Increasing social responsibility in the management of industrial enterprises (using the example of “Arterium” corporation)

PurposeThis paper aims to analyze the adherence of social responsibility management (SRM) in Brazilian organizations and to identify the driving and the resistance forces to implement it.Design/methodology/approachThis article presents a deep literature review on SRM, corporate social responsibility (CSR) and stakeholder management, which aim to support a survey research to define, according to experts, the market perception of adherence of SRM.FindingsThe paper presents evidence that there is adherence on the part of the practices of organizations that adhere to the theoretical foundations of SRM in Brazil. It was found that organizations should seek to improve nine areas to implement SRM and can use each of these areas strategically or all together.Practical implicationsThis study provides an opportunity for employees whose perceptions are aligned based on educational programs and engagement in CSR, and these gains favor the improvement of their own management and the quality of relationships.Social implicationsThe research provides an opportunity to recast actions and the possibility of being recognized by stakeholders as active agents in this process.Originality/valueThis study sheds new light on both SRM and the CSR literature because of its attempt to bridge the theoretical foundations and market practices, which was performed to verify the gaps in corporative SRM process of Brazilian organizations. This study highlights for researchers and practitioners a relevant field of study whose importance is widely recognized but whose results remain scarce and limited.

Aim. To study the experience of higher educational institutions in training managers in social responsibility and substantiate scientific and methodological approaches to training managers in social responsibility according to the requirements of the international standards for the pharmaceutical industry.Materials and methods. The methods of analysis, synthesis, empirical methods, generalization, test method, observation method were used.Results. The article proves the growing interest of the Ukrainian employers, including pharmaceutical companies, in attracting the highly professional personnel in the field of social responsibility. It has been determined that modern employers pay great attention not only to professional, but also to personal competences of these specialists when selecting the staff for vacant positions of social responsibility managers. The authors have formed the overall list of professional and personal competencies of social responsibility managers, which candidates must possess for successful employment in pharmaceutical companies (PC). Problems in training managers in social responsibility inUkraine have been identified. It has been found that in spite of the fact that in the National Occupational Classification of Ukraine (DC 003: 2010 as amended on 15.02.2019) there is the position 1496 of the manager (managing director) in social and corporate responsibility, currently, no higher educational institutions (HEI) ofUkraine train these experts. Taking into account the social orientation of the pharmaceutical industry and the special relevance of the problem of socially responsible activity of PC the authors have proposed the draft of the educational and professional program “Management of social responsibility” for training managers in social responsibility in the NUPh.Conclusions. Today, social responsibility manager is one of the most demanded by companies and highly paid specialists worldwide. In addition, employers impose a wide range of requirements on their professional and personal competencies. The list of professional and personal competencies of social responsibility managers (in particular pharmaceutical and medical) will help the higher education institutions of Ukraine to prepare them qualitatively taking into account the market needs, and for future specialists – to direct efforts to acquire the relevant competences and educate the necessary personal qualities, which will contribute to their successful employment, in themselves.

The problem of establishing and maintaining the relationship between corporate social responsibility and personnel management systems is becoming increasingly important for businesses, as it is associated with significant economic and social benefits. They include growth of motivation and loyalty of employees, which leads to increased income, increased competitiveness of enterprises, improving their image. Special attention should be paid to the research problems of theoretical and methodological base and practical issues related to the specifics of implementing the concept of corporate social responsibility in corporate human resource management systems.The article shows that the concept of corporate social responsibility is the basis for defining and means of coordinating the strategic goals of modern enterprises and their employees.Five levels for implementing human resource management practices by enterprises are proposed.Theyshow that achieving the strategic level and the level of society’s support is the goal to which all enterprises should strive, implementing the concept of corporate social responsibility in theirpersonnel management strategy. The research by interviewing representatives of Ukrainian business on the current state of implementation of the concept of corporate social responsibility in enterprise management systems and the personnel management subsystem in particular has been conducted. It shows that Ukrainian business entities in general adhere to the main principles of social responsibility in labor relations. The main areas of internal socially responsible practices used in Ukrainian enterprises are wages, safety and working conditions, social protection of employees, staff development, and corporate culture. To increase the effectiveness of corporate social responsibility management, the human resource departmentneeds to involve employees in developing the enterprise’s strategic plans, participating in corporate social responsibility projects, as well as coordinating key performance indicators with strategic goals and results.

