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Journal articles on the topic 'Corporate social responsibility'

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Published: 4 June 2021
Last updated: 30 July 2024

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1

Mishra, Pratibha J. "Corporate Social Responsibility." International Journal of Scientific Research 2, no. 5 (June 1, 2012): 588–90. http://dx.doi.org/10.15373/22778179/may2013/202.

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2

Prof. J.M. Ramanuj, Prof J. M. Ramanuj. "Corporate Social Responsibility." Global Journal For Research Analysis 3, no. 2 (June 15, 2012): 35–36. http://dx.doi.org/10.15373/22778160/february2014/12.

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3

Ayu Lestari Yuliansyah, Puspita. "Corporate Social Responsibility, Good Corporate Governance, and Corporate Value." International Journal of Science and Research (IJSR) 13, no. 2 (February 5, 2024): 1729–36. http://dx.doi.org/10.21275/sr231223084252.

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4

Purohit, Dr Neel Kamal. "Corporate Social Responsibility- An Overview." Indian Journal of Applied Research 3, no. 6 (October 1, 2011): 323–25. http://dx.doi.org/10.15373/2249555x/june2013/107.

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5

Przychodzeń, Wojciech, and Justyna Przychodzeń. "Corporate Social Responsibility for Sustainability." Management and Business Administration. Central Europe\ 22, no. 2 (June 15, 2014): 80–97. http://dx.doi.org/10.7206/mba.ce.2084-3356.100.

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6

Hajdúchová, Iveta, Christian Mikler, and Blanka Giertliová. "Corporate social responsibility in forestry." Journal of Forest Science 65, No. 11 (November 29, 2019): 423–27. http://dx.doi.org/10.17221/79/2019-jfs.

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In Slovakia the topic of socially responsible business has been little reviewed and described, both theoretically and practically. The article highlights the differences in the definition and characteristics of Corporate social responsibility (CSR) as published by several domestic and foreign authors. Not less significant is the added value of a practical design of the CSR implementation model for forest management, as well as its measurement, evaluation and reporting tools.
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7

Wahyuni, Sri, and Eny Lestari Widarni. "Corporate Social Responsibility and Corporate Performance in Indonesia." SPLASH Magz 1, no. 2 (April 21, 2021): 5–8. http://dx.doi.org/10.54204/splashmagzvol1no2pp5to8.

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This study examines company profits, sales (product price multiplied by total products sold), employee performance as reflected by total production x product price, corporate social responsibility funds and employee welfare as reflected in employee income in 25 public companies listed on the Stock Exchange. Indonesia randomly sampling uses secondary data from annual reports published by related companies which are then processed. quantitatively using the moving average autoregression method. We find that corporate social responsibility along with sales, employee performance and employee welfare is positively related to company profits.
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8

AHAMED HIBATHUR RAHUMAN, MOHAMED RIFKHAN. "Corporate Social Responsibility." International Journal for Innovation Education and Research 5, no. 7 (July 31, 2017): 24–39. http://dx.doi.org/10.31686/ijier.vol5.iss7.756.

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Due to the huge social and environmental issues faced by the world during the last couple of decades the concept of Corporate Social Responsibility (CSR) has taken front stage in the business world by becoming the key element of sustainable competitive advantage that benefits the company, society, and environment The purpose of this paper is to analyze whether the concept of CSR take as a tool only for maximizing the shareholders’ wealth by the investors (principals) as well as managers (agents) of the company by analyzing the two prominent CSR related scandals happened in the auto industry. It uses the agency theory model to analyze these cases and understand whether this model is overshadowing the stakeholder model of CSR concept. The preliminary studies carried out by comparing CSR reported by these two companies and the facts, effects, and reactions to the emission scandals indicate that although firms indicate that they follow a stakeholder model for their CSR initiatives and reports based on it, in reality, they follow agency model and CSR appears to do not really matter. This study also implies that manager needs to have a proper strategy that is followed and reported along with proper monitoring and control measure for a successful implementation of CSR. Due to many complexities, this it is too early to generalize ‘CSR does not matter ' view either to the entire corporate world nor the auto industry. Therefore, future studies are encouraged to include more companies in the auto industry and expand it to other industries as well.
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9

DeCotis, Paul A. "Corporate Social Responsibility." Climate and Energy 37, no. 9 (March 14, 2021): 21–25. http://dx.doi.org/10.1002/gas.22224.

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10

Gorte, Julie Fox. "Corporate Social Responsibility." Journal of Investing 14, no. 3 (August 31, 2005): 140–41. http://dx.doi.org/10.3905/joi.2005.580559.

