https://researchbank.swinburne.edu.au/items/edccf2e1-8adb-463b-9901-b00d07f0eb5f/1/ https://core.ac.uk/download/pdf/213003779.pdf,http://dx.doi.org/10.5539/ijbm.v6n8p75,,10.5539/ijbm.v6n8p75,2130892756,,0,006-808-078-380-761; 009-440-801-572-057; 020-178-317-299-842; 023-507-524-725-035; 023-875-751-278-895; 030-993-444-868-474; 037-181-793-655-187; 038-929-192-610-489; 041-726-085-090-076; 048-213-518-653-454; 051-150-053-369-324; 053-409-206-782-658; 054-421-447-795-220; 055-498-815-134-39X; 055-685-990-472-672; 061-330-728-451-846; 072-077-029-417-852; 079-089-153-172-023; 079-647-394-714-309; 081-377-442-567-716; 094-174-766-269-039; 098-970-953-678-930; 100-938-495-306-709; 106-730-832-251-987; 122-061-538-620-221; 124-608-872-203-393; 130-316-206-391-348; 137-028-305-470-007; 138-861-958-323-123; 144-255-391-355-403; 147-343-010-272-129; 183-948-831-506-671,19,true,cc-by,hybrid
076-801-526-134-845,Assessing the Communication Quality of CSR Reports. A Case Study on Four Spanish Food Companies,2015-08-12,2015,journal article,Sustainability,20711050,MDPI AG,Switzerland,Amparo Baviera-Puig; Tomás Gómez-Navarro; Mónica García-Melón; Gabriel García-Martínez,"Sustainability reports are tools for disseminating information to stakeholders and the public, serving the organizations in the dual purpose of communicating CSR and being accountable. The production of these reports has recently become more prevalent in the food industry, despite the fact this practice has received heavy criticism on two fronts: The quality of the tool for communication, and the extent of accountability. In addition to these criticisms, organizations must overcome the additional challenge of publishing sustainability reports that successfully meet the demands of a multi-stakeholder audience. In light of the importance of this practice, this paper presents a method to assess the communication and accountability characteristics of Spanish food companies' sustainability reports. This method is based on the method Analytic Network Process (ANP) and adopts a multi-stakeholder approach. This research, therefore, provides a reference model for improving sustainability reports, with the aim of successfully meeting their communication objectives and the demands of all stakeholders.",7,8,11010,11031,Dissemination; Multiple-criteria decision analysis; Corporate social responsibility; Business; Analytic network process; Sustainability organizations; Accountability; Quality (business); Public relations; Sustainability,,,,,https://ideas.repec.org/a/gam/jsusta/v7y2015i8p11010-11031d54078.html https://econpapers.repec.org/article/gamjsusta/v_3a7_3ay_3a2015_3ai_3a8_3ap_3a11010-11031_3ad_3a54078.htm http://www.ingenio.upv.es/en/publications/assessing-communication-quality-csr-reports-case-study-four-spanish-food-companies http://digital.csic.es/handle/10261/132114 https://core.ac.uk/display/89723945 https://riunet.upv.es/handle/10251/62900 https://www.mdpi.com/2071-1050/7/8/11010 https://www.mdpi.com/2071-1050/7/8/11010/pdf https://core.ac.uk/download/45449148.pdf,http://dx.doi.org/10.3390/su70811010,,10.3390/su70811010,2132568733,,0,004-357-037-904-933; 006-868-259-229-264; 007-898-350-109-582; 014-290-660-919-060; 015-645-785-780-388; 016-382-905-461-125; 017-973-147-985-368; 019-285-892-443-992; 020-186-611-104-284; 025-958-440-230-209; 026-895-802-475-205; 028-084-513-759-686; 028-281-161-144-241; 031-903-224-926-833; 032-523-725-971-466; 033-853-083-829-30X; 035-982-342-731-07X; 037-398-443-752-275; 040-703-634-079-358; 041-977-847-341-115; 044-476-116-764-45X; 044-724-244-465-972; 047-740-107-017-398; 048-241-698-148-452; 051-635-782-505-977; 055-152-654-090-964; 058-529-355-940-89X; 062-198-967-272-221; 083-400-071-667-106; 084-723-194-609-89X; 087-541-229-820-831; 089-473-170-566-883; 093-958-044-516-834; 095-826-475-583-244; 099-282-571-044-913; 102-714-913-703-441; 109-964-573-998-146; 120-862-737-744-881; 127-356-618-215-912; 132-476-163-597-527; 136-669-337-999-910; 154-556-244-657-593; 156-628-929-193-587; 159-196-524-170-902; 159-592-129-993-014; 162-290-133-902-677; 174-549-391-418-058; 180-499-842-758-700,23,true,cc-by,gold
076-830-678-749-219,CSR disclosure and corporate sustainability: evidence from the Shenzhen Stock Exchange,,2019,journal article,International Journal of Business Governance and Ethics,14779048; 1741802x,Inderscience Publishers,United Kingdom,Kemi C. Yekini; Han Li; Paschal Ohalehi; Aruoriwo Marian Chijoke-Mgbame,"In this paper we examined the relationship between CSR and corporate sustainability of Chinese companies listed on the Shenzhen Stock Exchange. This is necessitated by the high demand and increase in CSR activities and disclosures around the globe. Using a sample of 317 companies, we drew insights from the triple bottom line (TBL) and stakeholder theory to investigate the relationship between CSR and corporate sustainability. Data was analysed using structural equation modelling (SEM). A major contribution of this paper is the construction of a comprehensive CSR information disclosure index capable of guiding researchers and managers in measuring their CSR activities and reporting. The study's findings revealed that most Chinese companies stayed at the intermediate level of CSR information disclosure. Although CSR disclosure in economic and social dimension has a significant positive effect on corporate sustainability, our result shows a negative relationship with CSR in environmental dimension.",13,3,300,322,Accounting; Corporate social responsibility; Business; Negative relationship; Stakeholder theory; Stock exchange; Corporate sustainability; Sustainability reporting; Index (economics); Triple bottom line,,,,,https://eprints.soas.ac.uk/32119/ https://www.inderscienceonline.com/doi/10.1504/IJBGE.2019.099370 https://econpapers.repec.org/article/idsijbget/v_3a13_3ay_3a2019_3ai_3a3_3ap_3a300-322.htm https://dora.dmu.ac.uk/handle/2086/19007 https://dora.dmu.ac.uk/bitstream/2086/19007/1/Intl%20J%20Bus%20Gov%20and%20Ethics.pdf https://ideas.repec.org/a/ids/ijbget/v13y2019i3p300-322.html https://core.ac.uk/download/287585913.pdf,http://dx.doi.org/10.1504/ijbge.2019.10020741,,10.1504/ijbge.2019.10020741,2940565563,,0,000-776-628-195-009; 001-350-789-747-466; 003-045-837-541-65X; 010-424-200-517-47X; 013-665-483-040-275; 016-579-936-585-98X; 019-784-629-596-592; 019-806-548-132-918; 024-209-093-414-235; 026-895-802-475-205; 028-298-115-858-367; 029-792-408-182-479; 031-809-252-123-80X; 036-464-401-684-522; 037-532-978-619-045; 037-637-881-037-496; 040-344-640-544-410; 043-040-184-308-276; 044-231-278-183-61X; 047-268-489-350-13X; 047-819-542-194-307; 048-824-010-314-93X; 053-250-277-306-550; 054-252-121-155-210; 054-493-436-652-868; 057-686-287-638-308; 060-507-353-169-258; 060-571-945-430-102; 069-533-155-665-652; 073-113-971-455-905; 092-538-048-810-056; 097-077-467-286-714; 098-615-018-246-276; 107-037-950-371-702; 109-097-621-289-238; 109-579-040-691-431; 113-177-231-917-264; 114-853-456-861-510; 124-565-427-104-090; 125-894-267-538-829; 127-356-618-215-912; 141-089-950-543-604; 145-105-628-559-520; 145-107-552-907-267; 146-693-141-475-093; 150-136-011-904-374; 153-884-921-080-83X; 155-879-175-881-390; 165-249-374-057-923,1,true,cc-by,green
077-105-468-547-55X,Accounting narratives and impression management on social media,2017-07-26,2017,journal article,Accounting and Business Research,00014788; 21594260,Informa UK Limited,United Kingdom,Jessica Yang; Siwen Liu,"In this paper, we examine the defensive and assertive impression management strategies and the impact of firm performance on accounting narratives by investigating the earnings disclosures of FTSE 100 companies on Twitter. Social media has become the prevailing venue for organisational self-presentation because it provides firms with more control over the image they intend to establish and maintain through the communication and content they deliver online. Our findings show that firms minimise the disclosures of negative information but employ various patterns and dissemination techniques to emphasise positive information. Specifically, improving performers are more willing to post and disseminate earnings-related tweets to achieve a higher degree of stakeholder engagement than declining performers. Based on these findings, we conclude that firms present themselves on social media opportunistically to construct a positive public image.",47,6,673,694,Dissemination; Accounting; Business; Construct (philosophy); Narrative; Control (management); Stakeholder engagement; Earnings; Impression management; Social media,,,,,https://EconPapers.repec.org/RePEc:taf:acctbr:v:47:y:2017:i:6:p:673-694 https://centaur.reading.ac.uk/67121/ http://sro.sussex.ac.uk/id/eprint/86657/ https://ideas.repec.org/a/taf/acctbr/v47y2017i6p673-694.html https://www.tandfonline.com/doi/abs/10.1080/00014788.2017.1322936 https://core.ac.uk/download/80699568.pdf,http://dx.doi.org/10.1080/00014788.2017.1322936,,10.1080/00014788.2017.1322936,3122643924,,0,000-064-744-028-261; 001-396-809-388-258; 001-460-325-325-609; 003-914-455-818-117; 006-627-599-832-177; 007-965-953-722-965; 008-629-210-329-883; 009-781-299-423-827; 011-062-481-682-965; 014-571-264-321-121; 016-668-574-285-326; 016-882-083-606-903; 019-326-675-528-760; 019-752-661-941-484; 020-819-084-272-813; 024-230-198-759-471; 024-755-570-564-905; 025-847-465-411-67X; 028-925-276-527-550; 029-124-406-957-978; 034-512-170-368-311; 035-999-074-972-141; 043-602-165-037-791; 044-314-724-436-087; 048-242-468-565-693; 050-969-436-574-922; 053-843-325-108-000; 054-168-603-600-274; 054-852-999-719-052; 057-811-493-090-734; 061-677-725-529-209; 064-086-297-675-270; 065-119-701-845-37X; 066-725-071-735-067; 067-766-584-142-379; 069-516-833-118-451; 073-143-855-682-577; 073-850-805-748-577; 073-854-781-052-96X; 074-617-583-946-337; 076-252-086-901-078; 076-588-608-352-213; 078-817-556-870-201; 078-900-996-715-384; 092-247-213-128-836; 103-730-230-243-120; 105-472-147-599-007; 111-022-077-469-897; 111-726-609-456-735; 118-276-528-363-050; 127-623-728-920-368; 129-135-762-195-032; 132-424-326-544-872; 132-709-860-583-141; 137-278-583-024-367; 144-507-693-085-275; 150-619-311-159-544; 154-293-426-700-837; 160-761-967-563-873; 163-353-015-543-222; 165-100-257-529-180; 166-076-645-092-477; 172-211-547-679-334; 182-103-448-928-096; 184-790-482-110-976; 185-121-286-494-667,42,true,,green
077-107-288-741-952,Persuasive language of responsible organisation? A critical discourse analysis of corporate social responsibility (CSR) reports of Nigerian oil companies,2019-11-15,2019,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Uzoechi Nwagbara; Ataur Rahman Belal,"Purpose; The purpose of this paper is to investigate how language (choice) in CSR reports of leading oil companies in Nigeria is used to portray an image of “responsible organisation”.; ; Design/methodology/approach; This paper draws insights from communication studies (persuasion theory) and critical discourse analysis (CDA) studies to discursively unpack all those subtle and visible, yet equally invisible, linguistic strategies (micro-level elements): wording (single words), phrases and chains of words (clauses/sentences). These linguistic strategies (micro-level elements) proxy organisational discourses (meso-level elements), which are reflective of wider social practices (macro-level elements). The authors base the investigation on CSR reports of six leading oil companies in Nigeria from 2009 to 2012.; ; Findings; The findings of this study reveal that (leading) Nigerian oil companies linguistically use CSR reports to persuasively construct and portray the image of “responsible organisation” in the eyes of wider stakeholders (the communities) despite serious criticism of their corporate (ir) responsibility.; ; Originality/value; As opposed to the previous content analysis based studies, this paper contributes to the emerging stream of CDA studies on CSR reporting by providing a finer-grained linguistic analytical schema couched in Fairclough’s (2003) approach to CDA (and persuasion theory). This helps to unravel how persuasive language/discourse of responsible organisation is enacted and reproduced. The authors thus respond to the calls for theoretical plurality in CSR reporting research by introducing persuasion theory from communication studies literature which has hitherto been rarely applied.",32,8,2395,2420,Corporate social responsibility; Sociology; Content analysis; Schema (psychology); Communication studies; Originality; Critical discourse analysis; Persuasion; Public relations; Criticism,,,,,https://ideas.repec.org/a/eme/aaajpp/aaaj-03-2016-2485.html https://www.emerald.com/insight/content/doi/10.1108/AAAJ-03-2016-2485/full/html https://eprints.whiterose.ac.uk/147974/ https://core.ac.uk/download/217701707.pdf,http://dx.doi.org/10.1108/aaaj-03-2016-2485,,10.1108/aaaj-03-2016-2485,2959947508,,0,000-404-421-366-977; 001-098-443-170-258; 001-615-473-320-993; 002-484-704-347-595; 002-538-185-971-476; 003-381-870-931-732; 003-382-742-912-398; 004-295-980-481-889; 007-044-199-787-145; 007-060-573-480-97X; 007-176-091-024-685; 008-201-932-114-385; 008-223-854-575-473; 010-026-501-855-92X; 010-107-773-203-305; 010-942-657-615-432; 011-391-202-897-590; 013-965-809-457-05X; 016-620-973-977-714; 017-167-454-912-226; 019-448-391-626-233; 020-166-415-100-077; 020-501-268-825-03X; 022-995-245-595-388; 024-317-529-072-941; 026-310-682-855-767; 030-920-314-889-819; 031-295-476-768-804; 031-870-603-450-232; 034-131-769-828-055; 034-167-510-619-339; 035-379-939-694-244; 035-436-141-006-957; 035-795-888-211-806; 035-966-996-939-873; 038-382-979-426-419; 040-076-055-473-190; 041-627-848-252-341; 043-668-548-077-573; 044-029-241-335-844; 046-493-191-655-269; 048-271-844-876-181; 048-334-389-609-342; 048-575-148-124-333; 049-444-966-360-182; 050-310-590-710-181; 052-802-334-885-429; 052-812-095-481-177; 053-081-811-611-826; 054-578-520-377-646; 055-111-221-272-841; 057-098-273-408-690; 060-397-166-640-417; 060-963-027-837-782; 062-246-856-781-22X; 062-830-773-367-552; 068-282-512-782-815; 069-887-859-567-602; 070-697-503-444-706; 071-095-229-290-158; 071-130-901-682-290; 074-353-505-496-127; 076-345-363-706-733; 077-034-203-125-575; 077-360-324-283-899; 079-446-729-442-640; 080-376-784-464-37X; 081-525-020-629-042; 083-579-637-327-761; 083-932-634-401-414; 085-317-785-467-398; 086-285-005-719-092; 087-135-829-750-87X; 088-732-565-286-605; 091-155-691-979-577; 094-434-378-456-391; 096-599-803-885-591; 096-875-838-615-143; 100-403-600-698-935; 101-297-744-936-71X; 101-903-378-658-429; 102-279-421-074-93X; 103-052-447-425-179; 104-097-870-180-039; 108-300-920-749-534; 108-587-733-502-588; 114-487-342-019-758; 118-986-030-905-015; 119-669-916-576-14X; 120-875-539-082-998; 128-327-762-890-588; 132-909-556-466-561; 133-928-213-139-358; 135-259-798-054-671; 146-430-287-020-222; 150-005-284-621-599; 151-092-381-268-875; 158-089-603-907-300; 163-952-050-269-892; 167-480-430-020-688; 169-115-642-010-569; 170-396-646-369-455; 173-804-389-980-841; 186-743-383-364-816; 191-660-768-379-872,15,true,cc-by-nc,green
077-352-977-270-681,What could Entrepreneurship do for Sustainable Development? A Corporate Social Responsibility-Based Approach☆,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,N. Öykü İyigün,"Abstract Entrepreneurship is seen as an alternative to unemployment and poverty which could be the panacea for development ( Bogan & Darity, 2008 ). Today, there is a growing perception among entrepreneurs that success cannot be achieved solely through maximizing short-term profits and the growing importance of corporate social responsibility (CSR) on business success and positive impact on society is accepted ( Iyigun, 2013 ). Entrepreneurship and small businesses are the basics of economy, responsible for breakthrough innovations that influence the growth of free market economy and its general performance. This study aims to serve as an impetus for multidisciplinary research and further discussion on the entrepreneurial implications of CSR for sustainable development. Observing the positive social impact of entrepreneurs catering to basic needs, this study recognizes the important role in efficiently contributing to the achievement of sustainable development. Moreover, possible reasons of why entrepreneurs should be involved in sustainable development to reveal the motivations for sustainable development and underlying dimensions in decision making will be discussed. The study will provide a unique contribution to the literature as an example from a CSR-based perspective for the related field.",195,,1226,1231,Corporate social responsibility; Economics; Marketing; Free market; Poverty; Basic needs; Panacea (medicine); Sustainable development; Sustainability; Entrepreneurship,,,,,https://www.sciencedirect.com/science/article/pii/S1877042815037325 http://www.sciencedirect.com/science/article/pii/S1877042815037325 https://core.ac.uk/display/82241325 https://core.ac.uk/download/pdf/82241325.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.06.253,,10.1016/j.sbspro.2015.06.253,972376864,,0,001-293-497-423-461; 007-324-012-760-716; 011-104-666-786-86X; 016-411-180-460-079; 018-491-861-912-216; 020-432-963-788-094; 024-802-900-401-949; 026-221-377-963-492; 026-895-802-475-205; 037-585-879-213-006; 038-522-465-409-410; 040-944-843-935-787; 043-735-908-655-005; 061-983-819-386-718; 067-208-414-612-95X; 068-072-792-380-03X; 077-552-569-083-904; 080-418-285-278-233; 083-103-181-794-826; 084-927-940-044-718; 091-012-329-555-036; 094-278-144-303-075; 106-844-831-032-542; 108-343-482-961-008; 113-547-281-951-466; 120-479-013-354-149; 150-756-983-846-92X; 153-693-266-633-095; 163-381-099-113-497; 169-121-646-780-49X; 178-628-496-923-596; 190-741-478-907-460,58,true,cc-by-nc-nd,gold
077-550-543-322-576,Making a Niche: The Marketization of Management Research and the Rise of 'Knowledge Branding',2018-02-28,2018,journal article,Journal of Management Studies,00222380; 14676486,Wiley,United Kingdom,Afshin Mehrpouya; Hugh Willmott,,55,4,728,734,Niche; Political science; Economic geography; Marketization; Management research,,,,,https://ideas.repec.org/a/bla/jomstd/v55y2018i4p728-734.html https://openaccess.city.ac.uk/id/eprint/19555/ https://EconPapers.repec.org/RePEc:bla:jomstd:v:55:y:2018:i:4:p:728-734 http://orca.cf.ac.uk/119153/ https://www.onlinelibrary.wiley.com/doi/pdf/10.1111/joms.12336 https://core.ac.uk/display/157854333 https://onlinelibrary.wiley.com/doi/10.1111/joms.12336 https://core.ac.uk/download/157854333.pdf,http://dx.doi.org/10.1111/joms.12336,,10.1111/joms.12336,2791193162,,0,002-387-105-443-863; 028-642-431-099-358; 032-210-144-068-247; 082-171-985-858-889; 092-067-965-798-746,26,true,,green
077-615-026-524-051,Does Ethics Reward on Public Markets: Empirical Evidences Ten Years After the Great Recession,2019-03-28,2019,journal article,International Journal of Business Administration,19234015; 19234007,Sciedu Press,,Catello Giovanni Landi; Valerio Rapone; Danilo Tuccillo; Andrea Rey,"In the aftermath of the last Great Recession in 2007, firms’ commitment to social responsibility and sustainability started to be considered a corporate leverage to make extra-returns as well as to improve corporate reputation on institutional markets. This in turn has implied a lower uncertainty among investors and a higher trust from stakeholders’ categories, rising virtuous firms’ returns to over-perform their less responsible peers. Hence, this paper investigates the positive externalities of CSR on Italian stock exchange market, focusing on Blue Chips’ financial performance over the ten years post-crisis. In particular, we examined whether a listed company has been rewarded by its stakeholders over a high volatility periods, leveraging on CSR and Sustainability issues. Empirical findings highlight, ceteris paribus , two implications in regards to the impact of sustainability rating on corporate financial health. Indeed, the effect of CSR and corporate sustainability improves significantly companies’ earning performance (Return on Asset), although firms do not benefit from economic outperformances (Earning per Share) on stock exchange market.",10,3,1,,Ceteris paribus; Corporate social responsibility; Business; Social responsibility; Return on assets; Stock exchange; Earnings per share; Corporate sustainability; Monetary economics; Leverage (finance),,,,,https://www.sciedu.ca/journal/index.php/ijba/article/download/15265/9477 https://sciedupress.com/journal/index.php/ijba/article/download/15265/9477 https://www.sciedu.ca/journal/index.php/ijba/article/view/15265 https://sciedupress.com/journal/index.php/ijba/article/view/15265/9477 https://core.ac.uk/download/pdf/237685273.pdf,http://dx.doi.org/10.5430/ijba.v10n3p1,,10.5430/ijba.v10n3p1,2925908476,,0,013-837-826-929-964; 017-012-395-580-930; 019-534-948-420-613; 037-743-561-942-269; 042-588-718-064-075; 048-258-354-196-742; 053-195-536-333-811; 064-632-516-320-513; 066-400-343-948-766; 107-670-937-286-54X; 112-565-796-968-753; 114-717-527-812-251; 163-894-398-092-255; 175-351-777-759-886; 180-515-640-061-46X,2,true,,gold
077-681-472-831-540,Decoupling in the age of market-embedded morality : responsible gambling in a hybrid organization,2017-08-09,2017,journal article,Journal of Management and Governance,13853457; 1572963x,Springer Science and Business Media LLC,Netherlands,Susanna Alexius; Giuseppe Grossi,"This paper contributes to the understanding of hybrid organizations by refining the concept of decoupling as a strategic response to conflicting objectives and institutional expectations (Meyer and Rowan in Am J Soc 83:340–363, 1977). In today’s popular responsibility discourse one notes a hopeful “win–win” ideal that invites attempts, by companies in particular, to realize and balance conflicting values and to strive to fulfil both profit objectives and responsibility objectives. Although institutional theory has long acknowledged the strategic response of decoupling in organizational contexts, the potential of exploring and refining how this concept may be used to analyse strategic responses in the contemporary era of market-embedded morality has yet to be explored (Shamir in Econ Soc 37:1–19, 2008). There are good reasons to do so as the present-day discourse on the relation between the economy and morality offers a new set of options and challenges for legitimately responding to institutional demands. This paper draws on an explanatory, rich ethnographic and longitudinal case study of a Swedish fully state-owned company operating in the post 1990s gambling market. We suggest that contemporary hybrid organizations positioned at the crossroads of bureaucratic and market schemes of organizing, may find themselves in a particularly tight spot and seek legitimacy by decoupling—not only by adopting certain legitimizing structures, but also and increasingly with reference to market-embedded morality, a commoditizing of responsibility in their contested market setting. Based on the case findings, we suggest a distinction between organization-based decoupling and market-based decoupling and propose that market-based decoupling may be attractive to hybrid organizations owing to it being less sensitive to scrutiny and accountability claims. But at the same time, our findings indicate that market-based decoupling poses a risk to hybrid organizations, as it does not offer the same degree of legitimacy with key stakeholders/the general public as organization-based decoupling does.",22,2,285,313,Institutional theory; Economics; Profit (economics); Law and economics; Morality; Accountability; Scrutiny; Rowan; Market economy; Legitimacy; Bureaucracy,,,,The Swedish Foundation for Humanities and Social Sciencies; The Handelsbanken Research Foundations,https://paperity.org/p/80632424/decoupling-in-the-age-of-market-embedded-morality-responsible-gambling-in-a-hybrid https://link.springer.com/content/pdf/10.1007%2Fs10997-017-9387-3.pdf https://usiena-air.unisi.it/handle/11365/1095816 https://core.ac.uk/display/87671920 https://link.springer.com/article/10.1007/s10997-017-9387-3/fulltext.html https://ideas.repec.org/a/kap/jmgtgv/v22y2018i2d10.1007_s10997-017-9387-3.html http://www.diva-portal.org/smash/record.jsf?pid=diva2:1133683 https://link.springer.com/article/10.1007/s10997-017-9387-3 https://core.ac.uk/download/288644425.pdf,http://dx.doi.org/10.1007/s10997-017-9387-3,,10.1007/s10997-017-9387-3,2744560828,,0,000-622-423-217-305; 004-767-424-884-794; 005-558-039-472-131; 007-390-987-283-804; 010-078-443-622-339; 010-360-519-122-322; 013-168-251-662-502; 013-603-962-208-182; 014-678-683-652-179; 015-271-876-692-523; 015-496-158-532-901; 015-554-174-920-894; 019-196-137-228-40X; 021-863-513-455-701; 022-774-738-500-720; 023-667-284-891-618; 026-178-832-039-373; 029-512-215-879-086; 033-141-385-121-651; 034-794-053-057-942; 036-570-308-449-551; 036-628-967-553-52X; 036-907-464-735-075; 039-311-294-001-934; 042-234-581-494-34X; 044-344-930-801-855; 044-587-713-594-446; 045-095-590-375-918; 046-807-684-862-329; 047-530-469-117-884; 049-219-615-824-319; 050-592-544-995-671; 050-924-721-794-132; 052-802-334-885-429; 053-807-452-982-341; 054-130-652-525-174; 058-472-028-633-88X; 061-973-549-721-117; 067-458-359-436-990; 067-756-804-584-568; 068-856-154-430-94X; 069-051-050-641-003; 070-967-942-329-571; 074-711-895-843-629; 075-254-054-159-385; 076-554-665-003-057; 076-970-870-528-891; 082-442-022-370-268; 083-240-669-018-16X; 083-377-185-639-805; 083-842-519-544-592; 086-967-773-601-597; 092-207-936-887-696; 098-689-390-451-913; 104-744-011-222-374; 105-328-163-310-270; 110-292-120-449-677; 111-929-052-318-393; 112-195-769-077-466; 112-311-080-715-742; 119-229-194-605-922; 123-694-573-650-975; 125-766-057-221-35X; 129-316-273-531-43X; 132-261-475-624-768; 133-165-698-072-928; 138-958-898-946-687; 141-317-426-535-917; 141-628-491-991-191; 146-652-873-548-728; 149-056-733-736-960; 156-141-169-253-764; 160-882-661-616-283; 161-142-804-529-009; 161-681-611-535-86X; 164-939-741-162-680; 176-015-130-610-312; 181-443-259-071-841; 182-444-379-303-441; 182-904-016-602-260; 186-257-212-582-751; 188-272-581-719-395; 193-107-258-263-342; 198-004-981-261-717; 198-030-524-322-966,27,true,cc-by,hybrid
077-876-012-923-153,Business Groups and Corporate Responsibility for the Public Good,2018-06-07,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Melsa Ararat; Asli M. Colpan; Dirk Matten,"This paper analyzes the relationship between Business Groups as a distinct way of organizing economic activities and their relation to the public good. We first analyze the phenomenon of Business Groups and discuss some of their core features. Subsequently, the paper moves to analyzing the existing literature on Business Groups and corporate social responsibility (CSR) as the most common label for the topic of this Special Issue. Subsequently, specific peculiarities of Business Groups in the context of CSR and their contribution to the public good are fleshed out. Based on this analysis, the paper delineates some implications for the field of CSR and the wider debate on the nature of the firm. We close with some perspectives for future research.",153,4,911,929,Business ethics; Corporate social responsibility; Business; Public good; Relation (database); Context (language use); Field (Bourdieu); Corporate governance; Public relations; Phenomenon,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7371604 https://research.sabanciuniv.edu/34904/ https://link.springer.com/content/pdf/10.1007%2Fs10551-018-3920-4.pdf https://link.springer.com/article/10.1007/s10551-018-3920-4/fulltext.html https://ideas.repec.org/a/kap/jbuset/v153y2018i4d10.1007_s10551-018-3920-4.html https://rd.springer.com/article/10.1007/s10551-018-3920-4 https://philpapers.org/rec/ARABGA https://link.springer.com/article/10.1007/s10551-018-3920-4 https://core.ac.uk/download/pdf/190018972.pdf,http://dx.doi.org/10.1007/s10551-018-3920-4,,10.1007/s10551-018-3920-4,2802023153,,0,000-418-383-871-530; 001-759-804-053-248; 004-587-250-324-122; 007-707-350-737-007; 008-813-847-420-713; 009-070-255-918-35X; 011-860-804-516-926; 013-290-067-838-87X; 013-585-620-977-516; 014-773-414-372-705; 019-748-373-199-535; 020-983-367-610-282; 021-356-879-752-595; 021-691-285-357-238; 022-699-667-440-240; 023-889-347-100-451; 025-558-920-126-58X; 025-573-673-528-949; 026-274-648-894-61X; 026-609-636-261-964; 027-811-501-013-619; 028-323-210-834-55X; 028-642-431-099-358; 029-901-254-860-07X; 031-660-191-491-744; 031-715-641-605-75X; 032-212-634-871-680; 033-481-997-871-905; 034-152-515-322-09X; 035-051-823-297-424; 035-189-771-677-178; 035-556-471-787-086; 036-207-773-496-453; 038-967-310-683-150; 041-687-811-057-600; 042-872-320-263-080; 043-301-398-071-465; 044-167-001-937-323; 045-742-269-882-575; 048-264-062-150-970; 048-519-044-495-299; 048-773-881-500-079; 050-415-661-106-91X; 051-875-265-995-253; 053-392-021-755-313; 053-829-093-165-346; 054-278-733-090-636; 054-588-638-815-495; 055-896-413-456-39X; 056-235-984-637-184; 056-711-119-867-297; 059-348-857-216-133; 061-011-260-798-052; 061-799-549-933-020; 063-100-902-113-834; 066-288-347-355-944; 068-877-557-335-085; 071-373-619-790-016; 076-404-715-146-926; 076-656-482-427-479; 077-351-281-389-962; 077-506-590-000-424; 077-582-581-866-175; 080-361-191-972-828; 082-171-985-858-889; 082-498-621-055-094; 084-911-364-005-65X; 085-109-384-701-255; 086-825-334-503-254; 088-377-397-168-613; 091-390-073-559-276; 092-100-315-498-954; 093-643-634-327-789; 094-597-275-382-007; 097-538-482-761-017; 100-204-224-295-662; 103-549-235-580-787; 104-464-991-958-283; 105-299-880-523-084; 107-274-748-521-438; 109-669-763-025-159; 110-192-150-559-705; 110-531-861-657-508; 113-714-503-274-997; 115-969-828-047-722; 116-838-523-900-258; 118-194-558-923-654; 118-354-522-870-183; 124-707-175-597-466; 127-278-963-372-117; 127-356-618-215-912; 128-489-107-711-389; 130-608-962-052-485; 132-209-789-013-152; 135-395-334-348-539; 141-111-920-243-166; 143-317-579-691-630; 143-425-951-288-61X; 145-424-220-861-716; 145-697-221-812-805; 146-952-873-120-267; 159-555-912-909-096; 159-592-129-993-014; 161-645-930-979-654; 165-213-644-861-870; 167-069-768-119-845; 167-594-164-892-138; 167-621-803-646-381; 168-033-919-367-910; 168-625-367-398-370; 169-793-890-626-883; 173-318-223-128-364; 173-533-732-162-714; 178-397-057-385-09X; 182-199-495-327-639; 182-368-381-841-87X; 185-039-095-057-891; 190-515-973-194-538; 195-560-810-403-424,26,true,,green
077-986-338-963-910,"Corporate social responsibility as cultural meaning management: a critique of the marketing of ""ethical"" bottled water.",2011-06-20,2011,journal article,Business Ethics: A European Review,09628770,Wiley,United Kingdom,Vinicius Andrade Brei; Steffen Böhm,"To date, the primary focus of research in the field of corporate social responsibility (CSR) has been on the strategic implications of CSR for corporations and less on an evaluation of CSR from a wider political, economic and social perspective. In this paper, we aim to address this gap by critically engaging with marketing campaigns of so-called ‘ethical’ bottled water. We especially focus on a major CSR strategy of a range of different companies that promise to provide drinking water for (what they name as) ‘poor African people’ by way of Western consumers purchasing bottled water. Following Fairclough's approach, we unfold a three-step critical discourse analysis of the marketing campaigns of 10 such ‘ethical’ brands. Our results show that bottled water companies try to influence consumers' tastes through the management of the cultural meaning of bottled water, producing a more ‘ethical’ and ‘socially responsible’ perception of their products/brands. Theoretically, we base our analysis on McCracken's model of the cultural meaning of consumer goods, which, we argue, offers a critical perspective of the recent emergence of CSR and business ethics initiatives. We discuss how these marketing campaigns can be framed as historical struggles associated with neo-liberal ideology and hegemony. Our analysis demonstrates how such CSR strategies are part of a general process of the reproduction of capitalist modes of accumulation and legitimation through the usage of cultural categories.",20,3,233,252,Business ethics; Hegemony; Corporate social responsibility; Sociology; Social responsibility; Ideology; Marketing; Legitimation; Critical discourse analysis; Public relations; Politics,,,,,http://repository.essex.ac.uk/5337/ https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1868690 https://papers.ssrn.com/sol3/Delivery.cfm/j_1467-8608_2011_01626_x_wml.pdf?abstractid=1868690&mirid=2 https://dialnet.unirioja.es/servlet/articulo?codigo=3683112 https://papers.ssrn.com/sol3/Delivery.cfm/j_1467-8608_2011_01626_x_wml.pdf?abstractid=1868690&mirid=5&type=2 http://core.ac.uk/display/16387363 https://onlinelibrary.wiley.com/doi/full/10.1111/j.1467-8608.2011.01626.x https://philpapers.org/rec/BRECSR-2 https://core.ac.uk/download/16387363.pdf,http://dx.doi.org/10.1111/j.1467-8608.2011.01626.x,,10.1111/j.1467-8608.2011.01626.x,2013334998,,0,000-368-279-182-353; 000-418-985-885-542; 005-470-613-856-257; 005-646-834-789-509; 005-862-354-105-944; 009-787-664-617-644; 011-359-104-346-728; 012-128-283-892-481; 012-420-183-863-526; 012-476-582-876-167; 013-286-965-504-626; 016-411-180-460-079; 016-620-973-977-714; 024-704-351-309-568; 025-220-418-295-929; 025-499-212-434-285; 029-321-678-827-723; 033-760-212-967-192; 034-264-370-261-383; 036-076-362-396-223; 039-467-933-939-795; 042-550-163-160-552; 043-188-317-386-878; 045-318-111-188-441; 053-235-285-847-415; 053-513-206-066-934; 053-726-146-590-804; 054-245-397-086-572; 056-078-285-899-939; 056-481-390-247-115; 060-228-881-415-713; 062-473-095-312-102; 063-598-554-502-809; 065-296-620-509-777; 066-422-046-270-132; 069-533-155-665-652; 070-630-368-370-25X; 071-130-901-682-290; 075-789-364-487-22X; 076-698-282-179-955; 081-409-716-767-146; 082-171-985-858-889; 083-826-637-958-550; 088-919-850-566-219; 097-213-764-422-536; 099-085-870-469-302; 103-707-379-981-118; 105-259-643-494-287; 132-965-711-229-774; 138-591-920-880-461; 142-577-381-564-649; 150-871-950-089-567; 155-416-030-479-973; 161-926-389-269-638; 162-318-741-734-445; 163-529-639-649-240; 164-525-293-714-161; 168-855-921-534-493; 170-582-197-011-069; 174-300-477-415-604; 178-253-602-121-768; 178-397-057-385-09X; 178-628-496-923-596; 181-544-903-034-80X; 182-116-602-914-26X; 183-204-056-687-851; 187-898-925-023-649; 189-202-707-450-057; 189-225-206-656-892,49,true,,green
078-021-346-371-902,Assessing Arms Makers' Corporate Social Responsibility,2007-05-22,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Edmund F. Byrne,"Corporate social responsibility (CSR) has become a focal point for research aimed at extending business ethics to extra-corporate issues; and as a result many companies now seek to at least appear dedicated to one or another version of CSR.  This has not affected the arms industry, however.  For this industry has not been discussed in CSR lierature, perhaps because few CSR scholars have questioned this industry's privileged status as an instrument of national sovereignty.  But major changes in the organization of political communities call traditional views of sovereignty into question.  With these considerations in mind I assess the U.S. arms industryon the basis of CSR requirements regarding the environment, social equity, profitability, and use of political power.  I find that this industry fails to meet any of these four CSR requirements. . . . So, I conclude, they should be held responsible for the foreseeable consequences that flow from use of their products, be it via civil liability or responsibility under international human rights standards",74,3,201,217,Business ethics; Quality of Life Research; Corporate social responsibility; Business; Social responsibility; Accounting; Public relations; Political science; Public health; Medicine; Nursing,,,,,https://core.ac.uk/download/160494185.pdf,http://dx.doi.org/10.1007/s10551-006-9228-9,,10.1007/s10551-006-9228-9,,,0,002-367-787-058-090; 004-978-105-621-049; 010-137-420-730-422; 019-578-277-228-448; 021-918-672-412-130; 031-298-713-463-507; 032-209-751-011-009; 033-569-081-595-53X; 040-437-399-463-739; 046-152-343-616-889; 052-316-974-370-489; 056-974-426-259-19X; 063-926-751-372-775; 069-976-012-581-585; 082-815-961-326-23X; 084-152-949-299-37X; 088-919-850-566-219; 091-618-561-915-602; 107-274-748-521-438; 115-181-797-207-944; 115-894-155-202-797; 124-152-021-720-293; 138-175-032-268-298; 189-346-467-002-29X,33,true,,green
078-062-374-768-983,An experiment on energy-saving competition with socially responsible consumers: opening the black box,,2015,journal article,Journal of Behavioral and Experimental Economics,22148043; 22148051,Elsevier BV,United States,Efi Vasileiou; Nikolaos Georgantzis,"Abstract We present results from experimental price-setting oligopolies in which green firms undertake different levels of energy-saving investments motivated by public subsidies and demand-side advantages. We find that consumers reveal higher willingness to pay for greener sellers’ products. This observation, in conjunction to the fact that greener sellers set higher prices, is compatible with the use and interpretation of energy-saving behaviour as a differentiation strategy. However, sellers do not exploit the resulting advantage through sufficiently high price-cost margins, because they seem trapped into “run to stay still” competition. Regarding the use of public subsidies to energy-saving sellers we uncover an undesirable crowding-out effect of consumers’ intrinsic tendency to support green manufacturers. Namely, consumers may be less willing to support a green seller whose energy-saving strategy yields a direct financial benefit. Finally, we disentangle two alternative motivations for consumer's attractions to pro-social firms; first, the self-interested recognition of the firm's contribution to the public and private welfare and, second, the need to compensate a firm for the cost entailed in each pro-social action. Our results show the prevalence of the former over the latter.",58,,1,10,Welfare; Oligopoly; Corporate social responsibility; Social responsibility; Public good; Economics; Microeconomics; Willingness to pay; Competition (economics); Industrial organization; Subsidy,,,,,https://centaur.reading.ac.uk/40401/ https://core.ac.uk/display/42151475 https://econpapers.repec.org/article/eeesoceco/v_3a58_3ay_3a2015_3ai_3ac_3ap_3a1-10.htm https://ideas.repec.org/a/eee/soceco/v58y2015icp1-10.html https://www.sciencedirect.com/science/article/pii/S2214804315000750 https://core.ac.uk/download/42151475.pdf,http://dx.doi.org/10.1016/j.socec.2015.06.002,,10.1016/j.socec.2015.06.002,1579237280,,0,003-186-672-236-33X; 012-188-385-251-380; 014-285-523-222-324; 014-455-741-938-215; 019-911-929-451-757; 020-736-087-760-763; 020-749-125-377-945; 027-003-022-305-985; 027-918-341-504-020; 029-289-608-902-946; 032-627-595-476-059; 037-288-680-890-156; 040-255-392-667-803; 041-847-958-442-271; 043-220-638-045-385; 047-565-773-209-505; 049-437-351-989-704; 049-967-712-454-747; 054-034-697-816-696; 056-398-744-661-974; 059-031-301-002-994; 060-701-306-338-791; 061-576-195-747-782; 062-110-807-031-390; 062-594-859-444-131; 065-565-723-557-192; 065-768-233-617-295; 067-211-499-657-897; 068-833-722-945-73X; 071-712-038-169-647; 083-521-912-038-04X; 084-630-080-011-061; 093-501-575-801-933; 098-932-494-362-859; 099-529-643-295-773; 105-174-929-604-362; 110-802-278-246-973; 111-815-566-083-768; 129-728-678-861-921; 134-932-331-018-205; 134-947-935-763-750; 144-671-222-668-743; 145-961-022-975-943; 155-769-862-000-877; 156-208-441-443-940; 157-882-193-129-24X; 159-592-129-993-014; 174-512-286-152-586; 178-397-057-385-09X; 195-745-441-012-380,9,true,,green
078-091-888-011-008,The Standardization of Down-Streamed Small Business Social Responsibility (SBSR): SMEs and Their Sustainability Reporting Practices,2017-10-01,2017,journal article,Information Resources Management Journal,10401628; 15337979,IGI Global,United States,Laura Corazza,"<p>Scholars have begun to investigate the prevalence of Corporate Social Responsibility (CSR) within the context of small and medium-sized enterprises (SMEs). This paper studies the implementation of non-financial sustainability reporting tools in Italian SMEs as part of their Small Business Social Responsibility (SBSR) long supply chain compact with large multinationals. The fundamental finding of this work is that because of the down-streaming effect of CSR reporting from large companies to small ones, SMEs approach sustainability as a standard management practice. The sample is composed of 73 Italian multi-certified entities (SA8000/ISO14001/EMAS) that have published their sustainability report online between 2011 and 2013. Principal Component Analysis (PCA) was used to discover three otherwise un-observable underlying effects.</p>",30,4,39,52,Accounting; Business; Social responsibility; Standardization; Small business; Sustainability reporting,,,,,https://www.igi-global.com/chapter/the-standardization-of-down-streamed-small-business-social-responsibility-sbsr/224777 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/IRMJ.2017100103 https://core.ac.uk/download/pdf/302166562.pdf,http://dx.doi.org/10.4018/irmj.2017100103,,10.4018/irmj.2017100103,2736450883,,0,004-254-291-157-29X; 004-773-480-402-420; 009-426-422-045-272; 010-062-235-039-556; 010-694-289-280-332; 011-193-791-552-277; 012-234-077-072-22X; 018-112-028-872-776; 018-633-424-296-938; 023-370-435-704-035; 028-584-705-102-911; 029-456-028-515-662; 029-580-558-293-284; 032-649-036-964-264; 032-996-135-197-79X; 034-480-546-678-251; 036-623-246-584-286; 038-597-413-336-770; 043-806-610-336-736; 045-104-013-245-680; 045-385-511-579-046; 048-299-829-069-167; 054-912-286-540-871; 055-578-396-454-486; 058-035-600-566-054; 058-765-085-170-235; 059-516-790-603-445; 059-578-756-195-074; 061-393-471-428-365; 061-829-988-617-171; 063-928-317-656-23X; 064-136-032-158-406; 066-233-941-256-115; 066-496-765-206-50X; 068-662-119-582-58X; 069-650-255-355-910; 071-579-211-917-734; 071-858-040-304-31X; 074-761-028-074-302; 077-502-054-898-084; 080-233-701-791-474; 083-649-807-167-23X; 083-826-593-154-680; 088-854-334-229-174; 098-700-441-844-448; 101-299-425-939-891; 105-927-048-004-707; 113-934-060-944-932; 115-240-829-801-911; 122-068-609-968-324; 125-247-472-636-611; 127-408-717-438-937; 148-382-488-651-492; 150-756-983-846-92X; 165-987-707-544-100; 166-131-763-760-308; 168-589-348-244-944; 178-073-192-539-636; 178-980-864-630-889,12,true,,green
078-256-852-415-636,THE PRACTICE OF MINING COMPANIES IN BUILDING RELATIONSHIPS WITH LOCAL COMMUNITIES IN THE CONTEXT OF CSR FORMULA,,2013,journal article,Journal of Sustainable Mining,23003960,Elsevier BV,,Marzena Majer,"This paper presents results regarding the analysis of activities of coal mining companies operating in Poland in terms of Corporate Social Responsibility (CSR), with a particular emphasis focused on the area of community involvement. This sphere is extremely important for entities operating in the sector due to the scale of the impact on the social environment and the potential threat of resistance from local communities. Mining companies have developed forms of action in this area and are subject to a number of legal regulations, especially in such critical points as mining damages or acquiring concessions for mining operations. Therefore, it is worth analysing these issues from the perspective of the CSR formula, and the way in which mining companies build a relationship with stakeholder groups which are undoubtedly the local communities. This represents a specific challenge for mining companies and requires a change in management approach based on the acceptance of responsibility for the impact they have and to seek solutions that will benefit both the companies themselves and their surroundings. It should also affect the change in approach for building relationships with local groups beyond just the legal requirements.",12,3,38,47,Coal mining; Corporate social responsibility; Business; Stakeholder; Damages; Context (language use); Resistance (psychoanalysis); Public relations; Industrial organization; Scale (social sciences); Social engagement,,,,,https://jsm.gig.eu/journal-of-sustainable-mining/vol12/iss3/7/ https://core.ac.uk/display/82571895 https://doaj.org/article/db20c840364043ea86a89f8c91cc52d7 http://yadda.icm.edu.pl/yadda/element/bwmeta1.element.baztech-a159ed4c-0217-4a69-addf-7fe5073e9bba https://www.sciencedirect.com/science/article/pii/S2300396015300136 https://www.sciencedirect.com/science/article/abs/pii/S2300396015300136 https://core.ac.uk/download/pdf/82571895.pdf,http://dx.doi.org/10.7424/jsm130305,,10.7424/jsm130305,2163232711,,0,029-348-557-887-535; 038-811-997-206-383; 072-439-952-045-445; 080-769-562-616-873; 085-017-543-953-233; 103-847-146-555-649; 118-938-991-429-170; 137-763-748-635-836; 144-270-288-068-284; 146-566-885-324-122; 181-111-130-406-363,17,true,cc-by,gold
078-502-214-384-821,Trends in the Social Responsibility Expenditures of Small and Medium Enterprises from Oradea,2015-04-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Tomina Saveanu; Maria-Madela Abrudan,"In the context of corporate social responsibility studies there is a gap in understanding these actions at small and medium enterprises (SME). The processes stimulating social expenditures and the motivations in doing so at this level would provide useful information in explaining this phenomenon. At large corporations CSR is part of strategies, there are employees dealing with it managing CSR budgets. However only in smaller enterprises we can understand the decisions to invest in social actions, the domains of such actions and their perceived impact. Our analysis investigates the social expenditures in the form of donations and sponsorship registered by SMEs reporting profit in Oradea. The data was extracted from the National Agency of Fiscal Administration regarding expenditures of small and medium enterprises in 2013. There are 20% of all SMEs that declare such costs, a percentage that we consider is significant for this phenomenon. In this paper, we explore the extent to which these investments vary depending on the size of the enterprise (measured as business rate and number of employees), profit and domain. As expected the bigger the firm, the higher are the chances to donate money and also the amount donated is higher. Future studies should focus on qualitative data mostly motivations of such expenditures. DOI: 10.5901/mjss.2015.v6n2s5p212",6,,212,,Public economics; Corporate social responsibility; Social responsibility; Economics; Profit (economics); Social actions; Future studies; Small and medium-sized enterprises; Phenomenon; Economic growth; Qualitative property,,,,,https://www.mcser.org/journal/index.php/mjss/article/view/6181 https://www.researchgate.net/profile/Tomina_Saveanu/publication/276466526_Trends_in_the_Social_Responsibility_Expenditures_of_Small_and_Medium_Enterprises_from_Oradea/links/556d902808aec226830574ea.pdf https://www.mcser.org/journal/index.php/mjss/article/download/6181/5926 https://core.ac.uk/display/108286077 https://core.ac.uk/download/pdf/228528135.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n2s5p212,,10.5901/mjss.2015.v6n2s5p212,1502864550,,0,009-024-987-910-508; 042-526-496-185-264; 047-307-748-236-518; 053-637-923-161-971; 055-127-219-449-931; 063-446-953-223-740; 094-032-587-437-590; 107-274-748-521-438; 156-208-441-443-940; 159-592-129-993-014; 178-628-496-923-596,3,true,cc-by,hybrid
078-859-137-924-274,Bridging the Gaps in Employee Volunteering: Why the Third Sector Doesn’t Always Win:,2017-10-11,2017,journal article,Nonprofit and Voluntary Sector Quarterly,08997640; 15527395,SAGE Publications,United States,Joanne Cook; Jon Burchell,"Employee Volunteering (EV) schemes represent a cornerstone of many company Corporate Social Responsibility (CSR) strategies, being identified as a classic “win-win” situation in which businesses contribute significant resources into local communities while gaining a more skilled and engaged workforce and increased reputational benefits. This article questions the “win-win” scenario of EV arguing that existing research has focused predominantly upon the business–employee dimension while largely ignoring the role of third sector organizations engaging in these relationships. By focusing more directly on third sector experiences, the article identifies four “gaps” which place considerable constraints on the reach and impact of EV. It demonstrates the importance of not simply presuming a “win” for the third sector and the added value that can be gained from redirecting EV research toward the “business/nonprofit interface.”",47,1,165,184,Corporate social responsibility; Business; Bridging (networking); Workforce; Dimension (data warehouse); Cornerstone; Public relations; Added value,,,,,https://hull-repository.worktribe.com/preview/453920/2017-08-08%2015382%20Cook.pdf https://hull-repository.worktribe.com/output/453892 http://journals.sagepub.com/doi/pdf/10.1177/0899764017734649 https://eprints.whiterose.ac.uk/130352/ https://journals.sagepub.com/doi/abs/10.1177/0899764017734649 https://core.ac.uk/download/157728664.pdf,http://dx.doi.org/10.1177/0899764017734649,,10.1177/0899764017734649,2761668391,,0,000-100-427-629-704; 000-645-457-898-593; 000-841-477-731-465; 003-379-412-590-894; 003-769-210-214-042; 004-855-073-252-292; 005-769-682-394-427; 006-471-754-181-493; 009-586-851-949-571; 010-629-376-220-556; 013-796-317-992-537; 018-511-723-911-114; 026-643-244-202-761; 027-539-608-034-399; 030-059-170-389-413; 031-837-594-182-322; 037-550-015-414-716; 038-715-383-815-029; 042-506-727-747-925; 045-566-231-402-927; 052-512-864-618-859; 061-045-579-488-457; 064-910-494-054-53X; 067-563-146-989-510; 070-782-333-253-179; 073-057-131-143-817; 078-468-226-450-754; 091-375-595-759-536; 092-232-461-611-411; 105-788-258-962-068; 110-909-253-526-848; 110-966-498-441-667; 111-455-113-169-108; 119-734-330-334-969; 139-069-236-744-230; 157-084-852-414-954; 158-798-678-208-274; 172-504-255-205-195,17,true,cc-by,green
078-878-622-221-576,Determinants influencing CSR practices in small and medium sized MNE subsidiaries: A stakeholder perspective ☆,,2015,journal article,Journal of World Business,10909516,Elsevier BV,United Kingdom,Byung Il Park; Pervez N. Ghauri,"This research attempts to investigate key drivers motivating corporate social responsibility (CSR) practices by small and medium sized foreign subsidiaries. By using stakeholder theory and regression analysis, we integrate international business and CSR literature to suggest a research model and identify the factors functioning as catalysts in influencing CSR in local markets. We find that consumers, ‘internal managers and employees’, competitors and non-governmental organizations are primary determinants considerably influencing corporate citizenship behavior particularly in emerging markets. We also believe that our model contributes to current knowledge by filling several research gaps, and our findings offer useful and practical implications not only for local governments but also for multinational enterprises.",50,1,192,204,Emerging markets; Subsidiary; Competitor analysis; Corporate social responsibility; Business; Multinational corporation; Marketing; Stakeholder theory; International business; Stakeholder,,,,,https://www.sciencedirect.com/science/article/pii/S1090951614000339 https://socionet.ru/publication.xml?h=repec:eee:worbus:v:50:y:2015:i:1:p:192-204 https://research.birmingham.ac.uk/portal/files/37046803/Final_VersionP_0G_JWB2015.pdf https://www.researchgate.net/profile/Pervez_Ghauri/publication/262526613_Determinants_influencing_CSR_practices_in_small_and_medium_sized_MNE_subsidiaries_A_stakeholder_perspective/links/54ff0a020cf2741b69f2073a.pdf https://EconPapers.repec.org/RePEc:eee:worbus:v:50:y:2015:i:1:p:192-204 https://research.birmingham.ac.uk/portal/en/publications/determinants-influencing-csr-practices-in-small-and-medium-sized-mne-subsidiaries-a-stakeholder-perspective(e2538aac-11b0-4acb-9ae4-951081ba51ba).html https://ideas.repec.org/a/eee/worbus/v50y2015i1p192-204.html https://core.ac.uk/download/pdf/185485476.pdf,http://dx.doi.org/10.1016/j.jwb.2014.04.007,,10.1016/j.jwb.2014.04.007,2015949760,,0,001-087-714-777-120; 004-249-602-851-638; 009-275-560-936-887; 009-570-175-819-117; 010-854-534-444-434; 010-984-812-336-982; 014-140-218-278-05X; 014-279-750-052-045; 014-537-774-869-796; 014-675-727-384-257; 015-501-186-339-15X; 017-734-395-058-67X; 020-633-511-474-298; 025-078-459-556-772; 026-249-910-065-223; 026-619-858-265-943; 028-789-101-896-676; 031-761-837-789-084; 033-171-354-077-456; 036-159-702-886-637; 037-456-276-401-998; 039-534-395-803-934; 041-341-757-828-591; 043-806-610-336-736; 047-307-748-236-518; 048-519-044-495-299; 049-067-185-344-517; 049-438-793-628-310; 051-388-204-226-292; 052-339-555-618-592; 053-904-136-980-306; 059-516-291-335-028; 060-065-029-133-928; 063-559-444-963-864; 065-481-227-069-511; 066-400-343-948-766; 067-742-494-803-173; 067-860-206-283-212; 068-449-207-953-958; 076-813-995-254-100; 076-853-750-730-777; 077-502-054-898-084; 080-714-226-639-63X; 089-602-892-180-18X; 090-226-865-356-388; 092-235-131-089-660; 093-457-460-021-288; 094-689-243-331-537; 098-424-793-593-947; 100-436-172-024-424; 104-962-473-624-445; 107-274-748-521-438; 107-606-416-729-660; 109-997-713-635-138; 110-909-315-817-932; 113-915-315-125-194; 114-176-610-968-16X; 118-278-281-847-73X; 119-882-193-101-193; 125-461-692-288-257; 126-533-831-247-989; 127-356-618-215-912; 130-165-753-205-174; 131-874-649-335-970; 132-512-206-405-931; 137-647-724-862-18X; 139-806-829-452-097; 150-108-772-584-119; 154-144-761-739-959; 162-290-133-902-677; 163-113-889-893-140; 165-987-707-544-100; 168-451-727-132-510; 170-921-566-700-964; 193-107-258-263-342,165,true,cc-by-nc-nd,green
078-922-685-861-218,"The Limits of Corporate Social Responsibility: Techniques of Neutralization, Stakeholder Management and Political CSR.",2012-03-02,2012,journal article,Journal of business ethics : JBE,01674544; 15730697,Springer Netherlands,Netherlands,Gary Fooks; Anna Gilmore; Jeff Collin; Chris Holden; Kelley Lee,"Since scholarly interest in corporate social responsibility (CSR) has primarily focused on the synergies between social and economic performance, our understanding of how (and the conditions under which) companies use CSR to produce policy outcomes that work against public welfare has remained comparatively underdeveloped. In particular, little is known about how corporate decision-makers privately reconcile the conflicts between public and private interests, even though this is likely to be relevant to understanding the limitations of CSR as a means of aligning business activity with the broader public interest. This study addresses this issue using internal tobacco industry documents to explore British-American Tobacco’s (BAT) thinking on CSR and its effects on the company’s CSR Programme. The article presents a three-stage model of CSR development, based on Sykes and Matza’s theory of techniques of neutralization, which links together: how BAT managers made sense of the company’s declining political authority in the mid-1990s; how they subsequently justified the use of CSR as a tool of stakeholder management aimed at diffusing the political impact of public health advocates by breaking up political constituencies working towards evidence-based tobacco regulation; and how CSR works ideologically to shape stakeholders’ perceptions of the relative merits of competing approaches to tobacco control. Our analysis has three implications for research and practice. First, it underlines the importance of approaching corporate managers’ public comments on CSR critically and situating them in their economic, political and historical contexts. Second, it illustrates the importance of focusing on the political aims and effects of CSR. Third, by showing how CSR practices are used to stymie evidence-based government regulation, the article underlines the importance of highlighting and developing matrices to assess the negative social impacts of CSR.",112,2,283,299,Business ethics; Corporate social responsibility; Sociology; Techniques of neutralization; Public interest; Tobacco control; Tobacco industry; Stakeholder management; Public relations; Politics,Corporate political activity; Corporate social responsibility; Political CSR; Stakeholder management; Techniques of neutralization,,,Medical Research Council (MR/K023195/1) United Kingdom; NCI NIH HHS (R01 CA160695) United States,http://www.csringreece.gr/files/research/CSR-1331564163.pdf?user=.. https://link.springer.com/content/pdf/10.1007%2Fs10551-012-1250-5.pdf https://www.academia.edu/61335329/The_Limits_of_Corporate_Social_Responsibility_Techniques_of_Neutralization_Stakeholder_Management_and_Political_CSR https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3755635/ https://dialnet.unirioja.es/servlet/articulo?codigo=4123850 https://cyberleninka.org/article/n/1115055 https://research.aston.ac.uk/en/publications/the-limits-of-corporate-social-responsibility-techniques-of-neutr https://researchportal.bath.ac.uk/en/publications/the-limits-of-corporate-social-responsibility-techniques-of-neutr https://rd.springer.com/article/10.1007/s10551-012-1250-5 https://researchonline.lshtm.ac.uk/id/eprint/2603673 https://link.springer.com/article/10.1007%2Fs10551-012-1250-5 http://europepmc.org/articles/PMC3755635 https://philpapers.org/rec/FOOETT https://econpapers.repec.org/RePEc:kap:jbuset:v:112:y:2013:i:2:p:283-299 https://pubmed.ncbi.nlm.nih.gov/23997379/ https://summit.sfu.ca/item/10902 https://ideas.repec.org/a/kap/jbuset/v112y2013i2p283-299.html https://paperity.org/p/12152414/the-limits-of-corporate-social-responsibility-techniques-of-neutralization-stakeholder https://link.springer.com/article/10.1007/s10551-012-1357-8/fulltext.html https://core.ac.uk/display/81786562 https://core.ac.uk/download/237001441.pdf,http://dx.doi.org/10.1007/s10551-012-1250-5,23997379,10.1007/s10551-012-1250-5,2137566630,PMC3755635,0,001-243-740-671-604; 002-026-122-868-261; 002-954-290-390-983; 004-581-128-255-760; 004-616-664-502-371; 007-207-074-126-267; 009-127-866-923-216; 009-477-162-810-483; 009-904-843-780-869; 010-121-861-783-275; 010-747-384-880-308; 011-284-870-924-546; 011-668-324-191-077; 012-956-479-191-955; 013-425-010-292-015; 014-634-023-184-512; 014-904-025-590-079; 015-681-326-130-755; 018-349-568-285-316; 022-330-500-641-227; 023-012-892-066-446; 023-960-508-678-65X; 024-347-699-774-265; 024-463-401-514-021; 027-251-121-567-123; 032-251-207-413-230; 032-298-738-004-83X; 032-559-247-500-073; 032-711-321-129-027; 036-622-188-500-368; 037-352-270-730-014; 037-502-683-397-329; 037-657-374-899-372; 038-042-874-508-572; 039-950-773-123-112; 040-254-580-393-139; 041-761-958-383-921; 042-185-365-491-234; 042-593-271-794-43X; 043-352-120-729-015; 044-306-078-542-845; 045-119-468-177-524; 045-509-631-181-173; 046-053-726-381-569; 047-283-134-651-254; 047-732-786-061-373; 050-422-929-375-367; 050-941-356-421-18X; 051-735-444-067-810; 054-142-702-166-535; 054-462-976-209-734; 054-502-240-873-548; 055-039-030-422-276; 055-450-998-184-302; 057-845-319-379-490; 057-913-941-691-101; 061-829-988-617-171; 063-661-131-294-058; 066-047-442-842-014; 067-342-898-103-787; 069-217-884-405-821; 071-232-700-412-961; 072-525-068-664-916; 073-801-717-755-688; 074-284-555-342-517; 074-331-189-460-925; 074-383-285-584-017; 076-470-491-208-651; 078-242-344-885-343; 078-899-776-181-223; 079-044-992-325-319; 080-376-784-464-37X; 081-322-729-544-45X; 082-962-649-227-245; 083-077-957-731-536; 085-116-872-495-492; 087-401-099-506-371; 092-247-213-128-836; 093-999-125-051-320; 094-377-111-681-903; 099-148-865-134-415; 100-289-235-050-041; 103-983-646-064-746; 104-303-800-875-542; 104-764-927-610-316; 106-696-588-695-191; 115-630-575-991-076; 118-421-982-856-873; 120-676-989-861-452; 121-725-650-642-984; 123-334-159-354-821; 125-561-770-628-690; 125-938-722-974-510; 126-353-281-150-972; 131-553-330-339-665; 132-635-154-558-070; 133-379-669-705-646; 135-988-131-844-683; 139-870-267-857-602; 140-068-032-665-03X; 140-124-376-753-301; 142-452-241-701-040; 142-495-750-083-252; 158-546-771-466-103; 158-822-170-597-309; 162-034-926-577-736; 165-234-149-893-798; 165-651-170-191-915; 168-983-712-367-322; 170-143-917-825-710; 172-932-897-248-032; 175-420-584-192-920; 182-521-968-867-540; 187-223-231-477-333; 196-618-308-329-340,198,true,cc-by,hybrid
079-082-431-751-323,"Lean, Green and Clean?: Sustainability Reporting in the Logistics Sector",2019-01-09,2019,journal article,Logistics,23056290,MDPI AG,,Wim Lambrechts; Semen Son-Turan; Lucinda Reis; Janjaap Semeijn,"Transport and logistics activities contribute heavily to global sustainability problems, yet the implementation of corporate social responsibility and sustainability reporting in the sector lags behind. This paper aims to analyze sustainability reporting in the logistics sector, with focus on environmental, social and economic indicators. An extensive operationalization of sustainability indicators is used to examine and analyze the sustainability reports of 52 organizations in the logistics sector worldwide. Results show that the sector does not agree on the materiality of sustainability indicators. Furthermore, sustainability reporting seems to be incompatible with daily operations, leading to obscurity in reports. This contrast, between the necessary existence of organizations in the logistics sector and their undesirable environmental and social effects, calls for future research into how organizations are coping with this paradox. A viable way forward is needed in order to ensure materiality in the sectors’ efforts toward sustainability reporting.",3,1,1,23,Materiality (auditing); Environmental economics; Corporate social responsibility; Business; Stakeholder theory; Economic indicator; Sustainability reporting; Sustainability; Coping (psychology); Operationalization,,,,,https://openaccess.mef.edu.tr/xmlui/handle/20.500.11779/389 https://www.mdpi.com/2305-6290/3/1/3 https://www.mdpi.com/2305-6290/3/1/3/pdf https://research.ou.nl/en/publications/lean-green-and-clean-sustainability-reporting-in-the-logistics-se https://core.ac.uk/download/187425808.pdf,http://dx.doi.org/10.3390/logistics3010003,,10.3390/logistics3010003,2908665117,,0,002-800-351-395-955; 003-258-764-889-792; 003-352-841-450-064; 003-569-703-909-049; 008-998-117-597-705; 010-239-392-574-019; 010-331-203-224-83X; 012-717-072-394-015; 012-886-755-613-026; 013-039-855-049-425; 014-255-721-870-130; 016-136-992-345-152; 017-750-058-348-422; 017-914-237-641-235; 019-285-892-443-992; 020-186-611-104-284; 023-647-647-121-332; 024-255-756-917-333; 026-505-273-406-020; 030-621-797-466-633; 030-824-298-817-574; 031-797-826-625-628; 033-199-429-075-83X; 036-622-231-967-298; 037-180-217-378-383; 038-370-529-611-440; 040-098-880-849-327; 042-587-531-795-586; 045-003-417-650-786; 047-317-508-648-82X; 049-140-423-504-52X; 050-561-863-444-939; 053-210-508-866-461; 057-838-517-161-657; 057-859-877-951-276; 057-942-097-777-139; 058-616-204-992-487; 059-578-756-195-074; 059-696-762-873-035; 060-590-643-779-572; 063-265-991-220-388; 064-438-261-806-271; 067-529-327-009-105; 071-907-154-797-368; 073-742-764-113-787; 077-601-344-824-44X; 081-410-304-888-441; 081-648-774-299-190; 083-063-098-468-743; 083-646-191-350-015; 086-177-509-551-74X; 093-954-489-650-392; 100-898-978-885-131; 101-144-671-185-056; 101-527-594-566-282; 108-825-325-668-686; 113-558-264-877-552; 122-025-756-931-871; 127-356-618-215-912; 129-500-322-202-967; 161-597-723-426-711; 163-309-409-831-974; 164-287-371-458-79X; 166-405-723-185-236; 173-628-543-701-733; 177-384-563-686-363,25,true,cc-by,gold
079-206-994-422-55X,"‘Sustainable Mining’? Corporate Social Responsibility, Migration and Livelihood Choices in Zambia",2016-06-27,2016,journal article,The Journal of Development Studies,00220388; 17439140,Informa UK Limited,United Kingdom,Emma Gilberthorpe; Dorice Agol; Thomas Gegg,"AbstractWhilst corporate social responsibility is now part and parcel of many multinational mining operations, and a ‘sustainable mining’ narrative a fundamental part of their public persona, companies still struggle to provide secure, long-term livelihoods for either locals or the swathe of migrants mining attracts. Minimal opportunities in the formal sector leave migrants in particular engaging in informal and illegal activities that offer poor livelihood security. In this paper we examine these activities in northern Zambia’s emerald mines to highlight some of the issues and barriers to sustainable development that exist across mining zones. We conclude that livelihood choices are not augmented by a so-called ‘sustainable mining’ approach that fails to engage all sectors of the population. We show the numerous challenges faced by migrants in this part of Zambia to accentuate the factors that need to be addressed before favourable environments for fostering sustainable mining might be achieved.",52,11,1517,1532,Corporate social responsibility; Multinational corporation; Economics; Narrative; Population; Sustainable mining; Persona; Livelihood; Economic growth; Sustainable development,,,,World Land Trust,https://research-portal.uea.ac.uk/en/publications/sustainable-mining-corporate-social-responsibility-migration-and- https://www.tandfonline.com/doi/full/10.1080/00220388.2016.1189534 https://ideas.repec.org/a/taf/jdevst/v52y2016i11p1517-1532.html https://core.ac.uk/display/41993796 https://ueaeprints.uea.ac.uk/id/eprint/58280/ https://core.ac.uk/download/41993796.pdf,http://dx.doi.org/10.1080/00220388.2016.1189534,,10.1080/00220388.2016.1189534,2410394671,,0,000-592-853-378-956; 004-219-595-484-595; 007-952-024-645-819; 009-388-812-922-23X; 010-942-657-615-432; 011-325-264-312-855; 012-517-871-419-163; 013-072-518-717-976; 013-918-010-137-950; 016-126-811-431-504; 024-394-861-921-211; 028-057-224-672-265; 028-861-735-375-104; 029-583-015-662-518; 031-920-537-502-411; 032-213-417-749-309; 032-310-600-385-229; 037-014-740-129-310; 042-444-013-604-921; 050-120-846-315-808; 053-103-507-163-007; 053-856-999-363-465; 056-217-745-403-98X; 060-737-889-197-859; 062-682-678-235-381; 069-261-564-759-258; 071-229-342-678-18X; 075-502-821-182-173; 079-454-107-044-509; 084-471-450-068-853; 085-238-974-900-79X; 085-895-169-202-446; 088-278-776-374-704; 089-264-991-775-323; 097-583-476-261-887; 117-178-503-286-188; 118-557-483-991-977; 125-532-965-114-654; 147-193-228-357-204; 151-303-560-744-23X; 190-684-420-086-905,13,true,,green
079-658-034-559-257,All aboard the corporate socially and environmentally responsible cruise ship: A conjoint analysis of consumer choices,2017-02-13,2017,journal article,Worldwide Hospitality and Tourism Themes,17554217; 17554225,Emerald,United Kingdom,Sheree-Ann Adams; Xavier Font; Davina Stanford,"Purpose; ; ; ; ; The purpose of the study was to examine the relative importance of corporate social and environmental responsibility (CSER) in comparison to standard, price, duration, destination, brand and disruption using choice-based conjoint analysis (CBC).; ; ; ; ; Design/methodology/approach; ; ; ; ; CBC was used as the data collection survey technique, and counts analysis for preference and hierarchical Bayes estimation (HB) for importance levels data analysis methods, from Sawtooth Software Inc.; ; ; ; ; Findings; ; ; ; ; Results show that 2:1 Royal Caribbean Cruise Line cruise consumers prefer companies with CSER policies and practices. However, their actual product choice selection of cruise package attributes revealed that consumers overall placed less importance on CSER when choosing cruises. Experienced consumers were more brand image-conscious than those new to cruising, and consumers who were less price-sensitive were most willing to choose companies with CSER policies and practices.; ; ; ; ; Research limitations/implications; ; ; ; ; The information provided is specifically on “what” cruise consumer preferences and importance attributes are but does not explicitly explain “why” the respondents made the choices they did. This was at the time a limitation of the software used to conduct the study.; ; ; ; ; Practical implications; ; ; ; ; The Conjoint Analysis CBC Sawtooth Software pre-2014 version choice simulators do not facilitate questions that provide answers as to “why” respondents make the choices they do in the market simulations.; ; ; ; ; Social implications; ; ; ; ; The knowledge contribution is of value to both academia and industry, as the quantitative statistical data on the cruise consumers’ choice preferences are of value in understanding and identifying solutions/approaches towards “opening the bottleneck” that exists between private sector sustainable development practices and consumer lifestyle changes.; ; ; ; ; Originality/value; ; ; ; ; This was the first time that CBC/HB was applied within academia to examine the cruise consumers’ choice preferences in a UK context and also the first time that CSER was applied as a direct variable in a cruise package to determine the preference and important values of a brand in a consumer behaviour decision-making context.",9,1,31,43,Advertising; Private sector; Data collection; Corporate social responsibility; Business; Marketing; Consumer behaviour; Conjoint analysis; Cruise; Context (language use); Preference,,,,,https://www.emerald.com/insight/content/doi/10.1108/WHATT-11-2016-0061/full/pdf?title=all-aboard-the-corporate-socially-and-environmentally-responsible-cruise-ship http://www.emeraldinsight.com/doi/abs/10.1108/WHATT-11-2016-0061 https://eprints.leedsbeckett.ac.uk/id/eprint/3265/ https://www.emerald.com/insight/content/doi/10.1108/WHATT-11-2016-0061/full/html https://core.ac.uk/download/59530059.pdf,http://dx.doi.org/10.1108/whatt-11-2016-0061,,10.1108/whatt-11-2016-0061,2590214892,,0,003-291-470-633-42X; 006-354-759-682-26X; 011-834-768-261-866; 020-491-174-045-95X; 021-955-531-455-113; 023-570-283-829-694; 028-298-115-858-367; 031-850-570-767-023; 034-642-638-843-938; 039-853-021-902-418; 041-043-258-473-719; 047-532-756-190-143; 055-578-991-702-966; 057-011-622-232-028; 059-307-563-523-209; 064-556-687-689-161; 069-221-854-480-160; 069-578-467-742-169; 069-779-635-492-762; 071-674-642-056-169; 077-179-810-637-65X; 077-447-233-710-279; 082-985-163-519-952; 083-791-603-475-801; 093-149-980-450-604; 094-620-439-196-263; 098-232-313-243-424; 103-371-857-229-240; 104-412-617-569-638; 116-666-981-970-386; 123-096-303-538-959; 147-973-842-132-07X; 156-628-929-193-587; 156-939-944-535-328; 157-147-061-488-768; 170-617-286-338-546; 198-463-052-256-238,10,true,,green
079-773-966-339-514,"Influence Of Corporate Social Responsibility As Perceived By Salespeople On Their Ethical Behaviour, Attitudes And Their Turnover Intentions",2013-07-29,2013,journal article,Journal of Business & Economics Research (JBER),21578893; 15424448,Clute Institute,,Baptiste Bourdeau; Raoul Graf; Marie-France Turcotte,"The ethical behavior of salespeople has become a tremendous challenge in the business world. While a great majority of big companies communicate about their Corporate Social Responsibility, this study shows for the first time that Corporate Social Responsibility (CSR) has no influence upon the ethical behavior of salespeople. However, it demonstrates that a reputation associated with CSR can be a precious management tool that can be used to act upon salespeople’s satisfaction, organizational commitment and turnover intentions. More specifically, CSR policies, as perceived by salespeople, increase their satisfaction level which, in turn, decreases their turnover intention. Likewise, CSR policies, as perceived by salespeople, increase their organizational commitment, which, in turn, contributes to decrease their turnover intention. In addition, this study provides avenues to explore regarding the tools influencing the ethical behavior of salespeople. The answers of 197 salespeople were collected using an innovative recruitment method with high potentialities - social networks.",11,8,353,366,Corporate social responsibility; Business; Marketing; Management tool; Ethical behavior; Satisfaction level; Turnover intention; Public relations; Reputation; Organizational commitment,,,,,http://www.researchgate.net/profile/Marie-France_Turcotte/publication/257931046_Influence_Of_Corporate_Social_Responsibility_As_Perceived_By_Salespeople_On_Their_Ethical_Behaviour_Attitudes_And_Their_Turnover_Intentions/links/02e7e52644c989a69d000000.pdf?origin=publication_detail http://www.cluteinstitute.com/ojs/index.php/JBER/article/view/7979 https://clutejournals.com/index.php/JBER/article/view/7979 https://core.ac.uk/download/pdf/268112627.pdf,http://dx.doi.org/10.19030/jber.v11i8.7979,,10.19030/jber.v11i8.7979,2182864754,,0,002-165-335-899-782; 003-506-712-711-642; 003-731-708-760-354; 003-803-029-215-063; 004-968-216-258-01X; 005-202-209-962-954; 008-156-702-138-939; 010-273-283-483-918; 011-198-825-314-14X; 012-512-923-761-41X; 013-455-397-046-683; 013-460-755-160-862; 014-715-210-828-779; 016-574-025-653-635; 017-255-033-284-946; 017-492-045-801-882; 020-159-500-046-743; 023-604-880-685-054; 024-418-648-069-676; 024-700-551-669-05X; 027-666-942-750-376; 029-531-253-758-756; 030-110-461-953-660; 034-893-373-701-980; 034-970-489-429-41X; 035-485-649-808-871; 036-454-338-409-608; 042-247-636-480-459; 042-588-718-064-075; 043-682-295-217-574; 046-548-477-170-035; 047-292-713-925-12X; 049-886-286-589-264; 051-310-057-127-357; 051-742-797-240-821; 055-127-219-449-931; 058-060-346-842-125; 058-831-961-030-690; 060-571-945-430-102; 067-929-257-899-036; 070-449-389-820-364; 072-978-024-268-534; 074-505-842-243-809; 074-718-658-924-865; 082-815-961-326-23X; 085-462-461-770-412; 086-331-039-503-446; 088-657-841-142-986; 088-919-850-566-219; 089-950-226-630-397; 091-765-115-908-410; 093-143-706-186-815; 094-226-149-683-949; 097-991-247-272-841; 099-085-870-469-302; 102-356-048-230-67X; 103-209-214-914-599; 103-806-878-085-573; 104-303-239-152-807; 115-373-591-444-545; 117-479-080-021-047; 119-530-491-083-385; 119-817-064-883-116; 122-211-430-838-510; 127-381-134-993-624; 133-078-902-241-317; 134-123-061-025-121; 137-960-964-801-651; 140-190-353-237-596; 141-424-035-303-573; 147-707-542-466-455; 166-810-617-111-902; 173-380-859-612-730; 180-301-784-086-945; 198-257-478-505-580; 199-086-459-907-480,9,true,,
079-956-594-756-617,Socially responsible firms,,2016,journal article,Journal of Financial Economics,0304405x,Elsevier BV,Netherlands,Allen Ferrell; Hao Liang; Luc Renneboog,"In the corporate finance tradition, starting with Berle and Means (1932), corporations should generally be run to maximize shareholder value. The agency view of corporate social responsibility (CSR) considers CSR an agency problem and a waste of corporate resources. Given our identification strategy by means of an instrumental variable approach, we find that well-governed firms that suffer less from agency concerns (less cash abundance, positive pay-for-performance, small control wedge, strong minority protection) engage more in CSR. We also find that a positive relation exists between CSR and value and that CSR attenuates the negative relation between managerial entrenchment and value.",122,3,585,606,Accounting; Agency (sociology); Corporate social responsibility; Business; Social responsibility; Principal–agent problem; Value (ethics); Cash; Shareholder value; Corporate finance,,,,,http://www.sciencedirect.com/science/article/pii/S0304405X16301519 https://ideas.repec.org/a/eee/jfinec/v122y2016i3p585-606.html https://dialnet.unirioja.es/servlet/articulo?codigo=5786908 https://research.tilburguniversity.edu/en/publications/socially-responsible-firms-2 https://www.narcis.nl/publication/RecordID/oai%3Atilburguniversity.edu%3Apublications%2F07e115ac-fdcb-4c4b-a0b8-a579b073435e https://www.eticanews.it/wp-content/uploads/2014/11/SSRN-id2464561_premioMarkovitzSri2014.pdf https://pure.uvt.nl/ws/files/3746560/2014_043.pdf https://ink.library.smu.edu.sg/lkcsb_research/4962/ https://www.sciencedirect.com/science/article/pii/S0304405X16301519 https://econpapers.repec.org/article/eeejfinec/v_3a122_3ay_3a2016_3ai_3a3_3ap_3a585-606.htm http://www.eticanews.it/wp-content/uploads/2014/11/SSRN-id2464561_premioMarkovitzSri2014.pdf https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5961&context=lkcsb_research https://core.ac.uk/download/111754873.pdf,http://dx.doi.org/10.1016/j.jfineco.2015.12.003,,10.1016/j.jfineco.2015.12.003,3049032936,,0,001-577-701-784-956; 001-739-658-391-055; 004-597-656-086-40X; 004-874-828-398-702; 005-005-998-229-890; 008-341-588-787-365; 011-768-141-157-691; 012-077-521-864-260; 013-140-563-723-939; 013-530-727-633-352; 015-166-696-184-05X; 015-414-879-361-880; 017-013-009-186-578; 017-949-866-194-140; 018-075-278-238-815; 018-140-991-064-96X; 020-670-785-809-414; 026-278-888-605-774; 031-505-615-393-727; 032-029-166-493-432; 032-760-930-803-882; 033-387-591-461-606; 034-152-870-588-239; 034-947-192-443-258; 035-051-823-297-424; 035-878-761-883-73X; 039-575-601-163-984; 041-217-228-717-900; 042-908-480-601-052; 044-167-001-937-323; 046-679-101-689-437; 048-200-442-331-340; 050-226-957-180-737; 056-269-661-355-68X; 057-671-855-509-503; 058-523-979-979-058; 058-842-528-417-45X; 059-348-857-216-133; 061-062-549-034-694; 061-492-939-786-381; 062-110-807-031-390; 062-708-685-604-969; 063-758-537-978-83X; 064-786-623-022-10X; 064-911-399-746-006; 066-481-651-489-597; 068-512-662-867-903; 071-099-507-704-700; 071-155-607-138-623; 072-599-765-073-929; 072-971-003-248-807; 074-176-868-944-385; 080-660-515-246-057; 082-498-621-055-094; 083-195-498-851-105; 084-344-255-632-568; 084-372-160-606-47X; 085-109-384-701-255; 086-027-167-819-414; 086-077-195-670-27X; 086-452-436-562-512; 086-961-501-296-325; 088-017-545-479-263; 090-617-118-317-48X; 091-231-418-128-829; 091-536-420-287-260; 092-125-541-119-749; 093-454-464-238-018; 094-394-453-581-771; 095-720-465-731-439; 099-032-118-510-718; 099-671-160-139-650; 100-620-475-201-408; 100-662-792-510-410; 103-233-814-312-030; 103-618-801-089-674; 104-393-695-564-022; 105-840-452-448-965; 106-619-997-653-532; 113-538-659-624-674; 113-856-615-845-727; 113-955-213-695-117; 115-170-653-019-035; 115-909-439-209-877; 116-870-074-840-922; 124-038-256-075-410; 124-490-141-178-509; 126-420-754-700-901; 127-063-752-939-920; 133-010-831-701-951; 139-100-196-890-913; 141-556-788-888-005; 143-685-102-975-424; 156-871-166-211-352; 163-043-657-847-232; 163-660-758-392-365; 175-337-844-210-420; 194-863-504-771-423,523,true,cc-by-nc-nd,green
080-020-059-489-980,The role of social capital in corporations: a review,2017-04-25,2017,journal article,Oxford Review of Economic Policy,0266903x; 14602121,Oxford University Press (OUP),United Kingdom,Henri Servaes; Ane Tamayo,"This article reviews the literature on the role of social capital in the economy, with a particular emphasis on its importance for corporations. We relate social capital to concepts such as trust and corporate culture, and discuss and propose various metrics that capture social capital at the firm level, including firms’ corporate social responsibility (CSR) efforts. We summarize the extant research on the relation between social capital and both firm value and stock market performance. Finally, we analyse whether firms are investing enough in social capital. Throughout our discussion, we propose several avenues for further research.",33,2,201,220,Corporate social responsibility; Economics; Classical economics; Extant taxon; Enterprise value; Stock market; Organizational culture; Social capital,,,,,https://eprints.lse.ac.uk/id/eprint/69209 https://academic.oup.com/oxrep/article/33/2/201/3755341 https://ideas.repec.org/a/oup/oxford/v33y2017i2p201-220..html https://econpapers.repec.org/RePEc:oup:oxford:v:33:y:2017:i:2:p:201-220. http://lbsresearch.london.edu/787/ https://core.ac.uk/download/77615786.pdf,http://dx.doi.org/10.1093/oxrep/grx026,,10.1093/oxrep/grx026,3021333694,,0,005-510-619-097-54X; 011-761-347-496-005; 012-077-521-864-260; 012-524-953-743-448; 013-305-542-826-202; 014-598-469-045-79X; 017-190-274-764-268; 022-154-524-951-465; 025-164-557-431-739; 025-335-907-210-260; 025-694-686-915-295; 026-852-301-743-283; 027-593-845-730-686; 028-407-471-755-989; 030-016-735-567-513; 031-050-549-345-664; 032-764-844-423-670; 035-840-535-904-121; 039-133-419-285-573; 041-217-228-717-900; 041-649-340-724-560; 044-292-715-122-487; 044-578-219-725-194; 044-944-193-449-263; 045-102-252-180-459; 046-005-724-800-532; 049-131-001-367-997; 049-465-828-594-370; 050-883-176-854-68X; 051-751-074-909-397; 055-070-798-326-463; 058-148-728-829-256; 068-685-598-293-137; 070-353-593-037-91X; 077-129-774-475-933; 078-249-789-490-901; 079-956-594-756-617; 080-969-240-487-809; 082-121-185-387-227; 082-498-621-055-094; 084-344-255-632-568; 085-860-892-687-534; 086-069-858-771-507; 086-825-334-503-254; 098-324-607-838-456; 099-671-160-139-650; 101-040-665-147-946; 113-000-343-224-725; 114-933-813-221-985; 119-756-370-091-938; 120-318-531-301-621; 120-736-687-915-357; 127-063-752-939-920; 128-209-487-926-592; 132-445-335-696-969; 132-944-272-057-233; 133-803-015-675-660; 135-296-848-845-766; 143-685-102-975-424; 145-096-681-380-552; 152-496-216-824-150; 158-872-131-918-881; 178-024-221-305-759,50,true,cc0,green
080-325-981-274-225,Corporate social responsibility in family SMEs: A comparative study,,2016,journal article,European Journal of Family Business,2444877x,Malaga University,,Pedro Juan Martín Castejón; Beatriz Aroca López,"In recent years, corporate social responsibility (CSR) has attracted much interest in both the academic world and the professional, proof of this are many studies on this topic that have been made. However, most studies of CSR focus on larger organizations, with few studies focusing on small and medium enterprises (SMEs), and even less on family SMEs. For this reason, the objective of this research is to determine whether there are differences in orientation towards CSR between family SMEs and non-familiar ones, and if this fact can be influenced by gender and the level of formal studies of the manager, among other factors. The results, on a sample of 123 SMEs, indicate that family SMEs are more socially responsible than no familiar ones.",6,1,21,31,Corporate social responsibility; Business; Social responsibility; Marketing; Public relations; Sample (statistics); Small and medium-sized enterprises,,,,,https://www.revistas.uma.es/index.php/ejfb/article/view/5044 https://www.sciencedirect.com/science/article/pii/S2444877X16300034 https://core.ac.uk/display/82141121 https://www.mendeley.com/catalogue/9d1762e6-7dca-324d-ae58-3b0957e1a781/ https://www.elsevier.es/en-revista-european-journal-family-business-267-articulo-corporate-social-responsibility-in-family-S2444877X16300034 http://www.sciencedirect.com/science/article/pii/S2444877X16300034 https://dialnet.unirioja.es/servlet/articulo?codigo=5675576 https://dialnet.unirioja.es/descarga/articulo/5675576.pdf https://www.sciencedirect.com/science/article/pii/S2444877X16300034#! https://core.ac.uk/download/pdf/82141121.pdf,http://dx.doi.org/10.1016/j.ejfb.2016.05.002,,10.1016/j.ejfb.2016.05.002,2486958154,,0,005-335-150-108-532; 006-914-713-671-154; 009-364-807-863-208; 014-742-775-145-792; 015-330-422-811-177; 017-627-614-253-149; 021-928-254-961-187; 027-680-593-276-08X; 027-783-721-310-943; 032-955-196-380-095; 036-009-518-198-777; 046-191-542-521-083; 056-592-072-928-881; 058-132-753-245-141; 060-028-942-710-999; 062-190-463-523-609; 062-717-872-177-995; 064-420-842-549-036; 068-775-728-240-893; 077-349-815-492-815; 083-911-835-133-767; 085-335-623-398-085; 085-668-425-124-230; 087-457-161-645-86X; 098-652-568-549-012; 111-707-534-613-789; 116-910-187-657-554; 119-934-478-511-024; 120-144-107-338-479; 123-286-518-223-767; 124-229-081-222-213; 124-710-247-542-884; 127-982-953-779-764; 131-456-131-251-594; 136-625-774-680-663; 140-219-136-328-383; 145-237-246-613-194; 148-826-004-266-542; 151-444-940-960-443; 157-972-564-701-524; 168-902-588-999-404; 183-680-514-007-823; 186-804-208-098-019; 194-995-783-044-96X; 199-943-950-416-706,33,true,cc-by-nc-sa,gold
080-342-881-538-320,Online corporate social responsibility communication strategies and stakeholder engagements: A comparison of controversial versus noncontroversial industries,2019-09-03,2019,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Baobao Song; Jing Wen,"This study attempts to reveal the corporate social responsibility (CSR) programming and communication strategies of companies from controversial versus noncontroversial industry sectors and stakeholders' responses to these online CSR communications. A content analysis of CSR videos from 58 companies among the Fortune 500 and user comments on YouTube found that controversial and noncontroversial industries tended to use different strategies in their online CSR communications. Videos that (a) used information strategies, (b) took a company‐dominant perspective, and (c) described high fit CSR programs received more negative and skeptical comments; CSR videos that (a) emphasized the companies' commitment to the programs, (b) demonstrated the impact of CSR programs with anecdotal evidences, and (c) balanced their stated CSR motives between social benefits and business interests received less negative and skeptical comments. Most importantly, stakeholders' responses towards these communication strategies differed by industry sectors.",27,2,881,896,Corporate social responsibility; Business; Content analysis; Skepticism; Stakeholder; Perspective (graphical); Stakeholder engagement; Social benefits; Public relations; Social media,,,,,https://ideas.repec.org/a/wly/corsem/v27y2020i2p881-896.html https://onlinelibrary.wiley.com/doi/10.1002/csr.1852,http://dx.doi.org/10.1002/csr.1852,,10.1002/csr.1852,2971639272,,0,000-399-092-052-630; 006-080-230-736-840; 007-299-383-054-181; 008-432-011-808-903; 009-538-332-430-835; 009-575-398-666-624; 012-497-859-084-633; 013-479-858-787-158; 013-553-703-858-372; 017-700-923-130-941; 018-606-075-915-716; 018-944-425-586-011; 019-936-144-547-223; 020-865-259-293-067; 028-513-151-138-964; 029-947-399-889-838; 032-226-726-401-253; 037-056-650-108-909; 037-572-916-664-576; 043-605-651-281-566; 047-084-373-523-100; 050-186-986-478-90X; 052-319-259-195-574; 052-822-918-312-104; 052-864-469-589-84X; 052-898-946-669-240; 055-151-639-525-953; 055-479-804-573-879; 055-688-556-536-200; 056-689-066-026-84X; 057-726-555-355-181; 058-530-225-668-347; 060-677-224-149-076; 061-032-025-769-668; 065-220-754-840-691; 069-168-279-579-163; 069-533-155-665-652; 071-974-909-056-489; 071-975-188-109-791; 076-334-983-849-141; 078-162-179-268-535; 078-433-900-467-970; 079-337-018-961-37X; 083-478-139-790-072; 086-769-540-914-659; 088-919-850-566-219; 090-406-037-700-073; 094-371-467-779-98X; 098-817-592-541-259; 099-559-439-371-684; 101-247-097-250-512; 101-308-206-668-624; 103-134-872-055-85X; 106-383-468-606-310; 107-274-748-521-438; 109-881-515-874-360; 113-376-498-361-703; 116-044-088-459-722; 118-232-358-004-308; 118-502-157-753-318; 125-476-469-867-426; 128-012-299-403-904; 131-115-701-211-143; 146-267-791-584-388; 150-547-683-729-958; 154-910-711-947-83X; 157-347-149-056-771; 162-290-133-902-677; 174-471-746-238-834,21,false,,
080-870-800-782-225,Corporate social responsibility and financial performance: Fact or fiction? A look at Ghanaian banks,2014-02-20,2014,journal article,Acta Commercii,16841999; 24131903,AOSIS,,Daniel F. Ofori; Richard B. Nyuur; Mildred D. S-Darko,"Orientation: With banks faced with fulfilling the increasing demands of diverse stakeholders, this study sought to explore the views and motives for corporate social responsibility practices in the Ghanaian banking sector and also to investigate any possible relationship between these practices and financial performance. Research purpose: This article examined the impact of corporate social responsibility on financial performance using empirical evidence from the Ghanaian banking sector. Motivation for the study: Although corporate social responsibility is a hot topic in Ghana and banks do practise it, no detailed study has been conducted to ascertain whether banks derive any benefits therefrom. Research design, approach and method: A sample size of 22 banks was involved. A structured questionnaire was used to obtain primary data whilst archival records were used to gather the secondary data. Main findings: The findings revealed that banks in Ghana view corporate social responsibility practices to be a strategic tool; banks are motivated to practise corporate social responsibility by legitimate reasons as much as they are motivated by profitability and sustainability reasons. Also, although there is a positive relationship between corporate social responsibility practices and financial performance, the financial performance of banks in Ghana does not depend significantly on their corporate social responsibility practices but rather on other control variables, such as growth, origin, debt ratio, and size. Practical implications: Properly adopted and implemented, corporate social responsibility can pay its way by contributing toward firm performance. Contribution: There is a positive but currently insignificant relationship between corporate social responsibility and financial performance amongst Ghanaian banks. However, given the numerous benefits of corporate social responsibility, it is recommended that firms continue to give priority to this practice.",14,1,11,,Accounting; Profitability index; Debt ratio; Corporate social responsibility; Business; Social responsibility; Empirical evidence; Corporate security; Stakeholder; Corporate governance,,,,,http://www.actacommercii.co.za/index.php/acta/article/viewFile/180/255 https://researchportal.northumbria.ac.uk/en/publications/corporate-social-responsibility-and-financial-performance-fact-or https://www.actacommercii.co.za/index.php/acta/article/download/180/255 https://northumbria-test.eprints-hosting.org/id/document/261706 http://ugspace.ug.edu.gh/handle/123456789/6638 https://core.ac.uk/display/43962173 http://nrl.northumbria.ac.uk/17789/ https://journals.co.za/content/acom/14/1/EJC149556 https://core.ac.uk/download/41069641.pdf,http://dx.doi.org/10.4102/ac.v14i1.180,,10.4102/ac.v14i1.180,2077811591,,0,001-170-044-677-055; 001-582-851-264-987; 003-089-105-705-22X; 004-921-534-821-21X; 007-107-020-519-219; 009-003-430-004-337; 013-992-674-688-769; 014-886-180-478-443; 014-991-446-112-33X; 016-257-606-089-666; 017-722-013-337-190; 021-310-042-735-757; 022-050-113-408-381; 024-828-763-997-162; 026-895-802-475-205; 030-136-471-129-128; 031-505-615-393-727; 031-537-161-323-99X; 031-790-757-078-20X; 031-846-044-582-764; 033-307-392-784-370; 033-445-837-262-66X; 034-036-378-560-383; 041-689-690-812-380; 042-588-718-064-075; 042-626-915-911-979; 042-702-487-099-532; 051-185-817-762-952; 055-127-219-449-931; 061-428-533-348-203; 061-829-988-617-171; 062-110-807-031-390; 065-773-582-190-273; 066-400-343-948-766; 069-533-155-665-652; 069-791-593-115-951; 072-689-006-891-946; 073-782-378-079-214; 074-595-121-279-125; 076-443-051-703-807; 079-041-878-166-824; 080-193-203-123-170; 082-815-961-326-23X; 085-448-859-591-579; 086-414-904-570-656; 090-477-993-775-161; 091-133-988-911-111; 099-791-143-917-39X; 101-983-044-462-613; 103-355-295-913-314; 103-769-241-163-335; 105-080-829-246-96X; 107-274-748-521-438; 110-975-204-204-223; 112-259-493-936-505; 118-013-216-581-193; 127-629-056-629-021; 129-732-309-600-162; 132-476-163-597-527; 133-010-831-701-951; 138-864-654-742-242; 145-198-055-760-213; 145-505-150-080-723; 155-879-175-881-390; 163-529-639-649-240; 167-429-119-894-389; 175-594-459-298-873; 178-876-175-243-71X; 182-292-289-414-076; 192-019-012-607-970; 194-118-256-080-614,46,true,cc-by,gold
081-202-774-772-025,Innovation and business performance determinants of SMEs in the Adriatic region that introduced social innovation,2016-12-22,2016,journal article,Economic Research-Ekonomska Istraživanja,1331677x; 18489664,Informa UK Limited,United Kingdom,Marta Begonja; Filip Čićek; Bernardo Balboni; Ani Gerbin,The objective of this study is to investigate innovation and business performance determinants of Small and Medium Enterprises (SMEs) located in the Adriatic region that introduced social innovatio...,29,1,1136,1149,Business; Social innovation; Industrial organization; Small and medium-sized enterprises; Commerce,,,,Platform for trans-Academic Cooperation in Innovation – PACINNO – funded by IPA Adriatic Cross-border Cooperation Programme,https://www.tandfonline.com/doi/pdf/10.1080/1331677X.2016.1213651 https://www.tandfonline.com/doi/full/10.1080/1331677X.2016.1213651 https://www.bib.irb.hr/808480 https://cogentoa.tandfonline.com/doi/full/10.1080/1331677X.2016.1213651 https://hrcak.srce.hr/file/253457 https://iris.unimore.it/handle/11380/1134679 https://hrcak.srce.hr/index.php?show=clanak&id_clanak_jezik=253457 https://core.ac.uk/download/84493989.pdf,http://dx.doi.org/10.1080/1331677x.2016.1213651,,10.1080/1331677x.2016.1213651,2562617787,,0,006-992-056-496-766; 007-622-898-589-828; 010-580-438-028-363; 010-829-586-315-445; 011-419-354-844-123; 012-148-170-366-782; 017-113-788-506-46X; 020-709-649-766-945; 025-011-862-797-967; 025-316-730-590-97X; 030-643-166-881-301; 032-020-258-494-327; 033-510-419-848-308; 037-797-147-899-641; 044-311-945-231-110; 044-782-798-717-524; 057-078-892-572-600; 064-886-413-583-046; 066-400-343-948-766; 067-354-372-720-754; 080-431-804-979-549; 083-882-532-683-155; 084-613-224-049-188; 084-820-511-317-781; 087-318-326-272-580; 091-677-451-273-629; 093-004-500-189-279; 102-340-606-585-12X; 102-486-891-428-992; 111-404-481-910-529; 112-565-796-968-753; 138-909-757-185-115; 151-458-766-544-125; 190-761-061-147-468; 199-278-172-599-86X,9,true,"CC BY, CC BY-NC",gold
081-280-005-738-221,A Relational Study of Firm's Characteristics and CSR Expenditure,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Swati Chauhan,"Abstract The role of companies and firms has been understood in terms of a commercial business paradigm of perspective that aims on economic profitability and success. However, in the past few years, as a consequence of rising globalisation and critical ecological issues, the perception of the role of companies in the broader societal context in which it operates, has been altered, by redefining the responsibilities of firms towards society and environment along with financial goals. The study proposed to analyse the impact of Firm characteristics toward Corporate Social Responsibility expenditure. The variables used in this research are size of firm, firm profitability, firm leverage, and sales of the firm. The populations are all firm BSE 30 index in 2007-2012 periods. The analysis methods are using multiple regression analysis. The research found that firm size, firm profitability, firm sales, have an influence toward the Corporate Social Responsibility expenditure, while firm leverage have no influence toward the Corporate Social Responsibility expenditure.",11,,23,32,Profitability index; Corporate social responsibility; Business; Marketing; Globalization; Firm offer; Perception; Index (economics); Industrial organization; Leverage (finance); Capital call,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114001725 https://www.researchgate.net/profile/Swati_Chauhan3/publication/263968969_A_Relational_Study_of_Firm's_Characteristics_and_CSR_Expenditure/links/53cf7d110cf25dc05cfafa46.pdf https://core.ac.uk/download/pdf/82503204.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00172-5,,10.1016/s2212-5671(14)00172-5,2079344959,,0,002-664-126-254-642; 003-089-105-705-22X; 003-575-763-136-333; 019-534-948-420-613; 037-975-184-990-216; 043-371-576-050-215; 044-292-715-122-487; 053-195-536-333-811; 053-513-842-374-559; 059-519-145-470-081; 061-829-988-617-171; 071-858-040-304-31X; 086-004-358-068-877; 086-422-668-315-433; 094-620-439-196-263; 110-676-804-826-923; 130-741-068-205-515; 132-254-741-769-455; 141-702-003-965-342; 155-268-221-043-986; 190-689-767-983-712,16,true,,gold
081-658-730-871-422,Lobbying and the responsible firm : agenda-setting for a freshly conceptualized field.,2018-02-05,2018,journal article,Business Ethics: A European Review,09628770,Wiley,United Kingdom,Stephanos Anastasiadis; Jeremy Moon; Michael Humphreys,"“Responsible lobbying” is an increasingly salient topic within business and management. We make a contribution to the literature on “responsible lobbying” in three ways. First, we provide novel definitions and, thereby, make a clear distinction between lobbying and corporate political activity. We then define responsible lobbying with respect to its content, process, organization, and environment, resulting in a typology of responsible lobbying, a conceptual model that informs the rest of the paper. Second, the paper provides a thematic overview of the current literature underpinning lobbying and the responsible firm, and the underlying paradigms informing this literature. Third, the paper makes specific suggestions for a future research agenda, ending with a consideration of methodological implications of such research.",27,3,207,221,Positive economics; Conceptual model; Political science; Salient; Underpinning; Field (Bourdieu); Process (engineering); Typology; Politics,,,,,http://dro.dur.ac.uk/25807/ https://philpapers.org/rec/ANALAT https://dro.dur.ac.uk/25807/ https://dialnet.unirioja.es/servlet/articulo?codigo=7643006 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3189105 https://research.cbs.dk/en/publications/lobbying-and-the-responsible-firm-agendasetting-for-a-freshly-con https://onlinelibrary.wiley.com/doi/10.1111/beer.12180 https://research-api.cbs.dk/ws/files/57980676/jeremy_moon_et_al_lobbying_and_the_responsible_firm_acceptedversion.pdf https://core.ac.uk/download/pdf/162911036.pdf,http://dx.doi.org/10.1111/beer.12180,,10.1111/beer.12180,2791743958,,0,000-811-766-875-046; 001-219-742-034-879; 004-293-432-867-407; 005-580-054-115-547; 010-137-420-730-422; 011-260-274-737-449; 011-369-761-831-837; 015-110-620-291-382; 016-633-482-231-013; 016-876-503-119-490; 017-626-418-556-981; 019-791-138-220-393; 020-896-108-656-934; 020-976-577-162-865; 021-905-870-753-064; 021-996-223-357-58X; 022-952-281-676-433; 023-960-508-678-65X; 028-525-134-136-041; 030-603-581-802-838; 031-475-647-598-204; 031-505-615-393-727; 031-685-218-411-910; 032-010-981-559-258; 032-517-326-134-723; 032-814-214-743-314; 033-584-740-448-038; 033-974-587-216-110; 035-000-410-092-674; 035-556-471-787-086; 037-962-070-704-127; 039-126-466-204-988; 039-699-224-054-188; 039-835-853-806-948; 041-602-638-757-56X; 044-102-672-152-319; 044-711-599-450-806; 045-199-191-255-819; 046-159-785-979-523; 046-695-887-107-012; 047-275-758-167-751; 047-312-365-713-555; 047-460-128-505-546; 054-160-468-480-671; 054-399-337-889-850; 055-212-937-914-128; 057-643-043-310-103; 060-829-627-458-244; 062-714-822-325-765; 062-833-921-790-808; 063-585-830-596-360; 065-143-206-818-606; 065-517-451-477-861; 067-934-636-471-992; 069-259-438-012-556; 073-060-164-662-944; 073-169-146-264-853; 075-789-364-487-22X; 076-975-627-427-487; 078-668-058-406-602; 079-433-024-067-462; 079-734-417-406-428; 082-171-985-858-889; 082-324-581-472-853; 083-973-158-756-441; 085-300-287-100-525; 088-919-850-566-219; 089-020-774-090-124; 091-019-101-981-735; 092-438-341-251-021; 094-592-196-674-172; 096-558-020-828-338; 097-067-039-768-785; 097-213-764-422-536; 098-733-242-419-693; 099-095-725-205-22X; 107-215-972-038-299; 109-110-769-896-046; 109-888-351-405-788; 110-648-445-179-657; 110-837-295-468-703; 119-397-294-571-11X; 119-579-869-960-798; 119-735-284-215-786; 120-851-044-939-068; 130-022-902-882-972; 135-625-415-068-935; 135-655-168-108-705; 136-018-585-773-858; 136-876-347-797-417; 139-504-936-935-963; 146-444-317-681-038; 148-660-380-212-188; 149-047-430-387-981; 152-319-305-602-739; 154-044-557-848-930; 155-849-634-946-361; 156-208-441-443-940; 158-897-792-001-748; 159-592-129-993-014; 160-895-957-149-699; 164-191-042-829-258; 168-855-921-534-493; 178-397-057-385-09X; 181-377-136-660-272; 182-199-495-327-639; 196-328-395-779-570,18,true,,green
081-697-132-430-16X,Portrayals of Large Corporations in the English and German Version of Wikipedia – Exploring Similarities and Differences,2016-04-27,2016,journal article,Corporate Reputation Review,13633589; 14791889,Springer Science and Business Media LLC,United Kingdom,Thomas Roessing; Sabine Einwiller,"High search results for Wikipedia articles in web search engines and the large number of Wikipedia articles about companies contribute to the online encyclopedia’s relevance for communication and reputation management. In this research, we compare Wikipedia articles of 30 US and 30 German corporations in both the English and German version of the online encyclopedia. Using content analysis, the articles’ structure, content and tone are analyzed and compared. Apart from broad similarities in regard to article structure, results reveal some striking differences between the versions. It shows that companies are portrayed more extensively in their domestic than in the foreign version of Wikipedia. This refers to the length of the overall article, the use of photographs as well as the validation of content. Detailed analyses of article content also reveal that companies are covered more extensively on the different reputation dimensions in their domestic than in the foreign version. Apart from the elaborateness of the portrayals, there is also more criticism in the form of a specific criticism section in domestic compared to foreign version articles. A general negative tendency can furthermore be observed particularly for content on workplace environment and corporate social responsibility (CSR). Contrary to the findings on criticism, content on CSR is more negative in the foreign compared to the domestic version of Wikipedia for both US and German corporations. The findings indicate that Wikipedia content is influenced by how the volunteer contributors to Wikipedia perceive and assess a corporation. Implications for communication management are discussed.",19,2,108,126,Advertising; Corporate social responsibility; Business; German; Content analysis; Online encyclopedia; Corporation; Section (typography); Reputation; Criticism,,,,,https://link.springer.com/article/10.1057/crr.2016.3/fulltext.html https://socionet.ru/publication.xml?h=repec:pal:crepre:v:19:y:2016:i:2:d:10.1057_crr.2016.3 https://link.springer.com/article/10.1057%2Fcrr.2016.3 https://dialnet.unirioja.es/servlet/articulo?codigo=5441129,http://dx.doi.org/10.1057/crr.2016.3,,10.1057/crr.2016.3,2344545506,,0,009-344-889-192-12X; 020-001-183-015-635; 020-079-234-111-556; 026-452-162-138-100; 035-795-888-211-806; 039-704-601-425-292; 047-391-001-676-229; 049-728-195-242-94X; 051-640-759-879-037; 058-124-486-793-986; 069-677-360-377-433; 078-373-698-788-92X; 086-816-806-249-131; 088-760-350-096-095; 095-535-306-798-914; 099-138-682-129-809; 101-309-402-693-725; 119-116-550-950-167; 121-739-219-988-58X; 126-038-885-781-767; 135-096-476-981-196; 135-727-189-529-322; 139-673-476-336-042; 149-595-635-656-791; 163-761-057-987-510; 179-360-544-305-98X; 191-370-710-675-251; 197-543-438-669-880,3,false,,
081-814-310-725-682,"Firm characteristics, board diversity and corporate social responsibility: Evidence from Bangladesh",2015-08-03,2015,journal article,Pacific Accounting Review,01140582,Emerald,,Mohammad Badrul Muttakin; Arifur Khan; Nava Subramaniam,"Purpose – This study aims to purport to investigate the relationship between firm size, profitability, board diversity (namely, director gender and nationality) and the extent of corporate social responsibility (CSR) disclosures within a developing nation context. Design/methodology/approach – The dataset comprises 116 listed Bangladeshi non-financial companies for the period of 2005-2009. A CSR disclosure checklist was used to measure the extent of CSR disclosures in the annual reports and a multiple regression analysis to examine its association with firm characteristics and two board diversity features – female and foreign directorship. Findings – Results indicate that large and more profitable firms provide more CSR disclosures. It was also found that female directorship has a negative association with CSR disclosures, while foreign directorship has a positive impact on such disclosures. This paper documents that CSR disclosures decrease further when family ownership is higher and there are more femal...",27,3,353,372,Accounting; Profitability index; Corporate social responsibility; Business; Checklist; Diversity (business); Context (language use); Negative association; Signalling theory; Developing country,,,,,https://www.emerald.com/insight/content/doi/10.1108/PAR-01-2013-0007/full/html http://www.emeraldinsight.com/doi/full/10.1108/PAR-01-2013-0007 http://dro.deakin.edu.au/eserv/DU:30074268/muttakin-firmcharacteristics-2015.pdf http://dro.deakin.edu.au/view/DU:30074268 https://www.emeraldinsight.com/doi/abs/10.1108/PAR-01-2013-0007 http://hdl.handle.net/10536/DRO/DU:30074268,http://dx.doi.org/10.1108/par-01-2013-0007,,10.1108/par-01-2013-0007,1510371357,,0,001-442-193-965-225; 001-813-696-988-082; 002-929-446-634-493; 002-994-269-455-347; 007-623-824-125-742; 009-344-383-582-833; 013-405-702-528-334; 014-229-080-427-104; 016-257-606-089-666; 021-130-426-691-185; 022-382-623-818-517; 023-010-587-847-482; 025-243-819-720-772; 027-590-938-950-609; 028-249-454-403-446; 031-446-008-858-88X; 031-516-775-008-174; 031-993-247-683-936; 032-027-382-592-778; 032-537-142-372-223; 034-296-746-588-410; 038-297-078-075-459; 046-595-895-064-122; 048-126-549-655-027; 048-813-811-724-732; 050-061-922-087-353; 050-527-543-726-452; 053-268-340-298-481; 058-357-262-233-370; 063-820-002-857-585; 064-653-862-599-812; 070-303-214-915-650; 071-858-040-304-31X; 072-241-716-502-065; 073-565-135-677-294; 078-441-377-892-605; 081-634-982-040-864; 090-722-107-471-216; 094-905-599-890-675; 098-615-018-246-276; 099-757-944-112-074; 103-567-942-562-78X; 113-374-896-359-714; 120-230-564-769-662; 123-548-554-472-100; 127-356-618-215-912; 154-042-304-754-208; 163-129-887-298-934; 179-187-453-671-961,99,true,,
082-153-122-905-492,Editorial,2017-12-26,2017,journal article,Revista Pretexto,19846983; 1517672x,ANPAD,,,,18,3,4,10,Computer science,,,,,https://core.ac.uk/download/pdf/270198642.pdf,http://dx.doi.org/10.21714/pretexto.v18i3.5815,,10.21714/pretexto.v18i3.5815,,,0,,0,true,cc-by-nc-nd,gold
082-355-271-522-925,Understanding Consumer Behaviour to Develop Competitive Advantage: A Case Study Exploring the Attitudes of German Consumers towards Fruits with Cosmetic Flaws,2017-07-21,2017,journal article,International Journal of Academic Research in Business and Social Sciences,22226990,Human Resources Management Academic Research Society (HRMARS),,F Topolansky Barbe; P. Von Dewitz; M Gonzalez Triay,"Worldwide, there is a great contradiction when it comes to food waste. On the one hand, it is estimated that up to 40 % of the globally produced food is lost or wasted every year, on the other hand about 925 million people suffer from malnutrition. In addition, food production has to be increased by 70 % to feed a population of 9 billion people in 2050. Due to these estimations, it becomes increasingly important to start initiatives to reduce food waste and its impact on natural resources. One reason why fruits and vegetables are wasted in developed countries is aesthetic standards set by retailers.; Aesthetic standards regulate the shape and appearance of fruits and vegetables. Retailers have set these standards based on the assumption that consumers are only willing to buy fruits and vegetables without any cosmetic flaws. The result is that produce which are misshapen are sorted out in advance and go to waste. Within this context, this paper has two main objectives: first, to explore the attitudes of consumers towards fruits and vegetables with cosmetic flaws; and second, to unveil how these attitudes influence consumers’ purchase intentions.; A survey was conducted for this research in order to investigate whether this food waste is avoidable or not. A total of 213 participants from Germany took part in the survey. The results of this research indicate that consumers in Germany are potentially willing to buy misshaped fruits and vegetables and have a positive attitude towards them. However, the degree of willingness and the attitude of consumers depend on the price of the product and on the type of cosmetic flaw. Based on the assumption that consumers are willing to buy misshaped fruits and vegetables, retailers have the possibility to take responsibility and ease their aesthetic standards for an additional offer of misshaped products. This Corporate Social Responsibility (CSR) initiative would create environmental and social benefits as well as economic benefits for the retail sector.",7,6,554,580,Corporate social responsibility; Economics; Marketing; Consumer behaviour; Order (business); Context (language use); Population; Product (business); Competitive advantage; Food processing,,,,,https://eprints.glos.ac.uk/6701/ https://ideas.repec.org/a/hur/ijarbs/v7y2017i6p554-580.html https://hrmars.com/papers_submitted/3013/Understanding_Consumer_Behaviour_to_Develop_Competitive_Advantage_A_Case_Study_Exploring_the_Attitudes_of_German_Consumers.pdf https://hrmars.com/papers/detail/ijarbss/3013/Understanding-Consumer-Behaviour-to-Develop-Competitive-Advantage-A-Case-Study-Exploring-the-Attitudes-of-German-Consumers-towards-Fruits-with-Cosmetic-Flaws https://rau.repository.guildhe.ac.uk/id/eprint/15984/ https://pureportal.coventry.ac.uk/en/publications/understanding-consumer-behaviour-to-develop-competitive-advantage https://core.ac.uk/download/267018968.pdf,http://dx.doi.org/10.6007/ijarbss/v7-i6/3013,,10.6007/ijarbss/v7-i6/3013,2761906311,,0,008-706-159-058-243; 019-558-442-528-084; 049-550-785-183-630; 063-226-513-096-800; 065-628-328-172-714; 068-385-788-882-798; 088-884-432-819-802; 113-841-342-464-547; 115-775-172-791-122; 178-216-095-327-995,6,true,,green
082-418-793-728-520,"The COVID-19 office in transition: cost, efficiency and the social responsibility business case",2020-07-21,2020,journal article,"Accounting, Auditing & Accountability Journal",09513574,Emerald,United Kingdom,Lee D. Parker,"Purpose:; ; This study aims to critically evaluate the COVID-19 and future post-COVID-19 impacts on office design, location and functioning with respect to government and community occupational health and safety expectations. It aims to assess how office efficiency and cost control agendas intersect with corporate social accountability.; ; Design/methodology/approach:; ; Theoretically informed by governmentality and social accountability through action, it thematically examines research literature and Web-based professional and business reports. It undertakes a timely analysis of historical office trends and emerging practice discourse during the COVID-19 global pandemic's early phase.; ; Findings:; ; COVID-19 has induced a transition to teleworking, impending office design and configuration reversals and office working protocol re-engineering. Management strategies reflect prioritisation choices between occupational health and safety versus financial returns. Beyond formal accountability reports, office management strategy and rationales will become physically observable and accountable to office staff and other parties.; ; Research limitations/implications:; ; Future research must determine the balance of office change strategies employed and their evident focus on occupational health and safety or cost control and financial returns. Further investigation can reveal the relationship between formal reporting and observed activities.; ; Practical implications:; ; Organisations face strategic decisions concerning both their balancing of employee and public health and safety against capital expenditure and operation cost commitments to COVID-19 transmission prevention. They also face strategic accountability decisions as to the visibility and correspondence between their observable actions and their formal social responsibility reporting.; ; Social implications:; ; Organisations have continued scientific management office cost reduction strategies under the guise of innovative office designs. This historic trend will be tested by a pandemic, which calls for control of its spread, including radical changes to the office at potentially significant cost.; ; Originality/value:; ; This paper presents one of few office studies in the accounting research literature, recognising it as central to contemporary organisational functioning and revealing the office cost control tradition as a challenge for employee and community health and safety.",33,8,1943,1967,Business; Social responsibility; Social accounting; Occupational safety and health; Community health; Accountability; Accounting research; Public relations; Business case; Scientific management,,,,,https://www.emerald.com/insight/content/doi/10.1108/AAAJ-06-2020-4609/full/html https://econpapers.repec.org/RePEc:eme:aaajpp:aaaj-06-2020-4609 https://researchrepository.rmit.edu.au/esploro/outputs/journalArticle/The-Covid-19-Office-in-Transition-Cost-efficiency-and-the-social-responsibility-business-case/9921970255801341 https://doi.org/10.1108/AAAJ-06-2020-4609 https://eprints.gla.ac.uk/219371/ https://core.ac.uk/download/326510979.pdf,http://dx.doi.org/10.1108/aaaj-06-2020-4609,,10.1108/aaaj-06-2020-4609,3044661294,,0,001-624-721-460-616; 003-366-652-975-096; 007-898-350-109-582; 010-937-983-672-559; 012-886-755-613-026; 013-325-113-942-991; 018-011-727-088-582; 018-885-941-041-459; 022-676-392-143-906; 029-129-650-963-766; 032-983-248-606-446; 034-941-982-715-783; 035-703-239-818-324; 035-966-996-939-873; 037-720-575-763-956; 039-467-933-939-795; 039-925-078-873-902; 043-881-189-890-783; 043-906-778-050-14X; 045-374-907-759-007; 048-365-124-230-873; 052-243-658-943-754; 053-250-277-306-550; 054-955-893-214-461; 055-457-844-403-148; 060-130-439-008-845; 060-645-887-881-456; 061-529-554-006-694; 062-209-174-499-670; 063-438-609-791-028; 068-320-229-535-581; 068-829-034-741-360; 070-782-333-253-179; 078-242-344-885-343; 081-475-687-425-707; 087-135-829-750-87X; 087-577-833-816-622; 096-186-117-184-562; 105-027-677-616-593; 106-794-412-410-745; 107-386-310-561-650; 108-759-500-751-952; 111-064-651-978-836; 119-229-194-605-922; 119-781-132-723-48X; 121-486-361-549-227; 121-704-769-465-863; 122-768-868-375-387; 127-476-607-566-289; 129-018-726-726-438; 135-243-159-656-952; 135-930-663-570-626; 136-385-831-219-495; 138-091-894-106-366; 144-497-001-886-99X,63,true,,green
082-539-162-814-802,Developing a Framework for Measuring Effectiveness of Sustainability Communications through Corporate Websites,,2015,journal article,Procedia Manufacturing,23519789,Elsevier BV,Netherlands,Alfonso Siano; Paolo Piciocchi; Agostino Vollero; Maddalena Della Volpe; Maria Palazzo; Francesca Conte; Danilo De Luca; Sara Amabile,"Abstract The growing interest in corporate sustainability (CS) orientation and the increasing attention on stakeholder engagement practices suggest to adopt new models and methods of decision-making for online corporate communication management. The working paper aims at highlighting the most significant principles, tools and content of communication for sustainability through corporate websites in order to create a successful value-proposition. The study draws from different fields of study, integrating approaches such as the Service Science Management and Engineering+Design and Viable Systems Approach. The proposed framework for CS communication on corporate websites has been defined in order to create value for the organization and increase reputational capital. The framework includes four main dimensions containing measurable sub-items. They focused on: orientation to sustainability; items belonging to the structure related to stakeholder engagement and CS governance tools; items related to content (in terms of their impact on core business and their adherence to communication principles); and process. The paper presents typical limitations of the deductive approach based on literature review. The framework could be used as a comprehensive tool to identify and avoid greenwashing traps in CS communication. This working paper could be considered a first step in a stream of research on a field of study not yet well explored to some extent.",3,,3615,3620,Business; Communications management; Corporate communication; Corporate sustainability; Core business; Greenwashing; Viable systems approach; Stakeholder engagement; Corporate governance; Knowledge management,,,,,http://www.sciencedirect.com/science/article/pii/S2351978915007386 https://www.sciencedirect.com/science/article/pii/S2351978915007386 https://core.ac.uk/display/53811911 https://www.iris.unisa.it/handle/11386/4657050 https://core.ac.uk/download/pdf/82452378.pdf,http://dx.doi.org/10.1016/j.promfg.2015.07.737,,10.1016/j.promfg.2015.07.737,2192197972,,0,000-399-290-613-144; 004-724-101-714-256; 005-590-991-432-327; 009-104-464-375-067; 010-560-195-830-686; 016-645-179-965-928; 023-686-250-053-329; 024-209-093-414-235; 030-475-929-639-100; 047-460-128-505-546; 051-640-759-879-037; 061-196-913-917-260; 063-101-812-142-740; 071-051-554-561-412; 087-467-327-739-970; 090-406-037-700-073; 093-200-687-277-946; 095-826-475-583-244; 107-866-341-850-677; 110-864-514-367-683; 140-185-354-409-680; 153-750-578-806-678; 177-953-742-027-053; 199-310-247-341-095,7,true,,gold
082-710-740-003-209,A Managerial Tool for Environmental Sustainability,,2013,journal article,APCBEE Procedia,22126708,Elsevier BV,,Tamara Menichini; Francesco Rosati,"Abstract Several frameworks, roadmaps and tools have already been proposed for supporting sustainability management, however, they do not comprehensively consider environmental sustainability and business performance. In order to fill this gap, in this paper a two-dimensional tool is proposed. It is based on two sustainability dimensions: the “Sustainability Progress” dimension and the “Environmental Sustainability” dimension. The “Sustainability Progress” dimension assesses the stage of the CSR-environmental culture evolution in an organization. The “Environmental Sustainability” dimension indicates the firm involvement in CSR-environmental practices. The tool allows positioning a company in terms of environmental sustainability among its competitors and provides strategic guidelines for sustainability improvement.",5,,551,556,Environmental Sustainability Index; Product-service system; Competitor analysis; Environmental economics; Corporate social responsibility; Business; Sustainability organizations; Dimension (data warehouse); Social sustainability; Sustainability,,,,,https://core.ac.uk/display/82714231 https://www.sciencedirect.com/science/article/abs/pii/S2212670813000936 https://www.sciencedirect.com/science/article/pii/S2212670813000936 https://orbit.dtu.dk/en/publications/a-managerial-tool-for-environmental-sustainability https://backend.orbit.dtu.dk/ws/files/101935842/A_Managerial_Tool_for_Environmental_Sustainability.pdf https://core.ac.uk/download/pdf/82714231.pdf,http://dx.doi.org/10.1016/j.apcbee.2013.05.092,,10.1016/j.apcbee.2013.05.092,2090577214,,0,003-316-593-482-340; 009-604-750-799-38X; 010-204-160-494-191; 011-104-666-786-86X; 025-684-388-421-239; 027-367-540-779-918; 035-165-386-899-931; 038-499-535-338-011; 038-500-829-997-624; 039-674-401-428-224; 043-243-585-967-889; 045-721-746-626-951; 046-011-793-808-379; 047-456-794-066-125; 047-460-128-505-546; 073-536-136-578-279; 080-701-399-983-209; 097-106-240-878-31X; 119-175-533-227-313; 132-827-181-753-564; 137-026-423-824-874; 140-210-122-191-629; 166-946-758-901-37X; 178-264-091-912-413,4,true,cc-by-nc-nd,hybrid
082-768-381-712-207,Collective remembering of organizations: Co-construction of organizational pasts in Wikipedia,2015-10-05,2015,journal article,Corporate Communications: An International Journal,13563289,Emerald,United Kingdom,Michael Etter; Finn Årup Nielsen,"Purpose – How organizations’ pasts are presented to the public is crucial, because this presentation shapes corporate reputations. Increasingly, various actors contribute to the public remembering of organizations with new information and communication technologies (ICTs). The purpose of this paper is to investigate the online encyclopedia Wikipedia as a global memory place, where the pasts of organizations are communicatively co-constructed by actors of a loosely connected community. Design/methodology/approach – The authors analyze 1,459 edits of Wikipedia pages of ten organizations from various industries. Quantitative content analysis detects Wikipedia edits for their reputational relevance and reference to formal sources, such as corporate communication or newspapers. Furthermore, the authors investigate to which degree current corporate communication in form of 177 press releases has an influence on the remembering process in Wikipedia. Findings – The analysis shows how the continuous construction o...",20,4,431,447,Sociology; Corporate communication; Newspaper; Presentation; Online encyclopedia; Co-construction; Public relations; Information and Communications Technology; Collective memory; Relevance (information retrieval),,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=5453858 https://www.emerald.com/insight/content/doi/10.1108/CCIJ-09-2014-0059/full/html https://orbit.dtu.dk/files/118018270/EttersM20015Collective.pdf https://research.cbs.dk/en/publications/collective-remembering-of-organizations-co-construction-of-organi https://orbit.dtu.dk/en/publications/collective-remembering-of-organizations-coconstruction-of-organizational-pasts-in-wikipedia%28ffecad9d-4adb-42e7-ad18-eaaab4291963%29.html http://www.emeraldinsight.com/doi/citedby/10.1108/CCIJ-09-2014-0059 https://doi.org/10.1108%2FCCIJ-09-2014-0059 http://www.emeraldinsight.com/doi/abs/10.1108/CCIJ-09-2014-0059 https://core.ac.uk/download/43253397.pdf,http://dx.doi.org/10.1108/ccij-09-2014-0059,,10.1108/ccij-09-2014-0059,1795963546,,0,000-183-593-187-469; 000-225-220-199-70X; 002-344-385-255-268; 002-541-304-332-19X; 003-282-769-267-925; 005-093-475-424-374; 006-391-941-743-084; 007-421-464-090-842; 008-055-479-816-334; 008-735-474-651-875; 011-283-036-429-995; 013-356-533-098-071; 014-876-097-165-180; 015-994-305-797-689; 016-075-957-665-082; 018-920-968-050-815; 019-005-774-324-416; 020-001-183-015-635; 020-005-452-733-212; 026-665-442-057-961; 028-495-930-392-172; 028-820-224-344-284; 032-101-133-656-833; 033-834-393-574-150; 035-921-218-608-42X; 035-942-559-590-021; 037-299-036-508-407; 039-704-601-425-292; 048-080-116-934-783; 048-439-843-170-255; 054-572-550-638-459; 055-159-395-342-048; 059-963-608-933-099; 060-660-012-879-113; 063-660-770-170-196; 067-832-999-299-928; 071-101-248-569-953; 076-573-102-927-073; 077-826-390-968-564; 079-974-094-081-886; 081-450-572-371-867; 083-412-425-907-866; 083-730-377-597-464; 084-097-949-790-397; 089-082-133-926-124; 095-563-400-885-676; 098-423-664-091-161; 099-358-689-972-086; 101-247-097-250-512; 104-243-754-280-49X; 107-217-446-004-370; 108-848-388-839-894; 109-531-481-799-672; 113-544-364-174-558; 113-654-471-873-001; 114-224-962-068-388; 118-991-186-445-445; 119-261-556-525-20X; 125-769-499-035-961; 126-038-885-781-767; 131-586-439-905-270; 134-115-618-621-757; 146-380-996-435-225; 159-257-395-990-977; 163-684-405-459-006; 166-660-645-643-673; 169-596-589-006-076; 174-663-049-564-286; 185-726-701-420-457; 189-574-121-427-21X; 189-581-624-971-300,11,true,,green
083-139-289-750-344,Review of finance and investment in disaster resilience in the built environment,2016-07-19,2016,journal article,International Journal of Strategic Property Management,1648715x; 16489179,Vilnius Gediminas Technical University,Lithuania,Onaopepo Adeniyi; Srinath Perera; Andrew Collins,"In stark comparison to reductions achieved in the number of human casualties from disasters it is now evident that economic losses are increasing at a much higher rate. While several events contribute to economic loss from disasters, loss from built environment (property) damages and its consequential effects are significant. The overarching purpose of this paper is to systematically summarise and synthesise literature, critically discuss issues, and identify methodological problems as well as research, practice gaps and potential solutions to matters relating to financing and investment in Disaster resilience in the Built Environment. Literature materials used for this the paper were gathered from reputable sources. As part of the findings of the study, a growing shift towards investment and enhancement of disaster resilience through the principles of corporate social responsibility and public private partnership was observed. However, many of the documented investments were made after disaster struck once or nearby.",20,3,224,238,Finance; Corporate social responsibility; Business; Built environment; Public–private partnership; Investment (macroeconomics); Resilience (network); Damages; Practice Gaps,,,,,https://www.tandfonline.com/doi/full/10.3846/1648715X.2016.1185476 https://www.ceeol.com/content-files/document-444465.pdf http://nrl.northumbria.ac.uk/27457/ https://www.ceeol.com/search/article-detail?id=443269 https://ideas.repec.org/a/taf/ijspmg/v20y2016i3p224-238.html https://researchportal.northumbria.ac.uk/en/publications/review-of-finance-and-investment-in-disaster-resilience-in-the-bu https://EconPapers.repec.org/RePEc:taf:ijspmg:v:20:y:2016:i:3:p:224-238 https://core.ac.uk/download/46520420.pdf,http://dx.doi.org/10.3846/1648715x.2016.1185476,,10.3846/1648715x.2016.1185476,2488151039,,0,002-387-608-797-84X; 005-418-954-180-242; 006-837-846-714-166; 007-507-890-999-116; 015-371-868-873-146; 017-095-034-015-57X; 019-485-755-523-407; 023-165-017-189-082; 023-395-255-978-697; 024-565-074-619-981; 028-527-687-445-433; 030-624-959-362-129; 033-617-585-231-055; 047-151-230-085-868; 053-950-564-329-875; 056-098-805-020-464; 063-599-145-846-445; 069-116-725-640-696; 074-659-371-653-60X; 075-442-434-893-061; 081-038-840-036-105; 083-074-657-376-727; 103-938-446-553-403; 104-043-510-017-250; 106-797-559-660-056; 123-058-676-174-206; 128-273-612-863-567; 130-028-253-715-599; 131-459-418-310-524; 133-324-229-893-681; 137-369-970-804-615; 148-092-457-460-073; 157-345-477-038-311; 160-053-800-974-737; 174-493-203-081-305; 177-214-639-056-092,10,true,cc-by,gold
083-298-222-174-117,Is corporate social responsibility always a function of good management,,2018,journal article,Academy of Management Proceedings,00650668; 21516561,Academy of Management,,Soydan Soylu; Satkeen Azizzadeh,"The debate on the relationship between business and society is an issue of practical importance and theoretical interest. This paper discusses the perspectives on the social responsibilities of organisations to indicate the diversity of approaches to the legitimacy and the boundaries of corporate social responsibility (CSR) practices. Classical Theories of Social Responsibility, The Stakeholder Theory, The Social Demandingness Theory, and The Social Activist Theory are critiqued. Finally, major arguments behind the social responsibility theories are discussed and an ethical relativism framework is proposed to assess the morality and the legitimacy of CSR practices. Keywords: Corporate social responsibility; philantrophy; relativism; management; stakeholder",2018,1,11219,,Corporate social responsibility; Sociology; Social responsibility; Stakeholder theory; Relativism; Morality; Stakeholder; Diversity (business); Legitimacy; Environmental ethics,,,,,https://journals.aom.org/doi/10.5465/AMBPP.2018.11219abstract https://eprints.mdx.ac.uk/25723/ https://core.ac.uk/download/161899648.pdf,http://dx.doi.org/10.5465/ambpp.2018.11219abstract,,10.5465/ambpp.2018.11219abstract,2880158278,,0,,1,true,,green
083-322-084-821-992,The emperors clothes - corporate social responsibility creating shared value and sustainability,,2017,journal article,International Journal of Business Performance Management,13684892; 17415039,Inderscience Publishers,United Kingdom,Bryan McIntosh; Bruce Sheppy; Juan David Zuliani,"Corporations in the 21st century play a decisive role in the future of society. Their power and influence in world affairs often seems devoid of ethics and seems to exceed the reach and the means of many nations. As a result, the strategic positions they take towards value, creation and ethics affects every individual on the planet. This paper explores strategic routes that organisations could apply to facilitate economic growth while ensuring their ecological integrity and ensuring social enhancements generates benefits to a wider scope of organisational stakeholders. By conducting a critical analysis and clarifying common misconceptions between corporate social responsibility (CSR), creating shared value (CSV) and sustainability, it is possible to determine how these interrelated strategic approaches have evolved. This article argues the importance of transforming the purpose of organisations to encapsulate stakeholder value creation as the main reason for their existence.",18,3,307,326,Corporate social responsibility; Economics; Stakeholder; Power (social and political); Value (ethics); Public relations; Sustainable development; Sustainability; Strategic management; Creating shared value,,,,,https://ray.yorksj.ac.uk/id/eprint/4259/ https://ideas.repec.org/a/ids/ijbpma/v18y2017i3p307-326.html https://www.inderscienceonline.com/doi/abs/10.1504/IJBPM.2017.084855 https://www.inderscience.com/link.php?id=84855 https://core.ac.uk/download/76944749.pdf,http://dx.doi.org/10.1504/ijbpm.2017.084855,,10.1504/ijbpm.2017.084855,2602720234,,0,,5,true,,green
083-422-494-756-730,Are All Ventures Social Ventures? A Method for Evaluating a Venture's Social Efforts and Social Effects,,2012,journal article,Energy Procedia,18766102,Elsevier BV,,Gøran Berntsen; Bård Gamnes; Øystein Widding,"Abstract In this paper, a method is developed to measure the social effort and social effect of ventures. A survey is conducted to collect data in order to search for a correlation between the two dimensions “social effort” and “social effect”. The findings from the survey indicate a linear correlation between the two. More importantly, we find that the ventures are spread in a continuous scatter on the two dimensions. The implication is that the division between social ventures and traditional ventures does not provide an accurate picture.",20,,334,345,Business; Microeconomics; Order (business); Measure (physics); Social entrepreneurship; Social effects; Linear correlation; Division (mathematics),,,,,https://core.ac.uk/display/82707149 https://www.sciencedirect.com/science/article/pii/S1876610212007631 https://core.ac.uk/download/pdf/82707149.pdf,http://dx.doi.org/10.1016/j.egypro.2012.03.033,,10.1016/j.egypro.2012.03.033,2033727352,,0,008-003-374-806-928; 014-472-387-377-076; 017-012-395-580-930; 023-154-684-639-995; 040-076-055-473-190; 042-043-962-432-829; 058-062-562-310-747; 063-931-218-138-266; 073-335-683-587-616; 076-920-110-529-001; 083-290-539-960-451; 089-726-267-092-162; 098-171-419-083-047; 135-928-269-618-086; 143-665-452-123-215; 145-505-150-080-723; 166-985-264-902-120; 192-121-378-418-163; 195-417-198-214-026,1,true,cc-by-nc-nd,gold
083-479-316-687-768,Engaging Employees Through Corporate Social Responsibility Programs: Aligning Corporate Social Responsibility and Employee Engagement,2021-03-23,2021,journal article,Journal of Organizational Psychology,21583609,North American Business Press,,Paula Bernardino,"The message is clear: people want to work for organizations where they feel they are engaged and learning. Recently, the organization Benevity in Canada stated that ""Today’s employees are expecting a greater sense of purpose in the workplace. In fact, 83% of Millennials say they would be more loyal to their employer when they feel they can make a difference on social and environmental issues at work."" Companies that engage in social and environmental stewardship also benefit from employees who are more aware and involved.; Once the Corporate Social Responsibility (CSR) strategy and programs have been defined, how do you ensure your communications strategy, plan and actions are aligned and will help deliver the desired results to get employees interested and engaged?; An online survey with 100 respondents in Canada demonstrated a clear shift from years ago where now current applicants research a company’s CSR information when applying to work there. And once working inside the organization, employees notice CSR initiatives and want to get involved.",21,1,,,Industrial and organizational psychology; Corporate social responsibility; Business; Work (electrical); Notice; Environmental stewardship; Public relations; Plan (drawing); Employee engagement,,,,,https://articlegateway.com/index.php/JOP/article/view/4029,http://dx.doi.org/10.33423/jop.v21i1.4029,,10.33423/jop.v21i1.4029,3215372195,,0,,0,true,,bronze
084-170-892-460-511,Compliance and corruption in the automobile industry: Daimler’s Integrity and Legal Affairs Division,,2013,journal article,Journal of European Management & Public Affairs Studies,21991618,Technische Hochschule Wildau,,Patricia Laureen Leskow,"Due to several corruption allegations in 1998, automaker Daimler had to find a way out of negative publicity. This and other incidents stimulated Daimler in the beginning of 2011 to expand their board of directors by one person that is responsible for the new Integrity and Legal Affairs department. This article focuses on the significance of compliance with corporate and national regulations as a fact that has become increasingly important as regard for corporate social responsibility grows. In fact, the rising number of country specific standards and early considerations of specific compliance requirements during the development process are just some of the evidence that shows that CSR requirements for companies within the automobile industry are on the rise. Companies are requested to organize transparency and risk management. The furor about the Daimler corruption case expresses best how essential it is to have a profound CSR strategy and a whistleblower system embedded within a company. The result of such corruption cases in large enterprises usually leaves an unpleasant bequest for all stakeholders that are part of the company. In accordance, many automobile manufacturer have to deal with direct effects such as a decline in sales and a loss of image. Keywords: automotive industry, compliance, corporate social responsibility, corruption, legal affairs, manufacturing, risk man-agement, supply chain, transparency, whistleblowing DIESER TEXT IST NUR AUF ENGLISCH VERFUGBAR.  Bitte wechseln Sie die Sprachanzeige (rechts oben), um das PDF anzuzeigen.",1,1,5,10,Supply chain; Accounting; Corporate social responsibility; Business; Corruption; Transparency (behavior); Bequest; Compliance (psychology); Risk management; Automotive industry,,,,,https://opus4.kobv.de/opus4-th-wildau/files/292/8-69-1-PB.pdf https://opus4.kobv.de/opus4-th-wildau/frontdoor/index/index/docId/292 https://core.ac.uk/download/33985418.pdf,http://dx.doi.org/10.15771/2199-1618_2013_1_1_1,,10.15771/2199-1618_2013_1_1_1,1488596092,,0,,0,true,cc-by,hybrid
084-694-142-733-178,"“It’s not me, it’s the corporation”: the value of corporate accountability in the global political economy",2016-02-27,2016,journal article,London Review of International Law,20506325; 20506333,Oxford University Press (OUP),,Grietje Baars,"‘Corporate accountability’ legitimises and thus reinforces the current system of surplus value extraction. Accountability struggles effectively to reduce corporate capitalism’s violence to the good corporate citizen’s occasional ‘wrongdoing’, which becomes a calculable risk capable of being exchanged—signifying ‘planned impunity’. Corporate accountability, though a seemingly emancipatory process, thus exemplifies law’s constitutive role in capitalism and the need to move beyond law for emancipation.",4,1,127,163,Political economy; Political science; Accountability; Value (ethics); Corporation; Corporate capitalism; Impunity; Surplus value; Corporate governance; Capitalism,,,,,https://openaccess.city.ac.uk/id/eprint/13254/ https://academic.oup.com/lril/article-abstract/4/1/127/2413113 https://core.ac.uk/display/42629704 http://academic.oup.com/lril/article-abstract/4/1/127/2413113 http://lril.oxfordjournals.org/content/4/1/127.full.pdf https://core.ac.uk/download/42629704.pdf,http://dx.doi.org/10.1093/lril/lrw008,,10.1093/lril/lrw008,2306407221,,0,,11,true,,green
084-958-776-220-880,MEDIA CONTENT ANALYSIS IN THE PROVINCE OF EAST KALIMANTAN AND PUBLIC PERCEPTION ON THE IMPLEMENTATION CORPORATE SOCIAL RESPONSIBILITY,2013-11-01,2013,journal article,Sosiohumaniora,24432660; 14110911,Universitas Padjadjaran,,Rina Juwita,"The issue of Corporate Social Responsibility is considered as a sensitive issue since it relates to the company’ contribution to develop and to increase community welfare. However, the concept of CSR implemented by the corporations is more on carring the image building and social investment mission made by the public relations division through the mass media. Therefore, this media content analysis is conducted to determine the CSR trend reported by the corporate and the media. The analysis was done quantitatively which are presented in tables and charts, then riched with interviews to refine the analysis. Based on the research, the CSR news covered is more on the charity/donor/sponsorship, and frequently used as a tool of corporate PR to promote ‘the good things’ that have been undertaken by the companies. The public representative also stated that the CSR news written by the media more on to promote that the company has done good things for the community. This happens because of the news only contain info and photos that show the sheer relief only which indicate that the newspaper has a firm economic independency that creates a situation where the media cannot be actively critic the CSR programs which have undertaken by the companies.",15,3,303,312,Welfare; Form of the Good; Corporate social responsibility; Political science; Newspaper; Perception; Investment (macroeconomics); Public relations; Mass media; Media relations,,,,,http://jurnal.unpad.ac.id/sosiohumaniora/article/view/5755 https://core.ac.uk/download/pdf/295384652.pdf,http://dx.doi.org/10.24198/sosiohumaniora.v15i3.5755,,10.24198/sosiohumaniora.v15i3.5755,1854404472,,0,000-776-628-195-009; 031-846-044-582-764; 045-151-335-110-457; 051-760-532-521-694; 071-482-773-296-932; 089-082-133-926-124; 126-337-593-420-88X; 163-113-889-893-140,0,true,cc-by-sa,hybrid
