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The main purpose of this study is analyzing the influence of corporate social responsibility practices and programs on employee human resources performances in Puerto Rico. The study used an exploratory approach and primary data for this research was obtained through a questionnaire collected from 205 employees of companies with CSR active programs. The study uses structural equation model (SEM) technique to test the hypotheses. The study found the highest significantly positive relationship in CSR programs and employee human resources performances than CSR practices and employee human resources performances. The present study discusses important implications regarding uses of CSR for enhancing employee’s organizational commitment and satisfaction. One of the least studied areas at the moment is the internal corporate social responsibility which is directly related to company’s employees. This dimension of the corporate social responsibility refers to the set of responsible activities and practices that the company realizes toward their employees that consider the living conditions of each one of them and the contribution that it can do to improve their well-being.

This paper aims to demonstrate that corporate philanthropy can be driven from the bottom to the top. In particular, the authors investigate whether employees’ donations influence corporate philanthropy and under what conditions this effect occurs.

The sample consists of Chinese listed firms that disclosed the amount employees donated in response to the Sichuan earthquake in 2008. The Heckman two-stage selection model is applied to examine the effect of employees’ donations on corporate philanthropy and the conditions under which this effect occurs.

The results show that employees’ donations are positively associated with corporate philanthropy. Furthermore, a higher percentage of females in top management teams can significantly strengthen the effect of employees’ donations on corporate philanthropy. When the average age of the top management team members is high, the influence of employees’ donations on corporate philanthropy is stronger.

This is an empirical study that helps to predict corporate philanthropy. Another practical implication is that employees should be recognized as an important element of corporate social responsibility.

The results encourage employees to become drivers of corporate social responsibility.

This study contributes to the corporate social responsibility literature by demonstrating that corporate philanthropy can be driven from the bottom to the top. Moreover, this study integrates signaling theory into the study of corporate social responsibility. Finally, this study identifies two important contingent factors that strengthen the effect of employees on top managers’ decisions about corporate social responsibility.

An ever‐increasing number of companies are recognising the reputational risks and opportunities that corporate responsibility brings, and for these companies aligning corporate behaviour with stakeholder expectations is an ongoing business priority. Communication, however, often remains the missing link in the practice of corporate responsibility. The information requirements of a range of opinion leader and mass stakeholder audiences are not currently being satisfied by many companies, so they are not getting full credit for their responsible corporate behaviour. Of course, there are specific challenges in communicating corporate responsibility – including scepticism towards company messages and potentially hostile reactions from the media, campaign groups and others. The diverse information requirements of different stakeholder groups also present special communication challenges, and these requirements are examined in turn. Using MORI’s British opinion research to illustrate the case, this paper first examines communication to opinion leader audiences (such as legislators, business press, investors and non‐governmental organisations), and in particular the opportunities and limitations of the social report. It then goes on to address communication of corporate responsibility to the general public and the need to trigger wider consumer engagement in this topic. Lastly, it covers the communication opportunity presented by companies’ own employees and the internal communication challenges surrounding corporate responsibility. The paper suggests, in conclusion, that effective communication of corporate responsibility depends on a clear strategy which evaluates both the opportunities and the risks to the brand, and which tailors messages to different stakeholder groups. It calls for a coordinated approach, which ideally embeds corporate responsibility messages into mainstream communications. The paper also identifies internal communication as an under‐utilised and potentially powerful channel for enhancing a company’s reputation for responsibility among its key stakeholders.

The purpose of this paper is to analyze how social power and pressures over the past century have shifted the audience towards which organizations find themselves accountable, as reflected in their social responsibility reporting.

The authors use historical analysis to analyze qualitatively the annual reports of prominent US organizations between the 1900s to the early 2000s. Adopting an integrationist perspective, the authors ground their research in stakeholder theory and reviewed passages in annual reports identifying the audiences of socially responsible organizational initiatives.

The study revealed that the degree and focus of corporate accountability shifted over the course of the 1900s, and that this change was due to shifts in influence and power stemming from different stakeholders. During the early 1900s, organizations were more concerned with pleasing internal stakeholders (i.e. employees); however, economic and social events shifted this attention towards external stakeholder groups (i.e. the environment) during the latter part of the century. More recent events fueled social pressures, resulting in legislation and social reporting guidelines during the first decade of the twenty‐first century.