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11

Hertz, Ellen. "Corporate Social Responsibility." Journal of Legal Anthropology 4, no. 2 (December 1, 2020): 110–15. http://dx.doi.org/10.3167/jla.2020.040207.

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‘The business of business is business,’ Milton Friedman, a leading figure of the Chicago School of economic thought, famously declaimed. In his 1970 article, ‘The Social Responsibility of Business Is to Increase Its Profits’, he argued that corporate managers who factor social and environmental considerations into their decision-making are, in effect, ‘imposing taxes . . . and deciding how the tax proceeds shall be spent’. By deviating from their organizational duties—maximizing profits for the companies that employ them—they are appropriating money owed to shareholders and allocating it to broader social causes, a function that resembles government. Friedman objects to this behavior not on economic or legal but on political grounds: managers have not been elected and there are no principled procedures for determining which causes to support beyond ‘general exhortations from on high’ (Friedman 1970: 17). He also expresses scepticism about ‘hypocritical window-dressing’, concluding: ‘our institutions, and the attitudes of the public make it in their self-interest to cloak their actions in this way’ (Friedman 1970: 17).
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12

Tai, Fang-Mei, and Shu-Hao Chuang. "Corporate Social Responsibility." iBusiness 06, no. 03 (2014): 117–30. http://dx.doi.org/10.4236/ib.2014.63013.

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13

Wang, Liuxi. "Corporate Social Responsibility." International Journal of Organizational and Collective Intelligence 8, no. 4 (October 2018): 66–88. http://dx.doi.org/10.4018/ijoci.2018100104.

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In recent decades, the study of corporate social responsibility (CSR) has become one of the most popular research topics. In the markets of China, CSR has also attracted much attention from either local corporations or multi-national business. They have contributed many efforts to put CSR into effect, which helps CSR to be more practical and influential. By reviewing existing literature, this article mainly focuses on the environmental problems caused by lack of corporate social responsibility in China, which has led to the following research on CSR performance in China and customer view of CSR. The conditions of practicing CSR in China are researched first, and the attitudes of people towards CSR is tested empirically by a questionnaire using quantitative and qualitative research methods. Ultimately, the valid results collected were analyzed in detail along with a few suggestions. This article may help identify some surrounding problems of CSR and advance CSR practice slightly.
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14

Zadražilová, Dana. "Corporate Social Responsibility." Acta Oeconomica Pragensia 16, no. 3 (June 1, 2008): 103–9. http://dx.doi.org/10.18267/j.aop.112.

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15

Arsic, Zoran. "Corporate social responsibility." Zbornik radova Pravnog fakulteta, Novi Sad 45, no. 2 (2011): 45–52. http://dx.doi.org/10.5937/zrpfns1102045a.

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16

Carroll, Archie B. "Corporate Social Responsibility." Business & Society 38, no. 3 (September 1999): 268–95. http://dx.doi.org/10.1177/000765039903800303.

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17

Schäffer, Utz, and Jürgen Weber. "Corporate Social Responsibility." Controlling & Management Review 57, no. 4 (April 2013): 1–3. http://dx.doi.org/10.1365/s12176-013-0774-6.

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18

Hutchins, Margot J., Christa L. Walck, Daniel P. Sterk, and Gary A. Campbell. "Corporate Social Responsibility." Greener Management International 2005, no. 52 (December 1, 2005): 17–30. http://dx.doi.org/10.9774/gleaf.3062.2005.wi.00004.

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19

Ali, Akbar Abdul. "Corporate social responsibility." Business Review 1, no. 1 (July 1, 2006): 58–79. http://dx.doi.org/10.54784/1990-6587.1095.

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20

Ocampo, Jose Antonio. "Corporate social responsibility." Natural Resources Forum 28, no. 4 (November 2004): 249–50. http://dx.doi.org/10.1111/j.1477-8947.2004.00097.x.

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21

Brenner, Steven N. "Corporate Social Responsibility." Proceedings of the International Association for Business and Society 13 (2002): 236–43. http://dx.doi.org/10.5840/iabsproc20021332.

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22

Harrison, Pegram. "Corporate Social Responsibility." International Corporate Responsibility Series 2 (2005): 401–17. http://dx.doi.org/10.5840/icr2005219.

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23

Darvas, Paula. "Corporate Social Responsibility." Alternative Law Journal 27, no. 3 (June 2002): 139–40. http://dx.doi.org/10.1177/1037969x0202700310.

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24

Kampf, Constance. "Corporate social responsibility." Corporate Communications: An International Journal 12, no. 1 (February 6, 2007): 41–57. http://dx.doi.org/10.1108/13563280710723741.