085-081-089-823-231,A PRME response to the challenge of fighting poverty: How far have we come? Where do we need to go now?,,2017,journal article,The International Journal of Management Education,14728117,Elsevier BV,Netherlands,Al Rosenbloom; Milenko Gudić; Carole Parkes; Britta Kronbach,"Abstract The Sustainable Development Goals (SDGs) encompass the most difficult and complex challenges facing the world today. Heading up the goals, in common with the Millennium Development Goals (MDGS), is the eradication of poverty ‘in all forms everywhere’. This requires strategies, innovations and actions from all sectors in society and not least from business and education. With the forthcoming 10th Anniversary of PRME, this paper examines the role of the PRME Working Group, established in 2008, on Poverty, a Challenge to Management Education (referred to as the Anti-Poverty WG) in integrating poverty into management education at all levels worldwide. As a context for the Anti-Poverty WG, the evolving thinking and approaches to the business role in poverty alleviation are examined. The key areas of the group's work over the last decade are then discussed. This includes the research undertaken to understand the issues and challenges of integrating poverty into management education, the subsequent publications in the form of reports, books and articles and the engagement of the business community and management educators through conferences and other outreach events and activities. Finally, this paper explores the current SDG agenda to reflect on the challenges that still lie ahead.",15,2,104,120,Sociology; Work (electrical); Poverty; Basic needs; Millennium Development Goals; Context (language use); Outreach; Business community; Economic growth; Sustainable development,,,,,https://www.sciencedirect.com/science/article/pii/S1472811717300617 https://dialnet.unirioja.es/servlet/articulo?codigo=6051462 https://core.ac.uk/download/185247977.pdf,http://dx.doi.org/10.1016/j.ijme.2017.02.005,,10.1016/j.ijme.2017.02.005,2607431005,,0,000-590-613-545-517; 001-759-804-053-248; 001-911-067-804-876; 002-696-406-911-244; 004-196-643-656-453; 007-162-588-928-623; 007-769-953-802-57X; 008-862-209-389-484; 009-330-909-912-677; 009-576-061-499-423; 010-346-721-629-150; 011-104-666-786-86X; 013-442-066-568-791; 016-017-661-676-043; 016-142-018-205-261; 016-257-606-089-666; 017-263-319-472-192; 023-533-047-017-536; 025-418-687-376-886; 025-866-137-186-518; 026-286-663-760-327; 026-463-724-016-820; 026-895-802-475-205; 027-566-578-728-077; 028-359-581-009-027; 028-833-572-244-880; 031-473-390-307-272; 032-891-454-599-891; 034-446-934-696-356; 035-169-279-588-01X; 035-654-258-383-858; 035-853-473-530-728; 036-159-702-886-637; 036-459-037-213-807; 037-279-424-483-709; 040-115-547-731-685; 041-195-434-032-617; 043-952-503-566-451; 044-906-637-054-012; 045-389-767-792-893; 047-469-528-445-109; 049-717-388-015-977; 050-242-305-157-697; 056-249-357-190-800; 057-809-340-272-374; 060-011-378-537-345; 060-115-813-117-780; 060-156-521-252-770; 061-269-127-680-600; 062-686-407-666-970; 063-832-601-380-545; 063-889-615-536-114; 065-650-203-738-105; 065-710-243-643-882; 069-252-799-362-998; 071-148-552-523-130; 071-284-029-507-263; 071-393-750-925-834; 072-185-757-505-541; 074-173-984-453-280; 075-822-946-482-105; 077-098-785-820-852; 078-259-335-306-232; 078-723-986-680-865; 078-949-029-776-795; 081-050-134-994-930; 083-071-947-502-724; 084-820-511-317-781; 086-216-742-860-433; 086-645-321-737-117; 087-281-256-146-039; 090-049-107-169-52X; 093-955-763-392-643; 097-578-538-347-20X; 100-357-883-277-115; 100-505-028-211-23X; 104-056-681-698-014; 107-013-664-001-00X; 107-045-790-611-024; 107-215-972-038-299; 107-453-709-821-95X; 110-627-680-088-373; 111-990-882-940-379; 112-548-766-860-683; 113-920-273-456-249; 114-273-504-349-44X; 115-789-333-440-962; 116-174-481-921-683; 122-644-788-001-356; 128-357-169-441-674; 131-972-004-822-367; 138-641-316-291-997; 139-377-909-124-066; 139-641-412-398-758; 142-792-505-583-633; 142-996-666-099-054; 143-011-648-965-817; 143-245-054-640-582; 148-345-009-835-604; 150-804-913-478-707; 153-216-731-985-087; 166-204-621-970-742; 166-701-101-220-857; 167-246-323-771-747; 167-254-878-454-438; 169-403-750-635-386; 169-712-185-757-952; 173-253-428-736-836; 175-496-911-280-735; 178-397-057-385-09X; 180-688-093-507-260; 194-455-776-988-324; 195-536-081-128-070; 197-185-380-406-852,20,true,,
085-279-155-574-557,Determinants of Behavioral Intention to Use South Korean Airline Services: Effects of Service Quality and Corporate Social Responsibility,2015-09-01,2015,journal article,Sustainability,20711050,MDPI AG,Switzerland,Eunil Park; Sanghoon Lee; Sang Jib Kwon; Angel P. del Pobil,"Since the introduction of corporate social responsibility (CSR), it has become an important duty of companies and organizations. In addition, academic and industry researchers have attempted to explore the effects of corporate social responsibility on firm performance. To this end, this study examined how corporate social responsibility and service quality are notably associated with customer satisfaction and behavioral intention to use by employing a structural equation modeling method. A research model with nine constructs was introduced and the findings revealed that economic, social, and environmental responsibility, as well as in-flight service quality, significantly determined customer satisfaction, while there were notable connections between customer satisfaction and behavioral intention to use. However, service quality at airports did not have a significant effect on satisfaction. The practical and theoretical implications of the current study are discussed.",7,9,12106,12121,Service quality; Corporate social responsibility; Business; Marketing; Customer satisfaction; Duty; Intention to use; Research model; Public relations; Structural equation modeling,,,,Ministerio de Economía y Competitividad; Generalitat Valenciana; Universitat Jaume I; Dongguk University,http://staging.www.mdpi.com/2071-1050/7/9/12106 https://ideas.repec.org/a/gam/jsusta/v7y2015i9p12106-12121d55118.html https://www.mdpi.com/2071-1050/7/9/12106/pdf https://doaj.org/article/9a624a7bc6344bdaa098294d6a8a7a74 https://EconPapers.repec.org/RePEc:gam:jsusta:v:7:y:2015:i:9:p:12106-12121:d:55118 https://core.ac.uk/display/61471354 http://repositori.uji.es/xmlui/handle/10234/152027 https://www.mdpi.com/2071-1050/7/9/12106/htm https://core.ac.uk/download/61471354.pdf,http://dx.doi.org/10.3390/su70912106,,10.3390/su70912106,1942715114,,0,007-181-817-064-798; 007-293-873-820-005; 008-736-978-360-515; 009-415-584-331-040; 011-346-511-556-770; 013-526-907-993-96X; 014-614-449-675-783; 014-702-855-888-936; 015-244-801-050-645; 015-348-403-356-899; 015-384-091-404-772; 016-390-910-460-012; 017-694-336-378-389; 017-973-147-985-368; 018-992-567-448-761; 019-216-060-825-702; 020-713-714-224-926; 022-161-041-274-688; 022-509-785-910-67X; 024-208-010-945-520; 024-388-806-468-644; 025-075-796-109-400; 026-038-585-561-361; 026-146-871-726-524; 026-359-140-638-570; 026-517-941-421-399; 026-895-802-475-205; 029-161-104-682-123; 032-836-393-727-80X; 033-330-826-723-133; 035-485-649-808-871; 036-814-903-193-982; 039-968-375-718-706; 041-032-698-002-474; 042-362-536-215-440; 043-605-651-281-566; 043-775-745-693-117; 051-613-122-737-88X; 052-432-242-116-651; 052-555-761-154-924; 052-897-947-559-751; 056-623-190-207-574; 060-540-610-894-595; 062-818-510-271-944; 063-397-576-968-81X; 064-374-344-136-592; 067-541-432-012-13X; 067-948-732-472-781; 069-810-007-736-052; 070-716-268-076-683; 072-813-199-606-608; 072-847-153-315-747; 073-886-997-190-161; 074-156-404-598-199; 074-589-917-476-692; 075-018-831-496-091; 078-447-934-147-075; 079-942-197-271-416; 085-040-732-772-576; 086-395-261-217-216; 088-967-020-790-277; 091-288-679-883-272; 091-689-468-912-106; 094-620-439-196-263; 096-312-770-506-792; 097-021-789-911-604; 097-186-850-745-891; 100-268-729-340-070; 102-207-362-195-797; 114-200-164-283-159; 115-154-450-300-61X; 117-109-717-081-920; 117-211-403-293-518; 119-944-209-844-719; 120-143-055-591-426; 123-003-940-465-670; 125-506-719-203-986; 128-300-616-839-426; 131-180-572-109-097; 133-596-375-813-570; 135-930-663-570-626; 138-959-981-189-28X; 139-101-567-335-455; 141-579-013-274-894; 143-792-147-106-314; 144-246-611-527-170; 144-945-286-462-635; 151-942-180-052-996; 153-905-245-264-106; 154-202-833-671-344; 158-903-779-207-010; 164-596-606-115-185; 165-663-385-746-621; 179-457-596-663-800; 183-199-130-786-29X,35,true,cc-by,gold
085-296-854-358-321,Corporate Social Responsibility as a Marketing Strategy for Enhanced Performance in the Nigerian Banking Industry: A Granger Causality Approach,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Eunice Abimbola Adegbola,"Abstract This research study takes a look at corporate social responsibility as a marketing strategy for organizational performance. The study makes use of both primary and secondary data and granger causality test was adopted as the estimation techniques. However, the objective of the study is to examine the impact of corporate social responsibility on marketing strategy in an organization. The primary data make use of questionnaire that was distributed to 120 staff of Zenith bank of Nigeria plc and the raw data from the questionnaire were coded to become a grouped data. With the secondary data the study makes use of a simple regression model formulated to take care of the topic of the research study and granger causality test was used to analyse the issue and the result revealed that there is causality that run from corporate social responsibility and marketing strategy. The study concludes and recommends that there exist some inherent pitfalls in CSR regarding marketing operations of corporate organizations, which tend to negate the interest of consumers. It is concluded that firms should endeavour to apply best practices of CSR in their marketing activities to protect the interest of consumers and the society.",164,,141,149,Granger causality; Raw data; Corporate social responsibility; Economics; Marketing; Organizational performance; Marketing management; Causality; Marketing research; Marketing strategy,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814058820 https://cyberleninka.org/article/n/380278 https://core.ac.uk/display/42980577 http://repo.uum.edu.my/13373/ https://isiarticles.com/bundles/Article/pre/pdf/41789.pdf https://core.ac.uk/download/pdf/82673727.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.062,,10.1016/j.sbspro.2014.11.062,1978448650,,0,043-605-651-281-566; 086-115-933-326-505; 153-400-515-874-681,16,true,cc-by-nc-nd,gold
085-444-205-556-872,"Corporate Social Responsibility: A Review on Definitions, Core Characteristics and Theoretical Perspectives",2015-07-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Aminu Ahmadu Hamidu; Harashid Md Haron; Azlan Amran,"This paper reviewed different definitions of CSR and presented some summarised dimensions attributed to the definitions which represent the area of focus for the definitions including; Obligation to the society, stakeholders involvement, improving corporate image and reputation, economic development, ethical business practice, law abiding, voluntariness, human rights, environmental protection, transparency and accountability. The six core characteristics of CSR follows as the features which shows how CSR is represented with different initiatives and processes ranging from voluntary activities, managing external factors, stakeholder management, alignment of social and economic responsibilities, considering practices and values and finally extending CSR activities beyond philanthropy to instrumentality. The last segment of this paper elucidates on theoretical perspectives of CSR in six categories; the classical view, the legitimacy, stakeholder, agency, institutional, instrumental and Islamic CSR theories.",6,4,83,83,Corporate social responsibility; Social responsibility; Political science; Stakeholder; Accountability; Voluntariness; Transparency (behavior); Stakeholder management; Public relations; Reputation,,,,,https://www.mcser.org/journal/index.php/mjss/article/view/6905 https://mpra.ub.uni-muenchen.de/75040/ https://www.richtmann.org/journal/index.php/mjss/article/view/6905 https://www.mcser.org/journal/index.php/mjss/article/download/6905/6609 https://www.richtmann.org/journal/index.php/mjss/article/download/6905/6609 https://core.ac.uk/download/pdf/228537448.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n4p83,,10.5901/mjss.2015.v6n4p83,1496092163,,0,002-800-351-395-955; 002-876-239-294-100; 003-289-176-423-71X; 003-575-763-136-333; 004-880-116-394-333; 004-921-534-821-21X; 005-044-043-808-824; 006-489-438-047-749; 007-622-898-589-828; 008-108-090-139-01X; 008-928-438-898-169; 010-062-750-133-061; 010-571-926-972-21X; 012-886-755-613-026; 013-315-906-124-869; 013-789-978-075-546; 014-682-130-712-436; 015-746-242-697-396; 016-159-350-205-811; 017-492-045-801-882; 018-050-925-533-351; 019-806-548-132-918; 023-017-419-100-947; 024-570-018-064-172; 025-900-548-572-452; 026-619-858-265-943; 027-827-119-143-849; 027-960-406-271-715; 030-742-887-588-600; 030-771-167-541-401; 031-118-626-384-877; 032-768-119-656-007; 034-001-562-316-620; 036-562-642-394-656; 037-812-647-733-552; 040-437-399-463-739; 040-691-999-825-987; 041-002-054-174-345; 047-233-464-585-776; 047-460-128-505-546; 047-852-789-184-375; 048-777-260-529-619; 049-872-340-153-772; 052-802-334-885-429; 053-904-136-980-306; 055-127-219-449-931; 061-719-630-274-488; 062-110-807-031-390; 065-635-282-815-141; 066-236-200-870-306; 066-400-343-948-766; 068-527-008-169-395; 069-533-155-665-652; 084-613-224-049-188; 086-452-436-562-512; 088-919-850-566-219; 093-342-291-971-636; 097-213-764-422-536; 098-834-168-907-826; 099-085-870-469-302; 099-095-725-205-22X; 100-898-978-885-131; 104-303-239-152-807; 110-502-326-347-134; 110-652-509-074-275; 111-660-853-425-333; 114-890-297-758-833; 115-170-653-019-035; 115-373-591-444-545; 119-635-137-600-221; 123-352-883-261-940; 123-485-947-620-228; 123-694-573-650-975; 127-356-618-215-912; 131-180-572-109-097; 134-587-930-130-421; 139-101-567-335-455; 139-319-205-102-533; 139-641-412-398-758; 149-405-648-877-681; 155-849-634-946-361; 155-879-175-881-390; 156-208-441-443-940; 166-405-723-185-236; 168-315-243-627-756; 186-715-790-109-507; 187-070-560-144-340; 193-660-223-550-046; 194-642-974-206-833,48,true,cc-by,hybrid
085-492-652-879-485,Signaling legitimacy across institutional contexts—The intermediary role of corporate social responsibility rating agencies,2019-08-27,2019,journal article,Global Strategy Journal,20425791; 20425805,Wiley,United States,Julian F Kölbel; Timo Busch,"Research Summary; Good corporate social responsibility (CSR) ratings can increase a firm's legitimacy and reduce its default risk. Yet, the interpretation of CSR varies between different countries. We investigate whether CSR ratings have a risk‐mitigating effect across different institutional contexts. We find that good CSR ratings have a general risk‐mitigating effect. Yet, we also find that the effect decreases when the rating agency is embedded in the institutional context of its home country and the rated firm operates in a country with a different culture or regulatory system. This suggests that a rating agency's country of origin and its embeddedness in that country's context play an important role in the relationship between CSR ratings and default risk.; Managerial Summary; In this article, we investigate to what extent CSR rating agencies signal organizational legitimacy across institutional contexts. Specifically, we evaluate how institutional distance between the rating agency and the rated firm moderates the negative effect of the CSR rating on the firm's default risk. We compare two CSR rating agencies, OEKOM, which is strongly embedded in its institutional context, and ASSET4, which operates across diverse institutional contexts. Based on a panel of 604 firms in 13 countries from 2011 to 2016, we show that CSR ratings from both rating agencies have a risk‐mitigating main effect. Yet, only in the case of OEKOM is the effect negatively moderated by regulatory and cultural distance. Thus, the legitimating effect of institutionally embedded CSR rating agencies decreases with institutional distance.",11,2,304,328,Accounting; Agency (sociology); Corporate social responsibility; Business; Country of origin; Context (language use); Default risk; Organizational legitimacy; Legitimacy; Embeddedness,,,,,https://www.zora.uzh.ch/id/eprint/175713/ https://onlinelibrary.wiley.com/doi/pdf/10.1002/gsj.1355 https://www.zora.uzh.ch/id/eprint/175713/1/ZORA175713.pdf https://onlinelibrary.wiley.com/doi/10.1002/gsj.1355 https://www.zora.uzh.ch/id/eprint/175713/1/ZORA_175713.pdf,http://dx.doi.org/10.1002/gsj.1355,,10.1002/gsj.1355,2967041199,,0,001-293-497-423-461; 001-438-503-201-414; 002-587-149-860-964; 002-800-351-395-955; 005-202-209-962-954; 008-244-136-251-207; 009-024-987-910-508; 011-011-595-968-179; 015-166-696-184-05X; 015-271-876-692-523; 017-734-395-058-67X; 017-771-076-509-798; 019-296-033-505-079; 020-433-125-836-784; 021-631-615-887-30X; 022-314-040-061-298; 022-478-479-316-649; 025-033-336-373-256; 025-343-070-754-839; 025-624-571-423-991; 026-249-910-065-223; 027-208-805-619-111; 030-298-410-640-143; 031-172-166-484-523; 031-339-079-037-575; 035-556-471-787-086; 037-019-550-150-269; 042-471-813-768-565; 045-737-808-510-003; 047-959-249-158-205; 049-417-654-748-942; 051-501-194-477-187; 051-974-821-573-208; 052-802-334-885-429; 052-885-085-415-720; 053-904-136-980-306; 056-592-784-253-78X; 057-240-085-758-583; 062-708-685-604-969; 064-091-717-837-982; 071-155-607-138-623; 075-718-517-436-127; 080-870-669-122-431; 082-815-961-326-23X; 084-337-409-577-771; 088-286-629-630-309; 088-919-850-566-219; 090-487-074-240-851; 091-821-783-646-907; 094-261-583-445-533; 101-040-665-147-946; 103-541-977-086-503; 104-001-557-930-316; 105-601-009-565-982; 108-252-088-644-027; 108-583-638-295-324; 110-525-069-323-589; 112-697-718-860-231; 114-619-309-106-034; 115-373-591-444-545; 116-838-523-900-258; 118-502-157-753-318; 119-116-437-228-092; 123-694-573-650-975; 123-700-015-783-843; 128-031-786-020-744; 130-165-753-205-174; 131-872-535-897-589; 133-831-411-194-162; 136-622-698-693-089; 144-639-115-363-960; 153-896-188-425-361; 155-849-634-946-361; 181-284-846-302-477; 181-424-455-515-83X; 191-337-909-658-577; 193-107-258-263-342,10,true,cc-by,hybrid
085-649-144-257-594,Corporate Social Responsibility and Firm Risk: Theory and Empirical Evidence,,2019,journal article,Management Science,00251909; 15265501,Institute for Operations Research and the Management Sciences (INFORMS),United States,Rui Albuquerque; Yrjö Koskinen; Chendi Zhang,This paper presents an industry equilibrium model where firms have a choice to engage in corporate social responsibility (CSR) activities. We model CSR as an investment to increase product differen...,65,10,4451,4469,Accounting; Product (category theory); Corporate social responsibility; Business; Empirical evidence; Enterprise value; Investment (macroeconomics); Firm risk; Product differentiation; Systematic risk,,,,,http://www.labex-refi.com/wp-content/uploads/2015/05/Corporate-Social-Responsibility-and-Firm-Risk_Theory-and-Empirical-Evidence.pdf http://dx.doi.org/10.1287/mnsc.2018.3043 https://ore.exeter.ac.uk/repository/handle/10871/39204 https://pubsonline.informs.org/doi/10.1287/mnsc.2018.3043 https://EconPapers.repec.org/RePEc:inm:ormnsc:v:65:y:2019:i:10:p:4451-4469 https://ideas.repec.org/a/inm/ormnsc/v65y2019i10p4451-4469.html https://socionet.ru/publication.xml?h=repec:cpr:ceprdp:9533 https://www.mendeley.com/catalogue/4029adc3-85d2-38d5-83a6-0402a3678307/ https://portal.cepr.org/discussion-paper/12877 https://doi.org/10.1287/mnsc.2018.3043 https://dx.doi.org/10.1287/mnsc.2018.3043 https://dblp.uni-trier.de/db/journals/mansci/mansci65.html#AlbuquerqueKZ19 https://www.researchgate.net/profile/Rui_Albuquerque2/publication/228293781_Corporate_Social_Responsibility_and_Firm_Risk_Theory_and_Empirical_Evidence/links/541ae1840cf203f155ae5ba7.pdf https://core.ac.uk/download/231922788.pdf,http://dx.doi.org/10.1287/mnsc.2018.3043,,10.1287/mnsc.2018.3043,3124188010,,0,005-441-646-891-830; 006-864-998-529-211; 007-988-115-965-636; 008-341-588-787-365; 011-672-200-968-245; 012-077-521-864-260; 013-530-727-633-352; 014-285-523-222-324; 015-166-696-184-05X; 016-120-663-445-746; 018-384-141-779-310; 019-983-637-277-606; 020-444-035-076-068; 021-736-995-400-276; 027-208-805-619-111; 031-474-313-527-065; 034-876-878-504-355; 034-884-431-260-18X; 035-038-779-700-282; 037-746-132-092-722; 039-229-040-140-43X; 041-217-228-717-900; 043-220-638-045-385; 044-161-762-520-250; 044-292-715-122-487; 046-165-382-970-445; 046-924-134-125-167; 046-992-105-871-253; 047-928-332-112-898; 048-999-923-130-670; 050-990-245-194-851; 053-048-248-401-787; 054-744-184-822-931; 055-491-671-683-944; 059-031-301-002-994; 059-211-131-089-289; 061-576-195-747-782; 062-137-407-209-997; 064-786-623-022-10X; 066-400-343-948-766; 066-540-731-412-677; 067-666-245-660-27X; 074-317-849-114-454; 075-996-712-304-461; 076-043-099-313-303; 076-157-621-854-459; 076-452-869-117-366; 077-253-517-048-904; 078-422-812-130-653; 079-956-594-756-617; 080-853-518-801-002; 082-498-621-055-094; 083-174-989-729-46X; 084-344-255-632-568; 086-488-846-367-490; 089-488-734-659-56X; 090-069-061-788-656; 091-231-418-128-829; 092-125-541-119-749; 093-501-575-801-933; 095-946-925-538-886; 099-032-118-510-718; 101-040-665-147-946; 103-677-632-250-120; 109-270-650-737-956; 110-740-952-860-406; 111-051-347-085-790; 111-255-013-433-673; 114-933-813-221-985; 118-013-216-581-193; 118-769-671-898-707; 126-169-065-725-508; 127-063-752-939-920; 131-243-504-380-059; 139-101-567-335-455; 141-867-630-167-265; 143-685-102-975-424; 151-814-651-807-560; 156-205-823-669-378; 159-592-129-993-014; 161-174-649-982-597; 166-464-489-092-276; 192-389-272-784-584,413,true,cc-by-nc,green
085-881-342-872-359,The quality of stakeholder engagement in sustainability reporting: empirical evidence and critical points,2011-01-13,2011,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Giacomo Manetti,"The aim of the article is to investigate the quality of stakeholder engagement (SE) in sustainability reporting (SR). The first part analyses the role of SE in SR according to the literature: SE is a fundamental step of the reporting process because of its role in defining materiality and relevance of the information communicated. The second part of the paper is dedicated to an empirical analysis of a sample of sustainability reports. The analysis showed that what is really applied in a wide majority of the cases is a stakeholder management approach rather than an SE approach. In the light of the above, questions for the future are if SE is moving from being a simple way to consult and influence stakeholders to an effective instrument for involving them in the company's decision making, through a mutual commitment. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.",18,2,110,122,Materiality (auditing); Business; Empirical evidence; Stakeholder theory; Stakeholder analysis; Sustainability reporting; Stakeholder engagement; Stakeholder management; Public relations; Sustainability,,,,,https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.255 https://ideas.repec.org/a/wly/corsem/v18y2011i2p110-122.html http://onlinelibrary.wiley.com/doi/10.1002/csr.255/abstract http://www.politeia-centrostudi.org/forum/Settimo%20Forum/Abstract/Manetti%20abstract.pdf https://core.ac.uk/download/pdf/301562044.pdf,http://dx.doi.org/10.1002/csr.255,,10.1002/csr.255,2035307614,,0,002-763-432-217-958; 002-763-489-657-313; 009-398-508-268-113; 010-531-336-340-291; 012-560-104-638-377; 014-093-168-673-123; 015-772-029-303-983; 019-806-548-132-918; 022-676-392-143-906; 023-933-310-973-668; 037-938-555-254-646; 041-185-759-394-764; 051-875-265-995-253; 054-627-399-895-051; 056-208-075-273-375; 056-743-549-118-102; 058-675-269-765-058; 063-117-609-614-34X; 063-636-348-478-494; 063-926-751-372-775; 064-893-659-972-821; 069-533-155-665-652; 070-486-517-877-705; 074-422-134-216-275; 090-473-391-157-798; 097-170-158-162-597; 097-579-374-197-990; 099-559-439-371-684; 103-161-727-335-998; 105-761-987-389-943; 109-797-760-995-914; 127-356-618-215-912; 130-026-152-820-438; 140-185-354-409-680; 147-424-124-879-150; 154-610-575-960-102; 158-012-872-905-180; 160-011-540-883-71X; 161-403-285-054-023; 162-552-009-012-930; 165-716-510-781-917; 168-397-945-252-428; 180-373-229-924-527; 182-199-495-327-639; 184-412-641-422-080,248,true,,green
086-178-861-704-13X,Shareholder wealth effects of modern slavery regulation,,2020,journal article,Management Science,00251909; 15265501,Institute for Operations Research and the Management Sciences (INFORMS),United States,Paul D. Cousins; Marie Dutordoir; Benn Lawson; Joao Quariguasi Frota Neto,We examine the shareholder wealth effects of the adoption of the UK Modern Slavery Act 2015 (MSA). The MSA’s Transparency in Supply Chains clause introduced new reporting requirements mandating cer...,66,11,5265,5289,Supply chain; Shareholder; Event study; Economics; Transparency (behavior); Industrial organization; Financial system,,,,,https://www.research.manchester.ac.uk/portal/en/publications/shareholder-wealth-effects-of-modern-slavery-regulation(d2987546-a30b-47a4-9be5-3e8218264852).html https://doi.org/10.1287/mnsc.2019.3456 https://www.research.manchester.ac.uk/portal/files/135137564/ModernslaveryPaper210719MDSubmit.pdf https://livrepository.liverpool.ac.uk/3056024/ https://dblp.uni-trier.de/db/journals/mansci/mansci66.html#CousinsDLN20 https://ideas.repec.org/a/inm/ormnsc/v66y2020i11p5265-5289.html https://pubsonline.informs.org/doi/10.1287/mnsc.2019.3456 https://www.repository.cam.ac.uk/handle/1810/296216 https://core.ac.uk/download/228138669.pdf,http://dx.doi.org/10.1287/mnsc.2019.3456,,10.1287/mnsc.2019.3456,2724338734,,0,000-622-423-217-305; 002-143-170-656-995; 002-201-630-230-067; 002-316-194-629-919; 003-161-994-767-909; 003-847-323-132-44X; 003-942-549-468-531; 005-597-351-365-121; 008-094-444-095-081; 008-892-531-041-360; 010-365-124-619-169; 010-416-735-844-434; 011-582-120-011-399; 012-886-755-613-026; 015-166-696-184-05X; 015-571-906-913-484; 016-637-372-475-47X; 017-457-587-896-536; 018-194-818-207-465; 018-255-999-149-861; 018-711-934-021-142; 019-182-877-840-306; 019-272-442-338-711; 020-847-193-178-082; 021-847-806-396-602; 022-084-158-688-765; 022-938-700-126-022; 023-024-485-954-815; 023-707-501-122-991; 024-651-710-651-861; 027-208-805-619-111; 029-048-714-916-340; 031-132-049-399-550; 031-587-368-579-496; 036-791-331-467-247; 039-038-352-540-000; 041-118-019-684-328; 043-227-100-757-796; 044-065-470-599-315; 048-939-685-334-680; 056-208-075-273-375; 058-315-403-608-709; 061-032-025-769-668; 061-829-988-617-171; 065-150-401-851-570; 065-211-981-481-487; 068-259-085-977-283; 068-512-662-867-903; 069-359-566-933-120; 071-575-430-907-773; 071-955-404-931-475; 079-964-167-314-355; 083-778-377-219-423; 088-418-302-702-886; 090-053-471-760-617; 090-434-439-562-572; 093-694-447-078-705; 096-150-728-329-674; 096-802-071-119-541; 103-924-543-469-118; 106-707-107-458-285; 114-933-813-221-985; 116-870-074-840-922; 122-971-026-632-520; 124-749-033-086-594; 126-169-065-725-508; 128-031-786-020-744; 130-036-228-673-438; 134-477-863-436-473; 142-788-101-529-313; 148-149-420-313-576; 148-733-616-216-201; 163-416-283-848-669; 179-187-453-671-961; 185-607-888-565-768; 190-624-303-228-420; 194-132-567-945-129,20,true,,green
086-929-363-272-113,"Producing “global” corporate subjects in post-Mao China: Management consultancy, culture and corporate social responsibility",2015-11-13,2015,journal article,Journal of Business Anthropology,22454217,Copenhagen Business School,,Kimberly Chong,"China’s rampant economic modernization―much discussed, vaunted, and criticised―has led to an influx of foreign corporations. Along with substantial investment they usher in new problems of modernity. Most pressing, at least from the perspective of Western managers, is how to “reengineer” the Chinese knowledge worker to think and behave in accordance with global business norms. Drawing on 16 months fieldwork inside the China arm of global management consultancy, this article examines the ways in which the internal practice of corporate social responsibility (CSR) is used to ”civilize” Chinese employees in a global ethics. Through ethnographic analysis of various ”corporate citizenship” initiatives, I track the ways in which these performances of morality feed into an ”imaginary of a moral self.” I also point out the discursive limits to these processes and argue that CSR, which has been criticized as a modern re-incarnation of Western paternalism and corporate imperialism, is a discursive formation which is incompatible with the post-Mao context where economic development and morality is mainly controlled by the state. Furthermore, I show that corporate ethicizing, although often characterised as an extra-financial disposition, is subsumed into the work of making “engaged employees”―defined as those who are productive of shareholder return.",4,2,320,341,Political economy; Corporate social responsibility; Sociology; China; Morality; Stakeholder; Paternalism; Modernity; Context (language use); Corporate governance; Public relations,,,,,http://rauli.cbs.dk/index.php/jba/article/download/4895/5316 https://rauli.cbs.dk/index.php/jba/article/view/4895 http://ej.lib.cbs.dk/index.php/jba/article/download/4895/5316 https://core.ac.uk/download/pdf/230389896.pdf,http://dx.doi.org/10.22439/jba.v4i2.4895,,10.22439/jba.v4i2.4895,2187220572,,0,008-378-597-722-036; 010-419-300-250-059; 014-800-136-624-394; 018-599-777-507-589; 025-239-563-901-446; 029-064-104-113-807; 036-115-337-814-63X; 037-676-115-510-354; 042-596-309-369-177; 048-489-366-213-763; 048-899-443-396-56X; 049-851-929-970-916; 053-726-146-590-804; 060-451-057-384-447; 076-460-990-354-769; 078-867-603-034-763; 079-117-785-591-07X; 079-690-260-588-486; 080-199-082-797-466; 087-365-326-336-865; 088-731-309-588-634; 089-805-807-948-159; 091-881-499-461-854; 092-575-298-948-229; 093-917-322-042-501; 096-147-395-451-446; 098-707-280-025-688; 100-681-627-125-133; 106-555-232-460-229; 111-366-675-013-565; 113-546-851-001-493; 118-387-010-773-428; 133-152-602-822-091; 138-723-514-065-789; 141-219-319-679-414,3,true,cc-by-nc-nd,gold
087-050-833-158-710,K Business Perceptions of Sustainability: A Psychological Examination of Theory and Practice,2013-11-18,2013,journal article,International Journal of Social Science Studies,23248041; 23248033,Redfame Publishing,,Philip Talbot; Michael Brown,The increasing levels of sustainability rhetoric emanating from the UK government and business organisations appear to indicate that the sustainability paradigm has been embraced by UK Business. The degree of this acceptance is examined through the analysis of the annual Britain’s Most Admired Companies (BMAC) survey conducted by the British Chartered Management Institute (CMI) between the periods 1994-2011 involving on average two hundred and thirty eight companies per survey. The analysis demonstrates that on every occasion the corporate social and environmental category has ranked last amongst corporate managements’ perceptions. These perceptions are evaluated through applying the lens of psychological sustainability and through the education and knowledge of corporate management where traditional financial and management paradigms still dominate. An exception to this status quo is the Co-Op Bank which has dominant sustainability credentials but which has been consistently ranked lower in the overall survey.,2,1,126,136,Rhetoric; Government; Economics; Sustainability organizations; Perception; Status quo; Corporate management; Public relations; Social sustainability; Sustainability,,,,,https://redfame.com/journal/index.php/ijsss/article/view/284/0 https://redfame.com/journal/index.php/ijsss/article/download/284/248 https://ideas.repec.org/a/rfa/journl/v2y2014i1p126-136.html https://eprints.leedsbeckett.ac.uk/id/eprint/2844/ https://econpapers.repec.org/article/rfajournl/v_3a2_3ay_3a2014_3ai_3a1_3ap_3a126-136.htm https://core.ac.uk/download/pdf/228083993.pdf,http://dx.doi.org/10.11114/ijsss.v2i1.284,,10.11114/ijsss.v2i1.284,1994905214,,0,018-609-681-760-682; 034-288-524-048-291; 062-661-951-475-747; 065-046-835-821-678; 065-649-341-531-091; 073-536-136-578-279; 077-203-686-350-834; 130-870-149-261-085; 141-145-576-773-920; 147-386-392-027-355; 148-014-852-289-591; 179-380-306-675-238,0,true,cc-by,green
087-152-258-081-071,Sustainable Development: A Malaysian Perspective,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Sham Abdulrazak; Fauziah Sh. Ahmad,"Abstract Sustainable development is all the rage. Malaysian firms too have been quick to jump into the bandwagon, especially with regards to their corporate social responsibility (CSR) initiatives. However, sustainable development has been increasingly interpreted from a strictly Western-centric value system. This may pose challenges to Malaysian firms as they adopt sustainable practices into their operations. Four key issues are presented and discussed, particularly in relation to Malaysian's socio-economic landscape. Following that, this paper calls for a return to the fundamentals of sustainable development, which is unfettered to value suppositions and instead focused on more pragmatic reasons. To that end, this paper proceeds to make recommendations of a more suitable approach in embracing sustainable development in Malaysia that would bring about a virtuous cycle of enrichment for the business sector as well as the society.",164,,237,241,Business sector; Corporate social responsibility; Business; Marketing; Perspective (graphical); Virtuous circle and vicious circle; Value (ethics); Sustainable practices; Bandwagon effect; Sustainable development,,,,,http://repo.uum.edu.my/13383/ https://core.ac.uk/display/82725802 https://www.sciencedirect.com/science/article/pii/S1877042814058923 http://www.sciencedirect.com/science/article/pii/S1877042814058923 https://core.ac.uk/download/pdf/42980587.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.072,,10.1016/j.sbspro.2014.11.072,2023375292,,0,006-596-454-646-155; 007-675-410-003-053; 008-223-854-575-473; 011-104-666-786-86X; 011-634-856-734-09X; 027-168-115-608-390; 028-405-228-114-357; 031-505-615-393-727; 033-972-753-088-988; 036-247-446-576-217; 040-344-640-544-410; 041-899-839-540-965; 049-081-651-135-706; 053-413-359-000-604; 055-127-219-449-931; 055-266-310-174-027; 060-190-675-097-514; 062-110-807-031-390; 067-500-742-076-525; 077-538-472-768-498; 082-815-961-326-23X; 088-919-850-566-219; 091-058-642-430-33X; 101-132-933-281-577; 127-634-351-084-905; 133-010-831-701-951; 149-811-162-849-369; 150-756-983-846-92X; 168-047-540-337-60X; 182-867-587-691-99X; 198-865-562-521-769,15,true,cc-by-nc-nd,gold
087-362-128-904-979,CSR and Disbaled Consumers,,2016,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Magdalena Maciaszczyk; Pawel Maciaszczyk,"Abstract Many scholars and companies are showing a growing interest in corporate social ersponsibility, a concept whereby companies decide voluntarily to contribute to solving socially important issues. This term is used then to describe what some researchers perceive as a company's obligation to be sensitive to the needs of all the stakeholders in its business operations. However, that concept is too often understood in means of ecology and being environmentally friendly and unfortunately merely few companies decide to consider social aspects in means of disabled consumers. A key to the success of every entrepreneurship that exists under the dynamically changing conditions of modern markets and economies lies in skill ful managing contacts with other market participants – does not matter whether the participant is a supplier, a competitor, a buyer or a final consumer. That is why all groups should be treated in an equal way – including disabled consumers, as they all – taken together or separately – can influence and create the future success of the company. This theoretical paper exemplifies the situation of disabled consumers in Poland, explores corporate practices related to CSR and shows the significance of the CSR concept considering disability in building competitive and efficient company.",39,,855,860,Business operations; Corporate social responsibility; Economics; Marketing; Obligation; Sustainable development; Entrepreneurship,,,,,https://www.sciencedirect.com/science/article/abs/pii/S2212567116302519 https://www.sciencedirect.com/science/article/pii/S2212567116302519 https://core.ac.uk/download/pdf/82097859.pdf,http://dx.doi.org/10.1016/s2212-5671(16)30251-9,,10.1016/s2212-5671(16)30251-9,2512919808,,0,000-477-139-094-565; 001-406-932-151-420; 005-628-669-515-774; 009-380-250-124-95X; 009-563-458-114-453; 009-700-794-850-239; 015-236-481-484-603; 019-136-142-732-446; 019-996-736-694-766; 028-513-151-138-964; 032-428-973-192-343; 037-479-522-981-871; 042-974-095-975-547; 048-004-864-027-279; 063-366-094-756-521; 078-996-897-857-757; 082-171-985-858-889; 106-334-813-636-692; 106-942-963-209-206; 111-004-663-271-470; 118-361-766-863-946; 131-979-141-046-933; 155-684-106-191-302; 159-829-238-372-762; 162-741-567-854-959,1,true,cc-by-nc-nd,gold
087-518-082-631-458,Globalization and Commitment in Corporate Social Responsibility: Cross-National Analyses of Institutional and Political-Economy Effects,2011-12-22,2011,journal article,American Sociological Review,00031224; 19398271,SAGE Publications,United States,Alwyn Lim; Kiyoteru Tsutsui,"This article examines why global corporate social responsibility (CSR) frameworks have gained popularity in the past decade, despite their uncertain costs and benefits, and how they affect adherents’ behavior. We focus on the two largest global frameworks—the United Nations Global Compact and the Global Reporting Initiative—to examine patterns of CSR adoption by governments and corporations. Drawing on institutional and political-economy theories, we develop a new analytic framework that focuses on four key environmental factors—global institutional pressure, local receptivity, foreign economic penetration, and national economic system. We propose two arguments about the relationship between stated commitment and subsequent action: decoupling due to lack of capacity and organized hypocrisy due to lack of will. Our cross-national time-series analyses show that global institutional pressure through nongovernmental linkages encourages CSR adoption, but this pressure leads to ceremonial commitment in develope...",77,1,69,98,Cost–benefit analysis; Political economy; Corporate social responsibility; Economics; Human rights; World-systems theory; Environmentalism; Globalization; Hypocrisy; Popularity,,,,,https://asr.sagepub.com/content/77/1/69 https://ink.library.smu.edu.sg/soss_research/2480/ https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=3737&context=soss_research http://journals.sagepub.com/doi/abs/10.1177/0003122411432701 https://journals.sagepub.com/doi/10.1177/0003122411432701 http://journals.sagepub.com/doi/10.1177/0003122411432701 https://core.ac.uk/download/200253482.pdf,http://dx.doi.org/10.1177/0003122411432701,,10.1177/0003122411432701,2027273970,,0,001-381-684-300-408; 002-929-446-634-493; 004-025-119-609-582; 006-162-481-563-226; 008-521-521-863-923; 009-909-791-563-485; 010-062-750-133-061; 011-642-528-470-734; 012-289-022-601-911; 014-954-183-434-165; 015-271-876-692-523; 017-303-496-723-54X; 018-685-522-143-921; 020-840-225-859-48X; 020-857-050-289-577; 022-557-237-589-631; 023-960-508-678-65X; 025-864-278-724-27X; 026-028-342-777-812; 027-206-956-903-807; 027-572-769-880-056; 027-827-119-143-849; 028-295-631-240-455; 029-055-492-537-219; 033-051-942-885-234; 033-861-384-270-001; 035-388-056-843-087; 036-284-711-996-742; 036-365-034-620-610; 037-795-985-384-058; 038-289-893-342-875; 042-398-799-964-886; 043-201-319-563-165; 045-230-111-419-493; 045-791-536-296-126; 046-585-861-402-833; 046-928-168-155-573; 047-262-073-833-982; 048-287-304-374-857; 050-061-579-562-523; 051-621-974-013-494; 051-693-229-033-906; 051-925-100-511-145; 053-580-247-638-329; 053-726-146-590-804; 054-318-699-730-639; 057-048-517-409-927; 057-083-115-523-712; 058-171-286-644-830; 059-228-181-534-070; 059-256-070-737-156; 060-275-250-230-319; 061-980-452-570-725; 062-110-807-031-390; 063-592-276-066-80X; 064-091-717-837-982; 065-350-850-229-329; 067-780-381-710-699; 068-966-797-980-344; 070-162-906-165-735; 071-024-074-841-737; 071-846-033-952-37X; 073-631-229-986-98X; 073-883-113-579-515; 076-140-186-030-226; 077-082-084-783-896; 080-287-029-959-956; 080-665-877-144-245; 080-795-394-860-031; 081-289-373-907-309; 082-226-529-912-445; 083-393-241-793-998; 083-399-181-332-360; 085-092-757-782-601; 086-998-976-774-246; 088-541-703-373-976; 089-020-774-090-124; 091-082-878-029-200; 096-642-817-875-723; 101-874-310-960-605; 102-750-290-745-685; 103-377-559-100-569; 104-356-824-992-582; 107-451-773-711-844; 111-819-171-804-346; 114-012-236-725-860; 114-854-094-883-732; 115-482-499-323-938; 115-859-867-782-634; 118-427-866-290-910; 118-751-723-643-509; 121-590-140-685-938; 123-893-910-829-020; 126-079-072-698-713; 126-092-366-396-792; 127-398-028-093-906; 127-549-059-797-231; 127-650-863-825-164; 128-438-218-182-416; 131-076-765-815-326; 131-502-649-538-682; 131-567-656-195-670; 135-690-174-979-180; 137-849-796-205-184; 139-641-412-398-758; 139-777-937-275-980; 141-936-675-437-608; 151-737-772-776-418; 152-146-392-008-97X; 155-879-175-881-390; 156-331-542-878-621; 163-165-487-559-048; 163-715-791-108-616; 164-350-015-282-053; 166-750-993-969-564; 172-319-849-222-115; 175-958-017-712-920; 180-586-954-859-798; 181-822-854-064-427; 182-454-681-169-449; 186-633-602-691-845; 188-035-998-584-503,294,true,cc-by-nc-nd,green
088-163-070-540-782,Communications interaction of mining company to community in corporate social responsibility program implementation,,2018,journal article,"International Research Journal of Management, IT and Social Sciences",23957492,Scientific and Literature Open Access Publishing,,null Masrul,"Communication Interaction of Mining Companies and Communities in the Implementation of Corporate Social Responsibility (CSR) Program. Study at PT. Anugrah Harisma Barakah (AHB) in Pongkalaero, Kabaena Selatan Subdistrict, Bombana Regency. The problems raised are first, how is the communication interaction of PT. Anugrah Harisma Barakah (AHB) in the community of Pongkalaero Village in the implementation of Corporate Social Responsibility (CSR) program? Second, what are the benefits of Corporate Social Responsibility (CSR) program to Pongkalaero community, South Kabaena Subdistrict, Bombana Regency? This study uses Social Relationships Theory approach is a theory that confirms that social relationships informally play an important role in changing a person’s behavior when exposed to communication messages, messages are done through an intermediary or opinion leader. The results of this study indicate that the interaction of communication by mining companies PT. AHB to community Pongkalaero there are barriers even though the company uses communication interaction is more focused on opinion leaders in conveying information on CSR programs implemented in the community. However, CSR programs that have been implemented in the community are beneficial although not significant",,,,,Corporate social responsibility; Business; Public relations,,,,,http://dx.doi.org/10.21744/irjmis.v6n1.482 https://core.ac.uk/download/230599577.pdf,http://dx.doi.org/10.21744/irjmis.v6n1.482,,10.21744/irjmis.v6n1.482,3149323366,,0,,0,true,cc-by-sa,hybrid
088-379-602-914-777,Corporate Social Responsibility for Developing Country Multinational Corporations: Lost War in Pertaining Global Competitiveness?,2008-06-26,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Philippe Gugler; Jacylyn Y. J. Shi,,87,S1,3,24,Business ethics; Multinational corporation; Quality of Life Research; Corporate social responsibility; Business; International business; Developing country; International trade; Political science; Economic growth; Economics; Public relations; Law; Finance; Public health; Medicine; Nursing,,,,,https://core.ac.uk/download/212375809.pdf,http://dx.doi.org/10.1007/s10551-008-9801-5,,10.1007/s10551-008-9801-5,,,0,001-170-044-677-055; 015-371-868-873-146; 019-700-724-671-924; 028-263-833-772-752; 031-537-161-323-99X; 043-683-542-853-514; 054-321-889-491-808; 058-203-158-118-872; 080-013-551-675-042; 101-299-425-939-891; 109-128-203-270-023; 116-632-759-864-448; 161-815-561-469-403,191,true,,green
089-105-030-960-767,"Issues in Corporate Social Responsibility Practices in Oil-Producing Communities in Rivers State, Nigeria: Implications for Community Education",,2020,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"This study examined the issues in corporate social responsibility practices in oil-producing communities through a descriptive survey of oil-producing communities in three Local Government Areas in Rivers State. Corporate social responsibilities of companies to their host communities were identified, the extent to which communities benefitted from the social responsibility were ascertained and the issues arising in the implementation of the social responsibility examined. The findings showed that community’s representatives mismanaged funds meant for community projects, the youths vandalized oil pipelines and indulged in crimes among others. Based on the findings, the author recommended community education as a viable tool to address the issues raised. Keywords: Issues, Corporate Social Responsibility, Community Education DOI: 10.7176/JESD/11-4-23 Publication date: February 29th 202",,,,,,,,,,https://core.ac.uk/download/pdf/304991631.pdf,http://dx.doi.org/10.7176/jesd/11-4-23,,10.7176/jesd/11-4-23,,,0,,0,true,cc-by,hybrid
089-181-434-331-259,Generation Z and Organizational Listening on Social Media,2020-05-19,2020,journal article,Media and Communication,21832439,Cogitatio,Portugal,Hanna Reinikainen; Jaana T. Kari; Vilma Luoma-aho,"Young people are avid users of social media and have appeared as a powerful force for social change, as shown by the ranks of those who have joined Greta Thunberg in the global climate movement. In addition to challenging political institutions and governments, young people today are also holding the corporate world accountable. To respond to young people’s expectations, brands, and organizations have turned to social media to interact and build relationships with them. However, critics have lamented that these attempts often fail and that young people’s trust in institutions, brands, and organizations continues to decline. This article asks how young people perceive organizational listening on social media and whether their perceptions are related to their trust in the information shared by brands and other organizations on social media. Data for the study were gathered through an online survey in Finland and the UK. The respondents (N = 1,534), aged 15–24, represent the age cohort known as Generation Z. The results show that organizational listening is connected to higher levels of perceived benefits from social media as well as higher levels of trust in the information that brands, public authorities, and non-governmental organizations share on social media. The results highlight the role of competent listening on social media, bolstering the previous literature connecting both organizational listening and trust with higher levels of participation and engagement online.",8,2,185,196,Sociology; Active listening; Social change; Perception; Global climate; Public relations; Social media; Politics,,,,,https://www.ssoar.info/ssoar/handle/document/67825 https://www.cogitatiopress.com/mediaandcommunication/article/view/2772 https://jyx.jyu.fi/handle/123456789/69259 https://jyx.jyu.fi/bitstream/123456789/69259/1/reinikainenym.pdf https://doaj.org/article/d42afcb1915542ef9083de5394824368 https://www.cogitatiopress.com/mediaandcommunication/article/viewFile/2772/2772 https://www.ssoar.info/ssoar/bitstream/handle/document/67825/ssoar-mediacomm-2020-2-reinikainen_et_al-Generation_Z_and_Organizational_Listening.pdf?sequence=1&isAllowed=y,http://dx.doi.org/10.17645/mac.v8i2.2772,,10.17645/mac.v8i2.2772,3027382656,,0,001-860-822-160-836; 002-977-038-282-085; 008-544-988-680-284; 009-315-818-637-635; 010-891-964-645-95X; 024-887-616-111-763; 025-454-850-243-599; 030-451-339-755-818; 032-477-272-849-163; 034-238-316-988-638; 035-791-508-276-942; 037-574-215-563-501; 039-920-269-290-387; 052-843-928-403-256; 056-864-109-454-015; 059-157-680-328-663; 061-197-278-238-182; 061-272-820-855-146; 063-597-430-750-240; 064-502-594-898-34X; 065-113-155-911-159; 066-490-773-459-593; 072-199-860-089-184; 077-826-540-858-441; 080-821-311-764-21X; 081-683-126-260-363; 084-112-989-301-159; 084-474-951-575-312; 087-227-683-460-287; 088-088-850-625-560; 093-159-047-091-826; 101-589-370-069-870; 104-664-417-174-659; 107-659-743-863-882; 110-421-399-026-847; 110-742-736-176-393; 116-983-650-670-10X; 120-929-392-517-950; 122-013-826-147-858; 129-601-001-773-884; 131-922-732-649-392; 134-252-537-924-044; 138-186-473-332-113; 147-450-929-251-01X; 148-757-031-849-448; 150-779-838-544-900; 153-499-000-776-815; 162-269-087-664-666; 184-912-028-313-143; 192-697-298-247-87X; 196-317-811-543-994,10,true,cc-by,gold
089-513-824-307-949,Managing stakeholders or the environment? The challenge of relating indicators in practice,,2009,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Birgit Brunklaus; Tove Malmqvist; Henrikke Baumann,"Many organizations present their environmental work in the form of annual reports and use the indicators in them for follow-up. However, internal communication and management is needed for environm ...",16,1,27,37,Environmental resource management; Business; Work (electrical); Property management; Process management; Internal management; Organisation theory; Internal communications; Organizational theory,,,,,https://hig.diva-portal.org/smash/record.jsf?pid=diva2:127324 https://publications.lib.chalmers.se/records/fulltext/local_88231.pdf https://core.ac.uk/display/70577680 http://kth.diva-portal.org/smash/record.jsf?pid=diva2:127324 http://www.diva-portal.org/smash/record.jsf?pid=diva2:127324 https://research.chalmers.se/publication/88231 https://onlinelibrary.wiley.com/doi/10.1002/csr.180 http://hig.diva-portal.org/smash/record.jsf?pid=diva2:127324 https://core.ac.uk/download/pdf/70577680.pdf,http://dx.doi.org/10.1002/csr.180,,10.1002/csr.180,1992560524,,0,000-879-921-037-108; 007-867-751-669-466; 017-667-299-184-468; 020-031-429-171-564; 030-072-609-779-212; 043-964-947-585-010; 044-843-121-699-519; 047-584-336-802-451; 047-736-959-166-738; 049-280-802-472-868; 056-177-852-837-405; 059-150-817-998-907; 060-423-454-868-922; 063-315-497-115-390; 072-298-526-741-96X; 078-072-723-802-596; 079-683-732-339-344; 082-997-869-637-22X; 091-250-545-558-593; 097-111-008-242-866; 099-085-870-469-302; 113-899-305-830-159; 125-166-783-644-374; 136-058-312-129-377; 138-284-054-003-904; 148-510-808-764-431; 153-185-571-296-338; 156-347-680-436-49X; 159-697-545-152-418; 175-403-319-223-98X; 176-978-577-921-59X; 197-849-609-727-38X,13,true,,green
089-726-267-092-162,Measuring the immeasurable,,2009,journal article,Scandinavian Journal of Management,09565221; 18733387,Elsevier BV,United Kingdom,Maria Gjølberg,"Summary Presuming that a company's institutional environment matters to its corporate social responsibility (CSR) strategy, this article aims to contribute to the establishment of a more comparatively and structurally oriented framework for analysing CSR. To this end, the article develops two indexes: one measuring CSR practices and one measuring CSR performance in 20 OECD nations. The index construction is based on a formative measurement model, reflecting the degree to which companies of certain nationalities are over- or under-represented in major, global CSR initiatives and rankings, relative to the size of their national economies. The two indexes reveal striking differences between the 20 nations, indicating a need to address the impact of domestic structures on CSR.",25,1,10,22,Accounting; Corporate social responsibility; Business; Index (economics); Formative measurement; Economic system,,,,,https://www.infona.pl/resource/bwmeta1.element.elsevier-fc931a84-e9e1-38e1-bda6-94b5978acb6e http://www.sciencedirect.com/science/article/pii/S0956522108000821 https://ideas.repec.org/a/eee/scaman/v25y2009i1p10-22.html https://econpapers.repec.org/RePEc:eee:scaman:v:25:y:2009:i:1:p:10-22 https://www.sciencedirect.com/science/article/pii/S0956522108000821 https://core.ac.uk/download/30891977.pdf,http://dx.doi.org/10.1016/j.scaman.2008.10.003,,10.1016/j.scaman.2008.10.003,1552572493,,0,003-025-422-339-881; 003-489-035-431-624; 008-914-838-098-964; 013-743-323-137-108; 014-904-025-590-079; 019-806-548-132-918; 035-388-056-843-087; 035-556-471-787-086; 037-995-661-784-617; 040-738-121-278-984; 047-014-094-212-031; 047-521-407-734-786; 049-219-615-824-319; 054-288-747-811-683; 055-222-575-590-371; 059-228-181-534-070; 071-492-398-307-159; 071-679-165-049-689; 074-242-032-337-609; 077-541-524-860-50X; 082-815-961-326-23X; 083-316-412-230-008; 087-095-673-310-291; 092-235-131-089-660; 093-458-998-651-737; 100-578-183-707-590; 107-274-748-521-438; 108-475-905-723-912; 109-102-829-309-641; 123-109-805-049-899; 125-761-111-762-286; 127-111-462-462-208; 130-096-595-785-516; 136-476-191-865-010; 136-690-752-005-713; 139-641-412-398-758; 150-756-983-846-92X; 151-922-522-928-911; 159-487-777-201-973; 175-957-689-012-64X,387,true,,green
089-799-127-051-630,Effects of message appeal and service type in CSR communication strategies,,2015,journal article,Journal of Business Research,01482963,Elsevier BV,Netherlands,Luisa Andreu; Ana B. Casado-Díaz; Anna S. Mattila,"Abstract Studies highlight the importance of corporate social responsibility (CSR) for companies' stakeholders. Consumers, however, are often unaware of such initiatives. Understanding how to effectively communicate socially responsible initiatives is an important challenge for both researchers and managers, who invest considerable resources in CSR initiatives. This study examines consumers' responses to two types of CSR initiatives (environment-related and employee-based) using two types of message appeals (emotional and rational) across two service types (hedonic and utilitarian). Responses provide data on consumers' awareness of CSR initiatives, attitudes toward the company, perceived company uniqueness, emotional response, and attributions of company motives to engage in CSR activities. Rational appeals more effectively communicate environment-related CSR initiatives, whereas emotional appeals more effectively communicate employee-based CSR initiatives. Effects on consumers' attributions of company motives to engage in CSR are significant in both service types. Finally, rational message appeals affect consumers' CSR awareness and emotional responses in utilitarian service.",68,7,1488,1495,Corporate social responsibility; Attribution; Business; Social responsibility; Marketing; Appeal; Service (business); Appeal to emotion; Affect (psychology); Public relations,,,,,https://rua.ua.es/dspace/handle/10045/57818 https://econpapers.repec.org/article/eeejbrese/v_3a68_3ay_3a2015_3ai_3a7_3ap_3a1488-1495.htm https://rua.ua.es/dspace/bitstream/10045/57818/5/2015_Andreu_etal_JBR_preprint.pdf https://pennstate.pure.elsevier.com/en/publications/effects-of-message-appeal-and-service-type-in-csr-communication-s https://www.sciencedirect.com/science/article/pii/S0148296315000533 https://ideas.repec.org/a/eee/jbrese/v68y2015i7p1488-1495.html https://core.ac.uk/display/78635235 https://core.ac.uk/download/78635235.pdf,http://dx.doi.org/10.1016/j.jbusres.2015.01.039,,10.1016/j.jbusres.2015.01.039,2066032130,,0,000-793-448-350-774; 009-024-987-910-508; 010-382-039-748-796; 010-854-534-444-434; 011-927-825-685-239; 013-568-772-468-628; 014-612-851-496-186; 015-999-921-788-017; 018-561-751-256-255; 018-606-075-915-716; 020-747-451-285-692; 022-509-785-910-67X; 024-208-010-945-520; 025-893-701-868-872; 028-292-605-075-78X; 031-008-334-051-416; 041-715-601-875-31X; 042-188-843-147-715; 043-605-651-281-566; 048-249-773-897-012; 049-162-163-672-427; 049-662-580-243-667; 049-914-089-231-445; 051-837-674-176-825; 057-435-965-994-736; 058-386-467-286-006; 061-032-025-769-668; 061-907-032-205-149; 064-091-717-837-982; 073-171-103-831-734; 079-548-782-056-797; 099-766-355-075-046; 108-046-473-878-148; 110-937-796-408-58X; 114-240-865-218-030; 115-077-059-550-193; 122-937-778-784-122; 130-017-514-611-525; 131-180-572-109-097; 149-905-710-823-387; 159-592-129-993-014; 162-290-133-902-677; 170-586-081-919-647; 171-043-720-422-414; 171-102-399-851-374,91,true,,green
089-918-929-563-119,China and African Governance in the Extractive Industries,2018-02-08,2018,journal article,Revue internationale de politique de développement,16639383; 16639391,OpenEdition,,Neil Renwick; Jing Gu; Song Hong,"This paper examines China’s role in the extractive industry sectors of sub-Saharan Africa and issues surrounding governance—particularly the maximisation of host country economic gains. China’s involvement is controversial and the focus of international debate as to the extent to which Chinese–African relationships in this key sector are not ‘win–win’ but are damaging African partner economies and political cultures. The paper’s motivation is a desire to explain more closely the growing involvement of China in sub-Saharan Africa’s extractives sector in terms of how effectively African governance works to maximise the gains accruing to China’s African partners. A central question is how far there is Chinese synchronisation with the rules, principles, norms and behavioural expectations of African partners. The study assesses the experience of the Democratic Republic of Congo (DRC). Key findings are that China’s involvement takes many forms, but is heavily influenced by its own history as well as its emerging engagement with the international development assistance system. The DRC case demonstrates that the effectiveness of African regulatory regimes is highly variable and depends on the quality of governance. Africa has extensive regulatory and normative regimes that frame the Chinese relationship. However, to maximise gains to African partners, the Chinese state and Chinese firms must strengthen policy on corporate responsibilities and practice whilst African states must strengthen the quality of governance to turn political commitments into more robust practice.",10,10.1,1,20,Political science; China; State (polity); Energy security; Corporate governance; Development economics; Democracy; Political culture; International development; Politics,,,,,https://pureportal.coventry.ac.uk/en/publications/china-and-african-governance-in-the-extractive-industries https://journals.openedition.org/poldev/2547 https://core.ac.uk/download/228154622.pdf,http://dx.doi.org/10.4000/poldev.2547,,10.4000/poldev.2547,2810885564,,0,002-067-401-076-655; 004-522-904-029-361; 021-369-931-924-271; 029-669-746-760-987; 031-705-634-285-744; 055-309-064-619-584; 055-473-980-020-950; 056-495-298-519-293; 056-529-322-386-180; 058-532-745-001-270; 059-885-569-667-128; 061-358-825-394-702; 061-894-622-089-512; 063-674-249-116-866; 069-236-028-613-007; 074-075-542-253-477; 087-264-353-067-012; 087-868-758-727-151; 089-907-265-844-175; 120-923-562-396-753; 127-914-774-873-769; 144-426-656-950-130; 160-290-813-835-049,4,true,cc-by-nc,gold
090-041-051-223-235,Human Resource Management in the Media,2018-04-27,2018,journal article,Handbook of Media Management and Economics,,Routledge,,Joyce Costello; John James Oliver,"Media companies that adapt to changes in the competitive environment will succeed, whilst those that don’t, will fail. That is the conclusion many of the contributors to this handbook will make during the course of their arguments. Our discussion on Strategic Human Resource Management (SHRM) issues facing media companies now and in the medium-term future is no different. “Adapt or die” is the mantra that we have chosen to adopt in our view of the issues facing many media firms HRM departments. An organization’s deliberate strategy to adapt to their changing environment means that SHRM practice and policies need to support the organizations goals (Shameem & Khan, 2012); therefore, the authors propose examining the key trends in HR functional components of recruitment, performance and retention. These three elements support organizational objectives pertaining to human capital and are the foundation of HRM policies and procedures (Taylor & Woodhams, 2016). This chapter first reviews recent advances made in human resource management research which builds upon Redmond's (2006) discussion of human relations management in media management studies. Whilst “human relations” tends to focus on the soft skills of interpersonal relations (Taylor & Woodhams, 2016) our discussion focuses on “human resource management” which we believe enables better human relations management in the long run. This chapter then, addresses the need for organizations to remain adaptive to changes in the competitive environment by focusing on the key areas that are most likely to affect strategic human resource management initiatives for the media workforce. Finally, we consider how initiatives such as recruitment, retention and performance may play out in the future. By examining these aspects of SHRM, we can begin to identify the gaps in our understanding of how media organizations human resource practices should adapt and evolve over time (Picard & Lowe, 2016).",,,95,110,Strategic human resource planning; Human resources; Business; Human resource management; Human capital; Workforce; Soft skills; Media management; Knowledge management; Human relations movement,,,,,https://www.taylorfrancis.com/chapters/human-resource-management-media-joyce-costello-john-oliver/e/10.4324/9781315189918-7 http://eprints.bournemouth.ac.uk/30717/ https://www.taylorfrancis.com/chapters/edit/10.4324/9781315189918-7/human-resource-management-media-joyce-costello-john-oliver https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3178938 https://www.routledgehandbooks.com/doi/10.4324/9781315189918-7 https://core.ac.uk/download/157803083.pdf,http://dx.doi.org/10.4324/9781315189918-7,,10.4324/9781315189918-7,2913191375,,0,048-998-610-401-092,4,true,,green
090-071-581-042-084,Business improvement tools and techniques: a comparison across sectors and industries,,2014,journal article,International Journal of Production Research,00207543; 1366588x,Informa UK Limited,United Kingdom,Matthew Tickle; Dotun Adebanjo; Robin Mann; Francis Ojadi,"The purpose of this study was to investigate the awareness, usage, perceived effectiveness and potential future use of improvement tools and techniques via two sets of comparisons: between public and private sector organisations, and between manufacturers and service organisations. The need for the study was driven by the current lack of understanding of the extent of improvement tools and techniques adoption on a global scale. A questionnaire survey of 453 respondents from over 20 countries was conducted and the quantitative data were analysed through use of the IBM SPSS software package. The study’s findings indicated that there are no significant differences between both sets of organisations for the majority of improvement tools and techniques. However, this study has shown that public sector organisations are more likely to adopt some improvement tools and techniques in comparison to their private sector counterparts. Similarly, service organisations are also more likely to adopt some improvement too...",53,2,354,370,Quality assurance; Private sector; Engineering; Public sector; Marketing; Software package; Service (economics); Questionnaire; Scale (social sciences); IBM,,,,,https://www.tandfonline.com/doi/abs/10.1080/00207543.2014.933274 https://ideas.repec.org/a/taf/tprsxx/v53y2015i2p354-370.html https://gala.gre.ac.uk/id/eprint/12070/ https://core.ac.uk/download/42390129.pdf,http://dx.doi.org/10.1080/00207543.2014.933274,,10.1080/00207543.2014.933274,2126897264,,0,001-586-374-561-564; 004-653-353-125-268; 005-202-154-651-963; 005-290-309-851-816; 006-224-175-346-101; 008-529-777-549-31X; 009-853-853-001-243; 012-155-610-515-645; 012-691-304-126-851; 014-088-837-410-165; 014-617-262-542-431; 014-632-426-429-992; 018-906-954-634-114; 019-622-150-886-991; 020-878-799-113-533; 022-436-354-275-85X; 026-279-332-135-839; 030-380-410-098-668; 030-991-402-189-538; 033-470-913-641-43X; 038-121-993-448-248; 038-652-954-542-963; 041-406-317-756-787; 043-788-638-105-204; 048-734-971-804-867; 050-401-332-990-575; 051-964-912-609-131; 054-040-461-697-118; 054-604-944-144-332; 055-111-887-015-315; 059-723-130-842-725; 061-325-769-361-47X; 065-285-489-729-438; 071-894-446-783-515; 079-723-846-583-330; 079-915-053-352-328; 081-965-782-821-785; 083-101-593-598-232; 083-990-052-497-263; 084-224-963-590-286; 087-777-296-633-594; 088-797-418-449-926; 091-890-927-541-311; 097-570-106-683-545; 098-029-981-415-152; 100-685-862-474-024; 105-225-496-095-730; 110-297-984-099-718; 111-190-873-293-602; 112-248-443-128-987; 114-011-769-369-737; 116-704-353-012-149; 117-246-669-585-34X; 123-977-886-505-787; 124-843-493-801-000; 125-462-016-537-267; 127-690-938-593-633; 128-615-902-048-066; 129-004-238-832-074; 135-188-557-443-224; 136-596-093-526-863; 146-648-412-428-246; 146-714-521-181-660; 151-597-339-361-869; 155-296-059-760-941; 158-021-378-288-513; 179-397-298-384-414; 183-725-744-220-829; 186-756-365-881-994; 188-501-966-242-838,7,true,,green
090-128-907-430-736,Towards a Model of Corporate and Social Stakeholder Engagement: Analyzing the Relations Between a French Mutual Bank and Its Members,2011-10-12,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Carine Girard; André Sobczak,"The aim of this article is to develop a new classification of stakeholders based on the concept of corporate and social engagement. Engagement is analyzed as an organizational learning process between the managers of an organization and its stakeholders. It is a necessary condition to improve the organization’s impact on its economic, social, and natural environment. Applied to the membership of a French mutual bank in order to identify the members’ varying levels of engagement, this new mapping technique may help managers to adapt their practices to the degree of engagement of each identified group of members, and to modify their financial products and communications to foster engagement among as many of these groups as possible.",107,2,215,225,Business ethics; Corporate social responsibility; Business; Corporate communication; Organizational learning; Stakeholder; Stakeholder engagement; Public relations; Internal communications; Social engagement,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=3901412 https://hal-audencia.archives-ouvertes.fr/hal-00813154/document https://rd.springer.com/article/10.1007/s10551-011-1034-3 https://hal-audencia.archives-ouvertes.fr/hal-00813154 https://link.springer.com/article/10.1007%2Fs10551-011-1034-3 https://ideas.repec.org/a/kap/jbuset/v107y2012i2p215-225.html https://link.springer.com/article/10.1007/s10551-011-1034-3/fulltext.html https://econpapers.repec.org/RePEc:kap:jbuset:v:107:y:2012:i:2:p:215-225 https://hal.archives-ouvertes.fr/docs/00/81/31/54/PDF/Girard_Sobczak_Journal_of_Business_Ethics_2012_PP.pdf https://link.springer.com/content/pdf/10.1007%2Fs10551-011-1034-3.pdf https://philpapers.org/rec/GIRTAM,http://dx.doi.org/10.1007/s10551-011-1034-3,,10.1007/s10551-011-1034-3,2023874926,,0,002-155-682-395-133; 003-975-765-911-72X; 010-740-419-969-459; 011-947-509-797-501; 023-249-951-775-206; 043-176-395-958-175; 050-946-760-593-98X; 051-875-265-995-253; 066-110-195-389-345; 069-533-155-665-652; 080-751-226-646-373; 098-637-643-942-522; 098-884-121-474-600; 106-180-019-709-090; 107-599-168-203-930; 110-909-253-526-848; 112-674-570-036-26X; 118-778-706-161-137; 127-356-618-215-912; 134-254-753-408-123; 141-424-035-303-573; 149-539-855-833-87X; 159-555-912-909-096; 173-206-015-248-824; 177-767-647-558-025; 187-511-749-507-310; 192-621-620-295-837; 193-088-740-362-647; 193-854-823-285-499,36,true,,green
090-230-740-139-285,Does mandatory CSR reporting regulation lead to improved Corporate Social Performance? Evidence from India.,,2016,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Muhammad Umar Boodoo,"This paper analyses whether mandatory CSR reporting regulation leads to an improvement in corporate social performance. Using a quasi-natural experiment where the Stock Exchange Board of India mandated all companies listed on the Bombay Stock Exchange to disclose their CSR activities and practices, this paper finds that companies significantly improved in all aspects of Environment, Social, and Governance performances. However, governance and social performance improvements were significantly greater than environment performance, which is attributed to the stakeholder salience typology. Potential harm from definitive, dominant and dangerous stakeholders was given greater consideration by management, which improved governance and social performances accordingly.",,,,,Accounting; Corporate social responsibility; Business; Stock exchange; Government regulation; Corporate social performance; Stakeholder salience; Potential harm; Corporate governance; Typology,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2823956 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2823956_code1092118.pdf?abstractid=2823956&mirid=1&type=2 https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2823956_code1092118.pdf?abstractid=2823956&mirid=1 http://wrap.warwick.ac.uk/91541/ https://www.ssrn.com/abstract=2823956 http://eprints.lse.ac.uk/id/eprint/67559 https://core.ac.uk/download/46172578.pdf,http://dx.doi.org/10.2139/ssrn.2823956,,10.2139/ssrn.2823956,2516862693,,0,002-075-554-036-03X; 004-449-732-636-369; 006-151-752-591-98X; 006-778-557-203-67X; 009-024-987-910-508; 032-891-764-668-362; 033-640-189-391-749; 037-288-680-890-156; 044-836-537-853-764; 050-653-728-121-553; 051-020-610-227-404; 053-513-981-700-545; 061-576-195-747-782; 061-963-216-425-804; 062-594-859-444-131; 069-533-155-665-652; 074-176-868-944-385; 075-677-147-794-104; 082-815-961-326-23X; 083-174-989-729-46X; 097-689-037-839-021; 099-032-118-510-718; 100-130-700-330-504; 105-174-929-604-362; 107-274-748-521-438; 114-933-813-221-985; 155-879-175-881-390; 174-471-746-238-834; 184-672-403-876-571,8,true,,green
090-388-845-004-862,Corporate Social Responsibility and UK Retailers,2007-12-31,2007,journal article,Issues In Social And Environmental Accounting,24606081; 19780591,Indonesian Center for Social and Environmental Accounting Research and Development (ICSEARD),,Peter Jones; Martin G Wynn; Daphne Comfort; David Hillier,This paper offers a preliminary examination of the Corporate Social Responsibility (CSR) commitments and agendas being addressed and reported by the UK‟s leading retailers. The paper begins with a short discussion of the characteristics and origins of CSR and of the current structure of retailing in the UK. This is followed by an illustrative examination of the CSR issues publicly reported by the UK‟s top ten country of origin retailers and the paper draws its empirical material from the CSR reports posted on the World Wide Web by these retailers. The findings reveal that the UK‟s top ten retailers are addressing and reporting on four sets of CSR themes namely those relating to the environment; the marketplace; the workplace and the community. The paper concludes with a discussion of a number of general issues relating to these themes.,1,2,243,257,Corporate social responsibility; Business; Marketing; Country of origin; Public relations,,,,,https://isea.icseard.uns.ac.id/index.php/isea/article/download/16/16 http://eprints.glos.ac.uk/id/eprint/4267 https://core.ac.uk/display/76979825 https://isea.icseard.uns.ac.id/index.php/isea/article/view/16 https://iiste.org/Journals/index.php/ISEA/article/view/902 https://www.iiste.org/Journals/index.php/ISEA/article/viewFile/902/823 https://core.ac.uk/download/76979825.pdf,http://dx.doi.org/10.22164/isea.v1i2.16,,10.22164/isea.v1i2.16,1510654231,,0,058-157-610-571-506; 077-584-752-224-062; 082-815-961-326-23X; 084-613-224-049-188; 110-502-326-347-134; 135-995-953-258-531; 154-437-091-875-159; 166-405-723-185-236,17,true,cc-by-nc,gold
090-415-520-730-998,"An exploratory examination of philanthropy in the New Zealand, Spanish and US wine industries",,2018,journal article,Wine Economics and Policy,22129774; 22133968,Firenze University Press,Netherlands,Sharon L. Forbes; Rosana Fuentes Fernández; Armand Gilinsky,"This exploratory study provides an insight into the concept of philanthropy and how it is applied in the context of wineries. Researchers in; three nations interviewed winery owners or managers to obtain qualitative data; this data was categorised to identify common themes, similarities; and differences across wineries or nations. Our findings indicate that all the wineries are undertaking philanthropic activities, ranging from; donations of wine, time, cash or facilities, to organising or participating in events. These activities are primarily driven by altruistic rather than; strategic motivations, and the predominant benefits achieved from philanthropy are personal satisfaction rather than financial. Although only a; small number of wineries were interviewed (11), this study of philanthropy is unique as it has examined both small and large businesses operating; in a single industry sector, across multiple nations. Whilst the small sample is an obvious limitation of this study, future quantitative research with; a larger sample will determine the degree to which these exploratory findings can be deemed to represent the global wine industry.",7,1,35,44,Business; Marketing; Cash; Winery; Context (language use); Small sample; Sample (statistics); Wine; Exploratory research; Qualitative property,,,,Lincoln University,https://repositorio.usj.es/bitstream/123456789/307/1/An%20exploratory%20examination%20of%20philanthropy%20in%20the%20New%20Zealand%2c%20Spanishand%20US%20wine%20industries.pdf https://www.econstor.eu/handle/10419/194543 https://core.ac.uk/display/158393226 https://dialnet.unirioja.es/servlet/articulo?codigo=6525951 https://repositorio.usj.es/handle/123456789/307 https://www.sciencedirect.com/science/article/abs/pii/S2212977418300024 https://researcharchive.lincoln.ac.nz/handle/10182/10149 https://www.econstor.eu/bitstream/10419/194543/1/1-s2.0-S2212977418300024-main.pdf https://www.sciencedirect.com/science/article/pii/S2212977418300024 https://researcharchive.lincoln.ac.nz/bitstream/10182/10149/1/An-exploratory-examination-of-philanthropy-in-the-New-Ze_2018_Wine-Economics.pdf https://doaj.org/article/880cccfd8259412283df44c819a53a67 https://core.ac.uk/download/160640433.pdf,http://dx.doi.org/10.1016/j.wep.2018.01.002,,10.1016/j.wep.2018.01.002,2783695104,,0,000-941-856-220-866; 001-067-405-092-154; 003-391-351-233-982; 004-859-164-930-325; 006-843-027-882-001; 009-068-947-641-926; 014-904-025-590-079; 015-652-869-046-696; 017-147-261-575-907; 018-606-075-915-716; 023-839-248-497-793; 026-028-411-897-157; 029-402-851-522-259; 031-915-131-592-625; 044-610-303-775-239; 048-258-354-196-742; 051-974-821-573-208; 053-250-277-306-550; 054-502-240-873-548; 055-716-256-251-479; 057-479-103-500-08X; 060-250-330-475-059; 060-761-886-195-161; 061-032-025-769-668; 061-829-988-617-171; 062-237-207-222-191; 062-974-651-907-744; 072-689-006-891-946; 074-746-128-188-221; 074-791-843-353-639; 075-415-211-284-003; 093-666-000-175-877; 094-679-689-603-382; 095-668-649-931-827; 096-746-133-985-928; 101-276-699-520-797; 104-731-009-115-972; 105-615-237-038-882; 107-274-748-521-438; 132-483-439-665-304; 135-785-693-934-39X; 136-119-288-372-380; 138-068-799-728-970; 139-641-412-398-758; 146-267-791-584-388; 147-429-466-774-79X; 150-756-983-846-92X; 153-905-245-264-106; 155-879-175-881-390; 161-062-933-193-783; 195-079-451-149-741,3,true,cc-by,gold
090-511-346-278-587,Evolutionary Studies in Business: A Presentation of a New Journal,,2016,journal article,Journal of Evolutionary Studies in Business-JESB,23857137,Edicions de la Universitat de Barcelona,,Paloma Fernández Pérez; Jaume Valls Pasola,"The Journal of Evolutionary Studies in Business is a new open access journal led by an international interdisciplinary team of scholars located in eight institutions from three continents who wants to attract contributions that help shed light on the new questions, challenges, methodologies and realities, faced by businesses in an evolutionary perspective. The journal calls particularly for review essays that deal with new research topics about business, and provide useful overviews of the key ideas, scholars, and debates about important research topics concerning business and its environment. The strategic areas of interest for submissions from authors are: Management Challenges, Entrepreneurship, Science and Business, Creative Industries, International Business, Business History, and Latin American Businesses. JESB will also publish articles about relevant online resources that contain information of interest to academic scholars and business practitioners.",1,1,1,14,Political science; Business analysis; Business relationship management; New business development; Public relations; Business model; Electronic business; Entrepreneurship; Business history; Philosophy of business,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=5347395 http://diposit.ub.edu/dspace/handle/2445/102822 http://revistes.ub.edu/index.php/JESB/article/download/j001/18275 https://revistes.ub.edu/index.php/JESB/article/view/j001 http://diposit.ub.edu/dspace/bitstream/2445/102822/1/656324.pdf https://core.ac.uk/download/78633033.pdf,http://dx.doi.org/10.1344/jesb2016.1.j001,,10.1344/jesb2016.1.j001,2236868789,,0,009-318-436-243-167; 009-486-141-922-827; 012-683-021-873-945; 036-275-507-632-090; 045-156-679-896-054; 077-677-260-202-935; 089-139-642-815-099; 125-515-050-638-527; 199-049-507-756-291,0,true,cc-by-nc,gold
091-220-644-110-121,Imagining new feminist futures: How feminist social movements contest the neoliberalization of feminism in an increasingly corporate‐dominated world,2018-06-08,2018,journal article,"Gender, Work & Organization",09686673; 14680432,Wiley,United Kingdom,Kate Grosser; Lauren McCarthy,"Increasingly it is argued that feminism has been co‐opted by neoliberal agendas: becoming more individualistic and losing touch with its wider social change objectives. The neoliberalization of feminism is driven in part by increased corporate power, including the growing role of corporations in governance arenas, and corporate social responsibility agendas. However, we turn to social movement theory to elucidate strategies that social movements, including feminist social movements, are adopting in such spaces. In so doing, we find that feminist activists are engaging with new political opportunities, mobilizing structures and strategic framing processes that emerge in the context of increasingly neoliberal and privatized governance systems. We suggest that despite the significant challenges to their agendas, far from being co‐opted by neoliberalism, feminist social movements remain robust, existing alongside and developing new strategies to contest the neoliberalization of feminism in a variety of innovative ways.",26,8,1100,1116,Neoliberalism; Social movement; Political economy; Corporate social responsibility; Framing (social sciences); Political science; Social change; Social movement theory; Feminism; Corporate governance,,,,,https://onlinelibrary.wiley.com/doi/10.1111/gwao.12267 https://core.ac.uk/download/227720200.pdf,http://dx.doi.org/10.1111/gwao.12267,,10.1111/gwao.12267,2805516426,,0,001-470-169-156-514; 002-550-413-737-078; 002-836-836-354-494; 003-842-242-785-77X; 004-152-381-345-254; 004-319-514-102-873; 006-406-008-983-346; 009-743-638-880-364; 010-110-348-917-566; 013-346-573-752-710; 015-917-987-358-261; 017-209-513-341-375; 018-512-639-674-915; 018-818-769-157-985; 019-255-701-371-109; 020-274-991-105-499; 020-794-419-220-68X; 021-475-150-210-70X; 022-382-623-818-517; 023-166-201-926-42X; 023-238-219-414-983; 023-889-347-100-451; 024-524-002-335-647; 025-564-734-066-684; 025-616-051-964-102; 025-818-039-140-704; 026-149-986-286-390; 026-656-323-238-116; 026-795-019-786-45X; 027-796-340-772-40X; 028-433-550-886-265; 028-525-153-718-565; 028-642-431-099-358; 028-790-816-431-491; 033-942-736-293-106; 035-073-808-654-419; 035-869-138-267-623; 038-659-473-247-535; 039-404-614-668-643; 040-741-532-857-38X; 044-126-801-497-994; 044-444-664-533-98X; 046-474-944-585-24X; 052-019-028-136-441; 052-485-317-626-381; 053-579-574-739-380; 054-019-562-417-385; 054-148-135-382-043; 057-024-295-997-965; 057-108-064-219-726; 057-473-922-571-466; 057-996-006-611-883; 059-225-617-549-756; 062-479-880-603-973; 064-154-004-303-919; 067-621-814-824-950; 067-927-144-365-848; 070-937-693-897-246; 071-410-672-738-647; 073-631-229-986-98X; 078-651-513-519-510; 081-069-471-541-887; 082-973-433-560-069; 084-007-048-803-582; 085-352-345-184-70X; 087-076-407-584-210; 088-909-194-623-721; 093-198-496-282-347; 094-481-230-172-044; 095-688-732-195-670; 096-049-598-507-578; 096-731-149-407-442; 097-213-764-422-536; 102-212-081-723-748; 103-863-916-152-687; 108-780-165-398-333; 109-223-551-733-149; 109-888-351-405-788; 110-241-057-133-513; 112-104-026-046-646; 115-026-066-045-590; 118-194-558-923-654; 119-229-370-340-16X; 121-363-956-649-737; 122-032-862-508-976; 126-030-365-374-264; 127-254-073-123-77X; 130-554-644-274-532; 131-625-479-337-49X; 137-079-650-888-148; 138-340-713-709-841; 140-423-014-363-699; 143-041-629-016-840; 143-885-914-257-66X; 144-785-166-301-589; 145-711-765-907-261; 157-523-515-335-413; 158-951-298-490-19X; 166-414-499-785-492; 166-750-993-969-564; 167-825-436-109-000; 170-204-708-030-862; 178-397-057-385-09X; 196-827-287-658-268,21,true,,
091-264-011-615-95X,Understanding Ethical Luxury Consumption Through Practice Theories: A Study of Fine Jewellery Purchases,2015-10-13,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Caroline Moraes; Marylyn Carrigan; Carmela Bosangit; Carlos Ferreira; Michelle McGrath,"This paper builds on existing research investigating CSR and ethical consumption within luxury contexts, and makes several contributions to the literature. First, it addresses existing knowledge gaps by exploring the ways in which consumers perform ethical luxury purchases of fine jewellery through interpretive research. Second, the paper is the first to examine such issues of consumer ethics by extending the application of theories of practice to a luxury product context, and by building on Magaudda’s (J Consum Cult 11(1):15–36, 2011) circuit of practice framework. This is significant in that, to date, consumer research using practice theories has focused mainly on routine and habitual practices. Our findings and discussion provide an analysis of intentional and less intentional ethical consumer performances within the interconnected nexus of activities of consumers’ fine jewellery consumption practice, where meanings, understandings and intelligibility of social phenomena are worked through the various activities that shape such a practice. Finally, the paper concludes with significant managerial and policy-related implications, as our extended circuit of practice analysis conveys that if ethics and sustainability dimensions are to be embedded in fine jewellery consumption practice, they must first be made an intrinsic part of the nexus of the social and material environment of trading and consumption places.",145,3,525,543,Business ethics; Corporate social responsibility; Sociology; Marketing; Qualitative research; Practice theory; Marketing ethics; Consumer ethics; Consumer research; Public relations; Sustainability,,,,,https://research.birmingham.ac.uk/portal/en/publications/understanding-ethical-luxury-consumption-through-practice-theories(b0ba291f-e1d4-4fb7-8682-37598c86842d).html https://cronfa.swan.ac.uk/Record/cronfa26738 https://ideas.repec.org/a/kap/jbuset/v145y2017i3d10.1007_s10551-015-2893-9.html https://research.birmingham.ac.uk/portal/files/48016551/10.1007_2Fs10551_015_2893_9.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:145:y:2017:i:3:d:10.1007_s10551-015-2893-9 http://oro.open.ac.uk/50012/ https://pureportal.coventry.ac.uk/en/publications/understanding-ethical-luxury-consumption-through-practice-theorie-2 https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2893-9.pdf https://econpapers.repec.org/article/kapjbuset/v_3a145_3ay_3a2017_3ai_3a3_3ad_3a10.1007_5fs10551-015-2893-9.htm https://core.ac.uk/display/78077398 https://researchportal.hw.ac.uk/en/publications/understanding-ethical-luxury-consumption-through-practice-theorie https://paperity.org/p/74392763/understanding-ethical-luxury-consumption-through-practice-theories-a-study-of-fine https://pure.hw.ac.uk/ws/files/29428429/Moraes2017_Article_UnderstandingEthicalLuxuryCons.pdf https://link.springer.com/article/10.1007/s10551-015-2893-9 https://winchester.elsevierpure.com/en/publications/understanding-ethical-luxury-consumption-through-practice-theorie-3 https://rd.springer.com/article/10.1007/s10551-015-2893-9 https://cris.winchester.ac.uk/ws/files/348692/43Moraes_et_al__2015__J_Bus_Ethics__In_Press_.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7359496 https://core.ac.uk/download/185248164.pdf,http://dx.doi.org/10.1007/s10551-015-2893-9,,10.1007/s10551-015-2893-9,1916824416,,0,000-527-022-014-325; 004-902-541-336-18X; 005-822-316-363-727; 008-311-227-365-805; 008-451-808-516-143; 008-568-541-949-263; 009-063-839-904-87X; 009-299-623-546-736; 010-144-447-416-586; 012-918-064-050-512; 014-547-205-451-161; 015-271-455-783-734; 017-081-363-023-282; 017-167-454-912-226; 020-945-293-397-687; 021-062-602-164-789; 021-717-968-251-742; 022-599-722-571-764; 024-611-369-497-058; 025-599-755-205-049; 025-647-318-427-325; 025-958-912-899-227; 027-846-687-398-640; 029-959-674-154-747; 031-448-221-522-276; 031-495-143-476-535; 032-130-169-674-673; 032-532-121-917-586; 033-211-015-066-414; 034-770-631-668-512; 034-848-852-823-034; 036-054-692-608-308; 038-738-111-460-043; 042-889-553-783-723; 044-422-568-194-140; 045-783-733-502-371; 047-625-012-161-676; 048-904-437-042-427; 049-120-262-324-414; 049-513-015-940-532; 049-903-576-934-62X; 050-391-750-851-010; 051-076-086-216-671; 053-560-901-161-759; 053-772-604-499-82X; 053-876-475-834-914; 055-575-661-657-767; 056-230-311-255-947; 056-345-142-097-094; 056-398-216-264-908; 057-156-366-712-133; 058-588-810-198-27X; 060-108-670-476-798; 061-338-502-646-030; 063-635-711-815-754; 064-441-221-192-196; 067-945-242-728-795; 068-165-244-006-074; 068-668-008-780-118; 069-259-438-012-556; 070-734-281-435-66X; 071-711-687-613-651; 076-590-599-359-204; 077-049-344-635-95X; 078-513-334-747-598; 079-860-221-543-233; 080-099-806-257-636; 081-366-822-159-235; 082-939-933-669-651; 082-959-804-701-270; 083-056-095-719-222; 084-583-318-113-991; 087-285-921-381-599; 091-568-857-964-304; 094-099-518-967-156; 094-284-230-176-51X; 100-623-291-064-246; 101-326-837-264-078; 101-648-017-007-967; 101-903-378-658-429; 106-841-520-297-670; 109-066-049-664-68X; 110-374-339-382-875; 111-598-768-315-055; 114-452-339-368-13X; 114-556-841-480-844; 116-979-668-694-124; 119-313-319-490-885; 121-985-397-425-10X; 125-506-754-490-116; 127-882-990-076-103; 127-887-689-461-574; 128-374-360-515-306; 129-468-931-392-383; 130-828-387-082-155; 133-655-614-253-185; 133-669-898-083-639; 134-287-809-759-215; 136-912-457-311-823; 139-582-944-366-231; 142-430-549-453-154; 146-228-301-660-631; 149-185-767-498-842; 151-850-046-892-689; 163-471-054-650-239; 164-708-073-345-95X; 167-624-709-083-571; 170-287-577-916-60X; 172-441-424-317-441; 173-791-408-962-068; 184-073-807-086-846; 196-162-831-768-687,63,true,cc-by,green
091-529-025-263-220,"Family businesses, corporate social responsibility, and websites: The strategies of Italian wine firms in talking to stakeholders",2019-07-01,2019,journal article,British Food Journal,0007070x,Emerald,United Kingdom,Lea Iaia; Demetris Vrontis; Amedeo Maizza; Monica Fait; Paola Scorrano; Federica Cavallo,"The purpose of this paper is to identify the distinctive elements of CSR communications that characterize the communications models of family businesses in the Italian wine industry, and to compare them with nonfamily businesses.,Using a case study approach, a sample of large and medium companies practicing corporate social responsibility was identified. The content of their websites was examined using content analysis and text mining (correspondence analysis techniques and word association analysis using the T-Lab software).,The analysis indicates that the ownership structure nature makes a difference in the online CSR communications process. The cultural identity in both family and nonfamily businesses is founded on intangible factors such as tradition; however, being a family business is a fundamental driver in the online CSR communications process, no longer forming a bond among players in the wine industry, but rather linking with other wine family businesses.,One limitation of this work is the small size of the investigated sample. An added value it contributes is its focus on the Italian wine industry. The paper provides the essential elements that family and nonfamily wine businesses should consider in customizing their CSR communications with the brand’s specific details.,The authors highlighted the similarities and differences of family and nonfamily wine businesses in terms of their online CSR communications. The authors also observed how the family wine business identity, in its multidimensional construct, has common factors with what we call “familiness.” This research could establish a starting point for further work within this important sector.",121,7,1442,1466,Corporate social responsibility; Business; Content analysis; Marketing; Construct (philosophy); Identity (social science); Word Association; Wine; Cultural identity; Added value,,,,,https://www.emerald.com/insight/content/doi/10.1108/BFJ-07-2018-0445/full/html,http://dx.doi.org/10.1108/bfj-07-2018-0445,,10.1108/bfj-07-2018-0445,2951428786,,0,000-090-789-291-396; 000-757-381-844-033; 001-350-789-747-466; 002-897-814-763-886; 003-991-923-246-009; 005-211-482-084-245; 006-080-230-736-840; 008-923-836-616-515; 010-531-336-340-291; 010-846-815-575-430; 011-622-350-498-060; 014-359-002-658-113; 014-742-775-145-792; 015-400-235-790-252; 018-633-424-296-938; 021-031-225-852-17X; 021-431-489-476-502; 021-708-989-348-127; 021-918-672-412-130; 022-995-309-690-49X; 023-838-127-973-840; 023-949-006-875-883; 024-115-867-513-759; 024-720-859-801-764; 024-973-933-310-142; 025-749-221-901-796; 027-296-799-461-882; 027-351-109-769-265; 027-456-086-319-632; 027-788-678-459-437; 030-059-413-847-512; 030-351-867-629-34X; 030-582-947-367-886; 030-620-707-261-788; 031-309-391-268-354; 031-688-713-799-645; 031-903-224-926-833; 032-003-060-032-261; 034-274-926-223-69X; 036-195-444-565-969; 037-845-294-102-405; 038-902-769-434-046; 039-334-376-094-662; 040-076-055-473-190; 040-132-584-738-565; 041-722-699-739-10X; 046-962-020-696-751; 049-693-382-357-286; 049-933-353-223-684; 050-767-148-111-135; 052-138-324-461-46X; 052-709-814-877-069; 054-378-571-628-699; 054-968-068-388-747; 056-547-775-873-36X; 057-273-960-605-19X; 058-530-271-876-585; 058-834-725-987-697; 060-737-293-019-242; 066-581-516-016-111; 068-660-282-537-19X; 068-796-967-977-369; 070-369-491-474-429; 070-405-966-118-563; 070-748-360-533-900; 074-822-731-288-202; 077-481-912-278-210; 078-838-151-749-721; 079-733-502-654-958; 080-325-981-274-225; 082-847-349-842-090; 082-965-004-680-871; 085-335-623-398-085; 088-592-851-919-926; 090-582-973-484-29X; 092-235-131-089-660; 092-718-228-552-275; 092-869-169-821-524; 093-534-853-158-361; 094-996-169-287-071; 096-139-755-024-422; 098-940-558-722-076; 102-845-084-574-872; 107-866-341-850-677; 113-746-039-326-453; 116-915-123-851-086; 117-423-594-981-878; 117-428-228-811-628; 122-222-272-791-895; 125-811-116-300-307; 126-773-404-825-345; 128-047-143-974-436; 131-447-132-978-766; 137-847-155-758-628; 137-888-241-838-49X; 138-150-315-093-693; 139-453-198-792-501; 139-503-766-807-533; 141-247-067-925-102; 141-905-065-353-341; 143-002-732-020-23X; 147-061-981-533-779; 147-376-549-088-975; 147-764-143-106-373; 150-052-823-366-171; 150-756-983-846-92X; 151-737-772-776-418; 159-592-129-993-014; 162-290-133-902-677; 164-287-371-458-79X; 169-332-655-493-580; 171-359-835-319-098; 173-533-101-716-258; 184-781-999-681-881; 185-039-095-057-891; 191-773-755-170-51X; 192-600-962-903-393; 194-045-582-704-133,26,false,,
091-548-866-963-970,India's Journey with Corporate Social Responsibility-What Next?,2015-07-02,2015,journal article,Journal of Law and Commerce,21647984; 07332491,"University Library System, University of Pittsburgh",,Arjya B. Majumdar,"One of the causes for raised eyebrows to the Companies Act, 2013 is Section 135. The provision mandates companies meeting certain requirements to compulsorily contribute to corporate social responsibility (CSR) activities, or explain the failure to do so. While this has been the subject of an ongoing debate ever since the provision was suggested in 2009, the provision in question has been met with considerable resistance from the industry. Arguments against Section 135 range from specific critiques of the semantics of the statute to critiques of the failure of India as a welfare state altogether.What this paper seeks is to attempt a definitive outline of the CSR law and practice in India, its roots in Hinduism, Buddhism and Islam, Gandhian philosophies and the pre-2013 position on CSR. It shall also attempt to provide a critical analysis of Section 135 of the Companies Act, 2013 and how the provision may be ignored, or worse—misused. Three arguments are presented in this regard. Firstly, that Section 135 constitutes a departure from the accepted position that CSR needs to be imbibed into the business and management principles of a company and is heading towards a potentially destructive conversion of the principles of CSR into corporate altruism. Secondly, the provisions of Section 135 make the Board of Directors liable to show to their shareholders—the compliance of the company’s social responsibilities. Instead, if the company is to have and comply with social responsibilities, the same should be ascertained by the society, or at least a representative of society. Finally, there is a slew of extant laws in India which also mandate certain companies to take into account their social responsibilities.",33,2,165,206,Welfare state; Corporate social responsibility; Business; Social responsibility; Statute; Law and economics; Mandate; Companies Act; Compliance (psychology); Altruism,,,,,http://dspace.jgu.edu.in:8080/jspui/handle/10739/752 http://jlc.law.pitt.edu/ojs/index.php/jlc/article/view/83 https://jlc.law.pitt.edu/ojs/index.php/jlc/article/download/83/86 https://core.ac.uk/download/pdf/296521678.pdf,http://dx.doi.org/10.5195/jlc.2015.83,,10.5195/jlc.2015.83,3124249425,,0,040-431-768-131-522,22,true,cc-by-nc-nd,gold
092-015-270-205-196,Evaluating the factors of corporate website favorability: a case of UK and Russia,2019-11-11,2019,journal article,Qualitative Market Research: An International Journal,13522752,Emerald,United Kingdom,Elena Ageeva; T.C. Melewar; Pantea Foroudi; Charles Dennis,"This study aims to evaluate the significance of the corporate website favorability notion and examines its factors in developing competitive advantage in the context of retail and service settings in the UK and Russia.,Based on the attribution, social identity and signaling theories, this study adopted the qualitative exploratory approach by conducting 14 interviews with retail experts and eight focus groups with retail users in the UK and Russia, combined with experts in website design, communication and marketing.,The study findings indicated that it is crucial to build and maintain a favorable corporate website that reveals the corporate identity as part of the overall company strategy. The study suggests that navigation, visual, information, usability, customization, security, availability, website credibility, customer service, perceived corporate social responsibility and perceived corporate culture are the factors of corporate website favorability that contribute to the company’s competitive advantage. The findings show that consumers from Russia as well as from the UK found the significance of a favorable corporate website (i.e. corporate website favorability), as well as the factors affecting corporate website favorability. However, consumers in the UK are more critical and demanding in the level of expectation of the website overall and put more weight than consumers from Russia on the perceived corporate social responsibility, perceived corporate culture, customer service and website credibility.,Corporate website favorability should be adopted by the companies, as part of the overall corporate identity management. Furthermore, it is advised to take into consideration the variations in the level of importance of the factors of corporate website favorability in different countries. The findings of this study suggest that this investigation will make a considerable managerial contribution to the understanding of a company’s decision-makers, communication professionals and website specialists about the building of a favorable corporate website in line with corporate identity strategy of the company.,There has been little systematic study of the effect of corporate websites on consumer evaluations of the websites; also, there is a lack of research with regard to the factors that contribute to the development of a favorable corporate website (i.e. corporate website favorability). This is the first study of its kind to find the effect of corporate website favorability in Russia, representing a non-western country, and the UK, representing a western country. Therefore, it contributes to the corporate visual identity literature by presenting the corporate website favorability construct and demonstrating the factors that influence corporate website favorability.",22,5,687,715,Corporate social responsibility; Business; Marketing; Corporate identity; Context (language use); Credibility; Service (economics); Competitive advantage; Organizational culture; Social identity theory,,,,,https://www.emerald.com/insight/content/doi/10.1108/QMR-09-2017-0122/full/html https://eprints.mdx.ac.uk/26108/ https://core.ac.uk/download/185197010.pdf,http://dx.doi.org/10.1108/qmr-09-2017-0122,,10.1108/qmr-09-2017-0122,2928087081,,0,000-209-816-924-781; 000-678-711-634-51X; 000-684-749-356-923; 004-476-857-573-174; 005-639-528-112-764; 006-004-046-750-883; 009-314-298-811-569; 010-259-292-111-875; 011-083-505-990-069; 012-341-726-005-478; 012-762-931-963-259; 013-720-488-168-98X; 013-973-522-021-347; 014-430-620-355-75X; 014-587-528-417-095; 014-868-950-006-380; 017-244-220-503-573; 017-722-013-337-190; 018-619-134-511-416; 020-826-313-883-171; 021-440-909-796-92X; 021-914-671-347-148; 024-069-883-470-950; 024-115-867-513-759; 024-260-275-599-908; 024-451-839-603-784; 024-694-186-140-108; 026-573-138-071-859; 028-292-605-075-78X; 028-578-958-106-135; 029-563-881-953-815; 032-484-894-809-794; 032-725-212-477-433; 032-910-327-452-10X; 033-659-081-952-794; 034-582-958-902-800; 034-732-412-672-725; 037-308-533-028-182; 038-440-137-637-853; 040-267-517-107-219; 041-020-285-028-15X; 043-605-651-281-566; 043-738-130-685-652; 043-946-944-038-047; 045-728-676-532-934; 046-764-214-242-54X; 047-309-932-910-399; 048-641-685-328-561; 049-221-301-024-282; 049-865-412-530-632; 050-477-812-623-214; 051-119-944-620-10X; 051-934-747-743-777; 052-289-523-666-490; 060-160-827-741-00X; 061-585-145-490-872; 063-529-395-220-011; 065-312-595-460-357; 067-812-807-204-448; 069-347-874-842-898; 069-808-774-354-212; 069-935-755-131-98X; 073-215-891-456-550; 074-176-668-531-703; 077-116-524-015-464; 083-098-091-654-893; 084-449-523-044-836; 085-750-367-247-226; 086-424-033-381-399; 087-925-242-793-201; 091-960-808-562-962; 092-632-139-451-555; 094-323-990-189-654; 095-976-967-167-355; 100-879-771-412-894; 107-812-574-932-792; 110-937-796-408-58X; 115-383-928-690-266; 116-865-415-612-690; 117-060-314-324-487; 117-285-309-079-656; 121-008-117-072-344; 123-996-223-373-000; 126-311-969-998-642; 126-974-679-847-210; 127-174-587-729-541; 127-364-261-865-401; 127-814-862-412-294; 129-154-822-544-876; 130-101-222-354-709; 139-479-433-647-677; 140-589-019-732-609; 140-704-672-056-923; 141-585-254-142-586; 143-127-370-865-284; 145-422-833-244-869; 147-777-072-867-660; 153-925-287-132-37X; 157-367-869-625-520; 157-847-988-318-630; 159-310-111-803-587; 162-052-437-190-177; 162-259-011-522-814; 164-539-526-118-887; 165-243-637-135-704; 165-804-345-958-036; 168-924-620-362-575; 176-289-220-566-122; 177-912-150-327-852; 182-049-593-653-709; 185-478-592-801-030,8,true,,green
092-198-888-346-112,The Influence of Product-harm Crises on Consumer Attribution and Identification: The Moderating Effect of Corporate Social Responsibility,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Chi-Shiun Lai; Chin-Fang Yang; Hsin-Chieh Wu,"Abstract This study investigates the relationship between types of product harm crises and consumer attribution, the moderating effects of Corporate Social Responsibility (CSR) image, and furthers the relationship between consumer attribution and consumer-company identification. The experimental design adopts 4(product harm crises: internal personal / internal impersonal / external personal / external impersonal) × 2(high CSR image / low CSR image) between-subjects factorial design. The findings show that different product-harm crisis has respective influence on consumer attribution. Under the scenarios of internal personal, internal impersonal, and external personal, enterprises with higher CSR image will lower consumer attribution. Locus and stability will influence consumer-company identification.",207,,553,559,Corporate social responsibility; Attribution; Business; Marketing; Harm; Social psychology,,,,,http://www.sciencedirect.com/science/article/pii/S1877042815052593 https://www.sciencedirect.com/science/article/pii/S1877042815052593 https://core.ac.uk/display/81980137 https://core.ac.uk/download/pdf/81980137.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.10.126,,10.1016/j.sbspro.2015.10.126,2175818864,,0,007-485-504-465-112; 008-108-090-139-01X; 012-776-805-086-977; 018-561-751-256-255; 022-623-356-029-808; 022-828-501-692-358; 024-272-284-864-214; 025-267-985-445-653; 025-651-375-464-95X; 032-743-811-047-004; 034-618-166-978-227; 040-514-985-472-968; 064-763-594-677-411; 065-157-558-049-051; 065-521-345-163-596; 066-903-461-290-461; 072-227-174-211-894; 074-176-668-531-703; 075-944-867-823-413; 076-723-856-571-916; 084-725-164-042-764; 095-533-348-296-286; 097-790-433-330-442; 098-082-540-146-957; 100-511-696-139-772; 100-976-373-182-354; 104-303-239-152-807; 108-890-126-050-163; 111-347-443-006-303; 134-251-925-992-845; 145-137-181-394-657; 153-011-032-541-39X; 156-394-452-098-021; 195-557-499-178-836,9,true,,gold
092-407-284-660-790,Organisational learning for corporate social responsibility in sport organisations,2018-11-21,2018,journal article,European Sport Management Quarterly,16184742; 1746031x,Informa UK Limited,United Kingdom,Géraldine Zeimers; Christos Anagnostopoulos; Thierry Zintz; Annick Willem,"Research question: Although the implementation of corporate social responsibility (CSR) may require changes at the strategic, organisational, and operational levels, studies fall short of investiga...",19,1,80,101,Corporate social responsibility; Political science; Accountability; Football; Research question; Public relations,,,,,https://www.tandfonline.com/doi/full/10.1080/16184742.2018.1546752 https://www.cabdirect.org/cabdirect/abstract/20193172711?q=(au%3a%22Willems%2c+A.%22) http://clok.uclan.ac.uk/25292/ https://biblio.ugent.be/publication/8600244 https://tandfonline.com/doi/suppl/10.1080/16184742.2018.1546752 https://dial.uclouvain.be/pr/boreal/object/boreal:207383 http://dro.deakin.edu.au/view/DU:30134871 https://core.ac.uk/download/162910282.pdf,http://dx.doi.org/10.1080/16184742.2018.1546752,,10.1080/16184742.2018.1546752,2901765386,,0,008-046-919-586-460; 008-130-229-355-704; 010-731-172-957-709; 011-714-432-540-89X; 012-912-939-821-096; 013-980-512-557-514; 017-117-676-268-821; 018-558-594-513-803; 018-931-883-677-532; 024-682-446-975-083; 041-744-119-981-58X; 044-724-244-465-972; 048-418-481-676-837; 049-361-226-706-877; 052-300-124-760-580; 056-342-442-025-048; 056-629-720-239-539; 057-657-006-462-121; 059-564-677-634-844; 060-234-276-892-678; 061-517-555-655-698; 062-510-573-122-320; 066-553-082-689-475; 067-801-970-332-382; 071-018-290-101-011; 071-915-992-424-886; 072-561-324-580-761; 077-309-755-595-903; 092-744-310-734-974; 097-106-240-878-31X; 098-005-309-395-433; 099-889-845-645-064; 100-657-814-529-563; 102-037-134-351-920; 105-342-794-804-163; 106-338-007-645-912; 149-585-032-721-76X; 163-113-889-893-140; 167-964-641-950-552; 176-284-167-830-584; 183-657-832-525-823,32,true,,green
093-172-082-485-376,Expanding Frankfurt Airport Under Conflict: Social Responsibility on the Growth Path,,2014,journal article,Journal of European Management & Public Affairs Studies,21991618,Technische Hochschule Wildau,,Tim Wiebusch,"At airports, civil aviation meets its permanent companion: civil protest. Airports are under pressure to grow to meet air transport demand and stay competitive. In wide public perception, this interferes with their commitment to Corporate Social Responsibility (CSR) and sustainability goals. This article examines the new business environment for airports and proceeds to investigate the past and present of regional expansion conflicts at Frankfurt Airport, Germany. A very violent history of confrontation in the region has changed stakeholder approach culture, but recent years have again seen the rise of a new, well-organized anti-growth protest movement which uses confrontational tactics. The author discusses the operator’s strategy to counter the substantial opposition to its expansion by a communication campaign to generate visible public support for the airport, and analyzes broader CSR efforts which may help to avoid potential conflict escalation. The article concludes with eight recommendations for socially responsible airports. Keywords: Advocacy campaigns, airport expansion, air transport, community relations, Corporate Social Responsibility (CSR), environment, Frankfurt airport, Germany, growth, m ateriality assessment , noise, opposition, protest, stakeholder relations, sustainability, violence FULL TEXT PDF only in English (toggle language: upper right hand corner)",2,1,5,14,Corporate social responsibility; Social responsibility; Stakeholder theory; Political science; Perception; Opposition (politics); Potential conflict; Public administration; Public relations; Civil aviation; Sustainability,,,,,https://opus4.kobv.de/opus4-th-wildau/frontdoor/index/index/docId/365 https://opus4.kobv.de/opus4-th-wildau/files/365/40-179-1-PB.pdf https://core.ac.uk/download/33985480.pdf,http://dx.doi.org/10.15771/2199-1618_2014_2_1_2,,10.15771/2199-1618_2014_2_1_2,2277617475,,0,,4,true,cc-by,hybrid
093-428-625-966-050,Socially responsible strategies in SMEs: A study in six European countries,,2020,journal article,Global Business and Economics Review,10974954; 17451329,Inderscience Publishers,United States,Zhanna Belyaeva; Edyta Rudawska; Yana Lopatkova,"This paper seeks to assess the management practices and to pinpoint drivers of socially responsible strategies for small and medium-sized businesses in the food industry in Western and Eastern European countries. The study revealed same features and differences in the CSR practice in SMEs operating in countries with different levels of socio-economic development. The analysis singled factors that influence the application of social responsibility in SMEs at most: the level of depth and agile approach to business performance. The methodology is based on extended 5Ps social marketing index and analyses quantitative data to outline the social responsibility strategy from the SMEs perspective in 6 different countries. The quantitative data have been collected using an online questionnaire collecting 750 entries, which were analysed using Stata software, and also qualitatively verified. This new assessment approach to the socially responsible concept provides rich material that can be explored to identify correlations between CSR and desired business performance indicators for SMEs.",22,1/2,53,70,Performance indicator; Corporate social responsibility; Business; Social responsibility; Marketing; Social marketing; Index (economics); Management practices; Eastern european; Computer-assisted web interviewing,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/GBER.2020.105030 https://science.urfu.ru/ru/publications/socially-responsible-strategies-in-smes-a-study-in-six-european-c,http://dx.doi.org/10.1504/gber.2020.105030,,10.1504/gber.2020.105030,3005349622,,0,,0,false,,
093-449-797-167-872,The management of corporate social responsibility through projects: A more economically developed country perspective,2019-07-02,2019,journal article,Business Strategy & Development,25723170,Wiley,,Meera Al-Reyasha; Ashly Pinnington; Mine Karatas-Ozkan; Katerina Nicolopoulou,"Corporate social responsibility (CSR) is an increasingly influential concept, claimed to be implemented more in the West than in the Gulf Cooperation Community (GCC) and Middle East and North Africa (MENA) region where CSR is often portrayed as less developed and mainly philanthropic. The research reported in this paper investigates capacity building for CSR in organizations and examines the research question as to whether the project management of CSR can contribute to increasing levels of awareness, engagement, and implementation. The empirical study therefore examines the management of CSR through projects and consists of data analysed from 29 interviews conducted during 2011–2016 with CSR representatives for organizations operating in the United Arab Emirates (UAE), which is a member of the GCC, located in the MENA region, and categorized as a more economically developed country. The findings reveal evidence supporting the argument that organizations with capabilities in the project management of CSR are in the position to develop capacities for strategic CSR. This empirical analysis of CSR capacity development across varying degrees of sophistication in the project management of CSR activities implies a more developed stage of CSR engagement, at least in the sample of organizations studied, than is expressed in the extant literature on CSR in the UAE, and elsewhere in the MENA region. The use of project management to organize, implement, align, and monitor CSR activity supports capacity development in CSR and can contribute to its sustainability. We recommend that future research examines the political, business, and institutional factors that could further develop CSR in organizations when managed through projects.",2,4,358,371,Empirical research; Corporate social responsibility; Project management; Sophistication; Position (finance); Research question; Capacity building; Public relations; Sustainability; Medicine,,,,,https://strathprints.strath.ac.uk/68819/ https://pureportal.strath.ac.uk/en/publications/the-management-of-corporate-social-responsibility-through-project https://onlinelibrary.wiley.com/doi/full/10.1002/bsd2.68 https://core.ac.uk/download/222699655.pdf,http://dx.doi.org/10.1002/bsd2.68,,10.1002/bsd2.68,2954588564,,0,001-293-497-423-461; 002-291-459-000-326; 002-538-064-574-730; 003-479-063-997-300; 006-489-438-047-749; 010-984-812-336-982; 014-904-025-590-079; 017-059-462-361-948; 018-647-905-403-885; 020-052-763-974-349; 020-127-948-138-105; 021-861-055-774-713; 024-593-727-003-34X; 025-590-751-255-021; 026-266-890-758-392; 029-802-817-454-750; 032-462-916-579-524; 033-108-539-041-626; 035-556-471-787-086; 037-863-117-309-746; 038-105-241-422-045; 046-348-959-686-169; 047-077-329-783-399; 051-014-886-294-658; 053-728-011-334-925; 054-288-747-811-683; 058-203-158-118-872; 059-398-819-508-747; 063-736-603-342-50X; 065-635-282-815-141; 066-686-371-399-246; 067-945-242-728-795; 071-601-344-424-739; 074-379-832-678-855; 076-751-095-688-893; 084-966-088-769-247; 085-499-298-703-787; 100-904-833-087-866; 106-564-185-785-286; 107-274-748-521-438; 108-903-359-434-82X; 112-168-536-839-796; 113-229-250-108-659; 113-689-812-895-007; 117-915-560-623-889; 119-882-193-101-193; 121-573-289-118-216; 130-079-388-663-597; 133-401-136-238-182; 133-692-630-687-787; 150-756-983-846-92X; 154-550-621-297-283; 155-476-287-127-775; 163-622-478-671-741; 170-361-176-366-208; 176-925-559-001-918; 178-429-838-540-746; 180-995-580-446-178; 196-779-093-311-14X,7,true,cc-by-nc-nd,hybrid
093-508-711-960-122,"Molding the nascent corporate social responsibility agenda in Singapore: of pragmatism, soft regulation, and the economic imperative",2012-11-13,2012,journal article,Asian Journal of Business Ethics,22106723; 22106731,Springer Science and Business Media LLC,,Eugene K. B. Tan,"This paper seeks to examine the putative growth of corporate social responsibility (CSR) in Singapore. A key impetus for the nascent CSR movement in twenty-first century Singapore is the economic imperative. As a trade-dependent industrializing economy, the economic development drive coupled with the need for international expansion has made it necessary for Singapore businesses to be cognizant of the growing CSR movement in the western, industrialized world. The government supports the CSR endeavour with an instrumental bent, where CSR ideas and concepts are adapted, incorporated, and promoted in various sectors of the economy. This paper assesses the state’s active encouragement of CSR in various facets of economic life in Singapore. The government sees itself as a promoter and practitioner of CSR. For instance, Singapore’s unique tripartite labor relations have recently emphasized a CSR gloss while CSR is also touted as being beneficial for corporate governance as well as improving the competitiveness of companies and improving the quality of life. However, CSR is too often seen as another form of corporate governance. This paper argues that the CSR drive in Singapore coheres with the government’s pragmatic approach to governance broadly conceived. There are many intrinsic and tangible benefits in the government being seen as an active promoter of CSR in various facets of Singapore life. The close association with the various concerns of CSR ensures that the government is seen to be involved in issues, such as environmentalism, work–life balance, anti-corruption, and philanthropy, that concern and appeal to the younger generation of Singaporeans. The CSR endorsement by the state, while not taking a legislative framework and still very much a private sector-driven initiative, is in accord with Singapore’s political and cultural values where the promotion of social responsibility (individual and group), harmony, cohesion, and stability in a multi-racial, multi-religious, and multi-lingual society are very much valued. In studying the putative CSR movement in Singapore, a sense of the values that the state, in partnership with the business world, hopes to inculcate would be evident.",2,2,185,204,Political economy; Corporate social responsibility; Business; Social responsibility; Government; Environmentalism; Corporate governance; Public relations; General partnership; Labor relations; Politics,,,,,https://ink.library.smu.edu.sg/sol_research/2383/ https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=4341&context=sol_research https://link.springer.com/content/pdf/10.1007%2Fs13520-012-0026-4.pdf https://link.springer.com/article/10.1007/s13520-012-0026-4/fulltext.html https://rd.springer.com/article/10.1007/s13520-012-0026-4 https://paperity.org/p/8815284/molding-the-nascent-corporate-social-responsibility-agenda-in-singapore-of-pragmatism https://link.springer.com/article/10.1007/s13520-012-0026-4 https://core.ac.uk/download/132698444.pdf,http://dx.doi.org/10.1007/s13520-012-0026-4,,10.1007/s13520-012-0026-4,1963671431,,0,000-125-585-684-419; 007-706-597-263-902; 017-722-013-337-190; 028-144-802-806-161; 034-777-472-141-060; 041-501-408-602-017; 042-246-147-869-688; 042-398-799-964-886; 043-871-162-808-947; 045-296-876-194-208; 054-135-016-118-693; 059-566-532-159-228; 063-365-137-001-053; 065-327-083-453-198; 070-025-871-783-531; 072-912-891-896-713; 080-450-000-489-986; 088-541-703-373-976; 089-287-446-926-378; 090-592-555-205-111; 095-267-306-326-644; 099-170-915-526-785; 106-063-956-139-894; 120-029-953-928-909; 129-101-355-193-464; 134-901-620-704-20X; 156-510-450-224-050; 166-414-499-785-492; 168-562-463-995-874; 186-332-916-505-807; 188-626-269-630-244,4,true,cc-by-nc-nd,green
093-557-662-892-186,Stakeholder mapping of CSR in Switzerland,2015-10-05,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Stéphanie Looser; Walter Wehrmeyer,"Purpose – This paper aims to investigate, using stakeholder map methodology, showing power, urgency, legitimacy and concerns of different actors, the current state of corporate social responsibility (CSR) in Switzerland. Previous research on CSR in Europe has made few attempts to identify stakeholders and their contribution to this topic. Design/methodology/approach – To derive this map, publicly available documents were explored, augmented by 27 interviews with key stakeholders (consumers, media, government, trade unions, non-profit organisations [NPOs], banks, certifiers and consultants) and management of different companies (multinational enterprises [MNEs], small- and medium-sized enterprises [SMEs] and large national companies). Using MAXQDA, the quantified codes given for power, legitimacy and urgency were triangulated between self-reporting, external assessments and statements from publicly available documents and subsequently transferred into stakeholder priorities or, in other words, into positions in the map. Further, the codes given in the interviews for different CSR interests and the results from the document analysis were linked between stakeholders. The identified concerns and priorities were quantitatively analysed in regard to centrality and salience using VennMaker. Findings – The paper identified SMEs, MNEs and cooperating NPOs as being the most significant stakeholders, in that order. CSR is, therefore, not driven primarily by regulators, market pressure or customers. Further network parameters substantiated the importance of SMEs while following an unconventionally informal and idiosyncratic CSR approach. Hence, insights into these ethics-driven, unformalised business models that pursue broader responsibility based on trust, traditional values, regional anchors and the willingness to “give something back” were formed. Examples of this strong CSR habit include democratic decisions and abolished hierarchies, handshake instead of formal contracts and transparency in all respects (e.g. performance indicators, salaries and bonuses). Research limitations/implications – In total, 27 interviews as primary data that supplements publicly available documents are clearly only indicative. Practical implications – The research found an innovative, vibrant and practical CSR model that is emerging for reasons other than conventional CSR agendas that are supposed to evolve. In fact, the stakeholder map and the CSR practices may point at a very different role businesses have adopted in Switzerland. Such models offer a useful, heuristic evaluation of the contribution of formal management systems (e.g. as could be found in MNEs) in comparison to the unformalised SME business conduct. Originality/value – A rarely reported and astonishing feature of many of the very radical SME practices found in this study is that their link to commercial strategies was, in most cases, not seen. However, SMEs are neither the “poor relative” nor the abridged version of CSR, but are manifesting CSR as a Swiss set of values that fits the societal culture and the visionary goals of SME owners/managers and governs how a sustainably responsible company should behave. Hence, as a new stance and argument within CSR-related research, this paper concludes that “informal” does not mean “weak”. This paper covers a myriad of management fields, e.g. CSR as strategic tool in business ethics; stakeholder and network management; decision-making; and further theoretical frameworks, such as transaction cost and social capital theory. In other words, this research closes scientific gaps by at once applying quantitative as well as qualitative methods and by merging, for the first time, network methodology with CSR and stakeholder research",11,4,780,830,Business ethics; Accounting; Corporate social responsibility; Government; Multinational corporation; Economics; Stakeholder analysis; Stakeholder; Transparency (behavior); Public relations; Business model,,,,,https://epubs.surrey.ac.uk/811275/ https://www.emerald.com/insight/content/doi/10.1108/SRJ-06-2014-0071/full/pdf https://ideas.repec.org/a/eme/srjpps/v11y2015i4p780-830.html https://www.emerald.com/insight/content/doi/10.1108/SRJ-06-2014-0071/full/html https://EconPapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:4:p:780-830 https://surrey.eprints-hosting.org/811275/ https://epubs.surrey.ac.uk/id/eprint/811275 http://emeraldinsight.com/doi/full/10.1108/SRJ-06-2014-0071 https://openresearch.surrey.ac.uk/esploro/outputs/journalArticle/Stakeholder-mapping-of-CSR-in-Switzerland/99514758302346 https://core.ac.uk/download/76987762.pdf,http://dx.doi.org/10.1108/srj-06-2014-0071,,10.1108/srj-06-2014-0071,1733120321,,0,000-468-685-819-290; 001-122-311-780-297; 001-641-591-592-307; 005-384-701-249-421; 006-568-537-168-883; 006-880-751-156-038; 010-321-499-951-964; 011-050-225-259-246; 011-254-307-581-727; 012-805-278-438-570; 016-411-180-460-079; 016-539-320-665-846; 016-896-465-667-696; 017-147-261-575-907; 019-255-701-371-109; 020-127-948-138-105; 020-736-087-760-763; 021-884-618-840-174; 022-590-694-696-197; 028-865-900-193-282; 029-032-707-258-494; 029-259-838-795-819; 029-289-608-902-946; 029-799-754-746-072; 032-800-727-739-153; 033-131-371-778-848; 035-556-471-787-086; 035-982-342-731-07X; 036-289-903-245-161; 038-724-657-208-539; 041-197-346-498-360; 041-446-445-748-497; 041-626-151-421-083; 042-063-118-553-690; 042-208-464-135-656; 043-176-395-958-175; 043-297-392-503-256; 043-806-610-336-736; 044-880-758-401-698; 045-568-850-764-950; 045-754-631-412-145; 047-460-128-505-546; 050-057-979-181-082; 052-115-312-875-399; 052-802-334-885-429; 054-912-156-265-832; 055-423-826-451-714; 059-852-522-825-220; 060-671-246-307-306; 061-393-471-428-365; 064-055-078-781-450; 065-435-346-517-877; 066-496-765-206-50X; 069-533-155-665-652; 070-794-461-899-933; 076-590-599-359-204; 079-823-048-707-237; 086-209-433-032-073; 088-919-850-566-219; 093-659-966-894-532; 095-428-867-633-980; 095-909-777-880-600; 096-113-435-061-544; 096-928-385-926-905; 097-213-764-422-536; 097-682-832-289-506; 097-788-750-074-830; 098-196-396-104-239; 101-983-044-462-613; 103-969-895-789-86X; 104-434-811-778-916; 104-907-105-880-638; 105-927-048-004-707; 107-274-748-521-438; 109-905-298-100-062; 110-309-926-544-567; 110-975-204-204-223; 121-351-373-850-609; 121-921-593-940-309; 127-356-618-215-912; 128-197-551-414-351; 129-553-053-945-664; 132-706-541-410-311; 134-711-801-371-291; 139-641-412-398-758; 140-265-304-896-767; 140-449-859-501-93X; 145-514-134-473-230; 148-622-422-677-614; 148-988-664-412-842; 150-756-983-846-92X; 152-135-626-329-239; 155-180-109-694-117; 156-208-441-443-940; 163-529-639-649-240; 167-793-640-145-531; 169-054-817-668-084; 172-999-637-082-271; 174-471-746-238-834; 178-397-057-385-09X; 178-628-496-923-596; 184-790-553-293-803; 185-039-095-057-891; 188-332-136-393-173; 195-378-614-426-230; 196-559-270-697-81X,18,true,,green
093-999-125-051-320,Corporate Social Responsibility and Access to Policy Elites: An Analysis of Tobacco Industry Documents,2011-08-23,2011,journal article,PLoS medicine,15491676; 15491277,Public Library of Science,United States,Gary Fooks; Anna Gilmore; Katherine Smith; Jeff Collin; Chris Holden; Kelley Lee,"Background: Recent attempts by large tobacco companies to represent themselves as socially responsible have been widely dismissed as image management. Existing research supports such claims by pointing to the failings and misleading nature of corporate social responsibility (CSR) initiatives. However, few studies have focused in depth on what tobacco companies hoped to achieve through CSR or reflected on the extent to which these ambitions have been realised. Methods and Findings: Iterative searching relating to CSR strategies was undertaken of internal British American Tobacco (BAT) documents, released through litigation in the US. Relevant documents (764) were indexed and qualitatively analysed. In the past decade, BAT has actively developed a wide-ranging CSR programme. Company documents indicate that one of the key aims of this programme was to help the company secure access to policymakers and, thereby, increase the company’s chances of influencing policy decisions. Taking the UK as a case study, this paper demonstrates the way in which CSR can be used to renew and maintain dialogue with policymakers, even in ostensibly unreceptive political contexts. In",8,8,e1001076,,Public policy; Corporate social responsibility; Social responsibility; Tobacco control; Tobacco industry; American tobacco; Policy decision; Public relations; Medicine; Politics,,Humans; Policy; Social Responsibility; Tobacco Industry/ethics,,NCI NIH HHS (R01 CA091021) United States; NCI NIH HHS (2 R01 CA091021-05) United States,https://doaj.org/article/0fc2166407ed4f19ba314978cc174023 https://publications.aston.ac.uk/id/eprint/40292/ https://journals.plos.org/plosmedicine/article?id=10.1371/journal.pmed.1001076 https://researchonline.lshtm.ac.uk/18/1/pmed.1001076.pdf https://cyberleninka.org/article/n/1039112 https://www.isdbweb.org/documents/file/4e6ef84885126.pdf http://actbr.org.br/uploads/conteudo/692_artigo_social_responsibility.pdf https://pureportal.strath.ac.uk/en/publications/corporate-social-responsibility-and-access-to-policy-%C3%A9lites-an-an https://core.ac.uk/display/2809893 http://summit.sfu.ca/item/10905 https://www.research.ed.ac.uk/portal/en/publications/corporate-social-responsibility-and-access-to-policy-elites(75f2631a-3503-411d-a4a2-a3216140edac).html https://europepmc.org/articles/PMC3160341 https://research.aston.ac.uk/en/publications/corporate-social-responsibility-and-access-to-policy-%C3%A9lites-an-an http://www.sps.ed.ac.uk/__data/assets/pdf_file/0005/96323/2011_Fooks_CSR.pdf https://www.ncbi.nlm.nih.gov/pubmed/21886485 https://dx.plos.org/10.1371/journal.pmed.1001076 https://researchportal.bath.ac.uk/en/publications/corporate-social-responsibility-and-access-to-policy-%C3%A9lites-an-an https://strathprints.strath.ac.uk/68612/ https://researchonline.lshtm.ac.uk/id/eprint/18 http://www.research.ed.ac.uk/portal/en/publications/corporate-social-responsibility-and-access-to-policy-elites(75f2631a-3503-411d-a4a2-a3216140edac).html http://opus.bath.ac.uk/23956/ https://core.ac.uk/download/228123258.pdf,http://dx.doi.org/10.1371/journal.pmed.1001076,21886485,10.1371/journal.pmed.1001076,2123052566,PMC3160341,0,000-841-477-731-465; 002-026-122-868-261; 003-753-144-393-655; 003-858-739-830-800; 004-173-445-309-838; 005-549-437-995-216; 007-110-620-008-647; 007-422-057-273-873; 009-477-162-810-483; 011-125-167-282-07X; 011-659-879-229-636; 012-318-062-607-146; 014-099-452-428-691; 016-876-503-119-490; 016-966-798-516-045; 017-979-247-031-286; 020-069-152-202-375; 024-832-025-671-998; 026-400-942-843-252; 027-584-820-050-356; 028-618-145-785-437; 029-150-241-868-772; 032-304-486-823-203; 032-418-215-044-211; 033-045-798-273-135; 033-474-151-314-018; 036-255-956-559-804; 037-657-374-899-372; 039-950-773-123-112; 046-965-688-213-813; 048-637-396-102-708; 054-917-172-837-602; 060-807-154-411-376; 065-237-805-673-143; 066-047-442-842-014; 067-415-267-185-936; 076-975-627-427-487; 078-908-402-110-158; 086-601-430-332-958; 087-128-370-385-200; 098-259-386-026-375; 104-764-927-610-316; 111-362-221-506-375; 114-592-717-966-431; 116-915-289-895-177; 118-985-522-157-119; 119-345-413-954-507; 122-863-521-665-807; 126-353-281-150-972; 131-934-689-934-750; 146-795-828-118-313; 149-795-482-650-132; 156-713-136-236-213; 157-685-687-917-104; 183-527-183-765-37X; 184-345-761-149-149,119,true,cc-by,gold
094-013-585-544-815,Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision,2014-02-17,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Elisa Alt; Emilio Díez-de-Castro; Francisco Javier Llorens-Montes,"Drawing on the natural-resource-based view (NRBV), we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates.",128,1,167,181,Environmental resource management; Business ethics; Corporate social responsibility; Business; Stakeholder; Quality of Life Research; Shared vision; Sample (statistics); Environmental management system; Knowledge management,,,,,https://EconPapers.repec.org/RePEc:kap:jbuset:v:128:y:2015:i:1:p:167-181 https://dialnet.unirioja.es/servlet/articulo?codigo=5985380 https://philpapers.org/rec/LLOLES https://arro.anglia.ac.uk/id/eprint/601453 https://link.springer.com/article/10.1007/s10551-014-2095-x/fulltext.html https://link.springer.com/article/10.1007/s10551-014-2095-x https://rd.springer.com/article/10.1007%2Fs10551-014-2095-x https://idus.us.es/xmlui/handle/11441/40478 https://ideas.repec.org/a/kap/jbuset/v128y2015i1p167-181.html https://core.ac.uk/download/51403156.pdf,http://dx.doi.org/10.1007/s10551-014-2095-x,,10.1007/s10551-014-2095-x,1966068682,,0,000-508-800-437-647; 001-616-390-349-269; 002-316-202-123-249; 002-821-366-510-576; 003-852-730-697-516; 004-709-250-693-465; 004-863-231-686-10X; 004-967-984-563-119; 005-231-367-279-707; 005-805-453-463-041; 006-705-019-111-877; 007-273-590-602-966; 007-699-515-339-844; 007-841-994-409-92X; 008-605-053-667-769; 009-056-467-379-721; 009-153-840-412-468; 010-677-426-047-007; 011-035-813-072-431; 011-792-890-101-193; 013-076-063-147-476; 014-909-026-783-844; 015-350-324-818-920; 016-518-648-392-156; 018-654-218-083-942; 018-956-035-344-138; 019-806-548-132-918; 020-034-244-939-868; 020-250-076-376-897; 021-591-575-421-05X; 022-304-653-352-160; 023-055-094-879-215; 023-249-951-775-206; 024-433-280-746-063; 025-314-268-017-639; 025-325-576-476-515; 025-603-130-807-17X; 025-724-556-647-792; 028-057-689-607-519; 028-861-674-874-136; 029-679-229-700-15X; 031-212-759-316-30X; 032-855-925-230-559; 033-361-564-422-171; 033-897-133-243-513; 034-128-669-535-004; 034-754-087-375-387; 035-621-543-066-746; 035-732-711-818-110; 037-332-899-218-896; 037-592-170-891-980; 038-282-844-160-774; 038-338-249-652-512; 038-518-224-397-074; 038-774-542-586-543; 041-988-014-008-792; 042-150-976-376-446; 042-211-611-512-122; 044-587-658-009-282; 046-758-542-260-105; 047-345-830-507-10X; 047-418-312-015-222; 048-350-479-859-580; 050-767-457-050-575; 051-030-542-888-807; 051-875-265-995-253; 052-764-550-033-576; 053-426-418-496-72X; 053-440-685-088-799; 054-059-910-999-139; 054-217-894-050-126; 054-934-555-329-431; 055-222-575-590-371; 057-637-631-275-104; 057-924-260-215-808; 058-423-255-593-848; 059-029-156-049-151; 061-022-798-705-771; 061-127-164-780-324; 061-331-488-401-843; 061-573-417-898-516; 061-802-400-313-389; 063-109-306-354-659; 063-919-757-599-959; 066-507-991-192-397; 066-938-226-811-490; 068-949-723-529-636; 069-533-155-665-652; 071-955-404-931-475; 072-160-141-723-785; 072-850-693-474-869; 073-776-484-238-513; 073-792-416-479-745; 074-476-534-154-353; 076-635-094-707-281; 077-146-417-849-137; 077-688-332-041-741; 078-038-870-168-717; 080-714-226-639-63X; 081-723-563-994-254; 082-092-448-990-096; 082-865-385-382-203; 083-778-377-219-423; 085-921-682-031-840; 087-520-867-320-302; 091-258-496-326-046; 092-459-737-286-258; 098-884-121-474-600; 099-095-725-205-22X; 100-268-729-340-070; 101-822-164-343-021; 103-705-771-764-928; 104-197-976-996-907; 104-329-404-127-628; 105-575-917-674-176; 106-377-304-980-209; 108-750-063-494-933; 114-950-971-730-974; 118-595-243-854-428; 119-145-534-986-277; 119-807-185-575-137; 123-899-687-687-732; 124-511-085-095-492; 129-439-411-391-130; 131-805-877-870-511; 138-334-704-586-850; 143-100-717-670-110; 143-700-148-440-217; 143-761-866-217-430; 144-642-344-508-34X; 149-942-899-361-325; 151-198-972-962-725; 162-304-105-889-385; 176-132-732-221-43X,94,true,cc-by-nc-nd,green
094-164-378-889-763,Promoting more socially responsible corporations through a corporate law regulatory framework,,2017,journal article,Legal Studies,02613875; 1748121x,Cambridge University Press (CUP),United States,Jingchen Zhao,"This paper aims to lay the foundations for a more critical approach to the relationship between corporate social responsibility (CSR) and corporate law. Limitations on legislative approaches including directors’ duties, disclosure of information, sustainable decisions, direct promotion and corporate internal management structure are critically analysed, trying to find well thought-out and effectively implemented adjudication that provides meaningful instruction for regulating CSR. The paper explores the manner in which corporate law may contribute to accommodating CSR principles within corporate strategies, in order to establish a transformative legal regulatory framework within corporate law by using the authoritative legal mode to promote corporate regulatory mechanisms. The paper critically studies a few legislative measures supported by the relevant legislative experiences from various jurisdictions as examples of currently enforced CSR laws at national level, in order to offer comprehensive and potentially effective legislative suggestions for accommodating CSR elements. However, a ‘one size fits all’ approach is clearly not desirable, and these suggestions should be interpreted and implemented in a locally relevant manner, according to path dependence theory.",37,1,103,136,Corporate social responsibility; Business; Social responsibility; Corporate communication; Corporate security; Law and economics; Law; Adjudication; Corporate law; Path dependence; Corporate governance,,,,,https://www.onlinelibrary.wiley.com/doi/abs/10.1111/lest.12140 https://core.ac.uk/display/157854134 https://www.cambridge.org/core/journals/legal-studies/article/abs/promoting-more-socially-responsible-corporations-through-a-corporate-law-regulatory-framework/0731ECC336E5DB4E6EB6919284BB4094 https://eprints.whiterose.ac.uk/99313/ http://irep.ntu.ac.uk/id/eprint/33615/ https://core.ac.uk/download/42624602.pdf,http://dx.doi.org/10.1111/lest.12140,,10.1111/lest.12140,2534356069,,0,000-326-371-577-619; 000-962-661-108-404; 001-293-497-423-461; 001-317-039-151-722; 003-596-997-009-874; 004-737-963-068-30X; 005-720-970-391-389; 006-263-660-054-585; 006-548-156-019-106; 006-826-694-588-274; 008-074-340-591-285; 008-595-452-048-600; 008-748-749-824-02X; 008-851-626-893-725; 009-182-463-241-634; 009-543-731-166-812; 009-668-471-552-467; 009-799-794-020-908; 010-017-977-044-933; 010-287-271-223-841; 011-115-680-393-273; 012-917-425-869-538; 013-599-722-365-884; 014-510-577-243-268; 014-904-025-590-079; 014-941-270-762-770; 015-042-899-191-909; 015-601-247-150-43X; 015-848-885-581-423; 016-742-789-753-476; 017-032-468-776-458; 017-131-887-828-818; 018-266-043-854-930; 018-424-459-736-728; 018-629-484-468-402; 019-911-929-451-757; 020-131-806-034-222; 020-903-734-504-666; 021-395-175-793-251; 021-973-919-308-32X; 024-192-854-853-390; 024-488-409-072-169; 024-655-414-681-394; 025-860-946-678-128; 026-895-802-475-205; 028-661-895-041-641; 029-104-733-314-293; 029-716-865-307-252; 030-073-439-042-887; 030-475-929-639-100; 033-445-837-262-66X; 033-569-081-595-53X; 033-825-002-947-809; 035-556-471-787-086; 037-995-661-784-617; 038-085-041-885-605; 038-659-605-282-966; 038-689-647-162-783; 039-520-274-870-463; 040-012-943-651-810; 041-202-226-504-563; 041-341-757-828-591; 041-664-715-976-584; 043-848-568-058-650; 047-460-128-505-546; 047-959-249-158-205; 050-187-110-687-218; 050-377-516-166-815; 050-845-689-249-728; 051-555-306-408-615; 051-874-175-549-837; 052-802-334-885-429; 053-018-964-146-257; 053-235-285-847-415; 053-953-653-737-540; 054-182-649-208-375; 054-288-747-811-683; 056-029-779-082-071; 057-710-491-211-448; 058-323-629-792-908; 058-487-590-875-335; 058-642-108-207-396; 059-776-348-551-559; 060-204-533-338-831; 061-063-024-956-359; 062-097-978-846-793; 062-348-757-285-025; 063-636-348-478-494; 064-811-196-002-244; 065-361-256-050-514; 065-868-288-204-402; 066-019-658-673-75X; 068-575-289-895-76X; 069-533-155-665-652; 070-426-100-431-279; 071-033-120-773-70X; 071-737-539-334-023; 074-213-141-463-089; 075-874-143-875-081; 080-895-279-270-835; 082-132-329-367-182; 083-126-101-317-66X; 083-742-907-533-010; 084-721-776-531-501; 085-109-384-701-255; 088-876-992-583-703; 091-064-194-887-934; 091-196-830-673-764; 091-548-866-963-970; 091-890-319-030-171; 092-438-341-251-021; 093-204-553-050-197; 095-755-894-466-848; 096-107-773-066-160; 097-788-750-074-830; 099-095-725-205-22X; 101-983-044-462-613; 104-623-355-230-385; 107-274-748-521-438; 107-797-132-440-632; 108-580-604-801-790; 109-010-162-106-214; 110-012-104-741-361; 111-725-311-259-62X; 112-697-302-604-20X; 114-417-307-942-877; 115-604-538-103-384; 115-639-703-913-058; 116-498-491-291-145; 117-031-893-750-188; 120-029-953-928-909; 120-339-631-559-390; 120-595-524-133-696; 121-976-539-687-128; 123-352-883-261-940; 124-319-925-547-093; 124-556-520-280-983; 125-306-883-979-587; 126-454-708-300-62X; 126-665-059-339-283; 128-039-313-779-140; 128-388-306-409-788; 130-429-567-963-744; 134-387-688-290-374; 136-216-371-809-541; 137-178-631-327-445; 138-517-935-226-31X; 139-641-412-398-758; 139-832-841-842-740; 140-425-540-178-978; 142-985-100-848-411; 143-376-355-424-111; 143-696-740-853-783; 144-101-764-460-168; 144-224-536-650-736; 144-381-324-316-663; 145-718-956-433-099; 146-140-363-841-466; 148-085-558-554-639; 149-356-180-549-472; 149-962-312-104-425; 150-113-631-566-597; 150-128-252-899-967; 150-756-983-846-92X; 151-503-954-416-323; 152-503-572-402-280; 152-571-597-138-839; 158-234-267-329-844; 158-274-555-881-584; 159-266-157-361-336; 161-230-320-552-747; 165-509-691-050-184; 166-733-704-601-508; 173-096-242-018-960; 174-298-403-173-139; 175-252-032-764-783; 175-733-078-944-429; 176-169-636-997-544; 176-220-100-364-248; 177-742-930-379-865; 180-336-466-423-432; 183-250-337-211-363; 184-343-425-228-455; 184-690-168-655-283; 185-548-394-374-593; 187-360-686-698-336; 189-355-703-979-591; 190-032-790-526-45X; 198-460-559-082-229,24,true,,green