Organizations will continue to be held accountable as new stakeholder groups emerge and different social movements and economic changes transpire, exerting more pressure on organizations to be socially responsible. Furthermore, organizations need to remain current on social reporting guidelines, as these increasingly become the means of communication with multiple stakeholder groups. In summary, findings suggest that organizations would benefit by staying abreast of economic and social cues when developing their socially responsible initiatives and reporting.

The unique contribution of this paper is to identify how economic and social events place pressure on organizations and shift organizational attention through an accountability mechanism, resulting in changes in the focus of social responsibility reporting.

This paper aims to examine whether companies in Indonesian controversial industries can rely on their corporate social responsibility (CSR) practices to improve potential employees' job pursuit intention, which lead to a higher quality of work life (QWL) and a better performance from their employees.

The target respondents are interns, staff and supervisors of 42 Indonesian listed companies in controversial industries. The data collection method is performed by distributing questionnaires using a seven-point Likert scale. Collected data using partial least squares (PLS) analysis are conducted and tested.

Consistent with the existing result, the authors find out that potential employees have a higher intention to join and accept a job offer from companies with a higher level of CSR practices. Regarding the corporate social responsibility, it is further proven to have a positive effect on employee's quality of work life. More interestingly, the findings of the current study reveal that CSR also affects employee performance (EP), both directly and indirectly, through QWL.

Findings demonstrate that CSR in Indonesian controversial industry represents an important factor for recruiting top employees that lead to the improvement of the employee's quality of work life and performance.

The findings indicate that enterprises should be more concerned about CSR engagement in attracting new talents, enhancing the quality of work life and cultivating the employee's performance.

This study enhances previous supports and studies on the concept of CSR and human resource management by analyzing the relationship between CSR and employee performance. Previous researches have concentrated their objectives in finding the link between CSR and the financial performance of a company. However, it must be understood that a company's success actually hinges on the performance of one of their greatest assets, the human resources. Additionally, due to the change in generations that will be the job seekers, recruitment strategy to attract job applicants and improve the job pursuit intention (JPI) is now needed more than ever. One of the strategies that Indonesian companies can use to do so is by practicing CSR. Hence, this is the first study in an attempt to observe the overall relationship of the CSR with the job pursuit intention, QWL and EP, especially in the controversial industries. The study will drive companies to intensify their efforts in maintaining good employee performance.

In recent years, especially after the 2008 global financial crisis, the global economic recovery has been struggling. The trend of anti-globalization with populism and protectionism around the world is on the rise. As the largest developing country, China will engage in promoting global economic integration for common development of the world to promote the sustainable development and globalization. This paper will focus on the global operations of Chinese MNCs and explore their social responsibility to go global under the B&R Initiative, study their performance of social responsibility, analyze the potential risks and put forward countermeasures. Based on the report of the Top 100 Chinese MNCs released by China Entrepreneurs Association in 2016, we select 35 corporations related to the B&R, use their comparatively complete data and conduct a statistical analysis of their CSR data. To study the economic, social and environmental performance of CSR and sustainable development, we focus on three major indicators, including employee, environment and the public. Data from 2012 to 2016 are considered, for a total of five years. Through the analysis of CSR data, this paper points the social responsibility development status of major Chinese MNCs under the B&R Initiative and reveals some problems and risks that still exist in the fulfillment of social responsibility. In response to these issues, we make analysis from the perspective of stakeholders, so as to provide ideas for the development of social responsibility of the related corporations. At the initial stage of China's initiative of the Belt and Road, it is a new attempt to launch a research on the social responsibility of Chinese MNCs. Traditionally, research on CSR tends to make horizontal comparison of corporations in different countries and focuses on a certain year. Based on the traditional research and differ from them, we extend the time interval of research beyond a certain year and adopt the trend analysis to CSR data. In addition, case introduction is also used. According to the stakeholder theory and the comprehensiveness of the data, the research is focused on three main aspects, namely, employee, environment and the public. And, we have made a relative conversion of these indicators. These thoughts can examine the social responsibility development of related corporations in a given period and help promote the B&R Initiative.