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25

Corbett, Angus. "Corporate Social Responsibility." Griffith Law Review 17, no. 1 (January 2008): 413–32. http://dx.doi.org/10.1080/10383441.2008.10854616.

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26

Ness, Mitchell R. "Corporate Social Responsibility." British Food Journal 94, no. 7 (July 1992): 38–44. http://dx.doi.org/10.1108/00070709210019022.

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27

Marumo, Keishi. "Corporate social responsibility." Journal of Orthopaedic Science 25, no. 2 (March 2020): 205. http://dx.doi.org/10.1016/j.jos.2019.11.001.

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28

Carroll, Archie B. "Corporate social responsibility." Organizational Dynamics 44, no. 2 (April 2015): 87–96. http://dx.doi.org/10.1016/j.orgdyn.2015.02.002.

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29

Menassa, Elie. "Corporate social responsibility." Journal of Applied Accounting Research 11, no. 1 (June 2010): 4–23. http://dx.doi.org/10.1108/09675421011050009.

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30

Nickel, Herman W. "Corporate social responsibility." Ecquid Novi: African Journalism Studies 6, no. 1 (January 1985): 13–21. http://dx.doi.org/10.1080/02560054.1985.9652947.

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31

Albus, Heidi, and Heejung Ro. "Corporate Social Responsibility." Journal of Hospitality & Tourism Research 41, no. 1 (July 27, 2016): 41–65. http://dx.doi.org/10.1177/1096348013515915.

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This research builds on the halo effect of corporate social responsibility (CSR) literature in marketing to provide insight into the positive effect of CSR in a service encounter. Using a company’s green practices as CSR, this research examines how customers’ perceptions of CSR might spill over into their evaluations of the company and behavioral intentions in a service recovery context. The results, from 418 participants of the scenario-based role-playing experiment, indicate that CSR and service recovery have a significant effect on customer satisfaction, trust, word-of-mouth recommendations, and repeat patronage intentions in a casual-dining restaurant setting. Also, an interaction effect suggests that the CSR effect is more pronounced in a positive service recovery compared to a negative service recovery. The findings of this research provide researchers and practitioners with a better understanding of CSR and the positive influence it has on customer responses in a service encounter.
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32

Knox, Simon, and Stan Maklan. "Corporate Social Responsibility:." European Management Journal 22, no. 5 (October 2004): 508–16. http://dx.doi.org/10.1016/j.emj.2004.09.009.

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33

Al-Jenaibi, Badreya. "Corporate Social Responsibility." International Journal of Knowledge Society Research 8, no. 4 (October 2017): 85–100. http://dx.doi.org/10.4018/ijksr.2017100105.

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Corporate social responsibility (CSR) is a western concept that is penetrating Middle Eastern countries, and the UAE is the most appropriate region to offer insights into CSR because other Middle Eastern countries are not adopting the concept quite as quickly as the UAE. One indication of CSR in UAE is its transparent firms. This paper explores the current stage of CSR implementation in Arab countries, with special attention given to the UAE. An in-depth study was conducted to explore CSR implementation among local managers. Primary data from 198 questionnaires and case studies were analyzed to obtain valuable insights into the current state of CSR in the UAE. Key concepts are highlighted regarding the definition and practice of CSR in the UAE. Secondary data from both western and eastern cultures were also analyzed to examine the extent of adoption and adaptation of CSR and corporate philanthropy from multiple perspectives. Findings suggest all organizations, both local and multinational, must consider environmental and stakeholder interests in order to become global. Some confusion appears to exist between the concept of philanthropy and CSR. Some CSR highlighted by firms includes following regulations effectively and efficiently, adopting environmentally friendly business processes, organizing seminars, and creating awareness of the concept among peers. Although CSR is maturing in the Middle East, UAE firms need to improve CSR to compete with the practices that have become the CSR standard in western countries. In the last few years, governments and local organizations have strictly enforced business ethics and environmental regulations to support the growth of CSR in the country.
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34

Cadbury, Adrian. "Corporate social responsibility." Twenty-First Century Society 1, no. 1 (June 2006): 5–21. http://dx.doi.org/10.1080/17450140600679883.

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35

Ahamad Nalband, Nisar, and Mohammed S. Al‐Amri. "Corporate social responsibility." Competitiveness Review 23, no. 3 (May 24, 2013): 284–95. http://dx.doi.org/10.1108/10595421311319843.

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36

Lindgreen, Adam, and Valérie Swaen. "Corporate Social Responsibility." International Journal of Management Reviews 12, no. 1 (March 2010): 1–7. http://dx.doi.org/10.1111/j.1468-2370.2009.00277.x.