094-192-233-156-786,How Corporate Sharewashing Practices Undermine Consumer Trust,2018-07-27,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Florian Hawlitschek; Nicole O. Stofberg; Timm Teubner; Patrick Tu; Christof Weinhardt,"Sharewashing describes a platform’s act of misleading consumers by purposely portraying an image of social and ecological principles while the platform’s business model does not necessarily involve them. Drawing on Corporate Social Responsibility and Green Marketing literature, we propose and evaluate a research model for investigating the impact of sharewashing perceptions on consumer trust. Based on survey data from 145 millennials, our results reveal a significant negative effect of sharewashing perceptions on consumer trust, partially mediated by perceptions of risk and confusion. We discuss our findings in view of their practical and strategic relevance to sharing economy platform operators.",10,8,2638,,Corporate social responsibility; Business; Survey data collection; Perception; Ecological principles; Sharing economy; Public relations; Business model; Green marketing; Relevance (information retrieval),,,,,https://www.mdpi.com/2071-1050/10/8/2638/htm https://depositonce.tu-berlin.de/bitstream/11303/10547/1/sustainability-10-02638.pdf https://www.mdpi.com/2071-1050/10/8/2638/pdf https://publikationen.bibliothek.kit.edu/1000084880/15762182 https://ideas.repec.org/a/gam/jsusta/v10y2018i8p2638-d160235.html https://epub.ub.uni-muenchen.de/66320/ https://publikationen.bibliothek.kit.edu/1000084880 https://depositonce.tu-berlin.de/handle/11303/10547 https://core.ac.uk/download/226952171.pdf,http://dx.doi.org/10.3390/su10082638,,10.3390/su10082638,2883050969,,0,002-410-856-385-142; 003-816-044-436-959; 007-963-779-065-63X; 008-475-694-369-953; 009-446-914-551-188; 010-854-534-444-434; 011-234-324-243-318; 012-681-440-346-913; 012-996-662-606-756; 014-472-286-340-098; 016-585-769-980-501; 022-499-899-865-620; 025-627-896-309-584; 026-728-417-989-543; 027-478-543-241-111; 028-139-564-070-366; 028-396-412-015-488; 029-022-442-455-37X; 029-134-735-217-048; 029-687-787-636-535; 031-225-856-808-755; 032-016-065-779-965; 032-796-113-665-744; 032-904-920-865-502; 034-137-753-647-871; 034-177-009-039-348; 035-644-035-162-194; 035-993-814-575-700; 040-076-055-473-190; 041-191-204-851-758; 044-421-903-222-31X; 045-865-223-012-646; 048-086-522-816-798; 048-241-881-812-884; 048-523-483-093-541; 048-544-356-861-846; 051-772-281-442-294; 052-854-182-016-551; 054-594-383-964-19X; 057-492-760-536-521; 062-752-330-259-009; 063-374-318-560-705; 063-949-285-738-267; 065-992-216-207-928; 069-826-351-353-372; 070-273-057-201-456; 070-566-368-004-627; 071-335-525-458-330; 072-850-693-474-869; 072-907-146-920-609; 075-504-545-573-088; 078-926-774-888-808; 079-907-151-772-916; 080-567-184-067-700; 083-742-907-533-010; 089-598-192-832-678; 092-628-813-250-228; 094-942-294-216-690; 099-034-041-396-003; 104-290-035-724-885; 105-461-857-380-049; 106-883-315-183-565; 106-893-113-872-10X; 109-344-349-224-667; 120-278-944-320-253; 122-892-829-085-895; 125-815-462-146-865; 126-535-777-579-315; 132-872-159-044-959; 133-563-133-466-878; 138-695-643-971-950; 141-302-972-343-515; 144-398-366-590-020; 147-612-899-205-07X; 150-804-913-478-707; 166-254-167-049-675; 168-538-108-486-290; 175-292-174-938-298; 196-371-123-308-496,17,true,cc-by,gold
094-248-485-552-232,Social Entrepreneurship and Its Implications for Hungary,2017-07-03,2017,journal article,Periodica Polytechnica Social and Management Sciences,15873803; 14163837,Periodica Polytechnica Budapest University of Technology and Economics,Hungary,Tetiana Buchko,"<jats:p>The idea of social business is very attractive for scientists, because it enables solving both economic and social problems, it improves human life and society. Nevertheless, there is no universal definition of social entrepreneurship, social enterprise or social business, in general and in Hungary in particular. The idea is new in Hungary, but it is developing very rapidly. This paper clarifies the concept of social entrepreneurship, its legal aspects and the role it plays in society in general. Based on this theoretical foundation, it analyses the issue of social entrepreneurship in Hungary.</jats:p>",26,1,38,,Economics; Social entrepreneurship; Market economy; Economic system,,,,,https://pp.bme.hu/so/article/view/9376 https://core.ac.uk/download/236628329.pdf,http://dx.doi.org/10.3311/ppso.9376,,10.3311/ppso.9376,2726326062,,0,,4,true,,gold
094-393-467-546-032,Corporate social responsibility for a sustainable inclusive growth in India,2013-07-02,2013,journal article,Journal of Management and Development Studies,23924896; 23924888,Nepal Journals Online (JOL),,R. K. Mishra; Punam Singh; Shulagna Sarkar,"<jats:p>Corporate Social Responsibility (CSR), Inclusive growth and Sustainability are essential aspects of the core strategy and business practices for cutting edge organizations. Sustainable development and CSR as an agenda, have matured rapidly, and is driven by demand for greater accountability by corporate to society in India. Views on corporate responsibility have contributed to mounting pressure on business to demonstrate its social accountability. The paper is aimed at formulating a conceptual framework for sustainable inclusive growth and also elaborates the CSR areas of Oil and Gas Central Public Sector Enterprises (CPSE’s) in India for sustainable inclusive growth. The paper is based on secondary data and focuses on highlighting the CPSE approaches to CSR in the pre and post implementation of CSR guidelines in India. The paper also discusses cases demonstrating innovation by Indian companies to bring in sustainable inclusive growth.</jats:p>",25,1,39,58,Corporate social responsibility; Business; Inclusive growth; Economic growth,,,,,https://www.nepjol.info/index.php/jmds/article/download/24936/20989,http://dx.doi.org/10.3126/jmds.v25i1.24936,,10.3126/jmds.v25i1.24936,2965969894,,0,,3,true,,gold
094-509-083-363-351,Young Stakeholders' Perception of Public Companies Responsibility: An Empirical Study on Business-to-Customer Markets,2015-06-28,2015,journal article,China-USA Business Review,15371514,David Publishing Company,,Cecilia Giuliana Casalegno; Elena Candelo,"The present research aims to investigate business-to-customer Italian public companies and their relationship with young stakeholders. The focus is to analyse the correlation between young stakeholders’ perception of company environmental and social sustainability and the market capitalisation. The approach of the present research has been used to structure the literature and to conduct an empirical analysis on a sample of public companies chosen among the Italian larger 150 in terms of market capitalisation. Through a qualitative research based on focus groups and individual interviews, a sample of 33 public companies has been selected and tested by using an online survey of 420 Italian youth. The analysis of firms’ young stakeholders’ responsibility perception has taken to confirm those authors and managers sustain that the more the firm market capitalization is, the more the organization is perceived as responsible.",14,6,304,316,Empirical research; Business; Marketing; Qualitative research; Market capitalization; Perception; Sample (statistics); Social sustainability; Focus group; Sustainability,,,,,http://www.davidpublisher.org/Public/uploads/Contribute/55c2f731d2061.pdf https://iris.unito.it/handle/2318/1569920 https://core.ac.uk/download/pdf/302042081.pdf,http://dx.doi.org/10.17265/1537-1514/2015.06.003,,10.17265/1537-1514/2015.06.003,2238826990,,0,001-647-321-126-530; 014-612-851-496-186; 015-393-874-704-880; 016-475-613-686-798; 018-074-562-132-239; 030-017-218-541-440; 057-326-644-469-348; 078-281-819-330-379; 094-620-439-196-263; 096-005-494-887-006; 101-139-037-486-832; 101-254-871-831-988; 102-757-123-034-482; 116-215-744-255-482; 124-394-092-454-721; 139-897-686-315-859; 150-756-983-846-92X; 174-943-249-600-807; 175-443-240-407-969; 188-264-321-012-801,0,true,cc-by-nc,hybrid
094-817-804-176-797,Calculability as Politics in the Construction of Markets: The Case of Socially Responsible Investment in France,2016-01-18,2016,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Stephanie Giamporcaro; Jean-Pascal Gond,"This article examines some of the processes by which power constitutes calculability and, in so doing, shapes the construction of markets. We combine insights from performativity studies about calculability with Lukes’ ‘radical view of power’ to investigate how multiple facets of power are mobilized to influence the creation and activities of calculative agencies in the process of market construction. An in-depth longitudinal study of the French socially responsible investment market shows how organizations acting as calculative agencies become sites of power through calculability. We identify how power is exercised over, through and against these calculative agencies by a variety of actors in order to build their position in the socially responsible investment market. Our results complement the broader question of the ‘government of economic life’ by showing how micro-level power games interact with the macro-politics of market building through calculative agencies. In so doing, our article sheds light o...",37,4,465,495,Variety (cybernetics); Economy; Government; Economics; Order (exchange); Position (finance); Economic sociology; Power (social and political); Performativity; Market economy; Politics,,,,,http://journals.sagepub.com/doi/abs/10.1177/0170840615604498 https://core.ac.uk/display/74208009 https://openaccess.city.ac.uk/id/eprint/12926/ https://dialnet.unirioja.es/servlet/articulo?codigo=5410840 http://journals.sagepub.com/doi/10.1177/0170840615604498 https://journals.sagepub.com/doi/10.1177/0170840615604498 https://irep.ntu.ac.uk/id/eprint/29941/ https://core.ac.uk/download/42629500.pdf,http://dx.doi.org/10.1177/0170840615604498,,10.1177/0170840615604498,2293956044,,0,000-918-091-223-313; 001-381-684-300-408; 003-150-857-708-378; 003-496-239-758-480; 003-834-075-337-506; 004-442-929-549-54X; 006-315-877-958-034; 006-500-508-771-869; 006-656-982-455-354; 014-975-843-933-30X; 014-981-424-763-706; 017-771-076-509-798; 018-229-083-747-635; 018-961-908-184-556; 019-910-444-030-351; 022-319-694-391-504; 027-827-119-143-849; 028-297-357-956-520; 030-032-127-450-653; 033-861-384-270-001; 034-915-514-850-459; 039-414-838-564-789; 040-368-293-032-90X; 043-338-994-647-300; 045-230-111-419-493; 048-687-480-874-968; 054-260-383-219-288; 055-498-815-134-39X; 056-592-784-253-78X; 057-062-456-456-156; 057-240-880-595-525; 057-881-917-643-368; 058-704-179-299-946; 059-271-509-672-535; 059-627-747-677-846; 060-361-842-553-833; 061-126-401-760-040; 071-378-585-894-011; 071-529-684-193-46X; 083-877-666-625-114; 084-864-754-880-733; 084-995-084-309-350; 086-222-599-424-559; 086-776-940-749-360; 086-855-699-271-860; 087-011-699-374-540; 087-149-202-927-106; 088-541-703-373-976; 091-633-227-968-915; 094-261-583-445-533; 102-888-275-953-20X; 113-353-578-414-834; 115-482-499-323-938; 119-229-194-605-922; 126-628-894-313-738; 131-989-453-657-089; 134-503-093-477-899; 135-697-446-895-987; 147-139-653-765-877; 148-899-305-208-888; 149-405-363-755-736; 151-694-041-460-033; 158-769-227-747-516; 160-766-646-908-087; 170-013-397-876-26X; 173-530-848-581-415; 174-993-599-813-189; 181-456-854-194-064; 189-835-576-793-243; 197-933-805-455-870,42,true,,green
095-545-127-920-733,Dynamics of CSR in Saudi Arabia Telecom Sector,2021-07-10,2021,journal article,Turkish Online Journal of Qualitative Inquiry,13096591,,,Adel Abdullah Salem Basuliman; Kinslin Devaraj,"With the introduction of emerging technology and the development of social revenue opportunities, the worldwide telecoms sector has grown greatly in recent years. The telecoms industry began to grow in Saudi Arabia in 2003, shortly just after modernization. Saudi Arabia has constructed an increasingly competitive telecommunications industry with both the advent of foreign direct investment and government assistance. In today's dynamic world, things that were justifiable years ago have been brought into question—this same transformation from legislation to morality. And ethics is the only concern also on the opinion of everyone. An earlier company had lived with shareholder interest, i.e., shareholder income. Nowadays, the scenario is changing, as well as the significance of stakeholders is focused on more businesses. Empirical research indicates that these corporations had also profited from the value of stakeholders. The change entails corporate social responsibility for companies as well. The objectives of this research are to give an overview of the essence of the CSR practices of Saudi Arabia regarding the telecom sector. In specific, this examines the role and range of the practices carried out by telecom sectors regards to their corporate social responsibility even if the new CSR strategy can mitigate these critical challenges. Such businesses analyze the spending on CSR utilizing the material analysis to evaluate CSR practices and developments.",12,3,3566,3578,Shareholder; Empirical research; Corporate social responsibility; Business; Government; Revenue; Legislation; Foreign direct investment; Modernization theory; Telecommunications,,,,,https://tojqi.net/index.php/journal/article/view/1850,https://tojqi.net/index.php/journal/article/view/1850,,,3190556578,,0,,0,false,,
096-049-598-507-578,The government of self-regulation: on the comparative dynamics of corporate social responsibility,2011-11-21,2011,journal article,Economy and Society,03085147; 14695766,Informa UK Limited,United Kingdom,Jean-Pascal Gond; Nahee Kang; Jeremy Moon,"Abstract This paper explores the relationship between corporate social responsibility (CSR) and government. CSR is often viewed as self-regulation, devoid of government. We attribute the scholarly neglect of the variety of CSR-government relations to the inadequate attention paid to the important differences in the way in which CSR has ‘travelled’ (or diffused), and has been mediated by the national governance systems, and the insufficient emphasis given to the role of the government (or government agency) in the CSR domain. We go on to identify a number of different types of CSR-government configurations, and by following empirically the CSR development trajectories in Western Europe and East Asia in a comparative historical perspective, we derive a set of propositions on the changing dynamics of CSR-government configurations. In particular, we highlight the varied role that the governments can play in order to promote CSR in the context of the wider national governance systems.",40,4,640,671,Agency (sociology); Variety (cybernetics); Political economy; Corporate social responsibility; Government; Economics; Set (psychology); Order (exchange); Context (language use); Public relations; East Asia,,,,,https://www.tandfonline.com/doi/ref/10.1080/03085147.2011.607364 https://www.research.manchester.ac.uk/portal/en/publications/the-government-of-selfregulation-on-the-comparative-dynamics-of-corporate-social-responsibility(3ccfe6c3-e57f-4ca8-b48c-273468de24a9)/export.html https://www.tandfonline.com/doi/full/10.1080/03085147.2011.607364 http://core.ac.uk/display/29929627 https://www.escholar.manchester.ac.uk/uk-ac-man-scw:133754 https://www.tandfonline.com/doi/pdf/10.1080/03085147.2011.607364 https://openaccess.city.ac.uk/id/eprint/17973/ https://core.ac.uk/download/96598920.pdf,http://dx.doi.org/10.1080/03085147.2011.607364,,10.1080/03085147.2011.607364,2099036569,,0,001-381-684-300-408; 002-557-400-265-341; 002-929-446-634-493; 003-025-422-339-881; 004-189-867-122-578; 005-091-700-178-597; 006-294-052-644-153; 006-690-643-641-012; 006-868-259-229-264; 007-444-878-139-126; 007-705-977-841-597; 008-264-699-745-970; 008-423-127-644-512; 008-914-838-098-964; 009-930-377-054-526; 012-746-596-702-042; 013-286-965-504-626; 013-492-891-253-162; 013-603-962-208-182; 013-916-208-016-266; 014-684-475-466-057; 016-050-856-563-748; 016-411-180-460-079; 017-126-130-578-937; 019-776-795-343-312; 022-631-854-660-846; 022-940-698-455-46X; 022-952-281-676-433; 024-570-018-064-172; 024-704-351-309-568; 024-800-729-672-263; 027-827-119-143-849; 028-781-430-553-504; 030-785-245-555-372; 031-703-686-525-157; 033-360-897-121-428; 033-757-378-021-674; 033-861-384-270-001; 035-556-471-787-086; 037-008-260-203-947; 037-995-661-784-617; 038-591-287-877-463; 039-901-580-344-911; 040-474-644-251-629; 041-593-893-811-293; 042-813-366-359-061; 043-992-685-628-751; 044-197-348-239-070; 045-230-111-419-493; 047-578-952-204-286; 049-215-375-509-791; 050-565-777-122-27X; 051-174-595-389-65X; 051-391-516-317-211; 052-261-566-937-487; 053-235-285-847-415; 053-726-146-590-804; 053-955-009-631-488; 054-353-308-338-714; 054-473-876-921-293; 055-538-038-254-306; 055-555-891-127-325; 056-592-784-253-78X; 057-011-622-232-028; 058-323-629-792-908; 058-671-005-624-253; 060-228-881-415-713; 062-110-807-031-390; 064-091-717-837-982; 068-962-080-577-197; 069-280-264-531-116; 070-967-942-329-571; 071-239-151-417-541; 071-258-784-044-347; 071-590-693-645-651; 073-169-146-264-853; 074-403-251-075-72X; 075-309-072-872-083; 075-821-996-886-824; 077-088-591-818-878; 077-418-665-516-872; 080-851-715-295-20X; 080-877-578-538-900; 081-663-992-350-754; 082-171-985-858-889; 086-054-021-689-34X; 088-541-703-373-976; 088-919-850-566-219; 090-545-568-258-990; 090-592-555-205-111; 091-585-319-872-415; 091-949-860-902-912; 092-164-132-026-703; 092-235-131-089-660; 092-661-204-807-937; 095-964-037-528-865; 097-268-766-262-845; 099-327-216-453-495; 102-690-214-813-904; 104-334-473-128-663; 110-525-073-892-717; 111-819-171-804-346; 113-847-056-811-955; 115-482-499-323-938; 116-487-318-461-362; 118-194-558-923-654; 118-780-346-083-042; 121-659-525-149-389; 123-454-613-702-715; 123-456-315-426-010; 123-805-386-225-26X; 124-984-778-147-240; 125-463-430-807-861; 125-587-383-255-295; 127-111-462-462-208; 128-824-679-081-357; 129-101-355-193-464; 131-874-649-335-970; 133-002-754-493-633; 133-363-886-733-954; 136-756-119-482-687; 137-645-911-738-716; 150-756-983-846-92X; 151-737-772-776-418; 154-407-583-954-585; 155-879-175-881-390; 156-337-731-267-579; 156-628-929-193-587; 159-592-129-993-014; 164-350-015-282-053; 166-414-499-785-492; 168-855-921-534-493; 170-579-965-370-842; 170-839-996-656-868; 171-734-317-774-412; 176-896-993-447-12X; 178-041-802-665-570; 178-628-496-923-596; 179-160-885-558-700; 179-167-383-952-910; 182-116-602-914-26X; 190-096-507-927-411; 191-917-046-243-333; 192-346-663-409-001; 192-374-518-078-849; 193-660-223-550-046; 193-713-640-246-658; 194-854-041-828-731; 194-918-298-646-212; 195-459-088-993-271; 197-933-805-455-870; 199-757-148-011-024; 199-810-338-386-425,272,true,cc-by,green
096-053-593-658-985,A Theoretical Framework For Managing CSR Plans And Related Initiatives In The Modern Business Environment,2013-11-29,2013,journal article,Journal of Business & Economics Research (JBER),21578893; 15424448,Clute Institute,,Estelle van Tonder; Mornay Roberts-Lombard,"Organisations can make a valuable contribution in alleviating poverty and improving the general living standards of society. In the modern turbulent business environment, characterised by intense competition and customers demanding corporate responsibility, it further seems that a well-managed corporate social responsibility (CSR) plan could assist executives in winning the hearts and minds of their customers. Regular interactions with stakeholders on CSR initiatives can also assist executives in identifying trends in the market and introducing innovations. CSR can further be used as a strategic tool to manage the reputation of the organisation. Consequently, the purpose of this paper is to provide a theoretical framework on guidelines that organisations could implement to manage their CSR plans and CSR-related initiatives more effectively. A number of secondary sources, including textbooks and previous research studies, were consulted in compiling the proposed framework which includes actions that executives could take to design and implement their CSR plans more effectively. In addition, principles for the effective management of CSR-driven innovations and reputation management initiatives are also provided. The framework also focuses on guidelines for the types of social media initiatives that would need to be incorporated into the executive’s strategic plan to ensure that the strategy implemented is truly competitive. The paper concludes with a number of recommendations that could be further investigated in a follow-on empirical study to provide further assistance to organisations wishing to survive and grow their businesses in the modern turbulent business environment. The paper is relevant to executives requiring guidance on implementing their CSR initiatives more successfully and contributes to the improvement of organisational behaviour within the socially responsible environment.",11,12,503,520,Empirical research; Corporate social responsibility; Business; Social responsibility; Competition (economics); Public relations; Strategic planning; Reputation; Social media; Plan (drawing),,,,,https://cluteinstitute.com/ojs/index.php/JBER/article/viewFile/8259/8294 https://core.ac.uk/download/pdf/268112642.pdf,http://dx.doi.org/10.19030/jber.v11i12.8259,,10.19030/jber.v11i12.8259,2159936880,,0,002-660-657-922-816; 006-897-340-663-618; 006-928-041-235-778; 009-346-756-609-170; 009-947-247-256-200; 011-854-399-312-637; 012-954-195-982-190; 019-203-381-152-737; 032-763-506-444-052; 035-626-792-104-750; 040-261-134-413-246; 041-361-492-721-390; 044-866-201-382-732; 047-460-128-505-546; 051-540-005-440-257; 071-441-760-059-777; 075-944-867-823-413; 099-085-870-469-302; 110-475-161-339-732; 113-389-280-305-920; 115-051-517-116-63X; 117-808-567-130-557; 118-642-807-049-571; 123-580-684-890-773; 149-365-181-907-096; 150-756-983-846-92X; 157-792-898-213-207; 158-277-704-545-597; 158-318-851-114-883; 163-710-888-963-86X; 164-233-751-793-174; 165-570-354-729-746; 166-856-120-761-591; 173-781-548-089-572,3,true,,bronze
096-176-217-629-443,"Sustainability, Social Responsibility and Value Co-creation: A Case Study Based Approach",,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Bijoylaxmi Sarmah; Jamid Ul Islam; Zillur Rahman,"Abstract Any kind of value, whether it is functional, hedonic, and symbolic or cost value has to be co-created by working together with the stakeholders while meeting expectations that companies promise. With this goal in mind, MNCs are engaged in value creation with the community through supporting corporate social responsibility and sustainability programs. These programs ensure maximum stakeholder participation in value creation process, especially in the selection, design and delivery of such programs. These engagements always foster stakeholder action and instill a sense of pride and confidence in them. Furthermore, these programs help the stakeholders to gain trust and confidence by maintaining transparency. In this study, the researchers are trying to focus on an Indian reputed MNC ITC and its quest for building platform for co-creation of value by engaging in corporate social responsibility and sustainability initiatives. To meet these research objectives, case study methodology has been applied to analyze the process and impact of CSR and sustainability initiatives of ITC's e-choupal. Information from published case studies in reputed journals and company sources has been used for further investigation into the area. Thus, this is an attempt to highlight present and future avenues of value co-creation through CSR and sustainability initiatives and to analyze its impact on the lives of community stakeholders.",189,,314,319,Corporate social responsibility; Business; Social responsibility; Marketing; Stakeholder; Sustainability organizations; Value (ethics); Transparency (behavior); Public relations; Social sustainability; Sustainability,,,,,https://core.ac.uk/display/82830696 https://www.sciencedirect.com/science/article/pii/S1877042815020200 https://core.ac.uk/download/pdf/82830696.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.03.227,,10.1016/j.sbspro.2015.03.227,610968810,,0,006-941-787-529-138; 019-806-548-132-918; 021-545-658-426-465; 023-249-951-775-206; 028-038-707-972-613; 031-089-586-492-661; 039-811-044-705-489; 045-700-918-534-234; 053-419-693-088-944; 064-484-631-321-317; 064-925-042-983-743; 066-491-557-934-067; 077-110-587-162-800; 084-392-625-483-616; 093-922-172-700-658; 094-679-689-603-382; 099-785-618-754-029; 109-402-725-553-599; 114-498-378-466-940; 119-882-193-101-193,15,true,,gold
096-575-313-048-276,The domestic politics of corporate accountability legislation: struggles over the 2015 UK Modern Slavery Act,2017-12-02,2017,journal article,Socio-Economic Review,14751461; 1475147x,Oxford University Press (OUP),United Kingdom,Genevieve LeBaron; Andreas Rühmkorf,"Over the last decade, the norm of corporate accountability for labour standards in global; supply chains has become increasingly prominent within the transnational governance; arena. As global governance initiatives to spur due diligence for labour standards and; combat exploitation in global supply chains— especially its most severe forms frequently; described as modern slavery— have proliferated, societal coalitions have pressured states; to pass domestic legislation to the same effect. In this paper, we examine the regulatory; processes that spurred the passage of one piece of anti-slavery legislation, the United; Kingdom’s 2015 Modern Slavery Act. Our findings corroborate a number of established; expectations regarding business opposition towards new legislation to raise public labour; standards, but also provide a clearer picture of the mechanisms through which industry; actors impact policymaking processes. Paradoxically, such mechanisms include business; actors’ championing of weak regulatory initiatives, CSR activity, and partnering with civil; society organizations. Understanding industry actors’ use of these strategies improves our; understanding of how transnational norms of corporate accountability and anti-slavery are; being contested and shaped at domestic scales.",17,3,709,743,Political economy; Corporate social responsibility; Political science; Global governance; Legislation; Transnational governance; Opposition (politics); Due diligence; Civil society; Politics,,,,"ESRC Future Research Leaders; Yale University Gilder Lehrman Center; Study of Slavery, Resistance, and Abolition Human Trafficking and Modern Slavery Fellowship; European Union’s Horizon 2020",https://eprints.whiterose.ac.uk/122653/ https://academic.oup.com/ser/article/17/3/709/4683730 https://core.ac.uk/download/111216720.pdf,http://dx.doi.org/10.1093/ser/mwx047,,10.1093/ser/mwx047,2772954563,,0,001-219-742-034-879; 001-263-766-059-745; 003-255-052-534-324; 007-723-651-657-641; 008-653-569-826-114; 010-705-523-633-88X; 013-084-982-204-435; 013-615-111-313-505; 013-770-683-855-668; 016-278-425-154-599; 017-126-130-578-937; 021-197-491-430-682; 023-314-792-866-810; 032-343-297-800-899; 032-889-691-719-559; 034-285-660-830-858; 040-448-407-224-660; 042-841-660-770-722; 048-084-385-775-90X; 059-852-176-799-137; 064-399-546-201-162; 065-517-451-477-861; 066-063-257-778-743; 066-174-315-654-661; 068-659-415-891-718; 069-411-897-554-964; 072-666-354-794-980; 072-673-673-878-677; 073-270-682-356-889; 075-643-721-822-945; 077-354-483-273-363; 078-170-659-283-945; 079-701-717-916-517; 079-914-604-351-758; 080-665-877-144-245; 082-171-985-858-889; 083-936-318-696-458; 084-001-465-924-433; 085-425-460-387-267; 086-345-878-765-874; 087-084-213-519-306; 088-233-687-029-248; 088-541-703-373-976; 088-887-003-452-25X; 093-742-926-655-489; 095-343-352-543-81X; 096-049-598-507-578; 099-816-175-031-436; 100-630-564-024-705; 102-014-555-515-442; 102-042-506-696-169; 103-078-062-409-421; 103-377-559-100-569; 109-861-330-369-984; 110-648-445-179-657; 113-741-307-551-153; 113-808-052-579-093; 116-249-751-278-063; 119-674-193-775-263; 124-420-441-396-125; 134-577-542-376-869; 136-768-061-352-561; 139-504-936-935-963; 139-958-156-669-664; 140-763-655-989-908; 147-564-534-651-030; 149-068-877-421-368; 149-318-107-342-988; 154-085-390-873-464; 155-849-634-946-361; 171-268-156-655-037; 174-489-856-580-708; 180-693-497-969-169; 193-472-302-742-689; 194-132-567-945-129,40,true,cc-by-nc,hybrid
096-729-659-012-86X,CSR Online Discourse Practices in the Romanian Energy Sector,2013-01-18,2013,journal article,Journal of Eastern Europe Research in Business & Economics,21690367,IBIMA Publishing,,Magdalena Danileț; Olesia Mihai,The CSR online discourse practices adopted by the major companies of the Romanian energy sector have contributed to the development of a corporate social responsibility (CSR) genre. Its main role is to emphasize the overall strategy of companies towards sustainability and longterm growth. The authors aim to identify the range of CSR topics of the three Romanian energy companies displayed on their websites. The paper also provides a mapping of the rhetorical choices used by these companies to deliver CSR content. The study uses a procedure developed by Jane Ahlerling in her study The Face of the Firm: Articulating Identity through CSR-Related Diversity Rhetoric in 2008 and which uses rhetorical discourse analysis. The authors also discuss the link between CSR agenda of top energy companies and image of the local social context shaped by this agenda. Authors conclude that both commitment towards CSR activities of the three Romanian energy companies and their CSR-related online discourse practices are extremely heterogeneous and appear to be situated in different stages of development.,,,1,9,Romanian; Situated; Rhetoric; Corporate social responsibility; Political science; Rhetorical question; Diversity (business); Public relations; Sustainability; Discourse analysis,,,,,http://ibimapublishing.com/articles/JEERBE/2012/725039/725039.pdf http://www.ibimapublishing.com/journals/JEERBE/2013/725039/725039.html,http://dx.doi.org/10.5171/2013.725039,,10.5171/2013.725039,2113977936,,0,012-746-596-702-042; 055-127-219-449-931; 087-139-739-190-74X; 109-999-098-065-063; 135-930-663-570-626,3,true,cc-by,hybrid
096-744-861-444-143,An assessment of the integration between corporate social responsibility practices and management systems in Brazil aiming at sustainability in enterprises,,2018,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Gustavo Tietz Cazeri; Rosley Anholon; Dirceu da Silva; Robert Eduardo Cooper Ordoñez; Osvaldo Luiz Gonçalves Quelhas; Walter Leal Filho; Luis Antonio de Santa-Eulalia,"The concept of corporate social responsibility (CSR) is associated with the idea that every organization should integrate environmental, economic and social issues as part of their organizational philosophy. In companies with a higher degree of development in terms of CSR, sustainable practices are integrated into management systems. When focusing on Latin America, this integration may be at its first steps, but there is a vacuum in the literature in this field. Based on this reality, this paper aims to evaluate the integration between CSR practices and management systems in companies in Brazil based on experts’ perceptions. Employing a conceptual model covering how stakeholder demands are incorporated in organizational practices using a continuous improvement approach, we performed a survey with experts in the area. Results revealed opportunities for improvements in all CSR practices evaluated, most of which were considered by the experts to have been implemented only superficially. In a comparative analysis, two practices stood out in relation to the others: reporting of CSR results to stakeholders and evaluation of the performance of CSR activities using pre-established indicators. Practices associated with planning of CSR activities are the most superficially implemented, adversely affecting CSR performance. The authors believe that the findings of this study could be useful for business managers and academics as guidance towards improved CSR efforts.",182,,746,754,Conceptual model; Corporate social responsibility; Business; Latin Americans; Management system; Stakeholder; Perception; Social issues; Knowledge management; Sustainability,,,,FAEPEX,https://e-space.mmu.ac.uk/620432/ https://www.sciencedirect.com/science/article/abs/pii/S0959652618303275 https://core.ac.uk/download/161893479.pdf,http://dx.doi.org/10.1016/j.jclepro.2018.02.023,,10.1016/j.jclepro.2018.02.023,2790013469,,0,000-167-927-733-90X; 000-831-037-791-393; 002-279-806-120-073; 008-130-229-355-704; 009-581-717-251-460; 011-632-107-846-212; 012-307-818-057-313; 013-427-078-014-15X; 013-920-889-450-499; 017-263-319-472-192; 017-702-010-163-190; 020-534-082-021-94X; 021-591-575-421-05X; 023-257-772-514-203; 023-647-647-121-332; 024-242-756-634-170; 026-255-778-541-376; 028-964-418-517-385; 029-613-770-273-81X; 029-942-145-731-245; 030-736-463-303-914; 037-828-935-005-708; 039-449-594-886-545; 041-626-018-801-239; 044-587-150-717-819; 044-733-749-754-643; 045-926-029-380-855; 051-586-214-169-866; 055-365-866-575-76X; 062-110-807-031-390; 062-596-357-961-533; 065-600-658-392-58X; 069-090-810-480-380; 070-533-884-413-290; 071-252-001-096-005; 072-833-024-533-417; 074-642-822-769-206; 077-729-383-080-511; 082-125-339-636-344; 089-069-343-491-468; 093-659-966-894-532; 093-731-727-450-890; 098-049-287-579-577; 099-085-870-469-302; 100-059-985-147-236; 104-823-195-860-471; 106-531-852-761-149; 107-274-748-521-438; 110-117-072-185-460; 117-823-417-103-639; 124-565-427-104-090; 131-906-061-444-117; 135-000-380-315-368; 136-075-707-679-853; 138-183-225-103-115; 144-612-849-716-905; 155-220-082-747-154; 158-102-508-320-273; 160-034-774-619-227; 170-311-054-964-28X; 171-677-423-678-119; 182-767-610-153-834; 199-870-467-832-588,39,true,,green
096-961-517-040-060,Assessment of Environmental Issues of Corporate Social Responsibility by Enterprises in Poland - Results of Empirical Research,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Agata Lulewicz-Sas; Joanna Godlewska,"AbstractThe aim of the article is to analyse and evaluate the implementation of socially responsible activities by enterprises, in relation to the specific stakeholder that is the natural environment.The survey was conducted in 2013 among the organizational units implementing the concept of corporate social responsibility (CSR) in Poland. In the research the purposive sampling was used. For the purpose of analysis of the survey results descriptive statistics and statistical inference were used.Based on the results of surveys, the factors and tools for measuring the impact of socially responsible activities on the natural environment have been identified",213,,533,538,,,,,,https://core.ac.uk/download/pdf/82234328.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.11.446,,10.1016/j.sbspro.2015.11.446,,,0,005-440-597-905-196; 009-923-493-984-709; 068-691-489-128-934; 072-381-662-927-184,5,true,cc-by-nc-nd,gold
097-067-039-768-785,Government Policies for Corporate Social Responsibility in Europe: A Comparative Analysis of Institutionalisation,,2015,journal article,Policy & Politics,03055736; 14708442,Bristol University Press,United Kingdom,Jette Steen Knudsen; Jeremy Moon; Rieneke Slager,"This paper analyses policies of 22 European Union member governments, designed to encourage corporate social responsibility (CSR) between 2000 and 2011. It categorises these policies by their regulatory strength and identifies the range of issues to which CSR policies are directed. The paper argues that Northern European, Scandinavian and UK governments are reconstructing their respective institutional structures to embed CSR concerns more explicitly therein. It concludes that these government CSR initiatives are converging, particularly around their increased regulatory strength and the broadening of their issue application. Policies in Mediterranean and the former communist countries do not reflect increasing institutionalisation.",43,1,81,99,Public policy; Corporate social responsibility; Government; Economics; Institutionalisation; Communist state; European union; Institutional structure; Public administration,,,,,https://research.cbs.dk/en/publications/government-policies-for-corporate-social-responsibility-in-europe-2 https://www.rug.nl/research/portal/en/publications/government-policies-for-corporate-social-responsibility-in-europe-a-comparative-analysis-of-institutionalisation(20650656-42b7-465f-8289-b743bfed4094).html https://curis.ku.dk/ws/files/91351226/P_P_fast_track_Knudsen_3.1.pdf https://core.ac.uk/download/269235895.pdf,http://dx.doi.org/10.1332/030557312x656016,,10.1332/030557312x656016,2136873713,,0,000-069-820-562-611; 003-025-422-339-881; 004-189-867-122-578; 006-294-052-644-153; 008-672-671-619-57X; 012-569-763-154-940; 013-743-323-137-108; 017-126-130-578-937; 017-772-076-395-051; 021-672-260-635-111; 028-787-669-119-782; 030-274-274-746-616; 031-762-133-647-285; 032-602-136-389-342; 035-556-471-787-086; 046-717-527-311-321; 049-754-391-611-692; 060-715-423-896-634; 062-110-807-031-390; 064-091-717-837-982; 069-932-749-928-366; 070-537-150-021-106; 071-492-398-307-159; 073-169-146-264-853; 076-550-353-068-187; 077-418-665-516-872; 079-380-592-944-770; 081-663-992-350-754; 081-887-262-033-047; 082-171-985-858-889; 090-592-555-205-111; 096-049-598-507-578; 110-170-663-384-296; 110-648-445-179-657; 111-819-171-804-346; 115-082-821-456-542; 119-674-193-775-263; 123-454-613-702-715; 123-658-145-075-363; 127-111-462-462-208; 130-340-525-728-235; 155-491-312-460-98X; 159-592-129-993-014; 165-047-976-590-228; 168-724-617-931-224; 175-957-689-012-64X; 180-834-440-467-666; 195-646-156-768-054,107,true,,green
097-086-202-392-970,"Corporate Social Responsibility, Shariah-Compliance, and Earnings Quality",2016-08-31,2016,journal article,Journal of Financial Services Research,09208550; 15730735,Springer Science and Business Media LLC,Netherlands,Abdullah Alsaadi; M. Shahid Ebrahim; Aziz Jaafar,"This study examines the effect of two potential sources of ethical principles on earnings quality: corporate social responsibility (CSR) and membership in a Shariah index. We define membership in a Shariah index as the adherence to an ethical code that relates to Islam. Our sample comprises firms in ten European Union countries for the period from 2003 to 2013. The empirical results show that firms with a high degree of CSR are less likely to manage earnings. In contrast, membership in a Shariah index leads to earnings manipulation. Our results are robust after using several alternative quality metrics for earnings. Furthermore, our empirical results indicate that highly rated CSR firms that are not Shariah-compliant are less likely to engage in earnings manipulation. Further, institutional factors are also important in determining the link between CSR, Shariah-compliance, and the quality of financial reporting.",51,2,169,194,Accounting; Ethical code; Financial services; Corporate social responsibility; Business; Earnings quality; Quality (business); Index (economics); Earnings; European union,,,,,https://www.infona.pl/resource/bwmeta1.element.springer-doi-10_1007-S10693-016-0263-0 https://paperity.org/p/77698099/corporate-social-responsibility-shariah-compliance-and-earnings-quality https://dro.dur.ac.uk/19151/ https://research.bangor.ac.uk/portal/en/researchoutputs/corporate-social-responsibility-shariahcompliance-and-earnings-quality(7c9a895f-4e30-40d5-b80a-f6c902c09a0e).html https://ideas.repec.org/a/kap/jfsres/v51y2017i2d10.1007_s10693-016-0263-0.html https://link.springer.com/content/pdf/10.1007%2Fs10693-016-0263-0.pdf https://link.springer.com/article/10.1007/s10693-016-0263-0 https://cyberleninka.org/article/n/661109 https://core.ac.uk/display/42130145 https://research.bangor.ac.uk/portal/files/16350152/2016_Corporate_Social_Responsibility.pdf https://core.ac.uk/download/pdf/42130145.pdf,http://dx.doi.org/10.1007/s10693-016-0263-0,,10.1007/s10693-016-0263-0,2512433332,,0,001-150-927-247-894; 004-428-483-638-714; 005-771-445-348-999; 006-386-611-958-991; 006-417-068-448-533; 006-830-301-923-556; 008-341-588-787-365; 008-719-272-903-085; 009-066-422-284-007; 010-905-402-320-373; 012-046-730-425-780; 012-326-194-189-660; 013-089-960-860-872; 016-020-723-885-279; 017-126-130-578-937; 017-147-261-575-907; 017-935-039-659-47X; 018-075-278-238-815; 018-466-134-621-979; 018-797-551-505-430; 020-250-076-376-897; 021-395-088-063-680; 022-865-702-242-17X; 023-003-431-181-500; 025-369-327-539-911; 025-851-062-809-845; 026-188-326-311-687; 027-909-602-482-321; 028-024-180-658-996; 028-479-877-115-968; 033-025-753-354-072; 033-132-389-831-20X; 034-442-885-510-261; 037-117-065-143-742; 039-247-189-359-754; 039-467-933-939-795; 041-501-867-571-264; 046-671-562-790-857; 050-017-575-970-310; 051-177-120-120-714; 051-902-095-669-172; 052-942-604-354-025; 055-127-219-449-931; 055-976-653-200-131; 057-515-729-759-283; 062-102-148-264-499; 062-110-807-031-390; 063-292-068-812-615; 064-091-717-837-982; 070-055-085-692-875; 071-155-607-138-623; 071-909-781-422-214; 074-196-663-951-117; 075-657-145-138-076; 076-001-587-395-760; 077-545-174-286-939; 078-204-867-129-435; 078-948-299-301-058; 080-458-124-178-385; 080-546-368-819-636; 081-978-426-089-711; 082-847-349-842-090; 084-807-766-927-665; 085-208-739-911-547; 086-265-544-899-960; 088-919-850-566-219; 090-384-771-396-390; 091-947-331-459-602; 094-064-759-136-88X; 094-341-712-828-793; 095-199-631-501-15X; 095-697-802-632-587; 096-745-744-491-842; 099-095-725-205-22X; 104-313-906-946-504; 105-575-917-674-176; 107-274-748-521-438; 112-772-784-681-538; 120-047-288-521-509; 122-883-401-431-262; 123-254-561-371-531; 124-388-752-730-736; 124-393-239-388-42X; 124-778-355-889-851; 130-873-219-873-989; 131-332-197-715-385; 133-935-227-260-605; 136-476-191-865-010; 136-665-762-156-182; 137-278-583-024-367; 142-200-912-508-532; 147-238-418-480-832; 149-289-528-692-046; 156-208-441-443-940; 160-082-914-808-14X; 164-528-302-890-831; 169-157-688-346-75X; 171-565-901-583-047; 176-384-002-301-084; 176-769-575-866-653; 180-850-981-289-33X; 195-459-088-993-271,39,true,cc-by,green
097-127-802-689-274,"World Conference on Technology, Innovation and Entrepreneurship CSR Practice and Sustainable Business Performance: Evidence from the Global Financial Centre of China☆",,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Tai Ming Wut; Artie W. Ng,"Abstract The Hong Kong Special Administrative Region of China (Hong Kong) has long been positioned not only as an international capital market but also as the global financial centre for China. To position themselves for overseas expansions, major enterprises in China are now listed with the Stock Exchange of Hong Kong and adopt internationally accepted corporate practices. In particular, there have been emphases by multinationals on Corporate Social Responsibility (CSR) practices for the potential benefits of enhanced business performance as demonstrated in prior studies. The aim of this paper is to explore the relationship between business performance and CSR practices among listed companies in Hong Kong. We have investigated and made comparisons between two groups of listed companies in Hong Kong -- those included in the Hang Seng Corporate Sustainability index and the other major ones in Hong Kong not included in the Index. It is found that there is a significant difference between the two groups in the sample. A direct association between adoption of CSR practice and sustainable business performance in financial aspects is observed over an extended period of time. However, we argue that there is not yet sufficient disclosure in relation to the quality of their overall CSR and sustainability performance.",195,,133,141,Finance; Accounting; Corporate social responsibility; Business; Sustainable business; China; Position (finance); Stock exchange; Corporate sustainability; Sustainability; Entrepreneurship,,,,,https://core.ac.uk/display/82756990 https://www.sciencedirect.com/science/article/pii/S1877042815039002 https://core.ac.uk/download/pdf/82756990.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.06.421,,10.1016/j.sbspro.2015.06.421,986088992,,0,008-496-768-330-369; 009-581-717-251-460; 011-792-890-101-193; 013-837-826-929-964; 025-535-245-854-644; 043-911-652-302-651; 050-360-463-315-643; 056-661-839-088-299; 082-847-349-842-090; 089-377-854-280-894; 110-909-363-889-113; 136-574-029-697-505; 140-405-384-260-938; 150-756-983-846-92X,6,true,cc-by-nc-nd,gold
097-203-153-923-092,Does Institutional Context Affect CSR Disclosure? A Study on Eurostoxx 50,2018-08-09,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Daniela Coluccia; Stefano Fontana; Silvia Solimene,"We propose to investigate the relationship between corporate social responsibility disclosure and institutional/environmental factors among a sample of European listed companies. We find that, by using several traditional explicative variables, institutional factors affect the level of CSR disclosure, in a context where the EU Commission has been paying growing attention to social and environmental accountability of listed companies (see the EU Dir. 95/2014). Our findings are further supported by multivariate regression, where ESG score (measure of CSR disclosure) is regressed on nine variables which represent the expression of institutional factors. By looking at the institutional determinants of CSR disclosure, we are seeking to pose a challenge for future research agenda, in order to understand whether CSR does actually reflect an effective commitment of firms to accounting practices and rules, as a form of social behavior, or whether it is just a tool to manage stakeholders’ perception and to comply with regulation.",10,8,2823,,Accounting; Corporate social responsibility; Business; Order (exchange); Perception; Accountability; Commission; Context (language use); Affect (psychology); Sample (statistics),,,,,https://ideas.repec.org/a/gam/jsusta/v10y2018i8p2823-d162828.html https://www.mdpi.com/2071-1050/10/8/2823/pdf https://repository.globethics.net/handle/20.500.12424/2592778 https://www.mdpi.com/2071-1050/10/8/2823 https://core.ac.uk/download/188822796.pdf,http://dx.doi.org/10.3390/su10082823,,10.3390/su10082823,2806152277,,0,001-350-789-747-466; 004-247-457-696-512; 007-672-856-282-540; 010-078-443-622-339; 013-290-821-556-63X; 014-448-809-907-103; 014-612-153-047-949; 014-619-660-348-22X; 015-414-879-361-880; 017-126-130-578-937; 018-633-424-296-938; 021-527-868-010-178; 025-343-559-119-355; 026-249-910-065-223; 026-853-140-857-240; 026-895-859-106-523; 027-208-805-619-111; 028-819-275-326-838; 029-728-974-115-215; 032-602-136-389-342; 035-556-471-787-086; 037-135-748-658-98X; 037-893-358-806-556; 039-226-516-128-038; 039-567-065-743-140; 041-023-223-200-982; 041-988-014-008-792; 042-691-582-991-106; 043-383-149-272-33X; 044-231-278-183-61X; 046-600-980-935-176; 046-770-479-490-996; 048-750-791-475-71X; 052-283-291-570-053; 053-339-410-095-221; 055-127-219-449-931; 059-986-375-797-023; 064-091-717-837-982; 064-438-261-806-271; 065-894-563-875-294; 069-206-139-517-387; 069-899-668-932-775; 071-155-607-138-623; 072-087-175-214-622; 074-061-988-154-396; 074-893-003-531-348; 078-108-465-963-590; 078-281-476-762-97X; 078-356-515-382-907; 082-815-961-326-23X; 084-996-219-647-520; 087-907-623-825-845; 088-233-687-029-248; 091-081-406-983-683; 093-796-506-202-743; 094-703-412-580-664; 096-139-755-024-422; 099-550-693-413-009; 106-873-808-099-629; 107-077-724-627-42X; 109-102-829-309-641; 112-565-796-968-753; 112-927-903-110-687; 115-373-591-444-545; 115-482-499-323-938; 118-502-157-753-318; 119-054-672-488-459; 122-485-616-736-844; 130-090-627-871-471; 133-831-411-194-162; 134-375-941-165-393; 137-994-583-439-180; 140-765-208-427-638; 143-282-591-040-163; 146-419-350-080-774; 148-449-663-229-402; 155-216-004-970-164; 155-849-634-946-361; 161-805-999-562-937; 162-749-386-796-223; 164-751-562-405-056; 166-414-499-785-492; 170-955-354-350-400; 182-657-103-799-887,24,true,cc-by,gold
097-470-045-957-427,Responsible Recruiting in Insurance Sales: A Hard Facts Measurement Approach,2019-12-15,2019,journal article,Regional and Business Studies,20612311,Regional and Business Studies,,Gerriet Hinrichs,"Recruiting processes imply a considerable potential for waste of resources, both in general and in the insurance sales area focused here. A comprehensible measure for sustainability in sales was identified and information offers of large German insurers on job offers in the field of sales force were analysed. While the recruitment of lateral entrants has no measurable influence on sustainable sales, clear correlations between the information offered for future salespeople and sustainable results were found. In addition, a clear negative correlation between multi-level marketing and sustainable insurance sales was found.",11,2,65–79,65–79,Business; German; Marketing; Field (Bourdieu); Negative correlation; Sales force; Sustainability,,,,,https://journal.ke.hu/index.php/rbs/article/view/2413 https://core.ac.uk/download/322883491.pdf,http://dx.doi.org/10.33568/rbs.2413,,10.33568/rbs.2413,3017276324,,0,013-642-544-010-861,0,true,cc-by-nc-nd,gold
097-762-296-926-419,Does broad gender diversity affect corporate social responsibility disclosures,2020-03-17,2020,journal article,JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen,25974017; 16937864,Fakultas Ekonomi dan Bisnis Universitas Islam Malang,,Jean Stevany Matitaputty; Arthik Davianti,"Nowadays, corporate social responsibility (CSR) disclosures becoming a business world issue. Many public listed companies are voluntarily disclosing their CSR information. This study aims to examine the relationship between gender diversity and CSR disclosures in basic and chemical manufacturing companies listed on the Indonesian stock exchange during 2014 to 2016 periods. The analysis method used in this research was a mixed-method, a combination of quantitative and qualitative analysis techniques. The quantitative analysis implemented in the study by utilizing the Spearman correlation. Further, qualitative analysis was based on content analysis. The results of this study showed that there is a lack of gender diversity amongst board members since the number of women on the boards in basic and chemical manufacturing companies still being a minority. Therefore, the relationship between gender diversity as measured by the level of female on the company board and CSR disclosures were insignificant.",17,1,35,50,Accounting; Corporate social responsibility; Business; Content analysis; Stock exchange; Quantitative analysis (finance); Gender diversity; Indonesian; Diversity (politics); Affect (psychology),,,,,https://doaj.org/article/2595d96672a84b6da34fa6832565500f https://core.ac.uk/download/pdf/327265786.pdf,http://dx.doi.org/10.31106/jema.v17i1.3612,,10.31106/jema.v17i1.3612,3011217523,,0,007-406-611-013-711; 019-556-657-726-636; 041-908-345-914-391; 051-393-730-216-859; 064-653-862-599-812; 076-064-136-640-358; 123-347-497-220-730,1,true,cc-by,gold
097-834-978-161-417,Analysis on Corporate Social - Financial Performance Link,,2015,journal article,International Letters of Social and Humanistic Sciences,23002697,AOA Academic Open Access Ltd.,,Nabila Khan; Nadeem Iqbal; Najeeb Haider,"Study explore and investigate the influence of corporate social responsibility in multi level facets for performance outcome and corporate social behavior. Using corresponding and coordinated sample of different financial institutions. Data is collected by banks annual reports issuing during 2008-2012. To examine and verify the relationship between CSR and CFP, Regression model is used. Findings from data is revealed that positive correlation among corporate social responsibility and corporate financial performance. If financial institutions more invest for CSR practices then they will get higher performance and net profit for long lasting period.",54,,16,20,Net profit; Accounting; Corporate social responsibility; Business; Outcome (game theory); Regression analysis; Corporate security; Stakeholder; Corporate governance; Sample (statistics),,,,,https://www.learntechlib.org/p/177251/ https://www.scipress.com/ILSHS.54.16.pdf https://www.scipress.com/ILSHS.54.16 https://www.ssoar.info/ssoar/bitstream/document/57211/1/ssoar-ilshs-2015-54-iqbal_et_al-Analysis_on_corporate_social_financial.pdf,http://dx.doi.org/10.18052/www.scipress.com/ilshs.54.16,,10.18052/www.scipress.com/ilshs.54.16,1181231435,,0,014-279-750-052-045; 037-824-479-583-142; 041-506-870-208-741; 089-958-613-011-066; 096-884-085-596-72X,0,true,cc-by,hybrid
098-703-186-383-368,BNY Mellons Sustainable Outlook,2012-10-29,2012,journal article,Journal of Business Case Studies (JBCS),21578826; 15553353,Clute Institute,,Gayle Marco,"This report investigates BNY Mellons current sustainability program initiatives. To understand their initiatives, the report examines their sustainability statement. The statement taken from the BNY Mellon website specifically looks into the, environmentally prudent management of [their] facilities around the world; collaboration with suppliers to improve [their] direct environmental impacts; environmental programs; and education for employees; green investments and socially responsible products offered to clients.",8,6,551,558,Business; Social responsibility; Marketing; Statement (logic); Sustainability,,,,,http://www.cluteinstitute.com/ojs/index.php/JBCS/article/download/7376/7444 https://core.ac.uk/download/pdf/268110176.pdf,http://dx.doi.org/10.19030/jbcs.v8i6.7376,,10.19030/jbcs.v8i6.7376,2299870383,,0,,1,true,,bronze
098-992-838-716-265,Technological innovation as a source of Chinese multinationals’ firm-specific advantages and internationalization,2019-01-21,2019,journal article,International Journal of Emerging Markets,17468809; 17468817,Emerald,United Kingdom,Shaowei He; Zaheer Khan; Yong Kyu Lew; Grahame Fallon,"This paper examines how innovation-related firm-specific ownership advantage (FSA) plays a role in developing the competitive advantage of Chinese multinationals when they internationalize. Based on a review of the existing literature concerning foreign direct investment by emerging economy multinational enterprises (EMNEs), we identify that numerous studies explain this phenomenon on the basis of their location-bound country specific advantages. However, such views do not fully explain the key underlying factors behind the rapid rise and success of many EMNEs as these firms rapidly internationalize and develop global competitiveness in developed markets. The current research explores three leading innovative Chinese EMNEs from the engineering sector: BYD, Sany Heavy Industry and CSR China. We find that their knowledge, and particularly their innovation-creating technological knowledge has contributed greatly to their successful internationalization. The illustrative cases show that the three firms have now moved beyond the infant to the mature stage of EMNE development through developing their technological knowledge in order to realize firm-specific advantage (FSA) through internationalization. This study helps in contributing fresh reflections to the continuing debate concerning the causes of internationalization and global competitive development by EMNEs and the role of their FSAs in these processes.",14,1,115,133,Emerging markets; Corporate social responsibility; Business; Multinational corporation; Heavy industry; Order (exchange); Foreign direct investment; Industrial organization; Competitive advantage; Internationalization,,,,,https://bura.brunel.ac.uk/bitstream/2438/21811/1/FullText.pdf https://www.emerald.com/insight/content/doi/10.1108/IJOEM-02-2017-0059/full/html https://kar.kent.ac.uk/67023/ https://abdn.pure.elsevier.com/en/publications/technological-innovation-as-a-source-of-chinese-multinationals-fi https://pure.northampton.ac.uk/en/publications/technological-innovation-as-a-source-of-chinese-multinationals-fi http://nectar.northampton.ac.uk/10353/ https://bura.brunel.ac.uk/handle/2438/21811 https://www.emerald.com/insight/content/doi/10.1108/IJOEM-02-2017-0059/full/pdf?title=technological-innovation-as-a-source-of-chinese-multinationals-firm-specific-advantages-and-internationalization https://core.ac.uk/download/337616262.pdf,http://dx.doi.org/10.1108/ijoem-02-2017-0059,,10.1108/ijoem-02-2017-0059,2811462796,,0,000-785-409-672-287; 001-187-191-963-888; 001-804-505-713-904; 002-891-061-764-86X; 003-634-536-316-569; 004-401-099-353-773; 006-192-235-010-009; 006-264-199-336-596; 006-576-266-922-281; 006-590-569-134-064; 010-163-096-509-986; 011-861-192-864-94X; 013-412-461-801-998; 014-081-280-179-32X; 014-432-878-745-762; 014-960-513-190-337; 017-769-128-582-928; 020-146-801-341-890; 022-038-364-621-935; 025-394-183-882-124; 027-971-145-143-443; 029-194-414-416-550; 034-696-760-967-313; 035-358-700-523-010; 036-197-875-016-063; 036-205-097-563-999; 037-290-446-589-771; 042-272-316-156-187; 042-984-243-810-031; 043-935-318-335-569; 045-555-960-195-098; 045-867-069-901-451; 047-206-583-250-078; 047-361-602-348-282; 047-930-046-619-906; 051-943-164-946-120; 053-930-225-429-515; 055-760-829-202-999; 056-269-081-161-07X; 058-004-391-876-256; 058-216-612-285-279; 061-141-394-037-983; 061-783-334-564-348; 063-134-334-169-607; 070-359-953-684-879; 071-273-522-470-624; 071-766-826-866-56X; 072-182-322-374-569; 074-865-026-511-552; 075-397-467-323-559; 075-804-393-713-532; 076-921-012-056-321; 076-936-530-161-924; 077-643-236-749-652; 078-193-648-799-18X; 078-896-790-696-414; 079-591-438-869-709; 081-470-938-875-946; 082-627-988-327-269; 082-644-619-410-627; 084-625-648-440-007; 085-980-720-244-020; 087-902-446-328-975; 089-512-241-610-87X; 089-543-624-413-031; 090-232-886-110-134; 093-643-634-327-789; 094-489-448-424-001; 095-526-687-919-702; 099-671-859-806-373; 100-827-956-705-672; 101-151-584-578-068; 103-070-981-730-439; 116-654-908-220-310; 119-412-832-566-290; 120-077-057-841-369; 122-364-330-286-496; 125-152-362-379-413; 130-049-661-057-84X; 130-359-705-293-574; 133-407-702-153-261; 136-151-408-658-958; 137-484-425-414-527; 138-523-115-967-658; 138-586-010-287-494; 139-239-659-649-293; 140-359-050-734-799; 144-729-726-552-495; 145-424-220-861-716; 147-491-915-347-61X; 150-159-461-981-248; 153-347-070-690-416; 156-219-242-807-530; 159-590-302-392-652; 180-195-297-119-889; 185-347-532-515-470; 188-723-132-512-532; 189-477-817-377-789; 196-988-422-004-791; 198-972-880-338-71X,30,true,,green
098-993-071-087-698,Sustainable Development Goals and Businesses as Active Change Agents,2020-07-01,2020,journal article,"Australasian Accounting, Business and Finance Journal",18342019; 18342000,University of Wollongong Library,Australia,Chitra De Silva Lokuwaduge; Ciorstan Smark; Monir Mir,,14,3,1,5,Corporate social responsibility; Business; Public administration; Sustainable development; Sustainability,,,,,https://vuir.vu.edu.au/40886/ https://repository.globethics.net/handle/20.500.12424/3959163 https://doaj.org/article/3bb3a4e4b6734a44b6fa3590935522da https://researchprofiles.canberra.edu.au/en/publications/sustainable-development-goals-and-businesses-as-active-change-age https://ro.uow.edu.au/cgi/viewcontent.cgi?article=2106&context=aabfj https://ro.uow.edu.au/aabfj/vol14/iss3/1/ https://core.ac.uk/download/328791073.pdf,http://dx.doi.org/10.14453/aabfj.v14i3.1,,10.14453/aabfj.v14i3.1,3039812822,,0,,4,true,cc-by-nd,gold
099-766-355-075-046,CSR practices and consumer perceptions,,2013,journal article,Journal of Business Research,01482963,Elsevier BV,Netherlands,Magdalena Öberseder; Bodo B. Schlegelmilch; Patrick E. Murphy,"Researchers and companies are paying increasing attention to corporate social responsibility (CSR) programs and the reaction to them by consumers. But despite such corporate efforts and an expanding literature exploring consumers' response to CSR, it remains unclear how consumers perceive CSR and which ""Gestalt"" consumers have in mind when considering CSR. Moreover, academics and managers lack a tool for measuring consumers' perceptions of CSR. This research explores consumers' perceptions of CSR and develops a measurement model for them. Based on qualitative data from interviews with managers and consumers, a conceptualization of consumers' perceptions of CSR is developed. Subsequently, this model is tested and validated on three large quantitative data sets. The conceptualization and the measurement scale help companies assess consumers' perceptions of CSR relative to their performance. They also enable managers to identify shortcomings in CSR engagement and/or communication. Finally, the paper discusses implications for marketing practice and future research.",66,10,1839,1851,Business ethics; Corporate social responsibility; Business; Marketing; Qualitative research; Stakeholder; Consumer behaviour; Corporate governance; Public relations; Qualitative property; Conceptualization,,,,,https://epub.wu.ac.at/4130/ https://ideas.repec.org/a/eee/jbrese/v66y2013i10p1839-1851.html https://core.ac.uk/display/20076121 http://epub.wu.ac.at/4130/ https://econpapers.repec.org/article/eeejbrese/v_3a66_3ay_3a2013_3ai_3a10_3ap_3a1839-1851.htm https://www.sciencedirect.com/science/article/abs/pii/S0148296313000295#! https://www.sciencedirect.com/science/article/pii/S0148296313000295 https://core.ac.uk/download/20076121.pdf,http://dx.doi.org/10.1016/j.jbusres.2013.02.005,,10.1016/j.jbusres.2013.02.005,2044591779,,0,001-095-917-910-673; 001-284-253-843-035; 003-803-029-215-063; 004-570-739-348-604; 005-202-209-962-954; 005-231-367-279-707; 009-292-371-162-047; 009-962-964-072-733; 010-854-534-444-434; 010-909-112-045-383; 011-333-850-887-969; 015-013-726-939-074; 015-924-366-219-440; 015-999-921-788-017; 016-003-199-324-330; 017-492-045-801-882; 017-960-880-355-139; 017-973-147-985-368; 018-198-340-455-758; 018-606-075-915-716; 018-992-567-448-761; 019-311-877-505-610; 019-387-803-539-27X; 019-806-548-132-918; 022-509-785-910-67X; 022-774-738-500-720; 024-208-010-945-520; 025-267-985-445-653; 026-107-709-842-162; 026-193-855-890-094; 026-665-442-057-961; 032-779-497-658-310; 033-025-753-354-072; 035-485-649-808-871; 035-556-471-787-086; 038-287-528-914-91X; 038-725-541-922-217; 040-344-640-544-410; 042-974-095-975-547; 043-605-651-281-566; 044-993-914-448-254; 048-645-419-219-088; 049-696-545-462-309; 050-199-112-545-182; 051-875-265-995-253; 052-042-505-597-896; 053-239-935-783-993; 053-573-649-921-404; 056-126-178-605-45X; 057-662-541-378-294; 060-571-945-430-102; 060-590-643-779-572; 061-032-025-769-668; 062-777-472-155-775; 064-091-717-837-982; 066-259-271-521-076; 069-259-438-012-556; 069-533-155-665-652; 071-679-165-049-689; 074-589-917-476-692; 076-325-069-697-639; 077-811-940-103-863; 078-972-263-156-32X; 080-073-793-896-096; 081-366-822-159-235; 082-801-531-952-321; 088-049-228-430-614; 094-620-439-196-263; 095-364-903-723-343; 099-085-870-469-302; 103-355-295-913-314; 106-685-972-035-944; 107-011-438-599-606; 107-183-170-356-021; 108-890-126-050-163; 111-598-768-315-055; 111-963-768-580-775; 113-236-608-309-240; 115-373-591-444-545; 118-000-617-184-954; 122-576-580-181-851; 126-958-532-821-737; 127-356-618-215-912; 131-180-572-109-097; 134-289-082-358-70X; 134-712-758-770-944; 137-541-965-739-603; 141-367-968-781-245; 147-777-072-867-660; 151-581-866-638-448; 151-889-547-981-725; 152-445-790-083-860; 156-208-441-443-940; 156-628-929-193-587; 159-592-129-993-014; 167-624-709-083-571; 170-287-577-916-60X; 182-867-587-691-99X,301,true,,
099-776-047-595-700,The Role of CSR to Influence the Relationship between Institutional Ownership and Managerial Ownership on Firm Value,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"The goal of this study is to figure out whether institutional ownership and managerial ownership influence the company’s value in moderating corporate social responsibility. The study uses data from 43 companies based on the Indonesia Stock Exchange around 2014-2018. The findings show that institutional ownership has a positive effect on firm value while managerial ownership has a negative and significant effect on firm value. Corporate social responsibility can not moderate institutional ownership on firm value. Corporate social responsibility can moderate managerial ownership of company value. As a control variables profitability and leverage have a positive and significant influence on firm value. However, company size as a control variable do not influence on firm value. The observation period is limited to only five years. Keywords : Institutional Ownership, Managerial Ownership, Firm Value, Corporate Social Responsibility. DOI: 10.7176/RJFA/10-22-18 Publication date: November 30th 201",,,,,,,,,,https://core.ac.uk/download/pdf/270185237.pdf,http://dx.doi.org/10.7176/rjfa/10-22-18,,10.7176/rjfa/10-22-18,,,0,,0,true,cc-by,hybrid
099-816-175-031-436,Steering CSR Through Home State Regulation: A Comparison of the Impact of the UK Bribery Act and Modern Slavery Act on Global Supply Chain Governance,2017-05-25,2017,journal article,Global Policy,17585880; 17585899,Wiley,United Kingdom,Genevieve LeBaron; Andreas Rühmkorf,"The; home states of multinational enterprises have ; in recent years ; sought to use public ; regulation to; fill the gap; s; left by the absence of a binding ; labor ; standards; framework in ; international law.; This article examines recent ; home state; ini; tiatives to address forced labo; r, ; human trafficking, and slavery in global supply chains, and their interactions with private ; governance ; initiatives. Focusing on a case st; udy of the 201; 5 UK Modern Slavery Act and ; 2010; UK Bribery Act, we analyse two distinct legislative approaches that policymakers have ; used to p; romote corporate accountability; within global supply chains ; and ; explore; the varied ; impacts that these approaches have on corporate behaviour. Empirically, we analyse codes of ; conduct, annual ; CSR ; reports, and supplier terms and conditions for 25 FTSE 100 companies ; to shed light ; into; the impact ; of the; legislation on corporate b; ehaviour.; We find that ; legislation that creates criminal corporate liability ; appears to spur; deeper changes to corporate ; strategy; , and argue that in the case of the Modern Slavery Act, the triumph of voluntary ; reporting over more stringent public labor st; andards ; seems to have; undermined the ; effectiveness of recent governance initiatives to address forced ; labor in global supply chains.",8,,15,28,Supply chain; Accounting; Political economy; Corporate social responsibility; Multinational corporation; Economics; Corporate behaviour; Corporate liability; Legislation; Corporate governance; International law,,,,,http://onlinelibrary.wiley.com/doi/10.1111/1758-5899.12398/abstract http://doi.wiley.com/10.1111/1758-5899.12398 https://ideas.repec.org/a/bla/glopol/v8y2017is3p15-28.html https://www.onlinelibrary.wiley.com/doi/pdf/10.1111/1758-5899.12398 https://core.ac.uk/display/74235459 https://eprints.whiterose.ac.uk/109759/ https://onlinelibrary.wiley.com/doi/full/10.1111/1758-5899.12398 https://core.ac.uk/download/74235459.pdf,http://dx.doi.org/10.1111/1758-5899.12398,,10.1111/1758-5899.12398,2589152110,,0,008-894-415-992-90X; 010-705-523-633-88X; 023-314-792-866-810; 032-889-691-719-559; 051-634-478-902-21X; 057-974-980-034-859; 063-009-650-932-907; 066-174-315-654-661; 073-169-146-264-853; 078-170-659-283-945; 087-412-822-837-625; 090-190-849-990-862; 092-661-204-807-937; 096-049-598-507-578; 100-829-180-445-218; 103-768-779-950-459; 106-455-126-522-58X; 136-768-061-352-561; 138-292-388-454-596; 139-958-156-669-664; 180-693-497-969-169,69,true,,green
100-084-467-171-601,"Responsible Research and Innovation in Industry—Challenges, Insights and Perspectives",2018-03-05,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,André Martinuzzi; Vincent Blok; Alexander Brem; Bernd Carsten Stahl; Norma Schönherr,"The responsibility of industry towards society and the environment is a much discussed topic, both in academia and in business. Responsible Research and Innovation (RRI) has recently emerged as a new concept with the potential to advance this discourse in light of two major challenges industry is facing today. The first relates to the accelerating race to innovate in order to stay competitive in a rapidly changing world. The second concerns the need to maintain public trust in industry through innovations that generate social value in addition to economic returns. This Special Issue provides empirical and conceptual contributions that explore corporate motivations to adopt RRI, the state of implementation of concrete RRI practices, the role of stakeholders in responsible innovation processes, as well as drivers and barriers to the further diffusion of RRI in industry. Overall, these contributions highlight the relevance of RRI for firms of different sizes and sectors. They also provide insights and suggestions for managers, policymakers and researchers wishing to engage with responsibility in innovation. This editorial summarizes the most pertinent conclusions across the individual articles published in this Special Issue and concludes by outlining some fruitful avenues for future research in this space.",10,3,702,,Business ethics; Corporate social responsibility; Business; Relevance (law); Order (exchange); Value (ethics); Responsible Research and Innovation; Public trust; R&D management; Public relations,,,,,https://core.ac.uk/display/153664179 https://doaj.org/article/0aba733a69a141eb9575758d6725a20f https://library.wur.nl/WebQuery/wurpubs/535440 https://www.narcis.nl/publication/RecordID/oai%3Alibrary.wur.nl%3Awurpubs%2F535440 https://www.mdpi.com/2071-1050/10/3/702/pdf https://econpapers.repec.org/RePEc:gam:jsusta:v:10:y:2018:i:3:p:702-:d:134781 https://www.dora.dmu.ac.uk/xmlui/handle/2086/15357 http://dx.doi.org/10.3390/su10030702 https://doi.org/10.3390/su10030702 https://pubag.nal.usda.gov/catalog/6521747 https://www.mdpi.com/2071-1050/10/3/702 https://ideas.repec.org/a/gam/jsusta/v10y2018i3p702-d134781.html https://dx.doi.org/10.3390/su10030702 https://epub.wu.ac.at/6119/ https://core.ac.uk/download/pdf/154383819.pdf,http://dx.doi.org/10.3390/su10030702,,10.3390/su10030702,2794326621,,0,002-048-108-365-286; 004-105-601-573-071; 004-381-646-105-854; 007-412-381-459-646; 011-025-455-746-432; 011-432-245-751-434; 015-634-338-067-843; 016-504-578-067-077; 018-460-854-153-475; 018-483-211-197-927; 021-797-805-774-250; 024-232-362-952-45X; 025-825-210-608-908; 027-170-582-488-984; 036-679-230-045-539; 039-598-559-071-411; 039-675-570-122-335; 040-313-314-401-64X; 042-552-639-594-292; 045-102-157-101-337; 048-096-013-843-164; 051-066-262-364-691; 053-582-228-547-21X; 053-644-243-097-211; 057-295-229-295-038; 079-271-708-065-784; 082-099-738-709-364; 091-513-546-362-463; 093-171-709-810-730; 098-248-687-295-102; 099-066-611-209-035; 100-357-883-277-115; 102-365-370-080-096; 108-545-579-649-681; 110-627-680-088-373; 123-390-696-891-098; 128-242-921-059-589; 129-305-217-063-957; 132-897-822-294-585; 142-301-304-134-509; 166-204-621-970-742; 167-891-319-899-838; 169-871-460-493-989; 171-147-234-182-212; 180-934-141-915-519,50,true,cc-by,gold
100-349-516-300-870,The psychological microfoundations of corporate social responsibility: A person-centric systematic review,2017-01-10,2017,journal article,Journal of Organizational Behavior,08943796; 10991379,Wiley,United States,Jean-Pascal Gond; Assâad El Akremi; Valérie Swaen; Nishat Babu,"This article aims to consolidate the psychological microfoundations of corporate social responsibility (CSR) by taking stock and evaluating the recent surge of person-focused CSR research. With a systematic review, the authors identify, synthesize, and organize three streams of micro-CSR studies—focused on (i) individual drivers of CSR engagement, (ii) individual processes of CSR evaluations, and (iii) individual reactions to CSR initiatives—into a coherent behavioral framework. This review highlights significant gaps, methodological issues, and imbalances in the treatment of the three components in prior micro-CSR research. It uncovers the need to conceptualize how multiple drivers of CSR interact and how the plurality of mechanisms and boundary conditions that can explain individual reactions to CSR might be integrated theoretically. By organizing micro-CSR studies into a coherent framework, this review also reveals the lack of connections within and between substreams of micro-CSR research; to tackle them, this article proposes an agenda for further research, focused on six key challenges.",38,2,225,246,Corporate social responsibility; Business; Microfoundations; Public relations; Stock (geology),,,,,https://research.aston.ac.uk/en/publications/the-psychological-microfoundations-of-corporate-social-responsibi https://halshs.archives-ouvertes.fr/halshs-01698534 https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.2170 https://research.aston.ac.uk/portal/en/researchoutput/the-psychological-microfoundations-of-corporate-social-responsibility(d6a58a0d-bf80-47ca-b7ab-8be3d5b9b69f)/export.html https://openaccess.city.ac.uk/id/eprint/17807/ https://publications.aston.ac.uk/30055/ https://dial.uclouvain.be/pr/boreal/fr/object/boreal%3A184084 https://abdn.pure.elsevier.com/en/publications/the-psychological-microfoundations-of-corporate-social-responsibi https://core.ac.uk/display/78900306 https://core.ac.uk/download/96598741.pdf,http://dx.doi.org/10.1002/job.2170,,10.1002/job.2170,2593513443,,0,000-016-743-947-964; 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158-873-405-393-715; 159-375-593-033-550; 161-097-778-011-352; 166-230-519-151-651; 171-632-749-668-851; 180-013-041-016-675; 185-663-066-753-547; 190-852-935-287-829,326,true,,green
100-453-988-659-363,The Effect of Collaborative Strategic Reading on Grade Six Students’ Reading Achievement,2015-06-25,2015,journal article,IJEE (Indonesian Journal of English Education),24430390; 23561777,LP2M Universitas Islam Negeri (UIN) Syarif Hidayatullah Jakarta,,Siti Mina Tamah,"One of the language skills to master by Indonesian EFL learners is reading. In order to assist learners comprehend reading texts, teachers are challenged to apply various teaching strategies. As this paper focuses on teaching reading, two teaching strategies dealing with reading instruction are compared. To be specific, in this paper the writers conduct a study to find the difference between Collaborative Strategic Reading (CSR) and teacher-centered teaching strategy (by applying skimming and scanning). This study was a quasi experimental, which was conducted upon the sixth graders of an elementary school. The finding showed that reading achievements of the students who are taught using CSR and teacher-centered teaching strategy are not significantly different. Nevertheless, this study using Cohen’s d formula finds that CSR gave a small effect on students’ reading achievement.",2,1,17,27,Corporate social responsibility; Mathematics education; Pedagogy; Order (business); Indonesian; English education; Computer science; Reading (process),,,,,https://doaj.org/article/05d96bbff2894cc99fdf142aaa5efc6b https://core.ac.uk/display/91723258 http://journal.uinjkt.ac.id/index.php/ijee/article/view/1501/1811 http://journal.uinjkt.ac.id/index.php/ijee/article/download/1501/1811 http://repository.wima.ac.id/3863/ https://core.ac.uk/download/pdf/295035056.pdf,http://dx.doi.org/10.15408/ijee.v2i1.1501,,10.15408/ijee.v2i1.1501,2256313845,,0,027-908-940-460-884; 041-554-949-680-252; 046-351-453-133-476; 076-458-846-984-878,2,true,cc-by-sa,gold
100-614-497-282-965,Social responsibility clusters arising from social partnerships,2014-05-27,2014,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Sharyn McDonald,"Purpose – This paper aims to identify models of best practice and examines the manner in which such social partnerships attract new partners and scale-up their solutions. Social responsibility initiatives that incorporate multiple sectors have the capacity to challenge unsustainable practice and pave the way for model solutions towards the societal problems we face globally. Design/methodology/approach – Comparisons of three Australian case studies were analysed. These cases were purposefully selected as they all represented relationships that demonstrated social partnerships characteristics, and they had all attracted acclaim by their peers. They differed in terms of their societal problems and relationship duration. Semi-structured interviews were held with managers and employees from each social partnership, where they discussed all aspects of the partnership lifecycle from pre-collaborative conditions through to outcomes. In total, 50 semi-structured interviews were held with members of the private, n...",10,2,331,347,Sociology; Social responsibility; Marketing; Best practice; Social Partnership; Face (sociological concept); Public relations; Social economy; Duration (project management); General partnership; Social learning,,,,,https://ideas.repec.org/a/eme/srjpps/v10y2014i2p331-347.html https://www.emerald.com/insight/content/doi/10.1108/SRJ-12-2012-0152/full/html https://www.emerald.com/insight/content/doi/10.1108/SRJ-12-2012-0152/full/pdf?title=social-responsibility-clusters-arising-from-social-partnerships https://EconPapers.repec.org/RePEc:eme:srjpps:v:10:y:2014:i:2:p:331-347 http://dro.deakin.edu.au/eserv/DU:30065035/mcdonald-socialresponsibility-2014.pdf http://dro.deakin.edu.au/view/DU:30065035 http://hdl.handle.net/10536/DRO/DU:30065035,http://dx.doi.org/10.1108/srj-12-2012-0152,,10.1108/srj-12-2012-0152,2062789665,,0,001-748-196-712-129; 006-294-052-644-153; 010-027-967-887-346; 011-529-718-503-598; 014-904-025-590-079; 015-184-945-860-717; 016-257-606-089-666; 016-539-320-665-846; 022-774-738-500-720; 023-693-240-855-446; 025-748-774-844-029; 027-827-119-143-849; 031-613-960-583-423; 032-986-579-126-512; 034-622-676-700-278; 036-562-642-394-656; 042-339-401-314-403; 044-510-173-580-223; 048-963-325-881-058; 053-904-136-980-306; 055-498-815-134-39X; 061-497-858-816-270; 063-632-300-282-101; 064-301-753-805-630; 067-058-681-384-743; 072-184-504-275-237; 074-822-731-288-202; 077-985-028-954-790; 080-416-906-601-728; 088-132-250-366-556; 096-113-435-061-544; 108-860-744-626-10X; 111-031-255-713-819; 112-168-536-839-796; 112-588-881-102-454; 115-482-499-323-938; 117-915-560-623-889; 117-998-575-393-509; 123-428-718-543-344; 130-074-915-744-08X; 136-345-487-482-916; 140-101-521-306-021; 148-538-051-831-499; 150-756-983-846-92X; 150-806-193-063-86X; 157-482-339-469-501; 170-278-313-742-680; 172-632-468-547-531; 175-496-124-285-959,10,true,,
100-818-420-693-20X,The Effect of Good Corporate Governance on Corporate Social Responsibility Disclosure on Jakarta Islamic Index,2018-09-25,2018,journal article,Indonesian Journal of Business and Entrepreneurship,24075434; 24077321,"Graduate Program of Management and Business, Bogor Agricultural University",,Erna Listyaningsih; Riska Dewi; Nur Baiti,"The previous research results show various disclosures of the effects of Good Corporate Governance on Corporate Social Responsibility. The objective of this study was to examine the effects of Good Corporate Governance on the Corporate Social Responsibility disclosure to companies incorporated in the Jakarta Islamic Index. Proxies of Good Corporate Governance in this research include the managerial ownership, institutional ownership, foreign ownership, size of the independent commissioner board, size of the audit committee, and concentrated share ownership. The samples used in this study were companies registered in the Jakarta Islamic Index and had information on Good Corporate Governance and applied the disclosure of Corporate Social Responsibility during the period of 2013-2016. The total of the samples used consisted of 23 companies for the four year period. Multiple linear regression test was conducted to analyze whether Good Corporate Governance influenced the disclosure of Corporate Social Responsibility. The results of this study show that the variables that affect the disclosure of Corporate Social Responsibility are managerial ownership, institutional ownership, and foreign ownership. However, there are three variables that do not affect the disclosure of Corporate Social Responsibility that is the size of the independent commissioner board, size of the audit committee, and concentrated share ownership. Keywords: corporate social responsibility, good corporate governance, jakarta islamic index, regression",4,3,273,273,Accounting; Audit committee; Corporate social responsibility; Business; Foreign ownership; Test (assessment); Index (economics); Good corporate governance; Affect (psychology); Islam,,,,,https://journal.ipb.ac.id/index.php/ijbe/article/view/23053 https://ithh.journal.ipb.ac.id/index.php/ijbe/article/view/23053 https://journal.ipb.ac.id/index.php/ijbe/article/download/23053/15912 https://core.ac.uk/download/pdf/230418112.pdf,http://dx.doi.org/10.17358/ijbe.4.3.273,,10.17358/ijbe.4.3.273,2903015574,,0,,3,true,cc-by,gold
100-918-856-147-099,Reframing corporate social responsibility and sustainability in the aftermath of United Nations 2030 agenda : an empirical study into the tanker and dry bulk maritime sector,2019-06-21,2019,journal article,Journal of Marine and Island Cultures,22126821,Shima Publishing,Netherlands,Ioannis Fasoulis; Rafet Emek Kurt,"Corporate social responsibility (CSR) and sustainable development constitute an integral component of organization's strategy. Nowadays, growing environmental concerns have triggered a plethora of social initiatives and regulatory regimes. In view of United Nations 2030 Agenda, the International Maritime Organization (IMO) and the European Union (EU) have stressed the leading and efficient attributes of shipping transport and committed themselves to the achievement of global sustainability mandates. Similarly, CSR has been identified as a strategic approach to manage sustainability challenges. However, with the exception of few shipping segments, CSR refers to a, relatively, newly introduced notion to the shipping business. Based on a survey questionnaire sent to tanker and /or bulk maritime companies this study aims to investigate CSR and sustainability configurations, as they have been shaped in the light of United Nations 2030 Agenda. Developed hypotheses are tested using Pearson chi-square independence test and Spearman's correlation coefficient measure. Findings illustrate CSR as a strategic management tool to integrate sustainability challenges. Thereafter, the integrated management system (IMS) approach is, highly, indicated as the most effective business model to address sustainability into maritime operations. Though, the lack of a non-legally binding CSR regime is not found to influence companies' decision to adopt CSR.",8,1,61,82,Empirical research; Accounting; Corporate social responsibility; Business; Cognitive reframing; European union; Business model; Sustainable development; Sustainability; Strategic management,,,,,https://pureportal.strath.ac.uk/en/publications/reframing-corporate-social-responsibility-and-sustainability-in-t https://strathprints.strath.ac.uk/68581/ https://core.ac.uk/download/218296446.pdf,http://dx.doi.org/10.21463/jmic.2019.08.1.06,,10.21463/jmic.2019.08.1.06,2951221114,,0,,5,true,cc-by-nc-nd,gold
101-086-659-647-50X,Is fast fashion sustainable? The effect of positioning strategies on consumers’ attitudes and purchase intentions,2015-10-05,2015,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Hyo Jung Chang; Tun-Min Jai,"Purpose – The purpose of this study is to examine the strategies that fast fashion retailers use to position sustainability by applying the stimulus-organism-response model. Specifically, this study investigated how sustainability positioning strategies influenced perceived corporate social responsibility (CSR) effort, price value and brand equity. Design/methodology/approach – A between-subject Web experiment was used to test the research model. Four versions of the questionnaire were developed on a commercial online survey Web site, in which the surveys were randomly distributed to participants and data were collected. Findings – The findings of this study suggest that sustainability positioning strategies can lead to the positive perceived CSR effort, thus giving support to the effectiveness of sustainability marketing for fast fashion retailers. Furthermore, purchase intentions are significantly influenced by perceived CSR effort, price value and brand equity. Originality/value – This study provides i...",11,4,853,867,Advertising; Corporate social responsibility; Business; Marketing; Position (finance); Brand equity; Consumer behaviour; Value (economics); Originality; Fast fashion; Sustainability,,,,,https://www.emerald.com/insight/content/doi/10.1108/SRJ-07-2014-0095/full/html https://www.emeraldinsight.com/doi/abs/10.1108/SRJ-07-2014-0095 https://www.emerald.com/insight/content/doi/10.1108/SRJ-07-2014-0095/full/pdf?title=is-fast-fashion-sustainable-the-effect-of-positioning-strategies-on-consumers-attitudes-and-purchase-intentions https://ideas.repec.org/a/eme/srjpps/v11y2015i4p853-867.html https://EconPapers.repec.org/RePEc:eme:srjpps:v:11:y:2015:i:4:p:853-867,http://dx.doi.org/10.1108/srj-07-2014-0095,,10.1108/srj-07-2014-0095,1812149890,,0,004-070-388-711-465; 007-972-619-632-441; 009-292-371-162-047; 009-763-675-359-904; 011-631-304-277-747; 014-373-587-051-990; 018-050-925-533-351; 019-681-533-275-565; 021-945-412-485-994; 026-895-802-475-205; 028-292-605-075-78X; 030-022-460-769-685; 031-435-333-872-040; 035-187-377-223-259; 035-841-368-958-476; 036-630-691-939-220; 040-102-030-538-038; 040-136-440-440-880; 043-338-986-549-495; 043-606-522-477-882; 051-929-373-261-645; 054-932-416-744-177; 056-536-457-729-748; 059-063-844-543-574; 062-107-715-365-310; 063-447-030-586-433; 063-888-096-850-261; 064-027-693-540-431; 065-219-675-254-741; 065-865-037-847-135; 067-629-228-287-626; 068-495-905-213-970; 069-826-351-353-372; 072-751-635-022-30X; 074-585-994-806-650; 077-110-587-162-800; 086-770-768-006-516; 088-510-355-336-64X; 088-695-486-388-902; 089-247-623-348-024; 097-803-959-837-408; 101-977-795-540-570; 102-148-498-521-873; 103-434-623-703-726; 110-866-083-840-14X; 112-086-245-979-159; 113-565-849-458-391; 117-060-314-324-487; 117-677-943-189-150; 119-949-938-268-347; 125-624-225-394-804; 129-566-200-350-680; 132-963-223-204-19X; 134-289-082-358-70X; 134-692-988-441-892; 139-641-412-398-758; 145-617-329-012-882; 148-250-745-897-836; 151-724-363-481-667; 151-901-608-337-052; 152-340-308-199-005; 154-445-350-994-401; 154-864-825-745-633; 172-600-502-465-809; 174-303-103-005-372; 177-163-653-112-364; 180-644-897-073-889; 181-899-364-161-211; 199-579-626-225-002,25,false,,
101-156-489-833-713,Investigating the Impact of Anti-Corruption Strategies on International Business: an Interim Report,,2009,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Indira Carr; Opi Outhwaite,"The detrimental impact of corruption on society and economic well-being in both developed and developing countries is well established. International business provides ample opportunity for engaging in a variety of corrupt activities, from bribing of public officials and others in positions of power for obtaining contracts, licences and tax concessions to price fixing and bid rigging. Increased awareness of the negative impact of corruption has over recent years led to the introduction of a broad spectrum of measures designed to combat corruption including in the private sector. These measures involve a range of stakeholders and regulatory approaches (both legal and non-legal). The essential questions now concern the extent to which these are achieving their objectives in terms of tackling corruption. ; ; This Interim Report starts with a discussion of the current anti-corruption framework and then proceeds with an examination of the available empirical research to establish how corruption in the business sector is addressed. Though these earlier surveys usefully highlight some general themes they are not directly comparable, provide only a limited understanding of the issue, and raise many unanswered questions. Sections 2 and 3 of this Report thus provide the context for the present authors’ own survey. Sections 4 and 5 discuss in detail the design and implementation of this survey (to date), which aims to provide a more comprehensive understanding of the extent to which key stakeholders are aware of and respond to different anti-corruption measures, the activities they are involved in for the purpose of combating corruption, and the factors which influence their behaviour in relation to corruption. As well as providing valuable insights with respect to company views and experiences this research is unique in also surveying NGOs. The findings of this research project should therefore lead to a greater understanding of stakeholder practices and perceptions, and consequently of how anti-corruption efforts might be strengthened. Whilst it would be premature to draw conclusions at this pilot stage, the findings of the pilot survey discussed in Section 6 highlight the value of investigating stakeholder views in this way, as well as raising some interesting possibilities regarding assumptions about their actions and motivations and additional questions for the next phase of the survey.",,,,,Empirical research; Private sector; Business sector; Political science; International business; Stakeholder; Corruption; Bid rigging; Context (language use); Public relations,,,,,http://epubs.surrey.ac.uk/2716/ https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1410642 https://autopapers.ssrn.com/sol3/papers.cfm?abstract_id=1410642 https://surrey.eprints-hosting.org/2716/ https://core.ac.uk/display/103040 https://core.ac.uk/download/103040.pdf,http://dx.doi.org/10.2139/ssrn.1410642,,10.2139/ssrn.1410642,145109070,,0,004-617-180-868-523; 005-240-347-325-547; 010-186-142-179-167; 014-756-597-968-805; 016-178-367-287-757; 017-810-827-714-880; 027-966-312-416-618; 028-687-823-512-358; 032-932-003-848-877; 034-353-622-228-884; 035-398-141-704-283; 035-438-882-798-006; 036-409-676-801-378; 037-968-478-423-22X; 055-659-552-042-534; 057-365-738-131-104; 073-836-110-322-077; 079-443-267-775-69X; 095-863-347-746-97X; 099-615-149-236-285; 107-711-506-217-903; 123-458-224-932-240; 165-030-330-789-19X; 182-422-785-155-491,5,true,,green
101-308-206-668-624,The Impact of Interactive Corporate Social Responsibility Communication on Corporate Reputation,2013-11-27,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,David Eberle; Guido Berens; Ting Li,"Companies increasingly communicate about corporate social responsibility (CSR) through interactive online media. We examine whether using such media is beneficial to a company’s reputation. We conducted an online experiment to examine the impacts of interactivity in CSR messages on corporate reputation and word-of-mouth intentions. Our findings suggest that an increase in perceived interactivity leads to higher message credibility and stronger feelings of identification with the company, which also boost corporate reputation and word-of-mouth. This result implies that using interactive channels to communicate about CSR can improve corporate reputation. Our results also show that the detrimental impacts of negative user evaluations on corporate reputation are much higher than the favorable impacts of positive evaluations. This finding suggests that, despite the effectiveness of interactive communication channels, firms need to carefully monitor these channels.",118,4,731,746,Advertising; Business ethics; Corporate social responsibility; Business; Interactivity; Marketing; Corporate communication; Corporate security; Credibility; Reputation; Social media,,,,,https://ideas.repec.org/a/kap/jbuset/v118y2013i4p731-746.html https://repub.eur.nl/pub/51624/Metis_190174.pdf https://core.ac.uk/display/43317462 https://rd.springer.com/article/10.1007/s10551-013-1957-y https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1957-y.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:118:y:2013:i:4:p:731-746 https://repub.eur.nl/pub/51624/ https://philpapers.org/rec/EBETIO https://dialnet.unirioja.es/servlet/articulo?codigo=4527156 http://ethics.iit.edu/eelibrary/biblio/impact-interactive-corporate-social-responsibility-communication-corporate-reputation https://core.ac.uk/download/43317462.pdf,http://dx.doi.org/10.1007/s10551-013-1957-y,,10.1007/s10551-013-1957-y,2021570179,,0,004-083-345-540-056; 004-120-348-453-468; 012-497-859-084-633; 012-673-090-894-601; 013-331-505-668-726; 014-991-446-112-33X; 016-494-963-851-734; 018-903-063-385-19X; 020-001-183-015-635; 021-167-559-137-996; 024-208-010-945-520; 027-788-678-459-437; 028-661-237-836-979; 037-432-604-768-320; 038-287-528-914-91X; 038-652-918-352-556; 038-927-446-763-196; 043-605-651-281-566; 046-144-750-603-890; 047-852-789-184-375; 052-507-605-033-550; 057-705-352-499-684; 063-792-334-182-101; 067-715-519-706-692; 069-042-280-405-642; 074-071-965-442-554; 074-176-668-531-703; 077-117-467-213-142; 078-106-229-576-047; 083-478-139-790-072; 083-735-682-230-16X; 095-533-348-296-286; 099-360-882-679-618; 101-504-933-139-786; 102-765-867-091-519; 103-807-709-431-361; 108-943-515-131-510; 109-999-098-065-063; 110-520-121-008-04X; 113-544-364-174-558; 122-222-384-714-050; 127-330-379-380-746; 134-289-082-358-70X; 140-094-290-974-985; 147-142-349-704-989; 158-318-851-114-883; 159-744-291-198-537; 162-290-133-902-677; 162-337-117-258-645; 164-411-857-639-887,214,true,,green
101-764-106-957-583,The Communication of Corporate-NGO Partnerships: Analysis of Sainsbury’s Collaboration with Comic Relief.,2018-05-28,2018,journal article,Journal of Brand Management,1350231x; 14791803,Springer Science and Business Media LLC,United Kingdom,Lynn Rohwer; Martina Topić,"This study focuses on CSR communication using the example of Corporate–NGO partnership between British supermarket chain Sainsbury’s and Comic Relief. Questionnaires were distributed to 40 participants asking them about their consumer behaviour and opinion on partnerships. Using thematic analysis, two main themes have been identified in the data set: some consumers are sceptical towards cross-sector partnerships because they assume selfish reasons behind the collaboration and view them as corporate PR tool. On the other hand, the majority of consumers evaluate Corporate–NGO Partnerships as appropriate and a gain for society at large. The analysis showed that Sainsbury’s customers know about the partnership with Comic Relief while non-customers lack awareness and that the most successful means of communication of partnerships is the supermarket promotion.",26,1,35,48,Corporate social responsibility; Business; Consumer behaviour; Comic relief; Public relations; Brand management; Promotion (rank); General partnership; Thematic analysis,,,,,https://link.springer.com/article/10.1057/s41262-018-0111-7 https://link.springer.com/article/10.1057/s41262-018-0111-7/fulltext.html https://eprints.leedsbeckett.ac.uk/id/eprint/4203/ https://core.ac.uk/download/131221646.pdf,http://dx.doi.org/10.1057/s41262-018-0111-7,,10.1057/s41262-018-0111-7,2795534195,,0,000-426-493-027-947; 006-080-230-736-840; 006-502-040-513-635; 007-898-350-109-582; 008-534-372-668-077; 008-672-671-619-57X; 011-813-408-937-41X; 014-343-045-734-116; 016-474-527-704-465; 017-401-245-624-562; 023-130-305-255-726; 028-665-455-642-177; 029-084-676-938-757; 029-283-785-891-910; 031-613-960-583-423; 031-634-224-250-893; 031-903-224-926-833; 033-108-539-041-626; 035-177-364-825-032; 037-413-751-889-09X; 037-550-015-414-716; 039-439-357-205-954; 053-942-868-831-557; 055-127-219-449-931; 056-304-299-430-667; 061-962-780-079-67X; 063-447-232-192-547; 064-372-821-643-142; 065-011-751-611-286; 067-285-703-802-222; 071-974-909-056-489; 073-503-706-343-666; 074-108-091-724-548; 082-576-185-169-060; 085-996-502-696-957; 086-550-595-479-061; 088-691-025-009-094; 089-349-096-155-120; 091-917-379-082-499; 101-903-378-658-429; 103-134-872-055-85X; 104-303-239-152-807; 104-962-473-624-445; 120-875-539-082-998; 127-728-291-438-448; 160-496-213-356-136; 181-949-414-472-476; 189-021-014-892-802,3,true,,green
102-277-849-848-669,Earnings management and corporate social responsibility: UK evidence,2018-06-11,2018,journal article,Journal of Financial Reporting and Accounting,19852517,Emerald,,Yousf Ebrahem Almahrog; Zakaria Ali Aribi; Thankom Arun,"The paper aims to re-interpret the role of corporate social responsibility (CSR) in limiting the extreme practices in earnings management (EM) by using evidence from large UK companies.,The study has used content analysis and disclosure index to measure the level of CSR. The authors measured EM based on discretionary accruals by using cross-sectional version of the modified Jones model.,The findings of this study reveal that companies with a higher commitment to CSR activities are less likely to manage earnings through accruals.,This study shed more light on the potential impact of CSR on earnings management in the context of the UK. Prior research on the impact of CSR on earnings management has used exclusively CSR scores, provided by CSR score indices. The manual measurement used in this study for CSR (disclosure index/content analysis) is considered to provide a more detailed and precise measure.",16,2,311,332,Accounting; Corporate social responsibility; Business; Content analysis; Voluntary disclosure; Context (language use); Earnings management; Index (economics); Earnings; Accrual,,,,,https://www.mendeley.com/catalogue/7d1e7797-da73-3be2-b598-a575f3f4e3f0/ https://www.emerald.com/insight/content/doi/10.1108/JFRA-11-2016-0092/full/html https://ideas.repec.org/a/eme/jfrapp/jfra-11-2016-0092.html http://clok.uclan.ac.uk/21023/ https://www.emeraldinsight.com/doi/full/10.1108/JFRA-11-2016-0092 http://repository.essex.ac.uk/24145/ https://core.ac.uk/download/141416876.pdf,http://dx.doi.org/10.1108/jfra-11-2016-0092,,10.1108/jfra-11-2016-0092,2773837064,,0,000-064-744-028-261; 001-175-368-446-619; 001-342-102-520-370; 001-815-071-183-515; 002-291-440-175-871; 002-415-520-834-170; 002-800-351-395-955; 003-227-528-195-21X; 003-327-409-754-224; 003-444-134-962-800; 003-794-998-061-655; 004-382-320-815-826; 008-671-693-722-565; 008-719-272-903-085; 016-301-971-018-634; 017-046-212-454-268; 018-476-389-920-611; 020-502-962-432-484; 021-395-088-063-680; 021-557-387-566-009; 021-844-158-403-304; 022-935-274-268-269; 023-370-435-704-035; 023-498-973-431-372; 025-233-028-003-495; 026-609-636-261-964; 029-586-756-307-592; 030-571-382-855-431; 032-027-382-592-778; 032-642-172-388-917; 033-025-753-354-072; 033-445-837-262-66X; 033-773-297-190-847; 034-323-155-830-608; 036-464-401-684-522; 036-480-570-129-386; 037-117-065-143-742; 039-440-741-602-450; 043-190-299-316-130; 052-802-334-885-429; 053-645-766-591-731; 053-831-574-436-824; 054-660-903-967-662; 056-001-760-164-793; 056-592-784-253-78X; 057-847-665-949-600; 059-578-756-195-074; 061-143-732-146-189; 061-829-988-617-171; 064-438-261-806-271; 070-055-085-692-875; 070-771-143-665-013; 072-195-534-804-842; 072-779-164-090-553; 075-657-145-138-076; 077-545-174-286-939; 078-204-867-129-435; 081-600-212-162-042; 081-798-215-612-615; 082-847-349-842-090; 084-725-164-042-764; 086-461-160-590-655; 086-582-754-909-847; 089-975-966-769-66X; 096-745-744-491-842; 097-086-202-392-970; 098-615-018-246-276; 100-575-823-024-197; 111-255-013-433-673; 116-384-208-903-949; 120-047-288-521-509; 121-105-044-692-423; 123-352-883-261-940; 124-429-600-057-448; 126-876-226-091-976; 127-356-618-215-912; 130-524-282-238-827; 130-741-068-205-515; 133-935-227-260-605; 134-138-546-146-214; 136-364-318-535-048; 138-870-095-316-415; 139-179-546-426-796; 147-154-396-983-026; 150-003-901-711-292; 156-208-441-443-940; 176-769-575-866-653; 185-039-095-057-891; 199-572-350-155-100,34,true,,green
102-443-151-430-253,Promoting of CSR Principles in the Conditions of Unstable Development of the Russian Economy,2015-11-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Nadezhda N. Bakhtina,"Private business plays an important role in solving the acute problems arising in the social, economic and environmental areas of the Russian society. The scale and social importance of the activities of modern companies require them to be more socially responsible. Corporate social responsibility (CSR) is becoming one of the basic principles of entrepreneurship. The aim of the article is to analyze the state of business CSR in the modern Russia in the conditions of unstable economic development. On the basis of a comprehensive comparative analysis of the results of theoretical research of domestic and foreign scientists, the author settles scientific statements about the nature of CSR and its main characteristics. The trends and major issues of CSR are defined. The effect of the economic crisis on the development of CSR principles in Russia, including the ""fair pricing"" principle, is analyzed. The study substantiates the main directions of cooperation support in the form of intersectoral social partnership. The conclusion about the necessity of state support and encouragement of business CSR development is made. DOI: 10.5901/mjss.2015.v6n6p416",6,6,416,416,Corporate social responsibility; Social responsibility; Economics; State (polity); Social Partnership; Theoretical research; Russian economy; Scale (social sciences); Economic system; Entrepreneurship,,,,,https://www.mcser.org/journal/index.php/mjss/article/download/7961/7626 https://www.mcser.org/journal/index.php/mjss/article/view/7961 https://www.richtmann.org/journal/index.php/mjss/article/download/7961/7626 https://www.richtmann.org/journal/index.php/mjss/article/view/7961 https://core.ac.uk/download/pdf/228536087.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n6p416,,10.5901/mjss.2015.v6n6p416,1927796878,,0,015-524-518-484-161; 025-635-770-252-498; 030-274-274-746-616; 055-127-219-449-931; 061-468-270-982-881; 082-815-961-326-23X; 104-303-239-152-807; 106-439-174-840-507; 110-502-326-347-134; 135-278-739-885-356,0,true,,
102-798-994-202-147,"Corporate social responsibility, economic globalization and developing countries: A case study of the ready made garments industry in Bangladesh",2015-05-05,2015,journal article,"Sustainability Accounting, Management and Policy Journal",20408021; 2040803x,Emerald,United Kingdom,Mohammed Ziaul Haque Haque; Fara Azmat,"Purpose – This paper aims to examine the state of corporate social responsibility (CSR) in labour-intensive industries in developing countries in the context of economic globalization. Using the ready-made garments’ (RMG) industry in Bangladesh as a case study, challenges and key issues relating to CSR are highlighted. Design/methodology/approach – The paper draws from the review of existing literature, and the content analysis of two leading newspapers in Bangladesh for a period of one year (July 2012-June 2013) to identify the key and contemporary issues related to CSR in the RMG industry. Findings – Findings identify the contemporary issues of concerns associated with CSR in the RMG industry, relating them to the debate on the applicability of Carroll’s CSR pyramid to developing countries. The findings suggest that non-compliance of CSR in labour-intensive industries is a function of the nature of economic globalization. The need for a stakeholder approach towards CSR for the profitability and sustaina...",6,2,166,189,Profitability index; Corporate social responsibility; Business; Content analysis; Stakeholder theory; Context (language use); Economic growth; Clothing; Economic globalization; Developing country,,,,,http://dro.deakin.edu.au/eserv/DU:30073282/azmat-corporatesocial-2015-post.pdf https://research.monash.edu/en/publications/corporate-social-responsibility-economic-globalization-and-develo https://www.emerald.com/insight/content/doi/10.1108/SAMPJ-04-2014-0028/full/html https://www.emeraldinsight.com/doi/abs/10.1108/SAMPJ-04-2014-0028 http://dro.deakin.edu.au/view/DU:30073282 http://hdl.handle.net/10536/DRO/DU:30073282,http://dx.doi.org/10.1108/sampj-04-2014-0028,,10.1108/sampj-04-2014-0028,1532108675,,0,000-766-858-119-272; 002-026-122-868-261; 003-130-293-309-911; 003-408-336-467-463; 003-525-770-995-667; 006-868-259-229-264; 010-583-807-804-027; 010-942-657-615-432; 010-982-153-294-395; 013-992-674-688-769; 014-519-301-906-076; 015-790-282-123-15X; 017-722-013-337-190; 018-647-905-403-885; 019-700-724-671-924; 020-364-276-198-04X; 020-633-511-474-298; 021-919-538-033-564; 030-229-541-289-905; 030-566-837-202-888; 035-556-471-787-086; 042-075-081-677-793; 046-038-531-683-000; 046-348-959-686-169; 047-460-128-505-546; 047-498-685-764-982; 050-791-319-124-441; 050-946-166-942-411; 054-351-756-527-173; 055-088-108-244-790; 055-773-672-952-080; 056-306-127-227-549; 058-982-902-645-378; 060-764-409-258-338; 065-117-423-416-567; 065-635-282-815-141; 065-773-582-190-273; 065-841-543-865-145; 071-220-410-451-673; 074-875-128-928-761; 079-154-892-609-645; 090-026-753-859-662; 090-740-058-261-43X; 099-095-725-205-22X; 105-174-390-664-395; 107-274-748-521-438; 110-156-303-412-926; 112-882-789-280-001; 120-755-889-177-333; 123-427-421-936-257; 125-917-519-664-59X; 126-155-695-788-717; 126-656-196-073-237; 139-641-412-398-758; 146-369-412-292-56X; 151-937-339-673-756; 153-717-056-195-158; 155-654-203-012-92X; 164-654-993-915-483; 165-987-707-544-100; 172-999-637-082-271; 180-373-229-924-527; 180-981-310-591-634; 185-455-619-307-891; 186-027-332-009-219; 186-988-755-315-683; 190-758-557-291-853; 191-394-380-397-047,40,true,,
103-313-676-713-003,Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior,2017-09-19,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Mª del Mar Ramos-González; Mercedes Rubio-Andrés; Miguel Ángel Sastre-Castillo,This article investigates how a management approach based on sustainable entrepreneurship can positively affect corporate reputation. The analysis showed that this effect is enhanced by the mediating effect of good governance based on ethical behavior. The empirical study was conducted using data for 104 large Spanish firms defined as sustainable by the Corporate Reputation Business Monitor (MERCO) ranking.,9,9,1663,,Empirical research; Approaches of management; Business; Marketing; Ranking; Good governance; Corporate reputation; Ethical behavior; Sustainable entrepreneurship; Affect (psychology); Public relations,,,,,https://doaj.org/article/31731cb91b424b4a9000ef99c44b2659 https://core.ac.uk/display/87761502 https://ideas.repec.org/a/gam/jsusta/v9y2017i9p1663-d112439.html https://www.mdpi.com/2071-1050/9/9/1663/htm https://eprints.ucm.es/id/eprint/57368/ https://www.mdpi.com/2071-1050/9/9/1663/pdf https://pubag.nal.usda.gov/catalog/6520331 https://core.ac.uk/download/231744788.pdf,http://dx.doi.org/10.3390/su9091663,,10.3390/su9091663,2755243405,,0,006-955-754-866-688; 008-341-588-787-365; 010-137-420-730-422; 010-854-534-444-434; 019-873-915-390-987; 022-583-662-511-21X; 023-720-076-630-827; 031-846-044-582-764; 036-247-446-576-217; 036-592-113-393-321; 038-425-817-647-873; 039-924-306-397-166; 041-240-421-330-527; 045-439-147-033-127; 046-967-148-657-72X; 047-592-847-811-624; 055-127-219-449-931; 056-041-050-320-014; 060-446-913-233-742; 063-972-804-045-768; 070-945-440-853-878; 072-538-747-978-805; 074-789-033-230-01X; 076-764-089-540-924; 077-711-663-297-613; 082-185-741-004-921; 083-567-877-887-911; 087-665-520-633-788; 093-048-259-065-53X; 100-294-259-882-658; 106-360-534-016-019; 107-096-462-543-018; 107-274-748-521-438; 112-967-639-682-163; 125-825-126-332-457; 129-845-311-145-913; 154-517-935-372-843; 166-511-173-960-654; 179-608-372-698-452; 180-981-075-013-403,16,true,cc-by,gold
103-447-472-636-062,IMPLEMENTATION OF THE CORPORATE SOCIAL RESPONSIBILITY PROGRAM: SHOPEE FOR THE BAMBOO COMMUNITY OF PRINGGODANI,2019-07-12,2019,journal article,JOURNAL OF BUSINESS STUDIES AND MANGEMENT REVIEW,25976265; 2597369x,"Faculty of Education and Teacher Training, Jambi University",,Dessy Isfianadewi; Tezza Adriansyah Anwar,"This study aims to determine the extent of the benefits of implementing CSR programs provided by companies to the public. Specifically, this research was carried out on the implementation of CSR programs carried out by Shopee, Shopee for the Country, for the community, in this case, the Pringgodani community as the recipient of assistance. This village is widely known for bamboo crafts made by craftsmen in the village.  This study use three methods of data collection, namely: interview method, observation, and documentation to maintain data validity and reliability. The results of this study note that CSR programs carried out by Shopee, Shopee for the Country to the Pringgodani Community include: UMKM (Community) education and training assistance in workshop building, capital assistance in the form of purchasing production machinery, assistance with product promotion and marketing partners online. The success of the Shopee CSR program to improve and develop the Community's potential has provided positive results and impacts even though it has not been fully optimized. This is because there are still some obstacles in addition to the existence of several supporting factors. It can be concluded that the current needs of the Community are the existence of education and ongoing assistance to craftsmen in producing quality products and running businesses that are ready to compete. Suggestions, CSR programs should be delivered directly to the recipient community without intermediaries, so that the program implementation can be carried out directly by the community.",2,2,128,136,Data collection; Intermediary; Corporate social responsibility; Business; Marketing; Interview; Production (economics); Purchasing; Quality (business); Documentation,,,,,https://www.online-journal.unja.ac.id/jbsmr/article/view/7223 https://core.ac.uk/download/pdf/294889726.pdf,http://dx.doi.org/10.22437/jb.v2i2.7223,,10.22437/jb.v2i2.7223,2963942873,,0,,0,true,cc-by,gold
103-890-625-084-892,Fundraising Strategies to Optimize Zakat Potential in Indonesia: An Exploratory Qualitative Study,2018-01-01,2018,journal article,Al-Iqtishad: Jurnal Ilmu Ekonomi Syariah,24078654; 2087135x,LP2M Universitas Islam Negeri (UIN) Syarif Hidayatullah Jakarta,,Rahmatina Awaliyah Kasri; Niken Iwani Surya Putri,"This paper aims to identify and evaluate differences in the fundraising strategies implemented by different types of zakah institutions in Indonesia, to optimize the country's potential for zakah collection. This study using a qualitative approach, which using semi-structured interviews conducted with zakah organizations in Indonesia. The main finding suggests that differences in fundraising strategies indeed exist. Corporate and government zakah agencies tend to use traditional fundraising strategies, with a partnership approach for collecting zakah and a community-oriented approach for communicating zakah. In contrast, private zakah agencies tend to use market-oriented fundraising strategies allied with retail collection approach and an individual communication approach. It also suggested that the market-oriented fundraising strategy has resulted in higher and more sustainable revenues, indicating consistency with the resource dependence theory of fundraising. DOI:  10.15408/aiq.v10i1.6191",10,1,1,24,Business; Government; Marketing; Resource dependence theory; Qualitative research; Revenue; Consistency (negotiation); General partnership,,,,,https://scholar.ui.ac.id/en/publications/fundraising-strategies-to-optimize-zakah-potential-in-indonesia-a http://journal.uinjkt.ac.id/index.php/iqtishad/article/download/6191/pdf https://core.ac.uk/display/145102292 https://www.neliti.com/publications/222675/fundraising-strategies-to-optimize-zakat-potential-in-indonesia-an-exploratory-q http://journal.uinjkt.ac.id/index.php/iqtishad/article/view/6191 https://core.ac.uk/download/pdf/325934892.pdf,http://dx.doi.org/10.15408/aiq.v10i1.6191,,10.15408/aiq.v10i1.6191,2770380017,,0,,4,true,cc-by-sa,gold
103-924-543-469-118,Modern slavery and the supply chain: the limits of corporate social responsibility?,2015-09-14,2015,journal article,Supply Chain Management: An International Journal,13598546,Emerald,United Kingdom,Steve New,"Purpose – This conceptual paper aims to examine modern slavery in the supply chain, showing how the issue challenges conventional thinking and practice in corporate social responsibility (CSR). Design/methodology/approach – The paper considers the differences between modern slavery and other concerns within CSR. It examines legal attempts to encourage supply chain transparency and the use of corporate CSR methods. An example of forced labour in UK agriculture is used to develop a critique of these approaches. The paper examines the challenges facing research in this important area. Findings – The paper shows that the distinctive characteristics of modern slavery may make conventional supply chain CSR practices relatively ineffective. A holistic perspective may be needed in future research. Research limitations/implications – Researchers need to focus less on the espoused policies of corporations, and more on the enacted practice. Social implications – Modern slavery is universally accepted as a shameful b...",20,6,697,707,Supply chain; Corporate social responsibility; Business; Marketing; Transparency (market); Public administration; Supply chain management,,,,,http://www.emeraldinsight.com/doi/abs/10.1108/SCM-06-2015-0201?journalCode=scm https://www.emerald.com/insight/content/doi/10.1108/SCM-06-2015-0201/full/html https://core.ac.uk/download/pdf/288288302.pdf,http://dx.doi.org/10.1108/scm-06-2015-0201,,10.1108/scm-06-2015-0201,2175638291,,0,000-756-202-530-529; 000-766-858-119-272; 000-856-555-076-630; 002-111-864-790-877; 002-429-587-038-934; 004-004-032-288-410; 004-831-386-888-13X; 005-422-914-958-330; 008-533-765-054-899; 009-275-112-247-148; 009-803-788-630-311; 010-331-203-224-83X; 010-705-523-633-88X; 012-208-011-256-860; 012-805-620-269-873; 014-265-801-057-405; 014-562-734-936-098; 014-727-578-508-413; 017-855-572-854-126; 019-255-701-371-109; 020-583-896-563-204; 020-809-287-855-550; 022-340-790-995-937; 023-358-676-300-451; 024-302-854-522-318; 025-149-788-099-870; 027-185-622-991-296; 027-230-999-895-165; 031-154-342-256-353; 032-004-804-982-855; 034-087-317-449-42X; 034-286-993-221-721; 035-154-084-856-940; 036-183-617-856-062; 040-621-259-830-429; 041-269-237-569-625; 041-831-090-468-111; 041-899-839-540-965; 042-022-685-403-778; 045-080-721-867-92X; 046-764-346-482-369; 046-877-398-993-751; 047-273-650-668-993; 052-209-713-043-355; 055-841-051-066-010; 061-477-417-097-997; 062-586-840-502-936; 070-621-019-909-443; 070-995-853-730-089; 074-569-980-521-355; 075-944-606-471-085; 076-625-198-100-346; 080-665-877-144-245; 081-883-915-700-700; 081-963-296-532-727; 082-843-546-306-416; 083-532-857-270-885; 090-664-279-343-031; 094-825-719-192-047; 096-234-572-155-601; 099-550-620-486-063; 103-768-779-950-459; 105-613-111-025-112; 107-439-010-095-244; 110-823-133-909-767; 112-523-517-336-02X; 116-677-504-740-039; 117-333-717-658-79X; 127-566-171-511-904; 131-129-253-953-385; 132-303-659-616-511; 133-467-431-598-297; 147-564-534-651-030; 153-873-141-378-949; 170-065-170-963-152; 172-319-849-222-115; 180-693-497-969-169; 185-093-384-331-903; 186-211-596-313-871; 190-395-596-305-058; 194-132-567-945-129,128,true,,
103-978-266-492-283,"Translation, ethics and social responsibility",2017-04-03,2017,journal article,The Translator,13556509; 17570409,Informa UK Limited,United Kingdom,Joanna Drugan; Rebecca Tipton,"The third Cross-Cultural Pragmatics at a Crossroads conference at the University of East Anglia in 2013 included a strand on ‘Professional Mediation’, in which the theme of social responsibility em...",23,2,119,125,Sociology; Social responsibility; Nursing ethics; Meta-ethics; Normative ethics; Theme (narrative); Social philosophy; Applied ethics; Social psychology; Information ethics; Environmental ethics,,,,,https://www.tandfonline.com/doi/full/10.1080/13556509.2017.1327008 https://research-portal.uea.ac.uk/en/publications/translation-ethics-and-social-responsibility https://ueaeprints.uea.ac.uk/63984/ https://www.tandfonline.com/doi/pdf/10.1080/13556509.2017.1327008 https://core.ac.uk/display/83922587 https://dialnet.unirioja.es/servlet/articulo?codigo=6408066 https://www.research.manchester.ac.uk/portal/en/publications/translation-ethics-and-social-responsibility(37fa8284-a163-40bb-9353-35ad0c3a816c).html https://core.ac.uk/download/83936955.pdf,http://dx.doi.org/10.1080/13556509.2017.1327008,,10.1080/13556509.2017.1327008,2620087837,,0,004-124-920-300-744; 008-126-954-291-940; 010-348-431-129-51X; 020-764-619-994-80X; 029-830-193-574-508; 044-141-748-070-945; 047-386-239-767-650; 053-483-854-998-145; 061-097-108-018-20X; 065-130-622-044-897; 069-975-918-341-33X; 073-735-524-243-333; 075-355-039-615-891; 107-274-748-521-438; 135-575-250-347-625; 139-614-955-733-520; 139-641-412-398-758; 145-616-309-031-934; 149-054-909-074-560; 158-300-451-561-064; 175-384-762-507-265; 196-037-022-122-437,18,true,,green
104-623-012-001-185,Transparent Information System for Sustainability. A Sectoral Analysis,,2012,journal article,Procedia Technology,22120173,Elsevier BV,,Belen Fernandez-Feijoo; Silvia Romero; Silvia Ruiz,"Abstract The objective of this paper is to analyze the relationship between industrial sectors, based on the pressure of stakeholders’ groups, and the transparency of the main information system tool for sustainability, the sustainability reports. We find higher quality on the reports issued by companies in environmentally sensitive industries, companies in industries with high consumer proximity, and in companies in industries with high investors’ and employees’ pressure. We extend previous research looking only at the environmental stakeholder, by adding three other groups. Our results also show an effect of size, global region and the fact that the companies are listed, on Corporate social responsibility transparency.",5,,31,39,Corporate social responsibility; Business; Information system; Stakeholder; Sustainability organizations; Sectoral analysis; Transparency (behavior); Industrial organization; Social sustainability; Commerce; Sustainability,,,,,https://www.sciencedirect.com/science/article/pii/S2212017312004355 https://core.ac.uk/display/82433287 https://www.sciencedirect.com/science/article/abs/pii/S2212017312004355 https://core.ac.uk/download/pdf/82433287.pdf,http://dx.doi.org/10.1016/j.protcy.2012.09.004,,10.1016/j.protcy.2012.09.004,2085200198,,0,001-641-591-592-307; 017-847-554-540-035; 018-633-424-296-938; 019-285-892-443-992; 020-043-448-762-747; 020-186-611-104-284; 033-909-936-100-554; 034-069-037-001-20X; 034-690-946-623-829; 038-370-529-611-440; 052-138-324-461-46X; 058-530-271-876-585; 060-590-643-779-572; 062-992-939-301-978; 064-893-659-972-821; 066-557-211-869-797; 069-359-566-933-120; 079-575-016-875-148; 085-804-719-675-656; 089-473-170-566-883; 090-722-107-471-216; 096-139-755-024-422; 096-431-840-208-937; 100-898-978-885-131; 103-179-076-132-294; 112-927-903-110-687; 130-741-068-205-515; 131-332-197-715-385; 146-838-749-517-022; 148-382-488-651-492; 194-045-582-704-133,8,true,,gold
104-652-172-031-458,Many ways to Rome: Exogenous and endogenous CSR pathways to environmental and social performance,,2014,journal article,Academy of Management Proceedings,00650668; 21516561,Academy of Management,,Minna Halme; Jukka Rintamäki; Jette Steen Knudsen; Mika Kuisma,"It is often taken for granted that corporate social responsibility (CSR) will bring about social benefits and environmental improvements. Yet there is little empirical evidence of outcomes of CSR initiatives for the natural environment or the wider society as studies have focused on the influence of CSR on financial performance rather than its societal outcomes. This study begins addressing this gap in the literature by empirically studying the environmental and social performance of CSR in 19 European companies. We analyse which configurations of institutional constraints and organizational CSR practices influence environmental and social performance. Based on this analysis, we identify two pathways that can lead to high environmental and social performance and we scrutinize configurations that lead to low performance. The exogenous pathway is characterized by the use of externally certified management tools and certificates and a high importance of external rating schemes. This pathway seems typical for large publicly listed firms. The endogenous pathway, in turn, includes firms that are characterized by internally developed means of conducting CSR.",2014,1,16596,16596,Public economics; Corporate social responsibility; Business; Empirical evidence; Social benefits; Financial performance; Public relations; Global environmental analysis; Certification,,,,,https://journals.aom.org/doi/10.5465/ambpp.2014.39 https://research.aalto.fi/en/publications/many-ways-to-rome-exogenous-and-endogenous-csr-pathways-to-environmental-and-social-performance(3c2ace31-3bc3-4a20-a085-ce6dae926475).html https://openaccess.city.ac.uk/id/eprint/19232/ https://core.ac.uk/download/151392511.pdf,http://dx.doi.org/10.5465/ambpp.2014.39,,10.5465/ambpp.2014.39,2171161681,,0,,3,true,,green
104-669-561-078-058,Mandatory Sustainability Reporting in Germany: Does Size Matter?,2018-10-26,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Alexander Bergmann; Peter N. Posch,"This article studies how German firms evaluate a recent national corporate social responsibility (CSR) law based on a European Union directive and the burden they expect regarding their organizational responsibilities due to mandatory sustainability reporting. One hundred and fifty-one firms of different sizes directly or indirectly affected by the law are included in the survey and their responses empirically analyzed using two-tailed t-tests and simple linear regression. Anchoring the discussion in stakeholder theory and the small and medium-sized enterprise (SME) literature while considering large-firm idiosyncrasies, the results show differing effects on SMEs and large firms as well as firms which are directly and indirectly affected. Findings show that firm size only matters for the evaluation of the law by directly affected firms, while size does not matter in the case of indirectly affected firms. Possible moderators of this evaluation are grounded in the resource-based theory and formalization of CSR. This article contributes to the understanding of when firm size matters in the case of mandatory sustainability reporting and underlines the role of organizational resources and capabilities as well as the special position of SMEs.",10,11,3904,,Accounting; Corporate social responsibility; Business; Stakeholder theory; Directive; Resource-based view; Sustainability reporting; European union; Resource (project management); Competitive advantage,,,,,https://ideas.repec.org/a/gam/jsusta/v10y2018i11p3904-d178650.html https://www.mdpi.com/2071-1050/10/11/3904/pdf https://www.mdpi.com/2071-1050/10/11/3904 https://core.ac.uk/download/pdf/196328778.pdf,http://dx.doi.org/10.3390/su10113904,,10.3390/su10113904,2899061539,,0,003-575-763-136-333; 003-931-590-519-173; 006-727-062-230-369; 009-003-430-004-337; 009-426-422-045-272; 010-715-092-645-449; 010-854-534-444-434; 011-422-943-385-348; 012-612-473-700-035; 013-795-186-318-82X; 016-440-443-633-334; 019-785-607-877-590; 019-817-649-196-033; 020-775-460-066-748; 023-233-135-396-623; 023-518-867-109-932; 025-144-837-119-354; 030-080-305-996-031; 033-171-354-077-456; 034-848-852-823-034; 035-556-471-787-086; 035-656-818-347-812; 035-982-342-731-07X; 036-622-231-967-298; 037-372-389-636-410; 038-370-529-611-440; 040-875-357-065-10X; 041-366-707-567-443; 041-543-856-765-229; 041-988-014-008-792; 045-385-511-579-046; 045-558-079-690-249; 045-754-631-412-145; 046-427-218-808-689; 048-299-829-069-167; 052-094-947-061-604; 052-709-814-877-069; 053-440-685-088-799; 055-578-396-454-486; 057-515-729-759-283; 060-571-945-430-102; 061-983-819-386-718; 066-233-941-256-115; 067-342-695-083-974; 068-662-119-582-58X; 069-812-335-442-669; 080-714-226-639-63X; 081-723-563-994-254; 083-590-989-752-216; 085-643-316-299-591; 088-860-585-358-668; 089-398-867-168-407; 093-720-690-421-311; 094-679-689-603-382; 094-825-719-192-047; 095-866-720-595-334; 097-087-630-728-949; 098-627-709-906-542; 099-282-571-044-913; 101-299-425-939-891; 102-955-338-903-443; 103-705-771-764-928; 105-927-048-004-707; 106-377-304-980-209; 115-482-499-323-938; 117-652-506-841-20X; 122-068-609-968-324; 122-959-728-695-831; 125-077-223-753-236; 125-247-472-636-611; 127-408-717-438-937; 132-999-301-803-679; 134-060-946-360-167; 139-270-072-725-248; 148-707-139-311-10X; 151-241-403-776-990; 151-761-567-706-293; 156-758-383-238-186; 165-987-707-544-100; 178-073-192-539-636; 179-608-372-698-452; 183-288-854-674-650; 190-286-406-563-724,12,true,cc-by,gold
104-800-365-437-843,"Linking cause assessment, corporate philanthropy, and corporate reputation",2014-12-11,2014,journal article,Journal of the Academy of Marketing Science,00920703; 15527824,Springer Science and Business Media LLC,United States,Ilona Szőcs; Bodo B. Schlegelmilch; Thomas Rusch; Hamed M. Shamma,"This study analyzes the link between cause assessment, corporate philanthropy, and dimensions of corporate reputation from different stakeholders’ perspectives, using balance theory as a conceptual framework and the telecommunications industry in Austria and Egypt as the empirical setting. Findings show that corporate philanthropy can improve perceptions of the corporate reputation dimensions, but the results vary between customers and non-customers and depend on the country setting.",44,3,376,396,Balance theory; Accounting; Corporate branding; Conceptual framework; Business; Marketing; Corporate communication; Corporate security; Stakeholder; Corporate governance; Corporate Real Estate,,,,,https://fount.aucegypt.edu/faculty_journal_articles/1345/ http://epub.wu.ac.at/id/eprint/4528 https://epub.wu.ac.at/4528/ https://ideas.repec.org/a/spr/joamsc/v44y2016i3d10.1007_s11747-014-0417-2.html https://link.springer.com/article/10.1007/s11747-014-0417-2 https://core.ac.uk/download/35454078.pdf,http://dx.doi.org/10.1007/s11747-014-0417-2,,10.1007/s11747-014-0417-2,2059096499,,0,001-095-917-910-673; 002-143-170-656-995; 002-800-351-395-955; 003-089-105-705-22X; 004-502-447-528-115; 005-068-340-563-727; 006-635-819-665-420; 006-747-706-994-814; 006-843-027-882-001; 007-512-146-614-819; 010-382-979-523-933; 010-402-554-154-410; 013-291-084-340-736; 014-991-446-112-33X; 017-147-261-575-907; 021-584-753-362-334; 022-623-356-029-808; 023-435-864-193-522; 023-978-575-777-67X; 024-177-935-075-521; 024-433-682-636-393; 024-706-898-610-505; 025-071-480-693-681; 031-537-161-323-99X; 031-846-044-582-764; 032-953-327-877-415; 033-171-354-077-456; 033-622-370-338-951; 033-834-393-574-150; 034-943-358-373-125; 035-087-274-362-135; 037-479-522-981-871; 037-500-559-833-913; 037-938-555-254-646; 042-552-639-594-292; 043-605-651-281-566; 044-531-085-060-255; 044-862-466-382-887; 046-929-298-692-558; 047-084-373-523-100; 047-834-941-444-663; 050-514-735-757-648; 051-560-434-809-890; 051-640-759-879-037; 051-974-821-573-208; 053-250-277-306-550; 053-476-438-379-307; 054-502-240-873-548; 055-427-715-832-029; 056-959-154-500-676; 057-552-708-007-851; 058-357-262-233-370; 060-761-886-195-161; 063-983-853-006-486; 064-017-034-126-916; 064-027-693-540-431; 065-787-618-678-885; 067-399-289-681-204; 069-812-074-076-671; 070-537-199-074-698; 072-103-876-421-218; 072-197-856-508-359; 074-176-668-531-703; 074-227-185-895-972; 074-585-994-806-650; 076-470-491-208-651; 078-821-465-894-074; 081-579-693-159-480; 085-879-696-286-768; 093-593-687-451-086; 093-975-687-672-245; 103-608-998-437-126; 107-274-748-521-438; 110-864-514-367-683; 112-806-332-771-500; 115-604-538-103-384; 116-953-447-460-185; 117-274-976-629-160; 117-404-452-177-864; 122-610-021-122-755; 130-576-343-740-71X; 130-688-326-741-186; 131-180-572-109-097; 131-460-329-763-079; 135-785-693-934-39X; 136-493-669-288-430; 136-574-029-697-505; 139-101-567-335-455; 145-897-656-556-376; 148-341-611-006-384; 150-049-433-783-167; 150-325-162-873-23X; 153-278-420-058-263; 153-315-809-547-372; 154-539-780-521-601; 155-545-711-249-891; 156-793-703-478-079; 163-529-639-649-240; 168-267-541-842-637; 170-287-577-916-60X; 172-338-411-710-361; 176-211-061-295-096; 179-373-675-161-480; 182-659-472-981-296; 189-368-093-334-341; 195-079-451-149-741,42,true,,
105-426-887-313-134,Influence of Consumer Attributions and Service Quality on Support of Corporate Social Responsibility,2018-05-31,2018,journal article,Organizations and Markets in Emerging Economies,23450037; 20294581,Vilnius University Press,Latvia,Nil Engizek; Bahar Yaşin,"This study examines whether or not a consumer will support a firm due to its CSR activities depending on what perceived motivation (egoistic, strategic, stakeholder and value driven attributions) the consumer has towards those activities and also analyzes how the relationship between consumers’ attributions and the change in their supportive behaviour according to their perceived service quality. The survey was conducted with customers of mobile telecommunication services in Turkey. In order to collect data to test the hypotheses, in accordance with the theory of stated preferences versus theory of revealed preferences, a face-to-face survey was carried out by adopting a quota sampling technique based on the market share of each mobile service provider. The sample consisted of 400 respondents who were drawn from the Istanbul metropolitan area. The results show that value driven, strategic  and stakeholder driven motives have a direct and positive effect. Egoistic  motive was found to be significant and had a negative effect. Service quality moderated only the relationship between strategy driven motives and supportive behaviour, and value driven motives and supportive behaviour, but in an unexpected direction.",9,1,86,105,Quota sampling; Service quality; Corporate social responsibility; Attribution; Business; Market share; Marketing; Stakeholder; Value (economics); Sample (statistics),,,,,https://www.journals.vu.lt/omee/article/download/14178/13077 https://ideas.repec.org/a/vul/omefvu/v9y2018i1id243.html https://www.journals.vu.lt/omee/article/view/14178 https://core.ac.uk/download/322856648.pdf,http://dx.doi.org/10.15388/omee.2018.10.00005,,10.15388/omee.2018.10.00005,2807529740,,0,000-392-903-875-891; 007-485-504-465-112; 009-575-398-666-624; 010-854-534-444-434; 016-745-837-690-435; 018-606-075-915-716; 022-509-785-910-67X; 024-208-010-945-520; 031-711-948-119-643; 032-226-726-401-253; 042-075-081-677-793; 043-461-975-829-006; 043-605-651-281-566; 044-930-167-959-473; 050-991-241-400-827; 052-772-225-466-167; 055-127-219-449-931; 056-126-178-605-45X; 060-571-945-430-102; 061-174-401-434-276; 063-365-137-001-053; 065-521-345-163-596; 065-773-582-190-273; 088-049-228-430-614; 090-811-385-585-955; 092-235-131-089-660; 092-895-990-945-887; 098-778-619-642-983; 103-108-182-535-072; 105-075-470-267-708; 108-890-126-050-163; 109-881-515-874-360; 126-169-065-725-508; 128-860-047-103-157; 131-180-572-109-097; 134-594-905-933-842; 139-101-567-335-455; 139-119-876-531-586; 139-641-412-398-758; 146-267-791-584-388; 151-738-450-807-335; 152-000-763-620-761; 156-208-441-443-940; 156-500-934-696-522; 169-270-545-298-097,5,true,cc-by,gold
105-453-980-069-248,"On Economics, Ethics, and Corporate Social Responsibility",2012-07-24,2012,journal article,Modern Economy,21527261,,,Félix-Fernando Muñoz; María-Isabel Encinar; Carolina Cañibano,"This paper suggests that understanding questions such as those related to Corporate Social Responsibility (CSR) requires economic theorizing to include in its explanatory models the very fact that (economic) agents have their own distinctive conception of how reality ought to be (which implies making judgments of value). Under standard economic theorizing, the relationship between social or ethical values and economics is one of mere juxtaposition. Ethical and economic issues are being put together side by side in such a way that the anomalies pointed out by economics, which refer to the presence of goal paradoxes and the problem of altruism, etc., denote the presence of ethical issues within the processes of valuation and choice by agents. To surpass this relationship a change of perspective by means of the agents’ action plans approach is proposed. The action plan approach allows to pass from a conception of economics understood as a technology-of-choice to economics understood as a theory of production-of-action. In particular, it is shown that the ethical dynamics of agents are capable of generating “ethical novelties’, which consequently alter the agents’ space of goals. Insofar as this is heavily influenced by CSR, the consequence is that CSR is neither strange to Economics nor a concept juxtaposed with the analysis of autonomous economic processes.",2012,4,355,363,Positive economics; Corporate social responsibility; Applied economics; Economics; Marketing; Valuation (finance); Intentionality; Action plan; Ethical issues; Ethical values,,,,,https://www.scirp.org/journal/PaperInformation.aspx?PaperID=21268 https://file.scirp.org/pdf/ME20120400017_19295943.pdf https://www.scirp.org/journal/PaperDownload.aspx?paperID=21268 https://file.scirp.org/Html/1-7200282_21268.htm https://repositorio.uam.es/handle/10486/671058 https://repositorio.uam.es/bitstream/handle/10486/671058/EconomicsEthics_Mu%c3%b1oz_ME_2012.pdf?sequence=1,https://www.scirp.org/journal/PaperInformation.aspx?PaperID=21268,,,1984890973,,0,000-436-274-617-356; 001-677-358-977-352; 006-294-052-644-153; 008-745-781-067-512; 010-036-940-811-637; 014-455-741-938-215; 014-609-997-077-411; 014-904-025-590-079; 017-999-696-704-413; 021-788-817-359-420; 022-401-274-255-701; 024-788-806-931-304; 028-374-754-514-749; 031-367-989-064-714; 037-572-816-257-535; 038-598-425-822-041; 042-854-669-186-015; 043-859-263-894-889; 048-513-981-545-118; 049-796-645-903-325; 062-110-807-031-390; 062-187-330-280-52X; 064-998-261-369-417; 083-335-076-307-259; 083-483-704-386-803; 092-898-694-428-360; 103-353-449-439-442; 107-215-972-038-299; 111-179-893-589-390; 120-376-593-335-400; 124-385-396-946-958; 137-316-188-718-363; 139-253-153-355-010; 139-641-412-398-758; 155-213-903-386-478; 156-423-990-605-377; 159-592-129-993-014; 166-518-504-127-416; 166-631-632-191-396; 181-115-813-231-695; 192-173-255-188-737,2,true,,
105-659-599-299-013,"The influence of CSR on perceived value, social media and loyalty in the hotel industry",2019-12-02,2019,journal article,Spanish Journal of Marketing - ESIC,24449709,Emerald,,Abdul Alem Mohammed; Abdullah Kaid Al-Swidi,"espanolProposito – El objetivo de este estudio es examinar como las percepciones de las distintas actividades de Responsabilidad Social Corporativa (RSC) (i.e., medio ambiente, sociedad y skateholders) mejoran el valor percibido por los clientes, su compromiso en medios sociales y su lealtad en la industria hotelera. Tambien se investigan los efectos mediadores del valor percibido por el cliente y su compromiso en medios sociales sobre las relaciones entre las actividades de RSC y la lealtad. Diseno/metodologia/enfoque – Se realizo una encuesta autoadministrada a los clientes en Malasia. Tomando como referencia los datos recogidos de 389 clientes, se utilizo la metodologia SEM. La validez y fiabilidad de las escalas de medida fueron confirmadas antes de contrastar las hipotesis del estudio. Conclusiones – Los resultados revelaron que solo la RSC relacionada con el medio ambiente tiene un impacto, tanto directo como indirecto, sobre la lealtad de los clientes. Ademas, se han confirmado los efectos del valor percibido y el compromiso en medios sociales sobre la lealtad de los clientes. Los resultados tambien demostraron el papel mediador del valor percibido y el compromiso en medios sociales sobre la relacion entre las actividades de RSC y la lealtad de los clientes. Implicaciones y aplicacion de la investigaci on – Este estudio permite comprender mejor el impacto de las actividades de RSC, el valor percibido y el compromiso en medios sociales en la lealtad de los clientes en la industria hotelera. Los hoteleros pueden obtener beneficios al comprender como las actividades especificas de RSC pueden mejorar el valor percibido por los clientes y su compromiso en medios sociales y, por lo tanto, aumentar la lealtad de los clientes. Originalidad/valor – Este trabajo analiza la asociacion entre las actividades de RSC, el valor percibido, el compromiso en medios sociales y la lealtad de los clientes, lo cual ha sido escasamente estudiado en la literatura sobre hospitalidad. EnglishPurpose – This study aims to examine how perceptions of corporate social responsibility (CSR) activities (i.e. environment, society and stakeholders) enhance perceived value, social media engagement to win customer loyalty in the hotel industry. In addition, it investigates the mediating effects of customer perceived value and social media engagement between CSR activities and customer loyalty. Design/methodology/approach – A self-administered survey was conducted on customers in Malaysia. Based on the data collected from 389 customers, the analysis used the structural equation modelling (SEM) approach. The validity and reliability of the measurements were confirmed before the hypotheses of the study have been tested. Findings – The results revealed that CSR related to the environment has significant direct and indirect impacts on customer loyalty. In addition, the effect of perceived value and social media engagement on customer loyalty has been supported. The results also demonstrated the mediating role of perceived value and social media engagement between CSR activities and customer loyalty. Research limitations/implications – This study advances the understanding of the impact of CSR activities, perceived value and social media engagement on customer loyalty in the hotel industry. Hoteliers can gain benefits by understanding how specific CSR activities can enhance customer perceived value and social media engagement value, thus leads to customer loyalty. Originality/value – This study investigates the association between CSR activities, perceived value, social media engagement and customerloyalty, which has been lacking a full investigation in the hospitality literature.",23,3,373,396,Corporate social responsibility; Sociology; Loyalty business model; Humanities; Value (economics); Loyalty; Hotel industry; Social media,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7353381 https://www.emerald.com/insight/content/doi/10.1108/SJME-06-2019-0029/full/html https://core.ac.uk/download/294758761.pdf,http://dx.doi.org/10.1108/sjme-06-2019-0029,,10.1108/sjme-06-2019-0029,2983625010,,0,001-647-241-792-138; 002-083-464-452-021; 002-383-006-670-640; 002-454-023-875-555; 002-695-441-763-967; 004-437-344-009-103; 005-022-033-638-65X; 006-424-752-858-630; 008-736-978-360-515; 008-829-133-583-664; 011-455-042-395-46X; 011-680-753-286-180; 011-854-399-312-637; 013-479-858-787-158; 014-612-851-496-186; 015-619-071-441-705; 015-685-155-243-285; 017-645-113-412-93X; 017-727-683-623-682; 018-725-833-837-65X; 018-794-975-077-907; 019-985-021-966-234; 020-642-838-955-530; 022-509-785-910-67X; 023-879-119-750-189; 024-208-010-945-520; 025-267-985-445-653; 026-381-493-715-739; 027-973-268-269-82X; 027-974-052-497-705; 030-008-361-199-727; 032-274-662-151-545; 033-693-476-314-091; 035-195-608-680-239; 035-485-649-808-871; 038-853-688-899-783; 042-870-394-534-809; 043-213-633-162-472; 043-605-651-281-566; 045-408-380-602-902; 045-555-325-633-220; 048-146-571-396-293; 051-477-959-520-451; 053-487-976-024-718; 058-571-482-322-946; 059-112-271-093-323; 063-888-096-850-261; 065-060-716-384-314; 067-002-449-107-124; 069-392-435-893-645; 071-436-508-746-368; 072-601-865-123-751; 074-279-160-742-966; 076-131-586-054-505; 078-281-732-112-985; 079-942-197-271-416; 081-745-871-699-107; 082-601-371-048-678; 082-722-712-913-799; 087-820-645-534-625; 088-049-228-430-614; 089-513-872-663-374; 092-309-000-379-288; 092-709-769-443-43X; 096-868-867-224-947; 098-777-100-429-858; 099-085-870-469-302; 100-897-764-718-448; 101-308-206-668-624; 101-441-009-512-48X; 101-873-959-590-288; 102-008-489-811-751; 102-668-701-994-967; 102-928-480-428-061; 104-036-536-417-038; 106-731-015-420-570; 107-104-671-850-660; 108-987-554-745-819; 112-110-756-995-721; 112-213-120-655-934; 112-505-412-703-875; 113-565-849-458-391; 113-935-089-306-031; 114-200-164-283-159; 121-195-620-677-195; 122-937-778-784-122; 126-169-065-725-508; 130-084-443-348-116; 130-551-301-517-850; 131-294-950-045-808; 132-183-414-598-884; 136-305-394-081-949; 137-746-565-845-916; 139-119-876-531-586; 141-819-569-807-844; 154-622-096-343-674; 155-255-841-505-19X; 162-639-361-962-70X; 167-797-580-594-113; 170-287-577-916-60X; 174-058-398-744-992; 174-303-103-005-372; 178-347-732-094-080; 184-790-553-293-803,18,true,cc-by,gold
105-688-581-840-53X,Exploring the Link Between Socially Responsible HRM and Affective Commitment of Employees in Ethiopian Context,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"This investigation focuses on the impacts of socially responsible human resource management (SR-HRM) methods on affective commitment (AC) as well as the intervening impact of perceived organizational support (POS) for this association. Primary data depending on 555 respondents owned by various socially responsible companies within in Ethiopia were gathered. The data were analyzed with Partial least squares structural equation modeling (PLS-SEM) techniques using SmartPLS to determine the hypothesized connections concerning socially responsible -HRM and affective commitment.The outcomes have uncovered that the employees’ perceptions of socially responsible human resource management (SR-HRM) practice impact affective commitment indirectly via perceived organizational support in Ethiopian setting. This research enhances the literature by analyzing the causal association concerning socially responsible HRM practices and employees' affective commitment in developing country context. Keywords: Socially responsible human resource management, affective commitment, perceived organizational support. DOI: 10.7176/EJBM/11-9-16 Publication date:March 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234628871.pdf,http://dx.doi.org/10.7176/ejbm/11-9-16,,10.7176/ejbm/11-9-16,,,0,,0,true,cc-by,hybrid
106-204-514-142-929,The impact of corporate social responsibility on financial performance: Evidence from Insurance firms,,2018,journal article,Management Science Letters,19239335; 19239343,Growing Science,,Khartic Rao Manokaran; Suresh Ramakrishnan; Sanil S. Hishan; Khairiah Soehod,"The field of Corporate Social Responsibility (CSR) has been growing very exponentially over the past decade. There are continuous opposing views of the role of the firms in society and disagreements as to whether wealth maximization should be the sole goal of any corporations out there. With Insurance companies facing and fulfilling in the intense demand of diverse stakeholders, this study explores the impact of CSR disclosures on Financial Performance among the listed domestic-owned companies in Malaysian insurance sector. Although CSR is a hot topic in Malaysia and throughout various industries, no detailed study has been conducted to ascertain whether Malaysian insurance companies derive any benefits therefrom. The study examines the impact of CSR on financial performance using an extensive content analysis method on annual reports from 13 domestic-owned Malaysian insurance companies over the past 9 years (2008-2017). The content analysis data is further transformed into GRI CSR Disclosure Index table before matching the findings against the Financial Performance indicators (return on assets (ROA), return on equities (ROE) and earnings per share (EPS)). The relationship between CSR and ROA, ROE and EPS is tested using correlation analysis. The results indicate significant relationship between CSR disclosure and Financial Performance; designates CSR has significant impact on ROA; whereas relationship between CSR and ROE & EPS is found to be insignificant. The study suggests and indicates that insurance companies in Malaysia ought to carry out efforts continually in a bigger scale so that their CSR activities are more aligned with the reporting regulatory standards as well as to bring a positive impact in the current prospect. In addition, the remedial action proposed by Bursa Malaysia from year 2016 is expected to improve the findings of this study and bring a tremendous improvement to the exiting regulatory guidelines.",8,9,913,932,Accounting; Corporate social responsibility; Business; Content analysis; Matching (statistics); Return on assets; Earnings per share; Carry (investment); Index (economics); Scale (social sciences),,,,,https://doaj.org/article/313a955432ec4a389fa2602bce75980f http://growingscience.com/beta/msl/2858-the-impact-of-corporate-social-responsibility-on-financial-performance-evidence-from-insurance-firms.html http://m.growingscience.com/beta/msl/2858-the-impact-of-corporate-social-responsibility-on-financial-performance-evidence-from-insurance-firms.html http://m.growingscience.com/msl/Vol8/msl_2018_74.pdf http://growingscience.com/msl/Vol8/msl_2018_74.pdf http://eprints.utm.my/id/eprint/79841/ https://core.ac.uk/download/199243522.pdf,http://dx.doi.org/10.5267/j.msl.2018.6.016,,10.5267/j.msl.2018.6.016,2809897121,,0,005-016-668-348-065; 014-477-379-548-456; 022-214-497-710-624; 031-516-775-008-174; 052-522-664-494-758; 053-054-923-225-061; 054-022-368-907-388; 055-052-153-464-245; 055-127-219-449-931; 064-360-221-429-216; 065-327-083-453-198; 066-236-200-870-306; 075-120-404-350-558; 076-245-314-793-166; 080-361-191-972-828; 089-304-632-133-912; 090-001-223-026-89X; 106-204-514-142-929; 124-376-846-389-382; 131-874-649-335-970; 131-949-347-531-179; 156-909-427-817-143; 165-315-605-223-435; 169-251-135-085-044; 199-778-751-459-846,12,true,cc-by,gold
106-239-636-851-889,CORPORATE SOCIAL RESPONSIBILITY AND TAX AGGRESSIVENESS IN PERSPECTIVE LEGITIMACY THEORY,2019-12-27,2019,journal article,"International Journal of Economics, Business and Accounting Research (IJEBAR)",26141280; 26224771,STIE AAS Surakarta,,Putri Sari; Wiwiek Prihandini,"The company as a business entity seeks to provide high dividends for shareholders. On the other hand as a corporate taxpayer, companies must set aside profits to pay taxes. Tax aggressiveness can be used to minimize this conflict. But this action is not liked by shareholders because it can damage the company's reputation. By referring to the legitimacy theory, corporate social responsibility (CSR) is considered as an action that can maintain the company's reputation. The question is whether corporate social responsibility has an effect on tax aggressiveness. In fact the results of the research on this matter vary. This study aims to reexamine the influence of corporate social responsibility, from the economic, social, and environmental dimensions to tax aggressiveness. The tests were carried out using 62 data from 31 companies listed on the Indonesia Stock Exchange during 2016-2017. Effective tax rate (ETR) is used to measure tax aggressiveness, CSR is measured using the Global Reporting Initiative (GRI) 04 valuation standard. The results of the study state that CSR economic dimension has a positive effect on tax aggressiveness, while CSR social and environmental dimensions negatively affect tax aggressiveness. Recommendations, tax authorities can use disclosure of environmental and social dimensions as an indication of the practice of tax aggressiveness.; ; ; Key Words: Corporate Social Responsibility (CSR), Tax Aggressiveness, Legitimacy Theory, Global Reporting Initiative (GRI).",3,04,,,Dividend; Shareholder; Accounting; Corporate social responsibility; Business; Valuation (finance); Stock exchange; Taxpayer; Set-aside; Reputation,,,,,http://jurnal.stie-aas.ac.id/index.php/IJEBAR/article/download/726/385 https://jurnal.stie-aas.ac.id/index.php/IJEBAR/article/view/726 https://core.ac.uk/download/pdf/276635051.pdf,http://dx.doi.org/10.29040/ijebar.v3i04.726,,10.29040/ijebar.v3i04.726,2997162371,,0,001-336-722-734-301; 011-285-002-883-478; 012-886-755-613-026; 025-174-565-204-658; 032-982-733-353-02X; 047-942-144-825-920; 059-385-041-729-473; 061-518-999-790-975; 070-217-748-853-166; 075-875-563-512-070; 122-804-044-502-705; 123-966-222-319-54X; 148-258-686-342-684; 150-432-114-080-925,2,true,cc-by,gold
106-329-264-045-390,CONCRETISATION OF THE PRINCIPLE OF SUSTAINABLE FINANCE IN THE BANKING SECTOR LEGISLATION IN INDONESIA: LON FULLER EIGHT DESIDERATA APPROACH,2019-12-27,2019,journal article,Veritas et Justitia,24604488; 24600555,Veritas et Justitia,,Reka Dewantara; Bimarceline Agatha,"<jats:p>This article aims is to explores an issue where  Sustainable finance itself is a form of embodiment in Article 33 paragraph (4) of the 1945 Constitution of the Republic of Indonesia that the national economy is organized based on several principles, one of which is sustainable principles by maintaining a balance and unity of the national economy. Thus Article 33 paragraph (4) of the 1945 Constitution of the Republic of Indonesia is a juridical basis of sustainable finance that promotes a sustainable financial system. The research methodology was an integration of empirical juridical research methods and interpretation of the normative method results. The results indicated that with the involvement of banks in implementing sustainable finance, banks must be selective in granting credit to debtors by setting conditions that are following bank policies. Because basically, sustainable finance activities do not harm the community, it creates justice for the community based on the constitutional rights of citizens to get a decent life. In the concept of sustainable finance, economic sustainability includes several criteria in carrying out credit risk analysis, including sustainability of resources, the sustainability of results and sustainability of the business.</jats:p>",5,2,421,446,Constitution; Paragraph; Legislation; Sustainability; Sustainable development; Harm; Economic Justice; Business; Scope (computer science); Economics; Interpretation (philosophy); Normative; Finance; Economic system,,,,,https://core.ac.uk/download/pdf/290052663.pdf,http://dx.doi.org/10.25123/vej.3626,,10.25123/vej.3626,,,0,,0,true,cc-by,gold
106-675-439-511-472,CSR in the Coffee Industry: Sustainability Issues at Nestlé-Nespresso and Starbucks,,2014,journal article,Journal of European Management & Public Affairs Studies,21991618,Technische Hochschule Wildau,,Lisa Hamann; Kaya Luschnat; Stephanie Niemuth; Paulina Smolarz; Svenja Golombek,"The coffee sector’s active engagement with sustainability issues appears to be a relatively new phenomenon. Even newer is the necessity to deal with recycling and waste. Next to the waste produced by the “coffee to go” mobile drinking culture and coffee bars, the popularity of coffee capsules – i.e. single-use contrainers made of metal or plastics – is creating mountains of waste unknown to the traditional method of brewing coffee. The pioneer in this premium coffee sector has been Nespresso, a subsidiary and brand of the Swiss company Nestle. Many other companies – from discount retailers to big-brand coffee shop chains like Starbucks – have copied Nespresso’s machine-and-capsule concept, adding to both the popularity and the waste problem. Next to the problem of waste production, coffee companies are addressing the problem of ethical sourcing. A key but by no means the only element is sourcing via “fair trade” schemes. Assuming that finding answers to these sustainability challenges can have a crucial impact on future sales, this article sets out to analyse and compare coffee companies’ sustainability programmes, using the examples of Nespresso and Starbucks. It finds that both firms engage in rather similar activities, but some critical differences can be identified. Both firms have a successful record in ethical sourcing. Both have not yet developed convincing waste solutions. Nespresso’s insistence on using aluminium for its capsules remains a critical issue. Keywords: Aluminium, coffee, consumers, Corporate Social Responsibility (CSR), environment, ethics, Nestle, Nespresso, recycling, Most Similar Systems Design (MSSD), sourcing, Starbucks, sustainability, waste FULL TEXT PDF only in English (toggle language: upper right hand corner)",2,1,31,36,Engineering; Corporate social responsibility; Element (criminal law); Drinking culture; Popularity; Waste production; Coffee shop; Fair trade; Commerce; Sustainability,,,,,https://opus4.kobv.de/opus4-th-wildau/frontdoor/index/index/docId/368 https://opus4.kobv.de/opus4-th-wildau/files/368/43-178-1-PB.pdf https://core.ac.uk/download/33985483.pdf,http://dx.doi.org/10.15771/2199-1618_2014_2_1_5,,10.15771/2199-1618_2014_2_1_5,1485315224,,0,,5,true,cc-by,hybrid
107-046-535-025-997,Mind the gap: The interplay between external and internal actions in the case of corporate social responsibility,2016-02-04,2016,journal article,Strategic Management Journal,01432095; 10970266,Wiley,United States,Olga Hawn; Ioannis Ioannou,"Research summary: We explore the effect of the interplay between a firm's external and internal actions on market value in the context of corporate social responsibility (CSR). Specifically, drawing from the neo-institutional theory, we distinguish between external and internal CSR actions and argue that they jointly contribute to the accumulation of intangible firm resources and are therefore associated with better market value. Importantly, though, we find that, on average, firms undertake more internal than external CSR actions, and we theorize that a wider gap between external and internal actions is negatively associated with market value. We confirm our hypotheses empirically, using the market-value equation and a sample comprising 1,492 firms in 33 countries from 2002 to 2008. Finally, we discuss implications for future research and practice.; ; Managerial summary: Companies often accumulate intangible assets by taking internally and externally oriented CSR actions. Contrary to popular beliefs, the data show that they undertake more internal than external ones: firms do more and communicate less. How does a potential gap (i.e., a misalignment) between internal and external CSR actions affect a firm's market value? We find that although together (the sum of) internal and external actions are positively associated with market value, a wider gap has negative implications. In other words, firms do not realize the full benefits of their internal actions when such actions are not externally communicated to key stakeholders, and to the investment community in particular. This negative association with market value is particularly salient in CSR-intensive and the natural resources and extractives industries.",37,13,2569,2588,Corporate social responsibility; Business; Market value; Investment (macroeconomics); Context (language use); Natural resource; Affect (psychology); Public relations; Industrial organization; Sample (statistics); Legitimacy,,,,,https://EconPapers.repec.org/RePEc:bla:stratm:v:37:y:2016:i:13:p:2569-2588 http://lbsresearch.london.edu/id/eprint/663/ https://dialnet.unirioja.es/servlet/articulo?codigo=5741187 https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.2464 https://ideas.repec.org/a/bla/stratm/v37y2016i13p2569-2588.html http://onlinelibrary.wiley.com/doi/10.1002/smj.2464/full https://core.ac.uk/download/76979223.pdf,http://dx.doi.org/10.1002/smj.2464,,10.1002/smj.2464,2664183426,,0,001-355-672-395-009; 001-395-731-565-546; 002-929-446-634-493; 003-487-812-259-234; 003-575-763-136-333; 006-292-752-730-694; 008-803-892-988-704; 008-823-758-105-34X; 010-025-615-914-591; 010-062-750-133-061; 010-337-643-384-05X; 010-360-519-122-322; 012-444-398-749-153; 012-776-805-086-977; 014-343-045-734-116; 015-271-876-692-523; 015-356-723-761-324; 015-377-109-055-06X; 017-712-688-084-444; 019-785-607-877-590; 019-806-548-132-918; 019-879-423-560-879; 023-960-508-678-65X; 026-426-956-335-924; 026-574-703-950-94X; 027-208-805-619-111; 032-796-113-665-744; 033-445-837-262-66X; 034-876-878-504-355; 039-133-419-285-573; 039-229-040-140-43X; 039-676-169-438-186; 042-028-762-478-755; 043-837-358-117-145; 044-292-715-122-487; 044-587-713-594-446; 050-087-350-987-684; 051-974-821-573-208; 053-195-536-333-811; 053-690-397-234-837; 054-572-975-803-456; 054-701-707-833-69X; 055-127-219-449-931; 055-212-937-914-128; 059-029-156-049-151; 059-031-301-002-994; 061-188-247-172-016; 061-641-168-517-955; 062-639-078-692-913; 064-091-717-837-982; 064-116-058-215-538; 064-786-623-022-10X; 064-921-422-549-318; 066-400-343-948-766; 067-248-382-986-442; 068-512-662-867-903; 071-155-607-138-623; 073-113-971-455-905; 073-592-840-254-362; 078-108-465-963-590; 079-917-110-928-338; 080-877-578-538-900; 080-969-240-487-809; 082-816-504-212-645; 083-532-334-168-814; 085-138-666-150-298; 089-020-774-090-124; 089-621-912-811-772; 091-336-357-638-147; 091-486-728-977-644; 093-501-575-801-933; 094-003-535-411-935; 103-088-866-060-404; 104-329-404-127-628; 108-977-113-995-282; 112-697-718-860-231; 116-576-887-981-522; 118-502-157-753-318; 125-196-730-761-830; 126-219-645-947-097; 131-180-572-109-097; 152-802-601-480-377; 159-592-129-993-014; 162-290-133-902-677; 179-608-372-698-452,220,true,cc0,green
107-126-362-566-313,Communities' Perception and Expectations of CSR: Implication for Corporate-Community Relations,,2020,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"Corporate social responsibility (CSR) has over time been a subject of cumulative interest among academics and business practitioners. This paper contributes to the discourse on CSR in the context of the Nigerian oil industry with regard to corporate-community relations. It specifically constitutes an assessment of CSR initiatives by multinational corporations (MNC) operating in the Niger Delta region and their impact on the traditional livelihoods of local communities. This study examines community perceptions, expectations and seeks to interpret the relationship between the host communities and the MNCs. This paper adopts a qualitative methodological approach, it provides empirical data through the use of twenty-eight semi-structured interviews and three focus groups. This is significant given that most of the research conducted into CSR in this region have been limited to descriptive and extensive theoretical explanations. Findings from the research suggest that the relationship between the host communities and the MNCs is a very complex one. The host communities perceive the MNCs as being unfair, insensitive to the plights, neglecting their responsibilities towards them and not meeting their expectations. It therefore concludes that the negative impacts of oil extractive activities on the local communities have triggered conflict and constant dissatisfaction with the MNC. Their expectation is that of mutual positive benefit. Keywords: Corporate Social Responsibility, Niger Delta, Multinational corporation, host communities DOI: 10.7176/EJBM/12-18-03 Publication date:June 30th 202",,,,,,,,,,https://core.ac.uk/download/pdf/327151373.pdf,http://dx.doi.org/10.7176/ejbm/12-18-03,,10.7176/ejbm/12-18-03,,,0,,0,true,cc-by,hybrid
107-611-115-725-03X,Consumers’ perceived corporate social responsibility evaluation and support: The moderating role of consumer information:,2018-11-28,2018,journal article,Tourism Economics,13548166; 20440375,SAGE Publications,United Kingdom,Montserrat Boronat-Navarro; José Antonio Pérez-Aranda,This study analyzes how consumers’ evaluations of various dimensions of corporate social responsibility (CSR) affect their support of it and how consumers’ searches for CSR information influence su...,25,4,613,638,Corporate social responsibility; Business; Marketing; Tourism; Consumer information; Affect (psychology),,,,Generalitat Valenciana,https://www.cabdirect.org/cabdirect/abstract/20193349706 https://dialnet.unirioja.es/servlet/articulo?codigo=6927751 https://journals.sagepub.com/doi/10.1177/1354816618812297 http://repositori.uji.es/xmlui/bitstream/10234/181000/1/63501.pdf http://repositori.uji.es/xmlui/handle/10234/181000 http://journals.sagepub.com/doi/10.1177/1354816618812297 https://ideas.repec.org/a/sae/toueco/v25y2019i4p613-638.html https://core.ac.uk/download/186468627.pdf,http://dx.doi.org/10.1177/1354816618812297,,10.1177/1354816618812297,2901994143,,0,000-762-088-936-437; 002-157-499-382-464; 003-058-216-451-849; 004-437-344-009-103; 004-565-611-568-193; 009-024-987-910-508; 009-299-623-546-736; 009-446-914-551-188; 009-962-964-072-733; 010-260-594-255-856; 010-389-684-051-563; 013-145-762-224-078; 014-675-727-384-257; 015-999-921-788-017; 016-260-510-228-972; 016-578-204-616-31X; 017-833-588-283-834; 017-973-147-985-368; 019-806-548-132-918; 020-008-556-438-73X; 020-352-380-542-922; 022-509-785-910-67X; 022-865-417-089-508; 024-208-010-945-520; 025-191-942-574-721; 025-401-621-173-479; 025-538-333-306-262; 026-209-927-957-424; 027-446-615-526-495; 029-422-236-762-187; 030-106-949-834-25X; 031-187-002-607-584; 031-641-346-296-844; 032-779-497-658-310; 033-171-354-077-456; 040-152-489-762-581; 041-899-839-540-965; 042-239-091-443-104; 043-605-651-281-566; 044-292-715-122-487; 044-866-201-382-732; 045-151-335-110-457; 045-728-676-532-934; 046-130-580-400-427; 046-909-844-344-457; 047-084-373-523-100; 047-460-128-505-546; 049-058-478-627-559; 049-887-646-343-079; 051-030-542-888-807; 052-688-460-015-970; 053-487-976-024-718; 055-127-219-449-931; 055-807-088-113-125; 057-726-555-355-181; 059-453-393-498-922; 059-539-673-842-764; 060-164-430-324-468; 061-032-025-769-668; 061-829-988-617-171; 064-091-717-837-982; 064-116-058-215-538; 064-887-383-288-381; 065-060-716-384-314; 066-495-639-068-164; 067-253-312-715-950; 067-948-732-472-781; 068-416-904-632-702; 069-533-155-665-652; 071-238-443-369-022; 072-907-146-920-609; 073-725-072-478-764; 075-945-628-035-860; 079-016-803-012-893; 079-018-009-131-149; 080-175-818-531-42X; 080-361-191-972-828; 082-426-271-997-838; 089-349-096-155-120; 089-633-715-075-778; 090-596-647-019-71X; 094-620-439-196-263; 095-559-081-054-215; 097-817-948-404-532; 098-499-705-830-532; 099-766-355-075-046; 101-441-009-512-48X; 101-960-240-604-154; 103-108-182-535-072; 105-932-077-397-876; 106-377-304-980-209; 107-274-748-521-438; 113-143-882-600-636; 117-404-452-177-864; 118-354-522-870-183; 119-103-123-583-523; 121-195-620-677-195; 122-937-778-784-122; 126-169-065-725-508; 128-635-457-397-791; 131-115-701-211-143; 131-294-950-045-808; 131-761-546-014-209; 131-874-649-335-970; 134-865-735-551-121; 135-785-693-934-39X; 135-963-905-916-898; 136-574-029-697-505; 137-127-338-350-689; 139-119-876-531-586; 150-213-182-788-060; 150-739-442-590-808; 150-756-983-846-92X; 152-889-070-160-749; 156-353-543-206-832; 158-212-236-237-720; 159-592-129-993-014; 162-290-133-902-677; 171-147-234-182-212; 178-347-732-094-080; 179-373-675-161-480; 182-867-587-691-99X; 185-050-475-065-604,13,true,cc0,green
107-977-201-221-993,How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust,2018-05-02,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Carolina Serrano Archimi; Emmanuelle Reynaud; Hina Mahboob Yasin; Zeeshan Bhatti,"This study examines to what extent perceived corporate social responsibility (CSR) reduces employee cynicism, and whether trust plays a mediating role in the relationship between CSR and employee cynicism. Three distinct contributions beyond the existing literature are offered. First, the relationship between perceived CSR and employee cynicism is explored in greater detail than has previously been the case. Second, trust in the company leaders is positioned as a mediator of the relationship between CSR and employee cynicism. Third, we disaggregate the measure of CSR and explore the links between this and with employee cynicism. Our findings illustrate that the four distinct dimensions of CSR of Carroll (economic, legal, ethical, and discretionary) are indirectly linked to employee cynicism via organizational trust. In general terms, our findings will help company leaders to understand employees’ counterproductive reactions to an organization, the importance of CSR for internal stakeholders, and the need to engage in trust recovery.",151,4,907,921,Business ethics; Corporate social responsibility; Psychology; Social exchange theory; Perception; Quality of Life Research; Cynicism; Organizational trust; Social psychology,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7370316 https://philpapers.org/rec/SERHPC https://ideas.repec.org/a/kap/jbuset/v151y2018i4d10.1007_s10551-018-3882-6.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:151:y:2018:i:4:d:10.1007_s10551-018-3882-6 https://hal-amu.archives-ouvertes.fr/hal-01796415 https://researchportal.port.ac.uk/portal/files/13451838/BHATTI_cright_How_perceived_corporate_social_responsibility_affects_employee_cynicism.pdf https://puredev.port.ac.uk/en/publications/how-perceived-corporate-social-responsibility-affects-employee-cy https://link.springer.com/article/10.1007/s10551-018-3882-6 https://core.ac.uk/download/195277651.pdf,http://dx.doi.org/10.1007/s10551-018-3882-6,,10.1007/s10551-018-3882-6,2802789794,,0,000-600-969-743-668; 001-100-698-335-608; 002-283-044-595-647; 002-760-851-928-056; 003-636-305-306-995; 003-959-107-886-761; 004-580-657-906-165; 006-174-433-547-406; 007-699-515-339-844; 008-393-841-235-455; 008-596-336-114-37X; 009-024-987-910-508; 009-292-371-162-047; 009-404-783-137-001; 011-191-859-195-028; 012-174-374-355-638; 013-665-483-040-275; 013-936-105-074-541; 014-444-105-433-546; 014-904-025-590-079; 017-492-045-801-882; 020-358-973-149-672; 020-704-026-567-488; 021-229-270-784-384; 021-515-628-349-65X; 022-860-465-855-577; 025-724-556-647-792; 026-033-019-788-016; 028-726-000-648-771; 029-066-810-064-917; 029-671-905-945-026; 029-831-033-600-142; 030-008-361-199-727; 031-205-267-338-101; 032-587-781-576-199; 033-171-354-077-456; 034-574-477-918-019; 035-485-649-808-871; 035-775-008-948-757; 039-477-690-947-254; 040-762-255-974-774; 041-801-557-705-882; 041-883-317-402-665; 042-303-210-192-488; 043-005-206-942-689; 043-308-275-964-687; 043-486-855-938-524; 043-682-295-217-574; 043-927-835-324-825; 044-435-215-668-454; 046-280-044-764-765; 048-507-740-211-319; 051-416-036-645-257; 053-250-277-306-550; 053-744-743-261-135; 055-127-219-449-931; 056-277-814-200-268; 056-592-784-253-78X; 057-542-588-400-392; 062-110-807-031-390; 062-557-613-309-738; 064-116-058-215-538; 068-528-726-202-908; 068-711-224-207-448; 070-273-057-201-456; 070-945-989-071-443; 073-411-143-999-857; 074-191-087-043-002; 076-257-896-533-812; 077-014-216-323-396; 077-967-344-046-357; 083-188-577-535-738; 083-585-439-733-516; 083-826-637-958-550; 084-132-356-677-672; 084-850-103-393-563; 086-192-193-330-056; 090-811-385-585-955; 091-126-046-373-545; 095-351-316-267-619; 096-042-614-714-998; 098-184-377-325-118; 102-205-242-946-825; 103-013-458-177-228; 104-248-533-696-611; 104-303-239-152-807; 107-202-075-673-054; 109-102-829-309-641; 112-038-783-349-705; 115-373-591-444-545; 119-626-887-281-560; 124-771-438-841-894; 125-815-462-146-865; 125-871-275-385-488; 130-503-043-268-081; 131-592-185-424-338; 134-274-730-086-908; 134-287-809-759-215; 135-717-138-612-389; 136-454-765-203-984; 136-574-029-697-505; 139-101-567-335-455; 142-594-270-050-762; 144-533-113-289-888; 153-972-102-430-103; 159-452-444-252-73X; 159-592-129-993-014; 162-282-857-062-757; 163-529-639-649-240; 166-837-122-617-960; 170-179-989-648-316; 170-978-164-888-578,117,true,,green
108-110-010-284-443,Small and Medium Enterprises in the Sustainable Supply Chain: A Review,2019-08-06,2019,journal article,Periodica Polytechnica Social and Management Sciences,15873803; 14163837,Periodica Polytechnica Budapest University of Technology and Economics,Hungary,Fetter Barbara,"<jats:p>The aim of this paper is to provide a literature review and a summary of the role of small- and medium sized enterprises (SME) in green- and sustainable supply chains using a comprehensive review of the literature. After introducing the most important notions relating to sustainable supply chains and the survey methodology, a detailed analysis of scientific publications describing various issues related to SMEs and their role in green/sustainable supply chains will be presented. Results show the most important focus areas addressed and methodologies used in the literature, as well as a list of potential research questions still unanswered in this important topic.</jats:p>",27,2,154,163,Business; Sustainable supply chain; Industrial organization; Small and medium-sized enterprises,,,,,https://pp.bme.hu/so/article/download/12564/8442 https://core.ac.uk/download/236628365.pdf,http://dx.doi.org/10.3311/ppso.12564,,10.3311/ppso.12564,2968950621,,0,,3,true,,gold
108-771-737-734-626,An Analysis of Corporate Social Responsibility at Credit Line: A Narrative Approach,2007-05-26,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Michael Humphreys; Andrew D. Brown,"This article presents the results of an inductive, interpretive case study. We have adopted a narrative approach to the analysis of organizational processes in order to explore how individuals in a financial institution dealt with relatively novel issues of corporate social responsibility (CSR). The narratives that we reconstruct, which we label ‚idealism and altruism’, ‚economics and expedience’ and ‚ignorance and cynicism’ illustrate how people in the specific organizational context of a bank (‚Credit Line’1) sought to cope with an attempt at narrative imposition. In particular, our work exemplifies how people in organizations draw on shared discursive resources in order to make sense of themselves and their organizations. We illustrate how many people within the bank found it hard to integrate the normative case for CSR with their version of a narrative identity which had, and continued to be, centred on economic imperatives for new initiatives. Our article demonstrates both the value of the analysis of shared narratives, and represents an attempt to deal adequately with the polyphony of organizational voices, in case studies of CSR.",80,3,403,418,Business ethics; Corporate social responsibility; Sociology; Narrative; Value (ethics); Narrative identity; Ignorance; Cynicism; Sensemaking; Public relations,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=2716410 http://opus.bath.ac.uk/12029/ https://link.springer.com/article/10.1007%2Fs10551-007-9426-0 https://purehost.bath.ac.uk/ws/files/390088/JBE_BUS_1389_Third_submitted_version_27_03_07.pdf https://researchportal.bath.ac.uk/en/publications/an-analysis-of-corporate-social-responsibility-at-credit-line-a-n https://rd.springer.com/article/10.1007%2Fs10551-007-9426-0 https://philpapers.org/rec/HUMAAO-4 https://core.ac.uk/download/pdf/161909909.pdf,http://dx.doi.org/10.1007/s10551-007-9426-0,,10.1007/s10551-007-9426-0,1984390917,,0,000-192-117-894-933; 000-368-279-182-353; 001-108-363-472-682; 003-533-466-620-350; 010-137-420-730-422; 010-378-556-554-461; 011-053-763-750-458; 011-849-757-863-126; 014-311-996-782-280; 015-013-726-939-074; 020-065-491-549-359; 021-740-135-635-771; 025-069-372-741-217; 025-170-746-007-161; 028-113-857-457-18X; 030-707-343-018-681; 031-640-289-734-013; 033-025-753-354-072; 033-569-081-595-53X; 036-289-903-245-161; 038-890-595-583-934; 039-414-838-564-789; 042-526-331-856-197; 043-696-410-382-776; 043-769-439-069-50X; 047-496-664-326-140; 047-792-519-917-661; 048-183-580-298-671; 050-187-110-687-218; 051-038-380-412-107; 051-874-175-549-837; 055-127-219-449-931; 055-746-263-240-994; 056-803-918-029-466; 059-029-156-049-151; 060-772-162-347-063; 062-110-807-031-390; 063-440-504-091-01X; 063-640-672-478-586; 064-803-455-588-930; 065-818-748-034-593; 068-204-639-812-272; 072-800-020-279-115; 074-652-869-249-75X; 078-265-604-675-687; 079-093-155-130-152; 082-599-066-182-774; 082-815-961-326-23X; 084-576-012-535-950; 085-173-331-899-751; 086-222-599-424-559; 089-011-977-550-739; 091-977-988-414-828; 095-236-524-976-360; 096-020-164-702-270; 099-953-330-898-859; 107-274-748-521-438; 109-480-001-857-400; 114-146-853-009-804; 116-612-010-699-366; 118-790-017-770-828; 126-569-940-375-394; 127-452-874-226-004; 130-441-737-092-542; 131-180-572-109-097; 131-294-950-045-808; 132-476-163-597-527; 134-673-388-036-996; 142-489-947-319-045; 142-600-829-224-427; 151-737-772-776-418; 154-005-654-217-477; 154-028-051-370-861; 159-409-012-144-301; 159-592-129-993-014; 168-778-407-181-297; 171-208-471-058-078; 172-695-474-570-015; 174-280-354-349-146; 174-370-943-473-400; 177-763-916-924-989; 178-175-539-389-25X; 185-050-475-065-604; 187-746-548-399-41X; 188-800-812-031-333; 188-866-922-460-739; 196-267-458-916-610,113,true,,green
109-384-049-599-914,Communicating corporate social responsibility in a social world: The effects of company-generated and user-generated social media content on CSR attributions and scepticism,2018-10-22,2018,journal article,Journal of Marketing Management,0267257x; 14721376,Informa UK Limited,United Kingdom,Katherine Dunn; David Harness,"As companies rely on social media to communicate corporate social responsibility (CSR), the need to understand the implications of using this channel grows. This study explored such implications in the context of food retailers’ CSR. Drawing on attribution theory, it adopts a mixed method approach to explain how social media communication shapes CSR attributions and influences consumers' scepticism towards CSR. Results identify company-generated social media communication as an important antecedent of CSR attributions. It finds that attributions play a key role in determining the extent to which consumers interact with user-generated content (UGC), influencing whether it shapes their scepticism. The study offers several implications for academics and practitioners, extending current theoretical arguments related to the use of social media for CSR communication.",34,17-18,1503,1529,User-generated content; Corporate social responsibility; Attribution; Sociology; Skepticism; Content (Freudian dream analysis); Context (language use); Antecedent (grammar); Public relations; Social media,,,,,https://www.tandfonline.com/doi/full/10.1080/0267257X.2018.1536675 https://shura.shu.ac.uk/22778/ https://core.ac.uk/download/pdf/161527800.pdf,http://dx.doi.org/10.1080/0267257x.2018.1536675,,10.1080/0267257x.2018.1536675,2898513356,,0,000-144-815-651-131; 000-426-493-027-947; 000-930-012-526-482; 002-660-657-922-816; 003-139-286-046-077; 003-180-308-485-260; 006-080-230-736-840; 009-299-623-546-736; 009-550-919-418-052; 010-221-712-394-071; 011-057-105-680-492; 011-854-399-312-637; 012-282-209-304-800; 012-673-090-894-601; 012-805-278-438-570; 013-479-858-787-158; 014-359-002-658-113; 014-742-775-145-792; 016-322-456-937-17X; 016-983-994-149-312; 017-244-220-503-573; 019-697-380-222-302; 019-821-699-464-739; 020-364-087-581-058; 021-100-312-147-539; 021-167-559-137-996; 022-509-785-910-67X; 024-994-723-464-509; 030-340-149-172-935; 032-923-818-280-579; 033-171-354-077-456; 033-424-965-473-215; 034-779-423-192-004; 035-290-649-562-226; 037-432-604-768-320; 039-649-908-108-68X; 039-679-661-742-984; 039-740-352-992-613; 040-269-711-983-895; 040-941-216-468-661; 043-017-320-335-266; 043-563-903-149-084; 045-561-345-718-29X; 046-253-862-620-014; 049-530-876-515-882; 049-691-311-294-135; 050-096-591-453-629; 050-537-575-002-829; 051-134-895-616-555; 051-477-959-520-451; 055-378-288-379-961; 056-126-178-605-45X; 058-081-424-637-980; 059-655-841-929-307; 060-457-505-131-37X; 062-691-960-992-217; 065-326-183-536-340; 066-903-461-290-461; 067-253-312-715-950; 067-653-349-681-769; 070-333-914-596-58X; 070-753-847-282-249; 074-435-124-002-081; 077-259-603-541-356; 077-930-616-453-628; 082-585-108-238-91X; 082-846-258-394-101; 083-906-591-506-478; 084-300-817-776-80X; 088-049-228-430-614; 089-273-938-696-399; 091-299-017-275-554; 098-176-629-648-133; 100-897-764-718-448; 101-308-206-668-624; 104-184-371-691-569; 104-462-478-089-495; 105-043-711-451-850; 105-426-887-313-134; 109-881-515-874-360; 113-261-843-924-301; 126-311-274-562-842; 126-678-531-935-47X; 127-728-291-438-448; 131-723-224-615-944; 135-866-379-846-142; 137-065-001-214-939; 140-793-655-606-994; 147-541-610-392-375; 149-478-751-830-74X; 152-000-763-620-761; 156-500-934-696-522; 158-277-704-545-597; 161-358-365-474-925; 162-290-133-902-677; 167-591-058-252-440; 168-330-936-854-084; 168-879-290-481-204; 174-449-446-589-893; 174-471-746-238-834; 179-078-274-843-120,34,true,,green
109-608-363-178-181,Network position and identity: A language-based perspective on strategizing,,2014,journal article,Industrial Marketing Management,00198501,Elsevier BV,Netherlands,Daniel Schepis; Sharon Purchase; Nick C. Ellis,"This article explores processes of strategizing within business networks by showing how managers employ sensemaking to cope with network paradoxes. It takes the linguistic turn to analyze how participants discursively construct their organizations' identities and positions within a ‘designed’ network context. In doing so, the paper attempts to answer the research question posed so provocatively over a decade ago by Hakansson and Ford (2002): by exploring how companies interact in business networks. Our contribution is to show how firms interact by taking a language-based perspective on strategy to help understand the links between network, organizational and micro-levels of social construction. An in-depth discussion of a case study is presented, with particular emphasis on the identity-constructing processes affecting (and affected by) the positioning and strategizing of various network actors. We conclude by reflecting on the theoretical and practical contributions of our analysis, the latter focusing on tensions in Indigenous business development.",43,4,582,591,Sociology; Social constructionism; Construct (philosophy); Perspective (graphical); Identity (social science); Research question; Linguistic turn; Context (language use); Sensemaking; Knowledge management,,,,,http://dro.dur.ac.uk/12015/ https://dro.dur.ac.uk/12015/ https://research-repository.uwa.edu.au/en/publications/network-position-and-identity-a-language-based-perspective-on-str https://research-repository.uwa.edu.au/en/publications/network-position-and-identity-a-languagebased-perspective-on-strategizing(d24000d1-80db-423e-b7dc-c9dbff00b5b4)/export.html https://www.sciencedirect.com/science/article/pii/S0019850114000200 https://core.ac.uk/download/pdf/19908489.pdf,http://dx.doi.org/10.1016/j.indmarman.2014.02.009,,10.1016/j.indmarman.2014.02.009,2020851131,,0,001-701-846-183-33X; 002-236-047-950-745; 002-313-564-074-137; 003-993-882-268-189; 004-487-011-400-724; 005-174-916-293-272; 006-181-095-227-607; 006-811-079-489-854; 015-418-730-267-966; 018-452-727-747-879; 023-232-857-120-405; 026-567-979-322-906; 028-061-554-506-78X; 030-799-559-225-242; 031-931-389-318-56X; 032-382-765-374-299; 032-490-811-119-925; 034-226-350-032-949; 038-989-124-867-287; 038-993-348-608-569; 041-395-447-934-923; 043-941-012-565-004; 043-970-854-751-914; 047-103-891-708-472; 050-191-017-528-484; 051-698-639-409-198; 060-080-513-897-976; 068-054-758-822-456; 069-533-155-665-652; 072-323-574-576-593; 074-353-505-496-127; 074-828-415-381-816; 075-349-106-314-917; 077-567-241-057-683; 079-874-128-453-249; 081-215-930-586-682; 082-977-253-075-590; 083-419-261-440-48X; 084-222-875-835-993; 093-696-103-645-701; 100-335-772-481-546; 102-967-323-738-076; 103-340-538-698-152; 106-969-211-505-977; 110-309-926-544-567; 110-393-893-229-37X; 112-210-621-627-276; 113-280-050-217-90X; 113-327-905-867-066; 121-090-674-319-659; 127-834-212-072-249; 132-791-079-655-181; 134-443-179-638-09X; 138-175-032-268-298; 147-433-040-092-080; 150-657-129-848-105; 151-912-142-703-041; 155-145-034-413-187; 168-130-120-143-814; 175-557-860-891-312; 186-911-306-485-85X; 187-746-548-399-41X; 187-847-047-566-454; 191-493-400-765-665,18,true,,green
110-132-746-147-600,Skilful means – a Buddhist approach to social responsibility,2018-06-04,2018,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Mai Chi Vu,"The purpose of this paper is to explore the link between spirituality and corporate social responsibility (CSR) from a Buddhist perspective. The paper addresses critical issues in CSR and highlights how the concept of Buddhist skilful means can be applied to tackle such issues. Skilful means is highlighted among various Buddhist concepts because it represents a context-sensitive and practical approach that can be effectively applied in CSR practice.,The paper reviews scholarly conversations on the challenges faced by CSR in contemporary business management and justifies the application of Buddhist principles, especially skilful means, to tackle such issues. The paper draws upon a wide range of Buddhist teachings and Sutras to propose a Buddhist skilful means approach to CSR.,Studies show that CSR is a highly contextualised term. Its definition and implementation differ in various contexts. Buddhism is set apart from other religions by its flexibility in practice and contextualisation. Further, the non-attachment that sits at the heart of the skilful means allows the exploration of different CSR practices to respond effectively to local contexts.,The paper proposes practical means for CSR practices adopted from a number of Buddhist qualities and principles in response to challenges for the practice of CSR.,Buddhist concepts have yet to be discovered or included in major scholarly conversations because of their contradiction of some well-known Western concepts and theories. Skilful means, including the principle of non-attachment, is a Buddhist approach. This paper argues that skilful means is a good fit with CSR as it has practical applications that can address issues identified in relation to CSR and organisational management practices.",14,2,321,335,Corporate social responsibility; Sociology; Social responsibility; Set (psychology); Perspective (graphical); Contradiction; Flexibility (personality); Spirituality; Engineering ethics; Buddhism,,,,,https://dro.dur.ac.uk/24258/ https://core.ac.uk/display/151392233 https://www.emerald.com/insight/content/doi/10.1108/SRJ-05-2016-0084/full/pdf?title=skilful-means-a-buddhist-approach-to-social-responsibility https://www.emerald.com/insight/content/doi/10.1108/SRJ-05-2016-0084/full/html https://northumbria-test.eprints-hosting.org/id/document/267805 http://dro.dur.ac.uk/24258/ https://ideas.repec.org/a/eme/srjpps/srj-05-2016-0084.html https://researchportal.northumbria.ac.uk/en/publications/skilful-means-a-buddhist-approach-to-social-responsibility https://core.ac.uk/download/196576447.pdf,http://dx.doi.org/10.1108/srj-05-2016-0084,,10.1108/srj-05-2016-0084,2799900357,,0,000-772-061-134-441; 001-293-497-423-461; 002-042-432-359-884; 003-928-278-599-394; 006-083-664-120-932; 010-942-657-615-432; 011-014-841-990-528; 011-398-481-468-124; 013-315-906-124-869; 014-527-690-415-851; 017-722-013-337-190; 018-647-905-403-885; 019-428-023-160-195; 019-946-903-957-303; 020-307-538-869-456; 021-580-384-933-630; 025-748-855-537-274; 025-839-459-984-703; 028-705-210-113-406; 028-769-283-780-106; 029-886-928-948-850; 031-476-809-116-55X; 031-516-775-008-174; 032-236-798-988-638; 032-270-968-457-004; 032-749-763-601-337; 034-052-772-797-821; 034-310-700-054-710; 035-901-732-190-742; 036-128-782-411-196; 038-253-409-225-438; 038-905-562-362-691; 039-630-050-228-065; 040-353-104-002-17X; 041-481-850-421-82X; 042-867-384-620-028; 047-460-128-505-546; 049-397-240-211-736; 053-152-853-877-062; 054-182-649-208-375; 054-220-979-705-141; 054-387-797-951-290; 055-052-153-464-245; 055-127-219-449-931; 057-980-957-814-698; 062-398-302-795-841; 064-579-116-809-862; 066-581-516-016-111; 071-601-344-424-739; 073-428-865-374-008; 073-564-249-616-030; 074-473-763-656-601; 075-411-535-082-135; 076-100-506-906-893; 078-456-666-918-818; 083-272-797-520-409; 084-358-600-320-141; 084-597-886-002-007; 086-892-860-259-642; 087-193-517-092-13X; 088-621-193-063-117; 092-614-860-168-06X; 092-776-322-154-682; 095-368-630-418-279; 096-892-422-028-708; 098-263-366-051-460; 098-834-168-907-826; 100-287-493-525-864; 102-796-810-013-992; 105-966-225-718-383; 107-905-555-206-624; 108-587-733-502-588; 110-584-205-092-392; 113-500-739-255-641; 116-498-491-291-145; 116-802-600-158-612; 118-013-216-581-193; 120-510-357-463-00X; 124-307-186-010-269; 128-197-551-414-351; 128-388-306-409-788; 128-576-794-913-315; 130-469-528-394-856; 134-412-190-590-953; 136-665-762-156-182; 137-178-631-327-445; 140-290-675-590-761; 140-623-488-622-521; 154-868-290-010-996; 155-774-417-684-373; 155-879-175-881-390; 162-817-987-487-33X; 162-872-415-119-744; 166-801-315-837-623; 184-422-933-770-81X; 187-067-970-834-259; 188-588-010-561-716; 196-122-764-170-194; 196-833-487-408-547,5,true,,green
110-327-738-518-096,Water stewardship and corporate sustainability: a case study of reputation management in the food and drinks industry,2014-06-25,2014,journal article,Journal of Public Affairs,14723891; 14791854,Wiley,United States,Peter Jones; David Hillier; Daphne Comfort,"The aim of this paper is to provide an exploratory review of the extent to which some of the leading companies in the food and drinks industry are publicly addressing water stewardship as part of their corporate sustainability strategies. The paper begins with an introductory outline of the growing importance of water stewardship and a brief discussion of corporate sustainability. The paper draws its empirical material from the most recent information on water stewardship posted by the leading companies in the food and drinks industry's corporate websites. The findings reveal that the vast majority of the selected companies address a number of elements concerning water stewardship as part of their more general approach to corporate sustainability. However, corporate commitments to water stewardship can be interpreted as being driven as much by business imperatives as by any specific concerns for environmental sustainability or a genuine desire to maintain the viability and integrity of natural ecosystems. More critically, the authors suggest that the selected companies' commitments to water stewardship are framed within existing business models focused on technological improvements in eco-efficiency and continuing economic growth. The paper provides an accessible review of the water stewardship issues being pursued by the leading players in the food and drinks industry, and as such, it will interest academics, students, political commentators and business managers interested in water stewardship and corporate sustainability. Copyright © 2014 John Wiley & Sons, Ltd.",15,1,116,126,Eco-efficiency; Economics; Marketing; Corporate sustainability; Stewardship; Reputation management; Natural ecosystem; Public relations; Business model; Sustainability; Politics,,,,,https://EconPapers.repec.org/RePEc:rom:econmn:v:17:y:2014:i:2:p:358-372 https://ideas.repec.org/a/rom/econmn/v17y2014i2p358-372.html https://onlinelibrary.wiley.com/doi/full/10.1002/pa.1534 http://www.management.ase.ro/reveconomia/2014-2/13.pdf http://eprints.glos.ac.uk/1902/ https://core.ac.uk/download/29205380.pdf,http://dx.doi.org/10.1002/pa.1534,,10.1002/pa.1534,1607208092,,0,008-950-285-887-389; 011-384-520-631-370; 014-654-762-342-842; 016-411-180-460-079; 017-167-454-912-226; 017-397-954-264-388; 022-161-253-103-071; 024-272-109-814-420; 031-975-277-433-760; 032-213-417-749-309; 035-795-888-211-806; 036-287-134-444-991; 038-811-997-206-383; 046-085-571-396-390; 047-852-310-742-364; 051-047-908-650-897; 074-925-862-950-878; 090-983-551-345-684; 103-595-442-471-791; 120-798-467-642-004; 132-785-434-261-582; 133-040-971-553-599; 134-876-893-655-683; 135-930-663-570-626; 137-673-909-106-507; 149-829-768-285-065; 178-628-496-923-596; 192-686-919-049-283,26,true,,green
110-459-063-021-931,Sustainable-responsible tourism discourse – Towards ‘responsustable’ tourism,,2016,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Tanja Mihalič,"Despite several decades of academic and practical debate on tourism sustainability, its application in practice remains difficult. The dominant tourism discourse on sustainability (theory, seen as a concept) and responsibility (practice, understood as appropriate action) calls for a solid understanding of the process of how a responsible destination actually implements a sustainability agenda, which this paper aims to provide. In this context, we explore theoretical perspectives from political economics and behavioural economics to offer a well-reasoned integrated sustainability–responsibility model comprising three stages: Awareness, Agenda and Action. This Triple-A Model complements the sustainability indicators debate and provides advice on how to continuously implement the sustainability concept and move from market-value-led and environmentally laissez-faire tourism towards more environmental- and social-value-driven responsible tourism. In addition, this paper discusses the existing sustainability and responsibility nomenclatures and their use and contributes relevant conclusions on the current understanding of sustainability and responsibility in European and UNWTO practices. The term responsustable tourism is suggested to join two existing terms and demonstrate that the current understanding of responsible tourism behaviour is based on the concept of sustainable tourism.",111,,461,470,Corporate social responsibility; Ecotourism; Political science; Tourism; Sustainability organizations; Sustainable tourism; Economic growth; Social sustainability; Sustainability; Tourism geography; Environmental ethics,,,,,https://pubag.nal.usda.gov/catalog/6073239 https://www.sciencedirect.com/science/article/pii/S0959652614013596 https://www.sciencedirect.com/science/article/abs/pii/S0959652614013596 https://core.ac.uk/display/82571248 https://www.cabdirect.org/cabdirect/abstract/20163011009 https://core.ac.uk/download/pdf/82571248.pdf,http://dx.doi.org/10.1016/j.jclepro.2014.12.062,,10.1016/j.jclepro.2014.12.062,1989763974,,0,011-104-666-786-86X; 011-197-753-204-093; 014-750-041-903-048; 015-283-079-087-281; 017-702-553-083-031; 019-184-306-428-923; 026-895-802-475-205; 029-185-843-511-957; 039-593-089-490-511; 040-344-640-544-410; 042-029-259-630-769; 045-299-122-826-938; 045-706-829-939-835; 047-402-774-350-248; 048-928-132-214-829; 049-187-645-541-412; 049-210-508-713-92X; 058-024-459-639-096; 064-498-228-504-380; 067-709-496-111-272; 074-050-140-901-936; 074-831-830-747-376; 075-585-354-361-792; 077-764-112-591-161; 078-764-635-333-301; 079-172-913-108-209; 083-747-892-033-971; 085-242-823-169-794; 089-154-067-301-299; 104-997-719-935-674; 107-274-748-521-438; 111-309-614-141-378; 116-540-382-862-937; 118-118-471-522-079; 118-523-838-188-361; 119-096-422-135-779; 135-114-552-887-481; 139-716-246-090-638; 157-803-600-303-586; 161-825-705-465-161; 166-806-121-486-899; 174-105-614-540-185; 174-884-824-785-426; 182-867-587-691-99X; 199-010-591-452-996,226,true,cc-by-nc-nd,hybrid
110-892-442-747-668,Perceived corporate social responsibility performance in professional football and its impact on fan-based patronage intentions: an example from Chinese football.,2019-05-07,2019,journal article,International Journal of Sports Marketing and Sponsorship,14646668,Emerald,United Kingdom,Dongfeng Liu; Robert Wilson; Daniel Plumley; Xiaofeng Chen,"Purpose; This paper analyzes fans' perceptions of the CSR activities of a professional football club,; specifically whether or not perceived CSR performances are then likely to influence; patronage intentions of the fans in relation to the football club.; Methodology; The paper uses the example of a professional football club in China as a case study for data; analysis. Based on a sample of 451home team fans, analysis was conducted through; calculation of descriptive statistics, and exploratory factor analysis (EFA). Regression; analysis was conducted to determine the impact of perceived CSR performance on fan’s; patronage intentions.; Findings; The results revealed factor 3(“CSR to customer and employee”), and factor 4 (“Community; development and youth education”) were significantly predictive of all the three patronage; intention variables, i.e. repeat purchase, Word of Mouth, and merchandise consumption. In; addition, factor 2 (“charity”) would also affect merchandise consumption intention, but have; no effect on any other dimensions.; Originality/Value; A scale measuring perceived CSR performance in professional football clubs by the fans in; the Chinese context has been developed. In addition, we have identified that the two main CSR factors that would influence fans’ patronage intentions, i.e. ""CSR to the customer and; employee"" and ""community development and youth education"". Thus, if football clubs are to; use CSR strategically to leverage spend then it is these two areas that they should focus on; explicitly in relation to CSR activities. This paper adds value to an area that is currently; under-researched in respect of CSR activities in Chinese professional football.",20,2,353,370,Word of mouth; Corporate social responsibility; Psychology; Marketing; Exploratory factor analysis; Consumer behaviour; Accountability; Football; Descriptive statistics; Community development,,,,,https://shura.shu.ac.uk/23739/ https://www.emerald.com/insight/content/doi/10.1108/IJSMS-06-2018-0059/full/pdf?title=perceived-corporate-social-responsibility-performance-in-professional-football-and-its-impact-on-fan-based-patronage-intentions https://www.emeraldinsight.com/doi/full/10.1108/IJSMS-06-2018-0059 https://www.cabdirect.org/cabdirect/abstract/20203228971?q=(au%3a%22Plumley%2c+D.%22) https://www.emerald.com/insight/content/doi/10.1108/IJSMS-06-2018-0059/full/html https://core.ac.uk/download/pdf/186327660.pdf,http://dx.doi.org/10.1108/ijsms-06-2018-0059,,10.1108/ijsms-06-2018-0059,2916006157,,0,001-738-809-031-678; 005-726-797-185-06X; 007-776-858-933-42X; 008-155-335-331-379; 008-191-565-399-086; 014-904-025-590-079; 020-355-066-074-60X; 020-725-813-081-893; 022-337-081-479-967; 026-197-051-291-561; 028-174-789-071-670; 028-298-115-858-367; 031-843-392-377-456; 035-406-347-409-025; 035-714-761-111-499; 036-665-626-934-925; 040-710-112-678-316; 041-714-463-830-265; 043-605-651-281-566; 045-728-676-532-934; 046-345-788-717-640; 053-195-536-333-811; 055-127-219-449-931; 055-781-893-482-705; 057-963-282-781-183; 060-234-276-892-678; 060-328-649-901-344; 061-907-032-205-149; 063-468-133-968-058; 066-138-334-633-569; 069-237-356-974-498; 071-915-992-424-886; 074-473-763-656-601; 076-100-506-906-893; 082-349-983-449-147; 082-815-961-326-23X; 093-593-687-451-086; 094-620-439-196-263; 094-819-448-989-335; 102-037-134-351-920; 102-792-006-206-015; 102-865-757-713-469; 112-682-456-044-215; 113-998-633-023-771; 115-252-087-890-780; 115-491-461-797-42X; 115-979-310-992-542; 117-025-996-282-726; 118-044-328-847-437; 124-348-187-204-517; 127-797-631-238-506; 128-039-313-779-140; 135-785-693-934-39X; 147-777-072-867-660; 155-879-175-881-390; 167-034-656-163-737; 179-275-887-557-365; 183-674-987-078-591; 188-092-658-229-602,12,true,,green
110-992-916-009-682,Effects of corporate social responsibility on customer satisfaction and organizational attractiveness: A signaling perspective,2019-08-19,2019,journal article,Business Ethics: A European Review,09628770; 14678608,Wiley,United Kingdom,Qingyu Zhang; Mei Cao; Fangfang Zhang; Jing Liu; Xin Li,"In recent years, many researchers have attempted to determine the mechanisms of how corporate social responsibility (CSR) brings financial benefits to a firm. However, many chief financial officers (CFOs) throughout the world are uncertain about the strategic value of CSR, and no consensus has been reached on defining how CSR creates value. Drawing on signaling theory, we explore the effects of the multidimensional construct of CSR on organizational performance by examining the relationships among CSR, corporate reputation, customer satisfaction, and organizational attractiveness from the perspectives of both customers as well as job seekers. Consistent with the European Commission's view, CSR is defined as having three components: CSR for employees, CSR for customers, and CSR for social public welfare. Data are collected through an online survey of a convenient sample of 500 individuals from different organizations in China. Results indicate that corporate reputation plays a mediating role in the relationship between CSR and customer satisfaction and that between CSR and organizational attractiveness. Further, the impact mechanisms of the three components of CSR are different. For CSR for employees, both cognitive and affective reputation work as mediators, with the former playing a bigger mediating role than the latter. For CSR for customers, only cognitive reputation works as a mediator, whereas for CSR for social public welfare, only affective reputation works as a mediator. This study's findings show that the abovementioned relationships are more complex than previous studies have revealed. These insights provide guidelines for firms to better adjust their CSR strategies to improve customer satisfaction and organizational attractiveness.",29,1,20,34,Corporate social responsibility; Business; Marketing; Organizational performance; Construct (philosophy); Customer satisfaction; Value (ethics); Seekers; Attractiveness; Reputation,,,,National Natural Science Foundation of China,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3587861 https://dialnet.unirioja.es/servlet/articulo?codigo=7645053 https://philpapers.org/rec/ZHAEOC-6 https://onlinelibrary.wiley.com/doi/10.1111/beer.12243,http://dx.doi.org/10.1111/beer.12243,,10.1111/beer.12243,2969942588,,0,001-095-917-910-673; 005-898-783-744-773; 006-174-433-547-406; 008-067-721-725-042; 009-532-785-223-030; 009-581-717-251-460; 012-890-994-887-077; 014-877-343-687-975; 017-040-488-879-577; 019-023-102-549-558; 020-127-948-138-105; 020-768-846-023-171; 021-088-926-977-976; 023-838-345-816-990; 024-745-140-718-282; 027-190-019-234-342; 027-773-055-247-866; 030-302-183-393-080; 032-317-973-427-075; 032-773-354-169-483; 032-836-393-727-80X; 034-097-468-267-868; 034-259-979-660-337; 034-884-431-260-18X; 036-412-868-663-165; 037-019-550-150-269; 041-988-014-008-792; 042-588-718-064-075; 043-308-275-964-687; 045-004-139-736-081; 045-439-147-033-127; 047-460-128-505-546; 049-566-730-958-319; 050-698-489-956-308; 054-738-844-578-284; 055-127-219-449-931; 057-435-965-994-736; 060-571-945-430-102; 061-377-759-601-817; 062-676-459-808-361; 066-400-343-948-766; 069-812-074-076-671; 070-863-710-731-530; 071-488-239-632-796; 075-945-628-035-860; 079-215-497-947-085; 080-602-330-598-683; 082-168-578-466-776; 084-725-164-042-764; 085-649-144-257-594; 087-707-925-543-169; 091-889-110-669-03X; 100-247-500-705-18X; 103-677-632-250-120; 109-225-601-226-583; 110-745-024-321-648; 111-466-828-549-132; 112-920-738-489-889; 114-933-813-221-985; 116-013-792-771-582; 116-044-088-459-722; 116-964-805-506-416; 118-832-042-546-855; 119-674-193-775-263; 124-168-437-732-104; 128-197-551-414-351; 139-101-567-335-455; 148-792-033-641-02X; 149-905-710-823-387; 155-879-175-881-390; 163-129-887-298-934; 166-204-621-970-742; 168-267-541-842-637; 192-389-272-784-584,62,false,,
111-198-723-519-828,Voluntary Corporate Social Responsibility Reporting: A Study of Early and Late Reporter Motivations and Outcomes,2016-03-01,2016,journal article,Journal of Management Accounting Research,15588033; 10492127,American Accounting Association,United States,Alnoor Bhimani; Hanna Silvola; Prabhu Sivabalan,"ABSTRACT: Neo-institutional logics for the early adoption of innovations are often argued as more authentic than for late adopters. To what extent might this be so in relation to corporate social responsibility reporting (CSRR)? We specifically focus on neo-institutionalist perspectives with an emphasis on isomorphism (DiMaggio and Powell 1983) to illustrate alternative motivations and verify our hypotheses using a mixed-methods approach (survey data and field evidence from five organizations). We find that the rationale for early reporters entails a financial pragmatism that is absent in current debates surrounding corporate social responsibility (CSR). We also show that normative and coercive isomorphism interplay among early adopters to drive their adoption decision over time, and these facilitate the generation of different strategic postures to placate key external stakeholders. This contrasts with prior studies that have mainly argued for mimetic and normative isomorphism to dominate the decision to...",28,2,77,101,Early adopter; Corporate social responsibility; Sociology; Pragmatism; Survey data collection; Normative isomorphism; Coercive isomorphism; Public relations; Normative; Isomorphism (sociology),,,,,https://aaajournals.org/doi/10.2308/jmar-51440 https://doi.org/10.2308/jmar-51440 http://eprints.lse.ac.uk/65762/ https://research.aalto.fi/fi/publications/voluntary-corporate-social-responsibility-reporting-a-study-of-early-and-late-reporter-motivations-and-outcomes(c3c53e9f-1d36-4b5a-afe1-3cd10feb3b18).html https://core.ac.uk/display/35438600 https://research.aalto.fi/en/publications/voluntary-corporate-social-responsibility-reporting-a-study-of-ea https://research.aalto.fi/en/publications/voluntary-corporate-social-responsibility-reporting-a-study-of-early-and-late-reporter-motivations-and-outcomes(c3c53e9f-1d36-4b5a-afe1-3cd10feb3b18)/export.html https://meridian.allenpress.com/jmar/article/28/2/77/80830/Voluntary-Corporate-Social-Responsibility https://core.ac.uk/download/35438600.pdf,http://dx.doi.org/10.2308/jmar-51440,,10.2308/jmar-51440,2301420657,,0,000-327-385-252-916; 000-417-146-642-641; 000-683-548-715-497; 001-309-276-701-169; 001-641-591-592-307; 002-747-488-516-455; 003-089-105-705-22X; 005-270-284-390-356; 006-768-219-622-004; 007-837-067-481-910; 009-003-430-004-337; 009-112-965-527-524; 013-315-906-124-869; 014-884-523-000-865; 015-166-696-184-05X; 015-271-876-692-523; 017-147-261-575-907; 018-606-075-915-716; 018-633-424-296-938; 019-326-675-528-760; 019-524-814-485-631; 020-127-948-138-105; 020-238-467-434-087; 020-975-330-516-399; 021-557-387-566-009; 022-512-643-506-628; 025-078-459-556-772; 025-450-255-605-681; 026-329-930-617-662; 027-208-805-619-111; 027-367-540-779-918; 028-584-301-628-597; 029-146-710-020-001; 029-348-557-887-535; 030-458-780-085-60X; 030-475-929-639-100; 032-587-781-576-199; 033-445-837-262-66X; 033-909-936-100-554; 038-434-892-004-629; 039-290-997-043-073; 039-898-061-324-949; 040-344-640-544-410; 041-988-014-008-792; 044-743-973-370-23X; 049-241-072-545-647; 051-910-264-133-943; 051-974-821-573-208; 052-802-334-885-429; 054-512-588-964-669; 054-557-410-034-762; 055-052-153-464-245; 056-505-335-399-152; 057-515-729-759-283; 058-785-765-016-141; 059-519-145-470-081; 060-901-733-290-311; 061-032-025-769-668; 061-829-988-617-171; 061-983-819-386-718; 062-110-807-031-390; 064-145-275-292-399; 064-438-261-806-271; 064-786-623-022-10X; 065-521-345-163-596; 066-011-924-843-664; 066-205-007-792-690; 066-557-211-869-797; 069-540-866-933-516; 071-051-554-561-412; 073-058-605-500-754; 073-241-168-362-757; 074-831-830-747-376; 076-562-453-892-155; 078-108-465-963-590; 079-292-247-526-658; 079-529-841-106-851; 079-759-089-173-274; 081-007-053-223-233; 082-516-285-361-91X; 082-710-299-136-368; 083-290-539-960-451; 084-577-545-244-536; 084-725-164-042-764; 085-448-859-591-579; 090-722-107-471-216; 091-479-412-378-340; 093-922-172-700-658; 095-105-120-457-839; 096-875-838-615-143; 099-177-733-876-540; 103-469-633-663-65X; 107-077-724-627-42X; 115-482-499-323-938; 115-702-617-624-11X; 116-467-819-785-092; 118-750-468-004-464; 119-957-644-085-799; 123-135-143-033-968; 123-242-545-379-340; 123-694-573-650-975; 125-883-517-704-41X; 128-812-734-162-072; 129-603-367-329-525; 134-895-603-560-322; 141-080-198-752-49X; 141-430-995-911-980; 144-170-450-034-608; 146-129-256-201-60X; 150-756-983-846-92X; 151-737-772-776-418; 156-208-441-443-940; 161-882-507-451-819; 169-336-317-831-32X; 171-882-404-515-376; 179-380-306-675-238; 181-111-130-406-363; 181-398-343-204-694; 182-867-587-691-99X; 188-264-321-012-801; 192-046-895-044-465; 193-107-258-263-342; 194-102-486-871-861,23,true,,green
111-387-912-309-750,An Investigation into the Business Social Responsibility of Micro Enterprises in South Africa,2014-03-01,2014,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Annikie Morongwa Ramasobana; Olawale Fatoki,"The purpose of this study was to examine the business social responsibility of micro enterprises in Mankweng, Limpopo Province, South Africa. The study had three objectives. (1) to investigate the attitudes of micro enterprises towards business social responsibility (2) to investigate the practice of business social responsibility by micro enterprises and (3) to analyse the barriers to the practice of business social responsibility by micro enterprises. Data was collected through the use of self-administered questionnaires in a survey. Univariate statistics was used for data analysis. The results indicated that micro enterprises have a positive attitude towards business social responsibility. In addition, the results indicated that the majority of micro enterprises are weak in community and environmental responsibility. Cost and limited information are the major constraints to the practice of BSR by micro enterprises. Recommendations to improve the practice of business social responsibility by micro enterprises are suggested. DOI: 10.5901/mjss.2014.v5n3p283",5,3,283,283,Corporate social responsibility; Business; Marketing; Positive attitude; Economic growth,,,,,https://www.richtmann.org/journal/index.php/mjss/article/download/2143/2130 https://www.mcser.org/journal/index.php/mjss/article/view/2143 https://www.mcser.org/journal/index.php/mjss/article/download/2143/2130 https://www.richtmann.org/journal/index.php/mjss/article/view/2143 https://core.ac.uk/download/pdf/228528815.pdf,http://dx.doi.org/10.5901/mjss.2014.v5n3p283,,10.5901/mjss.2014.v5n3p283,1980382325,,0,003-575-763-136-333; 011-398-481-468-124; 011-667-635-148-282; 022-867-604-979-425; 050-056-540-406-877; 052-217-883-580-938; 062-110-807-031-390; 071-201-140-195-548; 103-461-600-490-24X; 108-809-280-622-368; 108-826-893-428-597; 112-583-390-831-65X; 124-850-425-253-992; 127-356-618-215-912,5,true,cc-by,hybrid
111-528-429-440-35X,"Environmental, social and governance disclosures in Europe",2015-05-05,2015,journal article,"Sustainability Accounting, Management and Policy Journal",20408021; 2040803x,Emerald,United Kingdom,Mark Anthony Camilleri,"Purpose – The purpose of this paper is to shed light on the European Union’s (EU) latest regulatory principles for environmental, social and governance (ESG) disclosures. It explains how some of the EU’s member states are ratifying the EU Commission’s directives on ESG reporting by introducing intelligent, substantive and reflexive regulations. Design/methodology/approach – Following a review of EU publications and relevant theoretical underpinnings, this paper reports on the EU member states’ national policies for ESG reporting and disclosures. Findings – The EU has recently revised a number of tools and instruments for the reporting of financial and non-financial information, including the EU’s modernisation directive, the EU’s directive on the disclosure of non-financial and diversity information, the EU Energy Efficiency Directive, the European pollutant release and transfer register, the EU emission trading scheme, the integrated pollution prevention and control directive, among others. Practical imp...",6,2,224,242,Emissions trading; Accounting; Corporate social responsibility; Political science; Commission; Directive; Sustainability reporting; European union; Corporate governance; Sustainability,,,,,https://www.academia.edu/11050370/Environmental_Social_and_Governance_Disclosures_in_Europe https://www.emeraldinsight.com/doi/abs/10.1108/SAMPJ-10-2014-0065 https://www.um.edu.mt/library/oar/handle/123456789/10464 https://www.emerald.com/insight/content/doi/10.1108/SAMPJ-10-2014-0065/full/html https://www.um.edu.mt/library/oar/bitstream/123456789/10464/1/ESG%20reporting%20in%20Europe.pdf https://www.emerald.com/insight/content/doi/10.1108/SAMPJ-10-2014-0065/full/pdf?title=environmental-social-and-governance-disclosures-in-europe https://core.ac.uk/download/46603953.pdf,http://dx.doi.org/10.1108/sampj-10-2014-0065,,10.1108/sampj-10-2014-0065,2024737984,,0,000-766-858-119-272; 008-672-671-619-57X; 009-491-947-333-905; 026-743-906-503-095; 029-254-815-761-592; 037-353-375-246-59X; 040-199-269-457-823; 047-460-128-505-546; 050-556-258-097-08X; 055-927-829-013-436; 057-926-084-423-868; 063-446-953-223-740; 074-329-431-014-307; 098-196-396-104-239; 107-274-748-521-438; 108-378-199-881-731; 113-045-304-676-082; 169-589-600-359-476; 185-647-968-928-57X; 196-282-597-044-627,86,true,,green
111-716-178-354-948,Decision-making and Managerial Behaviour Regarding Corporate Social Responsibility in the Case of Small and Middle-sized Companies,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Levente Bakos,"Abstract When discussing large companies, it is widely known that social responsibility became a form of self-regulation integrated in a business model. This paper presents the preliminary results of a study on Corporate Social Responsibility (CSR) in Small and Medium-sized Enterprises (SMEs) in Romania. This research emphasizes the gap between CSR behaviour of large and small firms, and between theory and practice in the case of the SMEs under study. The manager's knowledge about CSR is surveyed. Also, the way managers make decisions regarding social issues is thoroughly analyzed. The study focuses mostly on decisions regarding the responsibility related to employees, more particularly on occupational illnesses and health conditions. The research analyses if the CSR concept is used as a marketing/PR tool, or whether it is simply an irregular philanthropic act without any integration to the business strategy or to the core business processes. The research presented in the paper is based on a survey realized in a region from the centre of Romania. The studied sample consists of 300 enterprises.",124,,246,254,Business ethics; Corporate social responsibility; Business; Social responsibility; Marketing; Core business; Business model; Sample (statistics); Social issues; Strategic management,,,,,https://core.ac.uk/display/82286435 https://cyberleninka.org/article/n/566458 https://www.sciencedirect.com/science/article/pii/S187704281402031X http://www.sciencedirect.com/science/article/pii/S187704281402031X https://core.ac.uk/download/pdf/82286435.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.02.483,,10.1016/j.sbspro.2014.02.483,2056172985,,0,002-577-495-887-482; 019-285-892-443-992; 020-186-611-104-284; 026-026-019-734-59X; 035-390-317-597-201; 042-679-082-377-482; 043-806-610-336-736; 059-941-947-725-238; 072-202-389-416-714; 102-697-602-137-049; 123-497-007-799-916; 130-835-803-106-909; 139-538-350-296-418,6,true,,gold
112-168-536-839-796,An Innovative Model to Promote CSR among SMEs Operating in Industrial Clusters: Evidence from an EU Project,2010-03-17,2010,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Massimo Battaglia; Lara Bianchi; Marco Frey; Fabio Iraldo,"This paper presents the findings of our EU co-funded project, an idea developed to better understand the opportunities to formalize corporate social responsibility (CSR) practices for small and medium enterprises (SMEs) in a clustered system. Small companies often have to compete in a global market; for this reason, cooperation among SMEs, and with local stakeholders and intermediary institutions, might be facilitated by a collective answer to new market requests. Cooperation and social capital are key elements to facilitate trust amongst involved local actors. Moreover, they can also play a key role in the formalization of CSR policies and practices for small companies. In our project, we aimed at identifying and understanding the role of the ‘intermediary institutions’ (such as trade unions, local authorities, business consortia) in the cluster. Throughout the paper, we focus on the analysis of three industrial clusters in Tuscany (Italy).",17,3,133,141,Cluster (physics); Corporate social responsibility; Business; Marketing; Small and medium-sized enterprises; Social capital,,,,,https://ideas.repec.org/a/wly/corsem/v17y2010i3p133-141.html https://www.researchgate.net/profile/Marco_Frey/publication/229930759_An_Innovative_Model_to_Promote_CSR_among_SMEs_Operating_in_Industrial_Clusters_Evidence_from_an_EU_Project/links/00b4953a512330f2ca000000.pdf?disableCoverPage=true https://eprints.lancs.ac.uk/73581/ https://www.iris.sssup.it/retrieve/handle/11382/350823/1317/cooperate_accepted.pdf https://www.research.manchester.ac.uk/portal/en/publications/an-innovative-model-to-promote-csr-among-smes-operating-in-industrial-clusters-evidence-from-a-eu-project(e81e0499-5ee5-4260-98fb-5861e497183f).html https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.224 https://core.ac.uk/display/54932180 https://core.ac.uk/download/pdf/54932180.pdf,http://dx.doi.org/10.1002/csr.224,,10.1002/csr.224,1985244101,,0,011-001-798-053-359; 013-916-208-016-266; 015-114-944-606-449; 016-187-282-044-697; 028-584-705-102-911; 034-509-551-210-676; 035-556-471-787-086; 035-888-490-274-447; 037-995-661-784-617; 041-917-666-114-912; 046-287-295-820-612; 048-069-954-521-091; 048-299-829-069-167; 048-329-470-856-387; 048-465-439-386-643; 054-912-286-540-871; 055-578-396-454-486; 056-403-706-364-120; 061-983-819-386-718; 068-866-966-602-54X; 073-055-174-017-117; 076-590-599-359-204; 077-309-721-514-378; 077-670-968-270-712; 091-338-592-605-475; 101-299-425-939-891; 109-825-670-888-459; 122-068-609-968-324; 165-987-707-544-100; 190-286-406-563-724,124,true,,green
113-153-323-385-684,CSR in the aftermath of the financial crisis,2013-09-30,2013,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Linne Marie Lauesen,"Purpose – The purpose of this paper is to examine the literature of CSR before and in the aftermath of the financial crisis in 2008. The aim of the research question is to map out the consequences upon CSR derived from the crisis and to derive new principles of future CSR models to come consistent with the consequences of the financial crisis, and to suggest new research as well as policy-making possibilities to highlight the importance and necessary survival of CSR as an instrument for sustainable and financial progress. Design/methodology/approach – This paper uses a literature review of CSR prior to and after the financial crisis 2008, with an emphasis on academic papers published in peer-reviewed journals. Findings – The findings of the paper reveal that post-crisis CSR-models do not articulate anything that has not been mentioned before; however, they do strengthen former values of CSR, but still lack an overall formula of how the financial sector can adopt CSR in the core of their businesses, and tr...",9,4,641,663,Accounting; Corporate social responsibility; Political science; Financial crisis; Research question; Financial sector,,,,,https://www.emerald.com/insight/content/doi/10.1108/SRJ-11-2012-0140/full/pdf?title=csr-in-the-aftermath-of-the-financial-crisis https://www.emerald.com/insight/content/doi/10.1108/SRJ-11-2012-0140/full/html https://research.cbs.dk/en/publications/csr-in-the-aftermath-of-the-financial-crisis https://emeraldinsight.com/doi/abs/10.1108/SRJ-11-2012-0140 https://research-api.cbs.dk/ws/files/58873732/Linne_LAUESEN_2.pdf https://ideas.repec.org/a/eme/srjpps/v9y2013i4p641-663.html https://core.ac.uk/download/pdf/18298132.pdf,http://dx.doi.org/10.1108/srj-11-2012-0140,,10.1108/srj-11-2012-0140,2042111463,,0,000-149-911-270-980; 001-122-311-780-297; 003-156-680-358-292; 004-183-269-055-320; 005-202-439-504-051; 005-551-217-934-246; 006-648-940-022-016; 006-893-994-911-192; 009-330-909-912-677; 010-987-391-265-234; 011-104-666-786-86X; 013-500-955-910-596; 014-455-741-938-215; 014-886-180-478-443; 014-904-025-590-079; 015-360-712-480-094; 015-482-449-412-064; 015-853-161-571-728; 015-999-921-788-017; 016-411-180-460-079; 017-126-130-578-937; 018-050-925-533-351; 021-918-672-412-130; 022-319-106-761-215; 022-583-662-511-21X; 023-286-832-911-319; 023-933-310-973-668; 024-304-554-285-735; 025-030-671-433-726; 033-285-846-432-309; 035-556-471-787-086; 041-010-776-506-030; 041-140-406-361-028; 041-296-433-480-744; 042-057-386-287-017; 042-854-669-186-015; 043-952-503-566-451; 045-728-448-951-31X; 047-460-128-505-546; 050-187-110-687-218; 051-875-265-995-253; 053-235-285-847-415; 053-344-569-960-834; 054-493-436-652-868; 055-127-219-449-931; 055-152-654-090-964; 059-001-730-682-185; 062-110-807-031-390; 064-245-036-420-304; 069-533-155-665-652; 070-794-461-899-933; 072-752-524-486-456; 073-792-416-479-745; 080-361-191-972-828; 080-697-152-393-849; 081-032-968-487-469; 082-815-961-326-23X; 083-604-827-939-664; 083-735-279-148-908; 084-964-693-405-522; 088-716-293-180-937; 088-919-850-566-219; 092-164-132-026-703; 092-748-314-738-401; 095-391-005-926-847; 101-162-453-699-736; 103-161-727-335-998; 103-168-688-017-314; 107-274-748-521-438; 108-220-526-250-081; 109-102-829-309-641; 109-912-219-716-236; 115-382-702-085-384; 117-848-540-471-446; 121-976-539-687-128; 123-580-684-890-773; 128-417-311-212-306; 133-010-831-701-951; 134-664-521-499-398; 150-168-789-378-156; 150-756-983-846-92X; 151-330-735-040-423; 151-458-766-544-125; 155-849-634-946-361; 163-020-421-050-727; 165-550-724-155-711; 166-228-456-825-141; 167-895-088-223-854; 167-924-775-705-214; 173-974-331-500-333; 178-628-496-923-596; 182-199-495-327-639; 185-538-612-872-592; 185-809-584-154-973; 189-642-864-226-023; 195-536-081-128-070; 197-210-681-408-984,40,true,,
113-261-843-924-301,Is Publicity Always Better than Advertising? The Role of Brand Reputation in Communicating Corporate Social Responsibility,2013-08-13,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Siv Skard; Helge Thorbjørnsen,"Previous studies on corporate social responsibility (CSR) communication suggest that firms’ social initiatives should be communicated through third-party, non-corporate sources because they are perceived as unbiased and therefore reduce consumer skepticism. In this article, we extend existing research by showing that source effects in the communication of social sponsorships are contingent on the brand’s pre-existing reputation. We argue that the congruence between the credibility and trustworthiness of the message source and the brand helps predict consumer responses to a social sponsorship. The results show that a non-corporate source (publicity) generates more positive brand evaluations than a corporate source (advertising) when the sponsor has a positive reputation. However, the converse effect occurs when brand reputation is low: when the sponsor has a poor reputation, a corporate source generates more positive brand evaluations than a non-corporate source. Mediation analyses show that the interaction effect between CSR information source and brand reputation can be explained by sponsorship attitude, persuasion knowledge, and perceived fit between the brand and the cause.",124,1,149,160,Advertising; Corporate branding; Corporate social responsibility; Business; Brand awareness; Marketing; Brand equity; Publicity; Credibility; Reputation; Brand management,,,,,https://brage.bibsys.no/xmlui/handle/11250/299062 https://philpapers.org/rec/SKAIPA-2 https://rd.springer.com/article/10.1007/s10551-013-1863-3 https://ideas.repec.org/a/kap/jbuset/v124y2014i1p149-160.html https://dialnet.unirioja.es/servlet/articulo?codigo=4899450 https://link.springer.com/article/10.1007/s10551-013-1863-3 https://econpapers.repec.org/RePEc:kap:jbuset:v:124:y:2014:i:1:p:149-160 https://link.springer.com/article/10.1007/s10551-013-1863-3/fulltext.html https://core.ac.uk/download/pdf/52121692.pdf,http://dx.doi.org/10.1007/s10551-013-1863-3,,10.1007/s10551-013-1863-3,2089828361,,0,000-426-493-027-947; 001-271-663-572-36X; 003-937-107-830-314; 004-120-348-453-468; 008-736-978-360-515; 018-195-318-144-300; 020-001-183-015-635; 021-100-312-147-539; 025-724-556-647-792; 025-987-127-861-904; 029-947-399-889-838; 033-165-286-620-814; 033-699-317-165-487; 033-923-309-983-256; 037-479-522-981-871; 037-732-852-110-389; 038-287-528-914-91X; 042-084-568-143-042; 042-894-185-914-457; 047-084-373-523-100; 047-476-485-410-234; 047-692-944-852-178; 051-640-759-879-037; 059-604-224-915-743; 061-032-025-769-668; 061-851-598-224-904; 062-102-780-169-970; 065-220-754-840-691; 069-874-363-700-315; 073-341-679-750-661; 073-556-092-018-699; 077-781-301-357-838; 089-273-938-696-399; 099-459-186-865-142; 103-920-581-159-278; 104-746-430-771-983; 105-215-015-399-145; 105-879-869-115-451; 109-881-515-874-360; 112-082-985-703-563; 112-820-401-511-042; 112-893-689-870-948; 118-591-036-615-338; 119-219-327-650-526; 122-610-021-122-755; 125-476-469-867-426; 132-718-515-719-276; 136-096-324-676-471; 148-395-593-047-716; 148-826-934-832-782; 149-942-899-361-325; 154-539-780-521-601; 155-977-322-197-257; 157-167-010-695-909; 160-010-155-418-649; 162-290-133-902-677; 174-471-746-238-834,76,true,,green
113-290-699-118-083,Can Environmental and Social Performance of Thai-listed Companies Create Sustainable Value?,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"This study explores an integrated reporting system of Thai-listed companies disclosing environmental and social performance in Thai context, and how integrated reports create sustainable value to stakeholders and users. A set of questionnaires is created to conduct Fifty-two of Thai companies listed in the Stock Exchange of Thailand. The samples are selected from five sectors including Transport, Machinery, Metal product, Electricity, Finance and banking, Food and beverage, Petroleum, and Telecommunication. Environmental and social performance indicators in annual reports and corporate social responsibility (CSR) are targeted for investigation. Correlation analysis methods are employed to test hypotheses. This study found that Thai-listed companies incorporated environmental and social performance in reporting system to satisfy information needs of stakeholders and users. Environmental and social performance integrated in the reports aims to create sustainable value in the eye of stakeholders and investors. Keywords: Integrated reporting system, Environmental performance, Social performance, integrated reporting perspectives, sustainable value DOI: 10.7176/RJFA/10-10-23 Publication date:May 31st 2019",,,,,,,,,,https://core.ac.uk/download/pdf/234632829.pdf,http://dx.doi.org/10.7176/rjfa/10-10-23,,10.7176/rjfa/10-10-23,,,0,,0,true,cc-by,hybrid
113-668-821-019-604,Legal Origins and Corporate Social Responsibility,2020-03-30,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Leonardo Becchetti; Rocco Ciciretti; Pierluigi Conzo,"The legal origin literature documents that civil and common law traditions have different impacts on economic outcomes. We contribute to this literature by formulating and testing hypotheses on the effect of legal origins on corporate social responsibility, overall and in different specific dimensions. We find that, net of industry-specific effects, companies in common law countries score higher in corporate governance and community involvement, while those in countries belonging to the French legal tradition of civil law do better in human resources. We also observe no significant differences in terms of environmental protection among companies in civil and common law countries, which we attribute to a progressive convergence towards common industry sustainability standards.",12,7,2717,,Human resources; Corporate social responsibility; Common law; Political science; Law and economics; Civil law (legal system); Corporate governance; Sustainability,,,,,https://www.mdpi.com/2071-1050/12/7/2717/pdf https://ideas.repec.org/a/gam/jsusta/v12y2020i7p2717-d338920.html https://www.mdpi.com/2071-1050/12/7/2717 https://iris.unito.it/handle/2318/139315 https://iris.unito.it/bitstream/2318/139315/2/sustainability-12-02717.pdf https://core.ac.uk/download/pdf/301907936.pdf,http://dx.doi.org/10.3390/su12072717,,10.3390/su12072717,3013765874,,0,001-175-368-446-619; 002-689-657-810-637; 008-341-588-787-365; 013-870-291-104-521; 013-927-216-819-089; 014-904-025-590-079; 015-414-879-361-880; 018-075-278-238-815; 024-489-526-131-580; 027-170-582-488-984; 028-781-430-553-504; 029-883-402-447-599; 030-131-490-060-952; 035-312-396-236-733; 035-556-471-787-086; 036-628-967-553-52X; 043-514-319-257-800; 047-610-153-661-189; 054-811-265-994-169; 056-269-661-355-68X; 057-446-374-186-386; 059-612-234-394-662; 064-091-717-837-982; 071-382-475-505-064; 071-737-539-334-023; 074-622-105-277-956; 080-319-866-302-138; 081-436-546-045-776; 099-032-118-510-718; 106-619-997-653-532; 108-475-905-723-912; 115-373-591-444-545; 121-445-365-658-307; 130-317-061-646-446; 149-620-415-273-520; 164-350-015-282-053; 168-609-943-532-890; 179-751-021-318-464; 180-769-852-283-11X; 184-876-453-235-144,6,true,cc-by,gold
113-791-140-717-806,"Identity, importance, and their roles in how corporate social responsibility affects workplace attitudes and behavior",2019-01-22,2019,journal article,Journal of Business and Psychology,08893268; 1573353x,Kluwer Academic/Human Sciences Press Inc.,United States,Rolf van Dick; Jonathan R. Crawshaw; Sandra Karpf; Sebastian C. Schuh; Xin-an Zhang,"This paper contributes to growing research exploring employee attitudinal and behavioral reactions to organizational corporate social responsibility initiatives focused on environmental and social responsibility and sustainability. Drawing on social identity theory, we develop and test a moderated-mediation model where employees’ organizational identification mediates the relationship between their perceptions of organizational CSR initiatives and their work engagement and organizational citizenship behaviors, but this relationship is positive only when employees value the role of organizations in supporting environmental and social causes. In a survey of 250 employees from a variety of German organizations, across a range of industry sectors, our hypotheses were fully supported. Theoretical and practical implications are discussed.",35,2,1,11,Organizational citizenship behavior; Industrial and organizational psychology; Corporate social responsibility; Social responsibility; Psychology; Organizational identification; Identity (social science); Work engagement; Public relations; Social identity theory,,,,,https://research.aston.ac.uk/en/publications/identity-importance-and-their-roles-in-how-corporate-social-respo https://rd.springer.com/article/10.1007/s10869-019-09619-w https://link.springer.com/article/10.1007%2Fs10869-019-09619-w https://publications.aston.ac.uk/37970/ https://link.springer.com/10.1007/s10869-019-09619-w https://core.ac.uk/download/169432954.pdf,https://research.aston.ac.uk/en/publications/identity-importance-and-their-roles-in-how-corporate-social-respo,,,2909743611,,0,001-800-439-642-176; 002-929-446-634-493; 005-202-209-962-954; 005-563-619-441-143; 007-410-643-763-594; 009-466-151-926-284; 009-980-637-097-123; 011-829-603-506-558; 012-469-375-102-358; 015-203-705-442-998; 017-806-615-481-403; 017-993-662-741-77X; 019-605-734-016-59X; 020-953-264-499-481; 021-469-923-114-111; 022-212-648-022-476; 024-289-061-053-618; 024-815-787-987-361; 032-587-781-576-199; 033-445-837-262-66X; 033-553-758-232-452; 035-798-717-757-592; 036-289-903-245-161; 036-722-255-928-494; 038-035-525-395-826; 041-879-794-229-832; 043-486-855-938-524; 043-682-295-217-574; 047-247-947-987-769; 049-779-757-746-294; 052-042-505-597-896; 057-746-588-045-380; 059-112-271-093-323; 060-571-945-430-102; 061-395-150-144-686; 063-582-002-576-213; 066-496-765-206-50X; 066-499-756-802-872; 067-736-898-510-464; 073-338-064-379-344; 075-451-904-193-102; 076-334-983-849-141; 077-477-639-654-921; 082-804-205-346-733; 082-834-688-685-525; 083-826-637-958-550; 086-192-193-330-056; 091-141-819-737-474; 091-975-624-819-42X; 100-349-516-300-870; 105-865-790-336-473; 120-884-514-023-996; 120-922-676-458-188; 127-599-367-466-288; 139-641-412-398-758; 139-732-032-554-062; 141-424-035-303-573; 147-373-028-565-103; 158-798-678-208-274; 159-452-444-252-73X; 162-304-105-889-385; 188-132-476-452-356,14,true,,
114-323-856-941-79X,Corporate social responsibility in a burgeoning industry: a stakeholder analysis,2018-02-19,2018,journal article,Journal of Strategy and Management,1755425x,Emerald,,Abel Duarte Alonso; Nikolaos Sakellarios; Nevil Alexander; Seamus O'Brien,"Purpose; ; ; ; ; The purpose of this paper is to investigate the extent and significance of involvement of craft brewery operators in their community through the lens of the stakeholder theory (ST). In addition, differences between forms of involvement and demographic characteristics of operators and breweries are examined.; ; ; ; ; Design/methodology/approach; ; ; ; ; As many as 218 operators of predominantly micro-craft breweries across the USA participated in an online questionnaire designed to gather their perceptions.; ; ; ; ; Findings; ; ; ; ; While paying taxes was participants’ main perceived form of contribution, providing an artisan-made product, the significance of the craft brewery as a community “hub”, and that of increasing the number of leisure alternatives also emerged. A further 52.8 per cent of participants indicated contributing US$100,000 or more to the community annually. Statistically significant differences were revealed, for instance, based on craft breweries’ production volume, and the level of financial contribution. Various associations between operators’ perceived contributions and the ST theses were established in regard to cooperative interests (descriptive), stakeholder management (instrumental), and moral principles (normative).; ; ; ; ; Originality/value; ; ; ; ; First, by examining corporate social responsibility (CSR) in the craft brewing industry and among predominantly smaller firms, the study addresses two under-researched areas. Second, a refinement of the ST in the context of the craft brewing industry is proposed, highlighting the links between ST-based theses and the findings. Third, the study contributes to three different types of literature: micro and small business, craft brewing entrepreneurship, and CSR.",11,1,112,130,Corporate social responsibility; Business; Marketing; Stakeholder theory; Stakeholder analysis; Small business; Craft; Stakeholder management; Computer-assisted web interviewing; Entrepreneurship,,,,,https://derby.openrepository.com/handle/10545/622309 https://www.emerald.com/insight/content/doi/10.1108/JSMA-04-2017-0024/full/html https://ro.ecu.edu.au/ecuworkspost2013/4148/ https://researchonline.ljmu.ac.uk/id/eprint/8329/ https://core.ac.uk/download/pdf/153531709.pdf,http://dx.doi.org/10.1108/jsma-04-2017-0024,,10.1108/jsma-04-2017-0024,2784052085,,0,009-024-987-910-508; 009-780-732-107-741; 012-097-800-965-775; 015-524-518-484-161; 015-901-589-754-246; 020-007-934-054-908; 027-587-304-533-072; 028-821-191-808-859; 029-463-963-248-943; 034-303-317-148-364; 034-848-852-823-034; 037-456-276-401-998; 039-850-592-920-640; 042-459-752-385-39X; 043-806-610-336-736; 044-292-715-122-487; 045-104-013-245-680; 045-385-511-579-046; 045-912-944-128-365; 047-345-858-292-227; 051-875-265-995-253; 053-750-357-962-09X; 054-912-286-540-871; 055-593-309-377-415; 056-438-077-840-322; 058-011-312-607-96X; 064-786-623-022-10X; 068-762-840-838-729; 069-533-155-665-652; 078-165-261-962-44X; 078-878-622-221-576; 080-994-799-329-574; 101-647-803-488-062; 101-901-909-531-023; 102-829-034-996-532; 105-155-068-520-357; 107-274-748-521-438; 112-732-782-395-902; 116-341-479-787-257; 127-418-786-021-106; 128-493-186-982-057; 134-051-447-276-003; 139-834-765-590-295; 141-253-333-808-55X; 142-860-192-553-258; 159-592-129-993-014; 159-781-175-814-358; 161-069-380-617-137; 164-531-092-768-391; 165-987-707-544-100; 167-130-400-856-409; 171-147-234-182-212,5,true,cc-by-nc-nd,green
114-735-802-834-789,Contested compliance regimes in global production networks: Insights from the Bangladesh garment industry:,2018-03-26,2018,journal article,Human Relations,00187267; 1741282x,SAGE Publications,United States,Fahreen Alamgir; Subhabrata Bobby Banerjee,This article reports the findings of a field study on the emergence of collective agreements led by global brands enacting compliance measures to improve safety and working conditions in the Bangla...,72,2,272,297,Public economics; Corporate social responsibility; Business; Production (economics); Field (Bourdieu); Compliance (psychology); Private governance,,,,,https://research.monash.edu/en/publications/contested-compliance-regimes-in-global-production-networks-insigh http://journals.sagepub.com/doi/10.1177/0018726718760150 https://journals.sagepub.com/doi/abs/10.1177/0018726718760150 https://core.ac.uk/display/156828139 https://openaccess.city.ac.uk/id/eprint/19471/ https://core.ac.uk/download/156828139.pdf,http://dx.doi.org/10.1177/0018726718760150,,10.1177/0018726718760150,2792362700,,0,000-766-858-119-272; 008-689-071-724-588; 035-252-417-184-96X; 038-139-192-396-13X; 039-911-793-975-994; 044-600-981-847-749; 062-595-783-851-471; 071-410-672-738-647; 082-171-985-858-889; 086-563-460-949-129; 089-020-774-090-124; 091-233-327-978-958; 095-487-480-497-638; 105-174-390-664-395; 120-181-570-036-66X; 126-036-586-670-339; 145-823-769-085-150; 173-892-040-948-817; 190-211-621-604-879,100,true,,green
115-516-332-684-849,"Service Personnel, Technology, and Their Interaction in Influencing Customer Satisfaction*",,2006,journal article,Decision Sciences,00117315; 15405915,Wiley,United Kingdom,Craig M. Froehle,"Managing both the technologies and the personnel needed for providing high-quality, multichannel customer support creates a complex and persistent operational challenge. Adding to this difficulty, it is still unclear how service personnel and these new communication technologies interact to influence the customer’s perceptions of the service being provided. Motivated by both practical importance and inconsistent findings in the academic literature, this exploratory research examines the interaction of media richness, represented by three different technology contexts (telephone, e-mail, and online chat), with six customer service representative (CSR) characteristics and their influences on customer satisfaction. Using a large-sample customer survey data set, the article develops a multigroup structural equation model to analyze these interactions. Results suggest that CSR characteristics influence customer service satisfaction similarly across all three technology-mediated contexts. Of the characteristics studied, service representatives contribute to customer satisfaction more when they exhibit the characteristics of thoroughness, knowledgeableness, and preparedness, regardless of the richness of the medium used. Surprisingly, while three other CSR characteristics studied (courtesy, professionalism, and attentiveness) are traditionally believed to be important in face-to-face encounters, they had no significant impact on customer satisfaction in the technology-mediated contexts studied. Implications for both practitioners and researchers are drawn from the results and future research opportunities are discussed.",37,1,5,38,Customer retention; Service quality; Business; Marketing; Customer satisfaction; Customer advocacy; Voice of the customer; Knowledge management; Customer intelligence; Customer to customer; Customer delight,,,,,https://dblp.uni-trier.de/db/journals/dsj/dsj37.html#Froehle06 https://onlinelibrary.wiley.com/doi/10.1111/j.1540-5414.2006.00108.x/pdf https://doi.org/10.1111/j.1540-5414.2006.00108.x https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-5414.2006.00108.x,http://dx.doi.org/10.1111/j.1540-5414.2006.00108.x,,10.1111/j.1540-5414.2006.00108.x,2110996350,,1,000-045-199-769-270; 001-577-150-142-446; 001-916-898-598-906; 002-091-352-188-166; 002-282-167-722-496; 004-397-132-337-590; 004-705-953-772-356; 004-990-662-442-299; 005-801-860-116-33X; 009-179-789-976-414; 011-842-278-871-880; 011-970-008-533-44X; 012-167-411-418-920; 013-282-530-802-095; 013-838-782-711-043; 015-251-172-260-767; 015-345-897-109-498; 015-700-737-120-544; 017-012-736-460-954; 017-872-711-938-86X; 021-854-795-779-776; 021-932-549-035-633; 022-027-593-304-657; 023-590-544-157-119; 024-024-804-192-827; 026-677-646-484-162; 027-647-539-041-760; 028-691-160-575-500; 031-597-349-266-450; 033-665-693-191-608; 033-749-407-285-661; 037-774-166-958-30X; 041-635-346-137-52X; 043-946-944-038-047; 044-062-987-089-066; 044-068-872-947-734; 045-788-550-539-959; 046-400-576-138-005; 047-266-852-874-095; 048-332-888-974-097; 048-366-759-487-941; 050-630-081-911-105; 051-323-603-180-95X; 054-521-528-284-607; 056-092-776-122-404; 060-247-161-714-516; 061-142-574-861-421; 062-457-663-219-230; 062-932-411-362-962; 063-153-693-387-87X; 063-812-860-017-961; 064-504-435-880-555; 065-547-274-201-078; 066-227-026-157-884; 066-557-054-833-634; 067-700-400-026-76X; 068-745-462-709-588; 071-428-036-421-484; 073-207-975-595-953; 074-916-227-933-441; 074-959-677-298-430; 076-097-929-463-348; 079-003-969-727-642; 081-070-854-033-351; 081-349-388-488-145; 084-802-917-502-435; 086-275-275-867-31X; 087-451-049-258-184; 089-699-559-979-004; 095-402-271-367-305; 096-822-603-304-157; 097-473-581-825-253; 098-156-035-191-596; 100-433-940-999-838; 101-379-558-962-139; 104-855-655-538-309; 109-579-040-691-431; 109-800-227-253-335; 114-107-552-926-893; 114-200-164-283-159; 120-200-350-901-114; 120-370-412-398-748; 122-080-183-014-102; 122-301-011-991-261; 124-428-368-104-056; 124-890-253-043-927; 129-028-693-144-421; 133-495-140-960-776; 140-066-351-049-593; 140-644-534-290-218; 143-018-170-629-241; 143-995-852-629-356; 147-040-931-941-712; 149-310-441-800-837; 151-198-972-962-725; 158-754-487-910-752; 167-535-642-527-654; 189-453-050-516-715,148,false,,
115-523-469-390-273,Promoting Responsible Business Practices: A Case of Chambers of Commerce,2016-10-28,2016,journal article,Revista Internacional de Organizaciones,18864171; 2013570x,Universitat Rovira I Virgili,,Udo C. Braendle; Amir Hossein Rahdari; Hassan Farajzadeh Dehkordi,"Employer organizations and business associations are the advocates of private organizations’ interests. They also provide a platform for private enterprises to tap into synergetic and collaborative opportunities. Chambers of commerce, in particular, as well-organized establishments in the business environment are in a unique position to guide and assist organizations to thrive and stay competitive. To this end, recently, chambers of commerce have embarked on fostering responsible business practices among their members. The raison d’etre behind this movement and the types of action taken have been largely neglected by the academic research. This study examines a number of leading chambers of commerce and business associations from both developed and developing countries in an attempt to shed light on the current responsible business practices in these organizations.",,16,41,58,Corporate social responsibility; Business; Position (finance); Action (philosophy); Business environment; Public relations; Electronic business; Developing country,,,,,http://www.raco.cat/index.php/RIO/article/view/314504 https://dialnet.unirioja.es/servlet/articulo?codigo=5719757 https://www.revista-rio.org/index.php/revista_rio/article/view/201 https://doaj.org/article/4f084f86b5ae48ce9466e7ea02447837 https://core.ac.uk/display/83007800 https://www.revista-rio.org/index.php/revista_rio/article/download/201/181 https://dialnet.unirioja.es/descarga/articulo/5719757.pdf https://core.ac.uk/download/pdf/83007800.pdf,http://dx.doi.org/10.17345/rio16.41-58,,10.17345/rio16.41-58,2567102024,,0,035-556-471-787-086; 036-259-219-383-683; 053-904-136-980-306; 066-400-343-948-766; 068-803-165-348-889; 087-786-803-230-584; 093-864-433-666-302; 099-085-870-469-302; 147-301-994-998-225; 153-720-865-381-409; 162-827-875-359-295; 167-980-177-899-924; 182-520-048-080-118; 198-246-607-223-94X,1,true,cc-by-sa,gold
115-529-554-997-579,An Empirical Study of the Effect of Voluntary Limit-Setting on Gamblers' Loyalty Using Behavioural Tracking Data,2019-04-26,2019,journal article,International Journal of Mental Health and Addiction,15571874; 15571882,Springer Science and Business Media LLC,Germany,Michael Auer; Niklas Hopfgartner; Mark D. Griffiths,"<jats:title>Abstract</jats:title><jats:p>Online gambling has become increasingly popular over the past decade as has research using behavioural tracking (player account) data. To date, there is no study that has empirically investigated the effects of responsible gambling tools on loyalty. In the present study, the effect of voluntary limit-setting on player loyalty was evaluated over time using tracking data provided by an online gambling operator. More specifically, the authors were given access to an anonymised dataset of 175,818 players who had placed at least one bet or gambled at least once during January 2016 to May 2017 at the online gambling operator <jats:italic>Kindred</jats:italic>. The average age of the players was 31 years, and overall 18,484 of the players were female (10.5%). The dataset comprised a 20% random sample of the total player population of <jats:italic>Kindred</jats:italic>. In each of ten playing intensity groups, the percentage of active players in the first quarter of 2017 was higher in the group of players who had set voluntary money limits in the first quarter of 2016 compared to players that did not (suggesting players that set voluntary spending limits are more loyal compared to those who do not). The implications of these findings are discussed.</jats:p>",19,6,1939,1950,,,,,Kindred,https://core.ac.uk/download/196526431.pdf,http://dx.doi.org/10.1007/s11469-019-00084-3,,10.1007/s11469-019-00084-3,,,0,000-191-461-598-91X; 016-880-498-767-11X; 020-254-666-558-015; 020-865-259-293-067; 034-041-255-488-621; 034-481-966-341-203; 034-666-482-707-724; 037-955-858-235-092; 038-157-211-437-865; 040-176-889-435-818; 044-759-610-738-257; 050-974-095-283-452; 067-748-563-211-700; 077-828-987-060-46X; 079-573-442-738-278; 082-192-037-696-210; 085-608-707-905-778; 090-195-699-037-971; 096-096-738-454-968; 125-462-650-488-44X; 125-847-027-513-006; 134-086-716-000-823; 148-236-861-388-624; 195-079-451-149-741,10,true,cc-by,hybrid
115-760-836-300-217,A longitudinal analysis of corporate greenhouse gas disclosure strategy,2018-01-29,2018,journal article,Corporate Governance: The International Journal of Business in Society,14720701,Emerald,United Kingdom,Yang Stephanie Liu; Jessica Yang,"Purpose; This paper aims to investigate the extent to which greenhouse gas (GHG) -sensitive companies in the FTSE 100 disclose carbon emission information in their annual reports and standalone reports during the period of 2004–2012, and how they respond to the launch of legally binding GHG reduction schemes – the EU Emission Trading Scheme (EU ETS) and the Climate Change Act (CCA).; ; Design/methodology/approach; A 42-item disclosure index is constructed to analyse the quality of corporate GHG disclosures. We initially chart the development of corporate GHG disclosure from 2004 to 2012, analyse the trend of disclosure development and compare variances for the convergence of disclosures. Subsequently we carry out a t-test to assess the significance of post-EU ETS and -CCA changes and the difference between GHG trading account holders and non-account holders.; ; Findings; The results show that GHG disclosures have been increasing over time, both in number of firms making disclosures and in the amount of information being reported, which indicates the movement towards normativity. We also find that the disclosures reach the peak after the enactment of EU ETS and CCA, and firms with carbon trading accounts are more responsive to these schemes than those without accounts. Nevertheless, the quality of the disclosure remains low, which may justify the further government intervention of mandating carbon reporting. ; ; Originality/value; This is the first paper that has examined the regulatory effects on GHG disclosures in an environment where GHG emission triggers direct cost for companies.",18,2,317,330,Emissions trading; Accounting; Business; Economic interventionism; Carry (investment); Quality (business); Index (economics); Direct cost; Corporate governance; Greenhouse gas,,,,,https://www.emeraldinsight.com/doi/abs/10.1108/CG-11-2016-0213 https://centaur.reading.ac.uk/69503/ https://www.emerald.com/insight/content/doi/10.1108/CG-11-2016-0213/full/html https://www.emerald.com/insight/content/doi/10.1108/CG-11-2016-0213/full/pdf https://core.ac.uk/download/80788510.pdf,http://dx.doi.org/10.1108/cg-11-2016-0213,,10.1108/cg-11-2016-0213,3121902439,,0,001-350-789-747-466; 002-800-351-395-955; 003-991-923-246-009; 008-620-397-957-490; 009-112-965-527-524; 012-717-072-394-015; 012-886-755-613-026; 013-013-040-413-470; 015-271-876-692-523; 018-338-757-366-146; 019-130-183-390-983; 020-418-833-238-536; 021-557-387-566-009; 022-512-643-506-628; 027-827-119-143-849; 033-833-594-923-164; 037-135-748-658-98X; 037-353-375-246-59X; 056-505-335-399-152; 057-412-260-106-020; 059-578-756-195-074; 060-588-011-266-573; 064-438-261-806-271; 070-780-228-755-784; 071-486-419-651-346; 081-525-020-629-042; 087-999-047-258-854; 091-018-477-137-191; 098-051-892-728-916; 100-898-978-885-131; 103-500-584-713-843; 105-474-783-908-05X; 108-816-042-910-677; 112-351-886-950-166; 115-482-499-323-938; 122-325-173-481-99X; 123-352-883-261-940; 125-077-223-753-236; 134-060-946-360-167; 137-052-117-345-217; 160-893-464-804-983; 161-956-164-827-405; 168-858-120-875-03X; 186-743-383-364-816; 197-109-170-876-392,8,true,,green
115-891-619-321-441,Economic Determinants of Romanian Firms’ Financial Performance,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Marius Pantea; Delia Gligor; Cecilia Anis,"Abstract One of the central questions in entrepreneurship is why some firms succeed and others fail. Determining what factors influence performance has implications for prospective entrepreneurs, as well as advisors, investors, managers and so forth. Thus, using extensive data over a period of 14 years, this study explores and tests the sign of the relationship between microeconomic factors and financial performance. The dataset includes 55 Romanian industrial companies listed at the Bucharest Stock Exchange and covers the period of 1999-2012. Through a panel data analysis, results indicate that the sign of the relationship is positive and statistically significant; supporting the importance and independence of the sets of factors in explaining performance.",124,,272,281,Finance; Accounting; Romanian; Performance measurement; Return on equity; Economics; Return on assets; Stock exchange; Independence; Panel data; Entrepreneurship,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814020345 https://doi.org/10.1016/j.sbspro.2014.02.486 https://cyberleninka.org/article/n/1160183 https://core.ac.uk/display/82024646 https://core.ac.uk/download/pdf/82024646.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.02.486,,10.1016/j.sbspro.2014.02.486,2002217426,,0,001-307-010-647-346; 002-128-739-046-089; 006-756-774-924-249; 014-744-479-945-911; 015-581-724-125-742; 018-826-704-385-223; 021-429-244-812-982; 022-876-283-553-224; 026-630-561-630-505; 032-902-756-415-972; 046-992-105-871-253; 062-878-241-936-390; 063-440-504-091-01X; 064-786-623-022-10X; 066-400-343-948-766; 069-214-196-967-130; 069-328-861-442-170; 073-576-038-933-712; 077-792-757-947-047; 080-960-499-353-227; 084-613-224-049-188; 092-490-498-063-908; 094-519-466-523-569; 100-856-829-209-329; 111-871-464-338-199; 112-565-796-968-753; 114-200-164-283-159; 120-656-094-919-408; 125-897-876-233-848; 133-167-148-844-195; 136-528-217-005-935; 138-909-757-185-115; 141-702-003-965-342; 151-539-420-210-915; 165-793-315-192-26X; 170-111-720-878-580; 182-782-125-930-981; 188-472-492-908-748; 195-695-034-477-524; 196-567-036-604-240,35,true,,gold
115-991-043-658-209,Policies to promote corporate social responsibility (csr) and assessment of csr impacts,2018-01-22,2018,journal article,E+M Ekonomie a Management,12123609,Technical University of Liberec,Czech Republic,Jintao Lu; Licheng Ren; Wenfang Lin; Yifan He; Justas Streimikis,"When implementing sustainable development principles, business should play the core role, and the corporate social responsibility is one of the examples of the active role of enterprises in implementing sustainable development goals. The corporate social responsibility (CSR) describes the companies that are aware of their mission and take responsibility for their impact on society in general. The CSR is vital for sustainability, competitiveness, advance of companies and development of the world economy. The CSR provides benefits for risk controlling, allows cost savings and stipulates affordability of the capital, facilitates stakeholders’ relationships and improvement of human resource management. In practice, human rights and corporate social responsibility have become an important aspect of business strategies for many companies.",22,1,82,98,Accounting; Corporate social responsibility; Business; Human rights; Human resource management; World economy; Cost savings; Sustainable development; Sustainability; Capital (economics),,,,,https://dspace5.zcu.cz/handle/11025/33691 https://dspace.tul.cz/handle/15240/151423 https://otik.uk.zcu.cz/handle/11025/33691 https://dspace.tul.cz/bitstream/handle/15240/151423/EM_1_2019_06.pdf?sequence=1&isAllowed=y https://dspace5.zcu.cz/bitstream/11025/33691/1/EM_1_2019_06.pdf https://core.ac.uk/download/pdf/295595575.pdf,http://dx.doi.org/10.15240/tul/001/2019-1-006,,10.15240/tul/001/2019-1-006,2921976727,,0,002-628-833-057-068; 004-806-701-325-86X; 009-024-987-910-508; 034-660-256-101-33X; 041-400-525-963-150; 044-292-715-122-487; 054-713-989-045-322; 060-571-945-430-102; 064-091-717-837-982; 064-786-623-022-10X; 071-155-607-138-623; 073-169-146-264-853; 080-905-580-082-960; 081-099-973-154-825; 090-592-555-205-111; 091-039-626-805-150; 092-316-911-268-242; 093-501-575-801-933; 101-960-240-604-154; 103-405-438-698-440; 105-966-225-718-383; 112-338-445-072-330; 122-382-029-454-154; 137-994-583-439-180; 154-585-600-376-353; 163-529-639-649-240; 193-660-223-550-046,24,true,cc-by-nc,gold
116-300-605-053-465,"The Role of Corporate Social Responsibility Perceptions in Brand Equity, Brand Credibility, Brand Reputation, and Purchase Intentions",2021-10-29,2021,journal article,Sustainability,20711050,MDPI AG,Switzerland,Shu Wang; Ying-Kai Liao; Wann-Yih Wu; Khanh Bao Ho Le,"Corporate social responsibility (CSR) is becoming one of the most critical challenges that firms must address to survive in the competitive market. This study investigates the impact of customers’ CSR perceptions on their purchase intentions as mediated by brand equity, brand credibility, and brand reputation in order to identify the benefits of CSR integration for business development. The study employs a quantitative approach to collect data from customers who purchase cosmetics through an online survey. PLS-SEM software is used to analyze the data from the 380 responses. The results indicate that customers’ perceptions of the CSR of a firm affect their intention to purchase its brands in the future. Brand equity, brand credibility, and brand reputation mediate the impact of CSR perceptions on purchase intentions. Since previous studies have not employed a comprehensive approach to verifying the influence that CSR exerts through brand credibility, brand reputation, and brand equity, the results provide an essential reference for academics who conduct empirical research on the subject. This paper is also particularly beneficial for marketers and managers who wish to develop marketing strategies and brand management techniques that boost business efficiency.",13,21,11975,,Advertising; Empirical research; Corporate social responsibility; Business; Brand equity; Perfect competition; Order (business); Credibility; Reputation; Brand management,,,,,https://www.mdpi.com/2071-1050/13/21/11975 https://ideas.repec.org/a/gam/jsusta/v13y2021i21p11975-d667958.html,http://dx.doi.org/10.3390/su132111975,,10.3390/su132111975,3210879264,,0,001-095-917-910-673; 003-520-501-424-695; 004-771-103-585-250; 008-745-679-457-098; 009-267-222-985-969; 009-300-350-337-810; 011-631-304-277-747; 012-521-730-025-920; 012-610-146-451-829; 017-940-673-068-278; 018-759-570-882-488; 020-922-162-139-969; 023-760-638-955-567; 024-392-851-241-221; 024-732-208-858-036; 025-468-894-748-342; 025-940-360-914-883; 027-077-888-448-065; 027-340-027-585-178; 029-971-339-152-199; 031-205-701-322-250; 031-840-686-144-750; 033-659-081-952-794; 033-834-393-574-150; 034-516-731-720-476; 035-732-711-818-110; 038-412-492-002-256; 040-122-772-067-659; 040-972-909-244-54X; 042-491-075-821-974; 043-855-829-314-612; 044-278-262-787-433; 044-975-327-380-92X; 045-441-301-582-881; 046-618-203-996-711; 047-212-179-584-018; 048-188-851-218-307; 049-747-732-345-308; 049-779-757-746-294; 050-061-297-666-201; 051-368-096-538-599; 051-531-948-358-297; 053-119-186-920-391; 054-681-839-203-272; 054-921-861-705-244; 056-298-007-347-645; 059-445-429-009-386; 059-810-753-681-134; 060-512-125-278-651; 060-849-375-474-333; 063-533-276-698-997; 064-682-467-305-522; 067-358-588-298-087; 067-891-944-907-279; 069-310-353-951-870; 069-465-024-998-842; 069-812-074-076-671; 071-579-351-834-578; 072-054-477-588-784; 072-237-201-543-704; 074-008-654-974-850; 074-799-075-647-592; 075-944-867-823-413; 079-271-708-065-784; 087-618-774-908-815; 092-297-530-445-136; 096-325-245-744-584; 096-868-867-224-947; 097-817-948-404-532; 098-823-040-720-604; 103-772-391-467-091; 105-401-114-999-145; 107-274-748-521-438; 109-598-401-217-211; 112-384-736-578-478; 114-431-685-043-810; 116-442-053-746-741; 117-060-314-324-487; 122-370-312-663-586; 122-848-067-863-372; 129-199-164-053-23X; 130-347-068-301-544; 135-850-197-046-252; 143-459-799-267-675; 149-905-710-823-387; 151-052-361-786-855; 160-998-586-172-970; 164-505-169-373-816; 167-858-393-694-529; 178-347-732-094-080; 179-608-372-698-452; 184-144-803-763-403; 185-050-475-065-604,5,true,cc-by,gold
116-376-187-362-601,Double Dependent Market Economy and Corporate Social Responsibility in Hungary,2017-01-15,2017,journal article,Corvinus Journal of Sociology and Social Policy,20615558; 2062087x,Corvinus University of Budapest,,Dénes Bank,"In the different varieties of capitalism (VoC) different types of corporate social responsibility (CSR) exist (Matten and Moon 2008). In order to identify what CSR is like in Hungary all the five institutions that are relevant for the variety of capitalism in this country are analyzed and a new concept is introduced named double-dependent market economy (DDME) by the author. This concept allows the further exploration of the general type of CSR in Hungary and answers the question whether it is similar to that of the European coordinated economies or of the liberal Anglo-Saxon market economies, or it is something completely different. The results of the quantitative and qualitative research show that CSR in Hungary has some patterns of the CSR types of both the liberal and coordinated economies but on the whole it is fundamentally different from those due to the dissimilar institutional setting of capitalism in this country.",8,1,25,47,Variety (cybernetics); Corporate social responsibility; Economics; Order (exchange); Qualitative research; Market economy; Capitalism; Economic system,,,,,http://unipub.lib.uni-corvinus.hu/2922/ http://cjssp.uni-corvinus.hu/index.php/cjssp/article/view/199/pdf https://www.ceeol.com/search/article-detail?id=572158 http://cjssp.uni-corvinus.hu/index.php/cjssp/article/download/199/pdf https://core.ac.uk/download/85128948.pdf,http://dx.doi.org/10.14267/cjssp.2017.01.02,,10.14267/cjssp.2017.01.02,2626094204,,0,035-556-471-787-086; 056-130-995-034-53X; 064-091-717-837-982; 123-117-265-442-613; 136-476-191-865-010,6,true,publisher-specific license,gold
116-379-469-540-545,CSR drivers of fashion SMEs and performance: the role of internationalization,2022-08-03,2022,journal article,Journal of Fashion Marketing and Management: An International Journal,13612026,Emerald,United Kingdom,Laura Rienda; Lorena Ruiz-Fernández; Esther Poveda-Pareja; Rosario Andreu-Guerrero,"<jats:sec><jats:title content-type=""abstract-subheading"">Purpose</jats:title><jats:p>In recent years, consumers have been demanding for sustainable practices, even more so after COVID-19, so fashion companies need to intensify their commitment to corporate social responsibility (CSR) practices. However, although the sector is characterized by a strong brand–customer orientation and high online activity, little attention has been paid to the role of brand image and the management of social media (SM) strategies. The purpose of this study was to develop an integrative model that includes the drivers of CSR in fashion small- and medium-sized enterprises (SMEs) and their relationship with business performance. The researchers also analyzed the country and level of internationalization effects of these companies.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Design/methodology/approach</jats:title><jats:p>With a sample of 212 fashion SMEs from Spain and the UK, two of the biggest European fashion producers and consumers, a variance-based structural equation modeling (partial least squares structural equation modeling) technique was carried out to test the model proposed.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Findings</jats:title><jats:p>This study demonstrated that branding and SM strategies are drivers of CSR practices in fashion SMEs. It also confirmed the positive CSR–performance relationship, the moderating country effect and the mediating role of internationalization in this relationship.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Originality/value</jats:title><jats:p>The study contributes to the literature on CSR drivers in SMEs and their relationship with performance by combining different perspectives. The results can be used to encourage fashion SMEs' commitment to environmental sustainability practices and internationalization, as this can contribute to improving their performance.</jats:p></jats:sec>",,,1,16,Internationalization; Corporate social responsibility; Business; Structural equation modeling; Marketing; Sustainability; Originality; Variance (accounting); Small and medium-sized enterprises; Value (mathematics); Industrial organization,,,,,,http://dx.doi.org/10.1108/jfmm-06-2021-0151,,10.1108/jfmm-06-2021-0151,,,0,000-683-686-988-637; 001-048-207-330-912; 001-087-714-777-120; 002-573-420-814-053; 002-689-671-800-339; 005-907-072-162-373; 007-486-581-934-407; 008-740-594-088-833; 009-275-560-936-887; 016-225-788-221-202; 020-221-534-428-525; 021-029-512-067-534; 024-872-007-500-825; 025-582-613-788-946; 026-930-632-807-940; 027-766-635-259-77X; 027-791-001-759-398; 028-281-161-144-241; 029-260-886-413-924; 029-737-765-210-253; 029-942-145-731-245; 031-129-878-960-15X; 038-464-570-825-296; 041-833-695-275-805; 044-869-468-032-962; 047-460-128-505-546; 047-475-423-819-929; 049-238-676-649-968; 053-033-924-445-581; 054-378-571-628-699; 055-159-395-342-048; 056-273-059-493-862; 065-775-127-929-936; 070-273-057-201-456; 077-930-616-453-628; 078-991-771-974-920; 079-072-148-169-670; 081-435-718-483-330; 083-195-498-851-105; 084-122-043-102-035; 086-061-636-673-34X; 089-923-801-933-404; 091-562-652-675-659; 099-781-807-153-216; 101-162-893-946-745; 106-377-304-980-209; 108-635-421-791-302; 113-046-124-255-496; 118-490-951-982-630; 121-499-847-702-765; 122-167-043-067-407; 127-404-491-556-894; 132-474-709-677-176; 150-213-182-788-060; 153-506-645-282-735; 155-802-859-704-402; 155-879-175-881-390; 159-592-129-993-014; 167-050-726-809-821; 182-867-587-691-99X,0,false,,
116-486-713-651-153,Corporate Social Responsibility Among Saudi Arabian Firms: An Empirical Investigation,2012-08-21,2012,journal article,Journal of Applied Business Research (JABR),21578834; 08927626,Clute Institute,United States,Saud Mandurah; Jamal Khatib; Saleh Al-Sabaan,"There is an increasing recognition within the developed economies across the world that today, CSR is not an optional extra; i.e., firms can no longer look at CSR as a luxury or an indicator of their goodwill toward society. Firms, in today’s context, are seeking to integrate CSR in their corporate policies and strategies. Developing countries’ firms, however, are still in the early stage of their awareness and integration of CSR activities within their corporate policies and strategies. The present exploratory study utilizes a sample of Saudi Arabian firms’ managers to assess the extent of their awareness of CSR, its role within their organizations, the extent of CSR integration in their corporate policies, and the nature and scope of these firms’ CSR activities. Results indicate that there is a reasonable level of CSR awareness as well as a moderately positive attitude toward the concept. However, most CSR activities in Saudi Arabia seem to focus on the local communities in which these firms operate. Discussion of the results and their implications are provided.",28,5,1049,1058,Accounting; Corporate social responsibility; Business; Goodwill; Context (language use); Scope (project management); Positive attitude; Sample (statistics); Developing country; Exploratory research,,,,,https://scholar.archive.org/work/pxhx5vwigvgm7bpboaldpcenea https://core.ac.uk/download/pdf/268104993.pdf,http://dx.doi.org/10.19030/jabr.v28i5.7244,,10.19030/jabr.v28i5.7244,2128917910,,0,002-291-459-000-326; 010-583-807-804-027; 039-467-933-939-795; 044-227-902-691-406; 061-945-008-822-507; 067-945-242-728-795; 080-818-481-575-211; 127-076-514-010-940; 156-208-441-443-940,34,true,,bronze
116-588-874-347-117,Communicating sustainability practices and values: a case study approach of a micro-organisation in the UK,,2019,journal article,International Journal of Business and Globalisation,17533627; 17533635,Inderscience Publishers,Switzerland,Panayiota J. Alevizou; Claudia E. Henninger; Chloe Spinks,"This article investigates sustainability communication through the lens of integrated marketing communication (IMC) by focusing on one case organisation that sees aspects of sustainability at the heart of its operations. This qualitative inquiry utilises a case study approach and a variety of methodological tools, including in-depth semi-structured interviews and semiotic analysis of online and offline media. Findings highlight although the case organisation seeks to use an IMC approach across their multiple communication channels the same message cannot always be conveyed as, especially social media channels, have restricted formatting settings. As a result the encoded message is confusing and leads to a loss of meaning. Although this research is based on a single case study, it allows for an in-depth investigation of a phenomenon and practical recommendations on how to overcome challenges with online platforms. This research is of value as it investigates IMC in and under researched context micro-organisations, as well as combines it with challenges of effectively broadcasting sustainability messages to an end-consumer.",22,1,37,52,Broadcasting (networking); Variety (cybernetics); Context (language use); Online and offline; Public relations; Computer science; Social media; Meaning (linguistics); Knowledge management; Sustainability; Integrated marketing communications,,,,,https://eprints.whiterose.ac.uk/118902/ https://www.inderscienceonline.com/doi/abs/10.1504/IJBG.2019.097388 https://www.research.manchester.ac.uk/portal/en/publications/communicating-sustainability-practices-and-values--a-case-study-approach-of-a-microorganization-in-the-uk(39bb820b-5531-40c8-a938-4437f20b3ea3).html https://ideas.repec.org/a/ids/ijbglo/v22y2019i1p37-52.html https://core.ac.uk/download/84338518.pdf,http://dx.doi.org/10.1504/ijbg.2019.097388,,10.1504/ijbg.2019.097388,2617976640,,0,000-284-261-840-620; 000-728-189-889-845; 005-884-693-980-505; 008-918-250-849-227; 010-087-243-240-98X; 011-214-107-729-356; 016-645-179-965-928; 022-485-808-385-449; 023-686-250-053-329; 029-175-311-086-436; 029-959-674-154-747; 030-110-986-168-753; 030-216-242-227-728; 032-200-999-405-342; 032-223-837-695-174; 035-344-034-865-977; 043-191-077-305-22X; 056-896-462-308-218; 062-244-372-808-562; 069-492-974-429-110; 071-920-172-672-506; 080-142-224-521-995; 082-539-162-814-802; 083-780-301-983-874; 083-925-625-829-149; 099-348-961-400-88X; 102-570-863-044-117; 104-567-007-682-437; 106-458-248-847-335; 117-657-311-424-978; 120-782-590-682-865; 130-748-248-756-543; 151-099-418-883-719; 168-442-311-269-869,3,true,,green
116-801-696-768-081,Factors Promoting Environmental Responsibility in European SMEs: The Effect on Performance,2016-09-05,2016,journal article,Sustainability,20711050,MDPI AG,Switzerland,Francisco J. Sáez-Martínez; Cristina Díaz-García; Ángela González-Moreno,"There is increasing social and political awareness of the importance of developing environmental responsibility at a corporate level. When focusing on issues of responsibility, large companies are frequently perceived to be more responsible for driving climate change and resource depletion. However, small and medium enterprises (SMEs) contribute significantly to the use of resources such as material and energy and produce approximately 64% of the pollution in Europe. Drawing on evidence from “The Eurobarometer 381 Survey on SMEs, Resource Efficiency and Green Markets”, we analyze the environmental responsibility of European SMEs, studying their compliance with environmental legislation and how several factors drive environmental orientation among SMEs. Our sample consists of 3647 SMEs operating in 38 countries. Only around a fifth of the firms go beyond environmental regulations, showing the highest levels of environmental responsibility. We conduct OLS regressions to analyze the factors that affect a positive environmental attitude among European SMEs (internal drivers being more significant than external ones) and then, to observe the positive effect of environmental responsibility and firm’s experience in offering green services/products on performance, although a conjoint effect was not found. Implications for practitioners, academics, and policy-makers are outlined.",8,9,898,,Public economics; Resource depletion; Business; Legislation; Resource efficiency; Eurobarometer; Political awareness; Affect (psychology); Sample (statistics); Small and medium-sized enterprises; Commerce,,,,,https://ideas.repec.org/a/gam/jsusta/v8y2016i9p898-d77416.html https://www.mdpi.com/2071-1050/8/9/898/pdf https://core.ac.uk/display/89849307 https://EconPapers.repec.org/RePEc:gam:jsusta:v:8:y:2016:i:9:p:898-:d:77416 https://www.mdpi.com/2071-1050/8/9/898 https://www.ssoar.info/ssoar/bitstream/document/61795/1/ssoar-sustainability-2016-9-saez-martinez_et_al-Factors_Promoting_Environmental_Responsibility_in.pdf,http://dx.doi.org/10.3390/su8090898,,10.3390/su8090898,2512782937,,0,003-500-431-280-201; 004-334-051-118-275; 004-705-894-957-405; 005-360-212-823-908; 010-840-726-779-813; 012-702-349-593-905; 014-534-399-350-664; 016-047-754-544-514; 023-055-094-879-215; 023-398-718-655-282; 025-402-809-312-80X; 025-786-213-177-913; 027-506-260-359-668; 028-298-115-858-367; 029-026-936-511-114; 037-996-684-800-135; 038-900-326-315-954; 040-326-682-122-575; 041-988-014-008-792; 042-591-020-042-891; 043-088-882-585-759; 044-255-199-700-021; 044-670-212-897-083; 045-754-631-412-145; 048-691-593-357-109; 053-440-685-088-799; 059-655-057-518-352; 062-489-214-430-141; 067-371-088-046-664; 068-259-085-977-283; 068-280-584-815-218; 070-240-656-255-084; 080-714-226-639-63X; 082-725-506-599-763; 088-919-850-566-219; 089-020-774-090-124; 089-621-912-811-772; 093-107-203-070-564; 094-021-549-671-745; 097-129-167-189-893; 099-085-870-469-302; 104-303-239-152-807; 120-621-406-570-488; 121-214-700-894-668; 122-068-609-968-324; 144-250-380-273-485; 149-127-083-752-613; 166-112-347-412-52X; 179-608-372-698-452; 180-821-140-255-888; 183-887-644-618-321; 197-549-056-322-838,52,true,cc-by,gold
116-850-405-772-031,Occupational health and safety disclosures in sustainability reports: an overview of trends among corporate leaders,2018-04-26,2018,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Konstantinos Evangelinos; Stefanos Fotiadis; Antonis Skouloudis; Nadeem Khan; Foteini Konstandakopoulou; Ioannis E. Nikolaou; Shaun Lundy,"The purpose of this study is to assess the comprehensiveness of voluntary occupational health and safety (OHS) disclosures of large business entities. We devise a composite disclosure index relying on well-established performance indicators and focus on the information found in the sustainability reports of corporations pertaining to the oil and gas, chemical, airline and construction industries, in an attempt to shed light on the current status and emerging trends of OHS reporting from a diverse group of business entities. Findings indicate that companies tend to place emphasis on their overall management approach to OHS but fall short in reporting quantitative and qualitative information beyond ‘conventional’ metrics of occupational injury rates. OHS issues within the supply chain and relevant monitoring systems-mechanisms in place are issues under-reported, while OHS training programs is an aspect inadequately analyzed in quantitative terms, being the least reported indicator in the sample reports. In contrast, companies from all four industries do seek assurance for the OHS information they report and place emphasis on the externally-developed management standards/initiatives they subscribe to, support or have adopted",25,5,961,970,Supply chain; Accounting; Performance indicator; Corporate social responsibility; Business; Occupational safety and health; Voluntary disclosure; Sustainability reporting; Occupational injury; Sustainability,,,,,https://www.onlinelibrary.wiley.com/doi/epdf/10.1002/csr.1512 https://centaur.reading.ac.uk/id/eprint/75505 https://www.onlinelibrary.wiley.com/doi/abs/10.1002/csr.1512 https://gala.gre.ac.uk/id/eprint/20131/ https://core.ac.uk/download/151169813.pdf,http://dx.doi.org/10.1002/csr.1512,,10.1002/csr.1512,2789387445,,0,002-666-557-712-026; 003-115-608-713-287; 004-648-565-657-972; 021-128-223-702-54X; 021-557-387-566-009; 021-631-615-887-30X; 021-919-538-033-564; 022-156-265-356-686; 023-168-791-393-959; 024-485-620-868-847; 025-883-275-487-436; 026-522-618-259-869; 027-488-669-809-576; 029-827-770-147-171; 035-346-953-944-579; 038-085-041-885-605; 043-430-583-780-416; 044-617-684-802-57X; 052-280-117-965-945; 052-734-455-010-635; 054-378-571-628-699; 054-697-058-317-265; 058-051-388-326-036; 058-474-295-629-008; 065-422-769-717-341; 068-062-144-736-924; 082-598-407-629-139; 085-406-226-638-116; 085-736-846-201-742; 091-630-726-218-672; 092-050-721-514-822; 093-492-453-208-232; 098-367-344-803-090; 101-723-563-245-898; 105-248-728-420-734; 105-342-794-804-163; 108-729-119-119-969; 121-069-500-542-723; 121-284-182-181-601; 121-585-698-834-414; 126-180-133-229-440; 128-417-311-212-306; 130-228-833-454-221; 132-952-634-282-527; 146-780-137-229-83X; 150-756-983-846-92X; 154-633-481-817-518; 173-673-334-877-372; 174-214-100-312-022; 178-861-083-722-615,28,true,,green
116-987-408-493-422,Educating consent? A conversation with Noam Chomsky on the university and business school education,2013-12-18,2013,journal article,Organization,13505084; 14617323,SAGE Publications,United States,Peter Fleming; Cliff Oswick,"In what follows, we present a conversation with Professor Noam Chomsky on the topic of whether the business school might be a site for progressive political change. The conversation covers a number of key issues related to pedagogy, corporate social responsibility and working conditions in the contemporary business school. We hope the conversion will contribute to the ongoing discussion about the role of the business school in neoliberal societies.",21,4,568,578,Neoliberalism; Corporate social responsibility; Sociology; Pedagogy; Conversation; School education; Political change; Key issues; Social science; Executive education,,,,,https://journals.sagepub.com/doi/10.1177/1350508413514748 http://journals.sagepub.com/doi/10.1177/1350508413514748 https://openaccess.city.ac.uk/id/eprint/13982/ https://org.sagepub.com/content/21/4/568 https://dialnet.unirioja.es/servlet/articulo?codigo=4738420 https://core.ac.uk/download/42630176.pdf,http://dx.doi.org/10.1177/1350508413514748,,10.1177/1350508413514748,2146526075,,0,004-369-940-580-232; 008-663-474-016-150; 018-217-266-549-609; 018-629-671-172-797; 039-587-603-587-746; 053-030-885-713-673; 079-152-337-686-239; 095-581-662-112-63X; 128-271-573-552-264; 132-971-981-645-568; 175-863-034-973-370,14,true,,green
117-094-728-298-050,Customer values and CSR image in the banking industry,2015-03-25,2015,journal article,Journal of Financial Services Marketing,13630539; 14791846,Springer Science and Business Media LLC,United Kingdom,Andrea Pérez; Ignacio Rodríguez del Bosque,"The authors analyse the role that collectivism and novelty seeking play in the formation process of corporate social responsibility (CSR) image in the Spanish banking industry. Two multisampling analyses of a structural equation model are performed on a sample of 1124 customers. The findings of the article allow the authors to anticipate CSR image based on (i) the congruence between the company and its CSR initiatives, (ii) the attribution of motivations for the company to implement CSR and (iii) corporate credibility in developing CSR initiatives. The findings also show that collectivists and innovative customers process information differently to individualists and conservative customers.",20,1,46,61,Financial services; Corporate social responsibility; Business; Marketing; Credibility; Brand management; Distribution management system; Structural equation modeling; Collectivism; Customer relationship management,,,,,https://core.ac.uk/display/147474950 https://repositorio.unican.es/xmlui/bitstream/10902/9504/1/CustomerValuesAnd.pdf https://link.springer.com/content/pdf/10.1057%2Ffsm.2014.30.pdf https://repositorio.unican.es/xmlui/handle/10902/9504 https://core.ac.uk/download/pdf/147474950.pdf,http://dx.doi.org/10.1057/fsm.2014.30,,10.1057/fsm.2014.30,2010293163,,0,004-074-697-974-945; 010-329-775-566-488; 010-375-814-454-76X; 011-254-307-581-727; 011-631-304-277-747; 014-092-563-907-466; 015-304-666-142-249; 018-606-075-915-716; 019-806-548-132-918; 025-191-942-574-721; 025-267-985-445-653; 026-568-847-284-164; 028-513-151-138-964; 035-485-649-808-871; 038-155-894-774-377; 039-481-398-753-358; 040-344-640-544-410; 042-451-476-213-308; 048-176-577-021-828; 049-067-185-344-517; 053-755-997-300-396; 056-959-154-500-676; 064-091-717-837-982; 069-497-872-046-744; 070-232-232-166-280; 074-696-825-875-139; 075-569-579-585-228; 077-117-467-213-142; 089-549-296-669-325; 094-308-341-507-012; 101-414-409-403-502; 110-574-281-385-921; 117-404-452-177-864; 121-463-988-631-580; 121-608-489-276-750; 123-141-595-240-264; 127-356-618-215-912; 130-693-633-281-139; 139-119-876-531-586; 145-241-912-419-011; 146-419-350-080-774; 154-554-322-231-557; 164-655-908-758-60X; 172-338-411-710-361; 182-645-021-063-210; 182-867-587-691-99X,10,true,cc-by,green
117-274-418-889-267,Assessment on Reform Solution of Enterprise Management and Control Model Based on Group Hierarchy Grey Method,,2012,journal article,Procedia Engineering,18777058,Elsevier BV,,Lu Guangyan; Li Peishun; Liu Xiaofeng; Xu Caiping,"Abstract For the problem of reform alternative selection of enterprise management and control model (EMCM), which involves a group of cross-functional experts in the situations of lack of sufficient and concrete data, a method of group-hierarchy grey assessment (GHGA) is proposed to integrate uncertain assessments of experts. The procedure of the GHGA method is presented. This approach, by aggregating expert's intelligence, is applied to improve reasonability and effectiveness of reform alternative selection of EMCM in CSR Qishuyan Institute Co., Ltd. (QSR QI). The result provides an important support for CSR QI to make strategic decision.",37,,42,48,Engineering; Corporate social responsibility; Control (management); Enterprise management; Hierarchy; Knowledge management; Selection (genetic algorithm); Group (mathematics),,,,,https://core.ac.uk/display/82616840 https://www.sciencedirect.com/science/article/pii/S1877705812018486 http://www.sciencedirect.com/science/article/pii/S1877705812018486 https://core.ac.uk/download/pdf/82616840.pdf,http://dx.doi.org/10.1016/j.proeng.2012.04.199,,10.1016/j.proeng.2012.04.199,2049970901,,0,020-301-369-300-981; 031-971-991-859-162; 059-348-306-862-243; 071-576-365-100-897; 094-489-956-575-316; 132-990-796-514-973; 133-159-659-144-609; 146-357-709-954-909,1,true,,gold
117-518-940-788-774,Maintaining moral legitimacy through worlds and words: An explanation of firms' investment in sustainability certification,2017-01-19,2017,journal article,Journal of Management Studies,00222380; 14676486,Wiley,United Kingdom,Melanie Richards; Thomas Zellweger; Jean-Pascal Gond,"A prominent way for firms to manage their moral legitimacy is to invest in sustainability certifications. However, a significant subset of firms remain reluctant to invest in sustainability certifications even decades after the establishment of such certifications. Our paper seeks to elucidate this variance by exploring how firms in the coffee, tea, and chocolate industries legitimise themselves on moral grounds through external communication to stakeholders. Drawing on insights from French Pragmatist Sociology, we suggest that firms primarily rely on two distinct sets of legitimacy principles that reflect their identity orientation: the ‘civic and green’ world and the ‘domestic’ world. Specifically, our results show that reliance on the domestic world is negatively related to firms' investment in sustainability certifications. Our findings also suggest that the strength of the relationship between these distinct methods of moral legitimising and certification varies depending on whether firms are characterised by first- or multi-generation family control.",54,5,676,710,Pragmatism; Economics; Marketing; Control (management); Investment (macroeconomics); Identity (social science); Market economy; Legitimacy; Certification; Business studies; Sustainability,,,,,https://ideas.repec.org/a/bla/jomstd/v54y2017i5p676-710.html https://www.alexandria.unisg.ch/249730/ https://core.ac.uk/display/96598769 https://econpapers.repec.org/RePEc:bla:jomstd:v:54:y:2017:i:5:p:676-710 https://onlinelibrary.wiley.com/doi/full/10.1111/joms.12249 https://onlinelibrary.wiley.com/doi/10.1111/joms.12249/abstract http://onlinelibrary.wiley.com/doi/10.1111/joms.12249/abstract https://researchportal.bath.ac.uk/en/publications/maintaining-moral-legitimacy-through-worlds-and-words-an-explanat https://openaccess.city.ac.uk/id/eprint/17835/ https://purehost.bath.ac.uk/ws/files/187916526/AS4359897610076251480959467477_content_1_1_.pdf https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2981387 https://core.ac.uk/download/96598769.pdf,http://dx.doi.org/10.1111/joms.12249,,10.1111/joms.12249,2558168885,,0,001-394-549-314-420; 001-711-438-448-932; 005-212-523-407-261; 007-622-104-598-993; 008-335-910-345-565; 012-805-278-438-570; 015-473-186-803-332; 016-137-242-927-991; 016-337-560-462-858; 016-910-618-553-517; 017-771-076-509-798; 018-982-943-408-183; 019-910-444-030-351; 019-970-681-748-417; 022-084-858-038-819; 023-855-882-379-620; 025-383-214-613-004; 025-933-117-502-402; 026-137-421-912-798; 026-825-308-706-115; 026-993-011-241-129; 027-296-799-461-882; 027-623-819-481-932; 028-642-431-099-358; 029-574-803-955-640; 030-604-346-614-559; 030-715-018-484-056; 031-238-787-786-363; 031-790-596-195-092; 031-917-157-469-659; 032-220-695-112-514; 032-642-976-590-491; 032-954-457-523-564; 033-872-069-519-077; 035-436-141-006-957; 035-556-471-787-086; 036-757-242-478-906; 039-361-492-832-443; 039-961-717-205-432; 040-718-170-821-594; 043-218-037-984-712; 044-828-563-038-35X; 045-754-631-412-145; 048-012-358-948-972; 048-755-258-418-533; 049-646-130-033-419; 049-914-262-600-874; 052-913-768-799-28X; 053-033-218-801-454; 053-172-928-864-206; 053-424-359-556-024; 054-157-569-727-162; 055-587-762-348-849; 056-562-316-253-896; 056-930-387-958-46X; 057-248-590-554-107; 059-199-029-085-450; 061-545-598-091-683; 064-737-757-297-482; 068-692-182-507-918; 069-299-285-729-316; 070-369-491-474-429; 070-713-312-870-785; 071-892-861-990-619; 073-183-273-314-981; 075-597-685-387-67X; 079-557-138-357-235; 080-622-085-329-428; 080-851-715-295-20X; 081-091-760-230-410; 082-171-985-858-889; 082-226-529-912-445; 082-307-574-203-917; 085-149-510-030-007; 085-664-422-183-413; 085-856-771-600-680; 087-664-006-179-549; 089-139-642-815-099; 090-738-237-848-225; 093-742-926-655-489; 094-907-662-376-599; 097-213-764-422-536; 098-195-177-954-079; 098-809-640-784-766; 100-357-883-277-115; 100-742-052-438-038; 100-959-243-868-329; 104-185-973-082-618; 107-427-653-588-140; 109-820-538-782-494; 110-333-127-239-718; 113-849-247-645-661; 116-398-263-302-289; 117-477-159-856-62X; 118-581-284-717-529; 119-109-471-715-825; 121-340-017-801-647; 121-536-960-304-38X; 121-769-845-674-104; 124-221-709-879-653; 124-610-411-698-410; 127-259-649-331-882; 127-464-449-225-498; 127-955-518-102-704; 132-319-328-572-952; 133-692-573-600-648; 139-673-476-336-042; 139-822-503-648-903; 139-851-212-862-515; 140-888-080-342-730; 141-214-830-851-645; 146-404-213-911-533; 150-005-284-621-599; 150-216-523-291-508; 160-887-677-517-012; 163-217-338-323-623; 164-052-786-237-589; 169-332-655-493-580; 171-468-421-790-608; 173-504-266-384-48X; 173-526-410-127-304; 175-650-049-775-984; 180-373-229-924-527; 185-805-921-352-316; 198-030-524-322-966,39,true,,green
