Соціальна відповідальність корпорацій в Україні

Дослідження присвячене визначенню понять соціальної відповідальності корпорацій та бізнесу. Визначено основні відмінності та переваги соціальної відповідальності бізнесу, а також ступінь запровадження соціальної відповідальності корпорацій в Україні.The research is devoted to determination of concepts of corporate and business social responsibility. The basic differences and advantages of business social responsibility are determined, and a degree of implementation of social responsibility by Ukrainian corporations is defined

Theoretical-Hypothetical Model of Management Culture Level Determination

Management culture and corporate social responsibility (CSR) are not separate, but they are two complementary dimensions. This part introduces the theoretical model of evaluation of the level of management culture in order to implement corporate social responsibility. It is constructed after the analysis of the concepts proposed by various authors, focusing on factors determining the effectiveness of implementation of corporate social responsibility, the quality of the relationship with stakeholders. The steps of the implementation in companies using internal and external resources are described. By offering a new conceptual model, it is emphasized that the management culture is a deliberately constructed and developed system that can have a significant impact on the quality of organizational performance, providing both an instrumental and an ethical framework for addressing corporate social responsibility objectives given a clear value decision of the majority of the company shareholders

Social Media: the Wild West of CSR Communications

Purpose - The central argument that this paper posits is that traditional media of old presented a clear, ordered world of communication management for organisations to extol their 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, Bowd and Tench, 2009; Tench, Sun and Jones, 2012). Design/methodology/approach - The paper reports on research data from the European Communication Monitor 2010, 2011 and 2012 (http://www.communicationmonitor.eu/) and draws on work already published in this area (Tench, Verhoeven and Zerfass, 2009; Verhoeven et al, 2012; and 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. Findings - In late modernity (Giddens, 1990) communication comes in many guises. Social media is one guise and it has re-shaped as well as transformed the nature of communications and the relationship between organisations and their stakeholders. Originality/value - Communicating CSR in the Wild West of social media requires diplomatic and political nous, as well as awareness and knowledge of the dangers and pitfalls of CSI. The data reported on in this paper illustrates well the above points and sets out scenarios for future development of corporate communication of CSR through, and with social media

Corporate social responsibility:reviewed, rated, revised

Purpose: Critical literature review of CSR research in both general management and hospitality management literature. Discusses trends,commonalities, and inconsistencies to better understand the state of contemporary scholarship, and 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: CSR research is abundant and therefore difficult to summarise in one article.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

The integration between corporate social responsibilty and sustainable development goals

Corporate Social Responsibility (CSR) is one of the modern concepts in the management field which become a catalyst in developing the future of the business sector. Several major academic and practical milestones have influenced the development of the concept of CSR. One of the most important milestones that shaped the future of CSR was the United Nations Global Compact (UNGC). UNGC's missions and principles formed an application framework for integrating social and environmental approaches into corporate business activities. It has been proved through this paper the interrelationship between the principles of CSR theories and the principles of UNGC. Followed by an analysis of the effectiveness of the UNGC principles in adopting sustainable development goals and enhancing enterprise competitiveness

The circular economy: An interdisciplinary exploration of the concept and application in a global context

There have long been calls from industry for guidance in implementing strategies for sustainable development. The Circular Economy represents the most recent attempt to conceptualize the integration of economic activity and environmental wellbeing in a sustainable way. This set of ideas has been adopted by China as the basis of their economic development (included in both the 11th and the 12th ‘Five Year Plan’), escalating the concept in minds of western policymakers and NGOs. This paper traces the conceptualisations and origins of the Circular Economy, tracing its meanings, and exploring its antecedents in economics and ecology, and discusses how the Circular Economy has been operationalized in business and policy. The paper finds that while the Circular Economy places emphasis on the redesign of processes and cycling of materials, which may contribute to more sustainable business models, it also encapsulates tensions and limitations. These include an absence of the social dimension inherent in sustainable development that limits its ethical dimensions, and some unintended consequences. This leads us to propose a revised definition of the Circular Economy as “an economic model wherein planning, resourcing, procurement, production and reprocessing are designed and managed, as both process and output, to maximize ecosystem functioning and human well-being”

The Corporate Social Responsibility Debate

The purpose of this study is to evaluate the arguments concerning corporate social responsibility (CSR). The two sides of the debate are stakeholder theory and shareholder theory. Proponents of stakeholder theory support providing for the discretionary expectations of society. On the other hand, advocates of shareholder theory maintain that businesses should simply obey the law and maximize shareholder wealth. Although CSR is enthusiastically espoused by many social progressives, it is not a panacea for society’s ills. The conclusion of this study is that corporations should focus on legally maximizing shareholder wealth based on ethical principles. CSR should only be pursued if doing so accomplishes this function

Sustainable management: a strategic challenge for a global minerals and metals industry

This paper refers to the concept of sustainable management as the management approach which efficiently integrates economic, environmental and social issues into the operations of the minerals and metals industries, with the aim of creating long-term benefits for all stakeholders, and securing the support, cooperation, and trust of the local community. Among many other issues, sustainable management deals with strategy, responsible project feasibility decisions, managing for operational efficiency, improved risk management, enhanced stakeholder relationships, and corporate reputation. Overall, it deals with seeking long-term competitive advantages through responsible management of environmental and social issues. An essential requirement for sustainable management is the corporate commitment to the values of sustainability, but this is not sufficient. Also essential is the development of a business culture where sustainability is a high professional and business value. Furthermore, an organizational structure with specific roles and integration mechanisms and adequate management systems are also required. Regarding business culture, a well-established business code is a necessary but an insufficient condition. Sustainable management relies on individual ethical conduct and trust to foster full participation of stakeholders and to encourage commitment among them. It allows decision making at appropriate levels in the organization and encourages individual risk-taking for continuous improvement. Without trust, social licence is not achievable. In this paper, the concept of sustainable management is introduced as the management approach that integrates a business culture, strong leadership and an organizational structure that strives for long term economics benefits through sustainability. To achieve this goal, sustainability must be vertically integrated at three organizational levels (corporate, divisional and operational) and three functional levels (strategy, planning and implementation)