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37

Manjunatha, K. "Corporate Social Responsibility." Vikalpa: The Journal for Decision Makers 33, no. 2 (April 2008): 175–82. http://dx.doi.org/10.1177/0256090920080212.

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38

Matten, Dirk, and Jeremy Moon. "Corporate Social Responsibility." Journal of Business Ethics 54, no. 4 (December 2004): 323–37. http://dx.doi.org/10.1007/s10551-004-1822-0.

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39

Nicolau, Juan L. "Corporate Social Responsibility." Annals of Tourism Research 35, no. 4 (October 2008): 990–1006. http://dx.doi.org/10.1016/j.annals.2008.09.003.

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40

Correa, Renata Martins, Antonio Carlos de Alcântara Thimóteo, Carmen Augusta Varela, Alex Paubel Junger, Sidinei de Andrade, and Cristiane Gomes de Carvalho Fontana. "Corporate Social Responsibility." Journal on Innovation and Sustainability RISUS 14, no. 1 (March 27, 2023): 65–76. http://dx.doi.org/10.23925/2179-3565.2023v14i1p65-76.

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The present paper approaches Corporate Social Responsibility through a case study concerning Cause Related Marketing, whose concept is defined by strategic partnerships between companies and social organizations. The enterprises invest on the social cause, promoting the corporate social responsibility, whereas the social organizations receive financial resources for their causes, and both gain visibility. Nowadays, it is quite common to find enterprises worldwide which include private social investment in their market strategies to add value and credibility to their brands. However, in Brazil few enterprises are aware of the possibility to use this tool of Cause Related Marketing (CRM). The scope of this study is to understand and clarify the kind of partnership between Alpargatas-Havaianas and Institute of Ecological Research-IPÊ, in Brazil, as well as identify the main challenges of the partnership developed by both. To reach this aim, bibliographic research was performed, followed by document analysis, partially structured in-depth interviews, besides direct observation in some stores. The partnership started in 2004 and showed to have well structured principles of CRM, concerning the alignment between the parties, formal partnership, social cause, donation mode and duration. It was observed that the sales people in the exclusive stores for Havaianas and IPÊ sandals can be more well trained, and communication on the partnership for the consumer can be strengthened. Cause Related Marketing showed to be an important tool for Corporate Social Responsibility.
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41

Broekhuizen, Jan. "Corporate Social Responsibility." Advocatenblad 104, no. 4 (May 2024): 3. http://dx.doi.org/10.5553/ab/0165-13312024104004001.

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42

Defril, Defril Hidayat. "CORPORATE SOCIAL RESPONSIBILITY." Jurnal Hukum Samudra Keadilan 18, no. 2 (December 6, 2023): 424–36. http://dx.doi.org/10.33059/jhsk.v18i2.8612.

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This research will focus on CSR which is the obligation of the company to be responsible in terms of development and social around the company, where each company must provide CSR funds from the company's profits to help the development around the company operates, this is expected to be a solution to the problem of social and environmental development, in some developed countries CSR takes a broader role by reaching out to partners for regional infrastructure development, this has not been touched in the rules of legislation in Indonesia, therefore it is very interesting to study more deeply the opportunities and future layout. The purpose of this study is to look at the possibilities and analyze the opportunities and challenges that need to be resolved to make CSR actively involved in regional infrastructure development. This research method is normative juridical, where it is done by analyzing the relevant legal rules in order to understand the subject matter in the rules of the game so that a solution can be found to the problem at hand .From the analysis conducted, it can be concluded that CSR has been running as mandated by the law, but those aspects to be able to make CSR a development partner still have empty space that must be regulated with certainty and measured by the rules of the law.
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43

S, Arun Kumar, Chaitra, Fiza, and Shreya. "Corporate Social Responsibility." International Journal for Research in Applied Science and Engineering Technology 12, no. 1 (January 31, 2024): 626–31. http://dx.doi.org/10.22214/ijraset.2024.58024.

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Abstract: Corporate Social Responsibility (CSR) is recognized as a strategic and long-term investment that brings about various economic advantages for companies. Consistent implementation of CSR not only enhances consumer preference for products but also attracts interest from potential investors, making CSR an innovative and continuous marketing tool that significantly contributes to a company's success. This paper explores the impact of Corporate Social Responsibility Disclosure (CSRD) and Leverage on Firm Value, with Profitability acting as the moderating variable. Analytical tools such as Moderated Regression Analysis (MRA) and Multiple Linear Regression are employed in this study, utilizing a dataset covering 68 firm-years of information from listed companies in Indonesia, including CSR reports from 2012 to 2015.The findings reveal that leverage has a substantial influence on firm value, whereas CSRD alone does not exhibit a significant effect on firm value. Additionally, the profitability variable is identified as an effective moderator, strengthening the correlation between corporate social responsibilities and firm value, as well as reinforcing the relationship between leverage and firm value. These results have critical implications for practitioners, especially in shaping CSR disclosure strategies to effectively address firm value considerations. Keywords: corporate social responsibility, firm value, leverage, profitability.
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44

Singh, Dr Sony. "Social corporate responsibility." International Journal of Political Science and Governance 6, no. 1 (January 1, 2024): 88–94. http://dx.doi.org/10.33545/26646021.2024.v6.i1b.309.