118-222-398-727-480,Loyalty toward online food delivery service: the role of e-service quality and food quality,2018-11-24,2018,journal article,Journal of Foodservice Business Research,15378020; 15378039,Informa UK Limited,United States,Dwi Suhartanto; Mohd Helmi Ali; Kim Hua Tan; Fauziyah Sjahroeddin; Lusianus Kusdibyo,This study assesses the direct influence of food quality and e-service quality on customer loyalty toward online food delivery (OFD) service and its indirect influence through the mediation of cust...,22,1,81,97,Service quality; Business; Loyalty business model; Marketing; Mediation; Loyalty; Quality (business); Service (business); Food delivery; Food quality,,,,,https://pubag.nal.usda.gov/catalog/6278501 https://nottingham-repository.worktribe.com/preview/1424137/Loyalty%20OFD_22_JFBR_Main%20document_REVISED_Pak%20Hary.pdf https://nottingham-repository.worktribe.com/output/1424138/loyalty-towards-online-food-delivery-service-the-role-of-e-service-quality-and-food-quality https://www.tandfonline.com/doi/full/10.1080/15378020.2018.1546076 https://core.ac.uk/download/pdf/162673642.pdf,http://dx.doi.org/10.1080/15378020.2018.1546076,,10.1080/15378020.2018.1546076,2901318115,,0,001-835-795-626-72X; 002-695-441-763-967; 004-777-083-432-536; 005-805-453-463-041; 009-643-218-925-652; 010-044-581-419-202; 010-908-585-860-607; 011-027-353-440-714; 011-886-214-869-778; 018-479-231-645-422; 027-974-052-497-705; 028-150-475-431-331; 035-169-480-825-144; 042-337-253-563-336; 043-946-944-038-047; 046-400-576-138-005; 058-546-020-007-699; 059-399-358-330-644; 061-251-775-687-549; 065-284-720-963-995; 065-734-936-181-154; 070-273-057-201-456; 072-156-777-788-312; 077-923-108-239-662; 078-521-983-437-530; 080-039-239-485-266; 086-424-033-381-399; 088-545-738-871-877; 100-850-611-823-951; 101-584-657-003-534; 101-903-378-658-429; 104-611-684-046-951; 106-289-791-727-031; 109-278-650-552-974; 110-351-240-141-068; 111-837-016-650-227; 112-437-049-959-996; 113-646-077-398-388; 126-564-125-178-578; 130-178-055-441-041; 132-970-384-890-683; 179-592-234-867-365; 180-341-585-591-312; 191-065-349-863-663,127,true,cc-by,green
118-474-531-379-595,Corporate Social Responsibility and Web Reporting,2016-01-20,2016,journal article,Inquiry,23037105,International University of Sarajevo,,Emil Knezovic; Senad Busatlic; Senadin Plojovic,"Corporate Social Responsibility (CSR) represents the obligation ; of an individual, or in this case the company, to be beneficial ; to the society. The concept will no longer consider profit ; maximization of a company but to take care of the society and the ; environment in which they operate. In simple words, Corporate ; Social Responsibility is the way of doing business by combining ; economic benefit with sustainability of the environment. This ; paper puts special emphasis on the importance of Corporate ; Social Responsibility reporting and on the role of companies’ ; websites in it. This is the main reason why we analyzed the ; websites of the companies in Bosnia and Herzegovina with the ; specific focus on the CSR content.",1,2,47,64,Corporate branding; Corporate social responsibility; Business; Social responsibility; Corporate communication; Corporate security; Stakeholder; Corporate governance; Public relations; Creating shared value,,,,,https://www.ceeol.com/search/article-detail?id=470008 http://inquiry.ius.edu.ba/index.php/Inquiry/article/download/25/12 https://man.ius.edu.ba/publication/corporate-social-responsibility-and-web-reporting https://www.ius.edu.ba/tr/publication/corporate-social-responsibility-and-web-reporting https://www.ceeol.com/content-files/document-471817.pdf http://inquiry.ius.edu.ba/index.php/Inquiry/article/view/25 https://core.ac.uk/download/pdf/233833314.pdf,http://dx.doi.org/10.21533/isjss.v1i2.25,,10.21533/isjss.v1i2.25,2567063987,,0,016-200-585-984-487; 022-214-497-710-624; 026-566-148-797-260; 034-453-202-663-116; 040-344-640-544-410; 044-292-715-122-487; 046-385-645-775-559; 046-861-016-115-86X; 048-304-046-311-141; 049-067-185-344-517; 050-630-871-989-003; 055-127-219-449-931; 062-110-807-031-390; 070-783-336-436-848; 078-614-072-563-758; 083-290-539-960-451; 086-394-332-405-106; 107-274-748-521-438; 112-146-605-190-12X; 128-813-202-484-825; 130-387-676-928-46X; 149-169-329-456-853; 151-737-772-776-418; 154-638-832-324-217; 160-659-376-641-410; 169-370-453-759-210; 187-072-347-854-318; 194-064-111-374-303,1,true,,bronze
118-593-150-357-079,Understanding the demand for REDD+ credits,2016-06-24,2016,journal article,Environmental Conservation,03768929; 14694387,Cambridge University Press (CUP),United Kingdom,Timothy Laing; Luca Taschini; Charles Palmer,"Reducing emissions from deforestation and forestdegradation (REDD+) has emerged as a potentially important component of the global policy mix to mitigate climate change. Against a background of increasing engagement between private sector entities and conservation organizations, private sector investment has emerged in REDD+. Despite slow developments at the international scale, there continues to be private sector interest in REDD+and continued voluntary investments in REDD+ projects and initiatives. In order to better understand possible models for private sector engagement in REDD+, this study analysed the motivation of private sector stakeholders toengage in REDD+, the perception of the potential of REDD+, the critical obstacles to making REDD+ functional and how actors perceive themselves as part of future REDD+ scenarios. Based on interviews and a workshop with private sector actors, this study found that few expect a regulatory market for REDD+ to emerge and that credits from the voluntary market have to be tailored to specific needs. As a carbon offset, REDD+ provides insufficient motivation for investment, particularly if cheaper alternatives exist. Co-benefits such as biodiversity conservation and community development are more important when traditional corporate social responsibility motivations play a role. Project scale remains important not only for the fact that smaller projects are viewed as offering more visible benefits to stakeholders but also as a means of having more control over risks on the ground, posing a challenge for the design of jurisdictional REDD+. Moving towards supply chains that are free from deforestation offers an opportunity to tackle commodity-driven deforestation. While questions remain about how such an approach might be integrated into REDD+, it could help address a perceived gap between private sector understanding of the values of REDD+ and the risks associated with these values not arising - termed here as a ‘missingmiddle'.",43,4,389,396,Public economics; Supply chain; Private sector; Corporate social responsibility; Business; Order (exchange); Carbon credit; Scale (social sciences); Community development; Carbon offset,,,,,https://www.lse.ac.uk/GranthamInstitute/wp-content/uploads/2015/05/Working-Paper-193-Laing-et-al1.pdf http://www.lse.ac.uk/GranthamInstitute/wp-content/uploads/2015/05/Working-Paper-193-Laing-et-al1.pdf http://eprints.brighton.ac.uk/16643/ https://cris.brighton.ac.uk/ws/files/441656/Working-Paper-193-Laing-et-al1.pdf http://www.cccep.ac.uk/wp-content/uploads/2015/10/Working-Paper-193-Laing-et-al1.pdf https://research.brighton.ac.uk/en/publications/understanding-the-demand-for-redd-credits-2 http://eprints.lse.ac.uk/66720/ https://www.cambridge.org/core/services/aop-cambridge-core/content/view/9083161201ADBE5CF957B66C46EDB6C0/S0376892916000187a.pdf/div-class-title-understanding-the-demand-for-redd-credits-div.pdf https://www.cccep.ac.uk/wp-content/uploads/2015/10/Working-Paper-193-Laing-et-al1.pdf https://www.cabdirect.org/cabdirect/abstract/20163390922 https://www.cambridge.org/core/journals/environmental-conservation/article/understanding-the-demand-for-redd-credits/9083161201ADBE5CF957B66C46EDB6C0 https://core.ac.uk/download/42486518.pdf,http://dx.doi.org/10.1017/s0376892916000187,,10.1017/s0376892916000187,2274442945,,0,008-568-541-949-263; 014-041-062-008-016; 014-908-811-078-695; 016-535-221-651-221; 036-148-133-386-486; 036-704-076-020-553; 042-569-474-056-429; 044-522-433-321-729; 047-026-459-137-918; 049-262-018-515-626; 050-367-357-383-716; 056-764-804-980-06X; 067-997-575-311-407; 082-081-782-098-307; 095-657-865-189-838; 096-307-681-511-577; 096-789-544-935-378; 099-032-118-510-718; 119-381-962-784-545; 123-273-430-083-074; 132-957-448-412-378; 147-557-983-497-133; 159-592-129-993-014; 174-033-592-978-783; 189-476-305-215-327,17,true,,green
118-810-310-514-482,Communicating a Company’s CSR Activities Through Social Networks: A Theoretical Framework,2017-02-19,2017,journal article,Annales. Etyka w Życiu Gospodarczym,23534869; 18992226,Uniwersytet Lodzki (University of Lodz),,Kalina Grzesiuk,"Companies which decide on socially responsible activities usually take into consideration benefits including the marketing effects of CSR programmes. However, in order to achieve that, the information about the socially responsible activities of companies must be spread and reach the audience of the company. That includes stakeholders related to the company that might be interested in receiving information about the social initiatives undertaken by the company. These stakeholders are connected with the firm through the network of social ties (SN). The main goal of this article is to present a theoretical framework of roles that these networks of social ties play in the effective communication of CSR activities. This paper is divided into three parts. The first one concerns the problem of how to communicate the involvement of a company in social initiatives. The second one contains the description of possible communication processes and strategies. The last one presents the analysis of the social networks perspective and its main characteristics and, in conclusion, it summarizes the main benefits a company can gain by applying the SN concept to CSR communication in the area of attribution and information spread through various channels.",20,4,89,104,Corporate social responsibility; Interpersonal ties; Attribution; Sociology; Social responsibility; Order (exchange); Perspective (graphical); Public relations; Economic system,,,,,http://yadda.icm.edu.pl/yadda/element/bwmeta1.element.ekon-element-000171523263 https://doaj.org/article/10f539cb390c43f1934801bc8449cc18 https://ideas.repec.org/a/ann/journl/v20y2017i4p89-104.html https://EconPapers.repec.org/RePEc:ann:journl:v:20:y:2017:i:4:p:89-104 https://czasopisma.uni.lodz.pl/annales/article/download/2734/2323 https://czasopisma.uni.lodz.pl/annales/article/view/2734 https://core.ac.uk/display/154356845 https://core.ac.uk/download/154356845.pdf,http://dx.doi.org/10.18778/1899-2226.20.4.07,,10.18778/1899-2226.20.4.07,2759006021,,0,000-426-493-027-947; 002-826-166-575-247; 006-625-877-249-813; 009-575-398-666-624; 014-709-391-838-288; 017-722-013-337-190; 018-606-075-915-716; 026-189-539-500-937; 026-900-638-943-778; 028-661-237-836-979; 029-087-521-375-666; 036-171-774-568-883; 038-168-036-329-069; 040-076-055-473-190; 041-421-793-372-579; 042-757-009-920-777; 046-841-674-135-16X; 047-084-373-523-100; 049-530-876-515-882; 050-057-979-181-082; 050-739-469-142-022; 055-045-897-015-324; 057-812-171-903-549; 063-722-088-052-892; 065-521-345-163-596; 065-773-582-190-273; 066-323-431-350-16X; 071-790-410-806-977; 089-799-127-051-630; 095-826-475-583-244; 100-585-407-931-66X; 101-388-068-880-346; 102-422-617-420-880; 111-819-171-804-346; 120-686-420-989-186; 127-408-717-438-937; 132-476-163-597-527; 132-999-301-803-679; 141-767-022-565-093; 144-970-489-150-222; 155-599-652-142-78X; 168-124-638-807-186; 169-712-892-543-005; 172-182-756-722-132; 176-243-671-671-358,1,true,cc-by-nc-nd,gold
118-834-261-921-116,Crossing the frontiers. Peer coaching and self-managing in the process of the professional development in multicultural environment,2013-09-01,2013,journal article,Journal of Intercultural Management,20800150,Walter de Gruyter GmbH,,Grzegorz Mazurkiewicz; John M. Fischer,"Our effort focuses on the development of a process of cross-cultural peer coaching through which we have sought to grow as reflective practitioners and strengthen authentic conversations between two individuals, from Poland and the United States. By building a theoretical framework around peer coaching, intercultural interaction, and auto-ethnography we have worked to make explicit our development as educators working to enrich the process of the organizational learning and to make education more open, democratic and human. As Kottler [1997] claims, it is possible to find stages that a tourist goes through during the process of recognizing and knowing another culture that was used to mirror the sensation of the professional growth. The findings shed light on how peer coaching might be strengthened, as well as the development of an observation protocol to structure such reflective and, ultimately, life changing work.",5,3,49,61,Sociology; Organizational learning; Management; Tourism; Coaching; Protocol (science); Public relations; Process (engineering); Professional development; Multiculturalism; Democracy,,,,,https://core.ac.uk/display/53110811 http://cejsh.icm.edu.pl/cejsh/element/bwmeta1.element.doi-10_2478_joim-2013-0018 https://ideas.repec.org/a/vrs/joinma/v5y2013i3p49-61n5.html https://www.sciendo.com/pdf/10.2478/joim-2013-0018 http://yadda.icm.edu.pl/yadda/element/bwmeta1.element.ekon-element-000171420782 https://www.sciendo.com/article/10.2478/joim-2013-0018 https://EconPapers.repec.org/RePEc:vrs:joinma:v:5:y:2013:i:3:p:49-61:n:5 https://content.sciendo.com/view/journals/joim/5/3/article-p49.xml https://core.ac.uk/download/53110811.pdf,http://dx.doi.org/10.2478/joim-2013-0018,,10.2478/joim-2013-0018,2077843091,,0,011-828-901-488-445; 021-183-605-431-556; 063-164-216-106-696; 069-598-883-142-101; 084-972-356-141-60X; 108-677-217-796-814; 160-500-180-040-096; 163-232-830-114-095; 164-522-645-573-718; 181-301-441-225-831; 185-377-661-906-045; 192-887-082-463-474,0,true,cc-by-nc-nd,hybrid
118-896-824-537-286,Sustainable Luxury Marketing: A Synthesis and Research Agenda,2019-02-10,2019,journal article,International Journal of Management Reviews,14608545; 14682370,Wiley,United Kingdom,Navdeep Athwal; Victoria K. Wells; Marylyn Carrigan; Claudia E. Henninger,"Sustainability has become a pervasive issue for the luxury sector, gaining traction with brand managers, scholars, policy-makers, the media, and academia. The purpose of this article is to examine the state of sustainable luxury research in marketing and consumer behaviour by critically reviewing and synthesizing the growing but fragmented body of scholarly work on sustainable-luxury marketing. The article critically assesses where, how, and by whom research on sustainable luxury is being conducted, and it identifies gaps for future investigation. The article reviews research published between 2007 and 2018 within major peer-reviewed English-language scholarly publications in business, marketing, ethics, fashion, food and tourism journals. The research is identified using the keywords sustainable luxury, green luxury, eco-luxury, and organic luxury. Three core themes emerge from this review: (1) consumer concerns and practices; (2) organizational concerns and practices; and (3) international and cross-cultural issues. The review confirms that research on sustainable luxury is significantly under-developed. This article provides the first critical and comprehensive assessment and categorization of the emergent literature streams on sustainable luxury. The authors argue for a broader, deeper, and more critical research agenda on the relationship between sustainability and luxury. Potential avenues for future research on sustainable luxury are proposed, with calls for theoretical and cross-cultural reflections that tackle broader systemic and institutional issues within the field.",21,4,405,426,Marketing; Political science; Tourism; Consumer behaviour; State (polity); Critical research; Scholarly work; Sustainability,,,,,https://www.onlinelibrary.wiley.com/doi/pdf/10.1111/ijmr.12195 https://eprints.whiterose.ac.uk/139615/ https://onlinelibrary.wiley.com/doi/full/10.1111/ijmr.12195 https://www.research.manchester.ac.uk/portal/en/publications/sustainable-luxury-marketing-a-synthesis-and-research-agenda(dad8675d-b628-4ff0-989d-a8d5b400bfde).html https://researchportal.hw.ac.uk/en/publications/sustainable-luxury-marketing-a-synthesis-and-research-agenda https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3602871 https://core.ac.uk/download/187118781.pdf,http://dx.doi.org/10.1111/ijmr.12195,,10.1111/ijmr.12195,2898276114,,0,000-524-865-441-049; 000-813-060-306-588; 002-219-371-687-956; 002-642-109-933-646; 003-987-541-017-559; 005-436-083-176-158; 005-822-316-363-727; 006-254-691-025-301; 007-160-050-915-020; 007-836-906-002-50X; 009-098-892-739-674; 010-787-480-359-834; 011-106-286-913-627; 011-201-368-588-958; 012-959-553-111-989; 014-428-007-904-121; 015-999-921-788-017; 016-223-314-677-698; 016-504-578-067-077; 018-693-880-539-352; 020-141-352-904-578; 020-578-343-056-847; 021-213-206-467-038; 021-483-137-067-961; 022-137-842-939-387; 022-304-790-542-067; 022-342-383-526-833; 022-452-438-077-033; 022-892-069-811-771; 023-211-769-568-944; 023-800-182-800-092; 023-913-843-588-174; 023-948-783-467-337; 024-119-309-428-689; 024-485-620-868-847; 024-561-439-006-806; 025-584-743-339-275; 026-049-696-464-154; 026-579-341-785-029; 027-641-371-315-221; 027-726-586-496-691; 027-846-687-398-640; 028-678-357-079-360; 029-173-487-779-894; 029-328-590-323-602; 029-959-674-154-747; 030-022-460-769-685; 030-472-643-846-696; 031-129-878-960-15X; 031-531-469-104-104; 032-313-581-641-947; 032-498-522-222-615; 033-221-386-006-364; 034-332-232-640-651; 034-396-058-501-21X; 034-573-510-861-17X; 036-895-729-962-439; 037-051-147-789-994; 039-156-336-068-68X; 040-197-574-979-901; 041-305-714-278-093; 041-453-590-328-89X; 041-858-544-873-315; 041-977-847-341-115; 042-054-606-155-013; 042-866-931-103-755; 043-639-650-762-144; 043-922-043-083-485; 044-697-842-495-919; 045-212-135-052-199; 045-754-631-412-145; 047-312-249-779-960; 048-981-755-631-04X; 049-120-262-324-414; 049-903-576-934-62X; 052-414-022-156-038; 052-448-199-355-679; 053-686-936-726-581; 054-060-146-350-921; 054-595-054-198-329; 054-611-211-442-055; 054-871-693-623-043; 055-575-661-657-767; 056-006-082-137-675; 056-559-137-790-71X; 057-553-825-903-262; 059-019-930-632-17X; 061-032-025-769-668; 062-108-225-350-719; 063-635-711-815-754; 064-195-089-887-677; 064-720-265-952-988; 065-560-391-482-194; 067-180-045-259-801; 067-253-312-715-950; 068-489-206-554-994; 070-380-752-680-085; 072-043-394-387-510; 072-102-994-060-121; 073-958-515-813-718; 074-125-903-962-088; 075-212-252-997-480; 075-419-495-883-988; 075-684-235-949-829; 075-975-499-769-338; 076-310-216-908-562; 077-611-785-797-212; 078-089-857-474-04X; 078-119-116-381-596; 078-513-334-747-598; 079-116-731-779-400; 080-632-989-314-092; 081-610-248-038-157; 083-056-095-719-222; 083-537-524-797-390; 084-242-970-014-139; 084-493-865-150-557; 085-037-723-378-633; 085-193-939-157-228; 086-262-830-949-291; 087-118-427-209-648; 087-760-496-331-32X; 088-724-116-406-122; 091-264-011-615-95X; 091-463-708-446-641; 092-546-222-418-720; 096-202-544-477-981; 097-013-363-079-638; 097-949-360-233-749; 098-118-945-710-204; 098-916-578-039-506; 099-252-238-171-268; 099-932-035-045-746; 100-662-848-685-237; 103-452-094-570-356; 104-581-053-163-444; 104-704-350-397-738; 105-449-747-370-921; 105-682-220-444-032; 106-092-338-396-503; 106-652-027-153-742; 106-941-210-577-077; 108-063-456-544-44X; 109-052-471-472-299; 110-004-914-808-978; 110-157-635-478-643; 111-604-096-521-478; 111-725-145-643-967; 114-143-056-158-467; 118-462-032-962-315; 124-616-878-593-142; 126-603-521-361-912; 129-434-226-366-627; 129-468-931-392-383; 130-249-764-129-902; 130-675-365-309-449; 132-026-460-711-607; 133-751-337-670-705; 137-271-959-579-191; 139-582-944-366-231; 140-979-627-233-882; 142-637-375-025-165; 144-373-713-165-192; 147-840-283-173-764; 148-408-557-282-065; 149-185-767-498-842; 155-099-316-556-173; 156-056-550-490-615; 157-029-504-478-714; 160-139-607-675-919; 164-341-140-334-444; 167-720-070-669-909; 184-722-610-289-110; 195-300-917-359-813; 196-162-831-768-687; 198-516-151-572-443,94,true,cc-by-nc,hybrid
119-196-126-939-201,Communicating Corporate Social Responsibility to Internal Stakeholders: Walking the Walk or Just Talking the Talk?,2015-05-18,2015,journal article,Business Strategy and the Environment,09644733; 10990836,Wiley,United States,Margaret Brunton; Gabriel Eweje; Nazim Taskin,"As organizations recognize the need to engage in CSR and sustainability initiatives, it is integral to success to communicate that they are doing so. However, the research focus is more often on communicating with external stakeholders to draw attention to corporate responsibility initiatives. Internal stakeholders as employees are not researched as often, despite their integral role in communicating the organization's CSR vision and sustainability as they interact with external stakeholders. In order to explore employee perceptions of CSR communication, a two-phase mixed-method study was undertaken, including semi-structured interviews with 20 CSR managers in NZ organizations to provide content to inform an online questionnaire survey to seek feedback from employees in these same organizations. This paper contributes to research on internal stakeholders in revealing the influence of the perceived value congruence between managers and employees in influencing internal stakeholder perceptions of CSR and sustainability initiatives. The findings have implications for public policy, enhancing organizational communication, the need for authenticity and managerial recognition of their role in facilitating employee commitment to CSR initiatives. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment",26,1,31,48,Public policy; Organizational communication; Corporate social responsibility; Business; Marketing; Corporate communication; Employee perceptions; Public relations; Computer-assisted web interviewing; Sustainability; Organizational culture,,,,,https://onlinelibrary.wiley.com/doi/abs/10.1002/bse.1889 http://onlinelibrary.wiley.com/doi/10.1002/bse.1889/full https://ideas.repec.org/a/bla/bstrat/v26y2017i1p31-48.html https://econpapers.repec.org/article/blabstrat/v_3a26_3ay_3a2017_3ai_3a1_3ap_3a31-48.htm,http://dx.doi.org/10.1002/bse.1889,,10.1002/bse.1889,1908730214,,0,000-308-521-589-617; 000-352-920-180-585; 000-789-140-310-619; 001-165-407-545-486; 004-085-817-602-470; 005-202-209-962-954; 008-130-229-355-704; 009-284-961-933-171; 009-980-637-097-123; 010-854-534-444-434; 011-573-812-277-628; 013-415-933-630-538; 018-606-075-915-716; 022-816-522-168-266; 023-851-134-062-363; 024-208-010-945-520; 025-885-727-820-308; 027-788-678-459-437; 029-095-766-719-551; 029-261-256-084-93X; 029-679-229-700-15X; 030-351-867-629-34X; 030-394-259-720-422; 032-154-956-078-084; 032-587-781-576-199; 032-946-061-922-067; 034-533-797-611-47X; 035-485-649-808-871; 036-108-033-224-619; 036-155-239-414-911; 038-774-542-586-543; 040-209-583-607-857; 042-591-020-042-891; 042-898-180-936-241; 044-863-435-937-207; 045-013-399-341-646; 045-546-312-781-086; 046-827-082-031-69X; 047-733-823-784-314; 048-694-780-327-03X; 051-030-542-888-807; 052-042-505-597-896; 052-323-192-958-435; 052-401-796-896-416; 055-610-364-693-447; 060-327-070-043-243; 060-424-011-654-647; 063-016-456-190-714; 063-582-002-576-213; 064-102-919-440-933; 066-079-289-048-08X; 066-456-212-580-773; 068-472-887-926-675; 068-662-119-582-58X; 070-024-463-729-742; 070-203-064-683-218; 071-081-381-057-556; 071-696-993-473-340; 073-183-273-314-981; 077-146-417-849-137; 078-010-958-902-82X; 083-024-703-719-239; 083-213-076-846-038; 089-641-153-972-361; 090-466-728-775-503; 091-399-294-167-55X; 091-719-479-405-251; 097-087-630-728-949; 097-106-240-878-31X; 100-442-660-273-842; 103-705-771-764-928; 107-473-444-518-776; 109-231-388-630-720; 111-018-801-761-417; 111-953-227-969-375; 112-168-536-839-796; 115-373-591-444-545; 115-615-315-841-623; 122-214-435-887-69X; 125-894-267-538-829; 128-266-591-255-291; 130-748-248-756-543; 131-608-880-447-463; 131-909-543-609-694; 135-095-200-467-976; 141-424-035-303-573; 146-704-709-383-724; 165-716-510-781-917; 168-809-337-975-903; 171-409-467-802-942; 176-241-134-682-896; 177-953-742-027-053; 180-699-543-543-749; 192-730-662-683-03X; 193-443-783-221-91X; 199-994-534-895-488,62,false,,
119-734-330-334-969,Sleeping with the Enemy? Strategic Transformations in Business–NGO Relationships Through Stakeholder Dialogue,2012-04-27,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jon Burchell; Joanne Cook,"Campaigning activities of non-governmental organisations (NGOs) have increased public awareness and concern regarding the alleged unethical and environmentally damaging practices of many major multinational companies. Companies have responded by developing corporate social responsibility strategies to demonstrate their commitment to both the societies within which they function and to the protection of the natural environment. This has often involved a move towards greater transparency in company practice and a desire to engage with stakeholders, often including many of the campaign organisations that have been at the forefront of the criticisms of their activity. This article examines the ways in which stakeholder dialogue has impacted upon the relationships between NGOs and businesses. In doing so, it contributes to the call for more ‘stakeholder-focused’ research in this field (Frooman in Acad Manag Rev 24(2): 191–205, 1999; Steurer in Bus Strategy Environ 15: 15–69 2006). By adopting a stakeholder lens, and focusing more heavily upon the impact on one particular stakeholder community (NGOs) and looking in depth at one form of engagement (stakeholder dialogue), this article examines how experiences of dialogue are strategically transforming interactions between businesses and NGOs. It shows how experiences of stakeholder dialogue have led to transformations in the drivers for engagement, transformations in the processes of engagement and transformations in the terms of engagement. Examining these areas of transformation, the article argues, reveals the interactions at play in framing and shaping the evolving relationships between business and its stakeholders.",113,3,505,518,Business ethics; Corporate social responsibility; Sociology; Multinational corporation; Framing (social sciences); Stakeholder analysis; Stakeholder; Public awareness; Public relations; Adversary,,,,,https://rd.springer.com/article/10.1007/s10551-012-1319-1 https://dialnet.unirioja.es/servlet/articulo?codigo=4213887 https://hydra.hull.ac.uk/resources/hull:9515 https://ideas.repec.org/a/kap/jbuset/v113y2013i3p505-518.html https://philpapers.org/rec/BURSWT https://econpapers.repec.org/RePEc:kap:jbuset:v:113:y:2013:i:3:p:505-518 https://link.springer.com/article/10.1007/s10551-012-1319-1 https://hull-repository.worktribe.com/output/465764,http://dx.doi.org/10.1007/s10551-012-1319-1,,10.1007/s10551-012-1319-1,1985122561,,0,001-665-423-207-461; 004-855-073-252-292; 007-474-390-411-680; 007-938-489-413-371; 011-592-388-397-316; 014-327-382-280-389; 017-847-462-926-395; 018-008-386-305-106; 018-360-147-173-954; 019-274-902-141-530; 022-103-311-174-922; 025-058-524-853-792; 027-700-418-268-176; 034-069-037-001-20X; 035-806-764-285-660; 036-691-538-479-204; 039-885-288-017-924; 041-744-119-981-58X; 045-683-602-068-343; 051-875-265-995-253; 053-235-285-847-415; 053-394-226-493-192; 054-776-403-986-108; 059-203-051-338-329; 061-020-259-335-637; 063-919-757-599-959; 064-332-599-389-254; 066-013-919-563-675; 067-621-814-824-950; 068-949-723-529-636; 069-317-441-795-929; 069-533-155-665-652; 075-449-719-541-985; 077-128-342-989-768; 079-305-264-502-869; 094-481-230-172-044; 113-400-402-948-938; 115-835-235-364-833; 119-595-397-573-14X; 119-755-820-884-667; 127-356-618-215-912; 131-678-911-828-677; 139-755-669-553-122; 150-350-648-878-30X; 159-624-801-552-297; 160-011-540-883-71X; 167-038-153-568-503; 177-719-540-176-936; 183-650-036-991-020; 187-746-548-399-41X; 189-114-072-647-250,96,true,cc-by,green
120-094-753-032-623,The Mediating Effect of Stakeholder Influence Capacity on the Relationship between Corporate Social Responsibility and Corporate Financial Performance,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Yusuf Ibrahim Karaye; Zuaini Ishak; Noriah Che-Adam,"Corporate social responsibility (CSR) and corporate financial performance (CFP) has been examined extensively in the literature. Majority of the studies suggested a positive relationship and few others found neutral, negative and/or curvilinear relationships. Hence this development calls for a mediating mechanism on the relationship between CSR and CFP. This paper proposes to provide a framework that explains how and why CSR leads to CFP by promoting a potential mediator namely stakeholder influence capacity (SIC). Based on the literature reviewed, this paper proposes three variables which can be used to implement the framework at firm level. The variables are corporate social responsibility, stakeholder influence capacity and corporate financial performance.",164,,528,534,Accounting; Corporate social responsibility; Business; Stakeholder; Mechanism (sociology); Financial performance; Positive relationship,,,,,https://cyberleninka.org/article/n/236818 https://cyberleninka.org/article/n/236818.pdf https://www.sciencedirect.com/science/article/pii/S187704281405962X https://core.ac.uk/display/82352622 http://repo.uum.edu.my/13430/1/74.pdf http://repo.uum.edu.my/13430/ http://www.sciencedirect.com/science/article/pii/S187704281405962X https://core.ac.uk/download/pdf/82352622.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.142,,10.1016/j.sbspro.2014.11.142,2088575995,,0,002-664-126-254-642; 002-929-446-634-493; 006-142-278-285-218; 007-622-898-589-828; 010-189-902-518-111; 027-818-168-763-476; 033-025-753-354-072; 037-245-208-475-274; 038-702-036-416-522; 039-359-235-405-499; 047-460-128-505-546; 048-258-354-196-742; 050-698-489-956-308; 053-195-536-333-811; 055-127-219-449-931; 061-829-988-617-171; 062-110-807-031-390; 062-115-430-347-012; 063-440-504-091-01X; 064-786-623-022-10X; 065-787-618-678-885; 066-400-343-948-766; 067-948-732-472-781; 068-746-977-170-205; 069-690-308-495-711; 084-725-164-042-764; 092-103-443-015-578; 103-677-632-250-120; 106-619-997-653-532; 114-933-813-221-985; 115-170-653-019-035; 120-694-308-570-262; 126-055-278-271-030; 130-524-282-238-827; 137-028-581-782-525; 139-319-205-102-533; 139-641-412-398-758; 155-268-221-043-986; 155-879-175-881-390; 166-100-924-070-307; 172-851-823-105-624; 187-073-108-022-930; 194-058-822-519-90X,18,true,cc-by-nc-nd,gold
120-598-350-276-091,"Hope and betrayal on the platinum belt: responsibility, violence and corporate power in South Africa",2016-09-02,2016,journal article,Journal of Southern African Studies,03057070; 14653893,Informa UK Limited,United Kingdom,Dinah Rajak,"This article considers the resurgence in state-backed violence against mineworkers in South Africa, which reached its apogee at the Marikana platinum mines in August 2012, in relation to the rise of corporate social responsibility (CSR) within the post-revolutionary political economy. I explore a paradox of CSR, which has emerged more strongly than ever in the wake of Marikana, whereby mining companies have been able to use CSR to dispense with (rather than fulfil) their social obligations and to externalise (rather than address) their social impact. Operating within an old-school logic of paternalism and benevolence, the practice of CSR is at odds with the discourse of empowerment, upward mobility and worker autonomy that modern mining companies claim to foster. Marikana shows us how CSR paradoxically serves as a resource that empowers companies (in response to their critics and claimants) rather than its intended beneficiaries.",42,5,929,946,Political economy; Corporate social responsibility; Sociology; Resource (biology); Empowerment; Paternalism; Power (social and political); Betrayal; Social mobility; Public relations; Autonomy,,,,,http://sro.sussex.ac.uk/id/eprint/61692/ https://core.ac.uk/display/42579347 https://www.tandfonline.com/doi/full/10.1080/03057070.2016.1207876 http://srodev.sussex.ac.uk/id/eprint/61692/ https://core.ac.uk/download/42579347.pdf,http://dx.doi.org/10.1080/03057070.2016.1207876,,10.1080/03057070.2016.1207876,2473588759,,0,,10,true,,green
120-863-332-607-226,Materiality and external assurance in corporate sustainability reporting: an exploratory case study of the UK construction industry,,2018,journal article,"World Review of Entrepreneurship, Management and Sustainable Development",17460573; 17460581,Inderscience Publishers,United Kingdom,Peter Jones; Daphne Comfort; David Hillier,The aims of this paper are to provide a preliminary examination of the extent to which the UK's leading construction companies are reporting embracing materiality and commissioning independent external assurance as part of their sustainability reporting processes and to offer some wider reflections on materiality and external assurance in sustainability reporting. The information for the paper is drawn from the top 20 UK construction companies' corporate websites. The paper reveals that only a minority of the UK's top 20 construction companies had embraced materiality or commissioned independent external assurance as an integral part of their sustainability reporting processes. This can be seen to reduce the reliability and credibility of the construction companies sustainability reports. The paper provides an accessible review of the extent to which the UK's leading construction companies are currently reporting embracing materiality and commissioning external assurance as part of their sustainability reporting processes.,14,4,454,472,Accounting; Materiality (auditing); Business; Project commissioning; Corporate sustainability; Credibility; Sustainability reporting; Construction industry; Sustainability,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/WREMSD.2018.093568 http://eprints.glos.ac.uk/5768/ https://ideas.repec.org/a/ids/wremsd/v14y2018i4p454-472.html https://core.ac.uk/download/160482694.pdf,http://dx.doi.org/10.1504/wremsd.2018.093568,,10.1504/wremsd.2018.093568,2822042863,,0,,2,true,cc0,green
121-008-855-493-394,Corporate accountability to the poor? : assessing the effectiveness of community-based strategies,,2005,journal article,Development in Practice,09614524; 13649213,Informa UK Limited,United Kingdom,Niamh Garvey; Peter Newell,"This paper investigates how, why, and when community-based strategies are effective in promoting corporate accountability (CA) to the poor. It argues that mainstream approaches to corporate social responsibility (CSR) underestimate the importance of power in the relationship between corporations and the communities in which they invest, which limits their applicability to many developing-country contexts in particular. In addressing this neglect, the article draws on literature on power, accountability, and citizen participation in order to analyse cases where communities have attempted to hold corporations to account for their social and environmental responsibilities. The paper argues that more attention should be paid to a number of state-, corporation-, and community-related factors, which are found to be key to the effectiveness of strategies aimed at enhancing CA to the poor.",15,3-4,389,404,Corporate social responsibility; Economics; Poverty; Accountability; Power (social and political); Neglect; Social protection; Mainstream; Corporation; Public relations,,,,,https://ueaeprints.uea.ac.uk/id/eprint/31375 https://www.tandfonline.com/doi/full/10.1080/09614520500075763 http://erepository.uonbi.ac.ke/handle/11295/37793 https://assets.publishing.service.gov.uk/media/57a08c9740f0b652dd001418/newellgarvey.pdf http://sro.sussex.ac.uk/id/eprint/12473/ https://opendocs.ids.ac.uk/opendocs/bitstream/20.500.12413/4066/1/Wp227.pdf https://core.ac.uk/display/77037586 https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/4066 https://core.ac.uk/download/pdf/77037586.pdf,http://dx.doi.org/10.1080/09614520500075763,,10.1080/09614520500075763,2111246269,,0,003-375-784-888-124; 009-837-583-494-286; 010-487-649-598-917; 015-544-051-801-888; 024-634-272-633-588; 026-141-964-914-134; 036-744-091-875-628; 043-563-220-327-62X; 047-043-689-115-970; 047-275-448-172-82X; 048-506-802-600-607; 054-627-399-895-051; 056-337-985-777-389; 086-383-740-836-26X; 091-505-110-392-573; 093-948-292-759-916; 095-469-332-974-00X; 097-268-766-262-845; 104-071-925-365-984; 109-660-686-272-189; 115-014-991-903-662; 119-612-489-423-589; 121-952-498-815-974; 127-527-255-085-904; 130-526-764-028-768; 132-168-773-764-404; 144-381-324-316-663; 156-420-403-929-059; 160-120-185-642-438; 166-490-885-184-999; 172-619-153-464-591; 174-414-280-825-664; 176-306-072-820-564; 193-329-203-571-085,90,true,cc0,green
121-546-239-665-701,Social Media Marketing Effects On Corporate Social Responsibility,2013-12-31,2013,journal article,Journal of Business & Economics Research (JBER),21578893; 15424448,Clute Institute,,Christina B. Curley; Nadia Abgrab Noormohamed,"Today’s customers are marketing representatives, product designers, intimate and privileged ‘friends’ of the company, and de facto managers sitting in at a corporate retreat; they are major stakeholders who bring the concept of corporate social responsibility to the forefront. Since sustainability, connection with community and serving society are expectations consumers require from companies from which they buy, work, and invest; companies must continually look for innovative methods to communicate their alignment of socially responsible policies into their strategic plan. While such concepts are rooted in a collaborative mission, social media marketing is a natural platform for cultivating and instilling such corporate messages.",12,1,61,66,Corporate branding; Corporate social responsibility; Business; Social responsibility; Marketing; Stakeholder; Public relations; Strategic planning; Product (business); Sustainability; Social engagement,,,,,https://www.cluteinstitute.com/ojs/index.php/JBER/article/download/8379/8403 https://core.ac.uk/download/pdf/268112658.pdf,http://dx.doi.org/10.19030/jber.v12i1.8379,,10.19030/jber.v12i1.8379,2186127925,,0,,11,true,,bronze
121-560-036-414-583,Addressing climate change in Responsible Research and Innovation : Recommendations for its operationalization,2018-06-14,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Iván Ligardo-Herrera; Tomás Gómez-Navarro; Edurne A. Inigo; Vincent Blok,"Responsible Research and Innovation (RRI) has only lately included environmental sustainability as a key area for the social desirability of research and innovation. That is one of the reasons why just a few RRI projects and proposals include environmental sustainability, and Climate Change (CC) in particular. CC is one of the grand challenges of our time and, thus, this paper contributes to the operationalization of CC prevention in RRI. To this end, the tools employed against CC were identified. Tools originated in corporate social responsibility and sustainable innovation which help to operationalize strategies against CC in RRI practice. Complementarily, the latest proposals by RRI projects and actors related to CC were reviewed. The findings of the document analysis and the web review were arranged in a framework intended for research and innovation that has an indirect but relevant negative impact due to CC. Thus, four main strategies for CC prevention in RRI were determined: a voluntary integration of the aims, a life cycle perspective, open access databases and key performance indicators, and stakeholder management. The article is finished acknowledging diverse barriers hindering the operationalization of CC prevention in RRI, and we introduce future avenues for research in this area.",10,6,2012,,Climate change; Performance indicator; Corporate social responsibility; Political science; Grand Challenges; Responsible Research and Innovation; Stakeholder management; Knowledge management; Sustainability; Operationalization,,,,,https://riunet.upv.es/handle/10251/121258 https://www.mdpi.com/2071-1050/10/6/2012/pdf https://www.narcis.nl/publication/RecordID/oai%3Alibrary.wur.nl%3Awurpubs%2F539154 https://pubag.nal.usda.gov/catalog/6523078 https://www.mdpi.com/2071-1050/10/6/2012 https://ideas.repec.org/a/gam/jsusta/v10y2018i6p2012-d152489.html https://bonga.unisimon.edu.co/handle/20.500.12442/2157 https://riunet.upv.es/bitstream/handle/10251/121258/Ivan%20Ligardo-Herrera%20-%20sustainability-10-02012.pdf?sequence=1&isAllowed=y,http://dx.doi.org/10.3390/su10062012,,10.3390/su10062012,2808332347,,0,004-629-111-405-62X; 010-487-434-429-702; 011-025-455-746-432; 014-321-479-325-339; 015-399-424-215-446; 016-295-786-817-487; 016-504-578-067-077; 017-682-876-080-091; 018-460-854-153-475; 020-452-924-597-55X; 021-622-039-627-58X; 025-363-700-016-75X; 028-965-850-259-340; 029-459-001-907-176; 031-889-105-276-112; 040-524-683-323-624; 041-602-638-757-56X; 041-899-839-540-965; 046-488-409-594-790; 053-459-038-820-162; 062-300-894-288-182; 063-852-849-676-110; 072-005-663-601-048; 080-764-890-549-777; 110-725-530-458-091; 116-029-846-129-613; 153-487-062-927-430; 161-243-537-598-589; 163-819-993-116-565; 175-288-489-733-973,8,true,cc-by,gold
121-581-587-801-97X,Corporate Social Responsibility or Government Regulation? Evidence on Oil Spill Prevention,,2012,journal article,Ecology and Society,17083087,"Resilience Alliance, Inc.",Canada,Jedrzej George Frynas,"Major oil spills normally occur from oil pipelines and oil tankers that are under operational control of companies, namely, oil companies and tanker owners. There are two generic responses for changing the behavior of companies with regard to oil spill prevention: mandatory government regulation or voluntary initiatives often pursued under the banner of Corporate Social Responsibility (CSR). Here we investigate to what extent voluntary CSR initiatives can be effective in oil spill prevention. A global perspective on voluntary mechanisms is taken by looking at the progress of 20 oil and gas firms from around the world toward oil spill prevention, using the companies’ 2010 sustainability reports for self-reported oil spill information. The analysis includes ten oil companies from OECD countries (including Exxon and Shell, among others) and 10 oil companies from non-OECD countries (including Brazil’s Petrobras and Indian Oil, among others). The study finds that oil spill prevention has generally improved over recent decades. Government regulation played a significant part in these improvements whereas it is less clear to what extent CSR played a significant part in these improvements. Some of CSR’s key limitations are highlighted. It is not suggested that CSR should be abandoned; however, new hybrid forms of regulation that combine voluntary and mandatory elements are advocated.",17,4,4,,Economic policy; Corporate social responsibility; Business; Government regulation; Oil spill; Oecd countries; Operation control; Public relations; Petroleum; Sustainability; Fossil fuel,,,,,https://doaj.org/article/a7e4722601b8442aac50fb432fa01549 https://eprints.mdx.ac.uk/10910/1/Frynas%20-%20CSR%20and%20Oil%20Spill%20Prevention%20%28Ecol%20%26%20Soc%202012%29.pdf http://www.ourenergypolicy.org/wp-content/uploads/2013/01/ES-2012-5073.pdf https://www.ecologyandsociety.org/vol17/iss4/art4/ https://www.ecologyandsociety.org/vol17/iss4/art4/ES-2012-5073.pdf https://eprints.mdx.ac.uk/10910/ https://core.ac.uk/download/15237879.pdf,http://dx.doi.org/10.5751/es-05073-170404,,10.5751/es-05073-170404,2056649526,,0,004-705-436-035-876; 004-921-534-821-21X; 005-905-199-616-812; 021-054-776-175-875; 025-685-407-595-715; 028-861-674-874-136; 030-225-810-367-652; 030-588-528-422-411; 034-622-676-700-278; 035-556-471-787-086; 037-787-897-378-58X; 038-071-243-138-870; 045-035-730-734-528; 046-164-804-991-576; 048-919-551-414-169; 049-067-185-344-517; 052-485-445-395-215; 054-653-643-094-58X; 061-037-711-668-317; 064-337-792-484-854; 066-728-543-874-211; 067-481-215-257-948; 072-409-100-937-139; 085-921-682-031-840; 095-190-035-572-137; 099-840-022-023-670; 100-495-346-006-307; 103-052-447-425-179; 105-277-371-939-586; 106-304-627-819-244; 110-502-326-347-134; 111-336-113-230-309; 112-831-843-451-108; 114-387-252-475-153; 114-580-747-477-286; 116-458-694-696-904; 119-667-541-178-727; 125-638-783-221-948; 126-759-950-860-681; 131-178-091-661-603; 137-710-395-962-567; 139-641-412-398-758; 144-671-222-668-743; 150-756-983-846-92X; 173-187-707-855-392; 182-199-495-327-639; 182-812-357-734-466; 184-645-827-882-648; 186-211-596-313-871; 186-766-021-207-612,58,true,cc-by,gold
121-959-411-297-951,Corporate social sustainability in supply chains: a thematic analysis of the literature,2017-10-19,2017,journal article,International Journal of Production Research,00207543; 1366588x,Informa UK Limited,United Kingdom,ManMohan S. Sodhi; Christopher S. Tang,"This paper maps out different research strands using thematic analysis on the literature pertaining to large companies’ efforts on social sustainability in their supply chains. The data corpus for this thematic analysis is a broad sample of the literature with articles from different journals and employing different research methodologies. Each of the high-level themes is identified at a level high enough to apply to research into not only social but also economic or environmental sustainability. These eight themes – stakeholder pressure; governance; contingencies; practices; partnerships; barriers and enablers; performance; and optimisation for performance improvement and trade-off – are then woven into a thematic map. We call this map the ‘4P’ model as it suggests that pressure and partnerships influence practices, which in turn impact performance. Researchers can use this thematic classification not only to position their research within the social sustainability literature but also to integrate resear...",56,1-2,882,901,Supply chain; Sociology; Marketing; Stakeholder; Corporate governance; Supply chain management; Social sustainability; Knowledge management; Sustainability; Thematic analysis; Thematic map,,,,,https://dblp.uni-trier.de/db/journals/ijpr/ijpr56.html#SodhiT18 https://ideas.repec.org/a/taf/tprsxx/v56y2018i1-2p882-901.html https://www.tandfonline.com/doi/full/10.1080/00207543.2017.1388934 https://core.ac.uk/display/153573498 https://openaccess.city.ac.uk/id/eprint/19346/ https://doi.org/10.1080/00207543.2017.1388934 https://core.ac.uk/download/153573498.pdf,http://dx.doi.org/10.1080/00207543.2017.1388934,,10.1080/00207543.2017.1388934,2766189075,,0,000-533-419-921-039; 000-546-109-734-433; 000-768-624-653-404; 000-831-037-791-393; 000-844-698-236-891; 002-927-318-641-091; 003-130-845-218-875; 003-817-363-367-799; 003-940-077-430-471; 003-994-130-080-903; 004-004-032-288-410; 004-977-334-488-574; 006-620-131-556-910; 006-957-480-792-923; 007-267-782-439-824; 008-346-770-026-215; 009-098-892-739-674; 009-275-112-247-148; 010-353-014-623-839; 010-506-995-388-331; 012-976-786-137-762; 015-611-895-459-960; 015-716-895-819-197; 016-067-187-701-20X; 016-589-411-640-236; 016-644-067-753-248; 017-724-505-104-19X; 017-958-531-190-556; 019-536-958-719-730; 019-729-232-766-547; 022-304-790-542-067; 022-691-516-276-125; 023-866-763-230-472; 028-901-655-056-473; 028-915-555-142-638; 029-348-557-887-535; 030-375-100-854-505; 030-883-378-370-207; 031-734-786-091-933; 033-291-334-800-068; 033-959-874-417-497; 034-191-720-401-274; 034-469-181-561-626; 034-836-617-840-274; 035-036-721-966-820; 035-193-475-453-382; 035-850-504-206-127; 036-121-057-742-193; 037-550-015-414-716; 039-075-844-619-412; 039-133-419-285-573; 041-293-749-995-169; 042-012-538-776-815; 042-807-425-625-032; 043-221-639-487-091; 045-309-704-432-329; 046-133-162-600-796; 047-525-091-776-100; 049-589-836-147-524; 053-829-674-533-661; 054-449-494-997-25X; 057-100-995-200-074; 057-273-960-605-19X; 057-942-097-777-139; 058-955-029-501-869; 060-063-910-053-174; 061-841-621-722-786; 063-639-974-825-135; 064-297-419-229-691; 064-336-180-313-54X; 067-529-327-009-105; 070-257-920-672-735; 070-601-413-139-768; 071-410-672-738-647; 072-110-186-098-340; 074-353-505-496-127; 074-569-980-521-355; 074-741-862-751-67X; 074-950-423-617-47X; 075-240-178-025-648; 075-253-959-164-985; 076-316-330-238-950; 076-661-365-593-765; 079-529-841-106-851; 079-964-167-314-355; 080-551-760-475-344; 081-532-517-406-608; 082-559-161-917-824; 083-010-805-557-915; 085-549-441-766-266; 086-118-074-367-002; 086-978-455-549-184; 087-350-748-759-364; 091-311-969-296-650; 092-459-737-286-258; 093-753-968-992-129; 093-789-722-128-896; 094-444-846-834-007; 097-689-037-839-021; 097-862-431-708-261; 099-758-571-182-460; 100-140-187-711-064; 103-768-779-950-459; 103-924-543-469-118; 105-865-172-626-73X; 105-899-546-665-959; 106-010-034-659-843; 107-727-030-484-059; 109-781-141-497-143; 110-602-262-431-043; 111-963-768-580-775; 113-419-851-383-047; 116-398-263-302-289; 116-641-836-492-33X; 120-404-553-849-947; 120-507-260-053-218; 120-521-536-681-399; 125-894-620-950-719; 126-178-206-339-091; 126-961-183-393-339; 132-745-009-764-06X; 134-350-175-232-145; 144-781-827-157-388; 147-801-350-230-756; 150-871-950-089-567; 160-119-052-404-120; 160-703-457-220-314; 164-186-149-966-758; 169-192-074-819-376; 169-292-962-750-002; 169-849-665-253-902; 170-854-632-567-181; 171-828-804-435-052; 173-137-502-164-357; 178-628-496-923-596; 180-036-881-850-63X; 181-111-130-406-363; 186-924-451-684-428,89,true,,green
123-139-439-673-110,Orchestrating governmental corporate social responsibility interventions through financial markets: The case of French socially responsible investment,2020-04-08,2020,journal article,Business Ethics Quarterly,1052150x; 21533326,Cambridge University Press (CUP),United Kingdom,Stephanie Giamporcaro; Jean-Pascal Gond; Niamh O'Sullivan,"Although a growing stream of research investigates the role of government in corporate social responsibility (CSR), little is known about how governmental CSR interventions interact in financial markets. This article addresses this gap through a longitudinal study of the socially responsible investment (SRI) market in France. Building on the ‘CSR and government’ and ‘regulative capitalism’ literature, we identify three modes of governmental CSR intervention – regulatory steering, delegated rowing, and microsteering – and show how they interact through the two mechanisms of layering (the accumulation of interventions), and catalyzing (the alignment of interventions). Our findings 1) challenge the notion that, in the neoliberal order, governments are confined to steering market actors – leading and guiding their behavior – while private actors are in charge of rowing – providing products and services; 2) show how governmental CSR interventions interact and are orchestrated; and 3) provide evidence that governments can mobilize financial markets to promote CSR.",30,3,288,334,Corporate social responsibility; Business; Government; Order (exchange); Financial market; Psychological intervention; Orchestration (computing); Market economy; Capitalism; Intervention (law),,,,,https://www.cambridge.org/core/services/aop-cambridge-core/content/view/2E21CCC578FEB20EF5C6D68429D1F169/S1052150X1900040Xa.pdf/div-class-title-orchestrating-governmental-corporate-social-responsibility-interventions-through-financial-markets-the-case-of-french-socially-responsible-investment-div.pdf http://irep.ntu.ac.uk/id/eprint/37772/ https://philpapers.org/rec/GIAOGC https://openaccess.city.ac.uk/id/eprint/22885/ https://ideas.repec.org/a/cup/buetqu/v30y2020i3p288-334_2.html https://www.cambridge.org/core/journals/business-ethics-quarterly/article/orchestrating-governmental-corporate-social-responsibility-interventions-through-financial-markets-the-case-of-french-socially-responsible-investment/2E21CCC578FEB20EF5C6D68429D1F169 https://nottingham-repository.worktribe.com/output/2792521 https://core.ac.uk/download/228134808.pdf,http://dx.doi.org/10.1017/beq.2019.40,,10.1017/beq.2019.40,2984617603,,0,000-199-442-436-874; 000-614-869-372-713; 000-913-802-932-624; 001-460-717-644-211; 003-378-149-643-64X; 003-571-205-027-927; 006-269-778-408-737; 006-690-643-641-012; 007-418-088-732-014; 008-264-699-745-970; 008-304-559-991-380; 008-672-671-619-57X; 014-981-424-763-706; 015-303-537-792-056; 017-262-634-364-381; 017-771-076-509-798; 018-837-985-064-314; 019-910-444-030-351; 022-631-854-660-846; 026-573-703-383-442; 027-043-539-681-410; 027-272-011-955-080; 028-535-521-421-247; 028-642-431-099-358; 030-317-637-919-801; 033-440-381-372-437; 035-340-862-842-596; 035-556-471-787-086; 036-155-239-414-911; 037-008-260-203-947; 039-291-337-838-166; 043-040-556-448-481; 043-211-381-171-997; 049-914-262-600-874; 050-218-912-345-091; 055-498-815-134-39X; 058-704-179-299-946; 059-744-027-657-700; 060-361-842-553-833; 061-829-988-617-171; 061-992-233-671-241; 062-407-034-774-658; 063-410-297-450-683; 066-308-094-668-541; 069-859-390-421-973; 070-332-329-064-967; 073-169-146-264-853; 074-308-282-123-135; 077-088-591-818-878; 079-990-201-348-372; 080-451-789-211-977; 080-851-715-295-20X; 081-663-992-350-754; 084-999-208-992-402; 087-011-699-374-540; 088-993-237-313-315; 091-430-341-004-976; 092-438-341-251-021; 094-626-340-146-896; 094-817-804-176-797; 095-240-361-956-550; 095-272-592-807-399; 096-049-598-507-578; 097-067-039-768-785; 100-829-180-445-218; 104-303-239-152-807; 109-888-351-405-788; 110-525-073-892-717; 118-296-301-769-679; 121-616-895-429-10X; 123-454-613-702-715; 127-356-618-215-912; 132-676-164-738-551; 138-389-886-298-697; 142-760-128-299-250; 146-420-813-412-877; 148-483-078-028-406; 148-899-305-208-888; 154-575-122-899-133; 159-592-129-993-014; 166-270-517-080-622; 171-075-971-769-099; 178-041-802-665-570; 193-660-223-550-046,14,true,cc-by,green
123-408-044-076-808,"The Effect of Corporate Social Responsibility Disclosure, Family Ownership, and Good Corporate Governance in Tax Avoidance",,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"Tax avoidance is a management effort to reduce the amount of tax burden. There are several parameters which effective to evaluate tax avoidance behaviour of a company, consist of corporate social responsibility program (CSR), company ownership status and good corporate governance (GCG). The purpose of this paper is to evaluate tax avoidance behaviour, focused in three parameters (CSR, ownership, GCG) of 268 public listed manufacture company in Indonesia Stock Exchange period 2012-2016. General method of research is evaluating three parameters individually than integrated and compare with tax avoidance points to make a correlation. ETR is used to measure the value of tax avoidance, CSR is measured by GRI (91 items of disclosure), family ownership is measured by dummy, and GCG is measured by IPCG (103 items of disclosure). All of data is evaluate statistically using multiple linear regression analysis.Conclusion of the research resulted three significant findings. Corporate social responsbility and good corporate governance parameteres indicated significant negative in affect tax avoidance behaviour while family ownership status doesn’t have any influence on tax avoidance behaviour. Keywords: corporate social responsibility, family ownership, good corporate governance, tax avoidance. DOI: 10.7176/RJFA/10-6-06 Publication date:March 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234632692.pdf,http://dx.doi.org/10.7176/rjfa/10-6-06,,10.7176/rjfa/10-6-06,,,0,,0,true,cc-by,hybrid
123-420-298-313-545,Untangling the Origins of Sustainable Commitment: New Insights on the Small vs. Large Firms’ Debate,2020-01-16,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Silvia Cantele; Silvia Vernizzi; Bettina Campedelli,"The sustainable development challenge is increasingly being included in entrepreneurs’ agendas. Firms are considered responsible for social and environmental effects but are also considered as social actors that can effectively incorporate sustainability solutions into market transactions. The literature on corporate social responsibility (CSR) in small business has depicted these firms as less involved in sustainability management implementation owing to resource constraints and limited perception of the business case for sustainability. Further, studies on both small business and sustainable entrepreneurship have highlighted the pivotal role of entrepreneurs’ values in motivating a more sustainable way of conducting business while, large companies, driven by external pressures, are more focused on a strategic CSR approach than small firms. Starting from these premises, the paper aims to identify the main drivers or barriers of sustainability implementation and to verify any significant differences between small and large-sized companies in their approach to sustainability practices implementation. The study adopts a qualitative research method based on semi-structured interviews addressing 22 participants from Italian firms of different sizes selected for their social and environmental commitment. The findings of the study highlight the existence of some common features among small and large firms, in particular, regarding motivations, entrepreneur values, and business vision, contributing new perspectives to the sustainable entrepreneurship debate.",12,2,671,682,Corporate social responsibility; Business; Marketing; Qualitative research; Perception; Small business; Resource constraints; Sustainable development; Business case; Sustainability,,,,,https://www.mdpi.com/2071-1050/12/2/671 https://iris.univr.it/handle/11562/1011265 https://ideas.repec.org/a/gam/jsusta/v12y2020i2p671-d309670.html https://www.mdpi.com/2071-1050/12/2/671/pdf https://core.ac.uk/download/pdf/288180811.pdf,http://dx.doi.org/10.3390/su12020671,,10.3390/su12020671,2999035331,,0,002-280-475-287-909; 004-113-913-467-606; 016-047-754-544-514; 019-074-462-022-426; 022-774-738-500-720; 025-031-789-649-316; 025-425-770-846-557; 026-046-165-643-168; 026-455-656-373-489; 027-610-501-516-151; 029-259-838-795-819; 029-580-558-293-284; 031-259-317-935-208; 033-162-478-640-736; 034-273-627-396-502; 034-924-362-275-399; 035-311-323-346-697; 035-982-342-731-07X; 038-066-384-115-422; 042-409-064-681-704; 042-591-020-042-891; 043-088-882-585-759; 045-385-511-579-046; 045-754-631-412-145; 055-127-219-449-931; 056-157-172-079-526; 058-035-600-566-054; 059-655-057-518-352; 063-219-290-377-174; 063-727-723-959-788; 065-109-789-948-824; 067-945-242-728-795; 068-573-734-156-043; 068-662-119-582-58X; 071-579-211-917-734; 073-269-755-550-079; 083-778-377-219-423; 084-001-293-941-148; 085-259-803-586-292; 094-021-549-671-745; 097-087-630-728-949; 097-129-167-189-893; 101-299-425-939-891; 110-725-530-458-091; 112-583-390-831-65X; 122-068-609-968-324; 125-247-472-636-611; 125-885-450-873-938; 128-519-086-015-927; 132-999-301-803-679; 142-150-748-135-187; 144-250-380-273-485; 144-990-763-873-027; 148-988-664-412-842; 156-307-935-477-167,10,true,cc-by,gold
123-729-967-789-547,Explicit corporate social responsibility disclosure: A textual analysis,,2017,journal article,SSRN Electronic Journal,15565068,Elsevier BV,,Katrin Hummel; Stéphanie Mittelbach-Hörmanseder; Charles H. Cho; Dirk Matten,"In this paper, we investigate whether companies located in liberal market economies report more explicitly about specific CSR topics than firms located in coordinated market economies. For a sample of 3,384 CSR reports of European and US firms, we perform a textual analysis over the period 2008 – 2016. Our results confirm that companies located in LMEs report more explicitly about education and philanthropy; for parental leave and climate, we find a negative and significant association. We also find that CSR performance, size and report length are positively associated with the explicitness of our topic-specific CSR disclosure scores. Our results are robust to a variety of alternative measures.",,3090976,,,Accounting; Variety (cybernetics); Corporate social responsibility; Association (psychology); Business; Readability; Parental leave; Sample (statistics),,,,,https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID3090976_code2274740.pdf?abstractid=3090976&mirid=1&type=2 https://www.ssrn.com/abstract=3090976 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3090976 https://www.zora.uzh.ch/id/eprint/182963/1/SSRN-Explicit%20CSR%20disclosure.pdf https://www.zora.uzh.ch/id/eprint/182963/ https://www.zora.uzh.ch/id/eprint/182963/1/SSRN-Explicit%20CSR%20disclosure.pdf,http://dx.doi.org/10.2139/ssrn.3090976,,10.2139/ssrn.3090976,3081061255,,0,003-843-787-322-294; 004-247-457-696-512; 005-137-471-444-513; 006-399-176-500-152; 008-289-200-243-359; 009-112-965-527-524; 014-255-721-870-130; 019-158-474-336-391; 019-660-464-435-365; 024-230-198-759-471; 026-895-859-106-523; 030-885-107-906-339; 033-286-579-720-190; 035-556-471-787-086; 040-738-121-278-984; 043-848-568-058-650; 046-168-451-616-161; 046-294-363-367-81X; 046-493-993-308-509; 048-750-791-475-71X; 053-769-473-632-821; 056-505-335-399-152; 067-261-137-277-497; 080-458-124-178-385; 081-805-389-002-270; 092-235-131-089-660; 093-796-506-202-743; 097-067-039-768-785; 104-952-265-971-486; 105-994-015-615-157; 107-002-716-250-830; 115-482-499-323-938; 124-631-518-452-456; 126-688-056-793-714; 133-327-461-264-832; 137-994-583-439-180; 149-676-489-669-301; 154-293-426-700-837; 159-513-941-105-702; 169-793-306-122-097; 195-459-088-993-271,12,true,,green
123-732-527-342-861,Reclaiming the Child Left Behind: The Case for Corporate Cultural Responsibility,2014-02-27,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,François Maon; Adam Lindgreen,"Although a reasonable understanding of corporate social responsibility (CSR) exists, one dimension remains largely ignored. That is, the cultural impacts of corporations, or the bearing, at various levels of their business models, activities, and outcomes on the value systems and enduring beliefs of affected people. We introduce the notion of corporate cultural responsibility (CCR). The way corporations address CCR concerns can be reflected according to three stances: cultural destructiveness, cultural carelessness, and cultural prowess. Taken sequentially, they reflect a growing comprehension and increasingly active consideration of CCR concerns by corporations. In turn, we explicitly address issues related to the complex question of determining the cultural responsibilities of corporate actors; specify key CCR-related conceptualizations; and lay a foundation for discussions, debates, and research efforts centered on CCR concerns and rationales.",130,4,755,766,Business ethics; Corporate social responsibility; Sociology; Law; Complex question; Carelessness; Foundation (evidence); Public relations; Business model; Comprehension; Creating shared value,,,,,https://rd.springer.com/article/10.1007/s10551-014-2112-0 https://lilloa.univ-lille.fr/handle/20.500.12210/21510 https://orca.cf.ac.uk/58334/ https://dialnet.unirioja.es/servlet/articulo?codigo=5988920 https://hal.archives-ouvertes.fr/hal-01563058 https://research.cbs.dk/en/publications/reclaiming-the-child-left-behind-the-case-for-corporate-cultural- https://ideas.repec.org/a/kap/jbuset/v130y2015i4p755-766.html https://link.springer.com/article/10.1007/s10551-014-2112-0 https://philpapers.org/rec/MAORTC https://econpapers.repec.org/RePEc:kap:jbuset:v:130:y:2015:i:4:p:755-766 https://core.ac.uk/download/9715689.pdf,http://dx.doi.org/10.1007/s10551-014-2112-0,,10.1007/s10551-014-2112-0,2166618273,,0,000-299-636-920-662; 000-324-739-789-902; 001-828-300-210-541; 001-911-067-804-876; 003-882-759-107-804; 004-704-028-599-272; 004-803-895-375-107; 006-319-214-959-798; 006-428-175-900-971; 007-779-358-945-890; 007-974-273-592-057; 008-710-492-558-606; 011-317-135-974-262; 012-825-985-377-760; 015-672-848-839-505; 016-431-422-399-767; 017-973-147-985-368; 018-015-982-199-536; 019-073-844-174-746; 020-714-118-341-338; 023-003-743-898-893; 024-208-010-945-520; 025-885-727-820-308; 026-249-910-065-223; 026-995-242-424-810; 028-967-109-243-45X; 031-790-757-078-20X; 032-493-317-770-417; 033-579-565-559-569; 033-638-906-438-966; 034-318-841-680-252; 035-244-310-713-323; 038-130-991-275-405; 038-733-120-416-439; 038-811-997-206-383; 040-344-640-544-410; 041-898-461-437-899; 044-677-178-533-711; 046-240-649-389-164; 049-067-185-344-517; 050-862-111-892-586; 053-904-136-980-306; 056-711-364-606-023; 057-883-261-676-392; 068-309-994-849-249; 069-116-725-640-696; 071-248-279-702-426; 071-301-601-334-132; 074-173-984-453-280; 074-196-663-951-117; 074-242-032-337-609; 077-608-925-431-101; 078-198-839-562-727; 079-997-367-306-035; 081-317-883-009-950; 083-836-502-817-805; 084-337-409-577-771; 086-874-127-521-469; 088-919-850-566-219; 089-986-273-024-394; 091-085-068-735-908; 091-410-165-967-723; 092-164-132-026-703; 092-270-205-871-326; 095-450-338-820-001; 095-918-868-262-749; 100-845-800-399-92X; 101-076-276-818-261; 104-819-043-171-974; 105-336-177-175-997; 107-059-599-574-664; 111-296-387-950-991; 111-424-670-194-873; 114-387-252-475-153; 119-399-401-955-08X; 121-372-181-639-975; 121-581-061-262-350; 121-878-992-886-783; 121-914-672-198-741; 126-704-549-352-068; 127-913-927-851-137; 130-072-745-034-384; 131-890-354-265-75X; 132-022-906-707-680; 133-161-268-697-794; 139-641-412-398-758; 142-721-738-523-334; 143-560-764-970-877; 150-756-983-846-92X; 152-822-213-285-084; 155-438-612-602-916; 155-849-634-946-361; 158-890-980-153-130; 159-592-129-993-014; 159-805-626-062-727; 162-405-727-328-788; 163-042-733-779-75X; 163-529-639-649-240; 166-204-621-970-742; 166-264-804-038-063; 172-165-214-399-751; 173-533-732-162-714; 175-602-270-496-697; 176-405-810-839-069; 177-926-282-294-594; 178-397-057-385-09X; 182-867-587-691-99X; 185-066-878-244-988; 187-756-134-531-782; 190-781-778-460-644; 197-068-788-395-891,7,true,,green
123-791-608-722-858,Corporate social responsibility practice of Malaysian public listed government-linked companies: A dimensional analysis,,2018,journal article,Management Science Letters,19239335; 19239343,Growing Science,,Lim Boon Keong; Suresh Ramakrishnan; Sanil S. Hishan,"This paper examines the corporate social responsibility (CSR) practices of the Malaysian public-listed government-linked companies (GLCs) using a dimensional analysis. Four dimensions of CSR activities, namely community, employees, environment and governance, are investigated to study the latest CSR practice of GLCs in year 2016. Each dimension is divided into three subcat-egories to further examine the performance of GLCs on a particular CSR area. This is the first paper in Malaysia which uses CSR ratings (obtained from CSRHub database) to proxy for CSR practice. None of the past literature has been found to adopt this approach. The findings show that Malaysian public-listed GLCs performed better in community, employees and environment dimensions, whilst tend to underperform in governance dimension.",8,5,417,426,Accounting; Corporate social responsibility; Business; Government; Dimension (data warehouse); Proxy (statistics); Corporate governance,,,,,http://www.m.growingscience.com/beta/msl/2762-corporate-social-responsibility-practice-of-malaysian-public-listed-government-linked-companies-a-dimensional-analysis.html http://growingscience.com/beta/msl/2762-corporate-social-responsibility-practice-of-malaysian-public-listed-government-linked-companies-a-dimensional-analysis.html http://eprints.utm.my/id/eprint/79872/ http://growingscience.com/msl/Vol8/msl_2018_18.pdf http://m.growingscience.com/msl/Vol8/msl_2018_18.pdf https://core.ac.uk/display/155261949 https://core.ac.uk/download/199243550.pdf,http://dx.doi.org/10.5267/j.msl.2018.4.005,,10.5267/j.msl.2018.4.005,2797758275,,0,123-791-608-722-858,4,true,cc-by,gold
123-952-746-315-93X,Impact of cause-affinity and CSR fit on consumer purchase intention,2020-11-27,2020,journal article,Society and Business Review,17465680,Emerald,,Sudipta Sen Gupta; Deepti Wadera,"This paper aims to ascertain Indian consumers’ corporate social responsibility (CSR) perceptions; an affinity for stipulated causes and perceived fit between cause and industry in the current mandatory CSR era in India.,Primary data was collected through an online survey from 1,251 consumers via quota sampling and snowballing, across 36 Indian cities.,The findings indicate no skepticism, positive CSR support and company evaluation. Indian consumers have the greatest affinity for environmental protection. Segments of socially, environmentally and culturally conscious consumers were found. Under quasi-experimental conditions of CSR fit and cause-affinity, positive purchase intention is exhibited across fast-moving-consumer-goods sectors; in which case CSR perceptions cease to have a significant impact on purchase intention.,This result contributes to understanding Indian consumers’ perspective in the mandatory CSR era and adds to the literature on strategic CSR and communication by segmenting consumers by cause affinity.,CSR practitioners could align with consumer-relevant causes that fit with their company’s core business, as controllable initiatives, instead of depending on positive, but less controllable, CSR perceptions of consumers. Implications of the findings on CSR policymaking by the government are also discussed.,The mandatory CSR law has been viewed as a burden by corporate India. This research implies that it may be possible to look at it as an opportunity for strategic CSR, to create a win-win situation for both business and society.,One of the first studies on cause-affinity and CSR fit among Indian consumers using the government stipulated list of causes.",16,1,26,50,Quota sampling; Market segmentation; Corporate social responsibility; Business; Government; Marketing; Skepticism; Perception; Core business,,,,,https://www.emerald.com/insight/content/doi/10.1108/SBR-01-2020-0012/full/html https://www.scilit.net/article/0a82c89b65221919113bad45cfa728fd?action=show-references,http://dx.doi.org/10.1108/sbr-01-2020-0012,,10.1108/sbr-01-2020-0012,3106625770,,0,003-058-216-451-849; 009-575-398-666-624; 013-569-817-725-195; 014-300-074-989-740; 014-529-791-710-218; 015-196-152-638-823; 018-606-075-915-716; 018-992-567-448-761; 020-127-948-138-105; 020-330-066-853-32X; 020-352-380-542-922; 020-773-550-003-936; 024-388-806-468-644; 025-267-985-445-653; 027-974-052-497-705; 028-513-151-138-964; 031-505-615-393-727; 031-840-686-144-750; 032-779-497-658-310; 033-211-015-066-414; 035-306-773-950-123; 035-927-906-334-503; 036-117-578-653-637; 036-321-450-377-651; 037-479-522-981-871; 043-605-651-281-566; 044-083-687-086-165; 047-084-373-523-100; 052-825-867-340-618; 055-151-639-525-953; 058-736-920-722-150; 061-032-025-769-668; 064-427-673-424-655; 066-236-200-870-306; 066-736-017-553-768; 067-948-732-472-781; 069-392-435-893-645; 072-103-876-421-218; 073-171-103-831-734; 075-549-506-020-666; 077-360-324-283-899; 077-506-590-000-424; 083-826-637-958-550; 086-191-180-278-127; 088-919-850-566-219; 088-956-750-760-156; 094-620-439-196-263; 096-125-879-502-513; 096-868-867-224-947; 099-085-870-469-302; 100-792-252-891-676; 103-405-438-698-440; 110-994-862-224-393; 113-261-843-924-301; 115-557-489-488-281; 116-333-824-208-296; 116-786-038-321-410; 117-404-452-177-864; 118-884-877-348-990; 120-438-431-890-816; 121-463-988-631-580; 126-169-065-725-508; 131-180-572-109-097; 131-761-546-014-209; 136-647-616-524-603; 137-127-338-350-689; 139-119-876-531-586; 140-107-754-458-752; 146-267-791-584-388; 150-756-983-846-92X; 159-592-129-993-014; 162-290-133-902-677; 166-204-621-970-742; 185-050-475-065-604,7,false,,
124-208-754-470-332,Building Customers Satisfaction Using Social Responsibility Communications of Islamic Banks in Jordan,,2019,journal article,New Media and Mass Communication,,"International Institute for Science, Technology and Education",,,"This study aims at diagnosing the impact of social responsibility on satisfaction of Islamic banks' customers in Jordan, then exploring the media means used by such banks to promote the SR programs within local community. Determining the statistical differences in SR, media means and customers satisfaction according to many demographical and organizational factors. This research is descriptive. The questionnaire is the tool of collecting the data needed from research population. The sample size reached to 384 customers, and cluster random sample is used. The study conclude that there is a positive statistical impact of support social responsibility programs on customers satisfaction , but the support social responsibility and customers satisfaction are statistically weak, and the media means used to promote SR programs are traditional and doesn’t fit the societal needs. Finally, the study recommends some implications and recommendations that support social responsibility communications and customers’ satisfaction in surveyed companies. Keywords: Customers Satisfaction, Social Responsibility, Marketing Communications, Islamic Banks, Jordan. DOI: 10.7176/NMMC/78-0",,,,,Islam; Business; Islamic banking; Customer satisfaction; Marketing; Geography; Archaeology,,,,,https://core.ac.uk/download/pdf/234653573.pdf,http://dx.doi.org/10.7176/nmmc/78-03,,10.7176/nmmc/78-03,,,0,,0,true,cc-by,hybrid
124-467-708-282-599,Research Agenda on Integrated Reporting: New Emergent Theory and Practice,,2014,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Dragu Ioana; Tiron-Tudor Adriana,"Abstract This paper investigates integrated reporting by presenting the main theories that surround this new and emergent reporting trend. We analyze the previous literature in the field of corporate disclosure, non-financial reporting, and sustainability providing a deep understanding on the process of diffusion and adoption of integrated reports. The paper represents a discourse on theories about integrated reporting, claiming that institutional theory and diffusion and adoption theory represent solid research base for studies in the area of integrated reporting. We also employ in a presentation of the most appropriate methodology and data sources for research on integrated reports. We consider that the current paper sets the main coordinates of integrated reporting by connecting this field to the contemporary literature and providing a set of methodologies for future studies along with the research fundamentals in the form of ground theorization.",15,,221,227,Sociology; Institutional theory; Set (psychology); Management; Presentation; Integrated reporting; Corporate disclosure; Future studies; Field (computer science); Knowledge management; Sustainability,,,,,https://www.sciencedirect.com/science/article/pii/S2212567114004882 https://core.ac.uk/download/pdf/81196232.pdf,http://dx.doi.org/10.1016/s2212-5671(14)00488-2,,10.1016/s2212-5671(14)00488-2,1971728100,,0,012-060-281-003-363; 013-439-504-708-735; 015-271-876-692-523; 017-126-130-578-937; 022-512-643-506-628; 027-827-119-143-849; 031-193-713-504-507; 035-556-471-787-086; 036-802-787-847-214; 047-882-866-040-496; 048-710-184-104-013; 052-802-334-885-429; 055-544-755-668-238; 064-344-454-487-601; 066-420-460-422-200; 071-819-253-801-510; 087-109-295-304-250; 097-383-166-887-060; 099-282-571-044-913; 115-482-499-323-938; 123-242-545-379-340; 123-694-573-650-975; 150-924-638-871-745; 155-701-487-320-455; 177-484-950-834-301,33,true,,gold
124-970-267-850-850,"PENGARUH CORPORATE SOCIAL RESPONSIBILITY DISCLOSURE(CSRD), NILAI PERUSAHAAN DAN PROFITABILITAS",2018-07-05,2018,journal article,Balance Vocation Accounting Journal,25801074,Universitas Muhammadiyah Tangerang,,Wendy Salim Saputra; Temy Setiawan,"ABSTRACT Latar belakang. Salah satu tujuan perusahaan adalah memenuhi kepentingan pemegang saham berupa peningkatan nilai perusahaan. Namun dalam upaya manajemen tersebut, tentunya penting sekali memperhatikan kepentingan sosial dan lingkungan agar tidak bersinggungan. Informasi atas CSRD memberikan signal pada nilai perusahaan. Tujuan penelitian. Penelitian ini bertujuan memberikan bukti empiris pengaruh CSRD terhadap nilai perusahaan secara langsung dan efek moderasi profitabilitas. Model penelitian. Populasi penelitian adalah seluruh perusahaan dalam industri maufaktur di dalam periode pengamatan 2014-2016. Teknik purposive sampling digunakan untuk menarik sampel. Data yang dianalisis sebanyak 100 data yang bersumber dari laporan tahunan perusahaan. Analisis menggunakan SPSS. Hasil. Penelitian ini memberikan pembuktian empiris bahwa terdapat pengaruh negative CSRD terhadap nilai perusahaan dan profitabilitas memberikan pengaruh moderasi. Kontribusi. Penelitian ini memberikan informasi bahwa CSRD di Indonesia untuk industri manufaktur belum memberikan signal positif bagi nilai perusahaan. Oleh karena itu perlu mengungkapkan CSRD pada laporan tersendiri sehingga informasi yang diungkapkan akan lebih luas yang diharapkan akan meningkatkan nilai perusahaan. Kata kunci :CSRD, nilai perusahaan, profitabilitas,GRI 4, laporan tahunan",2,1,,,,,,,,http://jurnal.umt.ac.id/index.php/bvaj/article/download/963/612 http://jurnal.umt.ac.id/index.php/bvaj/article/view/963 https://core.ac.uk/download/pdf/291658472.pdf,http://dx.doi.org/10.31000/bvaj.v2i1.963,,10.31000/bvaj.v2i1.963,2890609703,,0,,0,true,,bronze
125-201-170-239-414,Corporate Sustainability Disclosure: A Leather Industry Perspective,2020-02-01,2020,journal article,Emerging Science Journal,26109182,Ital Publication,,Oluwaseyi Omoloso; William R. Wise; Kathleen Mortimer; Luai Jraisat,"This study aims to identify and compare the key social, economic and environmental sustainability practices in the leather industry. Content analysis was used to analyse extracted sustainability information from either the website, annual report, sustainability report or corporate social responsibility report of six leather-related companies. Review of existing literature assisted in categorising different practices under social, economic and environmental sustainability, while an identification of patterns among practices followed. Findings reveal that companies are observing a good practice of either dedicating a section of their website to revealing their sustainability activities or utilising their sustainability reports or annual reports. Energy efficiency, waste management and reduction of greenhouse gases emission were the most occurring environmental sustainability practices. Health and safety occurred as the dominant social sustainability practice, while economic sustainability practices have not been well defined, providing an opportunity for future research. The study provides a useful resource for managers and companies in the leather supply chain to learn from brands that have been embarking on sustainability efforts and assist them to a better understanding of the concept, in readiness for strategy formulation, implementation and reporting.",4,1,44,51,Supply chain; Corporate social responsibility; Business; Marketing; Resource (biology); Corporate sustainability; Annual report; Sustainability reporting; Social sustainability; Sustainability,,,,,https://ijournalse.org/index.php/ESJ/article/view/267 https://pure.northampton.ac.uk/en/publications/corporate-sustainability-disclosure-a-leather-industry-perspectiv https://core.ac.uk/download/287343454.pdf,http://dx.doi.org/10.28991/esj-2020-01209,,10.28991/esj-2020-01209,3003296355,,0,012-612-473-700-035; 025-228-850-795-048; 028-685-716-249-292; 034-474-100-037-977; 040-093-368-031-945; 040-709-861-435-516; 046-457-845-994-617; 051-316-750-856-889; 052-197-366-092-156; 057-705-431-372-657; 058-955-029-501-869; 062-209-174-499-670; 066-419-868-120-70X; 093-577-918-787-784; 097-314-601-369-382; 100-198-257-820-293; 102-885-865-253-365; 103-433-667-127-818; 115-703-977-602-04X; 128-002-607-323-502; 139-705-575-201-93X; 144-734-070-892-687; 167-443-057-112-804; 180-373-229-924-527,16,true,cc-by,gold
125-394-679-278-049,Understanding strategic decision-making through a multi-paradigm perspective: The case of charitable foundations in English football,2017-03-13,2017,journal article,"Sport, Business and Management: An International Journal",2042678x; 20426798,Emerald,United Kingdom,Christos Anagnostopoulos; Terri Byers; Dimitrios Kolyperas,"Purpose; ; ; ; ; The purpose of this paper is to illustrate the efficacy of using a multi-paradigm perspective to examine the relationship between corporate social responsibility (CSR) and strategic decision-making processes in the context of charitable foundations.; ; ; ; ; Design/methodology/approach; ; ; ; ; This paper integrates and synthesizes the micro-social processes of “assessable transcendence” (Anagnostopoulos et al., 2014) with Whittington’s (2001) perspectives on strategy. “Assessable transcendence” was achieved from the constant comparison of categories developed through an early iterative process in which data collection and analysis occurred during the same period. In all, 32 interviews were conducted among a sample of key managers in the charitable foundations for the first two divisions of English football.; ; ; ; ; Findings; ; ; ; ; The present study illustrates empirically that strategic decision making in charitable foundations does not “seat” neatly in any one of Whittington’s perspectives. On the contrary, this study indicates a great deal of overlap within these perspectives, and suggests that conflicting paradigms should be celebrated rather than viewed as signs of theoretical immaturity. Multi-paradigm approaches can potentially reveal insights into the “mechanics” of managerial decision making that are not easily discernible from a mono-paradigmatic perspective.; ; ; ; ; Originality/value; ; ; ; ; This is the first empirical work that examines CSR in relation to strategy within the context of the English football clubs’ charitable foundations, and does so by employing a multi-paradigm perspective on strategy formulation and implementation.",7,1,2,20,Epistemology; Corporate social responsibility; Sociology; Perspective (graphical); Value (ethics); Originality; Football; Transcendence (philosophy); Context (language use); Public relations; Sample (statistics),,,,,https://dspace.stir.ac.uk/bitstream/1893/23992/1/PDF_Proof.pdf https://www.storre.stir.ac.uk/handle/1893/23992 https://www.emerald.com/insight/content/doi/10.1108/SBM-02-2016-0005/full/html https://dspace.stir.ac.uk/handle/1893/23992?mode=simple http://www.emeraldinsight.com/doi/full/10.1108/SBM-02-2016-0005 https://core.ac.uk/download/77612167.pdf,http://dx.doi.org/10.1108/sbm-02-2016-0005,,10.1108/sbm-02-2016-0005,2600316702,,0,008-155-335-331-379; 009-024-987-910-508; 010-940-363-225-19X; 011-829-603-506-558; 012-194-173-568-037; 016-040-358-363-787; 016-526-246-597-562; 017-973-147-985-368; 021-699-639-208-528; 022-304-143-096-267; 025-313-915-344-800; 025-657-966-913-275; 029-755-830-787-008; 029-829-411-987-127; 032-511-760-090-05X; 032-587-781-576-199; 035-038-779-700-282; 037-056-650-108-909; 037-663-809-800-10X; 038-403-448-470-285; 039-009-818-009-068; 039-428-284-731-289; 043-005-206-942-689; 043-605-651-281-566; 045-421-246-691-728; 046-345-788-717-640; 049-361-226-706-877; 050-057-979-181-082; 051-177-120-120-714; 053-195-536-333-811; 054-801-584-288-035; 057-657-006-462-121; 057-854-089-929-796; 058-756-975-872-584; 060-234-276-892-678; 060-446-427-565-960; 061-517-555-655-698; 063-468-133-968-058; 063-596-193-449-782; 064-018-821-359-019; 069-259-438-012-556; 071-915-992-424-886; 072-730-746-170-775; 073-058-605-500-754; 073-295-207-113-432; 075-869-819-882-200; 077-769-208-222-830; 081-557-018-928-015; 086-980-005-792-083; 088-132-250-366-556; 091-053-308-974-371; 093-761-179-449-596; 098-946-087-576-857; 099-085-870-469-302; 102-037-134-351-920; 102-792-006-206-015; 107-150-172-527-41X; 111-512-546-937-377; 113-998-633-023-771; 114-156-288-181-896; 117-025-996-282-726; 122-225-543-154-657; 128-675-599-557-531; 128-723-104-995-841; 129-824-290-598-733; 130-387-676-928-46X; 132-855-216-453-042; 138-320-851-250-612; 150-756-983-846-92X; 152-911-201-225-572; 155-082-103-601-38X; 155-173-111-623-232; 156-208-441-443-940; 161-903-417-231-484; 167-964-641-950-552; 168-611-952-954-000; 173-880-813-364-250; 176-678-528-703-348; 188-092-658-229-602; 189-227-896-622-655,12,true,cc-by-nc,green
125-618-189-180-428,CSR As A Tool To Cope With Economic Crises: The Case Of TEI,,2011,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Vildan Durmaz; Selahattin Savaş Ateş; Gürcan Duman,Abstract This paper builds upon the existing literature by firstly illustrating the corporate social responsibility as a general concept and secondly exploring how this model is applied to cope with economic crises in TEI. In this paper it is aimed to examine the impacts of voluntary CSR projects on TEI's both financial performance and human recourse motivations by using a semi-structured interview.,24,,1418,1426,Accounting; Economy; Corporate social responsibility; Economics; Financial performance; Aviation,,,,,https://earsiv.anadolu.edu.tr/xmlui/handle/11421/10225 https://core.ac.uk/display/82532485 https://www.sciencedirect.com/science/article/pii/S1877042811016260 https://core.ac.uk/download/pdf/82532485.pdf,http://dx.doi.org/10.1016/j.sbspro.2011.09.098,,10.1016/j.sbspro.2011.09.098,2046435116,,0,005-819-770-802-737; 011-066-250-684-005; 014-359-002-658-113; 016-589-411-640-236; 020-127-948-138-105; 034-331-208-365-106; 037-258-942-670-747; 037-995-661-784-617; 039-910-836-696-06X; 056-470-792-997-599; 080-809-853-655-972; 085-566-316-023-070; 089-602-892-180-18X; 107-150-172-527-41X; 121-316-271-498-807; 125-597-382-104-128; 131-949-347-531-179; 149-514-180-108-790; 164-164-229-068-803,6,true,,gold
125-689-906-496-889,"Corporate Social (Ir)responsibility and Corporate Hypocrisy: Warmth, Motive and the Protective Value of Corporate Social Responsibility",2020-04-27,2020,journal article,Business Ethics Quarterly,1052150x; 21533326,Cambridge University Press (CUP),United Kingdom,Zhifeng Chen; Haiming Hang; Stephen Pavelin; Lynda Porter,"This article examines how a firm’s prior record on corporate social responsibility (CSR) influences individual stakeholders’ perceptions of corporate hypocrisy in the wake of a corporate social irresponsibility (CSI) event. Our research extends extant corporate hypocrisy literature by highlighting the role of individual stakeholders’ inferences about a genuine CSR motive in their judgments of corporate hypocrisy. This can serve to differentiate perceived corporate hypocrisy from inconsistency that arises because of a lack of ability and/or resources. Our research further identifies a source for such perceptions: individual stakeholders’ perceptions of firm warmth generated by a firm’s prior record of CSR. In addition, we find that when CSR and CSI are in the same (vs. different) domains, it can strengthen perceptions of hypocrisy. This provides direct evidence to explain why markets react differently when CSR and CSI events occur in the same domain (vs. different ones).",30,4,486,524,Corporate social responsibility; Business; Extant taxon; Perception; Hypocrisy; Value (ethics); Corporate social irresponsibility; Social psychology,,,,,https://www.cambridge.org/core/journals/business-ethics-quarterly/article/corporate-social-irresponsibility-and-corporate-hypocrisy-warmth-motive-and-the-protective-value-of-corporate-social-responsibility/5B94D55873BCD12AD214A64BA8B1C72E https://www.cambridge.org/core/services/aop-cambridge-core/content/view/5B94D55873BCD12AD214A64BA8B1C72E/S1052150X19000502a.pdf/div-class-title-corporate-social-ir-responsibility-and-corporate-hypocrisy-warmth-motive-and-the-protective-value-of-corporate-social-responsibility-div.pdf https://philpapers.org/rec/CHECSI https://uwe-repository.worktribe.com/preview/5561944/Hypocrisy%20%28BEQ%29%20FINAL.pdf https://uwe-repository.worktribe.com/output/5515273/corporate-social-ir-responsibility-and-corporate-hypocrisy-warmth-motive-and-the-protective-value-of-corporate-social-responsibility https://researchportal.bath.ac.uk/en/publications/corporate-social-irresponsibility-and-corporate-hypocrisy-warmth- https://core.ac.uk/download/323907750.pdf,http://dx.doi.org/10.1017/beq.2019.50,,10.1017/beq.2019.50,3013096913,,0,001-764-193-875-344; 002-506-550-449-437; 002-968-578-760-24X; 005-759-164-025-18X; 006-937-570-843-976; 007-872-085-643-307; 009-024-987-910-508; 010-485-919-544-371; 016-042-663-029-522; 016-594-406-263-364; 016-956-997-444-057; 016-973-605-599-290; 017-771-811-166-921; 018-476-389-920-611; 021-817-752-811-470; 024-815-787-987-361; 025-313-915-344-800; 025-724-556-647-792; 028-627-470-145-788; 030-793-681-247-413; 031-048-051-879-703; 031-061-750-568-214; 032-049-177-406-929; 032-826-376-400-929; 034-876-878-504-355; 035-036-721-966-820; 035-242-309-865-582; 035-556-471-787-086; 037-746-132-092-722; 041-729-710-615-979; 043-209-377-118-525; 043-605-651-281-566; 051-974-821-573-208; 052-280-117-965-945; 052-704-252-104-28X; 053-873-904-166-114; 054-265-013-339-031; 057-726-555-355-181; 059-674-347-212-742; 061-829-988-617-171; 062-777-472-155-775; 064-272-428-119-485; 065-521-345-163-596; 074-324-787-866-567; 076-114-540-394-649; 076-525-762-755-40X; 077-685-612-504-604; 078-602-468-774-596; 080-905-580-082-960; 082-961-983-696-253; 088-590-322-624-576; 099-434-129-605-773; 102-365-370-080-096; 104-611-684-046-951; 107-274-748-521-438; 113-646-077-398-388; 118-502-157-753-318; 122-325-619-150-176; 123-347-497-220-730; 127-728-291-438-448; 139-374-597-255-142; 148-792-033-641-02X; 152-536-473-092-257; 162-290-133-902-677; 162-775-323-257-205; 163-894-398-092-255; 177-365-931-335-003; 180-172-877-793-894; 190-606-366-200-637,19,true,,green
126-478-586-808-850,Corporate sustainability disclosure and market valuation in a Middle Eastern Nation: evidence from listed firms on the Tehran Stock Exchange: sensitive industries versus non-sensitive industries,2018-09-24,2018,journal article,Economic Research-Ekonomska Istraživanja,1331677x; 18489664,Informa UK Limited,United Kingdom,Massoud Alam Dad Mohammadi; Abbas Mardani; Mohd Noor Azli Ali Khan; Dalia Streimikiene,AbstractThis article has received the considerable critical attention that seeking to enhance sustainability disclosure may essentially make progress firms’ market valuation. It aims to provide the...,31,1,1488,1511,Financial economics; Business; Stakeholder theory; Stock exchange; Market value; Enterprise value; Corporate sustainability; Middle East; Panel data; Sustainability,,,,,https://www.tandfonline.com/doi/full/10.1080/1331677X.2018.1486722 http://eprints.utm.my/id/eprint/79901/ https://core.ac.uk/download/199243578.pdf,http://dx.doi.org/10.1080/1331677x.2018.1486722,,10.1080/1331677x.2018.1486722,2893237441,,0,001-350-789-747-466; 002-291-459-000-326; 002-854-803-289-138; 003-647-332-435-649; 003-958-334-118-75X; 006-174-433-547-406; 007-623-824-125-742; 009-112-965-527-524; 009-250-266-462-720; 009-612-575-428-812; 012-886-755-613-026; 014-306-176-949-237; 016-073-068-692-92X; 016-764-034-609-537; 017-848-841-058-959; 018-284-924-774-323; 019-180-068-594-687; 019-326-675-528-760; 020-008-556-438-73X; 023-737-918-595-222; 024-230-198-759-471; 024-334-452-399-480; 025-231-315-181-199; 025-770-797-362-525; 025-978-800-319-169; 029-348-557-887-535; 029-447-713-396-29X; 029-714-512-988-751; 030-943-301-426-833; 032-274-662-151-545; 034-232-094-227-296; 036-480-570-129-386; 037-135-748-658-98X; 039-080-425-058-100; 040-998-871-688-713; 043-848-568-058-650; 046-127-440-118-73X; 047-171-872-124-521; 047-308-390-478-540; 047-723-666-011-633; 053-769-473-632-821; 055-610-050-332-585; 056-406-276-900-66X; 056-544-602-508-731; 056-803-918-029-466; 059-559-099-748-586; 059-790-855-061-459; 060-558-537-237-876; 062-596-357-961-533; 064-438-261-806-271; 064-815-282-841-034; 065-720-449-067-728; 066-055-695-547-152; 069-359-566-933-120; 071-199-994-079-049; 071-614-121-423-213; 071-663-431-963-11X; 073-262-800-839-372; 075-149-972-319-486; 084-697-797-706-465; 089-224-453-150-186; 089-279-291-186-191; 089-330-722-577-567; 089-726-267-092-162; 093-107-876-218-682; 093-537-026-229-975; 093-577-918-787-784; 095-018-514-537-30X; 096-529-353-888-467; 097-312-237-250-473; 099-755-405-156-175; 100-898-978-885-131; 104-326-245-111-261; 104-713-193-898-874; 104-952-265-971-486; 105-310-644-920-517; 105-885-449-207-393; 106-396-464-064-027; 107-037-950-371-702; 107-513-246-565-882; 108-494-873-461-084; 116-075-415-601-338; 120-736-229-508-674; 121-284-182-181-601; 125-824-857-551-528; 126-082-219-335-480; 127-935-910-160-628; 130-669-354-631-714; 134-712-608-658-172; 141-078-266-476-798; 141-732-701-384-841; 143-189-337-063-89X; 149-721-119-036-742; 151-714-645-515-985; 152-517-875-727-629; 153-713-449-394-248; 157-789-145-376-039; 162-049-241-402-716; 163-423-936-728-046; 164-274-780-423-931; 165-315-605-223-435; 169-937-749-398-631; 181-111-130-406-363; 185-993-778-903-840,18,true,"CC BY, CC BY-NC",gold
126-746-768-207-106,“New Way of Working” at Siemens: internal social responsibility and positioning a firm as employer of choice,,2013,journal article,Journal of European Management & Public Affairs Studies,21991618,Technische Hochschule Wildau,,Julia Dade,"Siemens, a successful international company, is investing great sums to deal with increased competition, reinforced cost pressure as well as the need for increasing efficiency in its business. The company developed and edited a sustainability program that connects business orientations, resources and management and the companies’ interest groups. Only with satisfied and motivated employees, Siemens is able to meet its corporate objectives more successfully within a rapidly changing business environment. For that reason, Siemens tries to achieve sustainable working conditions, whereby working culture and working environment play a paramount role. On this account, Siemens felt compelled to establish a changing working culture by developing a new project “Siemens Office – New way of working” in order to enhance employee satisfaction that will strengthen Siemens’ rank as an excellent employer. This case study is aimed to figure out how far the positioning as an employer of choice could be attributed to an enhanced attractiveness of Siemens as an employer that results from an increased satisfaction of employees due to the establishment of a mobile working environment. Keywords: corporate social responsibility, employer of choice, human resources management, mobile working, works council DIESER TEXT IST  NUR AUF ENGLISCH VERFUGBAR. Bitte wechseln Sie die Sprachanzeige (rechts oben), um das PDF anzuzeigen.",1,1,11,16,Siemens; Corporate social responsibility; Business; Social responsibility; Marketing; Human resource management; Job satisfaction; Order (business); Competition (economics); Public relations; Sustainability,,,,,https://opus4.kobv.de/opus4-th-wildau/files/291/6-73-1-PB.pdf https://opus4.kobv.de/opus4-th-wildau/frontdoor/index/index/docId/291 https://core.ac.uk/download/33985417.pdf,http://dx.doi.org/10.15771/2199-1618_2013_1_1_2,,10.15771/2199-1618_2013_1_1_2,2275461687,,0,,0,true,cc-by,hybrid
126-990-630-795-94X,Understanding Communication of Sustainability Reporting: Application of Symbolic Convergence Theory (SCT),2018-04-20,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mohammed Hossain; Md. Tarikul Islam; Mahmood Ahmed Momin; Shamsun Nahar; Md. Samsul Alam,"The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.The purpose of this paper is to investigate the nature of rhetoric and rhetorical strategies that implicit in the standalone sustainability reporting of the top 24 companies of the Fortune 500 Global. We adopt Bormann (1972) SCT framework to study rhetorical situation and how corporate sustainability reporting (CSR) messages can be communicated to the audience (public). The concepts of SCT in the sustainability reporting’s communication comes under different types of legitimacy strategies used by corporations as a validity and legitimacy claim in the reports. A content analysis has been conducted and structural coding schemes are developed based on the literature. The schemes are applied to the model of the SCT which recognises symbolic convergent processes of fantasy among communicators in a society. The study reveals that most of the sample companies communicate fantasy type and rhetorical vision in their corporate sustainability reporting. However, the disclosure or messages are different across locations and other taxonomies of SCT framework. This study contributes to the current CSR literature and how symbolic or fantasy understandings can be interpreted by the users. Also, it tells about the persuasion styles adopted by the companies for communication purposes. This study is the theoretical extensions of the SCT and researchers may be interested to further investigate other online communication path such as human rights report, director’s report",160,2,563,586,,,,,,,http://dx.doi.org/10.1007/s10551-018-3874-6,,10.1007/s10551-018-3874-6,,,0,000-613-131-948-195; 000-802-211-273-143; 001-598-224-904-320; 001-695-911-910-022; 002-470-676-659-462; 002-484-704-347-595; 003-089-105-705-22X; 005-934-198-383-001; 007-060-573-480-97X; 012-172-840-533-907; 012-805-278-438-570; 012-886-755-613-026; 013-075-070-969-203; 013-415-933-630-538; 013-585-741-575-812; 013-940-888-751-685; 014-104-455-433-334; 014-270-149-996-36X; 014-501-929-688-283; 014-980-505-478-363; 016-411-180-460-079; 018-324-854-065-540; 018-873-977-742-515; 020-186-611-104-284; 020-572-384-103-198; 020-583-896-563-204; 021-557-387-566-009; 022-676-392-143-906; 024-319-115-973-589; 025-041-256-644-503; 025-343-070-754-839; 026-074-388-304-890; 026-310-682-855-767; 027-339-723-966-830; 030-059-413-847-512; 032-225-042-214-903; 032-289-457-604-834; 032-957-594-850-346; 034-680-355-745-016; 035-005-108-667-660; 035-177-364-825-032; 035-556-471-787-086; 037-766-533-059-905; 038-899-244-061-908; 041-506-870-208-741; 043-200-840-148-259; 043-309-914-252-083; 044-828-563-038-35X; 045-201-107-411-584; 046-448-740-323-433; 048-084-385-775-90X; 048-335-689-687-945; 049-299-202-388-654; 051-134-895-616-555; 052-802-334-885-429; 052-995-803-653-596; 055-127-219-449-931; 055-300-952-038-226; 055-425-593-274-372; 056-950-079-940-16X; 058-116-926-792-523; 059-132-666-093-246; 061-401-114-696-852; 061-517-541-042-655; 062-984-951-111-368; 063-046-483-458-808; 067-045-240-607-339; 067-625-101-101-064; 068-022-862-879-923; 069-591-753-734-238; 071-705-012-192-085; 075-743-061-841-443; 075-789-364-487-22X; 076-367-378-612-411; 076-590-599-359-204; 077-034-203-125-575; 077-544-748-673-504; 078-569-872-243-672; 079-386-637-633-472; 082-815-961-326-23X; 083-947-192-955-357; 084-798-990-750-663; 087-135-829-750-87X; 090-951-219-744-636; 092-469-286-640-471; 095-061-657-008-222; 098-926-960-817-208; 100-657-814-529-563; 105-505-856-184-531; 106-315-961-318-940; 107-274-748-521-438; 113-668-058-624-076; 114-781-566-398-731; 116-580-339-940-801; 118-013-216-581-193; 118-354-522-870-183; 118-684-649-570-075; 119-397-843-207-581; 120-516-524-306-923; 121-936-892-650-223; 123-012-191-176-373; 124-614-562-928-402; 126-619-567-094-318; 128-874-772-130-630; 131-825-389-033-552; 132-709-860-583-141; 133-718-238-027-891; 141-490-065-971-949; 144-920-672-345-671; 146-462-219-275-019; 147-386-392-027-355; 147-596-036-982-247; 148-382-488-651-492; 149-064-002-861-397; 151-668-877-533-061; 152-065-284-437-617; 152-779-906-681-45X; 153-047-754-666-156; 153-905-245-264-106; 162-290-133-902-677; 164-120-129-692-364; 170-721-958-617-805; 173-804-389-980-841; 173-923-021-329-673; 175-183-113-888-394; 188-843-065-391-705; 192-600-962-903-393,11,true,,green
127-381-316-149-192,Fostering sustainable development: a corporate social responsibility approach.,2019-08-29,2019,journal article,Journal of Management and Sustainability,19254733; 19254725,Canadian Center of Science and Education,,Oluyomi A. Osobajo; Olushola Ajide; Afolabi Otitoju,"Corporate social responsibility (CSR) is the sacrificing of profits in the social interest of the public for sustainable management in an economical, ecological and social manner. It is the use of assets responsibly to create a competitive advantage and promote sustainable development. It is a series of interventions by companies to ameliorate externalized impact or the avoidance of conflicts. This article argues that CSR could be used as a tool for the attainment of sustainable development in the global south. Our aim is that companies should understand the critical role that CSR could play and adopt a corporate strategy that would use CSR to advance and enhance the value of the organization, thereby positively to impact the society.",9,2,62,,Corporate social responsibility; Business; Psychological intervention; Global South; Value (ethics); Sustainable management; Public relations; Sustainable development; Competitive advantage; Strategic management,,,,,https://rgu-repository.worktribe.com/output/545844/fostering-sustainable-development-a-corporate-social-responsibility-approach https://www.ccsenet.org/journal/index.php/jms/article/view/0/40544 https://ideas.repec.org/a/ibn/jmsjnl/v9y2020i2p62.html https://www.ccsenet.org/journal/index.php/jms/article/download/0/0/40544/41784 https://core.ac.uk/download/228201511.pdf,http://dx.doi.org/10.5539/jms.v9n2p62,,10.5539/jms.v9n2p62,2974980870,,0,014-350-475-723-690; 040-110-104-578-527; 049-717-388-015-977; 061-037-711-668-317; 066-130-488-558-593; 075-492-681-549-685; 092-681-027-799-646; 095-275-808-623-841; 151-092-381-268-875; 153-845-710-650-028; 168-014-302-210-418; 172-486-858-747-632; 183-631-491-017-146; 190-290-547-722-786; 190-984-836-605-910,0,true,cc-by,gold
128-012-299-403-904,Driving corporate social responsibility in the Malawian mining Industry: a stakeholder perspective.,2013-04-01,2013,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Andrew Ngawenja Mzembe; Julia Meaton,"While there has been a growing body of research focused on corporate social responsibility (CSR) practices in developing economies, few studies have examined the factors shaping the CSR agenda in sub-Saharan countries. Using qualitative data obtained through semi-structured interviews with management and stakeholders, this paper examines the drivers of the CSR agenda pursued by Paladin (Africa), a subsidiary of an Australian multinational mining company (MNC) operating the first uranium mine in Malawi. The findings suggest that the CSR agenda in the mining industry in Malawi is strongly influenced by externally generated pressures such as civil society organisation activism and community expectations; although it is clear that other drivers such as public and private regulations and pressure from financial markets also played a role in pressurising Paladin to adopt a CSR agenda.",21,4,189,201,Corporate social responsibility; Business; Multinational corporation; Marketing; Financial market; Stakeholder; Stakeholder engagement; Public administration; Civil society; Sustainable development; Qualitative property,,,,,https://www.narcis.nl/publication/RecordID/oai%3Apure.buas.nl%3Apublications%2Fcaacaca2-db86-4351-85af-0dcbd11f5d2d https://pure.hud.ac.uk/en/publications/driving-corporate-social-responsibility-in-the-malawian-mining-in https://core.ac.uk/display/17046990 https://ideas.repec.org/a/wly/corsem/v21y2014i4p189-201.html http://eprints.hud.ac.uk/id/eprint/18524/ https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.1319 https://pure.buas.nl/en/publications/driving-corporate-social-responsibility-in-the-malawian-mining-in https://core.ac.uk/download/17046990.pdf,http://dx.doi.org/10.1002/csr.1319,,10.1002/csr.1319,2124699371,,0,000-789-140-310-619; 003-291-470-633-42X; 004-349-381-157-359; 006-263-662-774-877; 008-003-374-806-928; 010-337-643-384-05X; 010-984-812-336-982; 014-537-774-869-796; 017-722-013-337-190; 019-071-532-556-877; 020-901-908-687-986; 023-168-791-393-959; 023-561-269-475-549; 026-249-910-065-223; 030-943-301-426-833; 031-971-515-671-513; 034-104-992-793-744; 039-241-844-423-242; 040-878-550-275-145; 048-691-593-357-109; 050-860-140-876-340; 053-523-237-500-966; 059-351-319-255-159; 060-433-833-217-774; 074-353-505-496-127; 080-037-627-036-893; 082-171-985-858-889; 082-472-260-263-705; 082-815-961-326-23X; 088-047-896-166-709; 090-722-107-471-216; 090-822-457-171-019; 099-712-751-514-123; 102-955-338-903-443; 108-587-733-502-588; 115-373-591-444-545; 124-307-186-010-269; 153-924-703-894-513; 160-356-175-805-441; 190-490-824-612-507,53,true,,green
128-201-364-893-608,"Student perceptions of university social responsibility: implications from an empirical study in France, Italy and Russia",,2018,journal article,"World Review of Entrepreneurship, Management and Sustainable Development",17460573; 17460581,Inderscience Publishers,United Kingdom,Zhanna Belyaeva; Simone Domenico Scagnelli; Mark Thomas; Maurizio Cisi,"This article analyses student perceptions of university social responsibility (USR) across three cultures (France, Italy and Russia). USR is needed to strengthen civic commitment and active citizenship by university members to the communities they serve (Vasilescu et al., 2010). Insufficient empirical evidence currently exists to describe perceptions of key stakeholders as to what this should entail. Understanding such mind-sets is crucial to ensure effective learning adapted to the host environment (Dana, 2001). A descriptive-empirical approach combined with a factor and multivariate analysis from an online survey of 426 students enabled a comprehensive understanding of student opinions on the role of universities within their communities. Findings suggest that French and Italian students see USR as a more individual commitment compared to their Russian counterparts. From this, a specific approach to the education of future managers on issues of US and ethics may be developed. This also provides implications for higher education policy makers.",14,1/2,23,42,Empirical research; Corporate social responsibility; Social responsibility; Empirical evidence; Political science; Perception; Higher education policy; Active citizenship; Student perceptions; Public relations,,,,,https://science.urfu.ru/ru/publications/student-perceptions-of-university-social-responsibility-implicati https://ideas.repec.org/a/ids/wremsd/v14y2018i1-2p23-42.html https://www.inderscience.com/link.php?id=89094 https://iris.unito.it/handle/2318/1664075 https://www.inderscienceonline.com/doi/abs/10.1504/WREMSD.2018.089094 https://iris.unito.it/bitstream/2318/1664075/1/DEF%20FinalVersion_postprint.pdf https://core.ac.uk/download/pdf/302233581.pdf,http://dx.doi.org/10.1504/wremsd.2018.089094,,10.1504/wremsd.2018.089094,2770313634,,0,003-118-759-435-679; 009-640-907-655-199; 010-038-064-643-504; 010-329-406-781-633; 011-190-675-077-153; 013-021-591-326-533; 016-199-405-113-153; 026-040-106-430-392; 035-052-344-226-316; 035-412-672-731-879; 035-556-471-787-086; 038-588-153-114-13X; 060-636-097-988-027; 067-481-796-614-113; 072-978-121-958-617; 079-986-472-075-925; 080-264-704-502-246; 107-965-559-960-899; 119-798-469-575-006; 132-090-635-435-111; 138-959-981-189-28X; 160-488-096-578-695,4,true,,green
128-382-861-052-880,The company in society: when corporate responsibility transforms strategy,2018-07-06,2018,journal article,Journal of Business Strategy,02756668,Emerald,United Kingdom,Sonja Lahtinen; Hannu Kuusela; Mika Yrjölä,"Purpose; ; ; ; ; This study aims to identify and analyze the different roles corporate social responsibility (CSR) can play in corporate strategy. By acknowledging that one of the biggest challenges for companies in committing to sustainability is the strategy work, the authors outline specific strategic initiatives to achieve these roles and the strategic outcomes that will follow such initiatives.; ; ; ; ; Design/methodology/approach; ; ; ; ; Four illustrative case examples show how companies are recasting the role of CSR. The new CSR roles are characterized through two strategic dimensions: an inside-out (firm-oriented) vs outside-in (market-oriented) orientation and an emphasis on leveraging vs an emphasis on prospecting activities.; ; ; ; ; Findings; ; ; ; ; The findings show that to realize the opportunities of CSR for business, the environment and society at large, the role of CSR in the boardroom must be reconfigured. By recasting its role, CSR can become a driver for the strategy process and a transformative force generating strategic changes.; ; ; ; ; Practical implications; ; ; ; ; This paper aims to encourage top executives to take a proactive stance toward responsibility, recognize the new roles and potential impact that CSR can have in corporate strategy and assist strategic decision-making regarding CSR.; ; ; ; ; Originality/value; ; ; ; ; The paper aims to move beyond integrating sustainability into existing strategies and business models by demonstrating how sustainability can also inspire strategic changes a priori when the role of CSR is recast in companies. By viewing CSR as a driver of corporate strategy and strategic initiatives, the authors suggest that besides helping the environment, the community and society, CSR can take care of corporate strategy.",39,4,11,18,Corporate social responsibility; Business; Sustainable business; Strategic Initiative; Originality; Public relations; Business model; Sustainability; Transformative learning; Strategic management,,,,,https://www.emerald.com/insight/content/doi/10.1108/JBS-05-2017-0069/full/html https://trepo.tuni.fi/handle/10024/104189 https://core.ac.uk/download/250154162.pdf,http://dx.doi.org/10.1108/jbs-05-2017-0069,,10.1108/jbs-05-2017-0069,2857250521,,0,006-988-501-415-150; 014-604-197-748-552; 021-965-540-632-280; 024-310-362-315-785; 030-368-922-164-313; 035-556-471-787-086; 044-273-117-734-340; 044-923-516-779-53X; 053-691-126-171-234; 067-434-230-643-941; 089-577-954-087-772; 108-545-579-649-681; 128-357-169-441-674; 135-483-019-908-401; 139-641-412-398-758; 150-664-511-532-123,7,true,,green
129-387-667-033-01X,Materializing Power to Recover Corporate Social Responsibility,2016-12-29,2016,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Jean-Pascal Gond; Daniel Nyberg,"Through the development of CSR ratings, metrics and management tools, Corporate Social Responsibility (CSR) is currently materialized at an unprecedented scale within and across organizations. However, the material dimension of CSR and the inherent political potential in this materialization have been neglected. Drawing on insights from Actor-Network Theory (ANT) and the critical discussion of current approaches to power in CSR studies, we offer an alternative sociomaterial conceptualization of power in order to clarify how power works through materialized forms of CSR. We develop a framework that explains both how power is constituted within materialized forms of CSR through processes of ‘assembling / disassembling’, and how power is mobilized through materialized forms of CSR through processes of ‘overflowing / framing’. From this framework, we derive four tactics that clarify how CSR materializations can be seized by marginalized actors to ‘recover’ CSR. Our analysis aims to renew CSR studies by showing the potential of CSR for progressive politics.",38,8,1127,1148,Corporate social responsibility; Business; Actor–network theory; Order (exchange); Power (social and political); Dimension (data warehouse); Public relations; Scale (social sciences); Conceptualization; Politics,,,,,https://journals.sagepub.com/doi/abs/10.1177/0170840616677630 https://muep.mau.se/handle/2043/24039 https://core.ac.uk/display/76982170 http://www.diva-portal.org/smash/record.jsf?pid=diva2:1398637 https://openaccess.city.ac.uk/id/eprint/15555/ https://core.ac.uk/download/76982170.pdf,http://dx.doi.org/10.1177/0170840616677630,,10.1177/0170840616677630,2539475639,,0,000-260-354-529-51X; 000-335-179-473-777; 000-352-920-180-585; 002-929-446-634-493; 004-748-822-202-249; 006-181-095-227-607; 006-315-877-958-034; 006-656-982-455-354; 010-062-750-133-061; 012-746-596-702-042; 014-961-652-415-801; 016-050-856-563-748; 017-771-076-509-798; 019-389-361-999-007; 019-970-681-748-417; 021-996-223-357-58X; 023-147-244-543-994; 024-704-351-309-568; 024-800-729-672-263; 025-948-259-678-878; 027-103-594-370-49X; 030-032-127-450-653; 030-473-082-773-400; 030-752-062-304-270; 030-877-971-384-086; 032-010-981-559-258; 032-953-502-325-74X; 033-757-378-021-674; 035-511-426-224-701; 035-556-471-787-086; 040-343-496-703-290; 043-338-994-647-300; 045-102-157-101-337; 047-460-128-505-546; 049-914-262-600-874; 050-310-590-710-181; 051-874-175-549-837; 051-929-568-860-410; 053-033-218-801-454; 053-805-426-573-182; 055-551-693-086-720; 056-728-917-538-122; 057-643-043-310-103; 058-323-629-792-908; 058-950-896-554-27X; 059-736-364-820-417; 060-565-069-961-630; 065-795-573-015-85X; 069-533-155-665-652; 071-410-672-738-647; 072-800-020-279-115; 080-658-267-151-16X; 081-050-134-994-930; 081-683-703-494-961; 082-171-985-858-889; 083-934-056-932-107; 084-864-754-880-733; 086-855-699-271-860; 087-149-202-927-106; 087-805-505-692-706; 090-511-001-376-640; 091-430-341-004-976; 092-438-341-251-021; 094-817-804-176-797; 096-731-149-407-442; 098-813-683-845-962; 099-918-632-141-057; 104-303-239-152-807; 104-645-470-400-906; 106-340-008-962-461; 107-215-972-038-299; 107-325-300-915-006; 109-895-682-501-112; 110-189-859-545-485; 110-502-326-347-134; 110-607-873-666-792; 113-666-114-464-478; 113-962-922-276-615; 117-988-761-272-189; 118-936-809-444-050; 118-997-085-225-328; 119-229-194-605-922; 120-033-617-967-96X; 121-585-718-397-793; 123-815-550-114-019; 124-195-228-879-971; 125-463-430-807-861; 126-678-531-935-47X; 127-356-618-215-912; 131-989-453-657-089; 132-028-571-155-331; 133-223-896-200-399; 134-449-125-135-363; 142-226-817-169-793; 147-764-143-106-373; 147-928-961-324-119; 151-694-041-460-033; 151-737-772-776-418; 155-202-413-249-901; 155-376-358-159-689; 163-113-889-893-140; 165-054-783-877-033; 166-414-499-785-492; 167-895-088-223-854; 168-855-921-534-493; 177-755-741-296-545; 178-397-057-385-09X; 182-116-602-914-26X; 182-199-495-327-639; 192-263-866-451-302; 193-660-223-550-046; 194-032-787-350-209; 195-915-597-358-280,43,true,,green
129-444-474-180-177,Building Employee Relationships Through Corporate Social Responsibility The Moderating Role of Social Cynicism and Reward for Application,2014-12-08,2014,journal article,Group & Organization Management,10596011; 15523993,SAGE Publications,United States,Bettina West; Carola Hillenbrand; Kevin Money,"We explore the role of deeply held beliefs, known as social axioms, in the context of employee–organization relationships. Specifically, we examine how the beliefs identified as social cynicism and reward for application moderate the relationship between employees’ work-related experiences, perceptions of CSR, attitudes, and behavioral intentions toward their firm. Utilizing a sample of 130 retail employees, we find that CSR affects more positively employees low on social cynicism and reduces distrust more so than with cynical employees. Employees exhibiting strong reward for application are less positively affected by CSR, whereas their experiences of other work-related factors are more likely to reduce distrust. Our findings suggest the need for a differentiated view of CSR in the context of employee studies and offer suggestions for future research and management practice.",40,3,295,322,Corporate social responsibility; Psychology; Perception; Distrust; Cynicism; Context (language use); Public relations; Sample (statistics); Social psychology,,,,,http://gom.sagepub.com/content/40/3/295.full.pdf+html https://centaur.reading.ac.uk/38699/1/GOM_employee_responses_to_CSR%20-%20GOM-revision_Sept2014.pdf http://journals.sagepub.com/doi/abs/10.1177/1059601114560062 http://centaur.reading.ac.uk/38699/1/GOM_employee_responses_to_CSR%20-%20GOM-revision_Sept2014.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=5100897 https://journals.sagepub.com/doi/10.1177/1059601114560062 https://core.ac.uk/download/42150175.pdf,http://dx.doi.org/10.1177/1059601114560062,,10.1177/1059601114560062,2167057323,,0,000-682-665-844-971; 000-843-752-556-008; 001-469-019-842-211; 003-559-007-480-905; 004-570-739-348-604; 005-137-975-891-261; 005-202-209-962-954; 005-805-453-463-041; 008-528-180-121-498; 009-980-637-097-123; 010-571-926-972-21X; 010-854-534-444-434; 011-057-105-680-492; 012-776-805-086-977; 013-331-505-668-726; 014-152-883-938-562; 018-301-953-751-202; 019-448-189-721-552; 020-001-183-015-635; 023-249-951-775-206; 025-113-195-523-846; 025-812-026-480-85X; 025-885-727-820-308; 027-894-307-797-09X; 028-470-442-718-849; 029-511-613-468-499; 031-080-587-181-477; 032-590-924-804-660; 033-171-354-077-456; 033-819-148-102-154; 035-556-471-787-086; 035-733-810-292-737; 042-974-095-975-547; 044-423-267-742-080; 051-220-952-620-00X; 051-974-299-010-575; 051-974-821-573-208; 055-127-219-449-931; 056-126-178-605-45X; 059-716-518-984-484; 059-721-598-604-352; 063-582-002-576-213; 066-582-945-516-493; 067-715-519-706-692; 067-817-563-021-073; 067-929-257-899-036; 069-482-352-551-075; 069-497-872-046-744; 069-499-584-280-981; 069-750-570-548-411; 070-755-240-258-620; 070-782-333-253-179; 071-134-713-012-802; 072-978-121-958-617; 073-039-005-490-640; 075-569-789-055-76X; 076-425-586-383-644; 077-843-945-335-897; 077-903-233-406-150; 080-439-006-995-655; 081-924-965-668-380; 082-815-961-326-23X; 086-192-193-330-056; 086-559-424-588-862; 090-608-003-976-915; 093-692-436-112-040; 095-625-852-958-187; 096-042-614-714-998; 102-793-580-061-433; 103-473-969-496-033; 106-430-211-190-451; 108-227-412-014-189; 109-102-829-309-641; 113-662-231-105-687; 113-672-017-200-199; 121-648-866-006-112; 132-067-316-109-487; 132-747-028-517-08X; 140-195-853-066-554; 142-411-473-985-037; 147-247-320-330-363; 155-913-714-015-456; 158-798-678-208-274; 177-813-851-109-934; 178-347-732-094-080; 178-857-231-688-657; 196-039-086-647-872,18,true,,green
129-472-546-808-700,A hybrid multiple criteria decision analysis framework for corporate social responsibility implementation applied to an extractive industry case study,,2015,journal article,Journal of the Operational Research Society,01605682; 14769360,Informa UK Limited,United Kingdom,Jolanta Poplawska; Ashraf Labib; Debbie Reed,"Integration of corporate social responsibility (CSR) into a company’s mainstream strategy is a complex task. Practical implementation of CSR requires analysis of both the external and internal environments to determine the prospects and challenges significantly influencing integration of sustainability into business strategy. In order to overcome limitations of single multiple-criteria decision analysis models, this paper proposes a hybrid integrated framework combining cognitive mapping and analytic networks process (ANP) to determine, prioritise and select CSR programmes for implementation. The strategic cognitive map serves as a foundation to build the ANP network and identify the importance of CSR programmes. A knapsack optimisation method is then used to optimally assign resources to CSR alternatives. We demonstrate the usefulness of the framework through a case study in the extractive sector. The framework was empirically tested with 61 respondents using postal and online surveys, MBA workshops, and conference networking.",66,9,1491,1505,Decision support system; Multiple-criteria decision analysis; Corporate social responsibility; Decision analysis; Computer science; Process (engineering); Strategic planning; Resource (project management); Knowledge management; Sustainability; Strategic management,,,,,https://link.springer.com/article/10.1057/jors.2014.116/fulltext.html https://puredev.port.ac.uk/en/publications/a-hybrid-multiple-criteria-decision-analysis-framework-for-corpor https://doi.org/10.1057/jors.2014.116 https://researchportal.port.ac.uk/portal/en/publications/a-hybrid-multiple-criteria-decision-analysis-framework-for-corporate-social-responsibility-implementation-applied-to-an-extractive-industry-case-study(635cc16a-ff05-4c42-8aa9-eb07ea28c16a)/export.html https://ideas.repec.org/a/pal/jorsoc/v66y2015i9p1491-1505.html https://econpapers.repec.org/article/paljorsoc/v_3a66_3ay_3a2015_3ai_3a9_3ap_3a1491-1505.htm https://www.tandfonline.com/doi/full/10.1057/jors.2014.116 https://dblp.uni-trier.de/db/journals/jors/jors66.html#PoplawskaLR15 https://link.springer.com/article/10.1057/jors.2014.116 https://core.ac.uk/download/29588157.pdf,http://dx.doi.org/10.1057/jors.2014.116,,10.1057/jors.2014.116,1973303627,,0,004-425-689-055-123; 005-108-130-817-972; 007-220-757-506-943; 007-425-102-999-491; 012-893-794-232-58X; 013-747-191-053-735; 014-852-380-400-493; 016-027-335-594-009; 016-738-557-315-23X; 018-579-448-980-81X; 022-267-888-137-81X; 023-623-925-282-579; 023-990-909-465-636; 024-682-446-975-083; 024-788-460-846-961; 028-095-778-810-33X; 033-096-641-062-444; 035-288-778-422-390; 039-237-719-420-702; 039-254-900-704-552; 040-611-509-765-49X; 043-442-058-873-137; 049-857-964-181-32X; 054-713-788-172-093; 055-697-111-031-562; 058-823-592-768-875; 060-075-061-891-752; 062-202-049-801-701; 072-891-745-507-898; 073-910-448-330-165; 076-033-487-897-25X; 076-928-719-535-811; 078-861-768-638-621; 079-401-470-953-193; 081-263-497-951-218; 085-020-539-790-248; 086-692-820-020-016; 088-082-540-347-879; 090-166-706-506-885; 092-134-803-183-260; 092-649-684-783-759; 095-496-036-237-498; 097-034-530-045-930; 098-049-287-579-577; 100-116-282-864-237; 105-568-978-700-58X; 109-287-918-504-661; 112-126-238-730-068; 112-445-674-874-007; 115-507-566-405-027; 125-380-944-509-825; 126-023-470-996-879; 139-270-072-725-248; 152-433-729-523-259; 161-979-148-756-039; 169-962-323-630-223; 177-469-549-220-404; 187-510-605-471-617,6,true,,green
129-541-109-257-951,Acute perforated peptic ulcer: On clinical experience in an urban tertiary hospital in south east Nigeria,2013-02-09,2013,journal article,"International journal of surgery (London, England)",17439159; 17439191,Elsevier BV,Taiwan,A. I. Ugochukwu; O.C. Amu; M.A. Nzegwu; U.C. Dilibe,"Abstract Background Acute perforated peptic ulcer is a leading cause of generalized peritonitis and its management has continued to be a challenging task in our environment. Objective There is a paucity of published reports on acute perforated peptic ulcers in our environment. This study was conducted to evaluate the different pattern of risk factors clinical presentations, management and clinical outcome of patients with acute perforated peptic ulcer in our setting and to highlight the factors that continue to account for the high mortality and morbidity as seen here. Method A retrospective study where data of seventy-six (76) patients managed for generalized peritonitis due to acute peptic ulcer perforation over a five year period (January 2006–December 2010) were retrieved from medical records of Enugu State University of Science and Technology Hospital (ESUTH). The patients' biodata, clinical and operative findings and treatment outcome were extracted and analysed, after institutional ethical approval was secured. All other cases of generalized peritonitis not traceable to acute peptic ulcer perforation were excluded from the study. Results There were76 patients; 58 males and 18 females (M: F  = 3.2:1) Their ages ranged from 20 to 80years with a mean of 39.5yr and SD ± 13.10years. Majority of the patients 49(64.4%) were 40years of age and below and only 24 (31.6%) had a previous history suggestive of chronic peptic ulcer disease. Twenty five (32.9%) patients presented within 24 h of onset of symptoms of perforation with a mortality of 8.0%. Slightly more than half of our patients 39(51.3%) presented between 24 and 48 h with mortality of 17.9%. Twelve patients (15.8%) presented between 48 and 72 h and the mortality in this group was 58.3%. The latter two groups accounted for most of the mortality in our series. All perforations were anterior perforations within the first 2.5 cm of the duodenum and all had simple closure with pedicled omental patch and peritoneal toilet with copious volumes of warm normal saline. Postoperatively all received Helicobacter pylori eradication therapy and proton pump inhibitors for at least two months. Conclusion Patient groups who presented early had low mortality rates, but patient groups who presented late had higher mortality rates. Overall mortality was 21%.",11,3,223,227,Internal medicine; Surgery; Retrospective cohort study; Mortality rate; Medical record; Helicobacter pylori; Duodenum; Perforation (oil well); Peptic; Peritonitis; Medicine,,"Acute Disease; Adult; Aged; Aged, 80 and over; Female; Humans; Male; Middle Aged; Nigeria; Peptic Ulcer Perforation/diagnosis",,,https://www.researchgate.net/profile/MARTIN_NZEGWU/publication/235603483_Acute_perforated_peptic_ulcer_On_clinical_experience_in_an_urban_tertiary_hospital_in_south_east_Nigeria/links/55e0819e08ae2fac471bc41c.pdf https://core.ac.uk/display/82016057 https://europepmc.org/article/MED/23403213 https://doi.org/10.1016/j.ijsu.2013.01.015 https://pubmed.ncbi.nlm.nih.gov/23403213/ https://www.sciencedirect.com/science/article/abs/pii/S1743919113000319 https://www.ncbi.nlm.nih.gov/pubmed/23403213 https://www.sciencedirect.com/science/article/pii/S1743919113000319 https://www.journal-surgery.net/article/S1743-9191(13)00031-9/fulltext https://core.ac.uk/download/143491543.pdf,http://dx.doi.org/10.1016/j.ijsu.2013.01.015,23403213,10.1016/j.ijsu.2013.01.015,2039101146,,0,000-513-949-772-124; 001-692-520-089-747; 004-451-512-068-438; 009-632-376-029-235; 013-157-086-739-233; 014-440-974-788-789; 014-679-745-951-970; 014-860-777-504-143; 020-023-934-429-423; 025-828-621-572-739; 027-026-463-999-240; 029-434-774-685-041; 031-622-074-509-928; 033-729-381-134-137; 037-791-413-042-134; 047-192-197-296-68X; 050-795-798-821-786; 060-249-175-640-035; 077-250-446-539-488; 081-279-873-588-501; 084-342-444-798-277; 088-963-688-065-990; 107-270-905-008-374; 119-922-860-185-858; 137-734-815-437-117; 150-512-184-924-433; 153-642-556-149-234; 157-484-601-716-336; 169-420-438-172-385; 176-380-945-799-06X; 184-592-132-235-421,27,true,implied-oa,hybrid
130-221-852-236-965,The impact of corporate social responsibility and customer trust on the relationship between website information quality and customer loyalty in e-tailing context,,2020,journal article,International Journal of Internet Marketing and Advertising,14775212; 17418100,Inderscience Publishers,United Kingdom,Dung Phuong Hoang; Nam Hoai Nguyen,"This research seeks to investigate the interrelationships among information quality, perceived corporate social responsibility (CSR) with a focus on ethical-legal dimensions, customer trust, and loyalty in the e-tailing context. An empirical survey on 374 online shoppers was conducted and a structural equation model was employed to test the hypothesised relationships. The study's results indicate that information quality has a significant impact on both perceived CSR and customer trust, in turn, perceived CSR and customer trust mediates the relationship between information quality and customer loyalty upon online shopping environment. This study is noteworthy that it provides a new theoretical perspective in explaining the path from information quality to customer trust and loyalty through perceived CSR in e-commerce. The results suggest that managers need to be aware of perceived CSR as a key goal and criteria in designing and evaluating the effectiveness of content marketing strategies.",14,3,215,,Corporate social responsibility; Business; Loyalty business model; Marketing; Content marketing; Loyalty; Context (language use); Information quality; Structural equation modeling; E-commerce,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/IJIMA.2020.108715,http://dx.doi.org/10.1504/ijima.2020.10030631,,10.1504/ijima.2020.10030631,3044365813,,0,,2,false,,
130-693-255-442-627,Education for the Sustainable Development and Corporate Social Responsibility in Higher Education Institutions (HEIs): Evidence from Greece,,2020,journal article,Journal of Human Resource and Sustainability Studies,23284862; 23284870,"Scientific Research Publishing, Inc.",,Anastasios Sepetis; Aspasia Goula; Niki Kyriakidou; Fotios Rizos; Marilena G. Sanida,"This paper investigates the Education for Sustainable Development in international and Greek Universities. It further aims to investigate how Greek students comprehend the Sustainable Development (SD) issues and Corporate Social Responsibility (CSR) and support, as future managers, its added value concerning the environmental, social and corporate governance management in the Greek Business Community. For this purpose, a literature review and a field research among Greek Higher Educational Institutions (HEIs) students has been conducted. The field research and other relevant researches conclude that the Greek HEIs have followed the international trends and started implementing CSR and Sustainable Development courses in their curriculum. Furthermore, they state that SD and CSR courses are very important for the shaping of a business ethics management, an environmentally friendly behavior and promote the stakeholders interests. Moreover, the field researches find there are strong parallels between the CSR orientation of Greek students and students and managers in other countries. For this reason, Greek Companies could play a significant role at this point, by allowing students to participate in their CSR initiatives. For Greek Higher Educational Institutions (HEIs) and students the SD and CSR, is more than just another scientific subject, as it is a way of completely altering existing way of business management, decision making and market behavior. Therefore, Greek Higher Educational Institutions and students argue that Sustainable Development and CSR are not issues that concern only academic and the corporate world but constitute a greater idea that everyone has to embrace.",8,2,86,106,Business ethics; Higher education; Field research; Corporate social responsibility; Political science; Education for sustainable development; Corporate governance; Public relations; Curriculum; Sustainable development,,,,,https://eprints.leedsbeckett.ac.uk/id/eprint/7184/ https://m.scirp.org/papers/100139 https://www.scirp.org/journal/paperinformation.aspx?paperid=100139 https://core.ac.uk/download/337607899.pdf,http://dx.doi.org/10.4236/jhrss.2020.82006,,10.4236/jhrss.2020.82006,3024358682,,0,001-911-067-804-876; 004-022-404-975-756; 005-082-796-278-140; 005-402-633-952-751; 006-006-593-244-823; 010-428-079-588-898; 017-146-862-577-647; 020-978-857-542-052; 030-574-705-821-249; 030-634-981-775-535; 034-666-639-226-073; 035-126-125-739-831; 037-070-808-761-897; 043-442-491-877-374; 045-923-820-550-277; 047-469-528-445-109; 055-894-138-430-734; 062-404-863-426-825; 068-014-223-297-943; 070-119-903-566-003; 077-199-033-843-552; 084-128-309-918-451; 087-248-835-911-167; 097-294-017-133-797; 098-894-151-171-204; 101-599-928-959-143; 107-617-235-683-10X; 108-570-061-644-274; 111-190-191-191-342; 111-395-226-063-076; 113-115-452-318-528; 119-465-341-167-374; 121-328-349-138-528; 131-468-882-446-569; 138-492-380-126-316; 149-808-072-075-702; 150-531-468-684-279; 175-764-122-481-647; 190-169-599-432-487,4,true,cc-by,gold
130-888-077-614-886,The UN Global Compact as a Soft Law Business Regulatory Mechanism Advancing Corporate Responsibility Towards Business Sustainability and Sustainable Development Worldwide,,2020,journal article,"Journal of Law, Policy and Globalization",,"International Institute for Science, Technology and Education",,,"This study arises from a previous work by the author captioned ‘Sustainable Development: A Soft Law Concept Transforming SD-Oriented Initiatives of the UN System into Hard Law Instruments in UN Member-states and Promoting Partnerships around the Globe’. The previous work demonstrates that there are various examples of SD-oriented partnership mechanisms associated with business sustainability, environmental protection, good public sector governance (good governance: GG) and sustainable development (SD), of which the UN Global Compact is one. Thus, the aim of this study is to examine the UN Global Compact as a soft law SD-oriented mechanism fostering and enhancing business sustainability and overall SD, where business organisations that are enlisted to participate at the Compact are operating. The study arrives at the finding that for about two decades of its existence, the UN Global Compact is taking corporate responsibility from the fringes to the mainstream and uniting business towards a better, fairer, kinder, more just, sustainable and peaceful world on Planet Earth. A cardinal business sustainability initiative of the Global Compact is its ten principles in the areas of human rights, labour, environment and anti-corruption. The study arrives at the finding that the Compact is an inspirational guide on these principles, on the platform of which companies enlisted to participate at the Global Compact are, at a minimum, required to operate in ways that align their operations and strategies to conform to, and thereby promote and actualise development partnerships arising from their operations towards business sustainability and all-embracing SD. This is demonstrated by the thirteen examples of good Corporate Social Responsibility (CSR) performances-in-action discussed herein and numerous other exemplary cases of CSR being actualised in the nooks and crannies of the world by businesses enlisted into the Global Compact framework. The study recommends that more and more companies (businesses) should enlist to participate at the Global Compact, while sovereign states, particularly developing countries, should strengthen governance, by enthroning GG, to enhance the SD-oriented initiatives of companies to advance societal goals, in terms of implementing their social responsibility, namely contributing to the wellbeing of their stakeholders, humanity and society at large. Keywords: Global Compact, Business Sustainability; Sustainable Development (SD); Soft Law; Nigeria LNG Limited (NLNG); Bonny Kingdom (Ancient Grand Bonny Kingdom [Ancient Ibani Nation]); Partnerships; Principles; Voluntary; Corporate Social Responsibility (CSR); Social Investment; Social Licence to Operate; Good Governance (GG); World (Globe); and Planet Earth. DOI: 10.7176/JLPG/94-05 Publication date: February 29th 202",,,,,,,,,,https://core.ac.uk/download/pdf/304991662.pdf,http://dx.doi.org/10.7176/jlpg/94-05,,10.7176/jlpg/94-05,,,0,,0,true,cc-by,hybrid
131-283-332-683-454,"Ethical supply chains: analysis, practices and performance measures",,2014,journal article,International Journal of Logistics Systems and Management,17427967; 17427975,Inderscience Publishers,United Kingdom,Yahaya Y. Yusuf; Anya Hawkins; Ahmed Musa; Nagham El-Berishy,"Ethics has been studied in numerous disciplines and its application to various practices has been investigated over the years such as in medicine and law. This has been relatively recently extended into the business arena, and has become a matter of growing interest for many companies. It has led to questions concerning what constitutes ethical behaviour, to what extent ethical practices should be adopted and what benefits a company may derive from its adoption. There are numerous processes involved in the transformation of a product from source to consumer, and these must be managed to produce an optimal balance of business requirements, specifically profitability, and a consideration of the wider impacts they may have or make. The supply chain has become vital to organisational success that companies now compete as supply chains rather than as individual entities. Therefore the ethical conduct of the supply chains has also begun to be scrutinised, both from an internal business performance perspective, and from the increasing concerns held by the numerous stakeholders of the organisation. In light of these developments, this paper explores the notion of ethics as it applies to supply chains. It also examines supply chain ethical practices and demonstrates that there is an empirical relationship between ethical practices and performance. The results show that ethical practices have positive impacts on the performance of the supply chain.",17,4,472,,Supply chain; Business requirements; Ethical code; Profitability index; Product (category theory); Business; Marketing; Balance (accounting); Empirical relationship,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/IJLSM.2014.061016 http://clok.uclan.ac.uk/10945/1/10945_IJLSM170404%20YUSUF.pdf https://clok.uclan.ac.uk/10945/ https://www.inderscience.com/link.php?id=61016 https://core.ac.uk/download/42136465.pdf,http://dx.doi.org/10.1504/ijlsm.2014.061016,,10.1504/ijlsm.2014.061016,1992657553,,0,002-703-984-218-524; 002-969-643-840-41X; 003-224-724-663-056; 004-638-029-222-618; 004-648-123-295-839; 004-815-541-371-772; 005-325-476-113-818; 005-384-090-040-230; 007-690-280-421-139; 010-005-886-670-172; 013-832-731-797-070; 019-806-548-132-918; 022-221-257-616-351; 023-970-057-169-467; 024-252-822-469-281; 025-009-752-198-565; 028-084-515-962-290; 029-032-362-913-720; 029-417-269-852-684; 031-068-204-249-509; 033-653-131-816-700; 034-243-177-726-596; 034-601-993-149-376; 035-485-649-808-871; 038-052-372-393-41X; 041-197-346-498-360; 042-807-425-625-032; 043-402-441-681-211; 043-487-987-770-211; 043-522-692-421-373; 045-046-959-162-840; 047-518-362-705-270; 050-604-556-644-153; 051-269-416-474-958; 051-605-728-023-259; 053-195-536-333-811; 053-876-475-834-914; 055-110-890-097-476; 058-076-743-302-292; 065-325-479-758-538; 066-400-343-948-766; 066-597-517-300-655; 066-827-002-742-244; 072-901-740-490-990; 077-883-831-430-323; 078-229-692-655-003; 085-064-303-909-593; 087-350-748-759-364; 097-689-037-839-021; 102-714-402-370-120; 103-103-674-929-972; 103-768-779-950-459; 105-580-722-398-382; 107-274-748-521-438; 108-697-275-118-139; 109-012-286-437-081; 113-244-117-150-933; 121-776-354-670-438; 126-295-980-918-669; 126-495-792-094-734; 126-759-950-860-681; 129-166-808-467-155; 130-021-135-532-810; 141-556-313-036-95X; 150-272-290-324-802; 150-756-983-846-92X; 150-772-959-485-116; 156-121-383-390-542; 158-212-236-237-720; 163-633-128-127-934; 184-357-958-130-896,6,true,,green