There are rising calls for the adoption of responsible management practices in virtually every economic sector of both developed and developing economies. Among others, efforts to promote responsible management have been championed by governments, international organisations, academic institutions, and industry regulators. In developing economies, such moves have spawned numerous success stories across diverse sectors such as energy, mining, manufacturing, and agriculture. Despite these glowing achievements, a plethora of challenges persist that threaten the sustainable development agenda. Against this backdrop, we address some crucial pathways for the sustainability logic and responsible management philosophy, as exemplified by contemporary practices across various sectors within the emerging markets context. We conceptualised responsible management as built on three pillars and examine the contribution of this triad of cognate concepts and practices: corporate social responsibility, green business, and sustainable management. We argue that social responsibility is pivotal to responsible management since it is imperative for corporations to consider the interests of multiple stakeholders, including employees, the society, the environment, future generations, and not only the interests of companies and investors. Akin to corporate social responsibility are sustainable management practices. We applaud current sustainability transitions concerning initiatives by businesses to drive meaningful and rewarding sustainability action. However, considering the upsurge of irresponsible and unsustainable business practices that harm the biosphere, needlessly kill wildlife, deplete natural resources, and destroy vegetation, the chapter explicates some specific ways in which businesses in emerging markets can drive green business initiatives from thought to finish, as expressed through green sourcing, green processing, green production, and green consumption practices. We also make recommendations regarding how governments, policymakers, and managers can support and embed the responsible management agenda in emerging markets. The chapter recommends that organisations must reimagine present-day sustainability actions by adopting innovative and sustainable initiatives such as reducing consumption, recycling, remanufacturing, reusing resources, and employing cutting-edge technology to monitor business processes across the entire value-chain from manufacturing to the end-user. At the micro level, we advocate that firm managers, entrepreneurs, and individuals must propel efforts in adopting responsible management practices. Finally, this chapter introduces the multisectoral chapters contained in the pages of this book, outline contributions to theory, and discuss practical managerial and policy implications.

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.

In recent years, efforts to strengthen the links between corporate social responsibility and human resource management have highlighted the role of employees as the organization’s most important stakeholders. The purpose of this study is to examine the relationship between employees’ perception of socially responsible human resource management based on employee–centered practices and work engagement, and whether perceived organizational support and affective commitment can contribute to explaining this relationship. The theory of social exchange and the model of requirements and resources were used to theoretically substantiate the study. The data is collected from a sample of employees working in various organizations using individual online surveys. Several analyses have been performed to ensure the reliability of the data in relation to the general bias method. The results of the study confirm that socially responsible human resource management promotes engagement in work and that this effect depends on consistent mediation of organizational support and affective commitment. Accordingly, socially responsible management practices contribute to a higher level of organizational support and stronger emotional ties with employers and, in turn, higher levels of energy, absorption and dedication among employees. The findings may contribute to the expansion of the literature on socially responsible management, providing a deeper understanding of how this management strategy affects employee attitudes to work, especially job engagement as an often overlooked variable in this area.

Corporate Social Responsibility and Corporate Citizenship: Towards Corporate Accountability

Introduction. Nowadays, the development of an enterprises social responsibility (SR) strategy is one of the integral components of its successful functioning as it transfers the relationship between the enterprise and society to a higher level and becomes one of the most important factors on the way to the economic development of both an individual enterprise and our country as a whole. Modern business cannot consider itself separately from its most important stakeholders, therefore, the implementation of corporate social responsibility concept is the indirect factor that provides the link SR – stakeholders – enterprise total efficiency increasement. Purpose. The theoretical basis of the study is the works of leading domestic and foreign scientists, as well as international and national legislative and regulatory acts in the field of the enterprise’s social responsibility concept formation and development. In the process of performing the work and reflecting the results, such general scientific research methods were applied as etymological, comparable, systematical, synthesis and analysis, generalization, statistical comparison, etc. Results. The essence of the “social responsibility” concept is viewed through the prism of its key elements (economic, legal, moral, philanthropic and environmental), only a comprehensive implementation of which allows you to verify that the company is making progress towards sustainable development. The article analyzes the successful experience of applying the concept of social responsibility among world famous companies of different industry sectors, and also clarifies how the management systems of domestic enterprises are adapted to the principles of corporate social responsibility and sustainable development in general. As a result, the advantages of introducing social responsibility in Ukrainian companies are outlined, and problematic issues accompanying this process are highlighted and general recommendations for their effective elimination are presented. Conclusion. The SR management system is a set of interrelated functions of analysis, planning, organization and control that ensure a continuous process of interaction between enterprise management and stakeholders. At the same time, only well-coordinated actions of business entities and the state towards the development of applied tools for socially responsible company management will allow us to bring the concept of social responsibility in Ukraine to a qualitatively new level, ensuring the intensification of our society development in the direction of sustainable development.

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.