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45

E. Udayasri. "Corporate Social Responsibility." International Research Journal on Advanced Engineering and Management (IRJAEM) 2, no. 03 (March 18, 2024): 401–6. http://dx.doi.org/10.47392/irjaem.2024.0056.

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The concept of Corporate Social Responsibility (CSR) has gained increased significance in recent years. The growing focus on CSR has changed the attitude of businesses all over the world, and India is not an exception. The concept of CSR is not new to India; historically speaking, social responsibility of companies is a well-established phenomenon in India, and the country has one of the world's richest traditions of CSR. In its oldest forms, CSR in India included the concept of corporate philanthropy and the Gandhian Trusteeship model. But the liberalization of the Indian economy in the 1990s led to a fundamental shift from the philanthropy-based model to a multi stakeholder approach whereby companies are deemed responsible for all stakeholders, including financial stakeholders, employees and the community. The liberalization of the economy also led to the increased presence of large global corporations such as Microsoft, IBM, and others on Indian soil, which thereby exposed India to a highly developed regime of CSR initiatives. Additionally, a strong desire to compete and succeed in the global economy drove Indian business enterprises to integrate CSR into a coherent and sustainable business strategy. These enterprises, both public and private, have realized that their long-term success depends on the satisfaction of their stakeholders, and that ignoring them could jeopardize the company's future prospects in the community. This article discusses the concept of CSR as understood by Indian businesses in the past, and the changing interpretations of the concept in the age of globalization and expanding markets. The article further discusses the efforts toward community and social development made by both state-owned enterprises (SoEs) and private-sector businesses. After a detailed analysis, the article concludes that the future of CSR in India is brought, and that its importance will continue to grow even further given the increasing importance accorded to CSR world-wide, and India's own realization that it needs CSR to achieve long-term sustainability in the world economy.
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46

Hong, Harrison, and Edward Shore. "Corporate Social Responsibility." Annual Review of Financial Economics 15, no. 1 (November 1, 2023): 327–50. http://dx.doi.org/10.1146/annurev-financial-111021-094347.

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Is shareholder interest in corporate social responsibility driven by pecuniary motives (abnormal rates of return) or nonpecuniary ones (willingness to sacrifice returns to address various firm externalities)? To answer this question, we summarize the literature by focusing on seven tests: ( a) costs of capital, ( b) performance of portfolios, ( c) ownership by types of institutions, ( d) surveys and experiments, ( e) managerial motives, ( f) shareholder proposals, and ( g) firm inclusion in responsibility indices. These tests predominantly indicate that shareholders are driven by nonpecuniary motives. To stimulate further research on welfare implications for global warming, we assess whether estimates of the foregone returns for shareholders willing to reduce carbon emissions (or “greeniums”), along with the wealth pledged to firms that become sustainable, are consistent with the growth of aggregate investments in the decarbonization sector.
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47

Andayani, Wuryan. "Factors of Corporate Social Responsibility Disclosure." Journal of Advanced Research in Dynamical and Control Systems 12, no. 1 (February 13, 2020): 122–29. http://dx.doi.org/10.5373/jardcs/v12i1/20201019.

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48

Dr. L. Usha, Dr L. Usha. "Corporate Social Responsibility for Better Governance." Indian Journal of Applied Research 3, no. 2 (October 1, 2011): 209–10. http://dx.doi.org/10.15373/2249555x/feb2013/72.

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49

P. R. Kousalya, P. R. Kousalya, S. Yuvaraj S. Yuvaraj, and T. Mohan T. Mohan. "Corporate Social Responsibility in Indian Perspective." Indian Journal of Applied Research 3, no. 3 (October 1, 2011): 247–48. http://dx.doi.org/10.15373/2249555x/mar2013/80.

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50

Kulshrestha, Shweta S., and Zarna Padiya. "Business Ethics and Corporate Social Responsibility." Indian Journal of Applied Research 3, no. 5 (October 1, 2011): 422–23. http://dx.doi.org/10.15373/2249555x/may2013/129.

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