131-834-482-553-442,Corporate social responsibility as obligated internalisation of social costs,2019-11-01,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Andrew Johnston; Kenneth Amaeshi; Emmanuel Adegbite; Onyeka K. Osuji,"We propose that corporations should be subject to a legal obligation to identify and internalise their social costs or negative externalities. Our proposal reframes corporate social responsibility (CSR) as obligated internalisation of social costs, and relies on reflexive governance through mandated hybrid fora. We argue that our approach advances theory, as well as practice and policy, by building on and going beyond prior attempts to address social costs, such as prescriptive government regulation, Coasian bargaining and political CSR.",170,1,39,52,Business ethics; Reflexivity; Corporate social responsibility; Business; Externality; Law and economics; Obligation; Corporate governance; Coase theorem; Politics,,,,,https://www.research.ed.ac.uk/portal/en/publications/corporate-social-responsibility-as-obligated-internalisation-of-social-costs(b84ddefd-55d0-4f44-8d42-dbbfd5d82582).html https://EconPapers.repec.org/RePEc:kap:jbuset:v:170:y:2021:i:1:d:10.1007_s10551-019-04329-y https://link.springer.com/article/10.1007/s10551-019-04329-y https://link.springer.com/content/pdf/10.1007/s10551-019-04329-y.pdf https://philpapers.org/rec/JOHCSR-3 https://eprints.whiterose.ac.uk/153546/ https://researchonline.jcu.edu.au/61012 http://repository.essex.ac.uk/25886/ https://core.ac.uk/download/237396597.pdf,http://dx.doi.org/10.1007/s10551-019-04329-y,,10.1007/s10551-019-04329-y,2987968807,,0,001-012-454-285-683; 001-211-248-466-813; 003-025-422-339-881; 005-048-585-700-488; 006-269-778-408-737; 007-635-925-117-774; 008-672-671-619-57X; 009-497-448-425-247; 010-462-231-887-892; 011-582-120-011-399; 011-685-011-887-000; 013-744-996-715-157; 015-957-234-354-449; 017-450-948-877-583; 020-736-087-760-763; 021-996-223-357-58X; 023-889-347-100-451; 024-508-593-832-791; 027-658-669-918-114; 028-535-521-421-247; 028-642-431-099-358; 028-694-226-320-839; 029-289-608-902-946; 029-289-846-689-669; 030-877-971-384-086; 031-346-615-084-996; 033-395-264-579-711; 035-352-792-734-482; 035-556-471-787-086; 036-938-626-530-104; 037-687-752-936-466; 039-462-310-227-836; 042-073-374-816-436; 045-835-058-178-986; 047-565-773-209-505; 048-219-421-656-04X; 048-874-761-694-326; 048-912-703-761-847; 049-872-340-153-772; 050-723-780-952-398; 052-589-573-951-235; 055-418-037-301-848; 058-330-284-652-971; 058-453-964-883-909; 060-095-738-604-11X; 064-815-116-831-842; 065-089-311-945-215; 066-125-401-014-328; 066-831-837-239-374; 068-024-330-986-786; 070-487-501-261-257; 071-046-215-908-198; 074-308-282-123-135; 074-449-327-177-698; 075-063-951-523-632; 077-228-659-351-55X; 078-922-685-861-218; 082-171-985-858-889; 086-978-455-549-184; 088-993-237-313-315; 093-708-424-431-195; 094-948-567-377-80X; 096-049-598-507-578; 097-213-764-422-536; 101-498-391-902-960; 102-408-888-053-065; 105-374-382-424-064; 105-457-152-919-479; 107-980-118-763-078; 111-118-809-890-49X; 113-813-475-985-700; 121-789-439-716-741; 126-665-059-339-283; 143-282-591-040-163; 143-954-740-398-169; 144-218-408-458-773; 147-581-316-714-827; 148-176-477-732-046; 149-415-597-733-491; 151-604-756-239-058; 155-195-503-239-077; 155-849-634-946-361; 155-879-175-881-390; 159-419-280-815-190; 160-801-631-921-028; 165-135-732-447-177; 166-573-192-779-483; 167-930-562-196-39X; 168-855-921-534-493; 177-685-722-244-829; 178-397-057-385-09X; 182-199-495-327-639; 182-312-301-420-600; 183-435-148-717-833; 187-778-416-535-180; 188-747-286-706-838; 191-854-730-508-910; 199-046-073-381-125; 199-220-914-931-103,16,true,cc-by,hybrid
131-906-061-444-117,Corporate Social Responsibility (CSR) practices developed by Brazilian companies: an exploratory study,2017-12-20,2017,journal article,International Journal of Sustainable Development & World Ecology,13504509; 17452627,Informa UK Limited,United Kingdom,Matheus Leone Borges; Rosley Anholon; R. E. Cooper Ordoñez; O.L.G. Quelhas; Luis Antonio de Santa-Eulalia; W. Leal Filho,"© 2017 Informa UK Limited, trading as Taylor & Francis Group. In a world where companies have major influence over the economy, politics, and environment, they must be held accountable for their actions. With this in mind, the publication of sustainability reports is in a company’s best interest, since the disclosure of Corporate Social Responsibility (CSR) and sustainable practices can bring enormous advantages, largely related to a company’s image. The amount of information presented in sustainability reports turns them into valuable sources for research data, allowing analyses related to CSR and management practices, stakeholder relations, language used, among others. However, there is no a paper in the literature that analyzes theses information jointly for the Brazilian companies, and then we decided to explore this theme. This research aimed to identify advances and gaps of CSR practices performed by Brazil companies, through the analysis of 30 sustainability reports published between 2014 and 2015. The main findings indicate that, in general, the analyzed companies are experienced in sustainability reporting; however, there is still room for improvements, including a better mapping and reporting of practices involving the integration of CSR to organizational structure, stakeholder engagement, and continuous improvement practices.",25,6,509,517,Corporate social responsibility; Business; Organizational structure; Sustainability reporting; Stakeholder engagement; Management practices; Public relations; Sustainability; Exploratory research; Politics,,,,PIBIC CNPq,https://e-space.mmu.ac.uk/623697/ https://www.tandfonline.com/doi/full/10.1080/13504509.2017.1416700 https://core.ac.uk/download/226935007.pdf,http://dx.doi.org/10.1080/13504509.2017.1416700,,10.1080/13504509.2017.1416700,2781048754,,0,005-590-163-130-841; 006-309-679-672-173; 006-868-259-229-264; 007-412-381-459-646; 011-632-107-846-212; 012-103-853-974-892; 012-612-473-700-035; 012-886-755-613-026; 017-092-039-068-167; 017-722-013-337-190; 020-677-601-424-774; 022-156-265-356-686; 023-647-647-121-332; 025-883-275-487-436; 026-911-326-385-299; 031-655-184-291-473; 032-479-933-558-523; 033-909-936-100-554; 035-903-011-423-007; 036-622-231-967-298; 038-085-041-885-605; 044-029-241-335-844; 045-608-545-771-111; 046-168-111-854-462; 053-069-510-233-700; 057-762-530-790-310; 077-958-382-459-027; 079-759-089-173-274; 081-646-563-717-920; 085-881-342-872-359; 088-934-711-513-905; 090-618-367-187-334; 093-708-424-431-195; 098-049-287-579-577; 107-670-937-286-54X; 112-381-620-675-459; 130-551-105-526-602; 131-022-106-195-852; 142-226-817-169-793; 142-590-452-546-98X; 142-674-506-569-000; 158-859-097-387-928; 160-444-730-392-309; 187-348-426-488-138,25,true,,green
132-105-841-579-422,European Union Regulations of Corporate Reporting As a Response to the Evolution of Business Activity Conditions,2015-11-02,2015,journal article,Applied Finance and Accounting,23742429; 23742410,Redfame Publishing,,Ryszard Kamiński,"The characteristic feature of today’s business communication is an interaction between enterprises and their external economic and social environment, which in turn demands from enterprises to develop a new approach to the scope and form of business reporting system. Activities in this area are taken in the European Union. They were intensified after the emergence of the economic crisis in 2007. In the European Union adopted new regulations on corporate reporting. Their goal was to increase business transparency and as a result - increase the efficiency of the economy. This article aims to present the new system of financial and non-financial reporting in European Union and to evaluate these systems, focusing in particular, on the recent developments that have occurred in consequence of the changing conditions and operating environment of undertakings.",2,1,40,47,Business; Business communication; Audit; Business reporting; Transparency (behavior); Scope (project management); Financial statement; Operating environment; European union; Market economy; Commerce,,,,,https://ideas.repec.org/a/rfa/afajnl/v2y2016i1p40-47.html https://EconPapers.repec.org/RePEc:rfa:afajnl:v:2:y:2016:i:1:p:40-47 https://socionet.ru/publication.xml?h=repec:rfa:afajnl:v:2:y:2016:i:1:p:40-47 https://redfame.com/journal/index.php/afa/article/view/1185/1212 https://redfame.com/journal/index.php/afa/article/download/1185/1212 https://core.ac.uk/download/pdf/235496023.pdf,http://dx.doi.org/10.11114/afa.v2i1.1185,,10.11114/afa.v2i1.1185,2106209400,,0,,0,true,,bronze
132-319-302-012-99X,AN EXPLORATION OF CSR DEVELOPMENT IN HERITAGE TOURISM,,2016,journal article,Annals of Tourism Research,01607383,Elsevier BV,United Kingdom,Victoria K. Wells; Diana Gregory Smith; Babak Taheri; Danae Manika; Clair McCowlen,"Although research on Corporate Social Responsibility (CSR) in tourism has seen increased attention, few studies have focused on CSR at the micro level. In addition, while stage models of CSR development have been extensively proposed these studies are rarely examined in actual organisations and, hence, lack empirical validity. This article explores the consolidative model of CSR, mainly via employees’ but also via visitors’ viewpoints in a large heritage tourism organisation. The research locates the organisation within the broad 3 phase-model and notes that differing parts of the organisation may be at different stages. However it is more difficult to locate the organisation within the narrower 7-stage model because of heritage tourism specific characteristics such as intergenerational drivers and cliques.",58,,1,17,Corporate social responsibility; Business; Marketing; Tourism; Accountability; Viewpoints; Heritage tourism; Empirical validity; Micro level; Public relations; Tourism geography,,,,,https://econpapers.repec.org/article/eeeanture/v_3a58_3ay_3a2016_3ai_3ac_3ap_3a1-17.htm https://qmro.qmul.ac.uk/xmlui/handle/123456789/19006 https://www.sciencedirect.com/science/article/pii/S0160738316300093 https://bura.brunel.ac.uk/bitstream/2438/20767/2/FullText.pdf https://socionet.ru/publication.xml?h=repec:eee:anture:v:58:y:2016:i:c:p:1-17 https://www.mendeley.com/catalogue/3b398bde-0342-3623-b693-6ee172c9cc52/ https://core.ac.uk/display/77043010 https://bura.brunel.ac.uk/handle/2438/20767 https://eprints.ncl.ac.uk/249522 https://eprints.whiterose.ac.uk/95691/ https://research.birmingham.ac.uk/portal/en/publications/an-exploration-of-csr-development-in-heritage-tourism(d8a40801-0526-4996-a121-a0f7978f08ea).html https://www.sciencedirect.com/science/article/abs/pii/S0160738316300093 https://researchportal.hw.ac.uk/en/publications/an-exploration-of-csr-development-in-heritage-tourism https://www.cabdirect.org/cabdirect/abstract/20163196873 https://eprints.ncl.ac.uk/file_store/production/249522/2FB433AB-337A-4A66-8408-F3C1D48FDA26.pdf https://ideas.repec.org/a/eee/anture/v58y2016icp1-17.html https://core.ac.uk/download/pdf/82717683.pdf,http://dx.doi.org/10.1016/j.annals.2016.01.007,,10.1016/j.annals.2016.01.007,2287980823,,0,004-594-869-882-246; 005-307-278-346-910; 009-024-987-910-508; 014-279-750-052-045; 015-224-289-775-533; 015-476-985-088-316; 019-811-373-223-119; 019-957-789-354-683; 020-127-948-138-105; 020-511-142-318-461; 020-935-771-336-282; 022-129-157-860-275; 023-612-970-481-16X; 025-338-161-964-608; 027-770-393-928-687; 029-643-125-757-86X; 029-960-448-689-266; 031-832-434-085-272; 033-576-819-627-450; 035-165-386-899-931; 037-550-015-414-716; 041-134-182-769-233; 041-343-876-925-430; 045-489-433-206-346; 045-754-631-412-145; 047-571-074-745-545; 050-274-300-835-424; 051-467-227-466-26X; 055-385-672-098-772; 062-115-430-347-012; 062-246-856-781-22X; 062-255-812-321-023; 069-750-570-548-411; 070-248-935-188-407; 071-238-443-369-022; 072-730-746-170-775; 073-431-753-697-256; 077-979-174-598-746; 079-274-439-574-452; 082-426-271-997-838; 086-192-193-330-056; 088-554-797-265-118; 088-799-605-335-448; 089-015-720-781-011; 090-385-768-259-998; 097-106-240-878-31X; 099-085-870-469-302; 099-095-725-205-22X; 099-374-308-829-519; 104-375-479-972-153; 107-150-172-527-41X; 113-043-784-215-699; 118-168-140-562-434; 124-736-762-537-735; 131-447-132-978-766; 141-402-457-055-680; 141-662-421-474-753; 146-780-137-229-83X; 158-844-776-138-446; 166-946-758-901-37X; 171-102-399-851-374; 178-134-053-463-658; 179-235-565-854-811,44,true,cc-by,hybrid
132-456-084-444-831,Comparative Analysis of Corporate Social Responsibility Practices Across Africa and India – An Automobile Industry Perspective,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Shilpa Kulkarni; Prakash Rao,"Abstract Automotive sector is key driver and indicator of economic growth. The Automotive sector is truly global in context of the operations across globe and local in case of products delivered .The multinational brands who has place all over the world operate in the local framework of law, community and offerings. Auto sector in Asia is lead by China and followed by Indian Auto sector (SIAM 2011).The wings of the operations are now extended till Africa which has seen higher side investment from China. Corporate Social Responsibility plays a vital role in sustenance of the business .The triple bottom line (Profit, People and Planet) is core of CSR activities. As India and Africa both are rich in manpower and natural resources, it essential to understand and compare the CSR practices. In order to compare the CSR practices, the practices are segregated by coded content analysis process and then the key practices were indentified .The Auto sector has very specific activities related to CSR these activities were studied as disclosures in Global Reporting Initiative (GRI) reports. The result of the research indicated that the CSR activities are almost parallel in case of Economic and Philanthropic levels. The result hence indicates the legal and ethical framework might be different in countries. The research helps to understand the practices which can be carried in similar manner by Indian companies in case of investments in African countries and hence it is more practical to have similar practices followed across both Indian as well as African operations.",157,,244,253,Corporate social responsibility; Business; Multinational corporation; Marketing; Profit (economics); China; Sustenance; Natural resource; Economic growth; Automotive industry; Triple bottom line,,,,,https://core.ac.uk/display/82180185 https://www.sciencedirect.com/science/article/pii/S1877042814058479 https://core.ac.uk/download/pdf/82180185.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.027,,10.1016/j.sbspro.2014.11.027,1978850744,,0,007-248-683-114-035; 026-995-242-424-810; 027-198-931-830-333; 032-781-938-520-513; 032-937-338-291-399; 038-085-041-885-605; 044-858-943-225-541; 059-199-029-085-450; 082-472-260-263-705; 107-274-748-521-438; 127-356-618-215-912; 138-175-032-268-298; 150-756-983-846-92X; 181-534-000-624-236,3,true,,gold
132-476-163-597-527,Corporate Social Responsibility: Exploring Stakeholder Relationships and Programme Reporting across Leading FTSE Companies,,2005,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Simon Knox; Stan Maklan; Paul French,"Although it is now widely recognised by business leaders that their companies need to accept a broader responsibility than short-term profits, recent research suggests that as corporate social responsibility (CSR) and social reporting become more widespread, there is little empirical evidence of the range of stakeholders addressed through their CSR programmes and how such programmes are reported. Through a CSR framework which was developed in an exploratory study, we explore the nature of stakeholder relationships reported across leading FTSE companies and the importance they attach to communicating both social and business outcomes. It is evident from the hypotheses tested that the bigger FTSE companies, particularly extraction companies and telecoms, are more adept at identifying and prioritising their stakeholders, and linking CSR programmes to business and social outcomes. However, we draw the general conclusion that building stronger stakeholder relationships through CSR programmes – other than with customers – is not currently a priority for most companies. We also conclude that a limited sophistication in managing multiple stakeholders may compromise the impact of CSR upon business and social results. Finally, the managerial implications and the contribution of our study are discussed before closing with an acknowledgement of the limitations of this work and suggestions for further research.",61,1,7,28,Business ethics; Corporate social responsibility; Business; Empirical evidence; Sophistication; Stakeholder; Acknowledgement; Public relations; Compromise; Exploratory research,,,,,https://www.jstor.org/stable/25123598 https://link.springer.com/article/10.1007%2Fs10551-005-0303-4 https://dspace.lib.cranfield.ac.uk/bitstream/1826/1012/1/Corporate_social_responsibility_exploring_stakeholder_relationships_2005.pdf https://dspace.lib.cranfield.ac.uk/handle/1826/1012 https://philpapers.org/rec/KNOCSR-2 https://rd.springer.com/article/10.1007/s10551-005-0303-4,http://dx.doi.org/10.1007/s10551-005-0303-4,,10.1007/s10551-005-0303-4,2051863693,,0,008-881-886-538-014; 017-973-147-985-368; 018-898-920-581-213; 019-806-548-132-918; 020-780-647-197-760; 022-774-738-500-720; 033-025-753-354-072; 038-605-016-351-923; 041-187-153-556-30X; 045-332-892-013-468; 047-313-749-413-329; 047-435-296-991-833; 049-896-586-431-732; 050-361-993-706-179; 051-875-265-995-253; 055-068-433-378-866; 055-127-219-449-931; 055-189-554-841-408; 060-250-330-475-059; 061-719-630-274-488; 062-110-807-031-390; 063-919-757-599-959; 066-400-343-948-766; 069-533-155-665-652; 069-575-900-857-028; 074-791-843-353-639; 074-935-443-663-179; 080-361-191-972-828; 082-815-961-326-23X; 104-385-945-867-465; 107-274-748-521-438; 134-705-528-470-49X; 144-264-913-204-851; 146-458-221-201-092; 149-824-868-838-429; 158-751-601-576-10X; 164-174-495-048-53X; 172-632-468-547-531; 172-999-637-082-271,191,true,,green
132-793-377-295-056,Assessing Arms Makers¿ Corporate Social Responsibility.,2007-05-22,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Edmund F. Byrne,"Corporate social responsibility (CSR) has become a focal point for research aimed at extending business ethics to extra-corporate issues; and as a result many companies now seek to at least appear dedicated to one or another version of CSR. This has not affected the arms industry, however. For, this industry has not been discussed in CSR literature, perhaps because few CSR scholars have questioned this industry’s privileged status as an instrument of national sovereignty. But major changes in the organization of political communities call traditional views of sovereignty into question. With these considerations in mind I assess the U.S. arms industry on the basis of CSR requirements regarding the environment, social equity, profitability, and use of political power. I find that this industry fails to meet any of these four CSR requirements. Countering a claim that these failings should not be held against arms manufacturers because their products are crucial to national defense, I contend that many of these companies function not as dutiful agents of a nation-state but as politically powerful entities in their own right. So, I conclude, they should be held responsible for the foreseeable consequences that flow from use of their products. This responsibility should include civil liability and, in cases involving war crimes and violations of human rights, responsibility under international human rights standards.",74,3,201,217,Business ethics; Corporate social responsibility; Sociology; Human rights; Sovereignty; Legal liability; Social equality; Liability; Public relations; Politics,,,,,https://link.springer.com/article/10.1007/s10551-006-9228-9 https://www.law.upenn.edu/live/files/4211-byrne-e-assessing-arms-makers-corporate-social https://paperity.org/p/12093521/assessing-arms-makers-corporate-social-responsibility https://philpapers.org/rec/BYRAAM-10 https://dialnet.unirioja.es/servlet/articulo?codigo=2353052 https://ideas.repec.org/a/kap/jbuset/v74y2007i3p201-217.html https://link.springer.com/content/pdf/10.1007%2Fs10551-007-9643-6.pdf https://link.springer.com/10.1007/s10551-007-9643-6 https://liberalarts.iupui.edu/philosophy/uploads/docs/AssessingArmsMakers.pdf https://scholarworks.iupui.edu/bitstream/1805/17105/1/arms%20industrycsr.pdf https://econpapers.repec.org/article/kapjbuset/v_3a74_3ay_3a2007_3ai_3a3_3ap_3a201-217.htm https://core.ac.uk/download/160494185.pdf,https://link.springer.com/article/10.1007/s10551-006-9228-9,,,2158924949,,0,002-367-787-058-090; 002-565-869-757-87X; 004-978-105-621-049; 005-921-935-744-661; 009-476-117-582-755; 010-137-420-730-422; 010-231-540-920-619; 011-195-633-524-085; 019-578-277-228-448; 021-918-672-412-130; 029-239-088-818-736; 031-298-713-463-507; 032-209-751-011-009; 033-569-081-595-53X; 040-437-399-463-739; 044-773-386-550-815; 045-206-018-643-765; 046-152-343-616-889; 047-783-330-567-392; 052-316-974-370-489; 052-371-375-440-248; 057-899-834-187-227; 063-926-751-372-775; 069-976-012-581-585; 071-923-735-469-661; 072-546-740-834-294; 082-815-961-326-23X; 084-152-949-299-37X; 087-157-943-797-660; 088-541-703-373-976; 088-919-850-566-219; 090-973-065-437-904; 091-618-561-915-602; 100-333-161-894-393; 107-274-748-521-438; 115-181-797-207-944; 115-894-155-202-797; 118-499-561-843-10X; 124-152-021-720-293; 135-269-014-705-755; 138-175-032-268-298; 156-208-441-443-940; 165-447-098-760-483; 168-595-320-606-633; 179-953-226-050-540,37,true,,
133-067-834-310-849,The role of Supplier Relationship Management in reducing Greenhouse Gas emissions from food supply chains: Supplier engagement in the UK supermarket sector,,2016,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Martin S Tidy; Xiaojun Wang; Mark Hall,"Abstract Food supply chain operations contribute significantly to Greenhouse Gas emissions. In the United Kingdom (UK), supermarkets are leading operators in the food retailing sector. With 75–90% of a typical food product's “carbon footprint” occurring in the supply chain upstream of the point of sale, socially responsible retailers need to influence supplier behaviour to reduce emissions. This paper aims to examine the role of Supplier Relationship Management, including the use of formal Supplier Engagement Programmes, in the UK supermarket sector towards this end. We use secondary data analysis techniques to examine their Corporate Social Responsibility and Sustainability reports. This analysis finds that progress is being made in Sustainable Supply Chain Management, but the use of Supplier Relationship Management for emissions reduction is variable in application. Some Supplier Engagement Programmes operated by UK supermarkets could, nevertheless, act as exemplars of best practice, demonstrating how to achieve emissions reduction alongside other sustainability objectives.",112,4,3294,3305,Supplier relationship management; Supply chain; Upstream (petroleum industry); Corporate social responsibility; Business; Carbon footprint; Industrial organization; Greenhouse gas; Product (business); Commerce; Sustainability,,,,,https://research-information.bris.ac.uk/en/publications/the-role-of-supplier-relationship-management-in-reducing-greenhou https://research-information.bristol.ac.uk/en/publications/the-role-of-supplier-relationship-management-in-reducing-greenhouse-gas-emissions-from-food-supply-chains(f42a5613-116a-4026-9ce9-ba47e06d7f69).html https://research-information.bris.ac.uk/files/51792944/JCLP_6296_MANUSCRIPT_FINAL_SUBMITTED_VERSION_16.10.15.pdf https://research.birmingham.ac.uk/portal/en/publications/the-role-of-supplier-relationship-management-in-reducing-greenhouse-gas-emissions-from-food-supply-chains(89aa2c6a-a817-4342-bcd3-ad4b7a972fcd).html https://www.sciencedirect.com/science/article/abs/pii/S095965261501536X https://research-information.bris.ac.uk/en/publications/the-role-of-supplier-relationship-management-in-reducing-greenhouse-gas-emissions-from-food-supply-chains(f42a5613-116a-4026-9ce9-ba47e06d7f69).html http://www.sciencedirect.com/science/article/pii/S095965261501536X https://research.birmingham.ac.uk/portal/files/26141806/Tidy_Wang_Hall_The_role_of_supplier_relationship_management_Journal_of_Cleaner_Production_2015.pdf https://core.ac.uk/display/73981528 https://core.ac.uk/download/73981528.pdf,http://dx.doi.org/10.1016/j.jclepro.2015.10.065,,10.1016/j.jclepro.2015.10.065,2173176345,,0,001-789-641-680-649; 002-913-072-416-427; 007-271-228-721-947; 007-810-330-120-160; 009-275-112-247-148; 009-780-961-991-868; 010-038-028-482-643; 010-506-995-388-331; 013-984-757-893-207; 018-064-864-653-129; 019-729-232-766-547; 021-731-542-905-850; 025-177-601-324-707; 027-531-314-283-692; 028-209-932-605-573; 029-426-273-509-189; 031-678-968-024-607; 032-555-182-584-414; 035-154-084-856-940; 037-315-827-273-971; 037-550-015-414-716; 038-047-629-456-660; 041-293-749-995-169; 045-872-214-905-691; 048-138-868-715-670; 049-589-836-147-524; 057-942-097-777-139; 058-245-852-329-093; 062-018-596-188-272; 062-586-840-502-936; 063-639-974-825-135; 066-175-721-418-634; 071-784-730-890-96X; 076-935-017-225-611; 079-600-401-017-467; 085-359-862-772-990; 087-135-829-750-87X; 102-885-865-253-365; 105-991-380-223-131; 108-771-737-734-626; 110-789-896-343-603; 113-113-062-350-793; 116-211-977-654-531; 122-025-756-931-871; 123-616-167-519-281; 128-519-086-015-927; 129-248-945-741-80X; 136-967-098-551-558; 138-666-290-068-13X; 143-235-168-861-034; 168-529-506-759-069; 170-934-913-500-741,55,true,cc-by-nc-nd,green
133-199-907-177-466,The state of corporate social responsibility practice in the construction sector,2019-12-11,2019,journal article,Smart and Sustainable Built Environment,20466099; 20466102,Emerald,United Kingdom,Ayokunle Olubunmi Olanipekun; Olalekan Shamsideen Oshodi; Amos Darko; Temitope Omotayo,"Purpose; The development of corporate social responsibility (CSR) in the construction sector is slow, thereby leaving many opportunities for further development. To enable operators in the construction sector to effectively capitalise on the opportunities to promote the development of CSR in the sector, this study employs the practice viewpoint to take the stock of CSR activities in the sector. The purpose of this paper is to reveal the state of CSR practice in the construction sector. The study also draws from the development of CSR in the manufacturing, mining and banking sectors to inform the state of CSR practice in the construction sector.; ; Design/methodology/approach; This study carries out a systematic literature review of 56 journal publications that were published between the year 2000 and 2016. The deductive coding of the publications was done to identify four themes of CSR research that constitute the practice view of the state of CSR in the construction sector.; ; Findings; The implementation of CSR is the major emphasis in the state of CSR practice in the construction sector. The implementation of CSR is wrapped in the perception of operators about CSR potentials, dimensions of CSR implemented, strategies for implementation and the effects of the implemented CSR practices on performance. The sector characteristics and organisational structure are attributes for comparing the CSR practices between the construction sector and the manufacturing, mining and banking sectors.; ; Originality/value; This study provides a researchers’ view of the state of CSR in the construction sector. Additionally, the study draws from the development of CSR in the manufacturing, mining and banking sectors to inform the state of CSR practice in the construction sector.",9,2,91,111,Accounting; Corporate social responsibility; Business; Organizational structure; Originality; Stock (geology),,,,,https://research.polyu.edu.hk/en/publications/the-state-of-corporate-social-responsibility-practice-in-the-cons https://www.emerald.com/insight/content/doi/10.1108/SASBE-11-2018-0056/full/html https://rgu-repository.worktribe.com/output/753879 https://emerald.com/insight/content/doi/10.1108/SASBE-11-2018-0056/full/pdf?title=the-state-of-corporate-social-responsibility-practice-in-the-construction-sector https://eprints.leedsbeckett.ac.uk/6801/ https://core.ac.uk/download/237446745.pdf,http://dx.doi.org/10.1108/sasbe-11-2018-0056,,10.1108/sasbe-11-2018-0056,2990146151,,0,002-067-893-736-110; 005-332-644-383-805; 005-580-054-115-547; 005-759-666-508-94X; 006-128-905-546-771; 006-351-423-845-72X; 006-751-461-468-980; 008-851-626-893-725; 010-417-212-207-756; 011-913-576-051-691; 012-590-807-580-359; 013-028-834-660-870; 013-416-474-235-129; 013-786-482-397-855; 016-581-981-624-733; 017-967-358-846-789; 019-527-648-878-627; 019-539-688-730-57X; 021-374-741-595-020; 021-704-349-284-024; 021-999-590-180-177; 022-092-175-067-274; 022-583-662-511-21X; 022-707-394-371-207; 025-818-039-140-704; 029-142-122-705-428; 030-238-668-708-956; 031-760-575-245-735; 033-678-105-685-664; 033-908-602-902-771; 034-247-016-453-871; 034-477-536-955-238; 034-816-346-338-507; 034-848-852-823-034; 035-397-561-974-306; 037-413-195-790-346; 043-464-795-253-285; 043-806-610-336-736; 047-191-785-949-179; 048-216-594-074-319; 048-234-756-976-526; 049-485-793-127-85X; 052-094-559-987-384; 052-822-918-312-104; 055-524-538-268-539; 055-649-306-466-578; 055-882-852-188-369; 056-661-839-088-299; 057-561-174-114-672; 061-435-907-558-965; 061-658-361-109-532; 063-610-442-913-709; 063-632-300-282-101; 067-368-016-498-496; 070-258-813-541-179; 070-780-664-553-118; 070-848-447-232-72X; 072-992-981-479-756; 078-032-483-600-541; 081-191-906-720-163; 081-955-651-080-121; 083-131-649-343-296; 083-960-680-143-08X; 085-444-205-556-872; 087-264-353-067-012; 091-311-660-902-659; 091-703-361-491-08X; 092-001-843-540-77X; 093-423-320-514-27X; 094-211-629-400-977; 095-107-686-253-607; 095-321-489-491-865; 095-395-905-025-591; 097-108-510-060-315; 097-324-207-076-476; 100-422-262-769-991; 101-852-953-034-771; 102-101-514-735-436; 105-355-055-088-047; 106-797-559-660-056; 107-080-950-733-797; 110-682-467-576-118; 117-192-388-145-355; 117-315-753-678-393; 122-667-255-605-183; 127-232-874-451-442; 127-418-635-090-593; 128-281-132-235-430; 132-369-162-972-360; 133-723-740-882-531; 140-394-802-143-11X; 146-488-886-601-856; 149-375-096-044-256; 149-795-646-815-58X; 152-350-845-324-827; 162-415-514-554-190; 170-160-565-930-81X; 171-283-280-868-617; 174-405-407-983-797; 184-533-803-381-535; 190-896-003-676-60X,7,true,cc-by-nc,green
133-332-550-561-659,Sustainability program brands: Platforms for collaboration and co-creation,,2016,journal article,Industrial Marketing Management,00198501,Elsevier BV,Netherlands,Christina Scandelius; Geraldine Cohen,"Abstract While CSR and sustainability have been widely debated topics over the past decades, there is still evidence of unethical practices by businesses, as witnessed through corporate scandals across a number of industry sectors. This highlights the need for firms to collaborate to actively prevent malpractices and instead find ways to improve standards along the whole value chain. With the increased pressure from various stakeholders, calling for firms to address these issues in a collaborative and holistic manner, the development of models facilitating collaboration is vital. Taking a communication perspective, this paper seeks to improve the knowledge on how organisations can manage diverse stakeholders to improve value chain collaboration towards more sustainable practices. Based on a multiple case study methodology, involving in-depth interviews with senior directors in the food and drink value chain, a framework is developed, depicting the value of a branded sustainability program as a useful platform for stimulating collaboration and co-creation from diverse and/or competing stakeholders. The framework builds on, and contributes to several literature strands including CSR/sustainability communication, coopetition and branding.",57,,166,176,Corporate social responsibility; Business; Value (ethics); Coopetition; Co-creation; Sustainable practices; Study methodology; Multiple case; Public relations; Sustainability,,,,,https://www.sciencedirect.com/science/article/pii/S0019850116300050 https://cyberleninka.org/article/n/1334105 https://www.sciencedirect.com/science/article/abs/pii/S0019850116300050 https://bura.brunel.ac.uk/handle/2438/12151 https://cyberleninka.org/article/n/1334105.pdf https://bura.brunel.ac.uk/bitstream/2438/12151/5/FullText.pdf https://core.ac.uk/download/42131184.pdf,http://dx.doi.org/10.1016/j.indmarman.2016.02.001,,10.1016/j.indmarman.2016.02.001,2286544608,,0,000-426-493-027-947; 002-004-147-487-150; 003-626-582-580-731; 003-722-518-064-927; 003-887-396-533-259; 005-032-235-775-184; 006-080-230-736-840; 007-957-367-789-366; 008-047-663-466-047; 008-534-372-668-077; 009-275-112-247-148; 009-627-096-122-615; 009-838-057-474-079; 010-346-721-629-150; 010-506-995-388-331; 011-249-508-606-402; 014-864-922-571-51X; 017-167-454-912-226; 017-175-709-703-523; 018-464-343-429-167; 019-957-789-354-683; 020-768-846-023-171; 022-386-970-922-245; 022-774-738-500-720; 026-895-802-475-205; 029-512-983-603-541; 030-240-991-808-917; 031-012-260-911-875; 031-299-998-954-91X; 031-505-615-393-727; 033-031-601-892-534; 038-338-249-652-512; 041-302-532-495-624; 044-385-711-591-131; 044-724-244-465-972; 046-433-822-177-861; 046-674-503-397-338; 048-410-149-615-999; 051-971-040-134-866; 051-987-442-171-340; 052-065-067-890-196; 052-379-131-162-786; 053-419-693-088-944; 055-159-395-342-048; 055-498-815-134-39X; 057-683-354-223-812; 062-209-174-499-670; 063-903-960-041-532; 064-542-948-840-61X; 071-756-747-996-463; 079-277-353-434-292; 079-529-709-991-478; 083-213-076-846-038; 086-020-198-250-185; 086-824-572-395-629; 087-215-854-986-075; 087-659-210-943-931; 088-300-953-319-254; 090-478-932-866-160; 094-679-689-603-382; 098-467-958-343-461; 100-357-883-277-115; 101-204-026-101-798; 101-903-378-658-429; 102-570-863-044-117; 103-161-727-335-998; 107-574-249-765-23X; 109-999-098-065-063; 113-689-812-895-007; 116-258-156-502-571; 124-974-126-694-012; 125-401-651-584-610; 126-313-054-759-343; 126-971-199-037-178; 129-386-946-517-725; 131-952-767-802-841; 134-004-052-346-490; 134-712-608-658-172; 142-733-888-454-184; 143-851-301-330-355; 144-917-770-498-738; 150-756-983-846-92X; 162-290-133-902-677; 166-204-621-970-742; 172-001-728-855-119; 175-125-077-292-386,32,true,cc-by-nc-nd,hybrid
133-453-595-106-116,How customers construct corporate social responsibility images: testing the moderating role of demographic characteristics.,,2015,journal article,BRQ Business Research Quarterly,23409436; 23409444,Elsevier BV,Netherlands,Andrea Pérez; Ignacio Rodríguez del Bosque,"Summary This paper discusses the formation process of CSR images from a customer perspective. It analyses the influence of company-CSR coherence, motivational attribution and corporate credibility in the way customers evaluate CSR images in the banking industry. It also describes the impact of customer gender, age and educational level on the formation of CSR images. Results show that CSR images are based on customer perceptions of the company-CSR coherence, the attribution of altruistic motivations and corporate credibility when developing CSR initiatives. The findings also demonstrate that gender, age and educational level do not allow identifying differences in the way customers construct CSR images. Thus, they are not useful in segmenting customers for the design of better CSR and communication strategies.",18,2,127,141,Market segmentation; Corporate social responsibility; Attribution; Business; Marketing; Construct (philosophy); Perception; Credibility; Coherence (statistics); Process (engineering),,,,,https://www.sciencedirect.com/science/article/pii/S2340943614000401 https://journals.sagepub.com/doi/full/10.1016/j.brq.2014.04.003 https://repositorio.unican.es/xmlui/bitstream/10902/9621/3/HowCustomersConstruct.pdf https://repositorio.unican.es/xmlui/handle/10902/9621 https://core.ac.uk/display/147475050 https://www.sciencedirect.com/science/article/abs/pii/S2340943614000401 https://dialnet.unirioja.es/servlet/articulo?codigo=7623435 https://www.elsevier.es/en-revista-brq-business-research-quarterly-424-articulo-how-customers-construct-corporate-social-S2340943614000401 https://core.ac.uk/download/pdf/147475050.pdf,http://dx.doi.org/10.1016/j.brq.2014.04.003,,10.1016/j.brq.2014.04.003,2056550617,,0,011-631-304-277-747; 013-102-916-093-163; 013-795-186-318-82X; 014-092-563-907-466; 014-176-629-094-145; 015-318-505-184-787; 017-782-246-806-570; 017-973-147-985-368; 018-606-075-915-716; 022-470-334-531-237; 025-191-942-574-721; 035-465-522-168-063; 040-344-640-544-410; 043-605-651-281-566; 045-788-550-539-959; 047-852-789-184-375; 051-510-062-485-059; 053-755-997-300-396; 054-132-954-808-806; 055-835-543-142-760; 056-126-178-605-45X; 060-571-945-430-102; 061-907-032-205-149; 063-888-096-850-261; 066-199-283-219-294; 066-903-461-290-461; 071-974-909-056-489; 077-117-467-213-142; 081-993-899-039-277; 083-814-232-211-207; 094-308-341-507-012; 096-673-477-579-582; 103-864-489-925-431; 104-731-009-115-972; 104-907-899-629-831; 106-869-526-081-808; 111-967-642-990-937; 113-151-560-222-396; 116-258-156-502-571; 121-463-988-631-580; 127-356-618-215-912; 128-723-104-995-841; 131-180-572-109-097; 131-294-950-045-808; 131-761-546-014-209; 133-546-417-719-596; 134-289-082-358-70X; 146-267-791-584-388; 170-287-577-916-60X; 174-241-645-383-625; 174-429-099-375-71X; 182-867-587-691-99X; 182-919-671-349-427; 185-220-165-667-73X; 196-559-270-697-81X,35,true,"CC BY, CC BY-NC",gold
134-281-986-450-641,Visualizing the triple bottom line: A large‐scale automated visual content analysis of European corporations' website and social media images,2020-06-23,2020,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Irina Lock; Theo Araujo,"With the “visual turn” online, images have become increasingly important for companies to attract stakeholders to their online CSR communication. To investigate in how far businesses' visual sustainability language reflects a balanced triple bottom line, this study compared the most profitable European corporations' websites images (N = 21,841) and visual Twitter posts (N = 3,637) through automated content analysis using computer vision algorithms. The findings of this big data‐analysis reveal that European companies overemphasize the financial bottom line on both owned and shared media. The channel matters as firms are more likely to communicate people‐, planet‐, and profit‐related images via social media than their website. Corporations from environmentally sensitive industries tend to highlight the social dimension, though this is where they impact less, and do so more often through their website. Thus, this study confirms the criticism that the business case is dominant in CSR strategies also for visual communication.",27,6,2631,2641,Visual communication; Advertising; Corporate social responsibility; Business; Content analysis; Social media; Business case; Triple bottom line; Scale (social sciences); Sustainability,,,,,https://ideas.repec.org/a/wly/corsem/v27y2020i6p2631-2641.html https://onlinelibrary.wiley.com/doi/pdf/10.1002/csr.1988 https://onlinelibrary.wiley.com/doi/full/10.1002/csr.1988,http://dx.doi.org/10.1002/csr.1988,,10.1002/csr.1988,3037105282,,0,001-647-241-792-138; 003-775-162-495-564; 005-861-492-610-995; 011-494-911-770-316; 012-680-647-355-783; 014-262-853-207-432; 015-046-314-685-371; 016-330-795-796-578; 016-924-554-129-393; 020-186-611-104-284; 022-144-642-637-806; 028-336-589-649-30X; 031-097-915-054-268; 035-177-364-825-032; 036-840-308-944-525; 042-040-111-250-580; 042-303-006-062-168; 043-848-568-058-650; 044-210-667-487-593; 045-767-598-067-96X; 047-084-373-523-100; 049-915-130-886-22X; 054-572-550-638-459; 058-847-153-620-250; 058-933-124-979-281; 060-698-106-334-951; 061-311-752-898-302; 063-210-334-325-894; 066-905-359-559-064; 068-589-273-133-346; 069-359-566-933-120; 076-321-620-373-241; 087-790-872-165-423; 089-675-507-300-702; 092-869-169-821-524; 096-139-755-024-422; 098-817-592-541-259; 099-085-870-469-302; 105-175-677-239-497; 105-779-176-636-475; 109-964-573-998-146; 110-484-217-193-475; 134-503-063-403-581; 135-543-292-412-361; 138-150-315-093-693; 144-478-697-272-596; 151-393-988-289-735; 156-628-929-193-587; 157-199-867-394-466; 164-751-562-405-056; 178-096-105-553-82X; 181-982-565-818-66X; 194-045-582-704-133,11,true,cc-by-nc,hybrid
134-313-556-241-579,The Politics of Reactivity: Ambivalence in corporate responses to corporate social responsibility ratings:,2020-10-22,2020,journal article,Organization Studies,01708406; 17413044,SAGE Publications,United States,Rieneke Slager; Jean-Pascal Gond,"Organizational ratings exude anxiety and allure, but relatively little is known about how managers balance resisting and mobilizing ratings. We explore this duality with a qualitative study on managerial responses to corporate social responsibility (CSR) ratings. Based on interviews focused on CSR ratings with managers of 60 companies, we induce four responses to ratings: grumbling, contestation, cherry-picking and microstatactivism. We further show how managers combine resistance and mobilization in two ambivalent engagement modes. Our analysis contributes to the literature by developing a more nuanced theory of corporate responses to organizational ratings, which demonstrates the importance of ambivalence in managing institutional pressure.",43,1,017084062096498,80,Corporate social responsibility; Psychology; Ambivalence; Qualitative research; Anxiety; Social psychology; Politics,,,,Principle for Responsible Investment,http://journals.sagepub.com/doi/10.1177/0170840620964980 https://www.narcis.nl/publication/RecordID/oai%3Apure.rug.nl%3Apublications%2F6fb8eb78-6794-4d5c-b622-1353921272f8 https://journals.sagepub.com/doi/pdf/10.1177/0170840620964980 https://journals.sagepub.com/doi/full/10.1177/0170840620964980 https://openaccess.city.ac.uk/id/eprint/24891/ https://core.ac.uk/download/333901257.pdf,http://dx.doi.org/10.1177/0170840620964980,,10.1177/0170840620964980,3086809340,,0,000-418-169-465-494; 001-764-193-875-344; 002-929-446-634-493; 003-438-965-839-423; 003-705-793-933-766; 006-760-441-114-952; 007-436-078-145-878; 010-062-750-133-061; 014-981-424-763-706; 015-003-568-718-76X; 015-271-876-692-523; 017-771-076-509-798; 019-389-361-999-007; 019-879-423-560-879; 022-325-700-877-094; 022-328-649-240-795; 026-945-559-907-073; 029-130-170-628-975; 030-788-290-410-07X; 035-556-471-787-086; 038-168-036-329-069; 041-749-690-779-682; 042-343-417-953-199; 053-584-073-223-286; 054-130-652-525-174; 054-471-637-293-50X; 054-832-327-882-377; 062-300-894-288-182; 072-900-654-723-220; 085-127-890-368-829; 094-261-583-445-533; 094-817-804-176-797; 098-901-982-645-362; 099-768-191-610-274; 100-019-761-242-983; 101-775-858-357-453; 103-415-415-917-013; 110-648-445-179-657; 121-499-847-702-765; 123-628-833-025-039; 123-694-573-650-975; 129-316-273-531-43X; 129-387-667-033-01X; 140-933-683-412-38X; 150-540-422-963-736; 153-917-384-253-683; 155-849-634-946-361; 162-983-593-368-040; 173-530-848-581-415; 180-550-273-365-755; 180-995-580-446-178; 187-882-343-703-445,4,true,cc-by,hybrid
134-529-703-832-073,"The relationship between public listing, context, multi-nationality and internal CSR",,2019,journal article,Journal of Corporate Finance,09291199,Elsevier BV,Netherlands,Marc Goergen; Salim Chahine; Geoffrey Wood; Chris Brewster,"Are MNEs more socially responsible, and where is this more likely to occur? Are firms less responsible in emerging or transitional economies, and what impact does the dominant national corporate governance regime have? We explore the association between public listing and the existence of a CSR code within specific institutional settings and assess whether MNEs are any different to their local counterparts, based on an internationally comparative survey. We find that listed firms as well as firms from civil law countries are more likely to have CSR statements. MNEs are also more likely to have CSR statements, independent of their country of origin. While we find consistent evidence of a correlation between the existence of a CSR statement and investment in staff training, the correlation between the former and employee-friendly HRM is weaker.",57,,122,141,Accounting; Corporate social responsibility; Business; Social responsibility; Investment (macroeconomics); Nationality; Country of origin; Listing (finance); Context (language use); Corporate governance,,,,,https://centaur.reading.ac.uk/74026/ https://ideas.repec.org/a/eee/corfin/v57y2019icp122-141.html https://research-repository.griffith.edu.au/bitstream/10072/402168/2/Wood66251-Published.pdf http://repository.essex.ac.uk/20726/ https://research-repository.griffith.edu.au/handle/10072/402168 https://osuva.uwasa.fi/handle/10024/10605 https://www.sciencedirect.com/science/article/pii/S0929119917305990 https://orca.cf.ac.uk/107053/ https://orca.cardiff.ac.uk/107053/ https://www.sciencedirect.com/science/article/abs/pii/S0929119917305990 https://core.ac.uk/download/132207281.pdf,http://dx.doi.org/10.1016/j.jcorpfin.2017.11.008,,10.1016/j.jcorpfin.2017.11.008,2770988929,,0,002-585-829-274-230; 007-934-745-045-312; 009-473-188-761-917; 009-527-901-429-241; 010-337-643-384-05X; 012-062-156-627-299; 012-113-280-019-896; 012-886-755-613-026; 013-579-539-956-274; 013-615-111-313-505; 014-320-388-586-694; 017-734-395-058-67X; 018-606-075-915-716; 019-516-180-781-729; 021-557-387-566-009; 022-971-576-182-434; 023-745-558-352-971; 025-633-251-355-058; 027-208-805-619-111; 029-107-141-317-574; 030-582-947-367-886; 031-399-022-094-151; 032-323-240-153-434; 032-968-272-115-318; 034-848-852-823-034; 035-556-471-787-086; 037-233-144-174-06X; 037-983-697-986-44X; 038-745-955-878-277; 042-679-082-377-482; 042-770-611-920-725; 042-978-984-393-748; 043-906-583-063-821; 046-773-885-451-937; 048-506-884-823-889; 052-553-093-833-622; 053-195-536-333-811; 054-978-283-895-935; 056-269-661-355-68X; 056-682-384-984-54X; 059-348-857-216-133; 059-578-756-195-074; 060-764-210-692-081; 062-010-775-440-254; 062-110-807-031-390; 064-786-623-022-10X; 066-208-044-793-59X; 066-400-343-948-766; 066-557-211-869-797; 067-728-754-738-347; 068-192-120-917-312; 069-206-139-517-387; 071-155-607-138-623; 071-737-539-334-023; 072-978-121-958-617; 073-318-678-622-857; 075-141-321-259-890; 076-813-995-254-100; 081-341-394-497-172; 088-523-978-049-869; 089-091-840-436-890; 092-241-973-266-986; 094-689-243-331-537; 097-213-764-422-536; 097-424-516-313-891; 097-717-436-105-880; 099-170-915-526-785; 099-671-160-139-650; 104-334-473-128-663; 110-648-445-179-657; 112-060-420-336-869; 112-565-796-968-753; 113-915-315-125-194; 113-922-962-187-821; 119-674-193-775-263; 132-512-206-405-931; 134-016-417-057-105; 136-476-191-865-010; 136-574-029-697-505; 146-255-121-652-339; 146-687-470-139-567; 151-198-972-962-725; 152-310-932-457-402; 153-720-865-381-409; 164-978-003-122-005,16,true,cc-by,hybrid
134-762-068-159-684,Business Ethics and Organizational Values in Romanian Enterprises,,2012,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Maria-Ana Georgescu,"Abstract Business ethics has been subject to so many studies in the contemporary literature. Being a type of human activity, business can and must be also evaluated from the moral behavior's point of view, not just from the economic efficiency perspective. The goal of our qualitative study is to reveal the relationship between the ethical values and the organizational culture. It is based on a survey of 148 subjects, managers and employees who work in companies in the regional business environment of Romania, in the Mures county. We have reached a main conclusion: the implementation of ethical values is connected, through the organizational culture, to the size of the enterprise. Big companies are more likely to elaborate written ethical codes within a strategic vision and their employees acknowledge this aspect, compared with small enterprises and their workers.",3,,734,739,Business ethics; Ethical code; Romanian; Business; Marketing; Qualitative research; Strategic planning; Organizational culture; Organizational commitment; Philosophy of business,,,,,https://www.sciencedirect.com/science/article/pii/S2212567112002225 https://www.sciencedirect.com/science/article/abs/pii/S2212567112002225 https://core.ac.uk/download/pdf/82608268.pdf,http://dx.doi.org/10.1016/s2212-5671(12)00222-5,,10.1016/s2212-5671(12)00222-5,2088096825,,0,000-193-996-663-30X; 017-449-578-533-477; 018-135-180-938-719; 024-135-996-699-56X; 028-934-213-956-045; 057-902-365-606-71X; 080-877-578-538-900; 099-447-079-918-343; 158-558-872-796-45X,14,true,,gold
134-919-046-085-760,Hohe Erwartungen an Unternehmen Ergebnisse einer Befragung der Schweizer Bevölkerung zur verantwortungsvollen Unternehmensführung,,,journal article,Uwf Umweltwirtschaftsforum,,,,Bettina Furrer; Thea Weiss Sampietro,Erworben im Rahmen der Schweizer Nationallizenzen (http://www.nationallizenzen.ch,15,1,49,52,Political science,,,,,https://digitalcollection.zhaw.ch/handle/11475/15778 https://link.springer.com/content/pdf/10.1007/s00550-007-0011-x.pdf https://digitalcollection.zhaw.ch/bitstream/11475/15778/2/2007_Furrer_HoheErwartungenAnUnternehmen.pdf https://core.ac.uk/download/188017527.pdf,http://dx.doi.org/10.21256/zhaw-4778,,10.21256/zhaw-4778,3027192769,,0,019-806-548-132-918; 064-207-876-235-702; 070-526-777-658-107; 107-274-748-521-438; 139-641-412-398-758; 164-723-128-669-157,0,true,,
134-979-958-722-261,The Impact of Indirect Corporate Social Performance Signals on Firm Value: Evidence from an Event Study,2018-05-09,2018,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Jonathan Luffarelli; Amrou Awaysheh,"Prior research shows that signals sent by institutionalized third parties (i.e. indirect signals) about firms' corporate social performance (CSP) can impact firm value. However, the effects that different types of indirect CSP signals have on firm value have remained largely unexplored. Furthermore, managers often do not fully understand how to communicate CSP effectively. In this article, we operationalize CSP as a multidimensional construct and draw on signalling theory to examine how different types of indirect CSP signals impact firm value. The results of an event study show that institutionalized third parties can play an important role in delivering credible CSP‐related information to the market. Results also demonstrate that the valence (positivity vs. negativity) and content (the specific social domain) of indirect CSP signals are important predictors of the magnitude of market reactions, and that shareholders' responses to the valence and content of indirect CSP signals have substantially changed over time.",25,3,295,310,Valence (psychology); Shareholder; Event study; Corporate social responsibility; Business; Construct (philosophy); Microeconomics; Enterprise value; Signalling theory; Operationalization,,,,,https://ideas.repec.org/a/wly/corsem/v25y2018i3p295-310.html https://openaccess.city.ac.uk/id/eprint/20123/ https://onlinelibrary.wiley.com/doi/10.1002/csr.1468 https://core.ac.uk/download/159995153.pdf,http://dx.doi.org/10.1002/csr.1468,,10.1002/csr.1468,2912721022,,0,000-240-625-666-930; 001-671-097-070-711; 005-107-894-544-949; 005-915-144-846-281; 009-112-965-527-524; 009-531-638-671-058; 009-573-999-259-187; 009-581-717-251-460; 009-628-201-612-662; 013-657-682-509-945; 013-858-820-525-515; 017-012-395-580-930; 018-903-063-385-19X; 019-622-150-886-991; 019-806-548-132-918; 021-133-339-401-251; 021-886-562-866-365; 022-052-621-754-159; 023-851-134-062-363; 024-099-676-441-513; 024-324-883-524-686; 027-700-418-268-176; 033-025-753-354-072; 033-445-837-262-66X; 036-155-239-414-911; 036-412-868-663-165; 037-019-550-150-269; 038-053-485-620-521; 038-463-873-520-743; 041-606-343-464-530; 041-646-078-329-501; 049-101-386-142-862; 050-391-750-851-010; 054-915-442-920-774; 058-793-674-725-700; 059-369-693-608-458; 062-300-894-288-182; 064-091-717-837-982; 068-449-207-953-958; 068-512-662-867-903; 073-830-206-808-998; 076-035-390-949-980; 078-106-229-576-047; 090-592-555-205-111; 094-025-252-409-445; 095-247-033-078-949; 095-826-475-583-244; 098-367-344-803-090; 105-297-533-813-694; 105-932-077-397-876; 106-377-304-980-209; 117-135-794-294-777; 118-502-157-753-318; 119-116-437-228-092; 126-494-036-226-805; 127-259-649-331-882; 128-448-634-234-720; 128-630-204-718-929; 130-165-753-205-174; 131-872-535-897-589; 132-847-814-463-902; 134-033-607-736-437; 134-286-877-968-209; 138-971-366-756-803; 146-657-895-578-824; 154-234-286-537-168; 162-983-593-368-040; 163-360-046-306-743; 168-171-312-802-862; 172-050-376-168-438; 173-370-707-480-020; 180-821-140-255-888,18,true,,green
135-319-172-415-633,Multinational mining enterprises and artisanal small-scale miners: From confrontation to cooperation,,2018,journal article,Journal of World Business,10909516,Elsevier BV,United Kingdom,Natalia Yakovleva; Diego Vazquez-Brust,"Abstract In many developing countries, multinational enterprises (MNEs) in mining operate alongside fast-growing communities of informal artisanal, small-scale miners. This has led to direct conflict and competition for mineral resources. This paper introduces the Salience and Institutional Analysis and Design framework as a means to analyze the MNE strategies used to address informal miners across different governance levels in the gold mining sector of Ghana and discusses the implications of these strategies for sustainability. We identify the emergence of a cooperative strategy with informal miners as a sustainable alternative to the political strategy of reliance on the state to protect tenure.",53,1,52,62,Political strategy; Corporate social responsibility; Business; Multinational corporation; Artisanal mining; Institutional analysis; Corporate governance; Informal sector; Sustainability; Economic system,,,,,https://researchportal.port.ac.uk/portal/files/7714032/JWB_post_print.pdf https://www.sciencedirect.com/science/article/pii/S1090951617306284 http://www.sciencedirect.com/science/article/pii/S1090951617306284 https://ideas.repec.org/a/eee/worbus/v53y2018i1p52-62.html https://puredev.port.ac.uk/en/publications/multinational-mining-enterprises-and-small-scale-artisanal-miners https://researchportal.port.ac.uk/portal/en/publications/multinational-mining-enterprises-and-smallscale-artisanal-miners(0162af46-2452-457b-9581-4af333a9b83a).html https://core.ac.uk/download/96919815.pdf,http://dx.doi.org/10.1016/j.jwb.2017.08.004,,10.1016/j.jwb.2017.08.004,2767019580,,0,001-370-665-706-855; 002-763-432-217-958; 002-892-901-225-16X; 002-943-615-906-965; 003-299-507-006-080; 007-939-690-189-695; 009-743-484-681-716; 010-145-649-971-46X; 010-519-106-808-811; 014-150-864-299-276; 014-802-617-412-906; 017-734-395-058-67X; 021-630-140-091-927; 024-711-742-511-195; 026-532-806-481-255; 027-170-582-488-984; 027-821-203-169-032; 027-979-701-557-994; 028-496-663-356-058; 029-075-934-505-141; 031-441-979-670-596; 036-596-987-405-23X; 037-102-979-151-536; 043-210-135-886-634; 044-939-487-527-988; 047-522-667-760-424; 047-959-249-158-205; 048-994-566-124-025; 051-875-265-995-253; 052-802-334-885-429; 054-065-376-733-955; 055-498-815-134-39X; 057-147-487-900-603; 057-809-340-272-374; 060-485-067-365-245; 061-303-618-019-952; 066-420-546-648-470; 067-468-260-932-782; 067-621-814-824-950; 068-672-616-195-651; 069-533-155-665-652; 069-979-400-051-010; 073-790-637-894-097; 073-792-416-479-745; 073-872-874-768-229; 075-102-010-012-450; 075-449-719-541-985; 075-804-393-713-532; 076-298-035-842-868; 083-798-993-805-643; 086-317-486-593-059; 098-205-250-432-119; 101-403-607-731-829; 104-238-023-659-352; 104-260-230-149-786; 108-780-165-398-333; 110-674-046-350-508; 127-356-618-215-912; 128-493-186-982-057; 132-356-900-987-984; 136-151-408-658-958; 137-100-740-938-309; 137-647-724-862-18X; 138-175-032-268-298; 139-504-936-935-963; 141-599-164-286-583; 149-605-584-926-275; 157-821-621-686-87X; 164-489-048-543-199; 178-015-658-287-94X,38,true,cc-by-nc-nd,green
135-439-584-032-731,A reinterpretation of the principles of CSR: a pragmatic approach,,2010,journal article,Corporate Social Responsibility and Environmental Management,15353958; 15353966,Wiley,United States,Bjørn-Tore Blindheim*; Oluf Langhelle,"PhD thesis in EconomicsThis thesis include published articles:PAPER 3: Blindheim, B-T. and Langhelle, O. (2010) Reinterpreting the Principles; of CSR: A Pragmatic Approach. Corporate Social Responsibility and; Environmental Management, 17: 107-117 John Wiley & Sons Ltd. and; ERP Environment. http://onlinelibrary.wiley.com/doi/10.1002/csr.235/pdfThe research reported in this thesis has been directed by three; interconnected questions: 1) How can institutional theory contribute to; our understanding of the contingent nature of CSR and manifestations; of CSR within national-level fields? 2) What are the potential; institutional and political implications of CSR? and 3) How can; institutional theory contribute to discussions of a justified foundation; for companies (political) efforts on the societal arena?; Since the 1950s, the role of business in, and the responsibility of; companies towards, society have increasingly been addressed in terms; of Corporate Social Responsibility (CSR) (Carroll, 1999, 2008;; Frederick, 2006). Simply put, CSR refers to responsibilities that either a; corporation has to society or responsibilities that society imposes on; corporations (De George, 2008)....",,,n/a,n/a,,,,,,https://core.ac.uk/download/pdf/52079051.pdf,http://dx.doi.org/10.1002/csr.235,,10.1002/csr.235,,,0,001-122-311-780-297; 003-478-616-827-236; 012-716-502-311-490; 021-918-672-412-130; 029-031-552-887-362; 032-662-768-917-11X; 035-022-574-043-059; 037-478-988-673-868; 038-641-161-686-840; 048-750-685-238-024; 051-875-265-995-253; 052-802-334-885-429; 055-127-219-449-931; 068-848-858-331-819; 069-533-155-665-652; 070-110-498-287-80X; 074-791-843-353-639; 080-697-152-393-849; 082-815-961-326-23X; 092-164-132-026-703; 097-213-764-422-536; 107-866-341-850-677; 109-102-829-309-641; 112-024-486-611-941; 113-813-475-985-700; 118-194-558-923-654; 131-329-731-056-731; 134-594-905-933-842; 135-526-819-302-528; 152-507-193-790-955; 162-198-997-317-262; 178-397-057-385-09X; 182-867-587-691-99X,3,true,,
135-469-637-493-468,Disclosing Compliant and Responsible Corporations: CSR Performance in Malaysian CEO Statements,2014-09-01,2014,journal article,GEMA Online Journal of Language Studies,16758021,Penerbit Universiti Kebangsaan Malaysia (UKM Press),Malaysia,Kumaran Rajandran; Fauziah Binti Taib,"In Malaysia, corporate social responsibility (CSR) is relatively new but corporations are required to engage in and disclose CSR. CSR reports are a common register for disclosure and their CEO Statements provide an overview of CSR performance in these reports. This article studies how language features in Malaysian CEO Statements disclose CSR performance. A corpus containing 27 CEO Statements from 2009 to 2011 from 10 Malaysian corporations was analyzed. The analysis was grounded in critical discourse analysis (CDA), which employed Social Actors and attitude from Systemic Functional Linguistics (SFL) and interviews with corporate representatives to understand the ideology of CEO Statements. The analysis proposes three strategies of categorization, evaluation and chronology to disclose CSR performance because performance is oriented to four categories (community, environment, marketplace, workplace) and a positive evaluation, which are centered on the past. The disclosure reflects the ideology of CEO Statements, which promotes corporations as agents of positive social change. Through CEO Statements, corporations disclose compliance to the government and stock exchange and responsibility to their other stakeholders. CSR disclosure in CEO Statements helps to strengthen economic legitimacy through social legitimacy. This study is useful for people practicing and teaching corporate communication because it encourages them to consider the meaning implied by language features (evaluative and non-evaluative lexis, modifiers, tenses and prepositional phrases, besides exact numbers) in corporate registers. Yet, the corpus was limited to 27 CEO Statements and future research should expand the corpus to represent CEO Statements from other years, countries and languages. DOI:  http://dx.doi.org/10.17576/GEMA-2014-1403-09",14,3,143,157,Corporate social responsibility; Business; Corporate communication; Stock exchange; Social change; Critical discourse analysis; Systemic functional linguistics; Public relations; Legitimacy; Meaning (linguistics),,,,,https://ejournals.ukm.my/gema/article/download/6160/3256 http://journalarticle.ukm.my/7770/1/6160-18836-1-PB.pdf https://ejournal.ukm.my/gema/article/download/6160/3256 https://ejournal.ukm.my/gema/article/view/6160 https://ejournals.ukm.my/gema/article/view/6160/3256 http://journalarticle.ukm.my/7770/ https://core.ac.uk/download/33342642.pdf,http://dx.doi.org/10.17576/gema-2014-1403-09,,10.17576/gema-2014-1403-09,2026418394,,0,002-484-704-347-595; 006-571-052-542-926; 009-921-923-154-352; 011-614-226-628-788; 012-923-481-072-399; 013-075-070-969-203; 017-834-309-465-702; 018-793-385-356-231; 044-029-241-335-844; 055-544-755-668-238; 062-110-807-031-390; 063-268-375-338-423; 073-395-628-481-354; 081-037-239-837-345; 086-044-965-204-144; 091-155-691-979-577; 095-826-475-583-244; 101-153-409-904-048; 120-589-605-200-714; 123-012-533-212-769; 128-015-331-394-782; 142-268-751-076-193; 149-942-534-905-043; 177-844-828-362-765,10,true,cc-by,gold
135-825-868-386-481,CSR reporting: a review of research and agenda for future research,2020-07-14,2020,journal article,Management Research Review,20408269,Emerald,United Kingdom,Muzammal Khan; Abeer Hassan; Christian Harrison; Heather Tarbert,"Purpose - This paper aims to provide a systematic review of the published literature on corporate social responsibility reporting (CSRR). Furthermore, it assesses the main limitations reported in previous CSRR studies and offers recommendations for best practice and future research. Design/methodology/approach - A review protocol was developed to search nine major databases over a decade (2005–2017) using specific keywords. As a result, 221 articles were identified that deal explicitly with CSRR in both developed and developing countries, and a descriptive analysis was undertaken. Findings - Findings of the review show that scholarly work on CSRR across the globe have increased exponentially. However, there still remain quite a few countries and industries that have been underrepresented in CSRR literature. Moreover, methodological- and sampling-related limitations have been noted by a number of scholars in the area. Based on these results, the review provides directions for future research. Originality/value - The review provides a categorised bibliography of CSRR research on developed and developing countries from 2005 to 2017, covering a range of journals and countries. The review provides state of the art of the CSRR research and highlights the major loopholes in the current literature. This is a valuable study for academics pursuing research on CSRR as it provides a comprehensive and critical discussion on academic research in the field.",43,11,1395,1419,Corporate social responsibility; Political science; Best practice; Systematic review; Globe; Originality; Protocol (science); Descriptive statistics; Engineering ethics; Developing country,,,,,https://research-portal.uws.ac.uk/en/publications/csr-reporting-a-review-of-research-and-agenda-for-future-research https://socionet.ru/publication.xml?h=repec:eme:mrrpps:MRR-02-2019-0073 https://ideas.repec.org/a/eme/mrrpps/mrr-02-2019-0073.html https://www.emerald.com/insight/content/doi/10.1108/MRR-02-2019-0073/full/html https://myresearchspace.uws.ac.uk/ws/files/14866806/2020_04_26_Khan_et_al_CSR_accepted.pdf https://core.ac.uk/download/pdf/351862360.pdf,http://dx.doi.org/10.1108/mrr-02-2019-0073,,10.1108/mrr-02-2019-0073,3042294892,,0,000-284-261-840-620; 001-250-903-865-581; 001-829-458-368-423; 002-222-854-678-47X; 002-768-374-946-660; 003-574-527-570-774; 003-647-332-435-649; 004-291-206-805-997; 004-924-180-697-031; 006-340-488-293-299; 010-615-958-268-069; 015-041-524-925-027; 015-169-522-476-160; 016-058-730-995-517; 016-303-165-487-275; 016-382-905-461-125; 016-576-335-079-156; 017-418-455-360-412; 018-647-905-403-885; 022-331-272-616-365; 023-292-055-426-87X; 023-429-168-601-886; 024-117-286-282-293; 025-883-275-487-436; 029-728-974-115-215; 029-741-692-147-151; 029-866-494-741-116; 030-458-780-085-60X; 031-224-146-381-246; 032-490-676-530-040; 033-871-483-548-637; 034-232-094-227-296; 036-463-905-247-460; 036-480-570-129-386; 036-622-231-967-298; 037-219-918-718-657; 037-503-645-104-702; 040-219-419-579-953; 040-326-682-122-575; 042-211-611-512-122; 042-247-005-307-238; 048-917-030-589-343; 050-644-389-925-359; 054-668-114-684-316; 055-222-575-590-371; 055-475-576-914-599; 056-294-025-828-41X; 056-544-602-508-731; 057-593-742-483-983; 058-188-930-206-809; 059-351-319-255-159; 060-632-320-599-06X; 061-962-780-079-67X; 063-635-614-417-543; 064-438-261-806-271; 065-544-461-271-238; 069-359-566-933-120; 069-443-365-385-166; 071-853-941-080-146; 072-255-266-071-604; 078-739-993-827-374; 080-458-124-178-385; 081-291-376-524-189; 085-300-287-100-525; 087-135-829-750-87X; 087-999-047-258-854; 092-344-661-333-248; 092-498-645-243-383; 093-492-453-208-232; 093-577-918-787-784; 096-875-838-615-143; 099-898-555-692-393; 099-944-337-230-849; 101-822-164-343-021; 103-710-604-975-396; 104-432-061-808-899; 110-337-905-274-092; 111-913-981-319-378; 116-683-011-690-388; 118-497-492-613-829; 120-474-029-447-638; 121-284-182-181-601; 122-362-441-655-072; 126-542-003-530-986; 128-493-186-982-057; 130-090-627-871-471; 130-509-386-339-90X; 132-952-634-282-527; 134-910-965-914-055; 136-248-158-989-113; 138-613-312-191-165; 143-189-337-063-89X; 145-760-734-099-848; 150-003-901-711-292; 151-878-263-919-256; 158-678-819-862-362; 168-311-912-059-082; 169-793-306-122-097; 174-929-255-263-252; 191-758-717-837-795,22,true,,green
136-072-695-610-061,Corporate Social Responsibity in the Universities,,2016,journal article,Journal of Marketing and Consumer Research,,,,Arvinlucy Onditi,"This article is meant to shed light on how universities and other Not-Profit organizations can use Corporate Social Responsibility (CSR) to market their organization and improve their image. With a wake of globalization and online learning, students who are university customers have several options of universities to join hence for any university to survive, it must work on its competitive strategies and they must get it right first time and all the time. Hence this article recommends that the starting point for any university is CSR which is a principle that has been ignored for a long time in the institutions of higher learning as well as the NPO. A time has come when these institutions must show their relevancies to the society in which they do business. This article is recommending a CAID strategy, that is, Create A Difference day). This strategy must be incorporated in the organizations culture and because the institutions of higher learning have different cohorts coming in different periods, it is recommended that the projects be carried out every semester. It should be noted that little is much, it all depends with the intent of the person doing it. Organizations should adopt feedback mechanism and monitor their progress before and after using this strategy. Keywords: Corporate Social Responsibility, Marketing tools, Universities, Create An Impact Day (CAID), Strategy, Competitors, Non-Profit Organization (NPO) and Environment.",29,,18,23,Competitor analysis; Corporate social responsibility; Sociology; Marketing; Work (electrical); Point (typography); Globalization; Online learning; Public relations,,,,,https://www.iiste.org/Journals/index.php/JMCR/article/view/34351 https://iiste.org/Journals/index.php/JMCR/article/download/34351/35323,https://www.iiste.org/Journals/index.php/JMCR/article/view/34351,,,2560190874,,0,090-137-422-194-08X,0,false,,
136-264-190-136-030,"Going Green of Mission and Vision Statements: Ethical, Social, and Environmental Concerns across Organizations",,2011,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Uğur Yozgat; Nilgün Karataş,"Abstract Mission and vision statements are a critically important piece of business communication from an organization to all of its stakeholders [1]. Today, it is quite easy for even a small company to create a website and sell goods all over the world and most companies around the world have increasingly adopted mission statements with corporate values as a top issue on their agendas. These mission and vision statements must be constantly revised and modified in response to changes within the organization and its environment [1]. In contrast to traditional strategic management approaches, today's companies have focused on the social strategy activities, such as philanthropy, corporate values for having the competitive advantage [2]. Therefore, social responsibilities should also be considered to include concerns for social factors and the environment within the missions of the companies [3].Personal and ethical values constitute the basis of their mission statements with an emphasis of the strategy formulation along with the significance of international or global operations [4]. Following the information that the natural environment is an increasingly salient component of the global commercial environment as is reflected in growing academic and practitioner interest in corporate management of environmental issues [5], “going green” is analyzed in current mission and vision statements as the basic emphasis which acquires the definition of involving the concepts of ethical behavior, social responsibility and protection of the environment.",24,,1359,1366,Corporate social responsibility; Business; Social responsibility; Business communication; As is; Mission statement; Vision statement; Public relations; Competitive advantage; Strategic management,,,,,http://www.sciencedirect.com/science/article/pii/S1877042811016387 https://www.sciencedirect.com/science/article/pii/S1877042811016387 https://core.ac.uk/display/82048931 https://avesis.marmara.edu.tr/yayin/8797b556-eaf1-4799-bf17-24b59f7086b2/going-green-of-mission-and-vision-statements-ethical-social-and-environmental-concerns-across-organizations https://core.ac.uk/download/pdf/82048931.pdf,http://dx.doi.org/10.1016/j.sbspro.2011.09.110,,10.1016/j.sbspro.2011.09.110,2086666931,,0,002-913-214-597-80X; 005-052-601-683-561; 017-732-992-514-03X; 018-973-831-778-396; 019-071-532-556-877; 019-876-899-205-131; 021-935-576-976-627; 037-044-096-373-933; 047-307-748-236-518; 047-490-887-579-594; 055-765-875-685-912; 057-515-729-759-283; 060-088-195-347-085; 064-786-623-022-10X; 067-704-700-500-169; 068-400-175-344-56X; 071-997-232-616-641; 073-536-136-578-279; 077-049-748-226-626; 082-072-095-491-073; 101-124-283-528-231; 103-982-735-943-49X; 109-548-451-060-990; 119-071-668-371-148; 124-935-879-228-76X; 129-086-696-742-174; 140-713-922-962-385; 142-745-919-077-827; 158-452-023-689-873; 167-517-393-664-826; 167-874-725-016-821,13,true,,gold
136-297-199-206-331,"„Szép szavak, jó tettek?” A párizsi top zöld szállodák CSR értékeinek és tevékenységének vizsgálata ”Fine words, good deeds?” An examination of CSR values and activities of the top green hotels in Paris",2020-03-25,2020,journal article,Turizmus Bulletin,14169967; 15870928,Corvinus University of Budapest,,Katalin Ásványi; Hager Chaker; Ákos Varga,"A tanulmany celja, hogy osszevessuk a szallodak weblapjain es vendegertekeleseiben megjelenő; CSR4;  tartalmakat. Kutatasi eredmenyeink korvonalazzak a szallodak CSR tevekenysege es a; valos fogyasztoi tapasztalatok kozotti kulonbseget, vagyis az ugynevezett value-action gap-et; (VAG). A vizsgalatot a TripAdvisor listaja szerinti parizsi top 10 zold szalloda koreben vegeztuk.; Tartalomelemzessel ertekeltuk a szallodak weblapjain elerhető CSR informaciokat, valamint; megvizsgaltunk a TripAdvisoron osszesen 8974 db szallodai vendegvelemenyt, melyből 156 db; vendegertekeles volt CSR tevekenyseget minősitő visszajelzes. A kutatas eredmenye ramutatott; arra, hogy a szallodak elterő reszletesseggel tajekoztatjak honlapjaikon a vendegeket a CSR; tevekenysegeikről. A kommentek tulnyomoreszt pozitiv velemenyt alkottak az egyes CSR; kategoriakban, azonban nem minden temakor jelent meg. A kutatas eredmenyei nagymertekben; hozzajarulhatnak a hotelek CSR strategiajanak kiepitesehez.; ; =; ; The purpose of this study is to compare the CSR content of hotel websites and guest reviews. Our; research results outline the difference between the CSR activity of hotels and actual consumer; experience – the so-called value-action gap (VAG). The survey conducted was of the top 10 green; hotels in Paris, as listed by TripAdvisor. By means of content analysis, we studied information on; CSR as displayed on hotel websites, and we then examined a total of 8974 reviews by guests on; TripAdvisor, 156 of which concern CSR. The results of the research show that hotels inform guests; on their websites of their CSR activities in varying degrees of detail. The comments relating to; the CSR categories were mainly positive, but not all CSR topics were covered. The results of this; research can contribute seriously to building CSR strategy for hotels.",20,1,4,14,Corporate social responsibility; Business; Business administration; Consumer experience,,,,,http://unipub.lib.uni-corvinus.hu/5970/ https://core.ac.uk/download/335608510.pdf,http://dx.doi.org/10.14267/turbull.2020v20n1.1,,10.14267/turbull.2020v20n1.1,3092369688,,0,008-462-371-494-079; 012-266-442-693-857; 020-221-534-428-525; 020-530-347-761-487; 026-809-580-081-759; 029-146-967-357-611; 032-028-501-803-414; 038-292-754-301-35X; 054-378-571-628-699; 059-190-553-375-277; 067-479-600-840-934; 070-248-935-188-407; 074-799-075-647-592; 087-790-709-646-403; 088-436-823-682-293; 088-721-638-132-954; 096-868-867-224-947; 097-336-677-089-771; 100-715-391-993-227; 100-937-943-268-386; 101-350-536-526-687; 107-150-172-527-41X; 116-237-317-345-069; 139-503-766-807-533; 155-157-474-978-075,0,true,,gold
136-325-472-497-244,Consideration of selflessness and self‐interest in outsourcing decisions,2012-04-27,2012,journal article,European Business Review,0955534x,Emerald,United Kingdom,Ambika Zutshi; Andrew Creed; Amrik S. Sohal; Greg Wood,"Purpose – The paper aims to discuss the need to balance selflessness and self‐interest issues in outsourcing decisions. This discussion is timely given the tensions that currently exist between those who want off‐shore outsourcing to continue as a means for increasing international trade, and those who only want to conduct business on‐shore.Design/methodology/approach – A conceptual approach has been taken in this paper in order to highlight key considerations for ethical decision‐making with respect to off‐shore outsourcing.Findings – Considerations of selflessness and self‐interest are embedded in outsourcing decisions. It is recommended that a balance between making profits and fulfilling social responsibilities is required, ideally, at each stage of decision‐making. Hence, managers should think critically about the reasons behind off‐shore outsourcing decisions, the process of arriving at decisions, and the impact of their decisions on stakeholders.Research limitations/implications – This is a concept...",24,3,287,303,Knowledge process outsourcing; Corporate social responsibility; Business; Social responsibility; Marketing; Order (exchange); Self-interest; Offshoring; Process (engineering); Outsourcing; Engineering ethics,,,,,http://dro.deakin.edu.au/view/DU:30044997 http://www.emeraldinsight.com/doi/abs/10.1108/09555341211222521 https://core.ac.uk/display/13997982 https://www.emerald.com/insight/content/doi/10.1108/09555341211222521/full/html http://dro.deakin.edu.au/eserv/DU:30044997/zutshi-considerationof-evidence-2012.pdf http://www.emeraldinsight.com/doi/ref/10.1108/09555341211222521 https://research.monash.edu/en/publications/consideration-of-selflessness-and-self-interest-in-outsourcing-de http://hdl.handle.net/10536/DRO/DU:30044997,http://dx.doi.org/10.1108/09555341211222521,,10.1108/09555341211222521,1984447299,,0,006-843-638-470-620; 008-341-588-787-365; 008-420-990-807-446; 008-525-127-731-234; 012-749-973-303-594; 014-279-750-052-045; 015-149-994-684-787; 022-066-820-397-454; 022-639-602-020-208; 025-939-817-542-752; 026-345-049-030-882; 026-764-258-503-267; 026-906-722-676-358; 027-655-946-521-198; 027-736-300-869-130; 028-055-868-146-085; 028-317-104-286-042; 028-739-977-976-931; 030-194-719-975-033; 032-353-584-383-29X; 034-024-359-398-378; 036-505-942-573-700; 038-302-419-908-37X; 049-149-806-451-569; 049-328-015-968-119; 049-773-265-182-19X; 055-127-219-449-931; 059-523-522-229-392; 064-091-717-837-982; 072-342-688-529-641; 075-198-992-017-507; 079-444-199-907-48X; 080-338-275-418-95X; 080-375-812-506-06X; 083-292-846-182-345; 093-975-687-672-245; 103-373-974-130-978; 105-191-419-066-386; 106-649-526-889-861; 107-274-748-521-438; 107-494-938-322-127; 107-675-583-734-255; 108-926-791-210-253; 110-502-326-347-134; 113-862-713-906-803; 117-669-940-614-000; 118-664-346-957-645; 122-352-475-381-517; 128-267-120-639-154; 140-897-123-394-288; 144-196-688-162-947; 144-200-284-661-765; 158-519-516-727-632; 160-607-175-280-335; 160-650-553-071-682; 160-962-786-771-762; 162-762-769-910-851; 165-566-817-295-12X; 166-481-806-354-570; 173-935-485-716-530; 174-185-428-038-434; 192-933-033-847-310; 194-043-998-740-139,10,true,,
136-364-607-355-246,Corporate Social Responsibility Applied for Rural Development: An Empirical Analysis of Firms from the American Continent,2016-01-21,2016,journal article,Sustainability,20711050,MDPI AG,Switzerland,Miguel Arato; Stijn Speelman; Guido Van Huylenbroeck,"Corporate Social Responsibility has been recognized by policymakers and development specialists as a feasible driver for rural development. The present paper explores both theoretically and empirically how firms involved in CSR provide development opportunities to rural communities. The research first evaluates the applied literature on the implementation of CSR by private firms and policymakers as means to foster sustainable rural development. The empirical research analyses the CSR activities of 100 firms from a variety of industries, sizes, and countries to determine the type of companies who are involved in rural development and the kind of activities they deployed. Results from the empirical research show that although rural development initiatives are not relevant for all types of companies, a significant number of firms from a variety of industries have engaged in CSR programs supporting rural communities. Firms appear to be interested in stimulating rural development and seem to benefit from it. This paper also includes an exploration of the main challenges and constraints that firms encounter when encouraging rural development initiatives.",8,1,102,,Empirical research; Variety (cybernetics); Corporate social responsibility; Economics; Marketing; Accountability; Rural development; Economic growth; Rural economics; Sustainability; Rural management,,,,Consejo Nacional de Ciencia y Tecnología,https://www.mdpi.com/2071-1050/8/1/102/pdf https://biblio.ugent.be/publication/7053980 https://ideas.repec.org/a/gam/jsusta/v8y2016i1p102-d62662.html https://core.ac.uk/display/55847329 https://www.cabdirect.org/cabdirect/abstract/20163082263?q=(similar%3a20103015029) https://www.mdpi.com/2071-1050/8/1/102 https://econpapers.repec.org/RePEc:gam:jsusta:v:8:y:2016:i:1:p:102-:d:62662 https://biblio.ugent.be/publication/7053980/file/7086488.pdf https://doaj.org/article/7390bd25093a4d92acc38a73cd905f51,http://dx.doi.org/10.3390/su8010102,,10.3390/su8010102,2276142821,,0,004-921-534-821-21X; 006-336-270-688-560; 006-554-017-413-606; 008-729-970-179-943; 010-942-657-615-432; 020-565-203-920-506; 022-003-283-683-341; 022-411-616-574-059; 028-915-555-142-638; 029-646-799-848-366; 030-099-980-144-780; 032-100-407-767-916; 035-840-006-990-386; 037-681-510-507-24X; 038-627-516-266-722; 039-925-078-873-902; 040-969-126-997-61X; 041-843-484-769-652; 047-460-128-505-546; 048-445-823-650-64X; 049-736-238-314-625; 053-876-475-834-914; 054-697-058-317-265; 056-970-216-609-405; 061-027-199-951-48X; 064-786-623-022-10X; 064-995-270-120-425; 067-948-732-472-781; 072-932-219-170-509; 074-329-431-014-307; 075-005-566-167-357; 084-565-360-276-605; 087-071-036-803-863; 090-373-700-192-979; 107-274-748-521-438; 122-977-349-857-289; 136-690-752-005-713; 146-172-234-144-521; 147-412-442-964-264; 148-234-739-533-112; 164-108-601-117-047; 172-379-712-830-464,13,true,cc-by,gold
136-431-652-550-355,Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector,2013-10-31,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mohammad Jizi; Aly Salama; Robert Dixon; Rebecca Stratling,"There is a distinct lack of research into the relationship between corporate governance and corporate social responsibility (CSR) in the banking sector. This paper fills the gap in the literature by examining the impact of corporate governance, with particular reference to the role of board of directors, on the quality of CSR disclosure in US listed banks’ annual reports after the US sub-prime mortgage crisis. Using a sample of large US commercial banks for the period 2009–2011 and controlling for audit committee characteristics, board meeting frequency, and banks’ profitability, size and risk, we find evidence that board independence and board size, the two board characteristics usually associated with the protection of shareholder interests, are positively related to CSR disclosure. This indicates that, with regard to CSR disclosure, more independent boards of directors and larger boards are the internal corporate governance mechanisms which promote both shareholders’ and other stakeholders’ interests. Contrary to our expectations, CEO duality also impacts positively on CSR disclosure. From an agency-theoretical viewpoint, this suggests that powerful CEOs may promote transparency about banks’ CSR activities for their private benefits. While this could indicate that powerful CEOs are under particular pressure to appease stakeholders’ concerns that they might abuse their power by providing a high degree of CSR disclosure, it could also be a sign of managerial risk aversion or managers’ private reputational concerns.",125,4,601,615,Business ethics; Shareholder; Accounting; Profitability index; Audit committee; Corporate social responsibility; Business; Transparency (market); Financial crisis; Corporate governance,,,,,https://philpapers.org/rec/JIZCGA https://dialnet.unirioja.es/servlet/articulo?codigo=4900122 https://link.springer.com/article/10.1007/s10551-013-1929-2 https://researchportal.northumbria.ac.uk/en/publications/corporate-governance-and-corporate-social-responsibility-disclosu https://dro.dur.ac.uk/11547/ https://laur.lau.edu.lb:8443/xmlui/handle/10725/12435 https://econpapers.repec.org/RePEc:kap:jbuset:v:125:y:2014:i:4:p:601-615 https://rd.springer.com/article/10.1007/s10551-013-1929-2 https://eprints.ncl.ac.uk/198400 https://eprint.ncl.ac.uk/198400 http://dro.dur.ac.uk/11547/ https://www.infona.pl/resource/bwmeta1.element.springer-935ca7cc-52c2-3ad5-b595-b5c2d7c3bb34 https://ideas.repec.org/a/kap/jbuset/v125y2014i4p601-615.html https://core.ac.uk/download/pdf/19597509.pdf,http://dx.doi.org/10.1007/s10551-013-1929-2,,10.1007/s10551-013-1929-2,1966315443,,0,000-593-318-399-821; 000-889-591-421-535; 001-250-903-865-581; 002-599-656-620-592; 003-449-910-087-897; 004-666-570-193-411; 007-386-039-632-208; 008-457-666-798-022; 011-672-200-968-245; 012-886-755-613-026; 013-140-563-723-939; 013-837-826-929-964; 013-950-326-361-078; 015-166-696-184-05X; 017-012-395-580-930; 017-046-212-454-268; 019-326-675-528-760; 019-654-800-746-269; 019-710-004-994-345; 022-122-109-449-703; 022-382-623-818-517; 022-867-604-979-425; 023-256-994-725-765; 023-370-435-704-035; 024-817-666-108-622; 026-278-888-605-774; 028-321-965-834-33X; 029-613-410-886-145; 030-274-274-746-616; 032-027-382-592-778; 033-952-143-700-49X; 036-968-277-443-754; 036-979-246-066-419; 039-575-601-163-984; 040-344-640-544-410; 041-939-697-543-16X; 042-075-081-677-793; 043-012-577-504-667; 044-686-753-444-18X; 049-149-806-451-569; 049-433-939-425-709; 051-948-060-546-379; 059-095-445-594-389; 060-621-577-647-641; 060-932-912-810-513; 060-991-878-093-230; 064-049-980-785-404; 065-131-339-672-673; 065-248-222-180-527; 066-400-343-948-766; 067-181-517-911-576; 071-214-809-884-082; 071-472-556-807-012; 074-678-079-165-311; 074-715-693-811-90X; 076-376-007-720-530; 076-551-437-187-006; 079-244-652-890-991; 080-068-289-386-12X; 086-452-436-562-512; 092-315-613-853-764; 093-244-417-551-161; 094-485-878-422-77X; 096-802-071-119-541; 098-615-018-246-276; 100-898-978-885-131; 106-382-307-140-770; 109-088-827-930-081; 113-955-213-695-117; 113-959-390-422-37X; 115-664-517-633-268; 118-502-157-753-318; 120-736-229-508-674; 127-310-368-738-521; 128-740-441-148-816; 130-234-068-648-66X; 134-712-608-658-172; 139-111-281-347-601; 150-756-983-846-92X; 153-802-930-717-36X; 163-360-046-306-743; 163-713-180-711-214; 181-935-297-643-733; 182-170-415-856-399; 182-867-587-691-99X; 185-512-597-867-705; 192-121-378-418-163; 197-924-203-111-38X,492,true,cc-by-nc,green
137-105-620-563-154,When performativity fails: Implications for Critical Management Studies,2015-11-27,2015,journal article,Human Relations,00187267; 1741282x,SAGE Publications,United States,Peter Fleming; Subhabrata Bobby Banerjee,"This article argues that recent calls in this journal and elsewhere for Critical Management Studies scholars to embrace rather than reject performativity presents an overly optimistic view of (a) the power of language to achieve emancipatory organizational change and (b) the capability of lone Critical Management Studies researchers to resignify management discourses. We introduce the notion of failed performatives to extend this argument and discuss its implications for critical inquiry. If Critical Management Studies seeks to make a practical difference in business and society, and realize its ideals of emancipation, we suggest alternative methods of impact must be explored.",69,2,257,276,Epistemology; Performative utterance; Sociology; Law; Power (social and political); Performativity; Critical management studies; Emancipation; Critical inquiry; Organizational change; Argument,,,,,https://hum.sagepub.com/content/69/2/257.abstract https://journals.sagepub.com/doi/abs/10.1177/0018726715599241 http://journals.sagepub.com/doi/full/10.1177/0018726715599241?related-urls=yes&legid=sphum%3B69%2F2%2F257&legid=sphum%3B69%2F2%2F257&cited-by=yes https://openaccess.city.ac.uk/id/eprint/13619/ https://dialnet.unirioja.es/servlet/articulo?codigo=5342008 http://journals.sagepub.com/doi/10.1177/0018726715599241 https://core.ac.uk/download/42629946.pdf,http://dx.doi.org/10.1177/0018726715599241,,10.1177/0018726715599241,2291477206,,0,002-613-356-142-056; 004-574-838-817-814; 008-663-474-016-150; 009-507-552-489-634; 013-078-518-917-158; 015-848-762-238-289; 016-411-180-460-079; 018-229-083-747-635; 019-244-226-808-602; 019-275-706-202-054; 022-232-587-067-344; 025-499-212-434-285; 029-139-549-001-81X; 029-276-418-998-745; 030-473-082-773-400; 034-225-063-951-534; 034-847-148-292-589; 039-587-603-587-746; 042-197-324-140-452; 049-183-279-697-573; 050-310-590-710-181; 052-280-117-965-945; 053-386-121-234-311; 056-501-097-456-431; 065-086-452-421-833; 065-795-573-015-85X; 066-386-380-957-065; 069-062-462-043-556; 070-651-208-118-867; 071-723-858-166-672; 074-399-771-118-27X; 076-739-361-863-411; 081-050-134-994-930; 081-516-804-787-597; 081-683-703-494-961; 085-670-586-768-275; 087-885-263-178-247; 089-308-626-824-678; 091-669-968-288-735; 092-555-915-118-231; 092-930-433-981-050; 093-170-192-848-087; 097-268-766-262-845; 098-767-201-025-925; 103-084-614-143-328; 110-607-873-666-792; 111-133-073-549-269; 117-646-455-235-240; 120-181-570-036-66X; 125-167-273-250-265; 132-028-571-155-331; 132-971-981-645-568; 134-001-426-117-155; 135-111-642-560-219; 137-015-060-768-506; 140-773-849-554-848; 151-606-931-873-072; 168-809-326-586-312; 170-140-705-696-458; 178-628-496-923-596; 182-306-075-049-119; 197-917-481-909-230,88,true,,green
137-142-252-339-871,Corporate Social Responsibility Reporting in China: Symbol or Substance?,,2014,journal article,Organization Science,10477039; 15265455,Institute for Operations Research and the Management Sciences (INFORMS),United States,Christopher Marquis; Cuili Qian,"This study focuses on how and why firms strategically respond to government signals on appropriate corporate activity. We integrate institutional theory with research on corporate political strategy to develop a political dependence model that explains (a) how different types of dependency on the government lead firms to issue corporate social responsibility (CSR) reports and (b) how the risk of governmental monitoring affects the extent to which CSR reports are symbolic or substantive. First, we examine how firm characteristics reflecting dependence on the government—including private versus state ownership, executives serving on political councils, political legacy, and financial resources—affect the likelihood of firms issuing CSR reports. Second, we focus on the symbolic nature of CSR reporting and how variance in the risk of government monitoring through channels such as bureaucratic embeddedness and regional government institutional development influences the extent to which CSR communications are symbolically decoupled from substantive CSR activities. Our database includes all CSR reports issued by the approximately 1,600 publicly listed Chinese firms between 2006 and 2009. Our hypotheses are generally supported. The political perspective we develop contributes to organizational theory by showing that (a) government signaling is an important mechanism of political influence, (b) different types of dependency on the government expose firms to different types of legitimacy pressure, and (c) firms face a decoupling risk that makes them more likely to enact substantive CSR actions in situations in which they are likely to be monitored.",25,1,127,148,Political strategy; Accounting; Corporate social responsibility; Business; Institutional theory; Government; State ownership; Legitimacy; Embeddedness; Politics,,,,,https://doi.org/10.1287/orsc.2013.0837 https://dash.harvard.edu/handle/1/16270867 http://nrs.harvard.edu/urn-3:HUL.InstRepos:16270867 https://ideas.repec.org/a/inm/ororsc/v25y2014i1p127-148.html https://scholars.cityu.edu.hk/en/publications/corporate-social-responsibility-reporting-in-china(ec3a2cd0-1868-409d-b9c4-9b0bdcfdc8ed).html https://www.hbs.edu/faculty/Pages/item.aspx?num=44186 https://pubsonline.informs.org/doi/abs/10.1287/orsc.2013.0837 https://dialnet.unirioja.es/servlet/articulo?codigo=4593415 http://www.hbs.edu/faculty/Pages/item.aspx?num=44186 https://dblp.uni-trier.de/db/journals/orgsci/orgsci25.html#MarquisQ14 http://www.people.hbs.edu/cmarquis/Marquis_&_Qian_(2014)_Corporate_Social_Responsibility_Reporting_in_China.pdf https://dash.harvard.edu/bitstream/handle/1/16270867/marquis%2cqian_csr-reporting-in-china.pdf?sequence=1 https://econpapers.repec.org/article/inmororsc/v_3a25_3ay_3a2014_3ai_3a1_3ap_3a127-148.htm https://dx.doi.org/10.1287/orsc.2013.0837 http://ecommons.cornell.edu/bitstream/1813/36445/1/Marquis_Qian_2014_Corporate_Social_Responsibility_Reporting_in_China.pdf,http://dx.doi.org/10.1287/orsc.2013.0837,,10.1287/orsc.2013.0837,3125262941,,0,002-390-056-473-675; 002-420-238-034-045; 002-929-446-634-493; 004-916-367-446-865; 006-450-939-164-232; 006-764-956-919-918; 006-826-772-646-135; 007-118-402-669-929; 008-806-372-497-489; 010-163-096-509-986; 011-935-298-050-513; 014-848-583-935-963; 015-008-609-623-453; 015-271-876-692-523; 017-288-644-305-938; 018-064-074-255-417; 018-075-278-238-815; 018-432-227-335-087; 019-791-138-220-393; 020-186-729-548-083; 021-429-244-812-982; 022-018-246-430-929; 022-342-814-884-131; 022-419-736-793-420; 026-398-287-055-427; 027-468-941-805-956; 027-606-221-985-162; 031-915-131-592-625; 033-541-261-653-704; 033-691-008-765-116; 034-674-667-986-678; 035-051-823-297-424; 036-873-584-532-640; 037-786-798-385-413; 037-972-396-238-575; 039-276-290-486-822; 039-746-919-671-229; 040-124-303-296-503; 042-343-417-953-199; 042-757-451-507-731; 046-159-785-979-523; 046-758-104-449-821; 047-974-992-554-410; 050-603-358-087-136; 051-186-000-869-135; 054-182-649-208-375; 055-212-937-914-128; 056-875-028-508-708; 057-328-426-692-540; 057-729-735-243-164; 058-780-882-759-275; 060-761-886-195-161; 064-091-717-837-982; 066-400-343-948-766; 067-050-797-475-720; 068-204-639-812-272; 072-332-258-353-341; 072-406-253-389-942; 073-131-004-707-133; 075-103-920-651-635; 076-044-831-152-294; 077-295-610-569-574; 078-434-160-503-570; 079-377-838-090-932; 080-438-189-583-99X; 081-245-069-179-779; 082-816-504-212-645; 083-590-458-238-816; 085-138-666-150-298; 086-825-334-503-254; 088-286-629-630-309; 088-475-252-247-31X; 090-140-972-642-905; 092-751-702-486-389; 096-754-934-904-825; 098-827-899-101-185; 100-204-224-295-662; 100-295-856-856-233; 103-212-521-076-81X; 109-979-179-330-406; 111-459-997-118-741; 111-494-069-745-877; 112-664-937-100-979; 112-858-933-623-604; 113-856-615-845-727; 114-386-923-213-257; 116-915-289-895-177; 123-694-573-650-975; 124-309-096-474-165; 126-438-114-929-252; 130-242-308-345-300; 131-047-230-566-164; 138-334-704-586-850; 140-891-917-449-423; 148-934-040-865-540; 151-751-146-924-445; 153-462-604-630-762; 155-126-121-090-714; 159-125-834-959-708; 160-997-996-021-222; 161-727-189-032-79X; 166-591-176-767-553; 168-212-290-338-170; 169-679-234-521-865; 172-439-479-467-487; 181-110-813-410-930; 181-284-846-302-477; 182-268-076-870-211,781,true,,green
137-460-322-400-660,The Indonesian Bank Websites’ Interactivity for Corporate Social Responsibility Communication,2015-12-03,2015,journal article,Jurnal ILMU KOMUNIKASI,25488643; 18296564,Universitas Atma Jaya Yogyakarta,,Gregoria Arum Yudarwati,"Berdasarkan studi kasus terhadap website perbankan di Indonesia, artikel ini bertujuan untuk melihat sejauh mana informasi terkait tanggung jawab sosial perusahaan dianggap penting, dilihat dari aspek aksesibilitas dan penempatan dalam website. Artikel ini juga bertujuan untuk melihat interaktivitas yang ditawarkan oleh masing-masing website. Hasil analisis isi terhadap tiga bank terbesar milik pemerintah menunjukkan bahwa ketiga bank menempatkan informasi CSR sebagai informasi yang penting, ditunjukkan dengan adanya halaman khusus yang didedikasikan untuk komunikasi tanggung jawab sosial perusahaan. Meskipun demikian, tingkat interaktivitas ketiga websites tersebut masih rendah. Ketiga perusahaan masih menerapkan monologue model of cyber-interactivity, yang mengindikasikan company-centric strategy.",12,2,102886,,Advertising; Corporate social responsibility; Interactivity; Political science; Indonesian,,,,,https://www.neliti.com/publications/102886/the-indonesian-bank-websites%C3%A2tm-interactivity-for-corporate-social-responsibilit https://core.ac.uk/download/pdf/268157431.pdf,http://dx.doi.org/10.24002/jik.v12i2.472,,10.24002/jik.v12i2.472,2244816441,,0,,0,true,cc-by,gold
137-700-235-589-733,Corporate sustainability and responsibility toward education,2016-05-09,2016,journal article,Journal of Global Responsibility,20412568,Emerald,,Mark Anthony Camilleri,"Purpose; ; ; ; ; This paper aims to deliberate on how corporate social responsibility (CSR) ought to be reconceived for better educational outcomes. It suggests that there are win-win opportunities for corporations and national governments to nurture human capital and address any skill gaps and mismatches in the labour market.; ; ; ; ; Design/methodology/approach; ; ; ; ; The businesses’ involvement in setting curriculum programmes may help to improve the quality and effectiveness of extant educational systems. This contribution reports on how different organisations are already engaging in responsible behaviours with varying degrees of intensity and success across many contexts.; ; ; ; ; Findings; ; ; ; ; Many firms are often training and sponsoring individuals to pursue further studies for their career advancement. It also indicated that there are businesses that are engaging in laudable behaviours to attract prospective employees. Moreover, this paper contends that the provision of education, professional development and training will boost the employees’ morale and job satisfaction, which may, in turn, lead to lower staff turnover rates and greater productivity levels in workplace environments.; ; ; ; ; Social implications; ; ; ; ; This contribution implies that organisational cultures and their business ethos could be attuned with the governments’ educational policies to actively respond to the diverse needs of today’s learners and tomorrow’s human resources.; ; ; ; ; Originality/value; ; ; ; ; There is a business case for CSR as the corporations’ strategies realign their economic success with societal progress. Arguably, there is potential that such responsible behaviours can bring reputational benefits, enhance the firms’ image among external stakeholders and could lead to a favourable climate of trust and cooperation within the company itself.",7,1,56,71,Human resources; Organization development; Corporate social responsibility; Economics; Marketing; Human resource management; Corporate sustainability; Human capital; Public relations; Professional development; Business case,,,,,http://www.emeraldinsight.com/doi/full/10.1108/JGR-08-2015-0015 http://www.emeraldinsight.com/doi/abs/10.1108/JGR-08-2015-0015 https://www.um.edu.mt/library/oar/bitstream/123456789/14101/1/Emerald%20Journal%20of%20Global%20Responsibility%20Corporate%20Sustainability%20and%20Responsibility%20toward%20Education%20Mark%20Camilleri.pdf https://www.um.edu.mt/library/oar/handle/123456789/14101 https://www.emerald.com/insight/content/doi/10.1108/JGR-08-2015-0015/full/html https://core.ac.uk/download/83019956.pdf,http://dx.doi.org/10.1108/jgr-08-2015-0015,,10.1108/jgr-08-2015-0015,2356506272,,0,004-201-005-758-969; 005-142-830-695-354; 005-145-136-341-461; 006-471-754-181-493; 007-495-168-728-268; 008-659-988-576-081; 009-302-414-267-022; 009-491-947-333-905; 011-792-890-101-193; 014-904-025-590-079; 015-999-921-788-017; 016-589-411-640-236; 024-684-350-667-288; 028-571-878-168-510; 029-505-830-428-361; 030-110-461-953-660; 032-634-134-921-215; 033-445-837-262-66X; 037-519-669-885-204; 042-898-180-936-241; 043-486-855-938-524; 044-686-753-444-18X; 045-212-135-052-199; 045-385-511-579-046; 045-754-631-412-145; 046-624-473-924-743; 057-435-965-994-736; 061-517-555-655-698; 065-635-282-815-141; 070-773-398-109-800; 071-018-290-101-011; 071-974-909-056-489; 073-870-914-264-06X; 075-324-055-146-069; 076-334-983-849-141; 080-528-719-442-908; 086-145-688-077-783; 088-523-978-049-869; 090-334-590-886-301; 093-864-433-666-302; 100-357-883-277-115; 101-299-425-939-891; 101-388-068-880-346; 102-068-995-822-669; 107-983-203-694-621; 113-616-689-350-855; 115-373-591-444-545; 116-117-248-996-709; 119-704-709-187-812; 121-855-169-991-104; 131-417-616-648-555; 134-895-603-560-322; 139-641-412-398-758; 140-210-122-191-629; 141-786-471-220-262; 150-756-983-846-92X; 160-644-178-365-345; 161-860-020-577-869; 163-529-639-649-240; 166-093-575-221-409; 166-204-621-970-742; 169-852-589-149-763; 191-218-928-386-835; 195-516-381-819-57X; 195-536-081-128-070,19,true,,green
137-849-226-792-102,The Role of Universities in the Provision of Corporate Social Responsibility and Ethics Teaching in the Agricultural Sector,2016-09-30,2016,journal article,Athens Journal of Business & Economics,2241794x,Athens Institute for Education and Research ATINER,,C. J. Moon; Joseph Gebbels,"Few industries have as direct a link between economics and the environment as the agricultural industry (Diebel, 2008) and as such this paper analyses the CSR and ethics teaching in agricultural schools in four English speaking countries. ; ; The four countries have distinct policy and cultural differences with regards to areas such as environmental protection, animal welfare and the use of biotechnology. ; ; The study analyses the differences between agricultural schools by means of a content analysis of syllabuses for institutions in each of the countries. The analysis finds significant differences in the provision of CSR and ethics teaching as a result of geographical location of the institution although interestingly the analysis failed to yield expected difference in CSR and ethics teaching provision as a result of institutional ranking. ; ; Among the most interesting areas for future research as suggested by this review is the analysis of the antecedents of the public’s ethical standing with regard to the agricultural industry.; Recent events have seen an increased focus on the role of business schools in the provision of corporate social responsibility (hereinafter CSR) and ethics teaching (Cornelius, Wallace, & Tassabehji, 2007). There has been comparatively little analysis of CSR and ethics teaching provision in other sectors. ; ; The subject is of considerable interest to businesses as research has shown that the CSR and ethics which a company displays affects its financial performance (Zairi & Peters 2002; Fombrun & Shanley, 1990). The public increasingly sees businesses as the cause of environmental degradation, (Porter & Kramer, 2011) consumers have as a result become increasingly eco-aware and ethically conscious with regard to their purchasing habits (Wilson, 200). This paper looks at implications for teaching sustainable agriculture.",2,4,343,356,Cultural diversity; Corporate social responsibility; Content analysis; Political science; Environmental degradation; Purchasing; Institution; Public relations; Agricultural education; Location,,,,,https://ideas.repec.org/a/ate/journl/ajbev2i4-1.html https://core.ac.uk/display/82897482 https://www.atiner.gr/papers/AGR2015-1782.pdf https://econpapers.repec.org/RePEc:ate:journl:ajbev2i4-1 https://research-repository.uwa.edu.au/en/publications/the-role-of-universities-in-the-provision-of-corporate-social-res https://eprints.mdx.ac.uk/19703/ https://core.ac.uk/download/82897482.pdf,http://dx.doi.org/10.30958/ajbe.2.4.1,,10.30958/ajbe.2.4.1,2626280751,,0,001-649-610-213-138; 003-162-121-314-85X; 015-047-294-491-362; 031-846-044-582-764; 045-244-388-472-980; 045-923-820-550-277; 062-943-261-972-549; 081-788-883-332-003; 087-082-300-754-970; 090-561-543-589-363; 108-843-634-978-53X; 121-002-896-638-96X; 150-016-106-945-594; 188-609-554-652-130,1,true,cc-by-nc,gold
139-891-266-281-325,Managerial Perceptions of Firms’ Corporate Sustainability Strategies: Insights from Croatia,2019-12-27,2019,journal article,Sustainability,20711050,MDPI AG,Switzerland,Richard B. Nyuur; Ružica Brečić; Patrick E. Murphy,"Although corporate social responsibility (CSR) has gained increasing academic attention, we lack a solid understanding of how managerial perceptions underpin firms’ sustainability practices. This study interprets and sheds light on managers’ perceptions of sustainability activities under various stakeholder domains in Croatia through a multi-theoretical approach. Using 21 semi-structured interviews with managers, the study reveals that sustainability activities in the research context tend to focus more on environmental issues and customer service, as well as employees and supplier domains. The study further establishes three distinct levels of sustainability commitments by firms. These stages include sustainability as a minimal response, corporate culture-driven, and committed response. These findings, as a whole, are insightful and enable us to advance research on sustainability by elucidating how managerial perceptions underpin firms’ strategic sustainability activities. The contributions to theory and practice are also discussed.",12,1,251,,Corporate social responsibility; Business; Stakeholder; Perception; Corporate sustainability; Customer service; Research context; Public relations; Sustainability,,,,,https://researchportal.northumbria.ac.uk/files/25008452/sustainability_12_00251_v2.pdf https://northumbria-test.eprints-hosting.org/id/document/270599 https://researchportal.northumbria.ac.uk/en/publications/managerial-perceptions-of-firms-corporate-sustainability-strategi https://ideas.repec.org/a/gam/jsusta/v12y2019i1p251-d302715.html https://www.mdpi.com/2071-1050/12/1/251 https://www.mdpi.com/2071-1050/12/1/251/pdf http://nrl.northumbria.ac.uk/41781/ https://www.bib.irb.hr/1044603 https://core.ac.uk/download/286027732.pdf,http://dx.doi.org/10.3390/su12010251,,10.3390/su12010251,2998126644,,0,000-969-018-551-185; 003-564-180-965-363; 004-895-402-084-135; 009-024-987-910-508; 010-681-049-975-634; 011-546-447-259-945; 013-021-591-326-533; 015-003-094-987-422; 015-585-455-661-026; 015-640-059-190-604; 015-723-737-178-764; 016-257-606-089-666; 016-931-529-179-271; 017-973-147-985-368; 018-573-673-958-54X; 019-771-049-776-201; 022-774-738-500-720; 026-567-979-322-906; 027-170-582-488-984; 031-004-219-313-339; 032-649-036-964-264; 032-882-344-896-081; 033-584-740-448-038; 035-506-988-554-079; 035-962-470-446-566; 036-669-855-884-181; 044-252-909-486-805; 044-927-204-556-87X; 047-460-128-505-546; 047-896-660-761-359; 049-355-166-666-576; 050-391-750-851-010; 053-939-191-401-776; 056-722-117-176-605; 059-965-864-921-440; 066-776-241-314-717; 069-206-139-517-387; 069-979-400-051-010; 070-782-333-253-179; 071-234-624-093-856; 072-047-823-126-676; 077-309-721-514-378; 077-311-144-250-028; 077-347-520-636-341; 083-621-716-532-081; 085-826-377-695-864; 086-896-610-774-711; 088-919-850-566-219; 092-235-131-089-660; 093-997-394-512-130; 096-843-251-125-704; 099-766-355-075-046; 107-183-170-356-021; 113-234-380-152-945; 113-926-004-292-87X; 121-499-847-702-765; 125-885-450-873-938; 127-356-618-215-912; 128-519-086-015-927; 130-380-710-257-240; 134-712-758-770-944; 149-829-768-285-065; 162-290-133-902-677; 174-740-594-758-461,5,true,cc-by,gold
139-966-927-583-456,Analyzing Social Responsibility as a Driver of Firm's Brand Awareness,,2012,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Marina Mattera; Verónica Baena; Julio Cerviño,"Abstract Corporate Social Responsibility (CSR) is understood as liabilities a person or organization has towards its social context, including people as well as physical environment, when conducting any activity whose consequences will not only affect the subject who carries it out. However, there has been scarce attention in academia and practice to CSR's influence on brand awareness. To shed light on this issue, this study gives insight on the effect CSR reporting initiatives and effective communication has in consumer's perception and knowledge of a company's brand. To achieve this goal, 16 of Spain's most renowed and well known service companies were considered, including a wide range of service-related sectors: airlines; transportation; tourism and leisure; bank and financial services; insurance; gas, petrol and electric suppliers; retailers and private security. CSR variables were measured by considering i) holding ISO 26,000 certification; ii) whether the firm is privately or state-owned; and iii) global reporting initiative (GRI) report review organism. We also controlled with the variable joining the carbon disclosure project (CDP). Findings prove the positive association between ISO 26,000 with the firm's brand awareness. Notwithstanding this, our results show private ownership firms have a negative impact on brand awareness. Considering public sector can tackle broader topics, influence greater communities and engage a greater number of stakeholders, these findings result consistent. Furthermore, it was shown that reported information being reviewed by organisms other than GRI organism is positively associated with the company's brand awareness in the service sector. This will be our contribution.",58,,1121,1130,Financial services; Corporate social responsibility; Business; Social responsibility; Public sector; Brand awareness; Marketing; Public relations; Tertiary sector of the economy; Service (economics); Brand management,,,,,https://abacus.universidadeuropea.es/handle/11268/821 http://www.sciencedirect.com/science/article/pii/S1877042812045557 https://core.ac.uk/display/43787989 https://www.sciencedirect.com/science/article/pii/S1877042812045557 https://core.ac.uk/download/pdf/82020284.pdf,http://dx.doi.org/10.1016/j.sbspro.2012.09.1093,,10.1016/j.sbspro.2012.09.1093,2034803448,,0,000-776-628-195-009; 005-590-991-432-327; 006-529-775-956-71X; 007-898-350-109-582; 019-806-548-132-918; 021-592-428-534-032; 022-816-522-168-266; 023-369-956-145-832; 029-095-766-719-551; 035-430-250-884-727; 039-393-046-262-678; 040-647-057-989-007; 041-118-685-845-103; 049-278-365-689-088; 058-956-008-444-441; 071-378-437-836-151; 073-402-573-282-931; 083-063-295-903-222; 084-655-447-644-094; 091-625-754-229-794; 093-156-756-355-974; 104-459-003-755-936; 116-333-824-208-296; 120-525-259-558-859; 126-313-054-759-343; 129-788-204-060-14X; 131-294-950-045-808; 142-733-888-454-184; 146-693-141-475-093; 147-424-124-879-150; 169-027-090-714-014; 170-287-577-916-60X; 170-586-081-919-647,10,true,cc-by-nc-nd,gold
140-165-291-206-30X,Trade Unions in Multi-Stakeholder Initiatives: What Shapes Their Participation?,2018-11-20,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Deborah Martens; Annelien Gansemans; Jan Orbie; Marijke D'Haese,"There is a growing concern about the extent to which multi-stakeholder initiatives (MSIs), designed to improve social and environmental sustainability in global supply chains, give a meaningful voice to less powerful stakeholders. Trade unions are one particular civil society group whose participation in MSIs has received little scholarly attention so far. The objective of this paper is to examine the determinants that enable and constrain trade union participation in MSIs. Based on interviews, focus groups, observations and document analysis we determine local trade union participation in three MSIs, operating at company, national and transnational level respectively, in the Costa Rican pineapple industry. To explain the limited encountered trade union participation, an analytical framework is developed combining structural and agency dimensions, namely the MSI design and trade union’s power resources. The findings show shortcomings in the representativeness, procedural fairness and consensual orientation in the design and implementation of the MSIs. These are, however, not sufficient to explain weak trade union participation as trade union power resources also have an influence. Strong network embeddedness and improved infrastructural resources had a positive effect, whereas the lack of internal solidarity and unfavourable narrative resources constrained the unions’ participation.",10,11,4295,,Public economics; Supply chain; Agency (sociology); Business; Solidarity; Trade union; Representativeness heuristic; Corporate governance; Civil society; Embeddedness,,,,,https://www.mdpi.com/2071-1050/10/11/4295/pdf https://biblio.ugent.be/publication/8588240 https://www.mdpi.com/2071-1050/10/11/4295 https://biblio.ugent.be/publication/8588240/file/8588257.pdf https://ideas.repec.org/a/gam/jsusta/v10y2018i11p4295-d184103.html https://pubag.nal.usda.gov/catalog/6527115 https://doaj.org/article/f179e4c09b414e9595a58a4b3be06f72 https://core.ac.uk/download/188642056.pdf,http://dx.doi.org/10.3390/su10114295,,10.3390/su10114295,2900526496,,0,000-026-328-448-446; 010-844-314-798-100; 010-900-508-731-178; 012-780-280-945-151; 016-639-848-793-035; 019-119-093-892-536; 020-446-781-895-507; 022-774-738-500-720; 034-776-814-006-519; 038-624-950-741-641; 044-245-815-012-208; 045-695-822-385-517; 048-623-980-338-843; 049-440-520-447-808; 050-585-057-445-677; 053-282-507-513-691; 055-546-472-714-926; 057-764-489-042-482; 058-244-071-864-195; 060-525-369-411-714; 068-659-415-891-718; 071-227-472-568-799; 071-965-254-860-657; 072-815-280-015-61X; 078-751-296-635-678; 089-067-349-610-422; 103-078-062-409-421; 105-712-133-854-388; 111-546-723-856-486; 113-521-524-349-029; 118-115-688-273-495; 122-632-476-593-796; 155-720-145-603-483; 181-757-988-137-005; 185-116-926-360-880,5,true,cc-by,gold
140-210-232-070-81X,How Does Stakeholders Pressure Affect Organization Performance and Employee Wellbeing? Study of Multiple Mediating Roles,2020-03-31,2020,journal article,Journal of Business and Social Review in Emerging Economies,25190326; 2519089x,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Khawaja Khalid Mehmood; Rabia Rasheed; Javeria Jaan,"Employee satisfaction and high performance is every organization’s goal. When seen through the lens of stakeholder theory, these goals could be achieved by CSR practices through certain ways. Stakeholder theory affords an initial point to assimilate stakeholder pressure and corporate social responsibility practices. This research studies the effect of pressure from stakeholders over organization performance and wellbeing of employees by including the mediating effect of CSR oriented culture, CSR practices, organizational citizenship behavior, organizational commitment, and organizational trust in Pakistan’s banking sector. The study employs quantitative and cross sectional research design. A sample of 180 banks was studied through employing SmartPLS3.0 software using mediation analyses.The findings reveal that CSR oriented culture mediates between stakeholder pressure and CSR practices; CSR practices affect organization performance through organization citizenship behavior. Further, trust is a partial mediator among CSR practices and wellbeing of employees. Serial mediators play their role between stakeholder pressure and organization performance, and also play a role between stakeholder pressure and employee wellbeing. Implications/Originality/Value: The findings suggest Pakistani banks to acknowledge pressure from all stakeholders, and concentrate on CSR practices for their bank performance and staff wellbeing.",6,1,55,68,Organizational citizenship behavior; Corporate social responsibility; Business; Stakeholder theory; Mediation; Stakeholder; Job satisfaction; Affect (psychology); Public relations; Organizational commitment,,,,,https://scholar.archive.org/work/462wvsrwibczpmcf5j4po3c7eu https://doaj.org/article/fef3fc281cfb4694a627eb87d73c250b https://core.ac.uk/download/322567827.pdf,http://dx.doi.org/10.26710/jbsee.v6i1.1026,,10.26710/jbsee.v6i1.1026,3021170300,,0,002-613-319-458-668; 002-712-968-521-632; 006-300-849-811-770; 007-537-610-161-130; 009-024-987-910-508; 010-189-902-518-111; 011-829-603-506-558; 012-721-148-789-235; 013-665-483-040-275; 014-351-126-200-685; 017-983-740-365-812; 020-434-786-289-583; 026-197-051-291-561; 026-224-134-440-906; 027-129-122-592-858; 029-066-810-064-917; 032-587-781-576-199; 033-631-491-953-752; 033-693-476-314-091; 035-659-604-496-787; 041-883-317-402-665; 043-682-295-217-574; 044-241-692-560-889; 045-996-952-106-327; 047-345-830-507-10X; 051-875-265-995-253; 055-385-672-098-772; 055-468-777-499-71X; 057-746-588-045-380; 059-705-727-535-26X; 060-130-439-008-845; 060-540-431-483-993; 060-818-518-086-433; 064-209-042-169-461; 068-172-732-755-440; 068-250-860-764-035; 073-792-416-479-745; 076-257-896-533-812; 085-305-124-755-394; 086-192-193-330-056; 099-658-562-963-144; 100-581-684-006-626; 110-745-024-321-648; 115-135-301-760-731; 118-490-951-982-630; 120-884-514-023-996; 122-384-757-355-890; 124-945-215-809-157; 133-448-136-055-800; 136-141-890-811-981; 141-424-035-303-573; 153-758-887-592-286; 156-353-543-206-832; 156-409-054-201-985; 167-128-825-910-586; 175-770-811-697-372; 178-347-732-094-080,2,true,cc-by-nc,gold
140-488-089-248-123,Corporate Social Responsibility and Ethical Banking for Developing Economies,2013-11-30,2013,journal article,Journal of Economics and Behavioral Studies,22206140,AMH International Conferences and Seminars Organizing LLC,,Nirmala Dorasamy,"Corporate social responsibility is being increasingly considered vital for organizational success and sustainable growth, especially in view of corporations operating in an environment with multiple stakeholder interests. Investment in CSR should not been seen as an expense, but rather the allocation of resources to strengthen relationships with stakeholders in an endeavour to reap the multifaceted benefits of such investments Financial institutions like banks need to be seen as leading organizations who engage in social activities that uplift society, the environment and economy. The article analyses significant areas of corporate social responsibility for banks which are integral for customers, government, suppliers, citizens, employees and global partners for enhancing the responsibility of banks to a diverse range of stakeholders who have an interest in the banks. This 'common good' reputation can provide several advantages to banks which further impacts on the performance of banks.",5,11,777,785,Finance; Common good; Sustainable growth rate; Corporate social responsibility; Social responsibility; Government; Economics; Stakeholder; Investment (macroeconomics); Market economy; Reputation,,,,,https://openscholar.dut.ac.za/handle/10321/1151 https://openscholar.dut.ac.za/bitstream/10321/1151/1/J5%2811%295.pdf https://ir.dut.ac.za/handle/10321/1151 https://core.ac.uk/download/288022722.pdf,http://dx.doi.org/10.22610/jebs.v5i11.450,,10.22610/jebs.v5i11.450,2123294476,,0,000-066-547-134-11X; 001-293-497-423-461; 006-537-826-092-991; 009-817-697-882-879; 015-482-449-412-064; 019-700-724-671-924; 022-867-604-979-425; 022-971-576-182-434; 030-238-668-708-956; 035-577-555-571-947; 036-759-473-591-50X; 043-605-651-281-566; 051-988-600-122-70X; 061-781-892-766-578; 063-581-448-185-95X; 064-393-683-951-659; 073-213-097-973-21X; 079-028-615-717-35X; 080-068-289-386-12X; 086-737-037-831-307; 132-067-213-813-674; 151-483-160-305-765; 154-202-833-671-344; 164-986-073-799-900; 172-973-447-899-39X; 194-206-086-412-785,14,true,cc-by,hybrid
140-519-125-447-250,SUSTAINABILITY FRAMEWORK: AN INTEGRATION OF THE EQUATOR PRINCIPLES INTO BUSINESS PROCESS,2016-03-16,2016,journal article,Humanities & Social Sciences Reviews,23956518,GIAP Journals,,Aldi Muhammad Alizar; Choerunisa Noor Syahid; Anas Nikoyan,"Indonesia as the largest archipelago in Southeast Asia has a strategic location for business and investment. After the economic crisis in 1998 and 2009, Indonesia could be passed it away until present. It can be seen by the increasing of growth domestic product. Currently, the Indonesian government began to encourage the public and private institution to achieve sustainable development and compete in globalization. However, there are a lot of challenges for the stakeholders to reach the goals. The strategy that has been done by the private sectors is implementing corporate social responsibilities (CSR) as company’s program. Keivani (2009) stated that CSR program by private sector could be supporting the government to achieve sustainable development. Since the concept of triple bottom line in CSR also exist in sustainable development component. The triple bottom lines by Keivani (2009) consist of: (i) People that associated on social justice, (ii) planet that associated on environmental quality, and (iii) profit which related with economic prosperity. Based on this concept, the private sector also has a duty in realizing sustainable development goals. In General, to complete the sustainable development goals is not only private company’s responsible or government, but it also dependable from all of development actors. The three development actors are government as policy makers, private sectors as capital models, and society as the vulnerable development objects. The communication abilities and having adequate knowledge are the most essential things for actors to have it. This paper discuss about how do the private sectors in Indonesia embrace the other stakeholders of development actors (which are government and community) to achieve sustainable development without ignoring their business objectives. By using the Equator Principles that focused on social and environmental management and sustainability framework by the International Finance Corporation, it expected to give some new approaches for the companies to protect their business process.",3,2,57,63,Private sector; Corporate social responsibility; Eco-efficiency; Economics; Globalization; Equator Principles; Economic growth; Sustainable development; Triple bottom line; Sustainability; Economic system,,,,,https://www.giapjournals.com/index.php/hssr/article/view/hssr.2015.323 http://www.giapjournals.org/uploads/2/6/6/2/26621256/sustainability_framework_an_integration_of_the_equator_principles_into_business_process.pdf https://core.ac.uk/download/pdf/268003881.pdf,http://dx.doi.org/10.18510/hssr.2015.323,,10.18510/hssr.2015.323,2182965859,,0,076-202-581-707-699; 132-619-009-032-654,1,true,,
140-623-488-622-521,"CSR logics in developing countries: Translation, adaptation and stalled development ☆",,2017,journal article,Journal of World Business,10909516,Elsevier BV,United Kingdom,Dima Jamali; Charlotte M. Karam; Juelin Yin; Vivek Soundararajan,"In this paper, we advance an analytic framework to help better trace the meaning and practice of CSR in developing countries, which draws from an institutional logics approach combined with the Scandinavian institutionalist perspective on the circulation of ideas. We suggest a two-step analytic framework where (1) circulated generalized assumptive logics relevant to mainstream CSR understanding are translated for applicability to developing countries generally and (2) through further circulation these translated logics are adapted toward a more context-specific relevant and meaningful application of CSR. Translation and adaptation form the basis of ongoing “editing processes” which we use to help tease out the multiplicity of institutional logics captured in the CSR literature pertaining to four specific countries of interest: China, India, Nigeria and Lebanon. The nuanced analysis presented helps provide relevant implications in relation to supranational, as well as culturally embedded and nuanced institutional logics shaping CSR in developing countries. It also highlights the existence of a hybridity of entangled institutional logics shaping not only CSR expressions in the four focal developing countries, but also ensuing patterns of development.",52,3,343,359,Positive economics; Corporate social responsibility; Political science; Perspective (graphical); Mainstream; Hybridity; Public relations; Meaning (linguistics); TRACE (psycholinguistics); Developing country; Adaptation (computer science),,,,,https://www.infona.pl/resource/bwmeta1.element.elsevier-af50419e-c435-3f22-9537-8fe95ca294f2 https://research.birmingham.ac.uk/portal/en/publications/csr-logics-in-developing-countries-translation-adaptation-and-stalled-development(63afc1da-c9dd-4b5a-a6fe-0dc961091120).html https://www.sciencedirect.com/science/article/pii/S1090951617302304 https://EconPapers.repec.org/RePEc:eee:worbus:v:52:y:2017:i:3:p:343-359 https://ideas.repec.org/a/eee/worbus/v52y2017i3p343-359.html https://researchportal.bath.ac.uk/en/publications/csr-logics-in-developing-countries-translation-adaptation-and-sta https://research.birmingham.ac.uk/portal/files/39643584/JWB_D_15_00115R4.pdf https://core.ac.uk/download/pdf/267297314.pdf,http://dx.doi.org/10.1016/j.jwb.2017.02.001,,10.1016/j.jwb.2017.02.001,2594723324,,0,000-772-061-134-441; 001-165-407-545-486; 001-293-497-423-461; 001-320-563-566-69X; 002-870-892-508-08X; 003-361-209-168-182; 003-598-994-109-473; 004-916-367-446-865; 004-921-534-821-21X; 004-932-978-667-296; 005-449-817-695-831; 005-579-031-711-655; 006-826-772-646-135; 007-245-980-165-169; 008-463-177-004-114; 008-568-541-949-263; 008-914-838-098-964; 009-024-987-910-508; 010-344-067-058-197; 010-360-519-122-322; 011-843-784-255-663; 012-618-573-605-585; 014-311-469-224-842; 014-507-167-967-311; 014-636-391-321-17X; 014-666-047-992-844; 015-178-449-205-317; 015-482-449-412-064; 015-640-059-190-604; 016-191-889-986-762; 016-411-180-460-079; 016-583-894-164-23X; 017-722-013-337-190; 018-153-952-812-876; 018-392-325-202-807; 018-647-905-403-885; 019-355-109-449-083; 019-428-023-160-195; 019-700-724-671-924; 019-936-144-547-223; 020-307-538-869-456; 021-011-143-484-635; 021-862-840-020-92X; 022-219-148-477-476; 022-512-643-506-628; 023-238-219-414-983; 026-178-832-039-373; 026-628-601-055-929; 027-529-584-308-244; 027-601-275-485-945; 027-827-119-143-849; 030-036-874-854-377; 030-246-358-277-484; 030-458-133-522-965; 030-488-585-160-173; 032-796-113-665-744; 033-584-740-448-038; 034-186-100-525-376; 034-699-572-011-537; 035-556-471-787-086; 039-952-281-698-664; 041-543-856-765-229; 042-211-611-512-122; 043-536-192-331-766; 047-460-128-505-546; 049-809-771-418-03X; 049-872-340-153-772; 053-633-117-708-364; 054-145-450-981-448; 054-182-649-208-375; 054-420-262-525-406; 055-052-153-464-245; 055-054-483-387-448; 056-416-286-865-844; 057-006-296-055-348; 062-110-807-031-390; 063-915-415-265-256; 064-091-717-837-982; 065-150-401-851-570; 066-193-330-570-427; 067-945-242-728-795; 068-537-249-574-307; 071-351-951-665-922; 071-601-344-424-739; 073-186-329-204-516; 074-353-505-496-127; 074-473-763-656-601; 074-604-733-522-925; 075-414-352-554-703; 076-813-995-254-100; 077-309-721-514-378; 077-506-590-000-424; 077-792-826-012-035; 079-336-135-689-622; 079-717-739-217-369; 080-870-808-268-722; 082-472-260-263-705; 084-041-141-623-315; 084-337-409-577-771; 086-093-965-799-88X; 086-165-750-083-550; 086-892-860-259-642; 088-233-687-029-248; 088-956-750-760-156; 089-943-021-397-338; 090-618-367-187-334; 091-081-406-983-683; 094-497-814-086-146; 096-809-827-636-728; 096-892-422-028-708; 097-261-620-155-789; 097-918-695-766-326; 098-340-723-617-124; 100-357-883-277-115; 102-955-338-903-443; 106-624-342-030-840; 107-872-596-069-867; 108-587-733-502-588; 112-479-374-761-938; 113-234-380-152-945; 113-323-373-187-087; 113-436-349-749-036; 115-482-499-323-938; 115-818-853-512-237; 116-498-491-291-145; 117-310-571-760-932; 118-079-747-225-966; 119-305-324-015-042; 120-928-145-825-492; 121-340-017-801-647; 123-694-573-650-975; 125-619-384-934-963; 126-328-895-575-612; 130-229-327-168-315; 131-761-546-014-209; 132-586-442-414-321; 132-989-437-076-213; 136-476-191-865-010; 137-428-634-492-621; 139-641-412-398-758; 139-944-783-625-700; 148-492-720-911-103; 148-494-464-589-424; 149-390-619-475-238; 151-604-756-239-058; 155-849-634-946-361; 160-299-379-559-74X; 164-790-406-829-019; 166-204-621-970-742; 167-930-562-196-39X; 170-311-054-964-28X; 178-628-496-923-596; 182-170-415-856-399; 183-137-436-290-314; 183-674-987-078-591; 184-090-236-246-205; 193-107-258-263-342; 194-157-679-917-81X; 197-717-613-879-509,116,true,cc-by-nc-nd,green
140-634-093-141-479,Access to Grants and Other Resources for Growth and Poverty Reduction by Community Development Association’s through Corporate Social Responsibilities (CSR) Opportunities in Nigeria,2018-10-24,2018,journal article,Urban Studies and Public Administration,25761994; 25761986,"Scholink Co, Ltd.",,Adeyeye Adewole,The paper observes that excruciating poverty in African developing countries requires multi-stakeholders interventions. It specifically identifies corporate social responsibility opportunities in the areas of grant disbursements and other resources availability as veritable means of contributing to rapid development of African communities. The paper posits that there are key resources that are available through CSR opportunities for pro-active developments and to solving African development challenge. It specifically exemplifies available categories of corporate organizations and their social responsibilities potentials in Nigeria community development landscape. It concludes by highlighting steps through which Community Developments Associations (CDAs) can access CSR opportunities across Nigerian communities for high development impact.,1,2,291,,Corporate social responsibility; Business; Social responsibility; Poverty; Psychological intervention; Poverty reduction; Economic growth; Community development; Developing country,,,,,http://www.scholink.org/ojs/index.php/uspa/article/view/1651/1791 http://www.scholink.org/ojs/index.php/uspa/article/download/1651/1791 https://core.ac.uk/download/pdf/268086329.pdf,http://dx.doi.org/10.22158/uspa.v1n2p291,,10.22158/uspa.v1n2p291,2898236530,,0,,0,true,cc-by,hybrid
141-252-939-120-317,Perception of Financial Executives Regarding Merger of Indian Banks: A Critical Statistical Exploration,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"The article tries to identify factors affecting merger and acquisition decision in Indian banking sector as well as to find out the motives for mergers Indian banks based on executives’ survey and their perception regarding merger of Indian banks. This empirical research based on executives’ survey finds that new geographical .area, cost advantage,  size advantage, customer base ,inorganic growth, (HR) integration, shareholders’ value, brand quality, financial inclusion, technological advantage, compliance with more regulations, corporate governance, risk perception, CSR, NPA are treated as  the important strategic motives behind  merger of Indian banks   while considering those factors in order of magnitude of computed mean as our empirical result confirms  having surveyed  executives under our study. The ordinal logit model initiates one to infer that most of the respondents consider that corporate governance, in particular, has an important and significant impact on the merging decision of Indian banks. Other notable factors like inorganic growth(IG), Shareholders value(SV), Non- performing assets(NPA), size advantage(SA) and financial inclusion(FI) are not so important factors in deciding merger decision of Indian banks as our ordinal regression results suggest. Keywords: Perception analysis, merger, banks, executives. DOI: 10.7176/RJFA/10-1-0",,,,,,,,,,https://core.ac.uk/download/pdf/234632574.pdf,http://dx.doi.org/10.7176/rjfa/10-1-08,,10.7176/rjfa/10-1-08,,,0,,0,true,cc-by,hybrid
141-327-193-591-633,Institutionalizing idealism: the adoption of CSR practices,2010-10-15,2010,journal article,Journal of Global Responsibility,20412568,Emerald,,Adrian Haberberg; Jonathan Gander; Alison Rieple; Clive Helm; Juan-Ignacio Martin-Castilla,"Purpose – The purpose of this paper is to identify and discuss the idiosyncratic features of the adoption and institutionalization of corporate social responsibility (CSR) practices.Design/methodology/approach – This is a conceptual paper in which current theory on the institutionalization of practices within organizational fields is extended. This is achieved through considering how well established models of the institutionalization process accommodate the idiosyncrasies of CSR practices.Findings – Established models of the institutionalization process do not properly account for the patterns of CSR adoption that are identified. This is because CSR has some features that differentiates it from other organizational initiatives, including idealism, delayed discovery of instrumental benefits, public attention, and the tension between public and private logics.Research limitations/implications – This is a conceptual paper which now needs to be explored empirically, either at the level of the CSR practice or...",1,2,366,381,Corporate social responsibility; Institutionalisation; Political science; Public attention; Current theory; Public relations; Process (engineering); Idealism,,,,,https://www.emerald.com/insight/content/doi/10.1108/20412561011079443/full/html https://www.ueaeprints.uea.ac.uk/38633/ https://westminsterresearch.westminster.ac.uk/item/90607/institutionalizing-idealism-the-adoption-of-csr-practices https://eprints.kingston.ac.uk/16132/ https://ualresearchonline.arts.ac.uk/id/eprint/7900 https://core.ac.uk/display/2783385 https://www.emeraldinsight.com/doi/abs/10.1108/20412561011079443 https://core.ac.uk/download/2783385.pdf,http://dx.doi.org/10.1108/20412561011079443,,10.1108/20412561011079443,2150188995,,0,000-663-909-364-875; 001-641-591-592-307; 003-162-121-314-85X; 003-362-075-092-438; 006-254-989-030-373; 009-817-697-882-879; 010-840-726-779-813; 012-178-707-965-636; 014-693-371-709-274; 014-904-025-590-079; 015-271-876-692-523; 016-257-606-089-666; 016-323-277-794-200; 017-720-882-110-124; 022-411-616-574-059; 026-336-438-458-239; 027-827-119-143-849; 029-446-013-777-353; 032-236-798-988-638; 033-025-753-354-072; 034-348-287-739-591; 035-178-641-236-522; 035-732-711-818-110; 036-429-447-704-003; 037-330-219-690-523; 038-366-033-118-941; 038-702-036-416-522; 039-467-933-939-795; 039-515-181-628-508; 041-626-151-421-083; 043-039-270-411-888; 047-307-748-236-518; 047-773-522-570-87X; 047-883-454-797-630; 051-875-265-995-253; 052-802-334-885-429; 053-252-928-997-287; 053-842-302-801-625; 055-127-219-449-931; 057-515-729-759-283; 058-701-938-564-058; 061-829-988-617-171; 062-940-343-198-960; 064-091-717-837-982; 067-085-907-375-457; 067-434-230-643-941; 071-676-797-274-557; 077-553-760-959-884; 078-038-870-168-717; 079-028-615-717-35X; 079-102-805-064-065; 080-669-755-579-96X; 081-261-147-847-50X; 083-099-894-950-017; 088-919-850-566-219; 089-020-774-090-124; 090-270-019-847-661; 091-314-533-835-397; 091-486-728-977-644; 092-235-131-089-660; 094-395-606-528-088; 094-645-704-475-29X; 099-095-725-205-22X; 106-377-304-980-209; 108-252-088-644-027; 108-956-935-639-612; 110-502-326-347-134; 111-032-714-834-308; 111-912-545-106-726; 115-482-499-323-938; 119-467-723-143-131; 119-479-824-244-677; 124-309-096-474-165; 124-385-396-946-958; 126-759-950-860-681; 129-349-979-139-342; 141-446-600-337-475; 143-665-452-123-215; 147-081-209-184-065; 150-756-983-846-92X; 153-896-188-425-361; 155-879-175-881-390; 156-628-929-193-587; 161-426-259-418-892; 163-637-734-144-951; 166-405-723-185-236; 167-208-343-215-687; 167-830-196-609-220; 176-575-638-227-23X,14,true,,green
141-943-828-017-555,Does ethical orientation matter? Determinants of public reaction to CSR communication,,2017,journal article,Public Relations Review,03638111,Elsevier BV,United States,KyuJin Shim; Myojung Chung; Young Kim,"Abstract Employing an experiment study ( N  = 256), this study examines how individuals ethical orientation (deontology vs. consequentialism) and CSR message frame (normative vs. strategic) influence corporate hypocrisy perception and negative communication intentions toward a given company. Findings demonstrate that deontological ethical orientation and strategic CSR frame induce stronger corporate hypocrisy perception and negative communication intention than do consequential ethical orientation and normative CSR frame. In addition, deontological ethical orientation moderated the effects of CSR frames on negative communication intention toward the company. Implications for both public relations scholarship and practices are discussed.",43,4,817,828,Frame (artificial intelligence); Corporate social responsibility; Political science; Perception; Hypocrisy; Consequentialism; Scholarship; Normative; Deontological ethics; Social psychology,,,,,https://www.sciencedirect.com/science/article/pii/S0363811116303721 https://core.ac.uk/display/111761688 https://epublications.marquette.edu/comm_fac/483/ https://ink.library.smu.edu.sg/lkcsb_research/5298/ https://minerva-access.unimelb.edu.au/handle/11343/220805 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6297&context=lkcsb_research https://core.ac.uk/download/111761688.pdf,http://dx.doi.org/10.1016/j.pubrev.2017.05.001,,10.1016/j.pubrev.2017.05.001,2620783612,,0,000-978-083-488-949; 001-289-589-706-264; 003-361-843-513-860; 005-758-382-741-550; 007-848-100-158-36X; 008-087-239-617-586; 008-827-772-280-88X; 009-292-371-162-047; 009-962-964-072-733; 012-085-272-853-009; 013-083-675-395-986; 013-685-296-828-794; 014-690-275-493-65X; 015-360-016-524-33X; 015-890-546-365-012; 016-956-997-444-057; 019-735-544-215-243; 022-623-356-029-808; 022-722-292-184-414; 023-839-248-497-793; 024-127-067-362-241; 025-824-988-198-327; 026-249-910-065-223; 030-255-330-899-294; 031-338-915-010-083; 031-809-973-821-296; 033-634-542-178-332; 034-621-084-939-117; 036-778-066-559-08X; 041-977-847-341-115; 042-060-667-420-897; 042-528-201-912-583; 042-585-621-558-956; 043-605-651-281-566; 043-938-533-459-680; 045-151-335-110-457; 047-084-373-523-100; 050-702-430-802-979; 051-640-759-879-037; 051-874-175-549-837; 051-974-821-573-208; 052-173-225-455-615; 053-134-930-560-845; 053-250-277-306-550; 054-502-240-873-548; 055-127-219-449-931; 057-662-541-378-294; 058-203-158-118-872; 061-046-523-622-084; 062-110-807-031-390; 062-237-207-222-191; 062-501-846-641-595; 062-777-472-155-775; 065-220-754-840-691; 068-054-402-005-404; 068-756-376-895-285; 071-236-185-258-354; 073-911-728-847-024; 087-401-099-506-371; 089-082-133-926-124; 094-395-987-633-323; 095-668-649-931-827; 096-143-423-580-096; 098-315-455-215-262; 098-564-070-577-585; 100-059-985-147-236; 104-178-755-681-879; 104-727-897-587-422; 107-274-748-521-438; 108-247-329-098-949; 109-979-976-198-33X; 110-329-029-501-485; 111-954-148-472-744; 116-953-447-460-185; 120-598-074-246-303; 122-198-859-116-867; 122-937-778-784-122; 125-423-070-388-184; 132-632-832-582-78X; 137-340-773-945-348; 139-101-567-335-455; 153-402-868-427-616; 155-476-287-127-775; 160-011-540-883-71X; 162-290-133-902-677; 165-661-004-626-396; 180-909-339-908-846; 189-311-860-494-884,27,true,cc-by-nc-nd,green
141-944-855-441-794,Determinants of Sustainability Disclosure of Saudi Listed Companies,,2020,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"The objective of this paper  is to examine the determinants of environmental sustainability disclosure of Saudi listed companies. Two main dimensions of the factors influencing sustainability disclosure were investigated: company characteristics (size, age, profitability, type of industry and leverage) and board of directors’ characteristics (size, independence and annual number of meetings). This  research study utilized the content analysis approach in order to collect data from annual reports of non-financial companies listed in the Saudi stock market between 2015 and 2017. The total number of annual reports that were covered in this research is 357, which pertain to 119 non-financial companies that were listed during the study period. The study focused on disclosure of environmental sustainability, which is one of the three branches of sustainability (social, economic and environmental). The Global Initiative Reports GRI (G4) issued by the United Nations in 2013 was used to examine these annual reports with respect to the disclosure of environmental sustainability. The findings of this paper reveal that the type of industry, company’s profits, company size and company age are important determinants when it comes to the disclosure of environmental sustainability for Saudi non-financial companies listed in the period of 2015–2017. The elements of corporate governance except for board independence are not important factors, which might be due to the voluntary nature of disclosure of sustainability information. These results suggest that factors related to the identity of a group of companies might influence the disclosure for such type of companies, particularly when the disclosure is voluntary in nature. Therefore, the explanation provided by legitimacy theory with regards to voluntary disclosure is more influenced by bounded factors that reflect upon a group of companies. The results of this paper should help in evaluating the overall contribution of Saudi companies toward the achievement of Saudi Vision 2030, which intends to enhance the quality of life in Saudi society. Keywords: Sustainability, Disclosure, Environmental report, Saudi companies, Accounting sustainability. DOI: 10.7176/JESD/11-2-09 Publication date: January 31st 2020 ",,,,,,,,,,https://core.ac.uk/download/pdf/287193112.pdf,http://dx.doi.org/10.7176/jesd/11-2-09,,10.7176/jesd/11-2-09,,,0,,1,true,cc-by,hybrid
143-358-498-666-661,Mixing business with politics: does corporate social responsibility end where lobbying transparency begins?,2019-10-16,2019,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Alvise Favotto; Kelly Kollman,"Scholars increasingly have argued that the future effectiveness and legitimacy of firms' corporate social responsibility (CSR) activities are dependent on more transparent forms of lobbying to ensure firms' policy positions are aligned with their CSR commitments. Very little empirical work, however, has systematically analyzed firms' lobbying disclosures or examined how these firms coordinate their lobbying and CSR activities. We address these empirical questions by analyzing the CSR reports of 150 corporations from Germany, the UK and the US over an 18‐year period and by conducting interviews with the CSR managers of these firms. We find that corporations have become more transparent about their public policy advocacy over time, thus acknowledging that lobbying is a CSR issue. For most firms, however, this commitment to transparency appears to be largely ceremonial. Few firms disclose the specific policy positions they advocate or sufficiently coordinate the work of their lobbying and CSR units to foster greater alignment of these activities. These modest changes in lobbying transparency appear to be driven by legitimacy concerns and, in a few instances, by governance gaps firms perceive to be relevant to their future business interests.",15,2,262,279,Public policy; Accounting; Corporate social responsibility; Business; Transparency (market); Empirical work; Corporate governance; Legitimacy; Politics,,,,Economic and Social Research Council,http://eprints.gla.ac.uk/193509/ https://onlinelibrary.wiley.com/doi/epdf/10.1111/rego.12275 https://onlinelibrary.wiley.com/doi/full/10.1111/rego.12275 https://core.ac.uk/download/pdf/296221649.pdf,http://dx.doi.org/10.1111/rego.12275,,10.1111/rego.12275,2979613357,,0,006-760-441-114-952; 011-612-207-764-38X; 013-881-917-544-144; 014-160-332-147-73X; 021-557-387-566-009; 029-322-536-057-473; 032-830-647-676-081; 044-711-599-450-806; 048-777-855-647-403; 050-057-979-181-082; 050-905-068-581-818; 052-802-334-885-429; 057-455-195-237-912; 062-833-921-790-808; 065-517-451-477-861; 076-665-967-092-51X; 081-658-730-871-422; 082-171-985-858-889; 082-943-334-492-999; 093-666-054-157-877; 093-742-926-655-489; 096-875-838-615-143; 102-274-099-713-322; 103-078-062-409-421; 110-648-445-179-657; 118-222-620-243-410; 119-397-843-207-581; 119-579-869-960-798; 128-156-638-957-446; 129-439-072-695-892; 133-563-133-466-878; 136-018-585-773-858; 146-898-077-070-049; 165-028-854-687-36X; 168-829-755-410-575; 178-397-057-385-09X; 195-459-088-993-271,7,true,cc-by,hybrid
143-518-674-416-849,IMPACT OF COVID-19 ON MARKETING STRATEGY AND EXPENDITURE,2020-09-30,2020,journal article,International Journal of Advanced Research,23205407,International Journal Of Advanced Research,,Prachi Sharma,"<jats:p>This paper seeks to analyse the Coronavirus Pandemic (2019) on Marketing Strategy and Expenditure. The virus is currently a global issue and has affected marketing, expenditure, and various marketing strategies worldwide. This virus has impacted different companies, organizations, firms, international and regional markets through their marketing and expenditure operations. Therefore, the effects of COVID-19 on digital marketing, social media marketing, email marketing, 4Ps of marketing, advertisements, and search engines (SEO) are also discussed and examined. The coronavirus pandemic has affected branding, supply chain, advertising and marketing, and retail and marketing. Additionally, the text explores how businesses shifted their marketing strategies to take various directions while cutting down their marketing expenditure. Moreover, it also examines how industries, like travel and hospitality, have been significantly affected. On the other hand, multiple businesses, such as streaming and other online services, experienced varied effects. Generally, several marketing actions have been influenced by the spread of COVID-19, such as corporate social responsibility (CSR), consumption pattern, advertising, marketing communication program, and supply chain.</jats:p>",8,9,1475,1478,Marketing; Business; Digital marketing; Return on marketing investment; Marketing management; Marketing strategy; Marketing effectiveness; Marketing research; Marketing mix; Viral marketing; Hospitality; Relationship marketing; Coronavirus disease 2019 (COVID-19); Social media; Pandemic; Tourism; Political science; Infectious disease (medical specialty); Medicine; Disease; Pathology; Law,,,,,,http://dx.doi.org/10.21474/ijar01/11814,,10.21474/ijar01/11814,,,0,,1,true,cc-by,hybrid
143-697-481-044-344,"Corporate social responsibility, coordination and profit distribution in a dual-channel supply chain",,2014,journal article,Pacific Science Review,12295450,Elsevier BV,,Nikunja Mohan Modak; Shibaji Panda; Shib Sankar Sana; Manjusri Basu,"Abstract The dual-channel supply chain model has become increasingly popular in the industry and describes a scenario in which a firm, in addition to selling through the traditional supply chain of manufacturer and retailer, opens a direct channel to the customer through Internet sales. However, in the current global business environment, corporate social responsibility (CSR) is a determining factor of choices of the customers. Based on the above important factors, this article introduces a corporate social responsibility two-echelon dual-channel supply chain. In addition to operating an online channel, the manufacturer intends to increase stakeholders' welfare by exhibiting CSR. The pricing decisions for both the cases of the decentralized and centralized scenarios are studied analytically as well as numerically. The paper also examines the effect of the degree of concern of the manufacturer regarding CSR on product compatibility and discusses feasibility of the successful operation of a dual-channel supply chain. Finally, channel coordination through all unit quantity discounts with the agreement of a franchise fee and surplus profit division through bargaining is discussed analytically.",16,4,235,249,Welfare; Supply chain; Corporate social responsibility; Business; Marketing; Profit (economics); Franchise; Channel coordination; Internet sales; Profit distribution; Industrial organization,,,,,https://cyberleninka.org/article/n/211464.pdf https://www.sciencedirect.com/science/article/pii/S1229545015300024 https://core.ac.uk/display/82681706 https://core.ac.uk/download/pdf/82681706.pdf,http://dx.doi.org/10.1016/j.pscr.2015.05.001,,10.1016/j.pscr.2015.05.001,928707249,,0,002-641-908-281-547; 003-830-847-913-158; 007-971-309-292-870; 009-519-282-986-267; 012-241-892-790-557; 015-558-464-764-939; 018-068-925-163-982; 019-715-655-754-794; 021-282-774-464-897; 023-898-228-564-258; 024-252-822-469-281; 024-649-660-962-051; 025-338-399-353-612; 028-915-555-142-638; 030-524-676-120-754; 035-246-871-737-869; 035-570-231-106-676; 041-822-292-950-075; 048-006-880-014-725; 051-275-056-448-967; 053-904-667-455-914; 067-968-362-819-394; 081-308-948-694-342; 084-203-530-445-013; 097-671-054-695-239; 099-085-870-469-302; 105-300-680-152-771; 106-443-294-168-411; 112-618-874-731-53X; 115-990-042-111-223; 117-786-418-513-744; 118-798-441-040-433; 121-776-354-670-438; 122-039-292-447-340; 123-890-518-748-978; 124-409-474-287-796; 133-749-865-588-067; 134-350-175-232-145; 135-930-663-570-626; 139-336-003-808-401; 143-420-003-314-619; 143-977-270-959-647; 157-230-978-910-163; 168-698-006-088-411; 173-137-502-164-357,86,true,cc-by-nc-nd,hybrid
144-038-558-300-957,How CSR influences young Chinese consumers' purchase decisions towards Western brands: the moderating effect of consumer ethnocentrism,2022-07-19,2022,journal article,Kybernetes,0368492x; 17587883,Emerald,United Kingdom,Fei Long; Miraj Ahmed Bhuiyan; Muhammad Khalilur Rahman; Norzalita Abd Aziz,"<jats:sec><jats:title content-type=""abstract-subheading"">Purpose</jats:title><jats:p>The objectives of this study are to examine the impacts of CSR on purchase intentions either directly or indirectly and to investigate the moderating effects of consumer ethnocentrism on the relationship between CSR and purchase intentions.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Design/methodology/approach</jats:title><jats:p>This study utilized an online self-administered survey for data collection. All the measurement items were adopted or adapted from prior research concerning international marketing (Churchill, 1979). Concerning rating scales, the items of CSR, brand attitudes, and consumer ethnocentrism were measured from 1 (strongly disagree) to 7 (strongly agree), and the items of purchase intentions were measured from 1 (strongly disagree) to 5 (strongly agree).</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Findings</jats:title><jats:p>The empirical findings suggest that CSR significantly influences purchase intentions directly and indirectly via brand attitudes. Besides, consumer ethnocentrism strengthens the positive effects of CSR on brand attitudes and purchase intentions.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Originality/value</jats:title><jats:p>This research sheds light on young Chinese consumers' purchase behaviors, which could facilitate Western brands implementing effective and efficient marketing strategies in the Chinese market.</jats:p></jats:sec>",,,,,Consumer ethnocentrism; Ethnocentrism; Originality; Corporate social responsibility; Marketing; Advertising; Consumer behaviour; Business; Value (mathematics); Empirical research; Psychology; Social psychology; Creativity; Political science; Computer science; Philosophy; Public relations; Epistemology; Machine learning,,,,,,http://dx.doi.org/10.1108/k-04-2022-0484,,10.1108/k-04-2022-0484,,,0,005-821-897-490-083; 010-001-899-448-265; 020-102-879-586-80X; 023-624-833-100-234; 024-300-178-143-873; 024-732-208-858-036; 026-084-376-669-939; 026-354-797-703-012; 026-881-511-330-236; 027-449-836-409-501; 028-925-610-635-224; 032-277-334-469-857; 033-171-354-077-456; 034-516-731-720-476; 034-971-467-712-85X; 035-579-383-995-67X; 037-311-689-206-878; 044-778-476-438-555; 045-728-676-532-934; 049-724-081-498-367; 049-779-757-746-294; 050-720-734-862-726; 051-621-412-997-428; 052-042-505-597-896; 055-151-639-525-953; 055-159-395-342-048; 062-141-371-668-607; 062-214-061-893-707; 063-721-987-245-765; 064-061-443-510-386; 066-849-627-961-401; 068-198-836-513-484; 073-532-780-376-442; 077-549-364-301-739; 080-372-075-831-810; 080-707-677-624-554; 083-348-299-781-794; 094-208-476-354-043; 094-620-439-196-263; 099-422-648-392-855; 102-766-923-614-703; 107-274-748-521-438; 111-292-360-417-443; 113-974-887-016-612; 127-231-267-988-630; 129-324-374-869-536; 130-016-210-779-682; 137-746-565-845-916; 151-052-361-786-855; 157-314-710-300-207; 158-386-381-687-189,1,false,,
144-231-267-846-962,How corporate social responsibility auditing interacts with supply chain information transparency,2022-03-03,2022,journal article,Annals of Operations Research,02545330; 15729338,Springer Science and Business Media LLC,Netherlands,Zhixin Chen; Xiang Ji; Mingjun Li; Jingyan Li,"The burgeoning digital economy has expanded the information gap in supply chains. Supply chain information transparency has thus attracted increasing attention from both industry and academia. Meanwhile, as consumers pay more attention to corporate social responsibility (CSR), firms have made efforts to audit their suppliers to avoid CSR violations. This paper explores the strategic role of CSR auditing in supply chain information transparency. We examine how CSR auditing interacts with supply chain information transparency by considering a scenario where a firm strategically sells either a single product or a product line through an online retail platform. Our results show that when the product line strategy is uncertain, the firm’s audit commitment strengthens the platform’s incentive to voluntarily disclose information. Our results also show that when the length of the product line is unchangeable, the platform prefers to share the information even if the firm does not make audit commitments. Additionally, when the platform’s information sharing decision and the firm’s product line design are made simultaneously, the platform may choose to privately withhold the information if the product line extension cost is in the moderate range and the demand loss from CSR-concerned consumers is relatively minor.",,,,,Supply chain; Transparency (behavior); Business; Audit; Corporate social responsibility; Incentive; Product (mathematics); Industrial organization; Marketing,,,,,,http://dx.doi.org/10.1007/s10479-022-04601-x,,10.1007/s10479-022-04601-x,,,0,005-305-419-510-931; 008-935-641-235-665; 011-161-666-559-537; 011-341-403-966-390; 013-233-758-098-793; 015-449-313-814-115; 022-522-029-677-573; 023-024-485-954-815; 024-853-647-486-060; 026-328-265-018-269; 032-330-579-542-91X; 044-348-302-975-596; 051-447-230-268-530; 055-664-962-822-337; 056-827-114-118-777; 080-995-792-601-760; 084-089-358-994-080; 085-985-481-296-677; 086-124-149-262-215; 088-749-736-517-30X; 095-126-441-090-268; 101-412-739-110-21X; 105-368-512-420-037; 110-834-588-127-87X; 115-492-740-626-919; 126-893-257-282-112; 134-853-524-085-265; 138-507-921-894-692; 156-581-623-452-245; 186-222-776-395-724,2,false,,
144-737-300-611-638,The Corporate Social Responsibility Practices in The Context of Sustainable Development. The Case of Romania,,2015,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Raluca Andreea Popa,"Abstract Over the past two decades, corporate social responsibility (CSR) has been a central topic for scholars in corporate governance studies, business ethics and law. More recently, however, economists have also started to pay more attention to CSR in popular newspapers and also in academic journals. The CSR concept developed due to the change in the business view, from a limited model, mainly oriented towards profit maximisation, to an open one, largely concerned with the quality of life, preservation of resources and meeting the general interests of society. In other words, a view included in the sustainable development principles. The companies’ social commitment has become a significant competitive edge in the new economy and Romania follows this international trend. This paper aims at analyzing the corporate social responsibility issue and the means to integrate it into long-term strategies of the companies that activate in the romanian business environment. The first part of the paper consists in the literature review of CSR and how it is linked to sustainable development. Increasingly companies are being held responsible not just for their own operations but also for the practices in other parts of their sphere of influence. Thus, the second part of the paper represents a study about the responsible practices in Romanian business environment. The attention is oriented to the challenges and benefits that companies have to face and how they are linked to the key actors of CSR. The third part studies the strengths, weaknesses, opportunities and threats of CSR development in Romania and how they reflect in sustainable development.",23,,1279,1285,Business ethics; Corporate social responsibility; Economics; Marketing; Profit (economics); Newspaper; New economy; Corporate governance; Public relations; Sustainable development; Competitive advantage,,,,,http://isiarticles.com/bundles/Article/pre/pdf/44085.pdf https://www.sciencedirect.com/science/article/abs/pii/S2212567115003950 https://isiarticles.com/bundles/Article/pre/pdf/44085.pdf https://www.sciencedirect.com/science/article/pii/S2212567115003950 https://core.ac.uk/download/pdf/82644135.pdf,http://dx.doi.org/10.1016/s2212-5671(15)00395-0,,10.1016/s2212-5671(15)00395-0,1216159382,,0,011-075-418-416-245; 011-546-447-259-945; 024-314-955-653-331; 044-651-189-194-262; 083-873-456-864-549; 171-545-944-560-98X,15,true,,gold
145-190-456-788-675,Building Sustainable Organizations in China,2015-09-16,2015,journal article,Management and Organization Review,17408776; 17408784,Cambridge University Press (CUP),United Kingdom,Christopher Marquis; Susan E. Jackson; Yuan Li,"As China shifts its development model from focusing on economic growth at all costs to a model in which economic growth is balanced with solving pressing societal and environmental problems, there is an increasing need for management research on building sustainable organizations in China. This collection of papers focuses attention on the role of business in promoting sustainable economic development, highlighting a number of key processes including: the factors that foster transparency and CSR reporting, how stakeholders can influence corporations to abandon their CSR commitments, the benefits of environmental branding and labeling, and the antecedents and performance consequences of proactive environmental strategies. In this introductory essay we reflect on recent trends in sustainability research in China, and to encourage this important movement, provide recommendations for future research directions.",11,3,427,440,Corporate social responsibility; Economics; Marketing; China; Sustainability organizations; Sustainability research; Management research; Transparency (graphic); Sustainability,,,,,https://ideas.repec.org/a/cup/maorev/v11y2015i03p427-440_00.html https://EconPapers.repec.org/RePEc:cup:maorev:v:11:y:2015:i:03:p:427-440_00 https://www.cambridge.org/core/journals/management-and-organization-review/article/building-sustainable-organizations-in-china/76F589074BBCE22839910245F9CBC1DF https://core.ac.uk/display/79045688 https://www.cambridge.org/core/services/aop-cambridge-core/content/view/76F589074BBCE22839910245F9CBC1DF/S1740877615000376a.pdf/div-class-title-building-sustainable-organizations-in-china-div.pdf http://journals.cambridge.org/abstract_S1740877615000376 https://ecommons.cornell.edu/bitstream/handle/1813/40838/Marquis_Jackson_Li_MOR_2015.pdf?sequence=2&isAllowed=y,http://dx.doi.org/10.1017/mor.2015.37,,10.1017/mor.2015.37,1948542196,,0,000-676-649-062-899; 006-088-359-745-461; 007-676-457-930-641; 023-055-094-879-215; 027-206-956-903-807; 030-752-062-304-270; 032-604-301-192-893; 033-171-354-077-456; 038-806-075-732-196; 045-712-821-461-647; 051-186-000-869-135; 057-515-729-759-283; 062-251-024-297-773; 068-512-662-867-903; 071-912-392-429-196; 072-406-253-389-942; 073-776-484-238-513; 077-110-587-162-800; 082-654-034-695-857; 089-020-774-090-124; 090-042-650-180-462; 097-374-714-116-132; 099-054-224-833-219; 099-371-094-248-757; 104-557-324-985-440; 108-693-211-333-878; 108-828-669-963-607; 114-011-249-796-989; 130-077-751-435-988; 137-142-252-339-871; 147-280-485-518-932; 157-406-137-364-854; 160-997-996-021-222,27,true,,green
145-616-894-431-161,The effect of corporate governance on the relationship between corporate social responsibility disclosure and corporate value,2014-09-01,2014,journal article,The Indonesian Accounting Review,2302822x; 20863802,STIE Perbanas Surabaya,,Herlina Samsi,"This study aims to reveal the effect of corporate governance on the relationship between corporate social responsibility disclosure and corporate value. The data were taken from sustainability reports, annual reports, and financial statements of companies listed in Indonesia Stock Exchange from sector one to seven in a row during 2009-2010. This study replicates the research by Rustiarini (2010). It shows that corporate social responsibility and corporate governance disclosure, both simultaneously and partially, have significant effect on corporate value. Corporate governance as a moderating variable does not affect the relationship between corporate social responsibility disclosure and corporate value. Of 28.9 percent of variation in corporate value is explained by variables of corporate social responsibility disclosure, corporate governance, and interaction variables used in the model, while the rest of 71.1 percent must be caused by other variables. For further studies, the researchers could take longer period with other variables (i.e. variables of corporate governance, return on assets, cash holdings, dividend payout ratio, and investment opportunity) and use another index (i.e. corporate governance index issued by the Indonesian Institute for Corporate Governance (IICG)",4,01,1,14,Accounting; Corporate social responsibility; Business; Corporate communication; Corporate security; Stakeholder; Corporate law; Corporate value; Corporate governance; Creating shared value,,,,,https://journal.perbanas.ac.id/index.php/tiar/article/view/279/217 https://journal.perbanas.ac.id/index.php/tiar/article/download/279/217 https://core.ac.uk/download/pdf/230444738.pdf,http://dx.doi.org/10.14414/tiar.v4i01.279,,10.14414/tiar.v4i01.279,2594077917,,0,000-689-846-595-187; 001-733-206-163-871; 002-637-092-058-446; 006-302-376-911-534; 017-046-212-454-268; 042-343-784-807-230; 047-490-657-399-395; 057-410-213-349-784; 067-181-517-911-576; 088-657-841-142-986; 106-619-997-653-532; 118-502-157-753-318; 169-751-490-436-110; 179-056-114-553-75X; 180-033-621-796-303; 197-000-471-333-042,2,true,cc-by,gold
145-651-143-624-564,"Measurement of Corporate Social Responsibility: A Review of Corporate Sustainability Indexes, Rankings and Ratings",2020-03-10,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Borja Diez-Cañamero; Tania Bishara; Jose Ramon Otegi Olaso; Rikardo Mínguez Gabiña; José María Fernández,"This research was founded by IHOBE, Environmental Management Public Agency of the Basque Government, and was carried out in collaboration with the Department of Graphic Design and Engineering Projects of the University of the Basque Country (UPV/EHU).",12,5,2153,,Agency (sociology); Corporate social responsibility; Business; Government; Graphic design; Stakeholder theory; Corporate sustainability; Public administration,,,,,https://ideas.repec.org/a/gam/jsusta/v12y2020i5p2153-d330920.html https://addi.ehu.es/handle/10810/42456 https://www.mdpi.com/2071-1050/12/5/2153 https://addi.ehu.eus/handle/10810/42456?locale-attribute=es https://www.mdpi.com/2071-1050/12/5/2153/pdf https://core.ac.uk/download/326229280.pdf,http://dx.doi.org/10.3390/su12052153,,10.3390/su12052153,3011273805,,0,000-798-690-079-954; 001-671-097-070-711; 002-223-059-257-195; 004-734-730-952-635; 004-806-701-325-86X; 004-843-842-348-873; 005-647-871-023-021; 007-547-152-026-810; 010-066-258-452-894; 010-295-157-363-496; 014-904-025-590-079; 015-118-617-126-649; 017-242-034-665-027; 017-824-686-702-428; 019-149-454-103-588; 019-695-185-741-351; 027-072-417-054-032; 027-475-642-450-150; 028-241-859-935-559; 030-812-402-220-199; 036-259-219-383-683; 041-227-564-499-593; 041-646-078-329-501; 043-072-435-465-951; 044-433-387-676-857; 049-717-388-015-977; 050-665-035-191-995; 051-875-265-995-253; 055-127-219-449-931; 063-590-612-955-94X; 065-296-620-509-777; 065-350-850-229-329; 069-307-777-260-080; 070-750-366-367-301; 076-375-286-978-723; 078-187-218-256-539; 088-214-900-477-442; 088-919-850-566-219; 089-726-267-092-162; 094-261-583-445-533; 097-077-087-010-038; 100-357-883-277-115; 104-303-239-152-807; 107-274-748-521-438; 110-909-363-889-113; 112-338-445-072-330; 121-928-297-975-808; 127-356-618-215-912; 139-641-412-398-758; 154-108-977-225-924; 173-530-848-581-415; 177-162-747-392-550; 192-322-515-234-864; 193-151-345-107-83X; 199-366-685-763-012,46,true,cc-by,gold
145-899-837-363-265,Is it Possible to be a Sustainable Energy Company in Turkey? A Case Study of OMV's Thermal Electric Power Plant in Samsun,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Gürol Özcüre; Harun Demirkaya; Nimet Eryiğit,"Abstract OMV Samsun Electricity Generation Industry and Trade Inc. is constructing a combined-cycle power plant using natural gas of Blue Stream (Mavi Akim) imported from Russia in the Province of Samsun, Terme-Kozluk District of Turkey. Also some other Turkish companies constructed smaller thermal electric power plants in the area. OMV's 870 MW plant planned to commence operations in mid 2013 but production license cancelled by The Council of State (Danistay) three times due to legal environmental protection constraints which is power plant constructed by the cultivated area. The power plant will cover 3% of Turkey's electricity needs. During ongoing construction process, protests and legal claims of NGOs raised and the company developed defense mechanisms against the claims which is raised. The NGOs applied to the local court and after judgement, The Council of State (Danistay) has been stopped production license agreement of Natural Gas Combined Power Plant dated 25.08.2008 and No. EU/1583-5/1149 issued by Turkish Energy Market Regulatory Authority (EPDK), finally production license for 49 years issued after legislation accepted by the Turkish government. In this research we aimed to analize this legal process and make some suggestions about the CSR activities of a multi-national company (MNC) operating in Turkey about their present claim of being a sustainable energy company.",181,,97,106,Finance; Economy; Corporate social responsibility; Economics; Electricity; Council of State; Energy market; Legislation; License; Electric power; Power station,,,,,https://core.ac.uk/display/82361168 https://www.researchgate.net/profile/Nimet_Eryigit/publication/277026567_Is_it_Possible_to_be_a_Sustainable_Energy_Company_in_Turkey_A_Case_Study_of_OMV's_Thermal_Electric_Power_Plant_in_Samsun/links/556879ed08aeab77721ff71f.pdf https://www.sciencedirect.com/science/article/pii/S1877042815031638 http://www.sciencedirect.com/science/article/pii/S1877042815031638 https://core.ac.uk/download/pdf/82361168.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.04.870,,10.1016/j.sbspro.2015.04.870,333412205,,0,035-043-331-421-361; 040-406-569-292-716; 126-335-023-139-982,3,true,,gold
146-021-258-787-785,Can CSR influence employees satisfaction,,,journal article,Economia Aziendale Online,20385498,,,Patrizia Gazzola; Piero Mella,"The study shows how CSR for employees may represent a special opportunity to influence: employees’ general impression of the company and expectations about how the organization treats its employees. By adopting CSR initiatives, companies may affect their communities. Though short-term benefits might be few, it is likely that the importance of CSR will increase in years to come as people become more interested in the social and environmental effects of companies There’s a debate over whether CSR initiatives, that are socially responsible or environmentally friendly improves employees’ perceptions of the company. When a company has CSR initiatives, employees are more proud of and committed to the organization. This is because the personal identities are partly tied up in the companies that person works for. The role CSR plays in enhancing a company's reputation among its own employees, subsequently boosting their motivation and engagement, is perhaps underrated, which is particularly problematic for companies that are inconsistent in their approach to implementing CSR initiatives. Studies involving CSR have not fully explored how organizational social performance impacts individual employee behaviors. The objectives of this study are to analyze the implementation of CSR programs and its impact on employees. The main underlying proposition is that organization can influence its employee through his or her own ethical and responsible behaviour, by motivating employees in doing the same. The role of CSR on employees is becoming more present in the business world, one of the reasons being that successful companies should attract and retain the best work force. By creating a good working environment and developing the internal CSR strategies, companies can stimulate productivity and satisfaction among employees. The research shows a model that clearly indicates that committing to CSR boosts the morale and commitment of workers in a positive way.",7,4,331,337,Corporate social responsibility; Business; Social responsibility; Marketing; Stakeholder; Productivity; Perception; Work force; Working environment; Affect (psychology); Public relations,,,,,http://riviste.paviauniversitypress.it/index.php/ea/article/download/1848/1926 https://iris.unipv.it/handle/11571/1184253 http://riviste.paviauniversitypress.it/index.php/ea/article/view/1848 https://irinsubria.uninsubria.it/handle/11383/2062796,http://dx.doi.org/10.13132/2038-5498/7.4.331-337,,10.13132/2038-5498/7.4.331-337,2611429063,,0,,5,true,cc-by,gold
146-434-676-699-812,‘1L=10L for Africa’: Corporate social responsibility and the transformation of bottled water into a ‘consumer activist’ commodity,2013-11-13,2013,journal article,Discourse & Society,09579265; 14603624,SAGE Publications,United States,Vinicius Andrade Brei; Steffen Böhm,"In recent years, it has become an increasingly common marketing practice to connect the sale of consumer products to corporate social responsibility (CSR) initiatives, such as aid and development p...",25,1,3,31,Corporate social responsibility; Business; Law; Bottled water; Consumer capitalism; Market economy; Commodity (Marxism),,,,,http://repository.essex.ac.uk/10653/1/Brei-Boehm-D_S2013-published-libre.pdf https://journals.sagepub.com/doi/full/10.1177/0957926513503536 http://journals.sagepub.com/doi/10.1177/0957926513503536 http://repository.essex.ac.uk/10653/ https://core.ac.uk/download/74370119.pdf,http://dx.doi.org/10.1177/0957926513503536,,10.1177/0957926513503536,2170357815,,0,000-368-279-182-353; 003-919-482-352-001; 005-142-830-695-354; 007-539-351-804-339; 009-302-414-267-022; 014-904-025-590-079; 016-411-180-460-079; 016-620-973-977-714; 023-249-951-775-206; 023-579-181-155-191; 026-223-366-029-951; 027-103-594-370-49X; 027-960-958-094-470; 027-974-052-497-705; 028-513-151-138-964; 029-321-678-827-723; 031-441-979-670-596; 031-832-953-302-38X; 032-029-223-571-637; 032-210-144-068-247; 033-921-879-640-395; 034-241-240-247-565; 036-581-673-031-966; 037-097-860-450-447; 037-322-758-018-621; 039-467-933-939-795; 040-344-640-544-410; 042-043-962-432-829; 047-487-342-364-481; 052-283-291-570-053; 053-726-146-590-804; 054-245-397-086-572; 055-218-357-441-026; 056-078-285-899-939; 061-955-863-162-916; 062-473-095-312-102; 064-091-717-837-982; 065-296-620-509-777; 066-871-325-195-327; 072-708-229-076-798; 072-800-020-279-115; 074-242-032-337-609; 075-789-364-487-22X; 076-558-717-142-541; 077-986-338-963-910; 080-361-191-972-828; 082-171-985-858-889; 084-613-224-049-188; 088-919-850-566-219; 092-438-341-251-021; 095-826-475-583-244; 097-043-673-836-814; 099-085-870-469-302; 103-707-379-981-118; 106-731-015-420-570; 106-844-831-032-542; 107-274-748-521-438; 115-252-087-890-780; 119-674-193-775-263; 127-913-617-581-426; 128-327-762-890-588; 128-509-346-358-67X; 132-015-565-497-586; 137-020-836-010-097; 137-763-748-635-836; 139-641-412-398-758; 145-823-769-085-150; 150-781-193-470-686; 150-871-950-089-567; 153-720-865-381-409; 156-102-699-524-03X; 163-529-639-649-240; 166-147-438-352-497; 166-412-225-137-747; 168-855-921-534-493; 169-591-140-034-04X; 173-858-034-889-321; 178-628-496-923-596; 181-544-903-034-80X; 182-867-587-691-99X; 184-685-522-071-971; 188-203-909-664-377,30,true,,green
146-908-408-189-463,Corporate Social Responsibility - A Way to Achieve Inclusive Growth in India Post Covid-19,2021-05-31,2021,journal article,Turkish Online Journal of Qualitative Inquiry,13096591,,,Meenakshi Sharma,"In today’s business environment, Corporate Social Responsibility has reflected in the creation of a new attitude towards entrepreneurship. Corporations can no longer act as only economic entities operating merely for maximizing profit. For businesses, the need of the hour is to face global challenges by incorporating economic, social and environmental consciousness in management strategies. Corporate Social Responsibility is now dynamically embedded in each and every corporation’s agenda. Corporate social responsibility may be defined as when a company shows socially accountable attitude towards its stakeholders; which includes its employees, customers, shareholders, government and the society in which it operates. No doubt, our country will face many developmental issues during and post this pandemic period, but we can address them to some extent by implementing CSR initiatives collectively through public-private partnerships. The present paper call attention towards the significance of CSR in our country, India and to find out how we can channelize CSR funds in different development sectors to achieve inclusive growth post Covid-19.",12,5,,,Shareholder; Corporate social responsibility; Business; Government; Profit (economics); Inclusive growth; Corporation; Face (sociological concept); Public relations; Entrepreneurship,,,,,https://tojqi.net/index.php/journal/article/view/1591,https://tojqi.net/index.php/journal/article/view/1591,,,3183684745,,0,,0,false,,
147-085-154-790-225,Corporate Social Responsibility in Poland :Businesses' Self-Presentations,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Barbara Mazur,"20th International Scientific Conference; Economics and Management 2015, ICEM 2015, 06-08 May 2015, Kaunas, Lithuania Corporate Social Responsibility in Poland :Businesses' Self-Presentations Barbara Mazur Bialystok University of Technology , ul. Wiejska 45 A, 15-351 Bialystok, Poland Purpose. The main purpose of the paper is to present the extent and content of businesses’ communications about corporate social responsibility (CSR) in Poland. In particular, the study investigates the CSR actions and issues discussed in web pages. Methodology. The Fortune 100 2014 ranking of businesses in Poland were used as a sample frame (purposeful sample). The study focused on corporate signature web pages. A procedure was defined to seek information about CSR in the web pages based on the investigation of 100 corporate sites. The search was limited to the web pages areas that directly referred to the responsibilities and commitment of the company either to society, environment and economy. Links to these relevant areas were searched for either in the home page or in a section providing general company information. Results. The results show that the biggest businesses in Poland do not display the same eagerness to appear as socially responsible and employ diverse means to convey social responsibility images. However, many businesses are eager to display their CSR principles and social and environmental actions in order to communicate a positive image of their identity and to gain legitimacy along with support among stakeholders. The theoretical contribution. Over the past few years, businesses and academic researchers alike have displayed increased levels of interest for corporate social responsibility. In particular, recent research suggests that CSR may be an excellent instrument to enhance the legitimacy of the firm among its stakeholders (e.g., Handelman and Arnold, 1999) and to develop positive social responsibility images (e.g., Brown and Dacin, 1997; Sen and Bhattacharya, 2001). The value of the paper to is in the coding scheme which was developed based on an analysis of 100 web pages. The coding scheme employed was based on the conceptualization of CSR as three dimensions– social, economic and environmental. Practical implications . Some studies have started to investigate how businesses use communications to highlight their commitment to CSR (e.g., Esrock and Leichty, 1998; Hooghiemstra, 2000). Against this backdrop, the present study examines how businesses in Poland communicate about CSR in their web pages. The research findings can be used to show the best practices in the respect of CSR communication . Key words : corporate responsibility, on-line communication, Polish companies Paper type : Research paper.",213,1,593,598,Corporate social responsibility; Sociology; Social responsibility; Marketing; Best practice; Web page; Home page; Public relations; Legitimacy; Information and Communications Technology; Conceptualization,,,,,http://electronicsconf.ktu.edu/index.php/icem/article/view/1928/0 https://core.ac.uk/display/82475306 https://www.sciencedirect.com/science/article/pii/S1877042815058103 https://core.ac.uk/download/pdf/82475306.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.11.455,,10.1016/j.sbspro.2015.11.455,2596757697,,0,006-080-230-736-840; 016-829-819-209-52X; 024-388-806-468-644; 035-485-649-808-871; 040-076-055-473-190; 042-897-275-735-077; 043-605-651-281-566; 061-037-612-418-62X; 078-872-493-838-248; 091-689-468-912-106; 100-442-660-273-842,4,true,cc-by-nc-nd,gold
147-269-653-666-487,"Corporate Spheres of Responsibility: Architects, Cowboys, and Eco-Warriors in Myanmar’s Oil & Gas Industry",2017-04-27,2017,journal article,Forest and Society,25494333; 25494724,"Fakultas Kehutanan, Universitas Hasanuddin (Forestry Faculty, Hassannuddin Univ)",,Hillary Strasser,"Myanmar's recently opened economy is flush with incoming investment and activity. World leaders advocate that all businesses entering the country must operate in a ""socially responsible manner."" However, the history of corporate social responsibility (CSR) in Myanmar is undefined, contradictory, and complex. Thus, to get a handle around what it means to be “responsible,” this paper investigates the collective way in which actors in the petroleum industry in Myanmar enact CSR from 1990 to 2014. The oil and gas (O&G) industry is the most lucrative, and arguably powerful, national sector. The practice and philosophy of CSR, which originated in this industry, is now proclaimed to be the starting point for this newly charted course of responsible business in Myanmar. Yet, activists and critics maintain that CSR is an insincere PR measure of profit maximization whereby companies can conduct business as normal. I argue that CSR in the Myanmar petroleum industry is influenced by more complex factors than profit maximization or image management. CSR initiatives are sculpted by (1) the geography of petroleum extraction, (2) corporate philosophies and company national origins, and (3) type of company operations. The petroleum industry’s CSR activities to date, in terms of geographic span and development targets, all fit into a spectrum of assumed spheres of corporate responsibility that have been forged by the corporate ‘architects’ and tempered by geographic and global forces.",1,1,27,47,Business ethics; Political economy; Corporate social responsibility; Business; Social responsibility; Investment (macroeconomics); Profit maximization; Petroleum industry; Commerce; Political ecology,,,,,http://journal.unhas.ac.id/index.php/fs/article/view/1322 https://core.ac.uk/display/153702116 https://www.neliti.com/publications/197472/corporate-spheres-of-responsibility-architects-cowboys-and-eco-warriors-in-myanm https://core.ac.uk/download/pdf/230420307.pdf,http://dx.doi.org/10.24259/fs.v1i1.1322,,10.24259/fs.v1i1.1322,2609404202,,0,006-101-506-638-118; 007-671-515-914-576; 007-952-024-645-819; 013-121-411-078-818; 035-156-236-259-571; 036-115-337-814-63X; 040-904-036-334-858; 043-123-016-561-831; 043-545-751-530-716; 086-268-490-848-650; 099-095-725-205-22X; 118-502-157-753-318; 174-471-746-238-834,3,true,cc-by,gold
147-740-542-673-280,How stakeholders view stakeholders as CSR motivators,2013-03-01,2013,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Caroline D. Ditlev-Simonsen; Fred Wenstøp,"Purpose – The purpose of this paper is to investigate perceptions of the relative importance of different stakeholders (owners, employees, customers, non‐governmental organizations (NGOs) and governmental authorities) as agents motivating managers to engage in corporate social responsibility (CSR). The aim is to determine which stakeholders are viewed as key motivators and which the respondents think ought to be key stakeholders.Design/methodology/approach – This is an empirical study. Three stakeholder groups – corporate leaders, MSc business students and NGOs – were consulted through a paper survey (n = 264).Findings – The findings reveal that the three stakeholder groups roughly agree that owners are the main motivators for managers to pursue CSR, followed by customers, governments, employees and NGOs, in that order. The paper then turned from perceptions of how things are to opinions about how things ought to be, asking who should be the main motivator. In this case, customers moved up to first place,...",9,1,137,147,Empirical research; Corporate social responsibility; Business; Social responsibility; Government; Marketing; Stakeholder; Perception; Order (business); Public relations,,,,,https://ideas.repec.org/a/eme/srjpps/v9y2013i1p137-147.html https://core.ac.uk/display/52040324 https://www.emerald.com/insight/content/doi/10.1108/17471111311307868/full/html https://brage.bibsys.no/xmlui/handle/11250/93864 https://emeraldinsight.com/doi/abs/10.1108/17471111311307868 https://econpapers.repec.org/RePEc:eme:srjpps:v:9:y:2013:i:1:p:137-147 https://biopen.bi.no/bi-xmlui/handle/11250/93864 https://biopen.bi.no/bi-xmlui/bitstream/11250/93864/1/DitlevSimonsen_Wenstop_SRJ_2013.pdf https://core.ac.uk/download/30827330.pdf,http://dx.doi.org/10.1108/17471111311307868,,10.1108/17471111311307868,2039540484,,0,002-155-682-395-133; 003-291-470-633-42X; 005-202-209-962-954; 006-080-230-736-840; 026-249-910-065-223; 036-090-441-394-817; 037-681-510-507-24X; 043-486-855-938-524; 043-682-295-217-574; 053-014-186-686-557; 053-394-226-493-192; 061-763-519-671-598; 069-533-155-665-652; 098-863-242-946-640; 127-356-618-215-912; 128-341-929-119-076; 129-907-346-091-75X; 132-085-391-819-04X; 150-756-983-846-92X; 154-633-233-153-775; 164-531-092-768-391; 166-007-953-431-187,43,true,,green
148-203-843-790-192,Stakeholder Engagement in a Non-profit Organisation: An Issue-based Perspective,,2019,journal article,International Journal of Human Resources Development and Management,14656612; 17415160,Inderscience Publishers,United Kingdom,Anna Heikkinen; Johanna Kujala; Maria Inha,"The aim of this study is to gain insight into stakeholder engagement in a non-profit network organisation; it contributes to the literature on collaborative and cooperative understanding of stakeholder engagement by presenting an issue-based perspective of a non-profit organisation. The research is conducted as a qualitative case study, and multiple data sources are used to examine stakeholder engagement in the case organisation from two perspectives: 1) stakeholders and stakeholder relationships; 2) the issues and their salience as advocated by the stakeholders. It concludes that non-profit network organisations depend on their stakeholders for various resources. Because the continuation of a non-profit organisation is fully dependent on the support of its stakeholders, it can be viewed as an ultimate stakeholder organisation; here, joint activities create value for all parties involved, and the organisation practically exists through its stakeholders. These conclusions contribute to the stakeholder literature by extending the models to include non-profit organisations.",19,1,5,20,Business; Stakeholder theory; Salience (language); Stakeholder; Stakeholder engagement; Multiple data; Non profit; Public relations,,,,,https://researchportal.tuni.fi/en/publications/stakeholder-engagement-in-a-non-profit-organisation-an-issue-base https://trepo.tuni.fi/bitstream/10024/105259/1/stakeholder_engagement_in_a_non_profit_2019.pdf https://ideas.repec.org/a/ids/ijhrdm/v19y2019i1p5-20.html https://trepo.tuni.fi/handle/10024/105259 https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:19:y:2019:i:1:p:5-20 https://www.inderscienceonline.com/doi/abs/10.1504/IJHRDM.2019.097060 https://core.ac.uk/download/250157369.pdf,http://dx.doi.org/10.1504/ijhrdm.2019.097060,,10.1504/ijhrdm.2019.097060,2903120727,,0,001-370-665-706-855; 006-760-441-114-952; 009-662-702-483-247; 011-517-364-965-761; 018-392-325-202-807; 018-752-671-231-105; 019-806-548-132-918; 021-862-840-020-92X; 023-249-951-775-206; 028-512-648-635-443; 034-761-280-924-574; 038-928-188-020-035; 041-566-490-509-272; 043-176-395-958-175; 050-199-112-545-182; 051-875-265-995-253; 055-498-815-134-39X; 061-802-400-313-389; 062-046-088-636-292; 069-533-155-665-652; 070-833-829-454-019; 075-945-628-035-860; 088-237-142-235-197; 095-538-971-811-473; 098-838-882-415-595; 101-438-245-273-196; 104-962-473-624-445; 105-632-290-211-44X; 107-574-249-765-23X; 109-912-219-716-236; 111-468-073-654-696; 112-505-412-703-875; 117-367-634-573-059; 120-479-013-354-149; 122-282-751-503-613; 125-334-414-602-216; 127-356-618-215-912; 135-395-334-348-539; 141-367-968-781-245; 150-052-823-366-171,2,true,,green
148-605-929-669-213,Design for social value: using design to improve the impact of CSR,,2018,journal article,J. of Design Research,17483050; 15691551,Inderscience Publishers,United Kingdom,Youngok Choi; Jea Hoo Na; Andrew Walters; Busayawan Lam; John Boult; Patrick W. Jordan; Stephen Green,"This paper discusses the meaning of social value from the design perspective, especially in corporate social responsibility practices, and the contextual issues and values derived from design, considering how companies could better use design for social value creation. The research identified consumer attitudes to corporate social value and where companies are perceived to have generated social value, and explored where design has contributed to such social value. The research illustrates that design has great potential to add value to the triple bottom line, mostly related directly to organisations, but also to areas relating to society, including the 'lower levels of environmental degradation' and 'more solutions for social issues', indicating design plays an influential role in creating socially responsible products/services. However, this research suggests that a clear definition of 'social value' from various perspectives and its relationship with CSR is required due to the complex and subjective nature of 'social value'",16,2,155,155,Corporate social responsibility; Value (mathematics); Business; Mathematics; Statistics; Political science; Public relations,,,,,https://core.ac.uk/download/186324384.pdf,http://dx.doi.org/10.1504/jdr.2018.092818,,10.1504/jdr.2018.092818,,,0,,0,true,cc-by-nd,green
150-058-185-724-911,Corporate Social Responsibility as a Practicality of Ubuntu to Build Brand Loyalty: A Case of Mobile Telecommunication in South Africa,2014-11-01,2014,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,,,"This study contributes to an understanding of corporate social responsibility (CSR) as a tool that can be used to build brand loyalty within the framework of Ubuntu. Despite intermittent research illustrating the importance of CSR within an African context, there is a knowledge gap with regards to how CSR can be implemented from a humanist perspective which values ‘supportiveness, cooperation and communism’ and how this can be used to foster loyalty amongst consumers. The purpose of the paper is to operationalise CSR as an application of Ubuntu rather than as a western business tool. Insights are drawn from a quantitative survey that included 246 customers of the South African mobile service provider Vodacom. The findings revealed that most consumers believe that companies are morally obligated to be socially responsible. Furthermore, it was determined that customers view organizations as being part of society and are therefore obligated to contribute as humans would. Drawing from the findings, it is recommended that companies need to take a more proactive approach to CSR and position it within the Ubuntu framework. Implications for managers and future research directions are also discussed.  ; DOI: 10.5901/mjss.2014.v5n25p16",,,,,,,,,,https://core.ac.uk/download/pdf/228538372.pdf,http://dx.doi.org/10.5901/mjss.2014.v5n25p167,,10.5901/mjss.2014.v5n25p167,,,0,,0,true,cc-by,hybrid
150-540-422-963-736,"How Do Companies Respond to Environmental, Social and Governance (ESG) ratings? Evidence from Italy",2020-01-31,2020,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Ester Clementino; Richard Perkins,"While a growing number of firms are being evaluated on environment, social and governance (ESG) criteria by sustainability rating agencies (SRAs), comparatively little is known about companies’ responses. Drawing on semi-structured interviews with companies operating in Italy, the present paper seeks to narrow this gap in current understanding by examining how firms react to ESG ratings, and the factors influencing their response. Unique to the literature, we show that firms may react very differently to being rated, with our analysis yielding a fourfold typology of corporate responses. The typology captures conformity and resistance to ratings across two dimensions of firm behaviour. We furthermore show that corporate responses depend on managers’ beliefs regarding the material benefits of adjusting to and scoring well on ESG ratings and their alignment with corporate strategy. In doing so, we challenge the idea that organisational ratings homogenise organisations and draw attention to the agency underlying corporate responses. Our findings also contribute to debates about the impact of ESG ratings, calling into question claims about their positive influence on companies’ sustainability performance. We conclude by discussing the wider empirical, theoretical and ethical implications of our paper.",171,2,379,397,Business ethics; Accounting; Agency (sociology); Conformity; Business; Resistance (psychoanalysis); Corporate governance; Sustainability; Typology; Strategic management,,,,,https://link.springer.com/content/pdf/10.1007/s10551-020-04441-4.pdf https://ideas.repec.org/a/kap/jbuset/v171y2021i2d10.1007_s10551-020-04441-4.html https://econpapers.repec.org/RePEc:kap:jbuset:v:171:y:2021:i:2:d:10.1007_s10551-020-04441-4 https://link.springer.com/article/10.1007/s10551-020-04441-4 http://eprints.lse.ac.uk/id/eprint/103046 https://philpapers.org/rec/CLEHDC https://core.ac.uk/download/286355143.pdf,http://dx.doi.org/10.1007/s10551-020-04441-4,,10.1007/s10551-020-04441-4,3000482579,,0,000-879-921-037-108; 001-144-742-107-296; 008-604-002-983-038; 012-957-291-572-11X; 013-065-157-497-318; 013-152-727-634-94X; 013-936-656-027-952; 014-981-424-763-706; 015-271-876-692-523; 016-632-904-775-324; 017-771-076-509-798; 019-044-404-755-894; 019-090-424-110-337; 019-232-533-854-387; 019-618-302-028-709; 022-156-265-356-686; 022-325-700-877-094; 022-478-479-316-649; 022-512-643-506-628; 023-699-679-372-675; 026-945-559-907-073; 027-827-119-143-849; 029-728-974-115-215; 030-031-934-674-309; 030-412-132-629-193; 031-761-837-789-084; 032-237-188-559-144; 033-607-888-763-279; 035-392-392-199-464; 036-473-394-548-091; 036-622-231-967-298; 037-055-842-614-588; 037-550-015-414-716; 040-631-694-060-368; 043-181-791-977-200; 046-269-747-994-850; 048-706-570-836-114; 050-536-934-736-740; 051-875-265-995-253; 052-802-334-885-429; 053-307-492-675-29X; 054-130-652-525-174; 054-420-262-525-406; 055-773-672-952-080; 055-951-897-024-372; 057-170-724-643-205; 057-741-484-826-227; 061-293-170-586-978; 061-648-260-429-159; 061-983-819-386-718; 064-091-717-837-982; 064-259-817-997-672; 065-720-449-067-728; 068-433-402-112-066; 068-512-662-867-903; 069-533-155-665-652; 073-848-891-239-388; 074-259-519-624-029; 074-455-279-832-926; 079-102-805-064-065; 079-601-755-028-491; 082-324-581-472-853; 083-616-709-606-39X; 085-127-890-368-829; 087-673-663-344-166; 088-309-624-051-024; 088-620-793-087-070; 092-320-338-480-954; 092-533-233-118-19X; 094-261-583-445-533; 098-248-687-295-102; 099-768-191-610-274; 100-019-761-242-983; 100-560-306-991-70X; 101-593-803-428-827; 101-619-904-036-526; 102-342-642-803-541; 104-370-852-644-121; 106-447-129-602-227; 107-336-136-572-091; 110-331-250-728-155; 112-056-623-992-936; 115-482-499-323-938; 117-294-374-157-096; 117-973-964-506-772; 122-959-728-695-831; 123-694-573-650-975; 123-899-687-687-732; 127-014-125-627-732; 127-755-742-258-58X; 127-887-689-461-574; 128-652-598-263-572; 130-165-753-205-174; 132-094-157-491-968; 133-655-614-253-185; 144-095-248-762-41X; 153-720-865-381-409; 153-917-384-253-683; 160-893-045-348-290; 162-983-593-368-040; 163-126-118-806-347; 170-955-354-350-400; 172-116-447-015-076; 173-530-848-581-415; 180-234-266-120-317; 182-621-872-322-915; 185-993-778-903-840; 197-144-524-173-154,52,true,cc-by,hybrid
151-052-361-786-855,Strategic CSR: A Concept Building Meta-Analysis,,2019,journal article,Journal of Management Studies,00222380; 14676486,Wiley,United Kingdom,Pushpika Vishwanathan; Hans van Oosterhout; Pursey P. M. A. R. Heugens; Patricio Duran; Marc van Essen,"This study develops the concept of Strategic Corporate Social Responsibility (Strategic CSR); by meta; -analyzing the available empirical evidence on the relationship between CSR and; corporate financial performance (CFP). Using meta; -analytic structural equation modeling on; effect size data from 344 primary studies, our study documents four empirical mechanisms; explaining how CSR positively affects CFP: by 1) enhancing firm reputation, 2) increasing; stakeholder reciprocation, 3) mitigating firm risk, and 4) strengthening innovation capacity.; We propose these four mechanisms to identify four causally relevant attributes that allow us; to conceptually distinguish Strategic CSR from CSR more generally. Our findings indicate that the four mechanisms combined explain 20 percent of the CSR; -CFP relationship,; suggesting that considerable room remains for future empirical research; . The development of; an empirically informed, causal conceptualization of Strategic CSR respond; s to a long; -heard; call for better; -specified concepts in empirical CSR research.",57,2,314,350,Empirical research; Corporate social responsibility; Business; Empirical evidence; Stakeholder; Concept learning; Reputation; Knowledge management; Structural equation modeling; Conceptualization,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3610265 https://onlinelibrary.wiley.com/doi/10.1111/joms.12514 https://onlinelibrary.wiley.com/doi/pdf/10.1111/joms.12514 https://repub.eur.nl/pub/125016 https://ideas.repec.org/a/bla/jomstd/v57y2020i2p314-350.html https://www.narcis.nl/publication/RecordID/oai%3Arepub.eur.nl%3A116529 https://repub.eur.nl/pub/125016/Repub_125016_O-A.pdf https://core.ac.uk/download/287757160.pdf,http://dx.doi.org/10.1111/joms.12514,,10.1111/joms.12514,2946401145,,0,000-149-933-142-170; 002-412-693-110-02X; 002-763-432-217-958; 002-929-446-634-493; 003-575-763-136-333; 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159-592-129-993-014; 161-867-336-658-069; 164-979-246-230-785; 167-772-921-808-132; 172-034-617-573-46X; 172-115-983-943-664; 172-973-447-899-39X; 173-115-670-504-050; 173-481-853-539-627; 177-129-151-291-404; 179-608-372-698-452; 181-619-641-729-372; 191-990-241-592-361; 192-345-597-108-467,151,true,cc-by-nc,hybrid
151-070-300-288-392,Managing stakeholder perceptions: Organized hypocrisy in CSR disclosures on Facebook,,2019,journal article,Critical Perspectives on Accounting,10452354; 10959955,Elsevier BV,United States,Chaoyuan She; Giovanna Michelon,"Abstract This study examines stakeholders’ perceptions of CSR disclosures by exploiting big data about the interactions between firms and stakeholders in social media. Given that social media represent public arenas where divergent – sometimes conflicting - stakeholder interests are present and debated, we draw on organized hypocrisy theory to explore how stakeholders react to hypocrisy talk, decisions, and actions strategies employed in CSR disclosures on Facebook. We retrieve and analyze S&P100 firms’ Facebook posts and the related stakeholders’ reactions for the period starting 24th February 2016 to 2nd March 2017. We find that stakeholders exhibit diverse reactions towards firms’ hypocrisy strategies. While stakeholders put more value on firms’ actions-related information, and such actions disclosures attract both positive and negative reactions, talk and decisions disclosures generate positive reactions and reduce negative perceptions. We also investigate how stakeholder reactions trigger firms’ post-disclosure replies and find that firms engage selectively with stakeholders, avoiding those who have concerns or criticism towards firms’ CSR practices. Overall, our findings show that the use of organized hypocrisy disclosure strategies in social media allows firms to manage stakeholder perceptions and maintain legitimacy.",61,,54,76,Corporate social responsibility; Business; Stakeholder; Hypocrisy; Value (ethics); Stakeholder engagement; Public relations; Legitimacy; Social media; Criticism,,,,,https://ideas.repec.org/a/eee/crpeac/v61y2019icp54-76.html https://ore.exeter.ac.uk/repository/handle/10871/34342 https://EconPapers.repec.org/RePEc:eee:crpeac:v:61:y:2019:i:c:p:54-76 https://research-information.bris.ac.uk/en/publications/managing-stakeholder-perceptions-organized-hypocrisy-in-csr-disclosures-on-facebook(9d64a687-ba66-432a-a1f6-c9b1e25a3b77).html https://ore.exeter.ac.uk/repository/bitstream/10871/34342/1/version%20for%20symplectic.pdf https://research-information.bris.ac.uk/en/publications/managing-stakeholder-perceptions-organized-hypocrisy-in-csr-discl https://www.sciencedirect.com/science/article/pii/S1045235418303009 http://repository.essex.ac.uk/26344/ https://core.ac.uk/download/161940138.pdf,http://dx.doi.org/10.1016/j.cpa.2018.09.004,,10.1016/j.cpa.2018.09.004,2897283072,,0,000-477-626-821-66X; 000-850-529-376-261; 001-192-863-178-169; 001-250-903-865-581; 001-664-674-123-882; 002-046-057-420-994; 002-734-490-392-401; 002-800-351-395-955; 006-399-176-500-152; 007-554-638-891-05X; 007-731-071-585-725; 009-112-965-527-524; 011-082-271-816-96X; 011-854-399-312-637; 012-238-924-813-550; 013-341-416-591-076; 013-585-741-575-812; 014-255-721-870-130; 014-741-900-871-765; 017-126-961-528-21X; 018-237-398-595-111; 020-409-968-116-435; 020-460-787-916-12X; 021-557-387-566-009; 021-871-270-907-637; 024-755-570-564-905; 026-074-388-304-890; 028-627-470-145-788; 029-567-500-724-540; 031-646-052-189-624; 032-445-936-536-308; 032-923-818-280-579; 035-144-337-979-975; 038-085-041-885-605; 038-710-986-445-538; 038-984-236-962-569; 041-251-151-621-773; 046-868-458-183-431; 047-328-502-538-05X; 049-030-542-806-224; 051-201-349-635-860; 051-691-186-161-852; 051-974-821-573-208; 052-269-721-530-107; 052-280-117-965-945; 052-424-553-648-268; 052-802-334-885-429; 052-904-237-008-317; 053-250-277-306-550; 054-618-977-714-175; 054-770-497-038-338; 055-152-654-090-964; 055-318-598-916-211; 056-294-025-828-41X; 056-505-335-399-152; 057-949-290-597-211; 059-578-756-195-074; 063-374-318-560-705; 068-463-615-709-007; 068-497-749-529-146; 069-533-155-665-652; 078-108-465-963-590; 078-162-179-268-535; 080-458-124-178-385; 092-869-169-821-524; 096-875-838-615-143; 099-898-555-692-393; 104-952-265-971-486; 105-175-677-239-497; 107-662-499-932-248; 108-867-532-276-891; 109-012-575-149-844; 116-683-011-690-388; 117-377-027-579-781; 120-278-944-320-253; 122-325-619-150-176; 122-485-616-736-844; 123-352-883-261-940; 126-556-595-209-885; 126-678-531-935-47X; 128-035-642-110-271; 144-610-477-316-994; 147-764-143-106-373; 150-372-244-980-17X; 157-523-515-335-413; 166-254-167-049-675; 185-121-286-494-667; 186-273-667-436-654,73,true,cc-by-nc-nd,green
151-700-376-615-613,"Culture, Board Composition and Corporate Social Reporting in the Banking Sector",2018-07-31,2018,journal article,Administrative Sciences,20763387,MDPI AG,,Emma García-Meca; María-Victoria Uribe-Bohórquez; Beatriz Cuadrado-Ballesteros,"This paper contributes to the debate on the corporate governance of financial institutions, by studying the effect of different board characteristics on the level of corporate social responsibility (CSR) disclosures of banks. For that, we use a sample composed by 159 banks over the period 2004–2010. We found that independent directors and gender diversity favor the disclosure CSR information in baking sector. But, these results are moderated by the national cultural system; concretely, previous positive effects of independence and diversity of banks’ boards on CSR reporting are reduced in countries with a weaker cultural system, that is, individualist, masculine and vertically stratified societies, that are little indulgent and short-term oriented and show high levels of uncertainty avoidance.",8,3,41,,Uncertainty avoidance; Accounting; Corporate social responsibility; Business; Individualism; Cultural system; Gender diversity; Diversity (business); Corporate governance; Social stratification,,,,,https://repositorio.upct.es/handle/10317/7742 https://ideas.repec.org/a/gam/jadmsc/v8y2018i3p41-d161093.html https://repositorio.upct.es/bitstream/10317/7742/1/2018-4.pdf https://www.mdpi.com/2076-3387/8/3/41 https://doaj.org/article/2c10e51052de4feb817fc10e428e32cb https://www.mdpi.com/2076-3387/8/3/41/xml https://www.mdpi.com/2076-3387/8/3/41/pdf https://core.ac.uk/download/196611735.pdf,http://dx.doi.org/10.3390/admsci8030041,,10.3390/admsci8030041,2886136136,,0,002-737-176-693-55X; 003-156-680-358-292; 005-016-668-348-065; 007-511-165-763-444; 007-899-415-279-377; 010-531-336-340-291; 013-394-979-533-901; 014-229-080-427-104; 014-448-809-907-103; 017-126-130-578-937; 018-075-278-238-815; 018-633-424-296-938; 021-527-868-010-178; 021-557-387-566-009; 021-591-575-421-05X; 023-147-468-815-127; 024-001-905-193-413; 025-033-336-373-256; 025-382-070-850-101; 026-412-825-713-975; 030-225-208-891-574; 032-027-382-592-778; 032-832-749-957-588; 033-879-519-035-689; 036-255-522-307-415; 037-342-159-243-673; 044-602-055-917-751; 044-889-724-709-150; 045-767-555-517-262; 051-662-237-642-347; 053-191-079-237-243; 053-769-473-632-821; 056-334-770-216-388; 060-590-643-779-572; 061-829-067-004-83X; 068-504-059-941-646; 070-297-468-700-176; 071-789-970-738-978; 072-823-653-163-114; 072-872-490-207-91X; 074-196-663-951-117; 075-615-260-897-662; 079-363-214-561-671; 079-699-296-827-988; 080-361-191-972-828; 086-077-100-535-287; 093-121-558-186-313; 096-870-840-375-000; 098-615-018-246-276; 100-489-094-152-648; 103-500-584-713-843; 104-840-155-336-24X; 107-866-341-850-677; 116-075-415-601-338; 116-917-630-331-447; 117-696-176-827-089; 120-736-229-508-674; 122-485-616-736-844; 123-548-554-472-100; 124-255-079-396-336; 126-523-649-301-759; 132-558-492-977-554; 139-119-876-531-586; 143-248-156-769-604; 146-419-350-080-774; 148-092-266-305-513; 148-421-398-821-901; 159-778-801-727-941; 164-337-172-927-955; 182-170-415-856-399,11,true,cc-by,gold
151-928-977-634-183,The influence of corporate board on non-financial disclosure according to the main organizational theories,,2020,journal article,CORPORATE GOVERNANCE AND RESEARCH & DEVELOPMENT STUDIES,27048462; 27239098,Franco Angeli,,Bernardino Quattrociocchi; Silvia Sergiacomi; Francesco Mercuri,"This study aims to define a theoretical framework of the main organisational theories identifying how the board composition influences both CSR activity and disclosure. Using the literature review as the research method, the analysis highlights some implications of each organisational theory on non-financial information disclosure and board’s role. Specifically, the research shows that the management’s influence on non-financial information practice of an organisation is not emphasized by all organizational theories. In addition, based on the research results, non-financial information can should be considered as an organizational tool to legitimise the firm performance and manage the perception of enterprises stakeholders. The study could be further developed by applying quantitative research methods, such as a multiple case study approach, which is useful to explore the dissemination of a new phenomenon.",,1,19,36,Corporate social responsibility; Business; Perception; Multiple case; Information disclosure; Composition (language); Phenomenon; Knowledge management; Organizational theory; Quantitative research,,,,,https://ojs.francoangeli.it/_ojs/index.php/cgrds/article/view/8682/559 https://journals.francoangeli.it/index.php/cgrds/article/view/8682 https://journals.francoangeli.it/index.php/cgrds/article/download/8682/559 http://ojs.francoangeli.it/_ojs/index.php/cgrds/article/view/8682/559 https://www.francoangeli.it/riviste/SchedaRivista.aspx?IDArticolo=65640&idRivista=212 https://core.ac.uk/download/326232324.pdf,http://dx.doi.org/10.3280/cgrds1-2019oa8682,,10.3280/cgrds1-2019oa8682,3011794583,,0,004-843-842-348-873; 006-322-634-212-786; 006-727-062-230-369; 008-437-521-161-698; 010-107-773-203-305; 012-886-755-613-026; 015-574-759-409-256; 019-014-628-789-316; 019-126-655-603-966; 022-382-623-818-517; 030-376-895-556-409; 030-610-897-623-903; 030-620-296-645-751; 033-442-677-276-224; 034-073-836-897-251; 036-930-195-271-916; 040-344-640-544-410; 050-076-516-938-580; 050-792-579-052-303; 052-802-334-885-429; 055-720-878-726-100; 057-801-878-760-293; 058-931-633-402-385; 059-810-753-681-134; 061-453-992-092-256; 061-892-183-428-252; 062-110-807-031-390; 065-248-222-180-527; 065-500-275-712-445; 066-669-836-982-593; 070-376-506-644-466; 072-207-587-551-303; 072-779-164-090-553; 074-257-413-273-989; 086-325-225-996-300; 087-439-843-106-557; 088-919-850-566-219; 089-580-206-952-086; 100-560-306-991-70X; 106-619-997-653-532; 109-348-884-781-287; 114-098-918-624-354; 116-749-161-883-299; 123-899-687-687-732; 127-356-618-215-912; 147-739-612-030-910; 153-123-083-373-249; 153-575-142-342-715; 168-031-204-046-831,2,true,cc-by-nc-nd,green
152-620-869-417-590,Online Corporate Social Responsibility Reporting in the Croatian Banking Sector,2017-01-10,2017,journal article,Central European Public Administration Review,25912259; 25912240,University of Ljubljana,,Sanda Grudić Kvasić; Ljerka Cerović; Bojana Olgić Draženović,"In the past few decades, the concept of corporate social responsibility has been at the centre of interest in many areas of economic research, studies using different levels of analysis. This paper analyses corporate social responsibility at the level of organisation within the banking system, where the issue of corporate social responsibility disclosure comes under the spotlight with the emergence of the global economic crisis. The purpose of the study is twofold: to examine whether Croatian banks’ online corporate social responsibility reporting depends upon their market share, and whether it focuses on community related information. Using website content analysis of all twenty-eight banks currently operating in the Croatian banking sector, corporate social responsibility disclosure is categorised in terms of themes (environment, human resources, customers and products, and community involvement). The research findings reveal that the level of Croatian banks’ online CSR disclosure is largely dependent on banks’ market share. On the other hand, results indicate that Croatian banks are mainly reporting on activities related to customers and products, followed by those, which imply community involvement. Human resources and environmental initiatives receive the least amount of attention. The results of the study can be used to more deeply comprehend and understand banks’ corporate social responsibility as a business philosophy that contributes to organisational performance and building trust between market participants.",14,4,9,26,Human resources; Accounting; Corporate social responsibility; Business; Social responsibility; Market share; Content analysis; Stakeholder; Corporate governance; Philosophy of business,,,,,https://www.bib.irb.hr/852526 http://cepar.fu.uni-lj.si/index.php/CEPAR/article/view/328 http://uprava.fu.uni-lj.si/index.php/CEPAR/article/download/328/pdf_45 https://bib.irb.hr/datoteka/852526.MRJU-2016-4-01-GrudicKvasic-Cerovic-OlgicDrazenovic-ANG.pdf http://cepar.fu.uni-lj.si/index.php/CEPAR/article/download/328/pdf_45 http://uprava.fu.uni-lj.si/index.php/CEPAR/article/view/328 https://core.ac.uk/download/280492757.pdf,http://dx.doi.org/10.17573/ipar.2016.4.01,,10.17573/ipar.2016.4.01,2586850682,,0,,4,true,,bronze
153-072-603-723-648,Application of Structural Equation Modeling (SEM) to Solve Environmental Sustainability Problems: A Comprehensive Review and Meta-Analysis,2017-10-10,2017,journal article,Sustainability,20711050,MDPI AG,Switzerland,Abbas Mardani; Dalia Streimikiene; Edmundas Kazimieras Zavadskas; Fausto Cavallaro; Mehrbakhsh Nilashi; Ahmad Jusoh; Habib Zare,"Most methodological areas assume common serious reflections to certify difficult study and publication practices, and, therefore, approval in their area. Interestingly, relatively little attention has been paid to reviewing the application of Structural Equation Modeling (SEM) in environmental sustainability problems despite the growing number of publications in the past two decades. Therefore, the main objective of this study is to fill this gap by conducting a wide search in two main databases including Web of Science and Scopus to identify the studies which used SEM techniques in the period from 2005 to 2016. A critical analysis of these articles addresses some important key issues. On the basis of our results, we present comprehensive guidelines to help researchers avoid general pitfalls in using SEM. The results of this review are important and will help researchers to better develop research models based on SEM in the area of environmental sustainability.",9,10,1814,,Engineering; Sustainability organizations; Key issues; Web of science; Management science; Sustainability; Structural equation modeling; Scopus; Meta-analysis,,,,,https://www.mdpi.com/2071-1050/9/10/1814 https://ideas.repec.org/a/gam/jsusta/v9y2017i10p1814-d114481.html https://www.mdpi.com/2071-1050/9/10/1814/pdf https://iris.unimol.it/handle/11695/70311 http://eprints.utm.my/id/eprint/75685/ https://core.ac.uk/display/87458182 https://core.ac.uk/download/199239833.pdf,http://dx.doi.org/10.3390/su9101814,,10.3390/su9101814,2764128936,,0,000-654-467-572-647; 002-128-994-802-355; 002-969-427-044-099; 002-970-202-399-612; 003-065-721-772-163; 003-438-077-298-294; 003-576-395-274-525; 003-934-943-795-59X; 004-112-223-745-993; 004-850-697-412-239; 005-017-894-861-558; 005-304-048-392-352; 005-365-752-237-769; 005-539-818-533-85X; 005-791-399-831-397; 006-095-183-317-361; 006-130-683-931-289; 007-000-176-229-162; 007-279-409-051-264; 007-291-026-725-411; 007-342-771-042-191; 008-089-990-625-450; 008-094-444-095-081; 008-192-062-514-577; 008-449-859-049-335; 008-716-831-955-495; 008-780-899-682-354; 009-127-076-402-061; 009-606-517-845-262; 010-525-759-205-074; 011-106-286-913-627; 011-422-943-385-348; 012-193-165-692-842; 012-857-780-104-458; 013-499-185-179-171; 013-541-969-076-695; 014-155-213-348-866; 014-322-639-995-644; 014-328-218-452-323; 015-384-091-404-772; 015-645-932-663-668; 016-136-992-345-152; 016-992-167-329-509; 017-059-300-928-059; 017-958-531-190-556; 018-060-060-629-408; 018-077-041-998-452; 018-886-993-205-413; 019-071-532-556-877; 019-396-682-334-837; 019-616-845-234-999; 020-164-639-803-362; 021-037-442-583-647; 021-475-068-670-926; 021-552-936-443-325; 021-948-238-756-202; 022-556-403-780-219; 023-654-030-797-362; 024-443-650-756-277; 024-655-382-523-104; 025-121-567-997-242; 025-156-006-231-87X; 025-191-942-574-721; 025-402-809-312-80X; 025-632-155-163-051; 025-978-831-986-757; 026-010-883-626-253; 026-517-941-421-399; 026-537-040-164-952; 026-676-867-987-914; 027-552-721-837-595; 027-765-418-059-646; 028-408-459-260-275; 028-732-343-406-986; 028-787-531-364-312; 029-864-660-049-928; 032-178-997-622-003; 032-220-541-055-932; 033-108-926-410-524; 033-190-829-134-703; 033-907-182-910-366; 033-997-136-772-646; 034-098-672-487-061; 034-273-627-396-502; 034-758-594-971-966; 034-991-278-368-920; 036-389-018-242-812; 036-687-442-790-389; 036-766-235-359-612; 037-003-019-537-649; 037-713-633-269-812; 038-063-029-956-469; 038-337-243-629-19X; 039-129-822-915-270; 041-066-796-958-766; 041-530-226-833-44X; 041-647-884-456-390; 042-012-538-776-815; 043-393-671-019-977; 044-526-702-999-115; 044-774-783-920-28X; 045-212-135-052-199; 045-333-707-978-685; 045-873-596-611-836; 047-490-753-795-101; 047-608-851-936-87X; 047-638-540-243-221; 048-025-295-532-509; 048-138-868-715-670; 049-393-203-707-312; 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066-955-863-698-448; 067-019-245-390-74X; 067-731-035-743-980; 068-317-785-206-415; 068-528-231-113-356; 068-879-446-887-484; 069-588-559-347-376; 070-031-276-494-314; 070-717-708-377-821; 071-269-108-217-269; 071-364-679-586-266; 072-018-441-285-599; 072-509-709-480-595; 072-573-289-804-392; 073-111-260-039-64X; 073-418-291-452-062; 074-093-238-918-170; 074-225-533-914-086; 074-969-746-914-727; 075-064-293-946-186; 075-266-994-804-709; 075-273-986-088-840; 075-383-321-274-558; 075-823-175-932-474; 075-982-630-590-225; 076-308-990-338-236; 077-120-351-627-463; 078-620-310-634-541; 079-046-139-656-777; 079-934-069-103-223; 080-488-551-600-189; 081-649-494-343-446; 082-010-488-740-401; 082-955-912-883-093; 083-333-458-782-697; 083-457-549-516-006; 083-794-566-040-959; 084-319-983-001-620; 084-382-937-622-209; 084-490-856-219-301; 085-174-797-924-386; 085-305-124-755-394; 086-078-821-378-618; 086-225-871-064-809; 087-019-237-793-413; 087-059-630-842-564; 087-329-292-937-305; 087-482-971-417-257; 087-868-715-730-772; 088-127-975-099-372; 088-786-773-058-360; 088-839-938-300-685; 088-967-020-790-277; 089-872-432-089-414; 091-025-748-290-194; 091-416-286-928-816; 091-795-739-113-226; 092-225-295-676-862; 092-840-335-483-251; 093-174-133-043-375; 093-449-316-945-726; 093-574-621-958-534; 094-205-029-911-019; 094-311-993-417-298; 094-469-778-195-91X; 096-183-491-668-221; 096-456-983-446-634; 096-503-169-528-810; 097-075-383-697-402; 097-357-043-751-025; 097-587-687-335-223; 098-911-787-770-247; 099-267-410-385-244; 099-828-678-969-096; 099-914-875-368-995; 100-902-725-170-778; 100-993-455-393-053; 101-096-275-536-914; 101-423-670-016-295; 102-029-497-306-811; 103-446-903-290-290; 105-108-552-664-158; 105-223-116-472-022; 105-482-400-291-954; 106-734-069-652-602; 107-106-139-288-420; 107-119-239-111-270; 108-545-579-649-681; 108-700-949-533-633; 109-446-366-944-612; 110-110-154-454-79X; 110-713-858-987-394; 111-119-504-270-067; 112-455-940-118-490; 113-899-305-830-159; 114-349-910-680-70X; 115-097-018-885-868; 115-754-074-214-329; 115-806-862-131-163; 116-191-981-687-55X; 116-882-244-567-884; 117-061-121-404-338; 117-124-616-205-213; 120-507-260-053-218; 121-841-032-026-437; 124-585-356-711-392; 125-324-940-465-179; 125-885-450-873-938; 126-909-515-246-338; 126-955-996-321-403; 126-961-183-393-339; 127-385-472-613-645; 127-616-563-311-947; 128-330-862-724-496; 129-248-945-741-80X; 131-364-467-707-446; 132-618-302-950-732; 135-071-053-456-807; 135-731-651-651-785; 137-536-384-830-496; 137-775-418-420-259; 138-795-336-831-462; 141-424-035-303-573; 142-434-332-039-866; 142-666-382-858-846; 142-857-502-903-210; 145-914-070-042-185; 147-869-941-422-339; 148-024-081-665-622; 148-802-883-311-285; 150-373-444-044-460; 150-983-944-510-542; 152-358-935-712-811; 154-232-886-515-369; 154-248-665-562-969; 156-345-303-778-495; 157-050-701-086-425; 158-102-508-320-273; 159-592-129-993-014; 160-633-036-679-986; 161-976-758-240-087; 163-521-363-155-429; 163-768-681-056-439; 167-517-393-664-826; 169-707-785-463-505; 176-062-809-691-405; 180-914-914-599-557; 182-074-558-784-695; 187-226-529-146-944; 187-905-173-068-264,38,true,cc-by,gold
153-269-769-591-517,Practicing of Corporate Social Responsibility for Community Empowerment: A Case of a Mining Company in Indonesia,2020-11-04,2020,journal article,Randwick International of Social Science Journal,27225674; 27225666,Randwick International Research and Analysis Institute,,Alamsyah Agus,"In recent years, Corporate Social Responsibility (CSR) has attained increased significance in both business and in the associated academic literature. The very term, CSR, clearly indicates the focus is on social responsibility as a company’s obligation to be accountable to all its stakeholders in all its operations and activities. Nowadays the concept of empowerment has become the development paradigm. The Indonesian government is expected to coordinate and be responsible for a wide range of community development activities that allow the entire community to participate actively, while the company contributes to the community empowerment process as the implementation of social responsibility undertaken through its Corporate Social Responsibility (CSR). This study assessed the CSR activities undertaken by a mining company (PT Vale Indonesia). Over the past 50 years, PT Vale Indonesia (PTVI) has been operating under the Contract of Work (CoW) agreement with the Indonesia government to open-pit nickel mines and processing plant facilities near Sorowako, Indonesia. This study provided empirical evidence on PTVI's presence benefits the surrounding communities by implementing PTVI’s CSR program called Integrated Community Development Program (ICDP). The research purpose is to explore the concept of CSR practice that is viewed and applied by PTVI to create a win-win situation that contributes to community empowerment. The findings of this case study contribute significantly to give more profound knowledge of the role of ICDP to community empowerment and to extant an understanding of the company dealing with the challenges of CSR activities for community empowerment.",1,3,608,618,Corporate social responsibility; Business; Social responsibility; Government; Empirical evidence; Work (electrical); Empowerment; Obligation; Public relations; Community development,,,,,http://www.randwickresearch.com/index.php/rissj/article/download/115/90 https://core.ac.uk/download/354965703.pdf,http://dx.doi.org/10.47175/rissj.v1i3.115,,10.47175/rissj.v1i3.115,3095661203,,0,006-751-161-098-041; 010-583-807-804-027; 020-884-523-153-420; 047-460-128-505-546; 062-110-807-031-390; 075-059-325-157-928; 162-290-133-902-677; 173-791-408-962-068,0,true,cc-by-sa,gold
154-456-285-684-071,An Analysis of the Determinants of Corporate Social Responsibility of Brazilian Firms,2016-07-04,2016,journal article,Brazilian Business Review,18082386,Fucape Business School,,Vicente Lima Crisóstomo; Maria Rafaela Oliveira,"This work makes an analysis of the determinants of Corporate Social Responsibility (CSR) of Brazilian firms, as proxied by firm membership of the ISE Index of BM&FBOVESPA. Besides other proposed determinants of CSR present in the literature (firm size, profitability, growth opportunities), the work examines ownership concentration and the persistence on CSR status. Logit regression estimates have been run for a sample of 1649 firm-year observations in the period 2006-2011. The findings show that CSR of Brazilian firms is inversely correlated to its ownership concentration indicating that controlling voting shareholders may not see social concerns as a priority. Besides, firms tend to maintain their present CSR status. The results also indicate that leading CSR firms are larger, face more growth opportunities, and are persistent in their superior CSR situation.",13,4,72,93,Shareholder; Accounting; Profitability index; Corporate social responsibility; Business; Logistic regression; Work (electrical); Index (economics); Demographic economics; Sample (statistics); Voting,,,,,https://bbronline.com.br/index.php/bbr/article/view/125 http://www.redalyc.org/articulo.oa?id=123046404004 https://core.ac.uk/download/pdf/234099963.pdf,http://dx.doi.org/10.15728/bbr.2016.13.4.4,,10.15728/bbr.2016.13.4.4,2566397387,,0,001-152-324-933-042; 002-800-351-395-955; 005-659-837-866-058; 005-951-084-603-576; 009-024-987-910-508; 009-038-692-583-770; 012-097-800-965-775; 014-373-587-051-990; 017-012-395-580-930; 018-075-278-238-815; 018-286-295-473-067; 019-880-480-925-254; 023-048-951-052-779; 023-076-082-100-65X; 024-593-727-003-34X; 026-197-051-291-561; 029-257-638-158-39X; 029-883-402-447-599; 029-965-072-423-293; 032-554-752-066-092; 033-931-853-249-661; 039-575-601-163-984; 045-696-605-836-988; 045-754-631-412-145; 051-792-133-240-306; 052-802-334-885-429; 055-127-219-449-931; 055-773-672-952-080; 055-916-321-584-058; 059-327-495-365-613; 061-110-888-716-343; 061-829-988-617-171; 064-438-261-806-271; 066-400-343-948-766; 067-211-499-657-897; 077-502-054-898-084; 079-795-506-891-022; 085-499-555-575-887; 088-919-850-566-219; 089-377-854-280-894; 089-930-763-115-106; 092-050-406-695-125; 106-619-997-653-532; 107-670-937-286-54X; 115-373-591-444-545; 117-070-896-846-769; 118-013-216-581-193; 139-641-412-398-758; 140-869-076-373-290; 164-531-092-768-391,2,true,cc-by,gold
155-113-641-526-371,Impact of applying social responsibility accounting on companies' financial performance,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"This research aims to examine the impact of applying social responsibility accounting measured through (environment protection, community service, and human resources) on the financial performance of companies measured by Earning per Shear (EPS) and Return on Assets (ROA). The study population consisted of service companies listed in Amman stock Exchange. To realize the research objectives, analytical descriptive approach was adopted. For testing hypotheses, Multiple Regression Analysis was used. Results showed that there is an application of social responsibility accounting of the selected activities by the Jordanian companies listed in listed in Amman stock Exchange. In addition, there was a statistically significant impact at the level of (α ≤ 0.05) for social responsibility accounting whether combined and separately on the financial performance being measured by the EPS and the return on assets in the service companies listed on the Amman Stock Exchange. Among the recommendations was to increase the awareness of the companies 'administrations about the effects and implications of social activities due to their impact on their financial performance. Officials of the Amman Stock Exchange and other concerned parties have been urged to promote the supervision on companies' commitment to disclose their social activities and to encourage companies to follow the same approach. Keywords: Social Responsibility Accounting, Financial Performance, Services Companies, Earning per Shear, return on Assets. DOI: 10.7176/EJBM/11-15-17 Publication date:May 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234628968.pdf,http://dx.doi.org/10.7176/ejbm/11-15-17,,10.7176/ejbm/11-15-17,,,0,,0,true,cc-by,hybrid
155-323-511-760-130,Exploring the Fit Between Corporate Social Responsibility (CSR) and Innovation in the Search for Corporate Reputation,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"This paper aims to argue that the current wave of corporate social responsibility (CSR) and innovation concepts and guidelines lead to a mutually supportive and/or complementarities effect, i.e., strategic approaches to CSR and innovation increasingly strengthens companies’ ability to draw on their relationships. This mutually supportive and/or complementarities effect can effectively address the multitude of CSR and innovation approaches that companies face. This conceptual paper uses stakeholder theory as a lens and, in turn, draws on organisational legitimacy and organisational learning to develop under which conditions claims of mutually supportive and/or complementarities effect will be considered. It provides evidence for the existence of a mutually supportive and/or complementarities effect as defining the characteristics of CSR and innovation approaches. The author argues that the increasing dissemination of CSR and innovations approaches among companies reinforce the mutually supportive and/or complementarities effect, with strategic approaches to CSR and innovation increasingly strengthens companies’ ability to draw on their relationships, while the scope of CSR and innovation actions within the companies and their stakeholder relationships become increasingly expanding (incremental) over time. There appears to be existence of three forms of relationships between CSR and innovation: bi-directional, i.e., CSR affects innovation, and innovation, in turn, affects CSR, innovation provides opportunities for CSR and CSR, in turn, provides opportunities for innovation. Ultimately, this mutually supportive and/or complementarities effect, i.e., strategic approaches to CSR and innovation increasingly strengthen companies’ ability to draw on their relationships. The paper contributes by exploring how CSR and innovation approaches follow a similar underlying rationale rather than isolated (unrelated) phenomena in the context of companies’ quest for survival and reputation. While CSR and innovation research follow different theoretical perspectives, the two concepts are, in fact, both driven by similar considerations. Keywords: Corporate Social Responsibility (CSR), Innovation, Reputation DOI: 10.7176/EJBM/11-15-01 Publication date:May 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234628953.pdf,http://dx.doi.org/10.7176/ejbm/11-15-01,,10.7176/ejbm/11-15-01,,,0,,0,true,cc-by,hybrid
155-640-196-393-033,Impact of Awareness Rising Program on Corporate Social Responsibility Practice: an Analysis in Selected Bank,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"This paper interprets how to commercial banks practice corporate social responsibility in Bangladesh. This study represents focus on different Rules and regulations of Bangladesh. It also focuses on different awareness raising program of different organization arranged at different times. The standard chartered bank and the Daily Star arranged different awards to motivate different organizations towards Corporate social responsibility program. Different banks are now focusing on CSR activities as government has identified different sectors of CSR investment to get 10 % tax rebate on Corporate Social Responsibility expenditure. Now, among different banks, the paper shows that the first priority of most of the bank is to invest in educational sectors. IBBL, Exim bank, DBBL, bank asia etc. invest only those sectors that provide tax rebate facilities to the organizations. The trend of CSR investment also showing increasing for the last few years with the increasing number of awareness rising program on corporate social responsibility. Keywords: Corporate Social Responsibility, awareness, investment sectors, education, Community Development. DOI: 10.7176/EJBM/11-3-1",,,,,,,,,,https://core.ac.uk/download/pdf/234628782.pdf,http://dx.doi.org/10.7176/ejbm/11-3-16,,10.7176/ejbm/11-3-16,,,0,,0,true,cc-by,hybrid
155-731-167-347-656,Social impact and evaluation: A rational management theory approach,2018-03-14,2018,journal article,African Journal of Business Management,19938233,Academic Journals,,Alessandro Migliavacca; Christian Rainero; Luigi Puddu; Giuseppe Modarelli,"Organization and person have a theoretical and ontological link; being the first teleological extension of the latter, it is impossible to think of one without the other. In a similar way, the complex of economy itself cannot overlook the needs of the person and seek for the reach of maximization results with unhesitating self-interest. In this paper, it is argued that every organization is born to satisfy people’s, or stakeholders’ interests, so that a Rational Management must evaluate both the financial-economic results and the social impact of its activity, in order to achieve the maximum level of information in the decision making. Nonetheless, this approach needs a dramatic shift of conceiving the economy and the role of the organization, which must bring back the person (human being) at the center of any theoretical model, lest the creation of unfairness and inequalities. The Rational Management Theory proposed serves this scope, by implementing a rational decision making based on all the aspects of the outcome generated by the organization. This approach is relevant to the current literature, because it shifts the neoclassical economic conception of the activities to one more human-sized and conscious, and applies indifferently to any kind of organization, whether it is public, private or non-profit.; ; 	Key words: Rational management, business, social impact, management theory, evaluation, organization, person.",12,5,92,102,Positive economics; Outcome (game theory); Economics; Order (exchange); Maximization; Extension (metaphysics); Scope (project management); Rational planning model; Inequality; Teleology,,,,,https://proceedings.academicjournals.org/journal/AJBM/article-full-text/C1F554F56318 https://server.academicjournals.org/journal/AJBM/article-stat/C1F554F56318 https://iris.unito.it/handle/2318/1662248 https://academicjournals.org/journal/AJBM/article-references/C1F554F56318 https://academicjournals.org/journal/AJBM/article-full-text-pdf/C1F554F56318 http://academicjournals.org/journal/AJBM/article-abstract/C1F554F56318 https://core.ac.uk/download/pdf/302170387.pdf,http://dx.doi.org/10.5897/ajbm2017.8458,,10.5897/ajbm2017.8458,2791363807,,0,,2,true,cc-by,gold
156-131-083-163-830,Research on Corporate Social Responsibility in Ghana,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"This study examines the current state of Corporate Social Responsibility (CSR) research in Ghana. The evidence is based on a review of 47 published academic papers retrieved from three key online databases (EBSCOhost, Emerald Insights and Business Source Complete) and content analysis procedures drawn from the extant literature. The analysis demonstrates that the concept of CSR in Ghana is under-theorised. Researchers have focused more on empirical dimensions of CSR, following mostly quantitative methods of research. In addition, majority of the studies were skewed towards large multinational or internationally connected companies, especially those in the mining, banking and telecommunications sectors.  This study contributes significantly to research in CSR literature. The study is the first attempt to map the research terrain of the body of knowledge on CSR in Ghana. It provides insights into research studies that have been conducted on CSR in Ghana, the areas that have not been explored, and avenues that exist for further research considerations. Keywords: Corporate Social Responsibility, CSR communication, CSR research, CSR theory, content analysis, Ghana. DOI: 10.7176/EJBM/11-5-0",,,,,,,,,,https://core.ac.uk/download/pdf/234628808.pdf,http://dx.doi.org/10.7176/ejbm/11-5-07,,10.7176/ejbm/11-5-07,,,0,,0,true,cc-by,hybrid
156-605-371-494-943,"Identity, Importance, and Their Roles in How Corporate Social Responsibility Affects Workplace Attitudes and Behavior",2019-01-22,2019,journal article,Journal of Business and Psychology,08893268; 1573353x,Springer Science and Business Media LLC,United States,Rolf van Dick; Jonathan R. Crawshaw; Sandra Karpf; Sebastian C. Schuh; Xin-an Zhang,"This paper contributes to growing research exploring employee attitudinal and behavioral reactions to organizational corporate social responsibility initiatives focused on environmental and social responsibility and sustainability. Drawing on social identity theory, we develop and test a moderated-mediation model where employees’ organizational identification mediates the relationship between their perceptions of organizational CSR initiatives and their work engagement and organizational citizenship behaviors, but this relationship is positive only when employees value the role of organizations in supporting environmental and social causes. In a survey of 250 employees from a variety of German organizations, across a range of industry sectors, our hypotheses were fully supported. Theoretical and practical implications are discussed",35,2,159,169,,,,,,https://core.ac.uk/download/169432954.pdf,http://dx.doi.org/10.1007/s10869-019-09619-w,,10.1007/s10869-019-09619-w,,,0,001-800-439-642-176; 002-929-446-634-493; 005-563-619-441-143; 007-410-643-763-594; 009-980-637-097-123; 011-829-603-506-558; 012-469-375-102-358; 017-806-615-481-403; 017-993-662-741-77X; 019-605-734-016-59X; 020-953-264-499-481; 021-469-923-114-111; 022-212-648-022-476; 024-289-061-053-618; 032-587-781-576-199; 033-445-837-262-66X; 033-553-758-232-452; 035-798-717-757-592; 036-289-903-245-161; 036-722-255-928-494; 038-035-525-395-826; 041-879-794-229-832; 043-486-855-938-524; 043-682-295-217-574; 047-247-947-987-769; 049-779-757-746-294; 052-042-505-597-896; 059-112-271-093-323; 060-571-945-430-102; 061-395-150-144-686; 063-582-002-576-213; 066-496-765-206-50X; 066-499-756-802-872; 067-736-898-510-464; 075-451-904-193-102; 076-334-983-849-141; 077-477-639-654-921; 082-804-205-346-733; 083-826-637-958-550; 086-192-193-330-056; 091-141-819-737-474; 100-349-516-300-870; 105-865-790-336-473; 120-884-514-023-996; 139-641-412-398-758; 139-732-032-554-062; 141-424-035-303-573; 147-373-028-565-103; 158-798-678-208-274; 159-452-444-252-73X; 162-304-105-889-385,14,true,,green
156-791-758-282-998,Impact of Corporate Social Responsibility Awards on Share Prices,2019-06-30,2019,journal article,Journal of Accounting and Finance in Emerging Economies,25188488; 25190318,"CSRC Publishing, Center for Sustainability Research and Consultancy",,Zeeshan Mahmood; Javed Iqbal; Waris Ali; Muhammad Aamir,"This paper provides empirical evidence to evaluate the business case of corporate social responsibility. In contrast to former studies, we choose to examine the relationship between corporate social responsibility awards and share prices. We examined this relationship in the contextual setting of Pakistan, where several award schemes are operating to reward CSR performance. An event study methodology was adopted to investigate the impact of award announcement on the abnormal return of TOP 100 companies listed on the Pakistan Stock Exchange. A daily price for each company was collected during the estimation window of 120 days before the event window and an event window of 3 days [-1, 0, 1]. Our analysis shows that the overall announcement of CSR awards has an insignificant impact on share price.",5,1,141,154,Accounting; Corporate social responsibility; Business; Empirical evidence; Stock exchange; Abnormal return; Share price; Event (computing); Business case; Estimation,,,,,https://ideas.repec.org/a/src/jafeec/v5y2019i1p141-154.html https://core.ac.uk/download/230585437.pdf,http://dx.doi.org/10.26710/jafee.v5i1.682,,10.26710/jafee.v5i1.682,2965748750,,0,010-171-693-498-47X; 020-127-948-138-105; 022-552-063-760-992; 024-208-010-945-520; 034-978-984-152-207; 038-287-528-914-91X; 043-837-358-117-145; 046-340-047-513-293; 050-297-924-924-603; 055-773-672-952-080; 059-519-145-470-081; 061-829-988-617-171; 064-091-717-837-982; 067-843-981-796-401; 071-762-948-432-198; 091-039-626-805-150; 102-773-503-779-830; 111-749-901-918-716; 117-404-452-177-864; 130-165-753-205-174; 146-267-791-584-388; 146-845-514-539-468; 152-445-790-083-860; 156-208-441-443-940; 156-628-929-193-587; 168-855-921-534-493; 176-362-207-441-710,1,true,cc-by-nc,gold
157-226-680-006-882,CORPORATE SOCIAL RESPONSIBILITY IN INTERNATIONAL ECONOMIC LAW PERSPECTIVE,2015-10-01,2015,journal article,Brawijaya Law Journal,23564512; 25030841,Brawijaya University,,Nyoman Juarsa; Yanuarda Persian,"Multinational Corporation/MNC has a significant role to play in promoting sustainable development and alleviating global poverty. As a subject of International Economic Law, MNC has the rights to take profit from its business activities. In addition, it also has responsibility to protect sustainable environment through CSR program. This paper focuses on what more specific instrument sets CSR in International economic law, and how CSR can be implemented by the MNC. International (public) law has been providing instruments to regulate MNC activities related to CSR, those are: OECD Guidelines, ILO Declaration and UN Global Compact. However, they are only “soft laws” that still require more specific instrument to be implemented. As a continuation of the general rules of public International CSR Instruments, the World Bank Group through the IFC and MIGA sets standard performances that must be met by every corporation that will get finance (IFC) or guarantee (MIGA). Standard Performances are described further in the environmental, health and safety guidelines that are essential for every company to provide protection to stakeholders related to business activities including workers, communities, and environment. As the method of evaluation and enforcement, IFC and MIGA have institution namely Compliance Advisor Ombudsman serving to receive reports from the public, investigate and provide notification to the company activities that negatively affect the society. Ultimately CSR is not only seen as philanthropy (mandatory) but also as guidelines and a code of conduct to be followed by the corporation in carrying out any business",2,2,84,102,Perspective (graphical); Corporate social responsibility; Law and economics; International law; Social responsibility; Business; Law; Political science; Economics; Computer science; Artificial intelligence,,,,,https://media.neliti.com/media/publications/53227-EN-corporate-social-responsibility-in-inter.pdf,http://dx.doi.org/10.21776/ub.blj.2016.002.02.05,,10.21776/ub.blj.2016.002.02.05,,,0,,0,true,cc-by-nc,gold
157-918-867-541-006,Is there an Enhanced Role for Corporate Leadership to Integrate Its CSR Strategies into Supply Chain Management? A Conceptual Inquiry,2016-03-16,2016,journal article,Journal of Business Theory and Practice,23292644; 23729759,"Scholink Co, Ltd.",,Breena E. Coates,"This paper argues that there is an emergent and enhanced role for corporate governance in the area of supply chain oversight, due to on-going problems in the multi-tiered webs of today’s buyer-supplier relationships. The challenge is for corporate leadership in buyer firms to develop improved methods of ensuring that their suppliers manage with ethical values consonant with the sustainability strategies of those buyer firms, whose brands and reputations are at stake. For pragmatic reasons, today’s corporate leaders must view embedding of ethics in their supply chains not only as deontological value, but as crucial risk management tools. This study raises the question: what is the role of corporate leadership in terms of Corporate Social Responsibility (Note 1) in Supply Chain Management? (Note 2)",4,1,61,,Supply chain; Corporate social responsibility; Business; Marketing; Corporate communication; Stakeholder; Value (ethics); Corporate governance; Public relations; Supply chain management; Sustainability,,,,,http://www.scholink.org/ojs/index.php/jbtp/article/view/499 https://core.ac.uk/download/pdf/268084851.pdf,http://dx.doi.org/10.22158/jbtp.v4n1p61,,10.22158/jbtp.v4n1p61,2301892843,,0,001-355-672-395-009; 004-832-940-336-813; 005-419-223-998-467; 005-584-915-551-497; 008-986-463-467-067; 023-609-870-931-234; 026-895-802-475-205; 029-678-569-549-682; 030-321-037-002-399; 036-159-702-886-637; 039-080-425-058-100; 041-822-292-950-075; 043-605-651-281-566; 046-185-549-138-721; 053-579-729-381-548; 054-818-620-795-589; 055-679-149-264-848; 057-643-043-310-103; 059-040-325-610-681; 060-011-378-537-345; 062-110-807-031-390; 062-777-472-155-775; 063-474-752-426-435; 070-555-768-271-982; 077-110-587-162-800; 085-189-071-250-636; 092-127-143-985-843; 097-213-764-422-536; 100-357-883-277-115; 113-126-080-912-385; 113-738-809-110-588; 118-964-781-374-780; 120-536-917-009-565; 121-776-354-670-438; 123-899-687-687-732; 127-356-618-215-912; 134-350-175-232-145; 137-908-839-348-386; 139-101-567-335-455; 155-879-175-881-390; 156-882-566-720-90X; 174-182-975-985-568; 175-178-506-307-400,0,true,,gold
158-757-453-284-70X,Promoting solutions and co-constructing problems – management consultancy and instrument constituencies,2017-09-08,2017,journal article,Policy and Society,14494035; 18393373,Oxford University Press (OUP),United Kingdom,Andrew Sturdy,The concept of ‘instrument constituencies’ has recently emerged in policy research to reflect actors and practices focused primarily on articulating and promoting policy solutions. A central compon...,37,1,74,89,Public policy; Political science; Public administration,,,,Economic and Social Research Council; Economic and Social Research Council,https://research-information.bris.ac.uk/en/publications/promoting-solutions-and-co-constructing-problems-management-consu https://cogentoa.tandfonline.com/doi/full/10.1080/14494035.2017.1375247 https://research-information.bristol.ac.uk/en/publications/promoting-solutions-and-coconstructing-problems(e567cb9f-a55c-40af-bfe4-a18bfb12eb10).html https://www.tandfonline.com/doi/full/10.1080/14494035.2017.1375247 https://tandfonline.com/doi/pdf/10.1080/14494035.2017.1375247 https://research-information.bris.ac.uk/en/publications/promoting-solutions-and-coconstructing-problems--management-consultancy--instrument-constituencies(e567cb9f-a55c-40af-bfe4-a18bfb12eb10).html https://research-information.bris.ac.uk/files/134877650/Promoting_solutions_and_co_constructing_problems_management_consultancy_and_instrument_constituencies.pdf https://core.ac.uk/download/96782200.pdf,http://dx.doi.org/10.1080/14494035.2017.1375247,,10.1080/14494035.2017.1375247,2775547213,,0,001-883-037-099-410; 005-961-846-331-247; 006-086-400-376-508; 006-591-677-563-514; 007-170-842-582-737; 008-281-779-637-640; 009-248-294-729-485; 010-786-133-682-640; 011-701-258-511-264; 013-041-000-336-800; 013-534-986-107-064; 014-970-844-802-165; 015-383-880-743-203; 015-502-224-994-070; 019-047-254-778-604; 019-868-534-002-710; 021-228-226-798-469; 022-665-294-204-118; 028-447-050-411-834; 028-581-393-654-042; 030-032-127-450-653; 035-524-733-627-191; 039-318-000-420-191; 039-658-979-755-512; 040-271-897-398-549; 043-071-765-404-719; 044-165-414-784-936; 044-844-129-282-288; 047-599-892-173-512; 048-549-236-107-585; 049-097-133-571-117; 049-481-742-993-864; 056-589-465-096-775; 061-934-582-561-440; 066-331-936-246-632; 070-588-958-337-322; 072-676-460-036-04X; 073-980-987-525-133; 075-392-864-960-997; 079-117-785-591-07X; 080-976-759-059-718; 083-609-505-402-541; 092-067-965-798-746; 095-109-696-034-044; 098-145-876-665-238; 104-223-107-491-92X; 106-228-841-883-35X; 113-683-088-037-804; 121-414-427-387-492; 121-485-746-358-689; 122-190-607-561-052; 126-241-859-476-711; 134-419-183-782-967; 145-451-167-498-375; 145-615-219-232-703; 148-460-439-813-652; 148-563-847-362-784; 148-652-795-654-084; 151-988-164-482-80X; 152-086-537-629-186; 159-265-598-140-171; 162-090-931-241-395; 162-868-193-798-435; 168-849-041-090-053; 173-684-955-920-568; 175-442-840-770-011; 178-883-041-977-406; 186-280-737-302-834; 190-828-918-638-543; 192-433-405-767-397; 198-912-459-412-969,12,true,"CC BY, CC BY-NC",gold
158-844-776-138-446,Tourism and corporate social responsibility: A critical review and research agenda,,2013,journal article,Tourism Management Perspectives,22119736,Elsevier BV,United States,Tim Coles; Emily Fenclova; Claire Dinan,"Abstract This paper presents a critical review of recent progress in research on corporate social responsibility (CSR) in tourism management, and possible directions for future research. In comparison to a well established, empirically-grounded body of knowledge dealing with other sectors of economic activity, dedicated research on CSR in travel and tourism is at a relatively early stage. In the past decade, CSR has been the primary subject of a limited number of studies from a small academic community of practice. Studies have primarily focused on three macrolevel topic areas: implementation; the economic rationale for acting more responsibly; and the social relations of CSR. Interest in responsibility as an approach to tourism governance and management is nevertheless growing as several policy prescriptions and corporate vision statements reveal. For research to progress further and to match these ambitions, greater critical engagement with mainstream thinking on CSR is required as well as greater conceptual and methodological sophistication.",6,,122,141,Corporate social responsibility; Marketing; Sophistication; Political science; Body of knowledge; Tourism; Hospitality management studies; Mainstream; Corporate governance; Public relations; Tourism geography,,,,,http://www.sciencedirect.com/science/article/pii/S2211973613000044 https://ore.exeter.ac.uk/repository/bitstream/10871/16429/2/TMP%202013%20Coles%20et%20al%20Accepted.pdf https://www.sciencedirect.com/science/article/pii/S2211973613000044 https://ore.exeter.ac.uk/repository/handle/10871/16429 https://www.sciencedirect.com/science/article/abs/pii/S2211973613000044#! https://core.ac.uk/download/43094237.pdf,http://dx.doi.org/10.1016/j.tmp.2013.02.001,,10.1016/j.tmp.2013.02.001,1980612295,,0,000-426-493-027-947; 002-264-197-866-678; 002-538-064-574-730; 004-255-097-668-971; 004-594-869-882-246; 004-640-559-142-714; 004-715-539-657-650; 005-720-970-391-389; 006-080-230-736-840; 006-314-071-265-330; 006-317-272-505-12X; 008-796-128-472-11X; 008-817-612-322-965; 009-024-987-910-508; 009-346-756-609-170; 011-975-028-371-751; 012-283-565-987-972; 013-205-371-955-051; 014-904-025-590-079; 014-913-710-086-780; 015-183-192-918-085; 015-283-079-087-281; 016-411-180-460-079; 016-427-570-542-746; 017-833-588-283-834; 020-127-948-138-105; 020-221-534-428-525; 020-315-551-177-155; 022-451-007-159-42X; 022-478-934-771-708; 022-619-541-959-300; 022-689-459-328-642; 023-168-791-393-959; 024-119-480-369-252; 024-198-579-752-815; 024-700-284-292-103; 024-824-417-754-004; 028-182-413-191-463; 029-084-676-938-757; 031-291-397-374-016; 031-903-679-973-10X; 032-603-718-659-933; 033-693-476-314-091; 034-259-979-660-337; 035-063-535-236-465; 036-232-514-934-708; 036-564-667-775-825; 036-639-085-366-785; 038-626-983-052-542; 039-968-375-718-706; 041-032-698-002-474; 041-841-271-908-904; 042-211-611-512-122; 042-476-047-584-902; 042-526-496-185-264; 043-435-253-611-719; 043-515-662-539-965; 043-696-410-382-776; 044-439-303-790-933; 045-706-829-939-835; 045-986-256-881-54X; 046-378-384-097-554; 047-460-128-505-546; 047-485-283-483-886; 050-450-087-716-716; 052-278-477-012-07X; 054-378-571-628-699; 055-127-219-449-931; 056-612-949-066-313; 056-894-640-908-744; 059-845-716-487-72X; 061-030-412-803-003; 061-037-711-668-317; 061-829-988-617-171; 062-110-807-031-390; 062-115-430-347-012; 062-255-812-321-023; 062-801-147-447-528; 063-113-199-659-36X; 067-709-496-111-272; 069-305-592-957-464; 069-702-063-469-78X; 070-182-066-995-653; 070-248-935-188-407; 070-715-856-018-047; 072-730-746-170-775; 072-756-196-974-992; 073-286-306-987-069; 074-276-254-267-840; 074-789-033-230-01X; 075-295-236-014-153; 077-110-587-162-800; 078-627-642-872-687; 079-018-009-131-149; 079-103-706-131-140; 080-171-782-806-154; 081-336-061-512-593; 081-705-070-825-04X; 082-426-271-997-838; 084-402-852-191-273; 085-566-316-023-070; 086-439-394-850-981; 086-535-872-281-34X; 087-320-992-235-32X; 088-047-896-166-709; 088-552-451-324-230; 088-919-850-566-219; 089-602-892-180-18X; 090-785-551-967-689; 097-106-240-878-31X; 097-455-160-969-671; 099-085-870-469-302; 099-095-725-205-22X; 099-306-423-127-702; 100-937-943-268-386; 102-045-529-987-907; 102-068-995-822-669; 104-375-479-972-153; 107-150-172-527-41X; 107-274-748-521-438; 109-971-460-782-926; 114-712-187-231-377; 117-801-186-801-896; 118-232-358-004-308; 123-096-303-538-959; 126-292-366-683-640; 127-638-905-372-676; 127-865-846-680-23X; 128-923-989-155-44X; 130-886-430-956-029; 130-954-378-526-938; 131-874-649-335-970; 133-557-722-636-141; 135-174-646-098-074; 135-211-636-520-147; 135-995-953-258-531; 136-690-752-005-713; 136-889-040-701-110; 138-607-270-107-891; 139-641-412-398-758; 142-924-117-673-911; 144-137-908-222-893; 147-513-003-010-218; 148-792-033-641-02X; 149-405-648-877-681; 150-756-983-846-92X; 151-495-456-415-523; 155-584-668-336-464; 160-267-275-916-259; 162-290-133-902-677; 167-897-793-247-762; 176-610-916-875-562; 178-628-496-923-596; 183-429-614-193-803; 193-660-223-550-046,213,true,,
158-958-929-168-474,The leadership criterion: challenges in pursuing excellence in the Jordanian public sector,2016-03-14,2016,journal article,The TQM Journal,17542731,Emerald,United Kingdom,Shaker A. Aladwan; Paul Forrester,"Purpose; ; ; ; – The purpose of this paper is to explore the challenges that face leaders when implementing business excellence programmes in the Jordanian public sector. ; ; ; ; ; Design/methodology/approach; ; ; ; – The study adopted a content analysis approach to analyse the excellence assessment reports that have been produced by the King Abdullah II Centre for Excellence. The sample comprises ten public organisations which have participated in the King Abdullah Award for Excellence more than once and acknowledge in their reports that they have failed to achieve satisfactory results. ; ; ; ; ; Findings; ; ; ; – The key challenges to effect the implementation of leadership criteria in the public sector in Jordan were found to be poor strategic planning, lack of employee empowerment, weaknesses in benchmarking performance, and a lack of financial resources, poor integration and coordination, and poor measurement system. ; ; ; ; ; Practical implications; ; ; ; – This study proposes a conceptual model for the assessment of challenges that face managers when seeking to implement excellence in leadership in the Jordanian public sector. ; ; ; ; ; Originality/value; ; ; ; – Leadership challenges in the public sector are generally widely studied, but it is important to gain a better understanding of how these challenges can be overcome. In comparison to many existing studies, this research has provided specific and detailed insights these organisational excellence challenges in the public sector and provides a conceptual model for use by other researchers into the future.",28,2,295,316,Conceptual model; Business; Public sector; Content analysis; Value (ethics); Originality; Excellence; Public relations; Strategic planning; Benchmarking,,,,,https://www.emeraldinsight.com/doi/abs/10.1108/TQM-08-2014-0064 http://www.emeraldinsight.com/doi/abs/10.1108/TQM-08-2014-0064 https://www.emerald.com/insight/content/doi/10.1108/TQM-08-2014-0064/full/html https://core.ac.uk/download/43761838.pdf,http://dx.doi.org/10.1108/tqm-08-2014-0064,,10.1108/tqm-08-2014-0064,2255173396,,0,001-293-497-423-461; 005-579-031-711-655; 006-517-434-800-014; 007-583-489-120-43X; 009-550-919-418-052; 009-833-485-837-582; 010-166-139-768-413; 013-494-892-409-770; 021-862-840-020-92X; 026-746-342-335-025; 035-143-668-284-479; 043-501-279-943-343; 043-525-860-559-739; 050-513-753-414-310; 052-439-916-225-718; 052-558-168-567-617; 060-263-275-051-837; 066-483-298-584-460; 067-192-769-053-823; 073-304-693-226-53X; 074-311-348-001-040; 084-105-914-819-492; 088-494-157-197-856; 093-232-245-334-786; 095-770-830-714-14X; 100-119-607-022-163; 101-469-467-810-796; 101-903-378-658-429; 103-431-372-979-790; 119-907-547-790-511; 124-147-065-759-003; 125-462-016-537-267; 134-182-344-761-911; 151-639-082-911-599; 152-892-863-955-725; 158-297-333-017-143; 169-705-221-319-277; 175-799-503-591-268; 180-373-229-924-527,22,true,,green
160-020-172-743-856,Corporate Constructed and Dissent Enabling Public Spheres: Differentiating Dissensual from Consensual Corporate Social Responsibility,2013-08-06,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Glen Whelan,"I here distinguish dissensual from consensual corporate social responsibility (CSR) on the grounds that the former is more concerned to organize (or portray) corporate-civil society disagreement than it is corporate-civil society agreement. In doing so, I first conceive of consensual CSR, and identify a positive and negative view thereof. Second, I conceive of dissensual CSR, and suggest that it can be actualized through the construction of dissent enabling, rather than consent-oriented, public spheres. Following this, I describe four actor-centred institutional theories-i.e. a sociological, ethical, transformative and economic perspective, respectively-and suggest that an economic perspective is generally well suited to explaining CSR activities at the organizational level. Accordingly, I then use the economic perspective to analyse a dissent enabling public sphere that Shell has constructed, and within which Greenpeace participated. In particular, I explain Shell's employment of dissensual CSR in terms of their core business interests; and identify some potential implications thereof for Shell, Greenpeace, and society more generally. In concluding, I highlight a number of ways in which the present paper can inform future research on business and society interactions.",115,4,755,769,Business ethics; Corporate social responsibility; Sociology; Perspective (graphical); Core business; Public sphere; Organizational level; Public relations; Dissent; Transformative learning,,,,,https://ideas.repec.org/a/kap/jbuset/v115y2013i4p755-769.html https://econpapers.repec.org/RePEc:kap:jbuset:v:115:y:2013:i:4:p:755-769 https://link.springer.com/article/10.1007/s10551-013-1823-y https://core.ac.uk/display/29029450 http://eprints.nottingham.ac.uk/2489/ https://paperity.org/p/33752658/corporate-constructed-and-dissent-enabling-public-spheres-differentiating-dissensual-from https://dialnet.unirioja.es/servlet/articulo?codigo=4394159 https://nottingham-repository.worktribe.com/output/1001851 https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1823-y.pdf https://core.ac.uk/download/29029450.pdf,http://dx.doi.org/10.1007/s10551-013-1823-y,,10.1007/s10551-013-1823-y,2108465416,,0,000-613-131-948-195; 002-374-284-703-380; 003-024-848-717-371; 004-004-589-034-522; 004-132-984-565-100; 006-647-869-698-659; 012-270-767-861-662; 012-703-689-540-345; 015-271-876-692-523; 016-411-180-460-079; 016-592-126-692-261; 021-850-838-548-620; 025-624-571-423-991; 030-725-256-735-454; 031-489-550-559-265; 031-903-657-825-018; 038-578-341-205-232; 040-437-399-463-739; 042-016-394-208-373; 042-461-000-886-629; 045-199-191-255-819; 045-906-686-973-169; 047-350-431-939-884; 047-956-103-670-368; 049-914-262-600-874; 052-802-334-885-429; 053-940-330-500-140; 056-147-935-794-618; 056-451-306-514-800; 058-790-425-984-003; 064-114-236-156-712; 067-621-814-824-950; 069-051-050-641-003; 070-691-754-027-31X; 074-228-257-808-669; 074-242-032-337-609; 077-144-635-590-072; 082-171-985-858-889; 091-125-118-048-107; 092-164-132-026-703; 093-300-910-005-459; 094-812-110-226-005; 099-494-375-998-140; 109-655-558-404-304; 113-813-475-985-700; 118-179-705-770-42X; 123-694-573-650-975; 124-314-692-310-972; 142-708-173-059-741; 146-554-026-549-843; 147-587-264-946-331; 153-836-838-884-136; 160-801-631-921-028; 166-917-642-580-719; 167-566-304-545-616; 168-454-667-349-075; 169-022-476-387-148; 169-681-995-848-515; 178-397-057-385-09X; 178-628-496-923-596; 185-327-956-961-556; 186-990-174-153-80X; 190-211-621-604-879,30,true,cc-by,hybrid
160-997-996-021-222,Regulatory Uncertainty and Corporate Responses to Environmental Protection in China,2011-10-01,2011,journal article,California Management Review,00081256; 21628564,SAGE Publications,United States,Christopher Marquis; Jianjun Zhang; Yanhua Zhou,"This article analyzes the closing gap between regulation and enforcement of environmental protection in China and explores its implications for doing business there. It identifies three major dimensions that characterize change in regulatory systems: priorities and incentives, bureaucratic alignment, and transparency and monitoring. Using these dimensions, it describes the mechanisms that characterized China’s prior period where enforcement of environmental protection was decoupled from regulation. Regulation and enforcement are becoming re-aligned. This is due to a change in national development strategy, reorganization of the bureaucracy, and increasing monitoring from both the government and general public. To address these changes, firms need to embrace environmental innovation and integrate local and global standards. They should also be more transparent and compete on reputation.",54,1,39,63,Emerging markets; Government; Economics; Enforcement; Law enforcement; Incentive; Reputation; Bureaucracy; Environmental protection; Transparency (graphic),,,,,http://or.nsfc.gov.cn/handle/00001903-5/356276 http://www.people.hbs.edu/cmarquis/CMR5401_03_Marquis.pdf http://journals.sagepub.com/doi/10.1525/cmr.2011.54.1.39 https://www.hbs.edu/faculty/Pages/item.aspx?num=41276 https://journals.sagepub.com/doi/abs/10.1525/cmr.2011.54.1.39 http://ecommons.cornell.edu/bitstream/1813/36435/1/CMR5401_03_Marquis.pdf,http://dx.doi.org/10.1525/cmr.2011.54.1.39,,10.1525/cmr.2011.54.1.39,1673257079,,0,005-946-285-217-907; 008-806-372-497-489; 010-840-726-779-813; 011-935-298-050-513; 014-991-446-112-33X; 015-271-876-692-523; 017-993-173-427-042; 020-780-041-691-051; 025-479-239-990-38X; 027-206-956-903-807; 027-562-952-433-562; 035-663-773-175-310; 048-491-461-194-09X; 051-186-000-869-135; 056-875-028-508-708; 056-937-385-760-048; 068-537-249-574-307; 071-846-033-952-37X; 077-295-610-569-574; 080-438-189-583-99X; 088-541-703-373-976; 093-643-634-327-789; 097-359-227-560-484; 118-728-718-918-015; 136-149-600-875-853; 146-108-896-919-465; 155-126-121-090-714; 166-591-176-767-553; 189-316-025-994-618,103,true,,green
161-530-921-281-967,Exploring the role of employer forums – the case of Business in the Community Wales,2017-11-06,2017,journal article,Employee Relations,01425455,Emerald,United Kingdom,Cassandra Bowkett; Marco Hauptmeier; Edmund Heery,"Collective employer representation in the United Kingdom has changed in fundamental ways in recent decades. Collective bargaining has declined and instead, we have seen the emergence of a significant new form of collective organization, the employer forum, which promotes good corporate behaviour and typically focuses on issues of equality and diversity, social policy and community engagement. This paper examines this new form of collective action through a case study on Business in the Community Wales. It also compares this employer forum with traditional employers’ associations in order to establish what is significant and distinctive about employer forums.",39,7,986,1000,Corporate social responsibility; Professional employer organization; Political science; Social policy; Corporate behaviour; Community engagement; Equality and diversity; Collective bargaining; Collective action; Public relations,,,,,https://orca.cardiff.ac.uk/100196/ https://orca-mwe.cf.ac.uk/100196/ https://www.emerald.com/insight/content/doi/10.1108/ER-11-2016-0229/full/pdf?title=exploring-the-role-of-employer-forums-the-case-of-business-in-the-community-wales https://www.emerald.com/insight/content/doi/10.1108/ER-11-2016-0229/full/html https://core.ac.uk/download/82895758.pdf,http://dx.doi.org/10.1108/er-11-2016-0229,,10.1108/er-11-2016-0229,2610392397,,0,005-029-096-074-670; 005-124-926-270-060; 010-688-718-660-018; 012-133-710-179-784; 017-434-356-931-670; 025-949-185-572-572; 028-457-843-143-015; 030-129-813-921-989; 034-694-000-843-95X; 039-393-271-809-027; 040-747-129-559-101; 048-222-350-160-182; 048-486-561-647-176; 049-794-775-378-515; 057-136-803-879-17X; 057-576-056-649-926; 058-841-855-971-664; 065-986-544-873-259; 077-439-577-778-082; 078-986-902-875-556; 085-423-640-184-732; 088-272-565-101-047; 088-421-133-532-819; 105-009-189-286-207; 109-466-954-732-18X; 110-648-445-179-657; 121-632-842-866-701; 148-675-052-937-237; 161-773-444-818-624; 164-963-394-623-648; 175-280-571-206-025; 184-533-468-371-822,4,true,,green
161-686-383-358-525,Framing the cuts: An analysis of the BBC’s discursive framing of the ConDem cuts agenda,2013-10-10,2013,journal article,Journalism,14648849; 17413001,SAGE Publications,United States,Jilly Boyce Kay; Lee Salter,"This study analyses the discursive framing of the British government’s economic policies by BBC News Online. Specifically, it focuses on the coverage of the government’s Comprehensive Spending Revi...",15,6,754,772,Critical theory; Political economy; Sociology; Framing (social sciences); Debt crisis; Social science,,,,,http://sro.sussex.ac.uk/47261/1/Journalism%2D2013%2DKay%2D1464884913501835_(1).pdf http://journals.sagepub.com/doi/10.1177/1464884913501835 http://sro.sussex.ac.uk/id/eprint/47261/ https://journals.sagepub.com/doi/abs/10.1177/1464884913501835 https://core.ac.uk/download/18548081.pdf,http://dx.doi.org/10.1177/1464884913501835,,10.1177/1464884913501835,2096982521,,0,011-359-104-346-728; 022-722-292-184-414; 023-374-007-146-047; 049-338-527-743-799; 063-314-649-833-304; 067-747-082-233-664; 069-069-638-216-433; 087-401-099-506-371; 092-517-832-553-011; 118-946-302-390-742; 122-164-035-610-920; 136-735-859-948-339; 146-169-787-756-926; 171-037-554-034-959; 182-995-553-526-087,11,true,,green
161-823-894-806-359,Customer's Loyalty effects of CSR Initiatives,,2015,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Jamaliah Mohd Yusof; Hasman Abdul Manan; Norzitah Abd. Karim; Nor Akila Mohd. Kassim,"Abstract The trend towards social responsibility in recent years has increased the interest of consumers in their consumption as well as purchase behavior. Given the growing importance of social responsibility in the retail banking industry, in Malaysia, it remains imperative for the banking industry to understand the social responsibility as the determinants of customers’ loyalty. Therefore, this study aims to underline the effects of customer centric, ethics, green environment, and philanthropic on customer loyalty. Analysis on 257 usable questionnaires found customer centric has the greatest effect on retail banking industry while philanthropic is the least influencing factor on loyalty.",170,,109,119,Customer retention; Business; Loyalty business model; Social responsibility; Retail banking; Marketing; Loyalty; Customer advocacy; Customer to customer; Customer delight,,,,,https://cyberleninka.org/article/n/259823.pdf https://www.sciencedirect.com/science/article/pii/S187704281500035X https://core.ac.uk/display/82368871 https://www.researchgate.net/profile/Norzitah_Abdul_Karim/publication/269635429_Customer%27s_Loyalty_Effects_of_CSR_Initiatives/links/5490feca0cf2d1800d87c3f6.pdf https://cyberleninka.org/article/n/259823 https://core.ac.uk/download/pdf/82368871.pdf,http://dx.doi.org/10.1016/j.sbspro.2015.01.020,,10.1016/j.sbspro.2015.01.020,2078683696,,0,019-071-532-556-877; 019-891-781-413-600; 024-208-010-945-520; 025-903-082-795-833; 027-974-052-497-705; 036-625-151-363-578; 040-655-529-699-519; 041-506-870-208-741; 042-685-771-188-741; 043-393-716-547-256; 043-823-002-164-111; 049-404-875-265-01X; 061-781-892-766-578; 066-236-200-870-306; 068-227-094-966-109; 090-596-647-019-71X; 100-055-246-050-387; 101-096-275-536-914; 105-426-434-911-350; 108-151-829-294-528; 109-162-609-116-471; 112-094-330-563-369; 126-759-950-860-681; 133-292-089-571-15X; 140-488-089-248-123; 140-600-731-855-13X; 152-028-653-454-234; 152-445-790-083-860; 186-931-822-268-040,20,true,,gold
161-896-839-699-068,"Forms and Norms Matters Manufacturing Firms Corporate Social Responsibility /CSR/ Practices in East Gojjam Zone, Ethiopia",,2020,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"Ethiopia is one of the developing countries where the philosophy of corporate social responsibility is not well developed and also the governance system takes the form of mere control and decision making rather than encouraging development and implementation of a well-developed ethical code of conduct in the four spectrums. The main purpose of the study is focuses on to assessing forms and norms of manufacturing firm CSR practice in East Gojjam Zone. The study has realized in 13 higher manufacturing firms and 253 respondent stakeholders from the surrounding have been taken through descriptive study design. Primarily Questionnaire, interview, observation have used. Data have been analyzed by descriptive statistical tools by apply SPSS package. The results had shown us that there are no accepted forms and norms in external environment, Social and economy /context on the way organizations CSR operations in east Gojjam zone. Hence, the sympathy to the forms and norms of social responsibility in our case is still in its infant stage. The dilemma between the global standards and the local practices towards implementing CSR haven’t been balanced. Generally, the study recommends that Prospectors &amp; Developers Association of Canada (2009) management system structure and requirements e-toolkit must be applied. Keywords: CSR, UN, Practices and East Gojjam Zones DOI: 10.7176/EJBM/12-10-02 Publication date: April 30th 202",,,,,Corporate social responsibility; Business; Social responsibility; Market economy,,,,,https://core.ac.uk/download/pdf/327151282.pdf,http://dx.doi.org/10.7176/ejbm/12-10-02,,10.7176/ejbm/12-10-02,,,0,,0,true,cc-by,hybrid
162-645-774-708-305,The Effect of Technological Posture and Corporate Social Responsibility on Financial Performance Through Corporate Reputation,2018-08-02,2018,journal article,International Journal of Innovation,23189975,University Nove de Julho,,María Isabel González-Ramos; Mario J. Donate; Fátima Guadamillas,"This paper analyzes the relationship between the company’s technological posture and its Corporate Social Responsibility (CSR) commitment, as a business performance determinant. From knowledge-based and stakeholders’ theories a structural equations model of relationships was established and statistically tested t hrough SmartPLS on a sample of 76 Spanish firms from the renewable energy sector. The results of the empirical study suggest that the most proactive companies are able to develop better relationships with stakeholders and are more committed to CSR than those firms characterized as followers or innovation last-movers. Two main reasons are offered in this paper to justify these results: (1) CSR practices help companies to retain the most highly qualified employees, which contributes to maintaining their leadership position; and (2) technological leaders tend to be more highly committed to CSR as a way of collecting valuable knowledge that can be useful to explore new opportunities by means of innovation, enabling the firm to respond more flexibly to market changes and new stakeholders’ needs as well as changes in their preferences. Moreover, CSR initiatives will contribute to the development of high-value intangible assets such as corporate reputation, which in turn will improve the firm’s financial performance.",6,2,164,179,Empirical research; Corporate social responsibility; Business; Marketing; Position (finance); Financial performance; Corporate reputation; Sample (statistics),,,,,https://dialnet.unirioja.es/descarga/articulo/6726023.pdf http://www.journaliji.org/index.php/iji/article/view/244/pdf https://dialnet.unirioja.es/servlet/articulo?codigo=6726023 https://periodicos.uninove.br/innovation/article/viewFile/16519/8107 https://www.redalyc.org/articulo.oa?id=499168322006 https://periodicos.uninove.br/innovation/article/view/16519 https://core.ac.uk/download/pdf/188628968.pdf,http://dx.doi.org/10.5585/iji.v6i2.244,,10.5585/iji.v6i2.244,2892225382,,0,001-310-520-374-808; 002-763-432-217-958; 003-575-763-136-333; 006-406-123-757-379; 009-951-353-757-924; 010-854-534-444-434; 014-735-924-357-268; 022-382-623-818-517; 024-988-781-611-617; 025-011-862-797-967; 025-160-964-427-86X; 029-424-576-293-611; 031-692-131-337-055; 046-316-633-572-034; 047-084-373-523-100; 050-466-091-498-957; 051-670-691-178-142; 054-883-782-987-824; 058-062-562-310-747; 060-818-518-086-433; 061-829-988-617-171; 066-400-343-948-766; 066-496-765-206-50X; 070-870-002-784-418; 071-679-165-049-689; 071-974-909-056-489; 072-830-305-753-359; 089-621-912-811-772; 097-553-702-371-818; 098-777-100-429-858; 106-377-304-980-209; 111-928-402-051-517; 113-646-077-398-388; 127-922-955-093-198; 139-641-412-398-758; 150-756-983-846-92X; 151-198-972-962-725; 152-700-399-514-408; 166-432-171-938-087,13,true,cc-by,gold
162-877-239-142-840,"Content online and the end of public media? The UK, a canary in the coal mine?",2011-11-22,2011,journal article,"Media, Culture & Society",01634437; 14603675,SAGE Publications,United States,Richard Collins,"Online delivery of content has changed media advertising markets, undermining the business model which has underpinned provision of ‘public media’. Three business models have sustained mass media: direct payment for content, payment for advertising and state subsidy, and the author argues, contrary to others’ claims, that advertising finance has made possible production and provision of high-quality, pluralistic and affordable public media. In consequence, substitution of the internet as an advertising medium has undermined the system of finance which, in the UK and societies like it, sustained public media. Global advertising revenues have both fallen and been redistributed, though to differing degrees in different countries, with particularly deleterious effects on local newspapers. Prices have risen, original content production has fallen and reversion to a direct payment-for-content business model is pervasive. And this despite the growth of new entrant online media and established publicly funded media (notably public service broadcasters) resulting in the likelihood of a continued general worsening of affordable and pervasive access to high-quality and diverse public media.",33,8,1202,1219,Advertising campaign; Advertising; Economics; Digital media; Advertising account executive; Media management; Media conglomerate; Mass media; Native advertising; Media relations,,,,,http://journals.sagepub.com/doi/10.1177/0163443711422459 http://eprints.hud.ac.uk/id/eprint/17623/ http://oro.open.ac.uk/37665/ https://openaccess.city.ac.uk/id/eprint/3892/ http://openaccess.city.ac.uk/id/eprint/3892/ https://journals.sagepub.com/doi/10.1177/0163443711422459 https://core.ac.uk/display/82976653 https://core.ac.uk/download/29017198.pdf,http://dx.doi.org/10.1177/0163443711422459,,10.1177/0163443711422459,2109314673,,0,029-781-243-368-609; 088-103-524-173-987,19,true,,green
162-955-389-170-864,"Corporate social responsibility, new activism and public relations",2008-03-07,2008,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Kristin Demetrious,"Purpose – This paper aims to analyse why some contemporary corporate organisations are reluctant to articulate the effect of their market positioning behaviour on the unwilling communities that oppose their activities. It describes the communicative interactions between several large corporate organisations and the grassroots activist groups opposing their activities, in Victoria, Australia.Design/methodology/approach – Extensive secondary data were collected, including extensive newspaper and radio transcripts from the campaign periods, web site downloads, letters and other campaign documents. The research design applied to the data, a qualitative, interpretative analysis, drawing on key theoretical frameworks.Findings – The research findings suggest that powerful protest strategies, combined with the right political and social conditions, and a shift in the locus of politics and expertise, bring to light public concerns about the ethics of corporate practices, such as public relations, used egocentrical...",4,1/2,104,119,Corporate social responsibility; Sociology; Newspaper; Research design; Grassroots; Research findings; Risk management; Corporate governance; Public relations; Politics,,,,,http://dro.deakin.edu.au/eserv/DU:30017712/demetrious-corporatesocial-2008.pdf https://ideas.repec.org/a/eme/srjpps/v4y2008i1-2p104-119.html http://core.ac.uk/display/13977387 https://www.emerald.com/insight/content/doi/10.1108/17471110810856875/full/html http://dro.deakin.edu.au/view/DU:30017712 http://hdl.handle.net/10536/DRO/DU:30017712,http://dx.doi.org/10.1108/17471110810856875,,10.1108/17471110810856875,2091656586,,0,012-723-709-022-94X; 014-327-382-280-389; 020-065-256-778-821; 037-177-991-148-256; 055-270-482-077-102; 060-328-496-305-014; 088-157-193-439-966; 094-930-446-119-147; 095-722-623-155-414; 115-760-402-250-873; 141-960-207-125-064; 149-112-034-904-041; 150-442-995-304-165; 153-836-838-884-136; 155-460-713-146-308; 156-490-548-664-729; 162-888-492-963-291; 164-480-641-203-610; 175-420-584-192-920; 177-682-051-297-247; 186-361-721-102-197,11,true,,
163-113-889-893-140,An Institution of Corporate Social Responsibility (CSR) in Multi-National Corporations (MNCs): Form and Implications,2012-01-22,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Krista Bondy; Jeremy Moon; Dirk Matten,"This article investigates corporate social responsibility (CSR) as an institution within UK multi-national corporations (MNCs). In the context of the literature on the institutionalization of CSR and on critical CSR, it presents two main findings. First, it contributes to the CSR mainstream literature by confirming that CSR has not only become institutionalized in society but that a form of this institution is also present within MNCs. Secondly, it contributes to the critical CSR literature by suggesting that unlike broader notions of CSR shared between multiple stakeholders, MNCs practise a form of CSR that undermines the broader stakeholder concept. By increasingly focusing on strategic forms of CSR activity, MNCs are moving away from a societal understanding of CSR that focuses on redressing the impacts of their operations through stakeholder concerns, back to any activity that supports traditional business imperatives. The implications of this shift are considered using institutional theory to evaluate macro-institutional pressures for CSR activity and the agency of powerful incumbents in the contested field of CSR.",111,2,281,299,Business ethics; Agency (sociology); Corporate social responsibility; Business; Institutional theory; Multinational corporation; Stakeholder; Context (language use); Institution; Public relations,,,,,https://researchportal.bath.ac.uk/en/publications/an-institution-of-corporate-social-responsibility-csr-in-multi-na https://link.springer.com/article/10.1007%2Fs10551-012-1208-7 https://research.cbs.dk/en/publications/an-institution-of-corporate-social-responsibility-csr-in-multi-na https://purehost.bath.ac.uk/ws/files/211708/Bondy_Journal-Business-Ethics_2012.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=4082869 http://opus.bath.ac.uk/28869/ https://philpapers.org/rec/BONAIO https://link.springer.com/article/10.1007/s10551-012-1208-7/fulltext.html https://econpapers.repec.org/RePEc:kap:jbuset:v:111:y:2012:i:2:p:281-299 https://ideas.repec.org/a/kap/jbuset/v111y2012i2p281-299.html https://core.ac.uk/display/2813373 https://core.ac.uk/download/pdf/237447322.pdf,http://dx.doi.org/10.1007/s10551-012-1208-7,,10.1007/s10551-012-1208-7,2080693170,,0,000-139-364-682-716; 000-776-628-195-009; 000-836-922-227-149; 001-122-311-780-297; 001-671-097-070-711; 001-911-067-804-876; 004-916-367-446-865; 004-921-534-821-21X; 006-292-752-730-694; 006-635-024-338-274; 007-889-609-082-258; 008-185-467-423-213; 008-253-876-172-699; 009-106-175-722-797; 010-137-420-730-422; 013-011-086-953-342; 013-744-996-715-157; 014-524-500-359-008; 015-271-876-692-523; 016-301-651-787-16X; 016-323-277-794-200; 016-518-648-392-156; 017-126-130-578-937; 017-692-798-732-443; 020-878-144-838-613; 021-082-486-741-048; 021-918-672-412-130; 022-512-643-506-628; 022-952-281-676-433; 023-942-295-153-550; 024-723-698-371-380; 026-249-910-065-223; 026-580-441-129-49X; 026-699-226-907-189; 026-895-802-475-205; 027-508-963-762-911; 027-827-119-143-849; 031-080-587-181-477; 033-360-897-121-428; 034-257-717-795-689; 034-740-150-587-263; 035-556-471-787-086; 035-905-642-782-531; 036-596-987-405-23X; 036-628-967-553-52X; 036-691-538-479-204; 037-435-921-791-165; 038-817-823-358-245; 042-060-982-536-902; 044-340-410-237-498; 044-624-734-049-500; 044-844-857-345-996; 046-351-973-826-719; 046-405-837-653-789; 047-931-684-692-301; 049-219-615-824-319; 049-226-519-439-432; 050-187-110-687-218; 050-466-091-498-957; 051-875-265-995-253; 052-232-106-175-837; 055-127-219-449-931; 057-471-110-155-10X; 058-393-695-306-377; 058-704-179-299-946; 062-110-807-031-390; 063-926-751-372-775; 064-055-078-781-450; 064-091-717-837-982; 065-319-944-240-961; 066-793-586-028-446; 066-847-733-026-047; 067-621-814-824-950; 069-259-438-012-556; 069-533-155-665-652; 071-601-344-424-739; 073-289-182-442-377; 074-173-984-453-280; 074-242-032-337-609; 080-781-616-962-221; 081-963-497-171-497; 082-226-529-912-445; 082-229-793-854-954; 082-815-961-326-23X; 083-889-630-610-226; 083-946-758-646-859; 084-588-244-676-531; 086-165-750-083-550; 086-285-005-719-092; 088-132-250-366-556; 088-919-850-566-219; 089-300-863-963-51X; 090-487-074-240-851; 092-164-132-026-703; 092-235-131-089-660; 092-459-737-286-258; 094-213-099-107-472; 094-468-522-829-654; 095-310-382-327-535; 096-049-598-507-578; 097-918-695-766-326; 098-340-723-617-124; 098-834-168-907-826; 101-411-013-473-092; 103-078-062-409-421; 104-962-473-624-445; 105-761-987-389-943; 108-844-921-549-206; 108-906-622-825-144; 111-819-171-804-346; 111-963-768-580-775; 115-373-591-444-545; 115-482-499-323-938; 117-333-268-835-809; 118-194-558-923-654; 119-909-623-597-166; 120-957-705-871-378; 123-454-613-702-715; 126-155-695-788-717; 127-076-514-010-940; 127-262-976-991-711; 127-356-618-215-912; 127-540-548-363-572; 128-197-551-414-351; 129-349-979-139-342; 130-152-331-827-851; 146-773-170-726-429; 149-056-733-736-960; 149-910-587-643-589; 150-159-461-981-248; 150-756-983-846-92X; 150-871-950-089-567; 159-592-129-993-014; 166-414-499-785-492; 169-022-476-387-148; 173-567-809-531-297; 178-397-057-385-09X; 178-628-496-923-596; 182-199-495-327-639; 190-211-621-604-879,274,true,,green
163-123-616-521-914,Corporate social responsibilities of international oil companies as a panacea to conflict management in selected host communities in southern Nigeria,2021-09-30,2021,journal article,World Journal of Advanced Research and Reviews,25819615,GSC Online Press,,Kenneth Chisom Gbali; Vincent Ezikornwor Weli; Chinedu Mmom,"The study examined corporate social responsibility and management of Oil-related conflicts in South-South Nigeria. The CSR was seen as rooted in the relationship between employee, business and State-social relationship. The aim of the study is to examine the level of relationship between the oil companies and the host communities. Objectives to Investigate the CRS programs carried out by IOC’s in the host communities, Ascertain the significance of CSR as conflict management strategy by IOC’s to the host communities, Evaluate the factors affecting the implementation of the CSR by some IOC’s in the region. The population of the study area was 2,358,000. The Taro Yamene formula for sample size determination was used to arrive at 400 for the study of the 27 host Communities. Three core oil producing States were selected. Out of these three State, three Local Government areas and three communities each based on their oil producing capacity. Data collection was semi-structured: questionnaire interviews, focused group discussion. Secondary data was by reports, books, and journals. Descriptive tool such as frequency, mean, standard deviation, tables and maps was used to answer research questions. The statistical tool for hypothesis testing was independent T test. The study revealed that frequent conflicts in the study area have been characterized by the relationship between Oil prospecting Companies and their host communities; a close look at the conflicts shows that most of such have direct or indirect link with IOC’s, as a result of inadequate CSR management. Some recalcitrant cash-in by way of vandalism, etc., others through legitimate agitations. The impacts of a supposed sustainable development of oil and gas exploration in the area is hitherto environmental degradations, e.g. effluents, unemployment, lack of social amenities, non-inclusion. The study recommended a practicable participatory paradigm shift, where planning with the Community will be mainstreamed.",11,3,351,362,Corporate social responsibility; Business; Marketing; Environmental degradation; Citizen journalism; Panacea (medicine); Local government; Conflict management; Population; Sustainable development,,,,,https://wjarr.com/content/corporate-social-responsibilities-international-oil-companies-panacea-conflict-management https://wjarr.com/sites/default/files/WJARR-2021-0443.pdf,http://dx.doi.org/10.30574/wjarr.2021.11.3.0443,,10.30574/wjarr.2021.11.3.0443,3202685708,,0,,0,true,cc-by-nc-sa,hybrid