Building the concept of a socially responsible enterprise is an important element of the process of implementing sustainable development at enterprises and in the country as a whole. The purpose of the paper is the analysis and systematization of key aspects of social protection, provision of social services, organization and management of social responsibility of enterprises, organizations and the state as a whole in developed countries of the world in order to develop a mechanism of social responsibility management in Ukraine. To achieve the goal, the following tasks have been set to research modern approaches to social protection and the provision of social services in foreign countries of the world, as well as to analyze the best foreign practices in managing social responsibility at the enterprise, local and state levels. A scheme of interconnection of local social responsibility, consisting of external and internal and operating at the level of the enterprise, region, industry, and state, has been built. The scheme made it possible to substantiate the criteria by which the analysis was carried out - social protection, social services, management of social responsibility by levels (state, local and enterprise or organization level). It was concluded that the management of social responsibility is carried out in countries according to the models of social responsibility chosen by the state in accordance with traditions and culture. At the same time, there is no single classification of these models. The classifications differ only in the complete disclosure of the European model. It has been proven that the models of social responsibility differ in the level of intervention by state authorities regarding social protection and the provision of social services. The conducted comparative analysis will allow to build a mechanism for managing the social responsibility of the enterprise.

The purpose of the article is to form the theoretical foundations of the state (level) analysis of social responsibility for the enterprise management needs. The study used identification, systematization and analysis of the advantages and disadvantages of existing methods, which made it possible to identify methodological recommendations for improving of social responsibility process. It was characterized the state of assessing the social responsibility of national enterprises at the level of Ukrainian rating agencies over the past five years. Leading enterprises in the field of corporate social responsibility have been identified based on the results of national ratings. The existing methods of corporate social responsibility management analysis were analyzed. Their content and methods used in them are identified. The main factors for evaluation are summarized. The expediency of assessing the effectiveness of management by external and internal vectors of social responsibility is noted. The activities aimed at introducing an effective social responsibility management system are presented. For practical usage we have proposed the list of measures that will contribute to the implementation of an effective management system of social responsibility, increase its level and develop this process. As a result of the ratings analysis at the country level, the trends of changes occurring both in the social responsibility management system and in terms of covering information on its implementation are generalized. The conducted studies allow us to conclude that today there is no universal methodology for assessing the level of social responsibility. In this regard, the management of social responsibility of the enterprise was offered to use the advantages of various methods to form its own comprehensive methodology, taking into account management needs and target audience. Therefore, the social responsibility management of the enterprise was offered to use advantages of various methods to form its own comprehensive methodology, taking into account management needs and target audience.

The subject of the research is theoretical principles and practical proposals for improving the mechanisms of management and implementation of social responsibility (JI) at the level of agricultural enterprises, corporations (CSR) and other agribusiness and agribusiness entities in general. The purpose of the work is to substantiate the mechanisms of management and implementation of social responsibility of agricultural enterprises and corporations, taking into account current trends in informatization, innovation and competitive environment in practice. The methodological basis of the article is historical, monographic, system-structural analysis and synthesis, statistical-economic, problem-target. Results of work. The main results of the article are substantiation of theoretical aspects and development of practical proposals for improving the mechanisms of management and implementation of social responsibility (JI) at the level of agricultural enterprises, corporations (CSR) and other agribusiness and agricultural entities in general. It is determined that they mark a combination of interrelated components – institutional, organizational, financial and economic, incentives and motivation, which can be distinguished in separate systems quite conditionally. At the same time, social responsibility should undoubtedly be present as a constant factor in agricultural management as a kind of gratitude to business for economic benefits in the form of solving social and environmental problems. Therefore, the mechanisms of its implementation and management should be aimed at the end result: not only increasing the volume of JI, but also improving the reputation of agricultural enterprises, strengthening the image and on this basis – profitability. Therefore, the use of social responsibility mechanisms should be based on a business process approach. It is also necessary to take into account the increased role in the implementation of social responsibility and its management of information and informatization and digitization of activities. They contribute not only to its programming and effective management, but also to control over financial and other resources. Field of application of results. In educational institutions of higher education, in personnel management of agricultural enterprises, corporations. Conclusions. The structure of the integrated mechanism contains general information on the formation of social responsibility of economic entities. It has the form of interconnected blocks, the basis of which is based on the business process concept of management and business decisions aimed at developing and selecting the best possible alternative solutions to a particular problem. The proposed approach allows to develop an enlarged model that can be detailed, identifying the main stages of implementation of the mechanism of formation of social responsibility in the enterprises of agricultural and agro-industrial production in the future.

Corporate social responsibility (CSR) management is a way firms achieve green growth. Increased environmental awareness and attention to environment problems in society cause enterprises to focus on social responsibility. CSR helps enterprises establish a positive relationship with stakeholders and provides relevant knowledge, capital, and a legal basis for enterprises’ green growth model. This can obviously improve firms’ economic performance and competitiveness. Enterprises can enhance the CSR perception of employees and leaders, enhance the driving force of external stakeholders, and increase CSR investment to promote its continuous implementation. Innovation is an important driving force for enterprises in achieving green growth. As the primary component of implementing a CSR strategy, employee innovation behavior affects the quality and efficiency of enterprises’ green growth. Research shows that employees’ perception of CSR can positively influence the atmosphere of CSR and employees’ innovation behavior. In addition, the CSR atmosphere can also positively influence the innovation behavior. With improved CSR atmosphere, the direct positive impact of employees’ perception of CSR on employees’ innovation behavior is weakened. Enterprises can enhance employees’ perception of CSR through strengthening CSR publicity and related practices, to enhance CSR atmosphere, which can enhance employees’ innovative behavior and ultimately drive enterprises to establish a green growth model.

Abstract: The article presents the results of a factorial PEST study of the development of social entrepreneurship in Ukraine. The aim of the study is to identify the main features and factors of development of social entrepreneurship in the light of the concept of social responsibility and the use of opportunities and resources of large enterprises to support social entrepreneurship. Systematization of the processed information sources shows that in recent years a significant amount of information on the development of social entrepreneurship in Ukraine has been accumulated. However, the problem of discrepancy between the amount of theoretical knowledge and the practical needs to act in the face of constant challenges remains relevant. The methodology of PEST analysis includes desk research, expert surveys, preparation of generalizations, calculations based on survey results, measures for the development of social entrepreneurship for the coming years (in the context of factors that experts consider the most important). The object of the research is the theoretical and practical aspects of the development of social entrepreneurship in the context of the concept of social responsibility. The task of the study is to identify the main features and factors of development of social entrepreneurship in the light of the concept of social responsibility and the use of opportunities and resources of large enterprises to support it. The methodological basis of the study is the basic theoretical and methodological provisions of economic sciences, the legal legislation of Ukraine, the works of leading domestic and foreign scientists in the field of economics, marketing and management of social enterprises and social responsibility of business. According to the results of the study, the essence, features and directions of development of social entrepreneurship in Ukraine, as well as the insufficient pace and scale of its distribution, are determined. The forms of involvement of large enterprises in promoting the development of social entrepreneurship in the context of social responsibility in Ukraine are substantiated. Scope of the research results The results of the study can be used in enterprises, regional communities, regional and state authorities, and non-governmental organizations. The results of the study can be 1) PEST factors for the development of social entrepreneurship in Ukraine are unstable; 2) instability is best expressed in groups of political and socio-cultural factors (the risk of socio-economic and political instability is related to the institutional capacity of civil society organizations and the potential for decentralization); 3) the main challenges are grouped by economic factors (e.g., dependence on international donors, insufficient budget funding, low competitiveness); 4) there is an imbalance in the group of technological factors (access to online resources has the greatest weight among all the factors proposed for assessment in the PEST analysis format, while the lack of necessary equipment and premises has the least weight); 5) strengthening the organizational capacity of civil society organizations, decentralization of power within the framework of administrative reform and the use of online resources; 6) socio-economic and political instability, prevalence of social problems, weak definition of social entrepreneurship, violation of legislation, dependence on international sources of funding, lack of strong teams, development strategies, financial and marketing plans, lack of tools for assessing social entrepreneurship; 7) none of the analyzed factors was named by the experts as such that may disappear in the future. The authors associate actions for the further development of social entrepreneurship mainly with the possibilities of decentralization. The obtained results are useful for the development of strategies for the development of social entrepreneurship at the regional level and for the application of the PEST analysis method in further monitoring studies.

Purpose of the research. The main purpose of the article is to deepen the theoretical foundations of business social responsibility formation and its development in Ukraine. Methodology. It was used the following methods: comparative economic analysis, induction and deduction, summarizing, logical generalization, grouping and graphic expression. Results. It is substantiated that the development of business, the integration of the Ukrainian economy into the world economic system poses new challenges to business, related to the intensification of processes in the field of social responsibility in Ukraine. It is substantiated that the management of social responsibility of business is realized through the influence of the state on the improvement of labor relations, the introduction of honest business practices, against-corruption practices, expanding environmental responsibility of business and its cooperation with local communities. It is determined that business social responsibility is gradually becoming an important component of strategic management of enterprises in Ukraine. It is proved that in modern conditions the partnership between the state and business (joint regulation) prevails, and also the development of self-regulation is intensified, which together are able to ensure their effectiveness in modern conditions. Practical meaning. Important trends in the development of business social responsibility in Ukraine are insufficient assessment of the importance of social responsibility, and compliance with only mandatory rules set by applicable law. Prospects for further research. The formation of theoretical foundations of business social responsibility and its development in Ukraine confirms the need for further scientific substantiation of toolkit for assessing the effectiveness of social responsibility.