Adoption and implementation of automation technologies in organizations and community job-loss; corporate social responsibility managers justification mechanism among social actors

The purpose of this study is to explore the role of corporate social responsibility (CSR) in the management of SMEs. Corporate Social Responsibility is an important factor of businesses and involves social and environmental issues. It deals with the internal and external environment of enterprises and aims at their continuous development. It helps the companies to be accountable to shareholders and stakeholders. The aim of the paper is to exprore corporate social responsibility in business management, the specific features of this, the approach of the organization of the parties involved. The methodology used is based on bibliographic research, text analysis and the linking of findings from research to the current state of affairs. The expected results of the study are focused on the necessity of the SMEs to take initiatives to improve the quality of corporate social responsibility and the importance of changes in these organizational structures in order to gain more responsibility and effectiveness. Also, it seems that there is a positive correlation between CSR and performance. The above findings can help to inform the public about the current situation of small and medium-sized enterprises and identify the causes of delays in the development of better corporate social responsibility in the business environment.

Purpose– Forest industries affect cultural sustainability profoundly, but little information exists on integration of cultural sustainability aspects into their Corporate Social Responsibility (CSR) management. Global Reporting Initiative (GRI) guidelines comprising assessments of economic, ecological and social aspects are one of the most comprehensive CSR frameworks applied widely also in forest industries. The purpose of this paper is to evaluate, how the GRI guidelines encompass cultural sustainability when assessing forestry and forest industry operations in a global context and to recognize the cultural sustainability themes that need additional information in forest industry companies’ CSR reporting.Design/methodology/approach– In the qualitative analysis, expert interview material on indicators identified for assessing the cultural sustainability of forest bioenergy production in North Karelia was compared with the contents of the GRI guidelines. The focus on classifying the cultural indicators according to GRI contents was to recognize in the context of forest bioenergy production, the links between cultural sustainability and other sustainability dimensions and to illustrate the new themes that cultural sustainability integration would bring to CSR management of the business. In addition, information was acquired from the general themes of cultural sustainability which are currently lacking from the GRI guidelines.Findings– The results of the show that most of the cultural indicators in the expert interview material were associated with aspects of economic, environmental or social sustainability when classified according to the GRI guidelines. Despite this, it seems that a more profound integration of cultural sustainability evaluations in CSR management is required. The analysis of this study showed that the themes “Impacts on landscape,” “Timeline of impacts,” “Spiritual values,” “Persistence of traditions” and “Adaptability to cultural change” are not approached in the GRI guidelines at all. All of the identified themes approach issues, which have been found to be crucial in forest industries’ operations not only in a local, but also in a global context.Research limitations/implications– The analysis of this study was limited to cultural characteristics of forestry and forest industries especially in the case of forest bioenergy production in North Karelia, Eastern Finland. Due to this, the results cannot be generalized directly into other CSR management contexts of forest industries in different geographical areas. Despite this, the results of this study indicate that when aiming to enhance the acceptability of forest industries in energy production as well as in other branches of forest industries, new insights are needed on the integration of cultural aspects in CSR management.Originality/value– The pressures toward using local forest resources are increasing internationally. As a result of this, the managers and politicians responsible for making decisions on forest sector are less seldom familiar with local traditions and the ways of balancing different needs related to forests in various geographical contexts. In enhancing the environmental, social and economic sustainability of forest resource usage it is crucial to ensure that the decisions made do not conflict with cultural values of localities traditionally dependent on forests. Despite this, general information on cultural sustainability issues related to forests and especially CSR management in forest sector is scarce.

The aim of this paper is to present a theoretical approach in order to propose a social responsibility management model for project management. This theoretical support is based on the topics of Corporate Social Responsibility (CSR) and Project Management (PM). In recent times, CSR has been widely applied in permanent organizations, but there is insufficient evidence to indicate that CSR has been systematically incorporated into projects, which are temporary organizations, specifically in PM practices. The method employed began by setting the topics that should be consulted. Then, the documentary research was carried out using renowned databases and books in the two topics, based on the definition of keywords in each of them. Thereafter, the results of the research were classified by topic, and, finally, the theoretical framework was drawn up. The result revolves around items such as social responsibility, CSR, and stakeholders, as regards CSR; and revolves around the items of project and PM, as concerns PM. There is also discussion conducted based on the relationship between CSR and PM, according to the background research. The conclusions relate to the different theoretical approaches found for the concepts of CSR, project, and PM, which frame the development of research.

Much psychologically oriented micro‐CSR research emphasizes intra‐individual processes, leading to a relative omission of the role of interactions among individuals in managing CSR. This limitation hinders the potential of such micro‐CSR research to explain CSR as an organizational‐level outcome. We adopt a meta‐synthesis methodology to extract insights on inter‐individual processes in CSR management from existing literature that examines CSR's microfoundations beyond a purely psychological perspective. By incorporating a causal mechanism approach into our meta‐synthesis, we develop a theoretical framework comprising three causal mechanisms that elucidate how individual behaviours and interactions of differing sets of dominant actor types (including change agents, supporters, opportunists, resisters and top and senior management) foster substantive or incremental progress in CSR or its obstruction within firms. Our findings establish a foundation for further research into individual‐level and temporal dynamics in CSR management, and the conditions under which firms are more likely to implement impactful CSR initiatives.

People and other organisms depend on natural resources such as fresh water, land, clean air, wood, and food for critical life requirements and wellbeing. It is well documented that today’s Western way of living and the spread of capitalism is having a detrimental impact on societies and the natural environment. As one of the greatest users of natural and human recourses, many companies have started doing their part in the journey toward Earth’s sustainability and are actively working on translating the idea of sustainable development (SD) into reality. Companies often address SD through their corporate social responsibility (CSR) programs. CSR refers to as a company’s continuing commitment to integrate ecological, social, and economic interests in company’s operations and in its interactions with stakeholders. This commitment is usually done on a voluntary basis (Dahlsrud, 2008). This PhD thesis aims to provide a better understanding of how the CSR adaptation process in private companies can be supported, which is of particular importance and interest since the economic interests (i.e., business case logic) of private companies often clash with CSR objectives. Consequently, adapting to CSR principles can be quite challenging for these companies. Many scholars have attempted to identify factors that can facilitate the CSR adaptation process. However, though any large-scale organizational change requires employees to learn new ways of doing their jobs, the role of learning or human resource development in CSR adaption has remained largely unexplored in the CSR literature. This PhD thesis contributes to this line of research by answering the following research question: Which internal resources related to learning at the organizational and individual level contribute to the CSR adaptation process in private companies? With respect to the organizational level, we found that certain learning organization characteristics can support the CSR adaptation process. We found that stimulating group learning, leadership that encourages learning, and connecting to the local communities are LO characteristics that can directly influence CSR adaptation in a positive way. With respect to the individual level, we found that CSR managers, those managing the CSR adaptation process, need specific individual competencies in order to do their jobs effectively. We identified eight distinct individual competencies (e.g., Balancing personal ethical values and business objectives). We also found that CSR managers have different job roles in the CSR adaptation process. We identified six of these roles (e.g., strategizing role) and showed that the business case logic influences the relative perceived importance of specific individual competencies within each job role. To conclude, the key message of this thesis, and the answer to the research question is two-fold. First, because CSR managers are the ones who actually manage the CSR adaptation process they can play a crucial role in the CSR adaptation process if they possess the right individual competencies. In order to develop these individual competencies, CSR managers should take ownership of their learning process and seek opportunities to learn with and from others. Second, leadership and connecting with external parties are of particular importance to the CSR adaptation process. With respect to connecting with external parties: on the organizational level, having good relations with external parties improves CSR adaptation, because such relationships stimulate learning processes within the company. Furthermore, on the individual level, relationships with external parties promote the development of the individual competencies of the CSR managers responsible for the adaptation process. With respect to leadership: on the organizational level, leadership for learning, referring to active support and stimulation of learning, indirectly affects CSR adaptation; it enhances employees’ learning behavior and therefore improve employees’ cognitive readiness and support for the changes needed to integrate CSR within the company. Furthermore, on the individual level, leadership competencies are essential for driving the changes needed in the CSR adaptation process. This thesis contributes to the literature on the CSR adaptation process in several ways. First, this thesis addresses the issue of the CSR adaptation process from a learning or human resource development perspective and as such complements previous research employing the (human resource) management perspective on CSR. Second, it addresses learning from both the organizational and individual level, thereby providing valuable insights into if and how specific internal resources related to learning can contribute at different levels to the CSR adaptation process in private companies. Third, little is known about how factors on an individual level can support companies in their adaptation to CSR principles and their social performance at large (Aquinis & Glavas, 2012). This doctoral thesis is one of the first providing insights into this matter and demonstrates that learning-related influences on the individual level may be of value to the adaptation process. More specifically, this thesis adds to the literature by (1) identifying the job roles and individual competencies CSR managers need to effectively do their jobs within private companies; previous studies on CSR-related competencies often studied this topic from an educational point of view, thereby not fully addressing the complexity of the business context in which CSR managers operate; (2) by exploring how CSR managers can develop their competencies, which up till now remained unexplored in the CSR literature; and (3) by showing how certain organizational characteristics (i.e., learning climate) and personal characteristics (i.e., learning goal orientation) affect the development of CSR managers’ competencies. There are several implications to be derived from our research with respect to learning (activities) for the benefit of CSR. For one, developing LO characteristics may help companies create favorable conditions for integrating CSR principles. By facilitating learning, companies provide employees with the opportunity to develop their “receptiveness to change”. As such, we suggest that companies experiment with employing LO characteristics to advance the integration of CSR principles. In particular, we suggest that company’s management show leadership for learning by endorsing learning behavior among their employees as this LO characteristic in particular seems to promote the integration of CSR principles. The management can stimulate such behavior by providing employees with continuous opportunities to learn (e.g., provide formal trainings and professional development opportunities), learn in groups (e.g., stimulate team work), and learn with and from external parties (e.g., stimulate stakeholder involvement). Furthermore, it is important for companies to set up and structure a learning system within the company that enables customized learning, meaning a learning system that provides learning opportunities that fit’s the job and needs of individual workers. Companies can enable customized learning among CSR managers by, for example, providing them with flexible working hours and fixed budgets and hours that they can use for professional development. Such a learning system promotes meaningful learning and self-directed learning behavior among employees (Baars-van Moorsel, 2003), which, according to our research, can stimulate the development of CSR-related competencies. To conclude, we hope that this thesis will encourage more research on the role of learning in the CSR adaptation process. Our research provides ample directions to further explore this topic. Furthermore, we hope that this research will inspire CSR professionals to start a dialogue with their employers about their competencies and professional development opportunities or that it inspires them to take control of their learning process and create their own learning network in order to develop their competencies, if needed. Moreover, we hope that by developing the relevant CSR-related competencies, CSR managers will effectively manage the CSR adaptation process and that higher CSR maturity levels are reached and more ambitious sustainability challenges are successfully addressed by private companies.

Introduction. Corporate social responsibility (CSR) management is pivotal for the strategic development of the national economy and the sustainability of companies. Considering the intensification of environmental and social issues, companies that integrate the principles of sustainable development into their activities can enhance their image and ensure long-term economic efficiency. Aim and tasks. This study examines the key principles of corporate social responsibility management and their impact on the economic, social, and environmental development of companies. It also examines the role of CSR in sustainable economic development and its significance in establishing a socially responsible business environment. Results. The adoption of CSR principles enhances business positions, as proven by the increase in the number of companies publishing CSR reports from 20% in 2011 to over 90% of S&P 500 companies in 2022. This contributes to positive economic dynamics, with the annual growth of legal entities reaching 8.5% between 2020 and 2023, while the number of private enterprises decreased by 0.2%. The key components of corporate reputational capital included product and service quality (20.2%), management quality (14.9%), citizenship (14.6%), financial success (13.4%), and innovation (13.3%). In 2023, the distribution of companies by CSR type was as follows: large Ukrainian enterprises (67%) and enterprises with foreign capital (18%) were the most common, while multinational corporations accounted for 13%, and medium-sized enterprises accounted for 2%. CSR has a positive impact on company performance, reflected in reputation (93.6%), quality (85.3%), innovation (83%), customer satisfaction (81.7%), productivity (80.4%), and market accessibility (71.3%). Conclusions. CSR management is crucial for sustainable development and promotes responsible economic practices. The analysis of CSR projects of domestic companies in the context of sustainable development and social responsibility has identified key activities of the most socially responsible companies in Ukraine that provide charitable assistance to the population (74%), support medical services (54%), and organise leisure activities and resettlement (47%). The implementation of corporate social responsibility through innovations, social programs, and environmental initiatives not only adds value to businesses but also fosters favourable changes in the community and the environment.

Introduction. Corporate social responsibility in human resource management today remains a topic of discussion among domestic and foreign scientists. After all, there are still no generally accepted methods for assessing the level of corporate social responsibility, as well as a proven relationship between corporate social responsibility and effective management of human resources.The aim of the study is to determine the place of corporate social responsibility in human resource management as a business-oriented approach to achieve high results in achieving the Sustainable Development Goals.Research methods. Google Tools were used to analyze the publication activity on the research topic and the data sample was generated from the scientometric database Scopus. Statistics from the State Statistics Service of Ukraine and the UN Global Compact were used. Comparative analysis was used in the study of key indicators that affect the level of corporate social responsibility at the micro and maro levels.Results. The obtained data confirmed the hypothesis of a strong close relationship between the studied phenomena - corporate social responsibility and human resource management. This led to the conclusion that increasing the level of corporate social responsibility in human resource management will allow to more effectively implement the key Sustainable Development Goals and to form a new corporate culture in the country.Perspectives. Requires further research into the level of the relationship between corporate social responsibility and human resource management, as well as the formation and improvement of methods for assessing the level of effectiveness of corporate social responsibility in human resource management.

This paper investigates the corporate social responsibility (CSR) management strategies in multinational enterprises’ (MNEs) subsidiaries. Despite the various efforts of MNEs in the area of CSR, very little is known about the CSR management strategies that MNE subsidiaries adopt, particularly in the context of developing countries, and how such strategies either constrain or facilitate the realization of the wider global commitment towards sustainable development. In addressing these questions, the paper considers stakeholder theory and institutional theory to establish factors that influence CSR management strategies; in particular, the formulation and implementation of CSR programmes in the host country subsidiaries. Semi-structured interviews with senior managers responsible for CSR in eight MNEs operating in Bangladesh reveal that institutional pressure is the most important influence for MNE subsidiaries in their design of CSR programmes and that MNE subsidiaries in the host countries suffer from ‘institutional duality’ when designing and implementing their CSR programmes. While most of the CSR programmes are designed and managed directly by the parent company, they often resemble the more legitimate and successful CSR programmes of local enterprises (emulative isomorphism). Interestingly, the CSR formulation process very rarely engages external local stakeholders and when they do, stakeholders’ roles are principally limited to programme implementation. Although a handful of MNE subsidiaries, originating from the same home country, were found to collaborate with each other in their CSR initiatives, no such partnership between MNE subsidiaries and local enterprises was evident. In order to ensure that MNEs’ CSR programmes have a sustainable impact, the paper urges MNEs to revisit their current CSR management approach, and adopt broader strategies incorporating engagement of local stakeholders, building partnerships with local enterprises, and the capacity building of local subsidiaries.

Subject. This article models the process of interaction of enterprises and stakeholders in the corporate social responsibility (CSR) management system of industrial enterprises. Objectives. The article aims to develop a model of interaction between industrial enterprises and stakeholders in the CSR management system, based on the Win-Win game concept, ensuring sustainable development, and preserving competitive advantages. Methods. For the study, we used the logical, systems, and structural analyses, as well as the expert assessments, graphical, and visualization methods. Results. The article presents an author-developed model of interaction of industrial enterprises and stakeholders in the CSR management system, based on the Win-Win game concept. The testing of the model at machine engineering enterprises shows trends in collaboration with various types of stakeholders and the influence on CSR strategy choices. Conclusions and Relevance. The proposed model can help systematize the work of enterprises with stakeholders in the CSR management system, identify priority areas for interaction, and enhance the effectiveness of CSR activities of industrial enterprises. The results of the study can be used by industrial enterprises to improve CSR management, build effective interaction with stakeholders, develop sustainable development strategies, as well as interact with government bodies and relevant organizations for monitoring and evaluating the level of CSR in industries, and develop measures of government support and stimulate socially responsible business.

PurposeThis study aims to analyze the skills and competencies required of corporate social responsibility (CSR) managers through best case practice in Thailand. It attempts to define and identify how large companies use such attributes with regard to knowledge, attitudes, and practical skills. It also examines the organizational competency framework of strategy for integrating CSR and its associated skills into mainstream business.Design/methodology/approachAs a qualitative study, the methodology used for collecting data consisted of both open‐ended and focused interviews with managers, and consultations with staff who implement CSR in these large companies. Secondary data from annual reports, sustainability reports and CSR reports were also analyzed.FindingsThe interviews indicated that specific skills and competencies were needed for managing CSR, but these varied, and a competency framework for Thai corporations was developed.Research limitations/implicationsThe interviews were limited to only the CSR managers. Thus, the generalization of the findings to other industries should be done with caution.Practical implicationsA CSR competency framework for managers is provided, which can supply CSR skills and competencies model for other managers and practitioners.Originality/valueThe paper has value in that it provides an analysis of the CSR skills and competencies of the leading corporations in Thailand.

В статье авторами обосновывается человеческий фактор в управлении корпоративной социальной ответственностью (КСО) в компании квазигосударственного сектора экономики. Цель исследования: выявить закономерности между качеством управления КСО в компании квазигосударственного сектора и структурой компетенций КСО-менеджеров. На практике КСО реализуется в формате проектов (программ, инициатив), эффективность которых зависит от факторов внешней и внутренней среды. Одним из значимых является человеческий фактор, проявляющийся в компетенциях и вовлеченности персонала, участвующего в КСО-проектах. Однако влияние человеческого фактора на эффективность проектов КСО остается малоизученным. На восполнение данного пробела направлено настоящее исследование. Поэтому обозначенная тема работы является актуальной. Остается открытым вопрос о компетенциях менеджеров в отношении КСО (research gap). То есть вопрос о том, какие компетенции должны быть у менеджеров, развивающих КСО, подлежит проработке. Разработана модель оценки качества управления КСО в формате BSC-метрик выполнения задач управления КСО. Проведен анализ компетенций КСО-менеджмента на примере КСО-проектов компании квазигосударственного сектора. Проведен корреляционный анализ между степенью выполнения задач управления КСО и средним баллом по сумме всех значимых компетенций КСО-менеджмента. Методология исследования: общенаучные методы познания: сопоставление, анализ и синтез. В прикладной части работы использован метод корреляционного анализа с использованием средств компьютерной обработки данных, а также метод экспертных оценок. Ценность проведенного исследования в том, что установлена тесная прямая корреляционная зависимость между степенью выполнения задач управления КСО и компетенциями ответственного КСО-менеджмента. Это может быть применено для решения прикладных задач управления КСО-проектами. Ключевые слова: квазигосударственный сектор, корпоративная социальная ответственность, управление корпоративной социальной ответственностью, принципы корпоративной социальной ответственности, КСО-менеджер, компетенции КСО-менеджера.

This study examines the effectiveness of Corporate Social Responsibility (CSR) management by PT Huadi Nickel Alloy Indonesia in the coastal area of Bantaeng Regency, with a focus on the integration indicator. The research employs a qualitative method with a descriptive approach, utilizing interviews as the primary data collection technique, complemented by observations and relevant documents. The findings reveal that PT Huadi Nickel Alloy Indonesia has demonstrated commendable efforts in establishing relationships and communication with the community, government, and other stakeholders. This integration is evident from the coordination and collaboration in CSR program planning and implementation, active involvement of the community and local employees, and the benefits experienced by the community. The company's commitment to CSR is reflected in its efforts to align its programs with the needs and aspirations of the local community, as well as its adherence to government regulations and industry standards. However, the study also identifies areas for improvement, particularly in capturing and responding to the community's needs for additional CSR programs. The research suggests that by continuously strengthening communication, collaboration, and sensitivity to community aspirations, PT Huadi Nickel Alloy Indonesia can enhance the effectiveness of its CSR management, thereby providing broader and more sustainable benefits to the communities surrounding the industrial area. This can be achieved through regular stakeholder engagement, needs assessments, and the incorporation of community feedback into the company's CSR strategy and decision-making processes. The study contributes to the understanding of CSR integration and its impact on business and society, while also highlighting the need for further research to address its limitations and explore new avenues for investigation. Future studies may consider expanding the scope to include other indicators of CSR effectiveness, such as sustainability, transparency, and accountability, as well as examining the long-term impacts of CSR initiatives on the socio-economic development of the region.

The research problem is that the COVID-19 pandemic has become a threat to the sustainable development of the EEU and caused uncertainty in terms of the management of corporate social responsibility. This paper is aimed at identifying the impact of the COVID-19 pandemic on sustainable development of the EEU from the perspective of the interaction of the member states of the integration association and their mutual trade risks through the prism of the management of corporate social responsibility. The methodological foundation of the research is composed of the provisions of a comprehensive approach that has been used as a basis for determining the cause-and-effect relationship between the member states of the integration association and their mutual trade risks in the age of the COVID-19 pandemic in 2020. The analysis of statistical data is based on the methodology of econometric theory; in particular, the methods of horizontal and trend analysis. This paper analyzes the measures that were taken by the EEU member states to fight the pandemic of a new coronavirus infection both at the national level and at the level of the EEU institutions. The authors showed the asynchronous nature of measures introduced at the national level, while in certain circumstances the economic inefficiency of the introduction of measures, taken at the supranational level, and the impact of imposed restrictions on the current situation with mutual trade in goods and services, and free movement of workers. It has been substantiated that the examination of the economic interaction of the EEU member states in the period of restrictions dictated by a new coronavirus infection has revealed several endemic problems and had a major impact on the achievement of the main objectives of the integration association, transforming the terms for the management of corporate social responsibility. The originality of the paper is that the unique experience of the integration association of the EEU is for the first time studied from the perspective of the impact of the risks of mutual trade during a pandemic on it through the prism of the management of corporate social responsibility.

The assumption of a mutually supportive, ‘symmetric’ relationship between institutionalization and professionalization is central to the institutionalist perspective on professional work. Our inductive qualitative study of corporate social responsibility (CSR) managers in multinational corporations (MNCs) prompts to rethink the validity of this assumption. We show that as the institutionalization of CSR advances and consolidates, CSR managers are pushed to the organizational periphery. This indicates that the relationship between professionalization and institutionalization can be ‘asymmetric’ under certain conditions. To advance the study of this asymmetry, we develop a conceptual framework and a set of corresponding propositions that explain why some groups are able to advance their professionalization projects, while others cannot. Our study makes three main contributions to the literature: First, we explicate under which conditions the relationship between institutionalization and professionalization is more likely asymmetric than symmetric. Second, our explanation of the shifting organizational positions of different professional groups allows for further delineating occupational from organizational professionals. Third, we contribute to the CSR literature by examining the dynamic yet ambiguous role of CSR managers as driving forces behind the implementation of CSR.

Purpose: To develop methodological provisions of the management of corporate social responsibility (CSR) based on compliance management technologies. Methodology: The main research findings are based on general scientific methods of knowledge—analysis and synthesis, analogy, deduction and induction, and comprehensive approach. The information basis of the research is composed of international standards in compliance management and in the CSR management system, articles in scientific publications on the problems under consideration. Results: The management of corporate social responsibility is largely based on the control of compliance of company’s activities with formal and informal requirements of various groups of stakeholders. The main elements of the CSR compliance management system are objects and subjects of management, mechanism that ensures their effective interaction through consistent implementation of functions to prevent and identify risks of violation of assumed obligations in the field of CSR and respond to their consequences. The implementation of the compliance management system presents a complex institutional framework of CSR in a structured fashion and streamlines the processes related to fulfilment of voluntary and mandatory requirements for the sustainable maintenance of development of the company. Recommendations: The transformation of corporate social responsibility (CSR) based on compliance management technologies is impossible without the development of in-house compliance culture in the company that would form necessary behavior models related to perception and adequate response to requirements of stakeholders.