163-190-101-141-429,Engaging small and medium-sized enterprises (SMEs) in the low carbon agenda,2015-10-12,2015,journal article,"Energy, Sustainability and Society",21920567,Springer Science and Business Media LLC,United States,Elaine Conway,"Often perceived as a key step towards reducing the ecological impacts of business, interest in carbon management has grown in recent years. Most studies into carbon management have concentrated on large firms. This study assesses the current level of engagement by small and medium-sized enterprises (SMEs) situated in Derbyshire, UK, in carbon management and determines their perceived barriers to (further) adoption of such activities. A questionnaire was sent to SMEs in Derbyshire to determine their engagement in four low carbon activity areas and their perceived barriers to (greater) adoption of such initiatives. One hundred forty-one respondents across 64 different Standard Industry Classification (SIC) codes were obtained. Whilst the majority has taken steps to reduce their carbon impact, most do not monitor or set targets for managing carbon usage. Very few choose to publicise their activities, despite some successful results. Respondents cited resource constraints and a lack of relevance to the business as the most common barriers to low carbon engagement. Many are keen to adopt further measures but require targeted support to do so. SMEs are prepared to engage with low carbon agenda, given appropriate support. This paper helps to fill a gap in the literature on SME engagement with low carbon initiatives. It demonstrates both the current areas of engagement and the perceived barriers to further engagement. These findings could inform policy makers in directing support to SMEs to reduce their ecological impacts.",5,1,32,,Standard Industrial Classification; Situated; Environmental economics; Energy economics; Business; Marketing; Eco-innovation; Carbon management; Activity areas; Carbon; Sustainable development,,,,,https://energsustainsoc.springeropen.com/articles/10.1186/s13705-015-0060-x https://energsustainsoc.biomedcentral.com/articles/10.1186/s13705-015-0060-x https://paperity.org/p/74362512/engaging-small-and-medium-sized-enterprises-smes-in-the-low-carbon-agenda https://core.ac.uk/display/81787137 http://derby.openrepository.com/derby/handle/10545/596265 https://link.springer.com/article/10.1186/s13705-015-0060-x https://link.springer.com/content/pdf/10.1186%2Fs13705-015-0060-x.pdf http://www.energsustainsoc.com/content/5/1/32 https://core.ac.uk/download/130980555.pdf,http://dx.doi.org/10.1186/s13705-015-0060-x,,10.1186/s13705-015-0060-x,2104289026,,0,002-474-859-822-283; 005-866-553-436-461; 006-978-606-484-014; 010-694-289-280-332; 014-087-170-671-732; 016-047-754-544-514; 016-589-411-640-236; 017-147-261-575-907; 020-535-211-473-462; 022-304-790-542-067; 026-895-802-475-205; 027-113-005-563-613; 029-456-028-515-662; 031-129-878-960-15X; 032-649-036-964-264; 035-826-414-105-357; 037-996-684-800-135; 043-806-610-336-736; 045-385-511-579-046; 053-440-685-088-799; 057-515-729-759-283; 063-199-063-137-888; 063-635-614-417-543; 066-496-765-206-50X; 068-143-177-618-291; 070-240-656-255-084; 080-714-226-639-63X; 085-919-462-690-147; 086-209-433-032-073; 088-944-236-041-687; 093-017-125-904-834; 094-013-585-544-815; 094-021-549-671-745; 096-798-742-804-437; 098-700-441-844-448; 101-299-425-939-891; 115-251-715-358-409; 116-013-843-559-160; 122-959-728-695-831; 126-759-950-860-681; 157-329-914-294-509; 159-694-302-901-329; 181-424-455-515-83X,7,true,"CC BY, CC0",gold
163-622-478-671-741,The Model of Corporate Social Responsibility in Project Management,2009-12-10,2009,journal article,Verslas: teorija ir praktika,16480627; 18224202,Vilnius Gediminas Technical University,Lithuania,Martin Schieg,"Corporate social responsibility as a management concept is growing more and more important also for project companies. The task of project management is to identify relevant ecological systems, to recognize the internal and external dimension of social responsibility, and to test existing standards of Corporate Social Responsibility for their applicability in projects. The special benefit of CSR in projects is to set-up values such as integrity, credibility and reputation. For successful implementation of CSR activities, it is essential to align the commitment of the project organization to the own business operations and own goals.",10,4,315,321,Business operations; Corporate social responsibility; Business; Social responsibility; Project management; Credibility; Task (project management); Public relations; Ecological systems theory; Reputation,,,,,https://www.ceeol.com/search/article-detail?id=58204 https://zenodo.org/record/816794 https://www.questia.com/library/journal/1G1-227281850/the-model-of-corporate-social-responsibility-in-project https://btp.press.vgtu.lt/article/14226/download/pdf/ https://core.ac.uk/display/144798796 https://core.ac.uk/download/pdf/144798796.pdf,http://dx.doi.org/10.3846/1648-0627.2009.10.315-321,,10.3846/1648-0627.2009.10.315-321,1483246801,,0,,25,true,cc-by,gold
164-171-093-588-919,Corporate Social Responsibility: Keterkaitan Letak Geografis Terhadap Desain Program dan Pelaporan Perusahaan,2016-06-18,2016,journal article,Jurnal Ekonomi dan Bisnis,25280147; 19796471,Fakultas Ekonomika dan Bisnis,,Deasy Sagitaningrum; Dianne Frisko,"This research aims to analyze the role of the geographical area surrounds company in the linkage with the design of corporate social responsibility (CSR) program and CSR reporting. This study uses qualitative approach by comparing two companies in different location. They are Indonesian companies (PT Indo Tambangraya Megah Tbk) and Australian company (OZ Minerals). Content analysis method is used to collect the public data. The result conveys factual information that the geographical area, natural environment, local value, and government policy create the differences for each company in designing the CSR program and the ways companies provide CSR report. Company which is located in cultural society are tend to design the CSR program by regarding the cultural values. Company which is located in certain jurisdiction tends to report CSR based on the regulated standard. Moreover, environment, education, health, and economic condition are also considered in designing CSR programs.",18,3,43,58,Public policy; Corporate social responsibility; Business; Content analysis; Marketing; Value (ethics); Jurisdiction; Indonesian; Cultural values,,,,,https://ejournal.uksw.edu/jeb/article/view/283 https://core.ac.uk/display/90782368 https://ejournal.uksw.edu/jeb/article/download/283/249 https://core.ac.uk/download/pdf/234029087.pdf,http://dx.doi.org/10.24914/jeb.v18i3.283,,10.24914/jeb.v18i3.283,2568368004,,0,,1,true,cc-by-nc-sa,gold
164-174-868-935-650,"On Economics, Ethics, and Corporate Social Responsibility",,2012,journal article,Modern Economy,21527245; 21527261,"Scientific Research Publishing, Inc.",,Félix-Fernando Muñoz; María-Isabel Encinar; Carolina Cañibano,"This paper suggests that understanding questions such as those related to Corporate Social Responsibility (CSR) re- quires economic theorizing to include in its explanatory models the very fact that (economic) agents have their own distinctive conception of how reality ought to be (which implies making judgments of value). Under standard economic theorizing, the relationship between social or ethical values and economics is one of mere juxtaposition. Ethical and economic issues are being put together side by side in such a way that the anomalies pointed out by economics, which refer to the presence of goal paradoxes and the problem of altruism, etc., denote the presence of ethical issues within the processes of valuation and choice by agents. To surpass this relationship a change of perspective by means of the agents’ action plans approach is proposed. The action plan approach allows to pass from a conception of economics understood as a technology-of-choice to economics understood as a theory of production-of-action. In particular, it is shown that the ethical dynamics of agents are capable of generating “ethical novelties”, which consequently alter the agents’ space of goals. Insofar as this is heavily influenced by CSR, the consequence is that CSR is neither strange to Economics nor a concept juxtaposed with the analysis of autonomous economic processes",3,4,355,363,,,,,,https://repositorio.uam.es/bitstream/handle/10486/671058/EconomicsEthics_Mu%c3%b1oz_ME_2012.pdf?sequence=1,http://dx.doi.org/10.4236/me.2012.34046,,10.4236/me.2012.34046,,,0,000-436-274-617-356; 014-455-741-938-215; 014-609-997-077-411; 021-788-817-359-420; 028-374-754-514-749; 038-598-425-822-041; 043-859-263-894-889; 049-363-463-679-883; 107-215-972-038-299; 110-605-388-056-078; 111-179-893-589-390; 120-376-593-335-400; 124-385-396-946-958; 137-316-188-718-363; 139-253-153-355-010; 139-641-412-398-758,0,true,,gold
164-508-449-097-215,"Corporate perspectives on CSR disclosure: audience, materiality, motivations",2022-09-16,2022,journal article,International Journal of Disclosure and Governance,17413591; 17466539,Springer Science and Business Media LLC,United Kingdom,Nadia Gulko; Catriona Hyde,"The lack of uniform non-voluntary corporate social responsibility (CSR) disclosure standards and the complexity around different stakeholder demands have resulted in considerable flexibility in corporate compliance with CSR reporting. Covering a wide range of CSR dimensions, this paper investigates corporate views on CSR disclosure. Evidence presented is based on an online survey with 278 corporate professionals, who are familiar with corporate reporting in the UK, such as CSR professionals, managers, CEOs, CFOs and non-executive directors. The findings reveal the primacy of shareholder and institutional investor needs in CSR disclosure decisions. Some practitioners believe multiple reports are needed to ensure appropriate dissemination of CSR information. Fair business practice and environment-related information are perceived as the most important items to disclose. Whilst financial information remains paramount, the relative importance of reporting non-financial information has increased significantly, with the key areas relating to governance, health and safety, environmental impact and pollution control, and human rights information. For many participants, mandatory regulation is considered as the only way for CSR reporting to be taken seriously on the corporate level. This paper contributes to the limited studies that investigate the views of practitioners by means of primary data. The study complements the literature on CSR disclosure by intensifying the clarity of the understanding of corporate perspectives on CSR and by identifying potential factors that influence CSR reporting decisions in the UK context. The findings strengthen the arguments of prior studies about what items of information should be included in CSR reports and how to disclose the company’s CSR information in a more substantive way.",,,,,Corporate social responsibility; Business; Accounting; Corporate governance; Stakeholder; Context (archaeology); Public relations; CLARITY; Stakeholder engagement; Corporate communication; Finance; Political science; Paleontology; Biochemistry; Chemistry; Biology,,,,,,http://dx.doi.org/10.1057/s41310-022-00157-1,,10.1057/s41310-022-00157-1,,,0,001-350-789-747-466; 001-690-964-355-752; 001-719-468-389-773; 001-909-532-329-706; 002-734-490-392-401; 003-478-329-027-711; 003-991-923-246-009; 004-715-539-657-650; 005-380-225-405-615; 007-610-613-159-560; 008-527-034-143-571; 009-101-402-815-254; 009-112-965-527-524; 009-205-218-221-436; 009-755-700-534-584; 009-781-299-423-827; 012-728-240-469-308; 013-341-416-591-076; 013-858-820-525-515; 013-898-417-264-542; 016-764-034-609-537; 017-848-841-058-959; 018-633-424-296-938; 018-862-435-833-718; 020-489-751-201-535; 020-493-976-832-890; 020-736-087-760-763; 021-918-672-412-130; 022-547-604-710-589; 025-481-148-908-267; 025-883-275-487-436; 027-788-678-459-437; 029-993-683-937-259; 032-537-142-372-223; 033-307-264-057-638; 034-232-094-227-296; 036-701-027-719-866; 040-076-055-473-190; 041-341-757-828-591; 041-423-843-394-16X; 041-551-604-874-146; 044-619-647-751-389; 045-374-907-759-007; 047-233-464-585-776; 050-360-463-315-643; 052-913-166-799-338; 053-586-947-305-784; 053-769-473-632-821; 053-840-752-127-667; 053-911-561-843-914; 054-165-560-252-957; 054-370-400-338-308; 055-456-798-573-626; 056-208-075-273-375; 056-294-025-828-41X; 056-308-973-106-243; 056-474-536-765-682; 056-505-335-399-152; 058-080-472-979-921; 064-252-902-688-397; 065-101-378-873-534; 068-463-615-709-007; 073-488-475-139-357; 075-677-147-794-104; 075-945-628-035-860; 083-195-498-851-105; 083-917-883-004-297; 084-041-141-623-315; 092-417-127-959-165; 092-643-424-517-537; 096-875-838-615-143; 099-095-725-205-22X; 099-363-914-522-003; 099-976-101-564-793; 100-059-985-147-236; 100-898-978-885-131; 103-986-100-403-703; 104-326-245-111-261; 106-384-489-675-125; 107-466-592-706-925; 108-816-042-910-677; 110-797-201-786-206; 123-352-883-261-940; 124-039-392-602-582; 129-332-032-423-649; 132-009-159-825-328; 137-052-117-345-217; 143-903-386-580-477; 151-878-263-919-256; 159-119-224-550-138; 159-343-099-412-436; 163-360-046-306-743; 169-117-545-453-148; 175-965-244-807-351; 179-187-453-671-961; 181-469-634-734-658,0,false,,
165-527-683-693-445,Quantifying Corporate Social Responsibility Involvement in Art and Culture Projects in Romania and Bulgaria,,2012,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Irina-Eugenia Iamandi; Laura-Gabriela Constantin,"Abstract The recent crisis has deeply changed the present business environment and new priorities are now emerging for companies in order to meet the economic and social criteria that the society is imposing on them. On a pragmatic approach of business ethics, companies are developing their contribution to social causes by considering a large area of corporate social responsibility CSR projects, aimed at inducing bidirectional benefits, expressed at corporate and societal level. Taking this general context into account, the aim of our present research paper is to investigate and measure the corporate participation in supporting art and culture initiatives in Romania and Bulgaria, in a comparative and empirical approach intended to shed a new light on the development of specific CSR in the two above mentioned countries. In this respect, we analyze the top companies by revenues in Romania and Bulgaria and we construct an innovative index AC-CSR Index for quantifying their implication in art and culture projects in the last years, as a part of their recognized accountability towards society as a whole. The AC-CSR Index, derived as a composite measure of arts and culture actions, aims at encompassing the performance of top companies regarding a broad-spectrum of corporate culture responsibility engagements. The main results emphasize an increasing thoughtfulness of companies in Romania and Bulgaria to this class of CSR projects, especially considering the leader position of the analyzed companies. More detailed results and comments about the AC-CSR Index are also presented.",3,,1122,1127,Business ethics; Accounting; Corporate social responsibility; Business; Revenue; Position (finance); Accountability; Context (language use); Index (economics); Public relations; Organizational culture,,,,,https://www.sciencedirect.com/science/article/pii/S2212567112002845 http://www.sciencedirect.com/science/article/pii/S2212567112002845 https://core.ac.uk/download/pdf/82080752.pdf,http://dx.doi.org/10.1016/s2212-5671(12)00284-5,,10.1016/s2212-5671(12)00284-5,2056605227,,0,012-730-569-927-864; 056-229-676-747-559,6,true,,gold
165-536-507-731-005,"Taste, Information, and Asset Prices: Implications for the Valuation of CSR",2016-05-13,2016,journal article,Review of Accounting Studies,13806653; 15737136,Springer Science and Business Media LLC,Netherlands,Henry L. Friedman; Mirko Stanislav Heinle,"Firms often undertake activities that do not necessarily increase cash flows (e.g., costly investments in corporate social responsibility or CSR), and some investors value these non cash activities (i.e., they have a “taste” for these activities). We develop a model to capture this phenomenon and focus on the asset-pricing implications of differences in investors’ tastes for firms’ activities and outputs. Our model shows that, first, investor taste differences provide a basis for investor clientele effects that are endogenously determined by the shares demanded by different types of investors. Second, because the market must clear at one price, investors’ demands are influenced by all dimensions of firm output even if their preferences are only over some dimensions. Third, information releases cause trading volume, even when all investors have the same information. Fourth, investor taste provides a rationale for corporate spin-offs that help firms better target their shareholder bases. Finally, individual social responsibility can lead to corporate social responsibility when managers care about stock price because price reacts to investments in CSR activities.",21,3,740,767,Shareholder; Corporate social responsibility; Business; Social responsibility; Cash flow; Valuation (finance); Asset (economics); Cash; Monetary economics; Corporate finance,,,,,https://repository.upenn.edu/accounting_papers/15/ https://link.springer.com/article/10.1007/s11142-016-9359-x/fulltext.html https://link.springer.com/article/10.1007/s11142-016-9359-x http://utah-wac.org/2015/Papers/heinle_UWAC.pdf https://econpapers.repec.org/RePEc:spr:reaccs:v:21:y:2016:i:3:d:10.1007_s11142-016-9359-x https://ideas.repec.org/a/spr/reaccs/v21y2016i3d10.1007_s11142-016-9359-x.html https://repository.upenn.edu/cgi/viewcontent.cgi?article=1119&context=accounting_papers https://www.business.utah.edu/sites/default/files/friedman_heinle_141015_0.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=5664272 https://core.ac.uk/download/132269997.pdf,http://dx.doi.org/10.1007/s11142-016-9359-x,,10.1007/s11142-016-9359-x,3121844339,,0,000-819-292-422-585; 001-306-368-968-289; 002-536-644-252-106; 003-229-805-494-410; 008-341-588-787-365; 009-038-692-583-770; 012-416-045-324-565; 014-470-004-966-414; 014-500-386-687-828; 017-457-587-896-536; 017-513-614-620-02X; 018-605-653-796-524; 024-101-757-268-222; 025-753-877-935-085; 027-208-805-619-111; 027-918-341-504-020; 031-495-396-151-771; 032-468-144-467-57X; 035-937-201-964-889; 036-008-609-566-438; 039-008-416-845-325; 040-161-071-744-962; 041-270-180-015-178; 044-519-482-600-41X; 048-368-095-297-238; 056-847-929-705-364; 059-693-994-457-467; 061-188-247-172-016; 062-594-859-444-131; 067-014-484-981-579; 071-099-507-704-700; 072-087-175-214-622; 074-415-251-794-220; 075-191-290-613-329; 076-452-869-117-366; 084-344-255-632-568; 088-163-471-396-822; 091-519-571-647-724; 099-898-555-692-393; 100-130-700-330-504; 103-658-897-761-985; 103-912-362-904-450; 103-990-895-002-373; 105-174-929-604-362; 106-562-156-147-139; 108-265-789-603-298; 110-620-209-650-406; 110-909-363-889-113; 111-140-829-208-700; 115-115-375-752-728; 116-683-011-690-388; 116-870-074-840-922; 118-195-403-002-601; 121-339-606-195-173; 125-539-841-149-814; 128-600-739-641-49X; 130-185-490-312-282; 147-488-927-094-122; 151-139-857-399-404; 165-048-065-860-084; 181-514-487-035-514,69,true,,green
165-726-235-577-717,Motives for Corporate Social Responsibility in Chinese Food Companies,2018-01-05,2018,journal article,Sustainability,20711050,MDPI AG,Switzerland,Dongyong Zhang; Qiaoyun Ma; Stephen Morse,"This paper explores the connection between corporate social responsibility (CSR) and food safety and how best to promote CSR in Chinese food companies by comparing two groups of food companies, one which had food safety incidents in the previous three years and one which had no food safety incidents during the same period. Managers of 498 food companies in 17 regions of China were surveyed. It was found that companies where the senior management gave higher levels of support and commitment to CSR and companies that had higher levels of CSR engagement had lower food safety incident rates. Motives for CSR engagement by food companies are the expected benefits that might accrue to the company including helping to achieve strategic objectives, improving daily management, ensuring food safety, improving internal cooperation, enhancing food quality, improving employees’ skills at work, increasing employee benefit and improving their morale, and maintaining business integrity. It was also found that the external factors for CSR engagement are consumer demand, as well as pressures from the government and from other companies in the supply chain. Finally, the paper makes a number of suggestions for improvements in policy",10,2,117,,,,,,,https://core.ac.uk/download/146460244.pdf,http://dx.doi.org/10.3390/su10010117,,10.3390/su10010117,,,0,010-135-802-752-097; 011-037-681-126-926; 012-401-402-781-675; 013-846-158-771-86X; 019-374-060-971-607; 020-363-068-590-27X; 032-282-099-217-68X; 033-267-666-255-414; 034-558-793-771-477; 039-080-425-058-100; 044-159-689-083-37X; 047-530-552-463-075; 050-220-102-095-804; 051-328-194-713-542; 058-422-677-442-922; 058-785-617-190-260; 059-319-059-548-907; 066-890-126-597-730; 075-052-437-119-676; 088-444-133-409-855; 127-923-034-705-406; 139-768-673-967-697,14,true,cc-by,gold
166-641-990-292-866,A responsabilidade social corporativa analisada em Exame.com,2018-08-10,2018,journal article,Desenvolve Revista de Gestão do Unilasalle,23165537,Centro Universitario La Salle - UNILASALLE,,Fabrício Martins Carvalho da Silva; Júlio Cesar Andrade de Abreu,"Whether it is academic relevance, or even the resulting publicity for companies, corporate social responsibility (CSR) is in evidence. This article aims to analyze how CSR is approached in the reports of a specialized business website since reports of this nature usually influence managers in decision making. In methodological terms, this is a qualitative research, exploratory and descriptive that used the reports on the subject CSR, released to the public in the digital collection of the site Exame.com. Data were processed in the IRAMUTEQ software and analyzed using the technique Hierarchical Descending. The results were categorized into four classes of contents: (a) economic interest of companies and practices of corporate citizenship; (b) influence of stakeholders in corporate actions; (c) CSR as a marketing tool; (d) sustainability, environment and social impact and related CSR theories according to Garriga and Mele (2004). Data analysis shows that classes 1, 2 and 3 correspond to 73.3% of the reports, showing CSR actions focused on business strategies for companies. In class 4, 26.7% of the reports focused on sustainability and the environment, dissociating the ethical and economic relationship.",7,2,09,22,Corporate social responsibility; Business; Relevance (law); Qualitative research; Class (computer programming); Publicity; Social impact; Public relations; Corporate action; Sustainability,,,,,https://revistas.unilasalle.edu.br/index.php/desenvolve/article/download/4389/pdf https://revistas.unilasalle.edu.br/index.php/desenvolve/article/view/4389 https://core.ac.uk/download/pdf/229391912.pdf,http://dx.doi.org/10.18316/desenv.v7i2.4389,,10.18316/desenv.v7i2.4389,2885365208,,0,,1,true,,gold
166-931-688-001-533,Why can CSR seem like putting lipstick on a pig? Evaluating CSR authenticity by comparing practitioner and consumer perspectives,2020-05-18,2020,journal article,Journal of Global Responsibility,20412568,Emerald,,Audra Diers-Lawson; Kerry Coope; Ralph Tench,"Purpose: The aim of this paper is to explain and better understand some of the challenges and even contradictions in relationships between CSR and stakeholder attitudes by comparing consumer and practitioner perspectives on social responsibility, its role in organisations, and its influence on consumer attitudes towards companies. Our objective is to understand and evaluate factors influencing the authenticity of social responsibility as a contributor to an organisation’s value proposition. Design/Methodology/Approach: Focus groups of consumers and practitioners (N = 39) were asked to explore CSR in a semi-structured discussion. Themes were analysed using a constant comparative method. Findings: These data suggest that rather than existing on a continuum of authenticity, there are clear paths emerging for CSR efforts to be deemed authentic versus inauthentic that can begin to better explain the often-contradictory findings with regard to consumer attitudes towards CSR and an organisation’s value proposition. Consumer efficacy to influence an organisation and localised CSR emerge as critical determinants for evaluations of CSR as authentic. Further, these data also suggest practitioners may not understand consumer motivations and attitudes about CSR. Practical Implications: Ultimately, these data produce testable models for authentic (i.e., motivator) and inauthentic (hygiene) consumer judgments about CSR and draw implications for CSR leadership, learning, and management. Originality/ Value: These data provide new insights into evaluations of CSR to explain when and why it can fail to meet its objectives.",11,4,329,346,Corporate social responsibility; Social responsibility; Grounded theory; Psychology; Stakeholder; Value (ethics); Originality; Public relations; Focus group; Value proposition,,,,,https://www.emerald.com/insight/content/doi/10.1108/JGR-02-2020-0033/full/html https://core.ac.uk/download/305112451.pdf,http://dx.doi.org/10.1108/jgr-02-2020-0033,,10.1108/jgr-02-2020-0033,3016594459,,0,001-515-383-583-257; 002-071-581-767-77X; 002-588-501-684-037; 002-929-446-634-493; 005-805-453-463-041; 009-581-717-251-460; 012-097-800-965-775; 013-479-858-787-158; 019-532-338-820-418; 022-711-677-224-161; 026-125-005-387-754; 027-099-822-846-041; 028-661-237-836-979; 032-770-567-839-985; 037-479-522-981-871; 043-005-206-942-689; 043-605-651-281-566; 046-238-215-461-795; 048-894-986-709-822; 051-082-885-343-627; 051-134-895-616-555; 054-675-952-567-851; 055-159-395-342-048; 055-189-554-841-408; 060-901-733-290-311; 061-963-694-263-942; 063-717-313-646-325; 066-400-343-948-766; 069-275-501-008-622; 071-286-439-480-736; 077-895-274-233-973; 081-658-622-679-978; 090-943-053-721-310; 094-620-439-196-263; 099-743-554-856-978; 101-492-392-431-454; 102-365-370-080-096; 113-599-885-851-620; 133-546-417-719-596; 145-930-417-276-272; 155-879-175-881-390; 162-290-133-902-677; 165-028-854-687-36X; 189-528-849-613-958,7,true,,green
167-601-738-991-630,I Benefici della Corporate Social Responsibility nella Creazione di Valore Sostenibile: il Ruolo delle Risorse di Competenza e del Capitale Reputazionale,,,journal article,Economia Aziendale Online,20385498,,,Brunella Arru; Marco Ruggieri,"Social responsibility has been studied from different disciplines, especially in moments of crisis like the present, where increases the relevance of the trade-off between costs and benefits of CSR practices implementation. The observation of reality shows an increasing number of business oriented to integration of ethical, social and environmental issues into their strategies, trying to meet the expectations of a growing stakeholders audience. The aim of this study was to analyze the most important scientific contributions, with particular attention to the approach focused on the effects of the company's key intangible resources generated by CSR investments. These give rise to benefits both internal, analyzed in light of the RBP, and external related to the company's reputation dimension.",7,1,17,41,Cost–benefit analysis; Corporate social responsibility; Business; Social responsibility; Marketing; Reputation,,,,,http://riviste.paviauniversitypress.it/index.php/ea/article/view/1707/1853 http://193.204.40.129/index.php/ea/article/view/1707/1853 http://riviste.paviauniversitypress.it/index.php/ea/article/download/1707/1853 http://193.204.40.129/index.php/ea/article/download/1707/1853,http://dx.doi.org/10.6092/2038-5498/7.1.17-41,,10.6092/2038-5498/7.1.17-41,2436256886,,0,000-931-581-271-138; 002-111-864-790-877; 002-322-346-198-144; 002-664-126-254-642; 004-699-534-320-672; 005-508-948-288-037; 006-191-017-398-194; 006-263-662-774-877; 006-362-204-425-921; 006-925-317-317-691; 009-475-513-208-357; 009-905-301-503-87X; 010-137-420-730-422; 010-346-721-629-150; 011-179-053-623-589; 011-398-481-468-124; 011-515-652-625-105; 012-890-994-887-077; 014-255-721-870-130; 014-904-025-590-079; 014-921-911-677-042; 014-991-446-112-33X; 015-491-385-379-123; 019-785-607-877-590; 019-863-059-761-511; 019-969-082-908-636; 020-127-948-138-105; 020-175-810-363-509; 020-184-234-955-85X; 020-828-843-756-021; 021-918-672-412-130; 022-050-113-408-381; 022-321-154-237-170; 022-816-522-168-266; 023-620-541-527-705; 024-289-061-053-618; 025-657-141-127-333; 025-885-727-820-308; 026-862-306-374-543; 028-578-958-106-135; 029-262-650-207-71X; 030-475-929-639-100; 031-080-587-181-477; 031-537-161-323-99X; 031-790-757-078-20X; 031-846-044-582-764; 033-445-837-262-66X; 033-530-171-230-990; 034-259-979-660-337; 034-884-431-260-18X; 035-038-779-700-282; 035-485-649-808-871; 035-795-888-211-806; 037-094-748-467-296; 037-366-826-741-745; 037-733-347-879-415; 037-759-954-815-064; 038-659-021-059-963; 040-076-055-473-190; 040-344-640-544-410; 040-974-956-449-002; 041-977-847-341-115; 041-988-014-008-792; 042-815-235-715-838; 043-371-079-640-361; 043-447-864-724-702; 044-182-757-329-622; 044-649-984-526-999; 045-601-918-849-830; 045-988-720-226-91X; 047-028-636-080-908; 047-062-234-198-718; 047-084-373-523-100; 047-262-073-833-982; 047-825-098-899-511; 050-054-935-778-422; 050-630-871-989-003; 051-579-452-365-859; 051-594-973-096-530; 051-640-759-879-037; 051-874-175-549-837; 051-875-265-995-253; 052-658-475-961-268; 053-195-536-333-811; 054-242-714-156-746; 054-627-399-895-051; 054-744-184-822-931; 055-127-219-449-931; 055-462-883-605-70X; 055-623-644-389-901; 056-126-178-605-45X; 057-482-606-470-510; 057-841-567-916-883; 059-005-189-409-76X; 059-029-156-049-151; 061-032-025-769-668; 061-829-988-617-171; 062-777-472-155-775; 063-168-024-152-637; 063-824-770-658-632; 064-438-261-806-271; 064-817-435-185-090; 064-890-145-058-772; 065-521-345-163-596; 065-635-282-815-141; 065-753-520-612-620; 065-793-895-967-387; 066-295-939-078-923; 066-557-211-869-797; 067-669-086-371-633; 067-736-898-510-464; 068-411-190-152-631; 069-017-303-159-639; 070-750-366-367-301; 072-331-083-100-697; 073-230-085-355-937; 074-038-530-010-037; 074-133-506-118-131; 074-303-699-146-372; 074-789-033-230-01X; 075-626-739-954-909; 076-273-485-445-316; 076-953-685-804-079; 078-666-887-397-265; 079-156-881-566-52X; 079-215-497-947-085; 080-320-488-377-076; 081-017-778-263-338; 081-317-806-166-194; 082-815-961-326-23X; 083-412-425-907-866; 083-532-334-168-814; 084-335-955-787-419; 084-599-133-768-461; 084-725-164-042-764; 085-104-168-839-740; 085-266-416-379-803; 086-550-595-479-061; 087-634-677-362-881; 088-919-850-566-219; 089-139-642-815-099; 089-621-912-811-772; 090-679-784-777-780; 092-164-132-026-703; 093-961-496-833-934; 094-988-037-343-975; 095-563-400-885-676; 096-423-303-329-717; 096-928-385-926-905; 097-106-240-878-31X; 097-483-965-309-484; 098-765-093-420-071; 099-085-870-469-302; 099-427-914-185-65X; 099-822-284-868-13X; 100-294-259-882-658; 100-565-527-499-834; 102-547-549-691-45X; 104-303-239-152-807; 104-383-774-669-763; 106-062-229-477-294; 106-672-198-891-30X; 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167-768-820-114-13X,Consumer reactions to corporate tax strategies: the role of political ideology,,2017,journal article,Journal of Business Research,01482963,Elsevier BV,Netherlands,Paolo Antonetti; Mattia Anesa,"Abstract This study contributes to research on how stakeholders react to corporate tax strategies (CTSs). In two experiments we show that consumers are more likely to react negatively to ‘aggressive’ rather than to reward ‘conservative’ CTSs. The impact of CTSs on consumer reactions is mediated by the perceived ethicality of the firm and moderated by individuals' political identification. Right-leaning consumers are less likely than left-leaning consumers to punish companies engaging in tax avoidance. This moderation depends on the personal connection customers have with a particular brand: both left-leaning and right-leaning consumers punish firms they feel close to when such firms engage in aggressive CTSs. The study extends our understanding of the benefits and risks associated with different CTSs. It contributes to debates on the morality of CTSs, showing that political ideology shapes individuals' perceived ethicality of corporations engaged in aggressive tax avoidance.",74,,1,10,Corporate social responsibility; Ideology; Economics; Marketing; Morality; Corporate tax; Moral foundations theory; Tax avoidance; Moderation; Politics,,,,,https://core.ac.uk/display/83983546 https://www.sciencedirect.com/science/article/pii/S0148296316306877 https://espace.library.uq.edu.au/view/UQ:504358 https://qmro.qmul.ac.uk/xmlui/bitstream/123456789/20540/1/Antonetti%20Consumer%20reactions%20to%20corporate%20tax%20strategies%3a%20The%20role%20of%20political%20ideology%202017%20Accepted.pdf https://econpapers.repec.org/RePEc:eee:jbrese:v:74:y:2017:i:c:p:1-10 http://www.sciencedirect.com/science/article/pii/S0148296316306877 https://ideas.repec.org/a/eee/jbrese/v74y2017icp1-10.html https://core.ac.uk/download/80685224.pdf,http://dx.doi.org/10.1016/j.jbusres.2016.12.011,,10.1016/j.jbusres.2016.12.011,2573808044,,0,000-264-352-929-470; 002-984-158-829-562; 005-341-799-154-913; 009-054-621-642-331; 009-292-371-162-047; 010-801-573-127-539; 010-854-534-444-434; 011-336-598-668-302; 011-617-571-126-360; 012-059-282-293-894; 012-230-412-796-121; 012-803-389-751-026; 013-929-178-842-905; 021-288-732-927-862; 024-208-010-945-520; 025-326-930-739-627; 025-739-334-685-947; 026-297-126-201-267; 031-353-720-170-031; 034-745-591-318-651; 035-458-771-364-107; 036-412-868-663-165; 037-733-749-687-096; 038-342-977-491-106; 040-422-895-285-124; 043-087-931-924-231; 049-645-489-442-265; 050-367-214-579-631; 051-834-309-350-449; 052-726-504-516-692; 055-312-954-045-33X; 057-222-163-681-800; 058-560-587-003-315; 058-887-649-806-928; 062-875-078-146-976; 064-372-419-497-36X; 064-682-467-305-522; 065-208-809-473-007; 066-689-228-876-402; 072-813-199-606-608; 077-811-940-103-863; 078-106-229-576-047; 078-602-468-774-596; 082-016-203-195-428; 088-498-974-521-300; 093-372-978-745-480; 094-119-230-694-377; 096-830-265-236-621; 097-546-455-191-282; 099-898-555-692-393; 104-255-132-891-85X; 104-564-131-108-332; 109-133-149-990-076; 110-456-518-406-501; 115-404-602-753-183; 116-683-011-690-388; 127-330-379-380-746; 127-728-291-438-448; 138-959-981-189-28X; 153-425-556-489-799; 154-951-174-936-924; 182-376-459-799-553; 187-254-335-703-931,43,true,,green
168-717-298-481-063,Large UK retailers' initiatives to reduce consumers' emissions: a systematic assessment,,2017,journal article,Journal of Cleaner Production,09596526,Elsevier BV,Netherlands,Elizabeth Morgan; Anne Tallontire; Timothy J. Foxon,"In the interest of climate change mitigation, policy makers, businesses and non-governmental organisations have devised initiatives designed to reduce in-use emissions whilst, at the same time, the number of energy-consuming products in homes, and household energy consumption, is increasing. Retailers are important because they are at the interface between manufacturers of products and consumers and they supply the vast majority of consumer goods in developed countries like the UK, including energy using products. Large retailers have a consistent history of corporate responsibility reporting and have included plans and actions to influence consumer emissions within them.;  ; This paper adapts two frameworks to use them for systematically assessing large retailers’ initiatives aimed at reducing consumers’ carbon emissions. The Framework for Strategic Sustainable Development (FSSD) is adapted and used to analyse the strategic scope and coherence of these initiatives in relation to the businesses’ sustainability strategies. The ISM ‘Individual Social Material’ framework is adapted and used to analyse how consumer behaviour change mechanisms are framed by retailers. These frameworks are used to analyse eighteen initiatives designed to reduce consumer emissions from eight of the largest UK retail businesses, identified from publicly available data.;  ; The results of the eighteen initiatives analysed show that the vast majority were not well planned nor were they strategically coherent. Secondly, most of these specific initiatives relied solely on providing information to consumers and thus deployed a rather narrow range of consumer behaviour change mechanisms. The research concludes that leaders of retail businesses and policy makers could use the FSSD to ensure processes, and measurements are comprehensive and integrated, in order to increase the materiality and impact of their initiatives to reduce consumer emissions in use. Furthermore, retailers could benefit from exploring different models of behaviour change from the ISM framework in order to access a wider set of tools for transformative system change.",140,,227,238,Corporate social responsibility; Business; Marketing; Order (exchange); Consumer behaviour; Sustainable consumption; Scope (project management); Climate change mitigation; Sustainable development; Sustainability,,,,,http://sro.sussex.ac.uk/id/eprint/57318/ http://www.sciencedirect.com/science/article/pii/S0959652615011609 https://eprints.whiterose.ac.uk/89521/ https://www.sciencedirect.com/science/article/pii/S0959652615011609 https://core.ac.uk/display/30613842 https://core.ac.uk/download/30613842.pdf,http://dx.doi.org/10.1016/j.jclepro.2015.08.069,,10.1016/j.jclepro.2015.08.069,2109258197,,0,002-442-083-752-428; 002-745-798-136-336; 006-361-158-513-634; 008-968-425-410-36X; 010-244-329-115-983; 011-285-278-819-848; 011-855-107-664-441; 013-406-204-232-818; 026-995-242-424-810; 027-631-886-338-992; 034-751-042-803-639; 035-361-879-440-545; 036-334-289-509-752; 038-358-692-533-698; 038-370-529-611-440; 045-319-546-825-889; 047-877-376-486-077; 048-099-024-938-066; 048-621-849-793-139; 051-305-090-366-53X; 052-493-331-399-410; 053-813-475-218-259; 054-796-521-542-522; 057-911-848-930-295; 059-762-804-142-04X; 062-027-856-369-614; 063-410-297-450-683; 065-384-721-135-671; 073-949-378-257-916; 078-365-059-191-57X; 079-833-236-358-205; 088-016-416-848-777; 090-722-107-471-216; 092-910-697-905-213; 095-829-499-133-516; 100-738-032-093-114; 102-620-554-156-097; 106-644-600-673-282; 106-698-788-934-483; 111-354-214-759-251; 111-719-530-074-376; 114-509-962-053-556; 117-596-719-639-247; 126-960-210-691-645; 128-015-331-394-782; 130-017-514-611-525; 130-973-373-882-128; 132-302-873-112-117; 138-640-592-804-256; 150-476-341-433-094; 153-892-977-909-133; 155-928-468-918-079; 164-483-511-928-430; 166-797-671-333-086; 168-112-445-777-381; 172-506-806-329-979; 173-526-410-127-304; 173-846-765-836-145; 173-858-034-889-321; 179-874-884-624-205,10,true,cc-by-nc-nd,green
169-357-942-982-193,"The Implementation of Good Corporate Governance (GCG), Corporate Social Responsibility (CSR) Toward Stock Return and Ethics as Moderating Variables",,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"The study have aim  to test how to implemented of Good Governance  of corporate (GCG), Social Responsibility of corporate (CSR), toward Stock Return and Ethics as a moderating variable. This study uses financial performance, namely ROE and Size as a control variable. The research method uses secondary data multiple regression testing with an analysis unit of 57 annual reports of manufacturing companies registered at idx.co.id processing data using SPSS 20. Output this study  to prove that Good Governance  of corporate (GCG) have a positive impact toward stock return or advantage of stock. Social Responsibility of corporate (CSR) have the effect positive  toward return Stock. And  Ethics cannot strengthen the influence to  Good Governance of Corporate toward Stock Returns; Ethics can strengthen the leverage Social Responsibility of Corporate to Stock return. The limitation in this study is focus on manufacturing companies not all sectors. The implication of the research is on the theory and policy of the company in implementation of ethics in the implementation of GCG and CSR Keywords: Good Corporate Governance, Corporate Social Responsibility, Stock Return, Ethics DOI: 10.7176/RJFA/10-12-15 Publication date:June 30th 201",,,,,,,,,,https://core.ac.uk/download/pdf/234632877.pdf,http://dx.doi.org/10.7176/rjfa/10-12-15,,10.7176/rjfa/10-12-15,,,0,,1,true,cc-by,hybrid
169-526-152-602-963,Social Challenges: Social Innovation through Social Responsibility,,2013,journal article,Periodica Polytechnica Social and Management Sciences,14163837; 15873803,Periodica Polytechnica Budapest University of Technology and Economics,Hungary,Piroska Harazin; Kálmán Kósi,"There are several methods, which can help organizations evaluate and follow up organizational performance. However, beyond traditional performance evaluation there are new aspects that should be involved into the process of evaluation. According to the authors, these aspects are challenges and influence the long-term competitiveness of organizations. This paper concentrates on answers for social challenges and examines the concept and relationship of social innovation and corporate social responsibility. Social innovation is a real challenge today because innovation is a cornerstone of Europe 2020 Strategy. Business organizations also have a role, interest and responsibility in social innovation, because social innovation can and must come from all sectors. It can be stated that business organizations can engage in social innovation through corporate social responsibility. However, there is a question: are business organizations able to be drivers in social innovation through their social responsibility especially with the help of the most current and practical tool of corporate social responsibility, the ISO 26000 standard.",21,1,27,38,Corporate social responsibility; Business; Social responsibility; Social change; ISO 26000; Public relations; Social sustainability; Social philosophy; Social learning; Social engagement,,,,,https://pp.bme.hu/so/article/download/2154/1288 http://periodicapolytechnica.org/so/article/view/2154/1288 https://core.ac.uk/download/236628171.pdf,http://dx.doi.org/10.3311/ppso.2154,,10.3311/ppso.2154,2002784284,,0,031-473-390-307-272; 083-235-620-044-635; 127-387-429-729-107; 177-640-357-280-08X,11,true,,bronze
170-387-724-400-514,Corporate Social Responsibility Reporting: A Comparative Analysis of Tourism and Finance Sectors of G8 Countries,,2016,journal article,Procedia Economics and Finance,22125671,Elsevier BV,,Halil Akmese; Huseyin Cetin; Kadriye Akmese,"Abstract Globalization, ease of information dissemination by means of various media, increasing social consciousness levels of consumers might be specified as the main drivers for corporate social responsibility activities and reporting efforts made by the corporations in order to inform their stakeholders. Corporate social responsibility activities are considered as volunteer efforts made by corporations whereby they satisfy their customers and other stakeholders socially and increase their firm value regarding to their community and social environment as a whole. Meeting the stakeholder expectations and maintaining firm sustainability are two major expected outcomes of social responsibility activities and reporting these efforts within the scope of non-financial indicators. Within the scope of this study tourism and finance industries of G8 countries which are considered as leaders about emerging issues and policy developers are going to be evaluated with respect to corporate social responsibility reporting levels. Recent standards set out by international authorities such as Global Reporting Initiative (GRI) are used as evaluation criteria in order to reveal the utmost efforts made by corporations included in tourism and finance industries.",39,,737,745,Finance; Social environment; Accounting; Corporate social responsibility; Business; Social responsibility; Tourism; Stakeholder; Globalization; Corporate governance; Public relations; Social consciousness,,,,,https://www.sciencedirect.com/science/article/pii/S2212567116302738 https://www.sciencedirect.com/science/article/abs/pii/S2212567116302738 https://core.ac.uk/download/pdf/82673249.pdf,http://dx.doi.org/10.1016/s2212-5671(16)30273-8,,10.1016/s2212-5671(16)30273-8,2512719453,,0,020-221-534-428-525; 048-504-403-586-44X; 109-169-532-133-274; 163-743-544-672-015,15,true,,gold
170-765-596-138-448,Effects of Corporate Social Responsibility on consumer brand loyalty,2019-07-01,2019,journal article,Review of business Management,,,,José Rivera; Enrique Bigné; Rafael Currás-Pérez,"Purpose – This paper analyses the influence of CSR associations on brand loyalty. We propose a theoretical model that includes the mediating role of brand awareness, brand attitude and customer satisfaction in the effect of CSR on loyalty, measured as a second-order reflective construct. Design/methodology/approach – We propose a theoretical model estimated via the analysis of covariance structures using EQS 6.1. Data were obtained using an online survey of 351 Spanish sportswear consumers. Findings – This study illustrates that CSR associations have a direct, positive influence on loyalty, and an indirect influence through their positive effect on brand awareness and consumer satisfaction. Brand attitude does not appear to play a significant role in the influence of CSR on loyalty. Originality/value – We study the effect of CSR associations, brand awareness, satisfaction, and brand attitude as drivers of brand loyalty, conceived as a reflective second-order construct with four dimensions: attitudinal loyalty, purchase intention, expenditure level and intention to recommend. It is important to construct relational marketing strategies that integrate CSR with consumer orientation using the three dimensions of the model validated in the study: brand awareness, satisfaction and brand attitude.",21,3,395,415,Advertising; Corporate social responsibility; Brand awareness; Psychology; Construct (philosophy); Customer satisfaction; Value (ethics); Originality; Loyalty; Brand loyalty,,,,,https://www.scielo.br/scielo.php?script=sci_arttext&pid=S1806-48922019000300395 https://www.scielo.br/pdf/rbgn/v21n3/1983-0807-rbgn-21-03-395.pdf https://www.scielo.br/j/rbgn/a/YFSkdXJwqzPyfzbZghXkLbM/ https://rbgn.fecap.br/RBGN/article/view/4003 https://dialnet.unirioja.es/servlet/articulo?codigo=7049718 https://rbgn.fecap.br/RBGN/article/download/4003/pdf,https://www.scielo.br/j/rbgn/a/YFSkdXJwqzPyfzbZghXkLbM/,,,2962666750,,0,,9,false,,
171-136-580-141-276,REFINING THE ROLE OF THE CORPORATION: THE IMPACT OF CORPORATE SOCIAL RESPONSIBILITY ON SHAREHOLDER PRIMACY THEORY,2005-07-01,2005,journal article,Deakin Law Review,18359264; 13213660,Deakin University,,Hugh Alexander Grossman,"[Evidence indicates that we may be witnessing a redefinition of traditional theories of the role of the corporation. Traditional shareholder primacy theory contends that a corporation is primarily responsible to its share- holders to maximise wealth, consequently social factors should not inter- fere in a corporation’s business operations. In the modern business setting however, a company’s core objective of profit maximisation must be un- derpinned by a proactive approach to corporate social responsibility in order to manage and mitigate a broader array of risk factors. Managing risk via community engagement and the implementation of socially re- sponsible strategies is increasingly linked to business success and stake- holder confidence. Intangibles such as trust, ethics, corporate culture, employee satisfaction, environmental behaviour and community responsi- bility are increasingly relevant to consumers, business partners, govern- ments, special interest groups, existing and potential employees and investors.]",10,2,572,596,Business operations; Special Interest Group; Corporate social responsibility; Economics; Profit (economics); Law; Community engagement; Corporation; Shareholder primacy; Public relations; Organizational culture,,,,,https://ojs.deakin.edu.au/index.php/dlr/article/view/293 https://ojs.deakin.edu.au/index.php/dlr/article/download/293/297 https://core.ac.uk/download/229689239.pdf,http://dx.doi.org/10.21153/dlr2005vol10no2art293,,10.21153/dlr2005vol10no2art293,2343422154,,0,,32,true,,
171-918-835-706-491,Disclosure Effect of Carbon Emission and Corporate Social Responsibility to Financial Performance,,2019,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"The objectives of this research are to examine the effect of Carbon Emission Disclosure and Corporate Social Responsibility Disclosure to financial performance. The objects of this study are consumer goods companies listed in Indonesia Stock Exchange (IDX) for the period 2015-2017. Panel data used in this study are unbalanced panels because a criteria is used for the targeted sample of consumer goods that achieve net profits during each study period so that not all companies have complete data for up to three periods. Total sample in this research are 92 companies, selected with purposive sampling, and analyzed by using multiple regression. The data used in this study are secondary data. The statistical sofware used is SPSS 24. The result of this research indicates that (1) Carbon Emission Disclosure had a positive significant effect on financial performance (2) Corporate Social Responsibility Disclosure had no significant effect on financial performance. Keywords: Financial Performance, Carbon Emission Disclosure, Corporate Social Responsibility Disclosure DOI: 10.7176/JESD/10-12-09 Publication date:June 30th 201",,,,,,,,,,https://core.ac.uk/download/pdf/234649340.pdf,http://dx.doi.org/10.7176/jesd/10-12-09,,10.7176/jesd/10-12-09,,,0,,1,true,cc-by,hybrid
173-220-640-538-764,Business Models for Inclusiveness,,2014,journal article,Procedia - Social and Behavioral Sciences,18770428,Elsevier BV,,Harshit P. Desai,"Abstract Businesses have traditionally contributed to inclusive growth primarily through philanthropy or CSR. However, these initiatives have a modest societal impact when compared to the impact of core business operations on society. So businesses now have to integrate the social responsibility in their core business operations. Business should address inclusiveness and sustainability in their business strategy and not just as an afterthought. Many companies are now adopting such new business models that can deliver affordable products and services to those living in the middle and bottom of the pyramid. This paper looks into examples of how inclusivity can be made an important aspect of business strategy. This paper will look into how select organisations are running successfully and also addressing the larger societal needs through creative solutions to issues like healthcare, livelihood security, poverty etc which are very characteristic of the developing economies.",157,,353,362,Business requirements; Economics; Marketing; Business transformation; Business analysis; New business development; Public relations; Business model; Business case; Electronic business; Philosophy of business,,,,,https://www.sciencedirect.com/science/article/pii/S1877042814058595 https://isfcolombia.uniandes.edu.co/images/201519/LRD5.pdf https://core.ac.uk/display/82652366 https://core.ac.uk/download/pdf/82652366.pdf,http://dx.doi.org/10.1016/j.sbspro.2014.11.039,,10.1016/j.sbspro.2014.11.039,1971811872,,0,000-399-290-613-144; 140-905-991-587-407; 175-875-929-172-433,8,true,,gold
173-245-429-721-556,The Influence of Sustainability Report Disclosure and Implementation of Good Corporate Governance on Earning Response Coefficient,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"This study aims to analyze the influence of disclosure of Corporate Social Responsibility and Good Corporate Governance to Earning Response Coefficient. The sampling technique used is purposive sampling. The research was conducted on the Mining Sector Company with the research period 2014-2016. The estimation of the research model used is multiple regression analysis. The results of this study are by the initial assumption that there is a positive correlation of the influence of CSR disclosure in a sustainability report to the informativeness of earnings (ERC), where the higher disclosure of CSR information indicates better corporate management signals, this ERC will also be higherGood Corporate Governance also has a positive effect on earnings quality calculated by ERC. The better the level of Good Corporate Governance owned by a company will weaken the action of the agent in making profit manipulation that is harmful so that the quality of earnings can increase. Keywords: Corporate Social Responsibility, Good Corporate Governance, and Earning Response Coefficient DOI: 10.7176/EJBM/11-34-05 Publication date: December 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/276531306.pdf,http://dx.doi.org/10.7176/ejbm/11-34-05,,10.7176/ejbm/11-34-05,,,0,,0,true,cc-by,hybrid
173-335-067-776-611,Corporate social responsibility and assurance disclosure practice: an investigation of the top 100 companies in Bangladesh,,2018,journal article,International Journal of Sustainable Economy,17565804; 17565812,Inderscience Publishers,,Nawreen Sobhan; Abeer Hassan; Mary Fletcher,"This study investigates the link between assurances practices of corporate social responsibility (CSR) reports using the top 100 Bangladeshi companies in the year 2015 based on the global reporting initiatives (GRIs). The main objective is to find out to what extent companies in Bangladesh assure their CSR activities. To achieve the research objectives, three research questions are developed to examine the interrelationships between assurance and CSR disclosure, industry sector, and reporting format. We find that, in general, Bangladeshi companies tend to assure their disclosure in the areas of economic performance, labour and society. We find that non-carbon Bangladeshi companies tend to get their CSR disclosure assured. We also find that Bangladeshi companies which adopt assurance tend to disclose more CSR activities on their annual report. Our results, in general, support proactive legitimacy theory as they provide evidence that Bangladeshi companies proactively disclose CSR information in certain areas and seek assurance to enhance stakeholders' confidence and credibility of social and environmental reporting.",10,3,283,313,Accounting; Corporate social responsibility; Business; Annual report; Credibility; Environmental reporting; Legitimacy theory; Industry sector; Research questions; Research objectives,,,,,https://www.inderscienceonline.com/doi/abs/10.1504/IJSE.2018.092863 https://research-portal.uws.ac.uk/en/publications/corporate-social-responsibility-and-assurance-disclosure-practice https://ideas.repec.org/a/ids/ijsuse/v10y2018i3p283-313.html https://myresearchspace.uws.ac.uk/ws/files/5022498/Accepted_Author_Manuscript.pdf https://core.ac.uk/download/pdf/227578328.pdf,http://dx.doi.org/10.1504/ijse.2018.092863,,10.1504/ijse.2018.092863,2796163830,,0,,4,true,,green
173-647-542-535-36X,How different are corporate social responsibility motives in a developing country? Insights from a study of Indian agribusiness firms,2018-07-31,2018,journal article,Thunderbird International Business Review,10964762,Wiley,United States,Anup Raj; Andrei Kuznetsov; Thankom Arun; Olga Kuznetsova,"Against the backdrop of increasing foreign direct investment flows in the developing economies in Asia, the investigation of topical aspects of corporate social responsibility (CSR) in the region increases in importance. We examine the CSR motives of four large indigenous agribusiness firms in India with a view of assessing the validity of the claim that CSR in this country, compared to developed countries, is influenced substantially more by moral, cultural, and religious considerations and less by self-interest and profit seeking. Unlike numerous other investigations of CSR that rely on questionnaires and company reports, our data are drawn from in-depth interviews and theme analysis revealing some intricate motives behind CSR behavior and business conditions that inspire them. Our findings challenge some previously reported results and indicate that the degree to which such a behavior is affected by the state of economic development and cultural differences may be smaller than is often argued.",61,2,255,265,Cultural diversity; Corporate social responsibility; Business; Agribusiness; Profit (economics); Stakeholder management; Foreign direct investment; Market economy; Indigenous; Developing country,,,,,https://onlinelibrary.wiley.com/doi/abs/10.1002/tie.22016 http://repository.essex.ac.uk/22971/ https://clok.uclan.ac.uk/23519/ https://core.ac.uk/download/159754389.pdf,http://dx.doi.org/10.1002/tie.22016,,10.1002/tie.22016,2885903978,,0,003-388-302-214-34X; 007-351-167-678-040; 009-024-987-910-508; 010-615-958-268-069; 010-942-657-615-432; 011-843-784-255-663; 014-904-025-590-079; 016-314-693-256-650; 017-126-130-578-937; 018-647-905-403-885; 020-359-761-522-599; 021-862-840-020-92X; 022-617-482-789-778; 023-431-927-083-622; 025-011-862-797-967; 026-628-601-055-929; 027-635-631-130-303; 028-495-930-392-172; 031-298-008-043-857; 033-025-753-354-072; 037-206-033-409-635; 037-659-768-717-825; 042-459-670-208-875; 042-552-639-594-292; 047-071-950-478-264; 047-450-488-831-573; 050-607-299-458-459; 052-040-185-996-003; 052-871-210-876-554; 053-633-117-708-364; 055-159-395-342-048; 064-786-623-022-10X; 064-925-829-679-26X; 072-406-253-389-942; 076-813-995-254-100; 077-506-590-000-424; 077-736-839-194-556; 078-878-622-221-576; 088-919-850-566-219; 090-593-429-870-211; 091-058-642-430-33X; 096-526-159-390-223; 098-422-572-218-714; 098-733-242-419-693; 099-889-845-645-064; 102-815-602-033-113; 107-274-748-521-438; 109-899-716-312-618; 110-116-335-452-723; 113-862-205-141-699; 115-373-591-444-545; 118-278-281-847-73X; 126-944-201-318-136; 127-728-291-438-448; 138-068-799-728-970; 159-592-129-993-014; 162-290-133-902-677; 168-481-256-624-152; 197-717-613-879-509,11,true,,green
175-288-005-702-418,Shedding light on the impact of financial literacy for corporate social responsibility during the COVID-19 crisis: managerial and financial perspectives,2022-08-23,2022,journal article,Management Decision,00251747; 17586070,Emerald,United Kingdom,Gian Paolo Stella; Enrico Maria Cervellati; Domitilla Magni; Valentina Cillo; Armando Papa,"<jats:sec><jats:title content-type=""abstract-subheading"">Purpose</jats:title><jats:p>The aim of this paper is to help management scholars and executives learn from the COVID-19 global crisis by analyzing if and how the level of financial literacy affected stakeholders' sensitivity to corporate social responsibility (CSR) issues during the pandemic, as well as identifying whether financial literacy is an important variable to account for in the postpandemic period. The authors test the relationship between objective (measurable) and subjective (self-assessed) financial literacy, as well as financial happiness (i.e. satisfaction with one's current financial situation) with CSR during the pandemic. High levels of financial literacy cause individuals to reward companies that implement CSR strategies and processes.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Design/methodology/approach</jats:title><jats:p>The authors designed an online survey and obtained data on objective and subjective financial literacy, financial happiness and COVID-19 infections, as well as on the demographic and socioeconomic characteristics of a representative sample of 1,334 Italian respondents. From a methodological point of view, the authors perform a factor analysis on the CSR-related questions to extract the principal components (PCs) that were used as dependent variables in the regression models to analyze the effects of explanatory variables (financial literacy, financial happiness and COVID-19 infections) and consider the control variables (demographic and socioeconomic characteristics). The authors follow a theoretical approach merging stakeholder theory with CSR.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Findings</jats:title><jats:p>Respondents with a high level of financial literacy and financial happiness are highly sensitive to all CSR components (ethical, philanthropic, economic and legal social responsibilities). Being infected by COVID-19 increased participants' sensitivity to ethical and philanthropic social responsibility (SR), but not to economic and legal SR. The more educated and employed respondents were, the more sensitive they were to CSR, especially compared to their less educated and unemployed counterparts.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Research limitations/implications</jats:title><jats:p>While the sample used is large and representative of the Italian population, Italy is an interesting and useful case to analyze, given that it was the first Western country to be severely hit by COVID-19; since the paper only refers to a specific country scenario, the results cannot be generalized to other countries. A cross-country comparison relating financial literacy and financial happiness to CSR during the COVID-19 pandemic period would be desirable. The research study has theoretical implications for management scholars since the authors show that, during the pandemic period, financial education and financial happiness are relevant in explaining stakeholders' greater sensitivity to CSR issues. The findings may thus help scholars to learn from the COVID-19 period, with the aim of further developing and enhancing stakeholders' theory.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Practical implications</jats:title><jats:p>The research also has practical implications, both for corporate executives and for policymakers, helping them to learn from the COVID-19 global crisis concerning the role of financial literacy and financial happiness on CSR sensitivity and, consequently, how they may consider these important variables in the postpandemic era. On the one hand, executives may improve stakeholders' segmentation and eventually modify CSR policies, considering the higher sensitivity of their stakeholders' due to a higher degree of financial literacy. On the other hand, the findings suggest that policymakers should have a stronger role in supporting employment and education in general and in promoting programs to improve financial literacy to increase stakeholders' sensitivity to CSR, thus further stimulating the inclusion of CSR factors in companies' strategies. Increasing stakeholders' sensitivity to CSR will, in turn, increase the propensity of companies to include SR in their strategies. Thus, increasing financial literacy will have tangible positive effects of increasing CSR. Given the greater role played by companies during the COVID-19 period with respect to societal risk, the findings seem particularly useful.</jats:p></jats:sec><jats:sec><jats:title content-type=""abstract-subheading"">Originality/value</jats:title><jats:p>To the best of the authors’ knowledge, this study represents the first that links financial literacy and financial happiness with CSR during the COVID-19 crisis. The large and representative dataset, as well as the use of specific variables related to financial literacy, financial happiness and COVID-19 infections in the CSR assessment model, makes our analysis original, robust and significant by contributing to the CSR literature and to the financial literacy literature from a methodological point of view, as well as by informing corporate executives and policymakers about the role of financial literacy with regard to CSR during the pandemic, which may help them in learning how to improve their decisions and actions in the postpandemic era.</jats:p></jats:sec>",60,10,2801,2823,Financial literacy; Corporate social responsibility; Socioeconomic status; Happiness; Stakeholder; Financial crisis; Accounting; Business; Economics; Finance; Public relations; Psychology; Political science; Sociology; Social psychology; Population; Demography; Macroeconomics,,,,,,http://dx.doi.org/10.1108/md-12-2021-1681,,10.1108/md-12-2021-1681,,,0,001-170-044-677-055; 001-170-736-991-715; 001-964-649-738-847; 003-575-763-136-333; 004-976-543-734-781; 005-975-088-064-748; 007-030-829-402-768; 007-353-720-210-62X; 007-692-623-074-781; 007-727-205-417-929; 008-067-191-128-477; 008-359-637-409-72X; 011-210-855-691-981; 011-631-304-277-747; 014-229-080-427-104; 017-739-860-924-469; 017-782-246-806-570; 018-606-075-915-716; 020-832-415-824-843; 022-252-514-238-390; 022-380-835-067-349; 023-116-314-094-644; 026-853-140-857-240; 027-892-634-351-23X; 031-080-587-181-477; 033-419-680-124-445; 043-605-651-281-566; 050-698-489-956-308; 054-132-954-808-806; 056-126-178-605-45X; 057-554-061-763-064; 060-571-945-430-102; 061-520-308-064-265; 061-533-948-133-25X; 066-400-343-948-766; 069-979-400-051-010; 076-495-895-608-791; 078-204-867-129-435; 079-363-214-561-671; 081-993-899-039-277; 085-487-064-768-950; 085-649-144-257-594; 088-890-798-033-514; 091-231-418-128-829; 092-576-289-143-458; 093-007-312-043-778; 094-308-341-507-012; 096-531-557-344-106; 099-113-112-136-90X; 103-864-489-925-431; 107-274-748-521-438; 109-219-180-104-391; 111-086-134-842-356; 114-481-758-840-550; 115-373-591-444-545; 117-970-830-387-225; 118-013-216-581-193; 119-054-672-488-459; 121-463-988-631-580; 131-294-950-045-808; 131-761-546-014-209; 154-829-455-436-871; 174-241-645-383-625; 178-952-300-494-174; 181-273-484-996-470; 185-050-475-065-604,0,false,,
175-414-332-745-161,Kebijakan Corporate Social Responsibility (CSR) sebagai Strategi Hukum dalam Pemberdayaan Masyarakat di Indonesia,2020-03-25,2020,journal article,Jurnal Wawasan Yuridika,25490753; 25490664,Sekolah Tinggi Hukum Bandung,,Hari Sutra Disemadi; Paramita Prananingtyas,"Abstrak Pembangunan berkelanjutan (sustainable development) dimaksudkan agar perusahaan mensinergikan aspek keuntungan (nilai ekonomis) dengan aspek lingkungan, serta aspek sosial seperti pemberdayaan masyarakat. Penelitian ini bertujuan untuk mengetahui kebijakan pengaturan tanggung jawab sosial dan lingkungan oleh perusahaan di Indonesia sebagai strategi pemberdayaan masyarakat. Penelitian ini bersifat deskriptif dengan jenis penelitian hukum normatif. Penelitian ini menunjukkan tanggung jawab perusahaan terhadap aspek sosial dan lingkungan dilakukan dengan pelaksanaan corporate social responsibility (CSR). Konsep CSR di Indonesia telah memperoleh legitimasi hukum untuk dilaksanakan oleh perusahaan swasta maupun badan usaha milik negara (BUMN). Kebijakan CSR merupakan strategi hukum yang digunakan dalam peningkatan pemberdayaan masyarakat melalui program-program bantuan pendidikan gratis, pelatihan pengembangan usaha lokal untuk membuka peluang usaha bagi masyarakat, serta program kepedulian berupa recruitment tenaga kerja lokal. Kata Kunci: Corporate Social Responsibility; Kebijakan Hukum; Pemberdayaan Masyarakat. Abstra ct Sustainable development is intended for companies to synergize aspects of profit (economic value) with environment aspects and social aspects such as community empowerment. This study aims to determine regulatory policies regarding social and environmental responsibility by companies in Indonesia as a community empowerment strategy. This research is descriptive research with normative legal research methods. This research shows the company's responsibility towards social and environmental aspects is carried out by implementing corporate social responsibility (CSR). The concept of CSR in Indonesia has gained legal legitimacy to be implemented by private companies and state-owned enterprises (BUMN). The CSR policy is a legal strategy used in enhancing community empowerment through free education assistance programs, local business development training to open business opportunities for the community, and awareness programs in the form of recruitment of local workers.",4,1,1,16,Corporate social responsibility; Political science; Business administration; Legal policy; Community development,,,,,http://www.sthb.ac.id/ejournal/index.php/jwy/article/download/328/180 https://ejournal.sthb.ac.id/index.php/jwy/article/view/328 http://www.sthb.ac.id/ejournal/index.php/jwy/article/view/328 https://ejournal.sthb.ac.id/index.php/jwy/article/download/328/180 https://core.ac.uk/download/322569552.pdf,http://dx.doi.org/10.25072/jwy.v4i1.328,,10.25072/jwy.v4i1.328,3014144485,,0,,5,true,cc-by-sa,gold
177-365-931-335-003,The Financial Effects of Uniform and Mixed Corporate Social Performance,2013-11-11,2013,journal article,Journal of Management Studies,00222380; 14676486,Wiley,United Kingdom,Ioannis Oikonomou; Chris Brooks; Stephen Pavelin,"Firms typically present a mixed picture of corporate social performance (CSP), with positive and negative indicators exhibited by the same firm. Thus, stakeholders' judgments of corporate social responsibility (CSR) typically evaluate positives in the context of negatives, and vice versa. Building on social judgment theory, we present two alternative accounts of how stakeholders respond to such complexity, which provide differing implications for the financial effects of CSP: reciprocal dampening and rewarding uniformity. Echoing notable findings on strategic consistency, our US panel study finds that firms that exhibit uniformly positive or uniformly negative indicators in particular dimensions of CSP outperform firms that exhibit a mixed picture of positives and negatives, which supports the notion that stakeholders' judgments of CSR reward uniformity.",51,6,898,925,Finance; Corporate social responsibility; Business; Social judgment theory; Corporate communication; Consistency (negotiation); Reciprocal; Context (language use); Corporate social performance,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2477198 https://researchportal.bath.ac.uk/en/publications/the-financial-effects-of-uniform-and-mixed-corporate-social-perfo https://dialnet.unirioja.es/servlet/articulo?codigo=4773799 https://econpapers.repec.org/RePEc:bla:jomstd:v:51:y:2014:i:6:p:898-925 https://onlinelibrary.wiley.com/doi/abs/10.1111/joms.12064 https://ideas.repec.org/a/bla/jomstd/v51y2014i6p898-925.html https://core.ac.uk/download/42147631.pdf,http://dx.doi.org/10.1111/joms.12064,,10.1111/joms.12064,2138631660,,0,002-664-126-254-642; 010-402-554-154-410; 011-792-890-101-193; 014-169-995-296-438; 015-999-921-788-017; 016-585-925-105-806; 018-476-389-920-611; 019-806-548-132-918; 021-886-562-866-365; 026-449-509-255-772; 026-557-651-848-163; 033-025-753-354-072; 034-259-979-660-337; 034-978-984-152-207; 042-783-924-436-777; 043-486-855-938-524; 043-605-651-281-566; 044-161-762-520-250; 044-217-944-266-572; 044-696-166-100-971; 047-084-373-523-100; 051-974-299-010-575; 051-974-821-573-208; 053-195-536-333-811; 054-743-639-411-318; 057-726-555-355-181; 059-519-145-470-081; 060-250-330-475-059; 062-300-894-288-182; 062-541-002-045-351; 063-149-199-202-33X; 064-786-623-022-10X; 066-400-343-948-766; 068-449-207-953-958; 069-533-155-665-652; 070-932-441-575-432; 074-791-843-353-639; 078-422-812-130-653; 082-815-961-326-23X; 084-794-805-923-262; 086-260-434-815-196; 094-682-881-210-156; 103-677-632-250-120; 104-634-020-378-357; 108-608-622-604-354; 115-170-653-019-035; 116-073-874-085-716; 118-013-216-581-193; 118-502-157-753-318; 127-356-618-215-912; 129-248-945-741-80X; 129-956-702-720-569; 152-114-546-375-232; 155-879-175-881-390; 172-851-823-105-624; 180-097-640-359-355,53,true,,green
177-883-943-835-080,"Campaign participation, spreading electronic word of mouth, purchase: how to optimise corporate social responsibility, CSR, effectiveness via social media?",2020-11-11,2020,journal article,European Journal of Management and Business Economics,24448451; 24448494,Emerald,Spain,Svetlana Bialkova; Stephanie te Paske,"Purpose: The purpose of this paper is to investigate how to optimise corporate social responsibility (CSR) when communicating via social media. In particular, the communication type, cause proximity and CSR motives are addressed facing the increased demand for transparency and the grown consumers' expectations towards socially responsible brands.; Design/methodology/approach: Online survey was developed, based on a profound literature review and a field research we did on the actual social media behaviour of socially responsible brands. Consumers attitudes and behavioural reactions in terms of willingness to participate in a campaign, to spread e-WOM and to purchase were investigated, as a function of CSR motives (value vs performance vs value and performance) and cause proximity (national vs international), respectively, with monologue (study 1) and dialogue communication type (study 2).; Findings: Cause proximity enhanced the campaign participation, and this effect was pronounced for both, monologue and dialogue type of communication. CSR motives modulated the willingness to spread electronic word-of-mouth, and this holds for both, monologue and dialogue communication. Attitudes and purchase intention were highest when value- and performance-driven motives were communicated, but these effects appeared only when the message was in a dialogue form of communication. Message credibility and CSR motives credibility perception further modulated consumers response.; Practical implications: The outcomes could be used in developing marketing (communication) strategies leading to values and revenues optimisation.",30,1,108,126,Advertising; Field research; Corporate social responsibility; Business; Social responsibility; Perception; Value (ethics); Credibility; Transparency (behavior); Social media,,,,,https://www.emerald.com/insight/content/doi/10.1108/EJMBE-08-2020-0244/full/html https://researchonline.ljmu.ac.uk/id/eprint/13961/ https://www.emerald.com/insight/content/doi/10.1108/EJMBE-08-2020-0244/full/pdf?title=campaign-participation-spreading-electronic-word-of-mouth-purchase-how-to-optimise-corporate-social-responsibility-csr-effectiveness-via-social-media https://dialnet.unirioja.es/servlet/articulo?codigo=7839777 https://core.ac.uk/download/pdf/341655363.pdf,http://dx.doi.org/10.1108/ejmbe-08-2020-0244,,10.1108/ejmbe-08-2020-0244,3097927788,,0,002-660-657-922-816; 004-120-348-453-468; 005-805-453-463-041; 008-736-978-360-515; 009-299-623-546-736; 014-028-679-187-281; 014-701-446-924-938; 018-606-075-915-716; 022-658-442-778-709; 028-292-403-780-712; 028-292-605-075-78X; 034-009-013-736-83X; 038-984-236-962-569; 040-076-055-473-190; 040-424-167-247-452; 053-134-930-560-845; 056-126-178-605-45X; 061-032-025-769-668; 061-651-775-098-659; 062-381-435-229-359; 072-645-927-186-788; 077-339-455-815-49X; 081-579-693-159-480; 088-049-228-430-614; 090-859-875-138-229; 092-235-131-089-660; 093-593-687-451-086; 109-881-515-874-360; 116-017-667-784-964; 116-243-232-987-688; 117-060-314-324-487; 117-404-452-177-864; 122-848-067-863-372; 129-702-090-063-026; 134-594-905-933-842; 138-290-125-463-635; 139-503-766-807-533; 146-483-378-721-816; 154-542-511-808-660; 162-290-133-902-677; 174-147-758-130-789; 174-471-746-238-834; 184-144-803-763-403; 195-189-710-734-767,9,true,cc-by,gold
179-911-430-992-011,The Influence of Corporate Social Responsibility (CSR) and Social Media on the Strategy Formulation Process,2020-07-28,2020,journal article,Sustainability,20711050,MDPI AG,Switzerland,Gordon Bowen; Dominic Appiah; Sebastian Okafor,"The current theory on strategy formulation is based significantly on environmental analysis and leveraging strategic capability. There is limited understanding of how corporate social responsibility (CSR) and social media strategies could develop the strategy formulation to improve strategic outcomes. The input into the strategic formulation process does not tend to take account of customers’ inclination for CSR practices and policies. This is particularly important for consumers who can spurn organisations that do not incorporate ethical practices in their core values. The paper aims to show that social media is an inclusive tool, because of the duplex communication techniques that enhance it, and CSR is complementary to building a robust strategic planning process. The methodology is a qualitative case study using a reflective perspective based on a complete participant role. The results demonstrate that there are challenges in operating a strategic planning process that is situated in an uncertain, volatile and dynamic business environment; it requires an integrated partnership between the inter-organisational actors and other stakeholders. Social media is the integrator of resources and CSR helps to build relationships, acting as a reinforcer of trust.",12,15,6057,,Situated; Corporate social responsibility; Business; Business analytics; Corporate governance; Process (engineering); Strategic planning; Social media; Knowledge management; General partnership,,,,,https://ideas.repec.org/a/gam/jsusta/v12y2020i15p6057-d390914.html https://doaj.org/article/1e7deed112ed4c9bb3c1e179d7d97d3e https://www.mdpi.com/2071-1050/12/15/6057/pdf https://www.mdpi.com/2071-1050/12/15/6057 https://core.ac.uk/download/327986701.pdf,http://dx.doi.org/10.3390/su12156057,,10.3390/su12156057,3045617336,,0,006-116-221-553-171; 006-333-985-744-139; 007-921-908-419-372; 009-346-756-609-170; 014-026-589-015-997; 015-574-759-409-256; 020-184-234-955-85X; 021-691-285-357-238; 025-116-594-421-453; 027-628-354-584-538; 033-445-837-262-66X; 035-092-774-503-340; 040-367-204-379-457; 042-082-323-098-23X; 042-794-877-020-931; 043-926-684-027-545; 045-155-108-867-861; 045-300-336-083-944; 052-089-338-294-078; 053-419-693-088-944; 054-729-753-012-846; 056-280-813-035-931; 060-208-223-735-266; 060-991-051-418-412; 061-108-937-221-783; 069-533-155-665-652; 071-436-508-746-368; 074-013-687-233-801; 074-934-741-757-208; 082-753-693-594-885; 089-621-912-811-772; 092-869-169-821-524; 093-064-960-009-560; 094-150-374-958-509; 096-244-176-584-008; 100-386-500-021-941; 105-486-410-107-207; 117-031-893-750-188; 118-795-321-245-318; 131-586-439-905-270; 136-515-286-315-336; 138-068-799-728-970; 139-672-386-828-719; 141-537-388-147-634; 150-756-983-846-92X; 152-563-409-766-572; 156-208-441-443-940; 165-899-997-901-507; 166-405-723-185-236; 171-507-145-148-254; 173-318-223-128-364; 177-546-504-206-437; 179-608-372-698-452,9,true,cc-by,gold
181-546-814-635-194,The Roles of Leadership Styles in Corporate Social Responsibility.,2012-05-10,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Shuili Du; Valérie Swaen; Adam Lindgreen; Sankar Sen,"This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights the differential roles that transformational and transactional leadership styles play for a firm’s institutional CSR practices and has significant implications for theory and practice.",114,1,155,169,Leadership; Sociology; Leadership style; Neuroleadership; Transformational leadership; Public relations; Servant leadership; Transactional leadership; Leadership studies; Shared leadership,,,,,https://ideas.repec.org/a/kap/jbuset/v114y2013i1p155-169.html https://hal.archives-ouvertes.fr/hal-02121340 https://philpapers.org/rec/DUTRO https://link.springer.com/article/10.1007/s10551-012-1333-3 https://dialnet.unirioja.es/servlet/articulo?codigo=4243674 https://orca.cardiff.ac.uk/39913/ https://research.cbs.dk/en/publications/the-roles-of-leadership-styles-in-corporate-social-responsibility https://EconPapers.repec.org/RePEc:kap:jbuset:v:114:y:2013:i:1:p:155-169 https://dial.uclouvain.be/pr/boreal/object/boreal:132721 https://orca.cf.ac.uk/39913/ https://core.ac.uk/download/9715023.pdf,http://dx.doi.org/10.1007/s10551-012-1333-3,,10.1007/s10551-012-1333-3,2134190840,,0,002-638-830-579-935; 002-969-643-840-41X; 005-172-738-206-551; 006-148-057-062-990; 006-174-433-547-406; 009-539-685-541-092; 010-926-971-359-545; 011-589-092-588-925; 017-396-804-663-629; 018-064-074-255-417; 018-476-389-920-611; 018-662-999-389-871; 024-388-806-468-644; 025-301-708-968-807; 026-669-907-027-286; 028-143-099-100-620; 030-351-867-629-34X; 031-080-587-181-477; 031-846-044-582-764; 033-392-087-176-079; 034-884-431-260-18X; 035-485-649-808-871; 036-876-730-677-797; 037-746-132-092-722; 038-931-350-910-499; 040-422-895-285-124; 041-626-151-421-083; 043-605-651-281-566; 047-084-373-523-100; 048-691-593-357-109; 050-735-486-560-834; 052-300-124-760-580; 052-589-573-951-235; 054-414-598-602-443; 060-746-547-935-799; 061-334-112-164-716; 062-110-807-031-390; 063-178-371-335-912; 064-091-717-837-982; 064-301-753-805-630; 067-434-230-643-941; 069-533-155-665-652; 072-545-085-808-510; 078-169-948-542-992; 078-885-193-754-299; 080-365-804-927-375; 083-642-841-534-214; 084-816-313-278-847; 091-689-468-912-106; 097-106-240-878-31X; 097-213-764-422-536; 100-294-259-882-658; 103-108-182-535-072; 109-371-917-943-832; 112-217-930-679-426; 118-502-157-753-318; 120-536-917-009-565; 121-951-487-998-395; 122-278-112-630-77X; 127-356-618-215-912; 131-180-572-109-097; 134-482-017-445-967; 138-334-704-586-850; 139-101-567-335-455; 141-424-035-303-573; 144-982-864-237-599; 148-669-589-349-311; 148-997-649-165-614; 150-756-983-846-92X; 151-198-972-962-725; 155-574-813-984-822; 155-879-175-881-390; 156-628-929-193-587; 159-592-129-993-014; 162-304-105-889-385; 163-529-639-649-240; 166-204-621-970-742; 171-532-924-485-385; 176-362-207-441-710; 179-340-065-448-475; 190-490-824-612-507,169,true,,green
181-847-401-130-250,Implementing Corporate Social Responsibility. An Exploratory Study of Strategy Integration and CSR Officers’ Duty,,2011,journal article,Economia Aziendale Online,20385498,,,Matteo Pedrini; Laura Maria Ferri,"In recent years Corporate Social Responsibility (CSR) gained relevance in business strategy, asking to address social and environmental issues in business. To manage these issues the firms are rethinking their strategy, intro-ducing specific CSR actions and programs, and they are modifying their structure, establishing new positions called “CSR officers”. In this study, we explored the relations above integration of social and environmental is-sues into the firms' strategy, the degree of CSR officers’ duty and the amount of implemented social and envi-ronmental activities. Data of a survey aimed to 100 CSR officers operating in Italian listed firms was used. We analyze data on implementation of 39 typical CSR actions in each firm. Data proves that recognize a high duty to CSR officer is as important as the integration of CSR into the firm’s strategy to implement a large amount of CSR actions into the firm.",2,2,175,187,Accounting; Corporate social responsibility; Business; Relevance (law); Officer; Duty; Exploratory research; Strategic management,,,,,https://publicatt.unicatt.it/handle/10807/8105 http://riviste.paviauniversitypress.it/index.php/ea/article/download/924/973 http://riviste.paviauniversitypress.it/index.php/ea/article/view/924,https://publicatt.unicatt.it/handle/10807/8105,,,1892292451,,0,000-584-305-029-384; 006-801-502-826-709; 007-080-491-753-776; 008-391-836-048-39X; 008-949-435-930-293; 009-962-964-072-733; 009-980-637-097-123; 010-131-440-782-484; 010-762-412-754-110; 011-542-493-681-567; 014-279-750-052-045; 020-828-767-555-251; 023-604-880-685-054; 024-209-093-414-235; 024-310-362-315-785; 025-885-727-820-308; 031-268-949-352-427; 031-846-044-582-764; 032-027-345-102-709; 034-333-571-515-796; 035-485-649-808-871; 036-115-075-938-842; 037-930-907-536-81X; 040-604-124-897-197; 040-771-365-422-81X; 041-898-461-437-899; 043-176-395-958-175; 045-247-945-244-15X; 049-610-344-646-574; 051-875-265-995-253; 055-222-575-590-371; 057-285-001-161-659; 064-379-195-534-468; 068-044-597-823-861; 069-455-766-915-71X; 073-289-182-442-377; 074-515-240-738-109; 075-444-434-924-55X; 080-125-919-667-232; 081-035-968-803-98X; 081-430-098-648-41X; 082-229-793-854-954; 084-888-595-942-605; 087-942-160-646-165; 088-919-850-566-219; 094-679-689-603-382; 114-498-378-466-940; 124-796-206-184-697; 127-356-618-215-912; 131-225-233-544-322; 132-516-767-291-469; 150-756-983-846-92X; 153-143-531-186-673; 156-628-929-193-587; 163-529-639-649-240; 163-771-878-312-587; 180-178-514-683-730; 193-683-595-711-56X,10,true,cc-by,gold
182-259-652-290-860,The Feasibility of Corporate Social Responsibility and Social Welfare – The Case of Kosovo,2015-11-01,2015,journal article,Mediterranean Journal of Social Sciences,20399340; 20392117,Richtmann Publishing,Italy,Musa I. Bajraktari,"This contribution investigates and scrutinizes the need to understand what Corporate Social Responsibility (CSR) does and could mean for the poor and marginalized developing country as in the case of Kosovo. Moreover, this paper analyzes the undertakings of CSR for bridging the area of social welfare and economic development. Admittedly, CSR prospect in Kosovo is at the embryonic phase, thus, key input of this article is to analyze CSR appraisal in terms of contribution to social welfare benefits, and sustainable economic development. The article’s spotlight in what way CSR prospective is currently being manifested in Government’s agenda, in the business sector, and civil society stakeholders concerning social responsibility of all. This submission suggests the interplay of state institutions and corporate actions in terms of leveraging CSR potentials for better social welfare. The paper concludes by drawing courtesy at numerous CSR issues, and through a critical approach it presents the current state of CSR in Kosovo and its potentials towards providing better social welfare in particular. DOI: 10.5901/mjss.2015.v6n6p187",6,6,187,,Business sector; Corporate social responsibility; Social responsibility; Government; Economics; Courtesy; Public administration; Public relations; Civil society; Social Welfare; Corporate action,,,,,https://www.mcser.org/journal/index.php/mjss/article/view/7930/7595 https://www.mcser.org/journal/index.php/mjss/article/download/7930/7595 https://core.ac.uk/download/pdf/228544050.pdf,http://dx.doi.org/10.5901/mjss.2015.v6n6p187,,10.5901/mjss.2015.v6n6p187,1925173344,,0,000-941-856-220-866; 009-024-987-910-508; 014-904-025-590-079; 054-502-240-873-548; 055-240-353-445-83X; 065-904-288-967-974; 109-895-682-501-112; 119-978-389-332-782; 130-576-874-250-12X; 146-860-132-715-126,1,true,cc-by,hybrid
182-973-432-232-384,Employee Engagement for Sustainable Organizations: Keyword Analysis Using Social Network Analysis and Burst Detection Approach,2016-07-05,2016,journal article,Sustainability,20711050,MDPI AG,Switzerland,Woocheol Kim; Gohar Feroz Khan; Jacob Wood; Muhammad Tariq Mahmood,"The issue of sustainability is a vital long-term goal for organizations and as such has formed the basis of much academic research over the last two decades. Organizational sustainability is defined as the ability for an organization to accomplish a range of economic, environmental, and human performance objectives. As one of the most studied topics in organizational science, employee engagement at work is seen as a critical component to achieving sustainable organizational success. In order to better understand the employee engagement discourse, this study examined the keywords that appear in the titles and abstract of the employee engagement research domain using the burst detection and social network analysis techniques. A total of 1406 employee engagement relevant articles that were published from 1990 to 2015 were included and investigated in the study. The results revealed the fading, emerging, and central themes within the employee engagement domain.",8,7,631,,Social network analysis; Business; Employee resource groups; Employee research; Organisation climate; Sustainability organizations; Public relations; Sustainability; Internal communications; Employee engagement,,,,,https://pubag.nal.usda.gov/catalog/6518215 https://researchonline.jcu.edu.au/52831/ https://www.mdpi.com/2071-1050/8/7/631/pdf https://ideas.repec.org/a/gam/jsusta/v8y2016i7p631-d73362.html https://core.ac.uk/display/89399161 https://socionet.ru/publication.xml?h=repec:gam:jsusta:v:8:y:2016:i:7:p:631-:d:73362 https://www.mdpi.com/2071-1050/8/7/631 https://doaj.org/article/cff52c5f8dee48ed8ffa705b428953f4 https://econpapers.repec.org/RePEc:gam:jsusta:v:8:y:2016:i:7:p:631-:d:73362 https://core.ac.uk/download/pdf/303785847.pdf,http://dx.doi.org/10.3390/su8070631,,10.3390/su8070631,2471543519,,0,000-703-311-870-70X; 001-800-439-642-176; 002-052-422-936-00X; 002-061-073-155-233; 002-929-446-634-493; 004-067-027-672-82X; 004-375-169-449-644; 006-660-661-576-069; 007-825-475-069-003; 012-399-893-112-774; 014-694-031-720-391; 015-553-272-854-494; 016-247-713-725-294; 016-373-280-604-303; 019-609-024-108-973; 021-390-330-746-509; 023-841-019-437-52X; 030-070-153-284-959; 030-110-461-953-660; 035-659-604-496-787; 042-714-282-520-301; 043-940-408-750-746; 047-364-369-116-795; 051-308-445-554-921; 053-413-359-000-604; 060-622-504-657-800; 060-746-056-645-033; 061-829-988-617-171; 065-683-545-936-778; 068-162-818-166-824; 068-715-824-881-688; 072-302-100-427-366; 073-481-080-973-740; 076-764-089-540-924; 083-876-338-733-197; 085-809-120-358-892; 085-938-023-814-404; 100-940-100-708-07X; 102-890-972-329-907; 115-373-591-444-545; 124-002-043-370-331; 126-836-908-522-888; 136-124-997-388-998; 141-493-423-066-820; 146-338-989-840-055; 150-295-159-925-292; 164-539-012-828-275; 170-414-596-023-945; 172-097-622-711-204,47,true,cc-by,gold
183-597-994-056-925,Assessing impact of consumer perceived CSR on consumer attitude and purchase behaviour in retail segment: a stakeholder theory perspective,2022-08-18,2022,journal article,Society and Business Review,17465680; 17465699,Emerald,,Pradeep Rathore; Esha Saha; Sayan Chakraborty; Aviral Kumar Tiwari,"<jats:sec>; <jats:title content-type=""abstract-subheading"">Purpose</jats:title>; <jats:p>This study aims to examine the relationship between the perception of consumers about corporate social responsibility (CSR) and consumers’ purchasing behaviour in the retail sector. Specifically, this study investigates the impact of perceived CSR on consumer attitude and behaviour and the influence of attitude on the relationship between perceived CSR and purchase behaviour.</jats:p>; </jats:sec>; <jats:sec>; <jats:title content-type=""abstract-subheading"">Design/methodology/approach</jats:title>; <jats:p>In this study for collection of the data, an online questionnaire was distributed among the Indian retail consumers. From the collected primary data set, 249 data points were found fit for analysis. Further, the direct, indirect and moderating effects were evaluated using the structural equation modelling technique.</jats:p>; </jats:sec>; <jats:sec>; <jats:title content-type=""abstract-subheading"">Findings</jats:title>; <jats:p>It is identified that while perceived CSR has a significant influence on consumer purchase behaviour, consumer attitude is having an insignificant impact on the relationship between perceived CSR and purchase behaviour. The findings of this study also show that consumer demographics do not have any moderating impact on the relationship between perceived CSR and purchase behaviour.</jats:p>; </jats:sec>; <jats:sec>; <jats:title content-type=""abstract-subheading"">Research limitations/implications</jats:title>; <jats:p>The findings of this study are useful to retail managers interested in enhancing CSR. The results of this study suggest that retailers should focus on strengthening consumers’ perceptions about retailers’ CSR initiatives and enhancing co-creation activities. As an extension to this research, further study can include more potential mediators like consumer effectiveness and timing of CSR initiatives.</jats:p>; </jats:sec>; <jats:sec>; <jats:title content-type=""abstract-subheading"">Originality/value</jats:title>; <jats:p>This study applies stakeholder theory as well as extends the classic theory of planned behaviour model and proposes the establishment of links among consumers’ perceptions about CSR, consumer attitude and behaviour around the retail sector. In addition, this study considers not only overall consumer behaviour but also specific dimensions of consumer behaviour, namely, loyalty, intention and satisfaction.</jats:p>; </jats:sec>",,,,,Corporate social responsibility; Originality; Marketing; Business; Purchasing; Perception; Perspective (graphical); Structural equation modeling; Consumer behaviour; Value (mathematics); Stakeholder; Stakeholder theory; Advertising; Psychology; Economics; Public relations; Social psychology; Statistics; Mathematics; Management; Neuroscience; Artificial intelligence; Machine learning; Creativity; Political science; Computer science,,,,,,http://dx.doi.org/10.1108/sbr-10-2021-0207,,10.1108/sbr-10-2021-0207,,,0,000-609-578-846-10X; 001-095-917-910-673; 001-123-525-042-956; 001-881-284-609-597; 002-970-667-200-423; 002-985-182-103-918; 004-116-057-554-152; 004-719-756-714-509; 006-951-688-257-033; 007-573-827-478-698; 007-821-910-260-702; 008-389-861-382-987; 009-299-623-546-736; 009-861-717-031-923; 010-873-824-072-556; 011-654-976-841-509; 014-176-629-094-145; 015-140-348-922-874; 015-773-267-074-703; 015-999-921-788-017; 016-397-777-598-347; 017-217-783-740-595; 018-606-075-915-716; 019-124-428-358-850; 019-394-591-778-142; 020-352-380-542-922; 022-490-462-074-008; 023-015-292-107-578; 025-819-771-238-862; 026-754-022-163-068; 028-165-219-457-382; 028-651-772-441-590; 032-779-497-658-310; 033-171-354-077-456; 033-272-709-958-926; 034-041-255-488-621; 034-144-919-154-635; 035-679-620-045-271; 036-006-407-790-221; 040-141-252-712-62X; 042-263-192-209-51X; 042-630-941-574-330; 042-790-669-165-046; 042-974-095-975-547; 043-605-651-281-566; 044-143-404-775-561; 044-610-303-775-239; 045-788-550-539-959; 047-329-323-221-107; 047-510-105-778-27X; 048-714-502-181-574; 049-352-214-618-891; 049-903-567-472-101; 050-773-351-876-919; 052-547-670-648-451; 053-939-921-897-479; 054-269-659-045-225; 056-126-178-605-45X; 057-481-475-355-656; 059-422-954-501-967; 060-356-662-888-517; 061-032-025-769-668; 061-324-650-413-813; 062-623-050-072-003; 063-007-291-579-54X; 067-701-794-580-759; 068-265-395-001-914; 069-002-354-791-093; 069-388-102-504-70X; 071-779-948-890-720; 072-896-130-914-377; 073-827-225-938-555; 074-818-039-681-778; 077-157-154-042-22X; 077-930-616-453-628; 080-649-544-456-128; 088-049-228-430-614; 089-251-649-481-300; 089-456-198-298-919; 091-051-972-822-115; 094-620-439-196-263; 096-673-477-579-582; 097-348-584-805-490; 101-500-023-837-51X; 103-864-489-925-431; 107-674-285-257-257; 108-851-031-384-177; 110-164-954-255-864; 110-922-973-440-678; 112-110-756-995-721; 115-557-489-488-281; 116-390-283-281-263; 117-025-996-282-726; 118-036-956-486-142; 118-914-942-604-263; 120-519-194-018-69X; 122-520-869-857-581; 125-959-741-406-159; 127-614-876-283-773; 127-915-927-513-145; 129-324-374-869-536; 129-960-790-575-497; 133-453-595-106-116; 137-065-001-214-939; 137-269-890-840-554; 139-119-876-531-586; 142-572-263-195-560; 144-109-042-997-357; 145-749-065-463-229; 148-382-488-651-492; 149-329-286-221-834; 151-814-651-807-560; 155-051-190-005-241; 156-208-441-443-940; 158-203-037-858-183; 160-944-910-939-034; 163-820-366-928-917; 163-894-398-092-255; 166-844-747-537-616; 169-692-337-230-661; 171-887-162-776-41X; 173-969-670-140-110; 177-491-878-625-403; 182-022-977-479-447; 195-558-356-763-274; 196-327-997-012-575; 196-559-270-697-81X,0,false,,
185-788-727-965-694,Labour in Global Production: Reflections on Coxian Insights in a World of Global Value Chains,2016-02-05,2016,journal article,Globalizations,14747731; 1474774x,Informa UK Limited,United States,Nicola Phillips,"AbstractThis essay reflects on Robert W. Cox's work on global production, labour, and labour governance, and considers how his insights might illuminate the present conjuncture for labour in production. I work with an understanding of that conjuncture as involving the rise to pre-eminence of global production networks (GPNs) and global value chains (GVCs) as the contemporary expression of the ongoing globalization of production. The primary tasks of the essay are twofold: first, to explore the dynamics of labour and power in the GVC-based global economy, with a particular emphasis on labour exploitation; and second, to link these questions to those of the governance of the global economy, focusing on the shift towards transnational private governance as the dominant mode of contemporary governance, and on the evolving strategies of organized labour and the International Labour Organization in that context.",13,5,594,607,Economics; Work (electrical); Globalization; Power (social and political); Value (ethics); Production (economics); Context (language use); Private governance; Corporate governance; Economic system,,,,,https://core.ac.uk/display/42616160 https://www.tandfonline.com/doi/ref/10.1080/14747731.2016.1138608 https://www.tandfonline.com/doi/full/10.1080/14747731.2016.1138608 https://eprints.whiterose.ac.uk/93693/ https://tandfonline.com/doi/pdf/10.1080/14747731.2016.1138608 https://core.ac.uk/download/42616160.pdf,http://dx.doi.org/10.1080/14747731.2016.1138608,,10.1080/14747731.2016.1138608,2253146470,,0,003-258-764-889-792; 007-123-593-891-384; 007-555-751-632-601; 013-825-396-788-306; 014-013-884-034-813; 018-531-119-665-453; 020-626-380-029-497; 021-680-495-086-153; 024-088-049-648-327; 024-330-597-522-20X; 024-864-376-314-876; 028-946-456-488-379; 029-638-069-347-228; 032-364-976-752-553; 032-889-691-719-559; 033-522-108-466-01X; 039-224-478-837-255; 042-292-818-770-177; 047-957-812-048-162; 050-686-475-185-655; 053-726-146-590-804; 054-741-181-486-473; 058-813-826-612-314; 064-399-546-201-162; 067-629-593-077-547; 067-652-353-159-258; 067-780-381-710-699; 071-732-064-644-008; 076-380-234-361-613; 077-264-368-389-177; 077-612-190-182-547; 090-277-200-654-727; 092-661-204-807-937; 095-928-938-853-00X; 106-655-534-418-315; 110-889-521-330-249; 114-285-088-909-724; 117-507-111-632-71X; 120-679-624-783-790; 123-242-698-259-884; 127-271-372-747-616; 135-127-633-098-524; 139-958-156-669-664; 147-437-138-380-871; 147-564-534-651-030; 151-679-347-567-719; 152-779-694-574-942; 154-386-004-762-715; 157-617-461-001-027; 172-319-849-222-115; 178-949-614-615-891; 180-693-497-969-169,18,true,cc-by-nc-nd,hybrid
186-710-016-027-69X,"Sustainability Management in Agribusiness: Challenges, Concepts, Responsibilities and Performance",,,journal article,International Journal on Food System Dynamics,18696945,CENTMA Research,Germany,Nina Friedrich; Matthias Heyder; Ludwig Theuvsen,"The idea of sustainable management has recently gained growing attention in the agribusiness sector. This is mainly due to a widespread discontent with the industrialization of agricultural production and food processing and growing public pressure on agribusiness firms to implement more sustainable management practices. In this paper we present the results of an explorative empirical study of sustainability management in German agribusiness firms. The study shows that agribusiness firms have developed a broad understanding of sustainability management and perceive a multi-facetted spectrum of societal demands they have to meet. The most important arguments for implementing more sustainable management practices are that companies have to make sure that they are trusted by society in the long run and that the perception of a company by external stakeholders has become more and more important. The companies surveyed know quite a number of sustainability programmes and standards, but the number of companies that actually participate in these initiatives is much smaller. Nonetheless, the majority of the respondents feels that their company is more successful with regard to sustainability management than industry average.",3,2,123,135,Agricultural productivity; Corporate social responsibility; Economics; Marketing; Agribusiness; Sustainability organizations; Accountability; Sustainable management; Industrial organization; Social sustainability; Sustainability,,,,,https://www.cabdirect.org/abstracts/20133035873.html http://centmapress.ilb.uni-bonn.de/ojs/index.php/proceedings/article/download/256/237 https://econpapers.repec.org/RePEc:ags:ijofsd:144853 https://ageconsearch.umn.edu/record/144979 https://doaj.org/article/284abf6a60724cdaa4afdf04e24ae10f https://ideas.repec.org/a/ags/ijofsd/144853.html http://centmapress.ilb.uni-bonn.de/ojs/index.php/fsd/article/view/271 https://www.cabdirect.org/cabdirect/abstract/20133035873 https://core.ac.uk/download/pdf/233591342.pdf,http://dx.doi.org/10.18461/pfsd.2012.1238,,10.18461/pfsd.2012.1238,2101209629,,0,002-929-446-634-493; 005-953-259-677-462; 008-580-519-050-659; 011-104-666-786-86X; 011-473-341-215-86X; 015-271-876-692-523; 016-691-867-462-483; 031-865-174-621-761; 040-960-490-055-070; 046-007-569-369-736; 053-074-766-509-64X; 053-195-536-333-811; 054-934-555-329-431; 055-222-575-590-371; 058-232-318-951-445; 061-802-400-313-389; 061-829-988-617-171; 062-110-807-031-390; 074-773-175-807-703; 078-692-279-598-804; 083-722-377-366-359; 088-657-841-142-986; 091-439-422-886-094; 096-602-682-578-353; 107-866-341-850-677; 112-565-796-968-753; 115-995-564-948-218; 118-354-522-870-183; 119-719-522-804-958; 123-899-687-687-732; 125-426-314-890-271; 125-766-184-699-794; 127-356-618-215-912; 130-476-439-724-281; 131-565-071-849-369; 139-641-412-398-758; 152-319-305-602-739; 154-555-004-746-453; 161-937-246-961-882; 162-274-467-831-565; 166-405-723-185-236; 166-578-321-402-088; 172-687-982-989-912; 176-241-134-682-896; 181-776-963-214-581; 183-318-082-337-295,2,true,cc-by-nc-nd,gold
186-819-919-759-196,Drivers and nuances of sustainable development goals: Transcending corporate social responsibility in family firms,2022-08-01,2022,journal article,Journal of Cleaner Production,09596526; 18791786,Elsevier BV,Netherlands,Alessia Patuelli; Jonida Carungu; Nicola Lattanzi,"In 2015, the United Nations established 17 Sustainable Development Goals (SDGs) to be reached by 2030. They are aimed at all members of society, including businesses, which could integrate SDGs within their Corporate Social Responsibility (CSR) strategies. As family firms constitute the most widespread form of business, understanding the factors that drive the decisions to pursue SDGs is essential. Thus, this research aims to understand why a family firm complies with SDGs. Additionally, it examines how SDGs enter, at the strategic level, activities and management practices. Following the case study method, the paper focuses on a family firm based in Italy, by means of documentary analysis, semi-structured interviews, and online data. In line with the Socioemotional Wealth (SEW) theory, family and personal values are crucial. While SDGs are only now entering the strategic level, their rationale has always been part of the family values, and the firm's culture. The selected firm is pursuing ten Goals. SDGs serve as a further motivator for family firms to behave more responsibly, meaning that they help to align the firm's strategy with the global challenges, building on existing family and firm's values. Our paper brings several contributions to the family business, CSR and SDGs literature, providing a representation of the reasons why a family firm pursues SDGs and the first reaction phases to SDGs. It brings practical implications for policymakers, highlighting the role of family values as the main drivers of the choice to invest in SDGs. By providing unique evidence, it is the first to connect the family business literature, CSR and SDGs. • Family values, personal beliefs and governance aspects are crucial drivers of the decision to pursue the SDGs. • SDGs helped the family firm to align its existing CSR activities to the global challenges. • SDGs serve as a motivator for family firms to increase their responsible behaviors. • The decision to adopt SDGs is consistent with SEW theory.",373,,133723,133723,Corporate social responsibility; Sustainable development; Socioemotional selectivity theory; Social responsibility; Business; Public relations; Marketing; Political science; Law; Psychology; Developmental psychology,,,,,,http://dx.doi.org/10.1016/j.jclepro.2022.133723,,10.1016/j.jclepro.2022.133723,,,0,002-657-942-104-524; 003-841-088-671-496; 005-554-961-622-375; 015-400-235-790-252; 016-910-618-553-517; 017-262-438-909-196; 020-332-845-060-205; 020-910-780-887-579; 023-375-134-851-560; 024-980-639-709-684; 027-296-799-461-882; 028-463-749-272-938; 039-083-811-621-153; 040-538-730-945-563; 041-722-699-739-10X; 041-903-312-563-385; 042-384-115-599-121; 050-698-489-956-308; 060-737-293-019-242; 068-461-204-277-685; 070-369-491-474-429; 071-265-273-220-287; 080-649-087-199-866; 081-300-507-631-42X; 088-667-572-693-956; 089-240-390-383-600; 090-819-935-249-371; 091-573-305-154-262; 115-861-691-873-26X; 126-326-661-473-729; 145-475-467-793-604; 154-985-747-938-421; 155-543-705-043-767,0,true,,hybrid
187-641-135-047-490,Saudi Retail Firms' Attitudes Towards Social Responsibility in Advertising: A Comparison with Western Firms,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"The purpose of this study is to determine the attitudes of Saudi retail firms towards social responsibility in advertising, in comparison with western firms. In order to meet this objective, a qualitative research method is employed, using interviews as the primary source of information. The study finds that Saudi retail firms expect advertising to be socially responsible, in order to safeguard both them and their consumers, as well as society in general. They believe that social responsibility involves being mindful of society, and being equipped with values such as fairness and honesty that they consider will protect the interests of society. The limitation involved in this study is that only a small sample group is interviewed, although the interviewees represent the strongest stakeholders in the sector concerned. This study is significant as it enhances the understanding of the importance of social responsibility, and determines the factors that hinder its implementation. Keywords: social responsibility, developing countries, developed countries, advertisement, Saudi Arabia. DOI: 10.7176/EJBM/11-17-09 Publication date:June 30th 201",,,,,Business; Advertising; Social responsibility; Marketing; Corporate social responsibility; Public relations; Political science,,,,,https://core.ac.uk/download/pdf/234628995.pdf,http://dx.doi.org/10.7176/ejbm/11-17-09,,10.7176/ejbm/11-17-09,,,0,,0,true,cc-by,hybrid
188-296-361-666-70X,"A social licence to operate: corporate social responsibility, local communities and the constitution of global production networks",2015-07-14,2015,journal article,Global Networks,14702266; 14710374,Wiley,United Kingdom,Robyn Mayes,"This article contributes to the theorization of the role of informal regulation (undertaken by leading firms) in the ongoing organization of global production networks. It does so through a qualitative case study of BHP Billiton's Ravensthorpe Nickel Operation (RNO) in the rural Shire of Ravensthorpe in Western Australia. This less tangible, and to date under-researched, dimension of global production networks is foregrounded through a focus on the corporate social responsibility strategy implemented by RNO in the service of achieving and/or demonstrating a broader ‘social licence to operate’. This ‘licence’ functions – beyond the corporation – as a legitimated and legitimating multi-scalar mechanism through which to gain and maintain access to mineral resources and thus to establish viable and ongoing global production networks. Further, this informal regulation is shown to shape social relations and qualities of place conducive to competitive global mineral extraction and to facilitate the positioning of local communities and places in mineral global production networks.",15,s1,S109,S128,Social relation; Corporate social responsibility; Economics; Constitution; Shire; Corporation; Production (economics); Natural resource; Public administration; Public relations; Service (economics),,,,,https://qa-eprints.qut.edu.au/85897/ https://onlinelibrary.wiley.com/doi/abs/10.1111/glob.12090 https://core.ac.uk/display/33501574 https://eprints.qut.edu.au/85897/ https://core.ac.uk/download/33501574.pdf,http://dx.doi.org/10.1111/glob.12090,,10.1111/glob.12090,1947559950,,0,000-685-316-893-269; 002-572-004-987-321; 011-556-072-970-341; 013-444-553-986-711; 015-320-686-804-609; 016-977-160-773-943; 017-986-222-418-893; 020-079-569-875-945; 020-616-964-157-813; 027-303-652-888-42X; 037-676-115-510-354; 042-190-048-653-400; 042-459-670-208-875; 043-446-924-823-514; 048-544-993-270-133; 052-822-918-312-104; 057-648-855-278-236; 077-082-084-783-896; 077-589-460-762-689; 089-245-789-629-88X; 091-668-670-109-357; 098-140-810-571-834; 104-808-208-244-42X; 110-151-114-803-706; 118-228-173-669-731; 126-843-264-970-305; 134-576-635-012-015; 138-175-032-268-298; 151-192-012-542-881; 172-319-849-222-115; 190-211-621-604-879,35,true,,green
188-553-210-790-468,The Effect of Partnership and Community Development Program on Financial Performance and Firm Risk: Evidence from Indonesian State-Owned Enterprises,,2019,journal article,Research Journal of Finance and Accounting,,"International Institute for Science, Technology and Education",,,"The purpose of this paper is to analyze the realization of Partnership and Community Development Program as stipulated by the regulations of State-Owned Enterprises Minister and whether they have effect on financial performance and firm risk.  The regulations require State-Owned Enterprises to allocate 2% of net income for each of the following programs: Partnership Program and Community Development Programs.  The research design is quantitave method.  Data are collected from Sustainability Reports and Annual Reports published by State-Owned Enterprises for the period of 2007 to 2017. The results of hypothesis test indicate that Partnership Program does not influence financial performance and firm risk. Meanwhile, Community Development Program has a significant and positive effect on financial performance. Furthermore, Community Development Program has a significant and negative effect on firm risk. Keywords: partnership program, community development program, state-owned enterprises, financial performance, firm risk DOI: 10.7176/RJFA/10-20-10 Publication date:October 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/270185207.pdf,http://dx.doi.org/10.7176/rjfa/10-20-10,,10.7176/rjfa/10-20-10,,,0,,0,true,cc-by,hybrid
188-611-496-831-503,"The Effect of Company Size (SIZE), Leverage, Independent Board of Commissioners, and Profitability on Corporate Social Responsibility Disclosure (Empirical Study on Mining Companies Listed on the Indonesia Stock Exchange (IDX) for the 2012-2016 Period)",,2019,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"This study aims to determine the effect of Company Size, Leverage, Independent Board of Commissioners, and Profitability on Disclosure of Corporate Social Responsibility. The sample in this study were 9 Mining Companies listed on the Indonesia Stock Exchange (IDX) for the period 2012-2016. This study used multiple linear regression analysis to test the effect of Company Size, Leverage, Independent Board of Commissioners, and Profitability on Corporate Social Responsibility Disclosures . The results of this study indicate that Company Size and Leverage have a positive effect while the Independent Board of Commissioners and Profitability have a negative effect on disclosure of Corporate Social Responsibility. Keywords: Company Size, Leverage, Independent Board of Commissioners, Profitability, Corporate Social Responsibility. DOI: 10.7176/JESD/10-20-05 Publication date:October 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/270186964.pdf,http://dx.doi.org/10.7176/jesd/10-20-05,,10.7176/jesd/10-20-05,,,0,,2,true,cc-by,green
188-671-702-290-862,Business and development,,2010,journal article,IIMB Management Review,09703896,Elsevier BV,India,Ananya Mukherjee Reed; Darryl Reed,"Abstract Businesses now contribute to development through avenues other than the generation of employment and economic growth, such as corporate social responsibility initiatives, corporate accountability movements and alternative business models, using several partnership formats to deliver. A panel with representatives from leading corporations, NGOs, and a public sector bank discussed the changing nature of corporate power, responsibility and ownership, the greater congruence between the goals of business and society, and how their organisations were responding to the changes and opportunities.",22,3,111,127,Corporate social responsibility; Social responsibility; Public sector; Economics; Stakeholder; New business development; Corporate governance; Public relations; Business model; Creating shared value,,,,,https://cyberleninka.org/article/n/551470 https://www.sciencedirect.com/science/article/pii/S0970389610000376 https://core.ac.uk/display/91034634 https://www.sciencedirect.com/science/article/abs/pii/S0970389610000376#! https://core.ac.uk/download/pdf/82291690.pdf,http://dx.doi.org/10.1016/j.iimb.2010.05.002,,10.1016/j.iimb.2010.05.002,2074940425,,0,005-556-224-866-58X; 007-723-651-657-641; 013-444-553-986-711; 013-646-789-959-336; 022-042-784-623-322; 044-393-448-613-398; 056-360-605-004-006; 057-764-489-042-482; 076-380-234-361-613; 087-381-393-802-184; 091-668-670-109-357; 094-048-962-105-528; 096-779-232-471-042; 101-825-650-049-593; 109-660-686-272-189; 123-156-013-175-733; 142-355-732-096-661; 144-381-324-316-663; 146-140-363-841-466; 150-286-367-463-278; 172-319-849-222-115; 179-232-145-306-620; 180-499-842-758-700; 186-259-876-010-253,7,true,"CC BY, CC BY-NC-ND",gold
188-774-181-230-689,The Importance of Customer Expectations: An Analysis of CSR in Container Shipping,2018-11-11,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Lijun Tang; null Gekara,"Corporate social responsibility (CSR) has been increasingly embraced by corporations to demonstrate effort to reduce negative environmental and social externalities resulting from their business activities. CSR covers a wide range of issues, including environmental concerns, occupational health and safety, local community social-economic welfare and workers’ rights and welfare issues. Through a detailed content analysis of the CSR-related documents on the websites of the top container shipping companies in the world, this paper examines CSR adoption in the container shipping business. The analysis reveals that while institutional pressure plays an important role, shipping companies are more sensitive to market demands and their focus on CSR elements is selective depending on anticipated customer expectations.",165,3,1,11,Welfare; Business ethics; Corporate social responsibility; Business; Container (abstract data type); Externality; Content analysis; Occupational safety and health; Local community; Industrial organization,,,,,https://link.springer.com/10.1007/s10551-018-4062-4 https://pearl.plymouth.ac.uk/handle/10026.1/12721 https://philpapers.org/rec/TANTIO-16 https://pearl.plymouth.ac.uk/bitstream/10026.1/12721/1/An%20analysis%20of%20CSR%20in%20container%20shipping.pdf https://link.springer.com/article/10.1007/s10551-018-4062-4 https://core.ac.uk/download/161770423.pdf,https://pearl.plymouth.ac.uk/handle/10026.1/12721,,,2900233517,,0,001-662-267-806-775; 010-369-234-826-191; 015-271-876-692-523; 016-191-889-986-762; 016-321-890-559-912; 016-632-904-775-324; 019-806-548-132-918; 020-434-497-699-340; 022-512-643-506-628; 026-158-128-508-625; 027-625-335-553-863; 027-827-119-143-849; 028-298-115-858-367; 032-796-113-665-744; 035-556-471-787-086; 040-367-306-130-193; 044-587-713-594-446; 045-252-335-169-056; 045-587-309-910-554; 053-690-397-234-837; 056-624-582-263-377; 076-713-970-127-238; 077-378-177-504-502; 092-792-658-052-321; 096-400-906-507-250; 112-754-061-155-797; 120-429-978-390-167; 124-783-067-801-698; 135-690-174-979-180; 141-255-961-535-133; 155-099-470-549-377; 158-325-005-009-107; 163-301-620-589-291; 167-114-839-011-170; 180-499-842-758-700,6,true,,
189-618-584-556-60X,Modern Slavery Is an Enabling Condition of Global Neoliberal Capitalism: Commentary on Modern Slavery in Business:,2020-01-09,2020,journal article,Business & Society,00076503; 15524205,SAGE Publications,United States,Bobby Banerjee,,60,2,415,419,Political economy; Political science; Capitalism,,,,,http://journals.sagepub.com/doi/10.1177/0007650319898478 https://journals.sagepub.com/doi/full/10.1177/0007650319898478 https://openaccess.city.ac.uk/id/eprint/23499/ https://journals.sagepub.com/doi/pdf/10.1177/0007650319898478 https://core.ac.uk/download/286356783.pdf,http://dx.doi.org/10.1177/0007650319898478,,10.1177/0007650319898478,2999760055,,0,001-710-704-969-905; 016-411-180-460-079; 028-944-857-043-689; 086-978-455-549-184; 101-329-319-063-843; 110-471-066-569-259; 114-735-802-834-789,7,true,,green
189-846-689-662-059,Corporate Social Responsibility in SAARC Countries: A Study on Commercial Banks,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"It is needless to mention that there is great potential area for regional cooperation among south Asian nations. Since the formation of the South Asian Association of Regional Cooperation (SAARC) in the year 1985 discussion form time to time for future cooperation among them has taken place. The scope of regional cooperation had been identified in twelve areas: (i) agriculture; (ii) health and rural development; (iii) meteorology; (iv) telecommunication; (v) postal services; (vi) transport; (vii) scientific and technological development; (viii) sports; (ix) art and culture; (x) prevention of drug trafficking and abuse; (xi) women and development and (xii) education. This paper attempts to focus upon how and what way Corporate Social Responsibility (CSR) practices are being discharged by the banking sector of the countries involved in the SAARC. The study based on secondary data. Secondary data have been collected from different published sources. The study observed that there is a similarity among SAARC countries sectors of national involvements of CSR initiatives. By CSR activities, every bank has ensured social development. The study recommended that banks should extend their CSR activities in less privileged areas rather than concentrate in resource rich areas. Keywords: Commercial Bank, Corporate Social responsibility and SAAR DOI: 10.7176/EJBM/11-3-1",,,,,,,,,,https://core.ac.uk/download/pdf/234628780.pdf,http://dx.doi.org/10.7176/ejbm/11-3-14,,10.7176/ejbm/11-3-14,,,0,,0,true,cc-by,hybrid
190-195-453-941-974,"Analysis of the Effect of Good Corporate Governance, Corporate Social Responsibility and Financial Performance on Corporate Values (The Case of the Banking Sector on the Indonesia Stock Exchange)",,2019,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"The purpose of this study is to determine the effect of the mechanism of Good Corporate Governance (GCG), Corporate Social Responsibility (CSR), and the corporate's financial performance on corporate values, the case of the banking sector in the Indonesia Stock Exchange (IDX). Based on the complete banking data listed on the Indonesia Stock Exchange (IDX) processed by using Eviews software, the results of the research are as follows: The Independent Board of Commissioners (IDC) influences the values of banking companies in Indonesia, while Institutional Ownership (IO), Corporate Social Responsibility (CSR), and Financial Performance (FP) of banking companies do not affect the corporate values of banking companies in the Indonesia Stock Exchange (IDX). Keywords: Good Corporate Governance, Corporate Social Responsibility, Financial Performance, and Corporate Value. DOI: 10.7176/JESD/10-16-16 Publication date: August 31st 2019 ",,,,,,,,,,https://core.ac.uk/download/pdf/234649462.pdf,http://dx.doi.org/10.7176/jesd/10-16-16,,10.7176/jesd/10-16-16,,,0,,0,true,cc-by,hybrid
190-685-611-906-931,Corporate Social Responsibility Engagement through Social Media. Evidence from the University of Salerno,2021-12-04,2021,journal article,Administrative Sciences,20763387,MDPI AG,,Benedetta Esposito; Maria Rosaria Sessa; Daniela Sica; Ornella Malandrino,"<jats:p>Over the last few decades, stakeholders’ growing attention towards social and environmental issues has challenged universities’ traditional accountability boundaries, imposing the adoption of innovative reporting tools that facilitate stakeholders’ engagement in Corporate Social Responsibility (CSR) practices and performances. Against this backdrop, online communication tools, such as websites and social media platforms, have gained momentum as a pivotal means to increase dialogue with the myriad of stakeholders, especially during the pandemic period, as it has dramatically reduced physical interactions. Based on these premises, this study aims to dive deep into the use of social media to communicate CSR strategies in the university context by exploring the case of the University of Salerno. To this end, all posts published by the University of Salerno’s official Twitter account from 2015 to 2021 have been extracted and analyzed. Accordingly, the degree of interactions with stakeholders and the communication direction and balance level have been examined based on Carroll’s pyramid. Findings show a higher level of engagement for CSR posts and, in particular, for the philanthropic dimension. Results also highlight that, during the COVID-19 pandemic, the University of Salerno has empowered CSR disclosure through Twitter. The methodology adopted could be replicated for other universities to understand better how public universities use social media to involve a broader range of stakeholders in their CSR practices.</jats:p>",11,4,147,147,Corporate social responsibility; Public relations; Social media; Accountability; Context (archaeology); Stakeholder engagement; Sociology; Social responsibility; Public engagement; Political science; Best practice,,,,,,http://dx.doi.org/10.3390/admsci11040147,,10.3390/admsci11040147,,,0,000-284-261-840-620; 000-956-710-622-899; 006-958-505-510-158; 011-307-241-916-614; 012-344-261-653-662; 013-123-788-831-530; 013-585-741-575-812; 017-398-158-661-926; 020-472-403-288-397; 023-249-951-775-206; 023-940-353-393-116; 025-670-240-068-160; 025-847-899-387-355; 029-312-251-047-213; 029-336-463-904-949; 029-452-607-722-000; 030-577-057-766-870; 030-967-206-975-777; 033-801-899-950-984; 033-842-641-869-952; 036-225-763-021-920; 036-484-862-956-111; 038-710-986-445-538; 042-205-215-512-71X; 046-114-754-597-363; 050-698-489-956-308; 051-315-694-474-581; 052-136-516-046-501; 052-424-553-648-268; 055-006-802-068-473; 056-693-489-643-622; 058-333-758-804-134; 059-184-995-005-31X; 070-098-146-095-645; 070-780-228-755-784; 072-721-628-867-016; 074-240-855-705-83X; 079-927-062-142-558; 082-218-635-285-414; 083-925-625-829-149; 084-323-808-050-427; 093-578-221-085-138; 099-753-406-384-47X; 104-071-994-174-903; 105-761-987-389-943; 106-685-418-223-788; 107-274-748-521-438; 108-762-247-982-032; 112-702-831-188-25X; 118-790-175-346-870; 119-397-843-207-581; 122-878-657-651-561; 130-709-421-455-794; 134-217-709-817-437; 148-687-781-610-224; 149-232-080-825-711; 150-256-578-098-699; 156-650-759-454-115; 170-398-091-157-49X; 174-767-129-002-730; 191-337-909-658-577; 194-045-582-704-133,1,true,cc-by,gold
192-322-515-234-864,Rating the Raters: Evaluating how ESG Rating Agencies Integrate Sustainability Principles,2019-02-11,2019,journal article,Sustainability,20711050,MDPI AG,Switzerland,Elena Escrig-Olmedo; María Ángeles Fernández-Izquierdo; Idoya Ferrero-Ferrero; Juana María Rivera-Lirio; María Jesús Muñoz-Torres,"Environmental, social, and governance (ESG) rating agencies, acting as relevant financial market actors, should take a stand on working towards achieving a more sustainable development. In this context, the objective of this paper is, on the one hand, to understand how criteria used by ESG rating agencies in their assessment processes have evolved over the last ten years and, on the other hand, to analyze whether ESG rating agencies are contributing to fostering sustainable development by the inclusion of sustainability principles into their assessment processes and practices according to the ESG criteria. This research is based on a comparative descriptive analysis of the public information provided by the most representative ESG rating and information provider agencies in the financial market in two periods: 2008 and 2018. The findings show that ESG rating agencies have integrated new criteria into their assessment models to measure corporate performance more accurately and robustly in order to respond to new global challenges. However, a deep analysis of the criteria also shows that ESG rating agencies do not fully integrate sustainability principles into the corporate sustainability assessment process.",11,3,915,,Business; Order (exchange); Financial market; Process management; Corporate sustainability; Context (language use); Corporate governance; Descriptive statistics; Sustainable development; Sustainability,,,,,http://repositori.uji.es/xmlui/bitstream/10234/184290/1/66462.pdf http://repositori.uji.es/xmlui/handle/10234/184290 https://econpapers.repec.org/article/gamjsusta/v_3a11_3ay_3a2019_3ai_3a3_3ap_3a915-_3ad_3a204849.htm https://www.mdpi.com/2071-1050/11/3/915 https://www.mdpi.com/2071-1050/11/3/915/pdf https://ideas.repec.org/a/gam/jsusta/v11y2019i3p915-d204849.html https://core.ac.uk/download/232116606.pdf,http://dx.doi.org/10.3390/su11030915,,10.3390/su11030915,2912349856,,0,005-605-519-629-264; 006-254-989-030-373; 007-507-890-999-116; 013-065-157-497-318; 013-091-374-399-326; 013-936-656-027-952; 017-242-034-665-027; 017-339-121-700-063; 017-771-076-509-798; 018-214-442-784-912; 019-149-454-103-588; 021-539-447-107-607; 025-078-459-556-772; 032-999-172-139-947; 043-565-738-469-840; 044-210-667-487-593; 056-624-582-263-377; 057-375-381-681-689; 061-293-170-586-978; 061-829-988-617-171; 062-300-894-288-182; 069-753-933-562-727; 073-190-170-054-289; 076-375-286-978-723; 079-250-452-845-054; 082-603-450-697-552; 085-300-287-100-525; 094-261-583-445-533; 094-607-921-115-867; 101-328-943-491-660; 104-455-829-302-96X; 107-077-724-627-42X; 110-331-250-728-155; 118-276-528-363-050; 119-116-437-228-092; 121-928-297-975-808; 130-165-753-205-174; 135-511-969-190-988; 148-919-455-047-683; 170-175-038-895-17X; 187-380-689-398-257,121,true,cc-by,gold
194-421-020-308-100,Dynamic capabilities for CSR management: towards identifying common processes,2014-10-07,2014,journal article,Society and Business Review,17465680,Emerald,,Qiang Wu; Qile He; Yanqing Duan,"Purpose – The objective of this paper is to address the question whether and how firms can follow a standard management process to cope with emerging corporate social responsibility (CSR) challenges? Both researchers and practitioners have paid increasing attention to the question because of the rapidly evolving CSR expectations of stakeholders and the limited diffusion of CSR standardization. The question was addressed by developing a theoretical framework to explain how dynamic capabilities can contribute to effective CSR management. Design/methodology/approach – Based on 64 world-leading companies’ contemporary CSR reports, we carried out a large-scale content analysis to identify and examine the common organizational processes involved in CSR management and the dynamic capabilities underpinning those management processes. Findings – Drawing on the dynamic capabilities perspective, we demonstrate how the deployment of three dynamic capabilities for CSR management, namely, scanning, sensing and reconfiguration capabilities can help firms to meet emerging CSR requirements by following a set of common management processes. The findings demonstrate that what is more important in CSR standardization is the identification and development of the underlying dynamic capabilities and the related organizational processes and routines, rather than the detailed operational activities. Originality/value - Our study is an early attempt to examine the fundamental organizational capabilities and processes involved in CSR management from the dynamic capabilities perspective. Our research findings contribute to CSR standardization literature by providing a new theoretical perspective to better understand the capabilities enabling common CSR management processes.",9,3,276,297,Software deployment; Environmental resource management; Management process; Corporate social responsibility; Business; Content analysis; Standardization; Process management; Originality; Dynamic capabilities; Identification (information),,,,,https://research.aston.ac.uk/portal/en/researchoutput/dynamic-capabilities-for-csr-management(5fbba84b-22df-4576-a441-ceedfdeec20c).html https://www.emerald.com/insight/content/doi/10.1108/SBR-01-2013-0010/full/html https://pureportal.coventry.ac.uk/en/publications/dynamic-capabilities-for-csr-management-towards-identifying-commo-2 http://www.emeraldinsight.com/doi/abs/10.1108/SBR-01-2013-0010?journalCode=sbr http://www.emeraldinsight.com/doi/abs/10.1108/SBR-01-2013-0010 http://uobrep.openrepository.com/uobrep/handle/10547/335909 https://research.aston.ac.uk/en/publications/dynamic-capabilities-for-csr-management-towards-identifying-commo,http://dx.doi.org/10.1108/sbr-01-2013-0010,,10.1108/sbr-01-2013-0010,2058670179,,0,002-763-432-217-958; 002-929-446-634-493; 004-699-534-320-672; 006-070-589-684-611; 006-254-989-030-373; 006-498-285-562-583; 007-134-413-406-614; 010-506-995-388-331; 010-840-726-779-813; 017-712-688-084-444; 018-644-852-305-814; 019-806-548-132-918; 020-250-076-376-897; 021-569-552-571-839; 022-605-526-739-513; 026-895-802-475-205; 028-685-843-488-309; 030-904-850-243-165; 031-080-587-181-477; 035-397-162-424-040; 041-899-839-540-965; 041-988-014-008-792; 046-538-945-929-438; 048-350-479-859-580; 053-195-536-333-811; 055-127-219-449-931; 057-924-260-215-808; 059-029-156-049-151; 060-250-330-475-059; 060-728-515-407-01X; 062-390-525-427-652; 062-594-859-444-131; 063-440-504-091-01X; 064-845-283-850-247; 065-325-479-758-538; 066-400-343-948-766; 068-408-357-139-715; 069-533-155-665-652; 071-955-404-931-475; 073-792-416-479-745; 074-791-843-353-639; 075-193-766-887-739; 076-200-592-425-014; 076-240-686-824-418; 080-877-578-538-900; 082-815-961-326-23X; 083-474-109-490-986; 085-657-106-088-742; 085-921-682-031-840; 088-657-841-142-986; 094-305-260-057-968; 100-294-259-882-658; 106-377-304-980-209; 106-649-383-575-418; 115-174-428-198-91X; 119-467-723-143-131; 120-211-380-189-942; 120-536-917-009-565; 125-212-750-683-224; 126-759-950-860-681; 127-314-112-167-962; 127-356-618-215-912; 138-765-731-342-776; 142-745-919-077-827; 143-157-376-868-109; 150-756-983-846-92X; 151-737-772-776-418; 151-805-872-103-562; 155-879-175-881-390; 159-249-053-257-409; 159-592-129-993-014; 170-884-492-660-954; 173-115-670-504-050; 178-830-848-310-769; 179-996-446-759-316,17,true,,
195-210-998-980-847,Sustainable Development of Enterprises: Barriers and Policy Recommendations,,2019,journal article,Journal of Economics and Sustainable Development,,"International Institute for Science, Technology and Education",,,"Enterprise development towards sustainability is a strategy that needs to set for enterprises if all existing and long-term development in the context of deeper integration and intense competition. In order to achieve the objective of sustainable development of enterprises, on the one hand, there is a need for changes of enterprises themselves, on the other hand, need to be oriented and supported by the state. In the context of open economy and fierce competition, Vietnamese enterprises have encountered barriers to the implementation of sustainable development. This study gives the concepts of sustainable enterprise development that emphasizes enterprise development activities. Then, from the identification and multidimensional analysis of these barriers, recommendations have been proposed to unravel in order to achieve the goal of sustainable enterprise development in the coming time. Keywords: Enterprise, Sustainable, Green, Technology, Energy, Quality DOI: 10.7176/JESD/10-16-11 Publication date: August 31st 201",,,,,,,,,,https://core.ac.uk/download/pdf/234649453.pdf,http://dx.doi.org/10.7176/jesd/10-16-11,,10.7176/jesd/10-16-11,,,0,,0,true,cc-by,hybrid
197-407-594-681-893,CSR disclosure and corporate sustainability: evidence from the Shenzhen Stock Exchange,,2019,journal article,International Journal of Business Governance and Ethics,14779048; 1741802x,Inderscience Publishers,United Kingdom,Kemi Yekini; Han Li; Paschal Ohalehi; Aruoriwo M. Chijoke Mgbame,"In this paper we examined the relationship between CSR and corporate sustainability of Chinese companies listed on the Shenzhen Stock Exchange. This is necessitated by the high demand and increase in CSR activities and disclosures around the globe. Using a sample of 317 companies, we drew insights from the triple bottom line (TBL) and stakeholder theory to investigate the relationship between CSR and corporate sustainability. Data was analysed using structural equation modelling (SEM). A major contribution of this paper is the construction of a comprehensive CSR information disclosure index capable of guiding researchers and managers in measuring their CSR activities and reporting. The study's findings revealed that most Chinese companies stayed at the intermediate level of CSR information disclosure. Although CSR disclosure in economic and social dimension has a significant positive effect on corporate sustainability, our result shows a negative relationship with CSR in environmental dimension",13,3,300,300,Corporate social responsibility; Business; Corporate sustainability; Stock exchange; Sustainability; Sustainability reporting; Accounting; Stock (firearms); Finance; Geography; Public relations; Political science; Ecology; Archaeology; Biology,,,,,https://core.ac.uk/download/286269553.pdf,http://dx.doi.org/10.1504/ijbge.2019.099370,,10.1504/ijbge.2019.099370,,,0,,1,true,cc-by,green
197-928-083-797-767,Perceptions of corporate social responsibility amongst immigrant entrepreneurs,2012-03-02,2012,journal article,Social Responsibility Journal,17471117; 1758857x,Emerald,United Kingdom,Fara Azmat; Ambika Zutshi,"Purpose – The purpose of this paper is to explore the understanding of the term corporate social responsibility (CSR) by Sri Lankan immigrant entrepreneurs in Australia. It also seeks to investigate the importance the entrepreneurs place on CSR, their understanding of stakeholders, the types of CSR activities undertaken by them, and the issue of social capital.Design/methodology/approach – Data were collected through in‐depth semi‐structured interviews with Sri Lankan entrepreneurs based in Victoria, Australia.Findings – The interviewees were aware of the term CSR but, nevertheless, had different interpretations of its meaning. However, CSR was considered important and all the interviewees were, in some way, involved in CSR activities and also had a good understanding of the importance of their stakeholders. Findings also highlighted the significance attached to social capital by the entrepreneurs such as informal relationships and trustworthiness which build the intangible attributes of CSR. The present ...",8,1,63,76,Corporate social responsibility; Sociology; Trustworthiness; Perception; Sri lanka; Public relations; Meaning (linguistics); Social capital; Immigration,,,,,https://www.emerald.com/insight/content/doi/10.1108/17471111211196575/full/html https://core.ac.uk/display/13998982 http://dro.deakin.edu.au/eserv/DU:30046555/azmat-perceptionsof-2012.pdf http://dro.deakin.edu.au/view/DU:30046555 https://www.emerald.com/insight/content/doi/10.1108/17471111211196575/full/pdf?title=perceptions-of-corporate-social-responsibility-amongst-immigrant-entrepreneurs https://ideas.repec.org/a/eme/srjpps/v8y2012i1p63-76.html http://hdl.handle.net/10536/DRO/DU:30046555,http://dx.doi.org/10.1108/17471111211196575,,10.1108/17471111211196575,2010109491,,0,009-306-533-827-721; 009-787-605-305-202; 012-237-748-416-85X; 016-774-201-383-07X; 020-633-511-474-298; 022-411-616-574-059; 031-500-696-618-525; 045-385-511-579-046; 047-177-397-357-832; 051-304-818-976-37X; 053-820-751-605-104; 057-919-624-381-553; 058-044-211-840-464; 060-988-520-869-48X; 061-393-471-428-365; 064-091-717-837-982; 067-652-600-354-190; 072-546-740-834-294; 073-342-400-682-804; 086-101-731-201-985; 087-660-446-313-061; 093-457-460-021-288; 093-548-853-249-359; 099-095-725-205-22X; 101-299-425-939-891; 112-583-390-831-65X; 113-945-559-342-555; 120-074-412-099-389; 122-068-609-968-324; 131-872-226-593-207; 131-874-649-335-970; 132-085-391-819-04X; 141-819-413-377-446; 150-778-251-543-760; 160-011-540-883-71X; 165-987-707-544-100,17,true,,
199-049-696-538-380,Corporate Social Responsibility: To What Extent Businesses Should Contribute From Theoretical Perspective?,,2019,journal article,European Journal of Business and Management,,"International Institute for Science, Technology and Education",,,"Today there is a general consensus among academics, practitioners and policy makers that businesses should use their resources and power to minimize problems in the society. However, there is still some disagreements regarding to what extent a business should get involve in social matters. Some people want businesses to assume significant responsibilities in order to alleviate various social problems, while others claim that businesses should only invest in social activities if they give positive returns. There is a great amount of rhetoric in this subject and many researchers have examined the reasons both for and against the concept of CSR, pointing out that corporations receive a social sanction from the society that requires them to contribute towards growth and development of the society. Nevertheless, critics of CSR point out that companies are already contributing to society by delivering goods and services, creating employment, paying taxes to government and providing returns to shareholders. In this article we provide a comprehensive review of the various concepts of corporate social responsibility. We also examine the arguments and philosophies for engaging in social activities. Keywords: Corporate social responsibility, Shareholder theory, Stakeholder theory DOI: 10.7176/EJBM/11-12-04 Publication date: April 30th 201",,,,,,,,,,https://core.ac.uk/download/pdf/234628906.pdf,http://dx.doi.org/10.7176/ejbm/11-12-04,,10.7176/ejbm/11-12-04,,,0,,0,true,cc-by,hybrid