Suchergebnisse

AbstractThis paper is critical towards efforts that try and measure corporate social responsibility (CSR). A critical approach can be important for the development of the theory of the emerging field of corporate social responsibility. A critical and provocative approach can generate discussion and debate. Three main points of critique are presented toward the current efforts in the literature to measure corporate contributions to economic, social and ecological sustainability. First, the use of the concepts of eco‐efficiency and eco‐efficacy in measuring corporate contributions to sustainability are criticized from the viewpoint of the complementarity relation of human‐manufactured capital, natural capital and social sustaining functions. Second, the use of measures that focus on an individual process or an individual company are reconsidered with an approach to industrial and firm networks. Third, the use of the monetary value is reconsidered, e.g. by suggesting an approach based on physical material and energy flows and on a new paradigmatic foundation for social responsibility. The social and ecological indicators illustrating the social and environmental impacts of economic activity and of firms can be combined with economic indicators, but not expressed in monetary terms. Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment.

1. Ethics according to economists -- 2. Ethics applied to economics -- 3. The roots of ethical uncertainty : a change in values -- 4. Ethical risk and how to manage it -- 5. Areas on which to focus efforts -- 6. Company functions responsible for monitoring and overseeing ethics -- 7. Tools to make companies more ethical -- 8. Conclusions.

Sports organizations worldwide are discovering their power of influence over the fans and communities in which they operate, making more and more specialists and practitioners question these organizations' social responsibility and sustainable development. In sports organizations, although research is increasing, social responsibility and sustainability are topics that require special attention because sports organizations can instill values in a large number of people in different fields. In our paper, we propose a conceptual framework that allows for integrated research into corporate social responsibility (CSR) and the sustainability of sports organizations for sustainable management and identifies their influences on the overall performance. Based on the conceptual framework, we developed a scale for measuring sports organizations' social responsibility and sustainability, which we applied within sports organizations in Romania. The empirical study involved 280 respondents selected from the first two leagues of four sports areas (football, handball, volleyball, basketball). To support the conceptual framework, we used quantitative research methods in a transversal analysis: structural equation modeling and artificial neural network analysis. The conclusions of the empirical study in Romania show that social responsibility and sustainability are essential for the sustainable management of sports organizations and significantly influence the organization's overall performance. Among the pillars of sustainability, the social and human impact performance, given the specifics of sports organizations (involving large masses of people). Furthermore, legal and philanthropic responsibilities significantly influence CSR and organizational performance among CSR responsibilities.

Nowadays most of the big companies pride themselves on their social responsibility. When visiting the websites of IBM, Cisco, ING, Philips, BP, etc., one will easily find a tab called 'corporate social responsibility', or 'sustainability'.1 Here, companies describe how they contribute to the community and balance their impact on the environment. Why do they do that? There is a long tradition of moral considerations for commerce. In the early days of capitalism, the goal of the business was solely to make profits. This changed when business was challenged by social movements and legislation (Carroll, 1991: 39). Nowadays, business is not only responsive to external pressure, but is rather proactive in its social responsibility. Companies keep extending their responsible agenda, often going beyond legislation. It appears that companies have adopted their ethical dimension. Corporate Social Responsibility (CSR) seems to have found a way to make capitalism work for societies, with businesses driving social betterment.

AbstractThe 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.

AbstractWe study how corporate social responsibility relates to investors, firms, and shareholder proposals. We examine shareholder proposals on environmental, social, and governance issues at the annual general meeting of shareholders with US Fortune 250 firms during 2011–2014. We find that the probability of receiving shareholder proposals on environmental issues is positively associated with responsible institutional ownership. We find no systematic evidence that the outperformance regarding social responsibility of the firms themselves would significantly matter regarding the likelihood of shareholders filing proposals about corporate social responsibility, except for employee wellbeing. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment