Public country-by-country reporting and corporate social responsibility: an analysis of European multinational banks

Contents: Overview, GA ler Aras and David Crowther Part I Theoretical Overview: A Luhmannian in the playground a corporate social responsibility from a systems-theoretic perspective, Juliane Riese What is 'good' corporate governance?, Dominique Bessaire, CA(c)line Chatelin and StA(c)phane OnnA(c)e Redefining sustainability, GA ler Aras and David Crowther The social contract of business in society, Sandra Waddock The shifting meaning of sustainability, Mary A. Kaidonis, Natalie P. Stoianoff and Jane Andrew Corporate social responsibility and accounting, Stuart Cooper Responsible practices in small and medium enterprises, Antonio Vives. Part II Applying Corporate Governance: Trends in corporate governance, Wallace N. Davidson III, Sameh Sakr and Hongxia Wang Corporate governance a responsibilities of the board, Maria Aluchna Shareholder rights and stakeholder rights in corporate governance, Mirella Damiani The regulatory and legal framework of corporate governance, Hillary Shaw The agency problem and corporate governance, GA ler Aras and David Crowther Auditing, product certification and corporate social responsibility, Charles Elad Decisive risk management for corporate governance, Kurtay Ogunc Corporate social responsibility - a broader view of corporate governance, GA ler Aras and David Crowther. Part III Applying Corporate Social Responsibility: The social responsibility of major shareholders, Marc Goergen and Luc Renneboog External agencies and corporate social responsibility, David Birch How globalization is affecting corporate social responsibility a dynamics of the interaction between corporate social responsibility and globalization, A-zer Ertuna and Bengi Ertuna Responsibility and performance - social actions of firms in a transitional society, Deniz Erden and Muzaffer Bodur Feasibility of corporate social responsibility activities practised by SMEs in Uzbekistan a a stakeholders' perspective, Bokhodir Ayupov and Iroda Komilova Education for ethics and socially responsible behaviour, Kumba Jallow Socially responsible investment funds, Luc Renneboog, Jenke Ter Horst and Chendi Zhang Corporate reporting frameworks, Antonio Tencati Corporate reputation and corporate social responsibility, Stephen J. Brammer and Stephen Pavelin Corporate social responsibility rating, Henry SchAfer. Part IV Dealing with Stakeholders: Business and environmental responsibility, Ian Worthington Corporate social responsibility in the creation of shareholder value, Stephan Heblich Employer duties, Stella Vettori Whistleblowing a perennial issues and ethical risks, Wim Vandekerckhove Framing the social responsibility of business a the role of pressure groups a paradigmatic feuds, Aulvaro de Regil Castilla Corporate environmental responsibility from the perspective of systematic and dialectical science, Wang Hong and Wang Xiaoli Why people do good a promoting responsible behaviours a the myth or reality of persuasion in fundraising letters, Cubie Lau. Part V Experience in Practice: Royal Ahold a the role of corporate governance, Abe de Jong, Douglas V. DeJong, Gerard Mertens and Peter Rosenboom Embedding corporate social responsibility into the day-to-day life of organisations a a practical system thinking approach, Rob Peddle, Ian Rosam and Pavel Castka Istiqbol Dilnoza a a corporate social responsibility study of a micro/small business in Tashkent, Rowan E. Wagner Lessons learned from Washington State's sustainable business program, Kimberly Goetz Esh added value a a case study in indigenous corporate social responsibility, Riham Rizk and Suzanne Gregory A case study on the tobacco industry, social responsibility and regulation, Julia J.A. Shaw. Index.

The Oil Palm Companies is one of the highest contributions towards Indonesia economic development. However, the company performance in the oil palm companies is far from expectation which is related to how they responsible on their shareholders as well as stakeholders. Thus, the study purpose is to examine the relations between corporate governance mechanisms, corporate social responsibility and board equity ownership on performance in Indonesia’s Oil Palm Companies. The findings highlight a positive relationship between board equity ownership, corporate social responsibility and company performance. Furthermore, the moderating role of board equity ownership has a significant positive on the relationship between independence director and company performance as well as corporate social responsibility. The relationship between female director and company performance shows the same result with the interaction of board equity ownership. Currently studies have found that corporate governance mechanisms, corporate social responsibility have significant effect on company performance. Nevertheless, this evidence showed that direct relationship between corporate governance, social responsibility and company performance have mix results. Admittedly, the indirect relationship revealed that board equity ownership contributes significant effect on the relations between corporate governance, social responsibility and company performance particularly in Indonesia’s oil palm companies. Based on the author knowledge, a few studies have been done in oil palm companies which it provides a prominent issue in corporate governance mechanism particularly on board equity ownership which majority is held by family member ownership.
 Keywords Corporate governance, social responsibility, board equity ownership, company performance

ABSTRACTThe reasons underlying the inconsistency in corporate social responsibility (CSR) behaviors have been a topic of ongoing controversy, especially in emerging markets characterized by substantial government intervention, where the issue is further complicated. An empirical examination of private listed companies in China from 2010 to 2019 investigates the factors contributing to the inconsistency in CSR behaviors under political intervention, assessing the impact of political connections on different types of CSR and the moderating role of institutional environments. Additionally, it analyzes the economic consequences of various CSR types under political connections. The findings indicate that: (1) political connections facilitate external CSR while inhibiting internal CSR practices; (2) economic and legal environments play a moderating role in the relationship between political connections and CSR behaviors. Specifically, the financial environment can mitigate both the negative impact of political connections on internal CSR and the positive impact on external CSR. However, the legal environment only reduces the negative effect on internal CSR without influencing the suppression of external CSR; (3) for firms with political connections, external CSR has a negative impact on corporate value, whereas internal CSR contributes to the long‐term growth of corporate value. These insights enrich the understanding of CSR behaviors in emerging markets and offer practical guidance for managers and policymakers in crafting CSR strategies that align with institutional contexts.

Three Models of Corporate Social Responsibility: Interrelationships between Theory, Research, and Practice

Based on the provisions of corporate social responsibility and taking into account the specifics of Russian mining enterprises, the authors attempt to understand theoretically the corporate social and environmental responsibility in this paper. The study shows that the essence of the principles of socially responsible behavior has ancient roots, while the consumer's attitude towards nature begins only in the era of modern times. The genesis, evolution and transformation of social responsibility in Western countries in the twentieth century are traced. The necessity of taking into account the national social and cultural specifics of the domestic economy is substantiated instead of blind copying of foreign management practices. The difference in the formation of corporate social responsibility (CSR) abroad and in Russia is shown. The list of facts and factors contributing to the formation of CSR in Russian realities is given. With regard to the coal industry enterprises inconsistencies have been identified. Their overcoming will allow the enterprises formulating strategies for corporate social and environmental responsibility. The advantages of social and environmental responsibility in comparison with the legal one are presented. In conclusion, the authors summed up the theoretical interpretation of the object claimed in the introduction.

Summary: In this article, an important and troublesome trend of the EC's environmental and social policy is discussed. This trend is best described as a new governance model. In this new model, the government and private sector work together to make new laws (the co-operative approach), and, conversely, corporations are required to assume social responsibilities. Thus, there are two sides to this trend: public government is privatised and corporate government is publicised. The first part of this article discusses the co-operative approach, which has become popular in the environmental area. The main reason for this approach's popularity is that it is believed to avoid the pitfalls of the adversarial approach. The second part analyses the European Commission's ideas about corporate social responsibility (CSR) as set forth in a green paper on this topic. The definition and scope of CSR, the objectives and instruments proposed by the Commission, the CSR stake-holder model, and the management structure and tools required to implement CSR are discussed. The merits of the co-operative approach and CSR are discussed in the third section. The fourth section focuses specifically on the stakeholder model on which CSR is founded. In the next section, some issues that the CSR debate has neglected are brought to the forefront. A final assessment of the co-operative approach and the CSR model is set forth in the final section.

India's new corporate social responsibility (CSR) law requirement has made it the first country in the world to mandate at least 2% of their average net profits from the preceding 3 years in CSR. Is CSR initiative in India appropriate and revolutionary? Or this should still be considered as a corporate philanthropy? This is a hot question for discussion in any forum and at the level of policy making bodies, where, most business leaders recognize CSR expenditures as not a donation, but an investment for the long-term interest of its shareholders and society in general. So, will it be right for the government to be over-prescriptive fixative for this? If CSR mandates are directed and implemented in the right direction, one could see the world to a superior level of corporate governance and social responsibility or vice-versa. Therefore, this paper is an attempt to understand the extent to which the new mandate on CSR under Companies Act of 2013 as a socially responsible initiative is competent enough to bring forth changes in our social and environmental aspects to address the gaps and find out remedial actions to see that deprivation is less and poor people are capable of sustenance. The study provides a generalperspective about the new CSR mandate 2013 in India through a survey of approximately 50 companies of varied sectors such as pharmaceuticals, biotech firms, NGO-s or Non Governmental Organizations, Information Technology, telecom and others. Correlation analyses have been used to study the inter-relationship between the new CSR mandate and the socio-economic, legal and financial as well as the environmental dimensions if implemented well.

PurposeThis paper aims to examine how future top managers in India develop their corporate social responsibility (CSR) orientation. Based on socialization theory, this paper investigates how individual determinants influence CSR orientation by focusing on the two main drivers of CSR in India – the philanthropic and strategic imperatives.Design/methodology/approachA survey of 204 students currently enrolled in a post-graduation program at an Indian Institute of Management was conducted via an online questionnaire. By applying a logistic regression analysis, determinants of CSR orientation are revealed.FindingsThe results of the study indicate the influence of different factors of primary and secondary socialization on an individual’s CSR orientation. The study finds that women and younger individuals have a tendency toward a strategic CSR orientation. Alternatively, religiousness and emotional stability predict a philanthropic CSR orientation. Furthermore, business school education leads to a strategic CSR orientation.Research limitations/implicationsThe study focuses on a number of determinants that were evaluated to be important. Future research should broaden the scope and include additional, and more sensitive, factors.Practical implicationsThe study provides insights that organizations can incorporate in their recruiting processes to strengthen their CSRO development.Originality/valueThe study addresses the gap that exists in current literature on CSRO in India by not just describing but diving deeper and investigating the demographic and psychographic determinants of individuals’ CSRO. A step further is taken to identify individuals’ inclinations toward either a strategic or a philanthropic approach to CSR.

Corporate Social Responsibility and Earnings Quality: International Evidence

The research concludes that businesses in developing nations, notably India, exhibit a steadfast commitment to Corporate Social Responsibility (CSR). Despite marked advancements in CSR procedures, there remains a judgment for businesses to transcend self-interest and embrace a broader societal perspective. For multinational corporations (MNCs), robust CSR practices are indispensable for upholding their reputational integrity. The research utilizes secondary data of the Net Profit after taxes, CSR Spending and Budget for the Fiscal Years 2017–18 to 2021–22, Share prices for the fiscal years 2017–18 through 2021–22 on the BSE and NSE, and Sector-wise distribution of CSR initiatives from company websites, online databases, and annual reports. The findings suggest that businesses in developing nations, including India, are committed to CSR. While there has been an improvement in CSR practices, businesses are still not consistently going above and beyond or solely focusing on themselves. This study contributes valuable insights into the evolving CSR terrain within India, shedding light on the strides made and the persistent challenges encountered in fostering a symbiotic relationship between corporate profitability and social responsibility. By delineating these nuances, the research seeks to inform stakeholders and policymakers about the trajectory of CSR evolution, thereby fostering a conducive environment for sustainable and responsible business practices. The study provides valuable insights into the CSR landscape in India and the ongoing efforts to integrate responsible business practices.

Corporate social responsibility (CSR) is a recognised and common part of business activity. Some of the regularly cited motives behind CSR are employee morale, recruitment and retention, with employees acknowledged as a key organisational stakeholder. Despite the significance of employees in relation to CSR, relatively few studies have examined their engagement with CSR and the impediments relevant to this engagement. This exploratory case study-based research addresses this paucity of attention, drawing on one to one interviews and observation in a large UK energy company. A diversity of engagement was found, ranging from employees who exhibited detachment from the CSR activities within the company, to those who were fully engaged with the CSR activities, and to others who were content with their own personal, but not organisational, engagement with CSR. A number of organisational context impediments, including poor communication, a perceived weak and low visibility of CSR culture, and lack of strategic alignment of CSR to business and personal objectives, served to explain this diversity of employee engagement. Social exchange theory is applied to help explore the volition that individual employees have towards their engagement with CSR activities, and to consider the implications of an implicit social, rather than explicit economic, contract between an organisation and its employees in their engagement with CSR.

PurposeThe purpose of this paper is to examine the effects of political orientation on corporate social (ir)responsibility. In specific, it investigates CEO political liberalism, and its moderation with government political liberalism on corporate social responsibility (CSR) and corporate social irresponsibility (CSIR).Design/methodology/approachPanel regression analysis was conducted using 3,136 firm-year observations of 751 CEOs in the USA.FindingsResults show that the effects of CEO liberalism are positive on CSR and negative on CSIR. During the reign of a democrat president, however, CEO political liberalism shows different impacts on CSR and CSIR. Interactions between the same political orientations are negatively associated with CSR, but not significantly associated with CSIR.Originality/valueThe primary contribution of this paper is in presenting the interactive effects of external environment and CEO attributions on CSIR.

Sustainable Development and the Need for Sustainable Oriented Corporate Law and Regulation

The study aims to analyze the influence of firm agency conflicts, taking into account shareholding control, corporate governance, and corporate social responsibility, on the corporate reputation of the Brazilian firm. The results show that the configuration of shareholding control does indeed impact firm reputation. Dominant control has a direct negative influence on corporate reputation, while a shareholder agreement to control the firm is capable of improving it. Firm commitment to social and environmental concerns is also an important driver of corporate reputation. It is outstanding that the dominant control has also an important moderating unfavorable effect given that it reduces the positive relation between reputation and both corporate governance and social responsibility. Thus, dominant control destroys any favorable impression stakeholders may have regarding the corporate governance system in relation to reputation which means that stakeholders interpret such firm behaviors as strongly influenced by controlling shareholders interests. On the other hand, shared control has also a beneficial moderating effect considering that it moderates positively the relation between both corporate governance and social responsibility, and corporate reputation. That signals that corporate governance and CSR seem to improve reputation of firms with such control configuration. Thus, shareholder control configuration, specifically dominant and shared control, is indeed relevant for firm reputation in Brazil, having a direct and moderating effect on the relation between both corporate governance and social responsibility, and corporate reputation. This means that stakeholders perceive control configuration as influential for firm behaviors.

The purpose of this study was to identify and analyze the implementation of the corporate social responsibility program that supports the Regent's vision and mission through the Corporate Social and Environmental Responsibility Forum in Serdang Bedagai District. This study used descriptive qualitative method. The research location in this study was in Serdang Bedagai District in North Sumatra Province. Data collection techniques used in this study were observation, interviews, and documentation. The data analysis technique used in this research is data reduction, data presentation, and conclusion drawing. The results of the study show that the programs and activities of corporate social responsibility implemented in Serdang Bedagai District are partly not in line with the vision and mission of Serdang Bedagai District, this is because each company has a strategic plan and main tasks and functions of each company, this is the obstacle in carrying out corporate social responsibility activities. Keywords: Corporate Social Responsibility, Vision, Mission, Corporate Social and Environmental Responsibility.