The main purpose of this research is to know the attitudinal displays of Kazakhstan companies towards corporate social responsibility. Apart from this, the paper also seeks to analyze the opinions of Kazakh employees, customers and the general public about their companies' socially responsible actions.

After a thorough revision of the relevant literature on corporate social responsibility, through well structured questionnaires and informal personal interviews with 50 Kazakh companies from both manufacturing and service sectors' concerned officials, the study analyzed CSR towards Kazakh owners or shareholders, employees, customers, creditors and suppliers, general public or community at large and government. To cross‐validate, the paper also carried out a separate survey to collect the opinions of 100 employees, 100 customers, and 100 members of the general public. These collected data were analyzed by using SPSS and Microsoft Excel software packages.

Kazakhstan companies conveyed a difference of opinion in almost every stakeholder area because of the present day economic crunch. Related to consumers, only 68 percent of companies recognized the provision of effective after‐sales service and 62 percent only promised to extend courteous service. Most importantly, only 58 percent of the Kazakh business community acknowledged following a fair trade policy. Related to the cross‐validation part, a meagre 8.57 percent of employees were not content with companies' policies, 12.86 percent of customers thought they were exploited and another 11.20 percent of the general public were not pleased with the social actions of Kazakh companies.

The study presents required information relating to Kazakhstan companies about the expectations of different stakeholders regarding revising their existing plans, policies, strategies and programs for maintaining healthy and affable relations.

The research paper provides a strong information base for both Kazakh companies and academicians to understand the various expectations of all the key interest groups in general and employees, customers and the general public in particular.

Reviews the development of the corporate social responsibility (CSR) concept and its four components: economic, legal, ethical and altruistic duties. Discusses different perspectives on the proper role of business in society, from profit making to community service provider. Suggests that much of the confusion and controversy over CSR stem from a failure to distinguish among ethical, altruistic and strategic forms of CSR. On the basis of a thorough examination of the arguments for and against altruistic CSR, concurs with Milton Friedman that altruistic CSR is not a legitimate role of business. Proposes that ethical CSR, grounded in the concept of ethical duties and responsibilities, is mandatory. Concludes that strategic CSR is good for business and society. Advises that marketing take a lead role in strategic CSR activities. Notes difficulties in CSR practice and offers suggestions for marketers in planning for strategic CSR and for academic researchers in further clarifying the boundaries of strategic CSR.

As part of discussing future research in the era of change for Globalization 4.0, this chapter examines the traditional academic CSR literature to determine a gap in current research. An academic literature search revealed limited literature on actual CSR activities, and more specifically, Social Initiatives (SIs). It is important to expand on this area of research as it relates to an evolution of the original CSR definition by Carroll (1979, 1999). The literature review also revealed limited use of Social Identity Theory in CSR studies: a theory which provides an excellent context to give ‘purpose’ and meaning to a more socially oriented form of CSR. It also provides a base to understand human ‘identification’ and ‘identity’ with CSR activities, in a new era of change. Recent research reveals the importance of understanding what employees and global citizens as stakeholders want, need, identify, and engage with. Following a literature review, this chapter introduces a new ‘Social Initiatives Framework,’ designed to incorporate the many terms and alternative themes associated with CSR. The chapter concludes with extracts from an example paper for this area of research, and provides a model to examine changing stakeholder perspectives in global settings. The findings behind the development of the model is discussed, revealing substantial opportunities for future research. The chapter highlights the development of CSR SIs to study the sustainable development goals, while also supporting social enterprises to solve wicked challenges and create shared value (CSV) for both the host community and the company within the setting where the organization resides.

The origins of corporate social responsibility (CSR) have been widely attributed to the work of scholars, and business managers as well, in North America and Western Europe. Inevitably, however, as the economic interaction of individual firms and entire nations has grown over the past several decades — call it globalization — so too has the concept and the practice of CSR spread throughout the world. It is certainly time to explore how CSR is being incorporated into the practice of business management in other regions and other countries. Therefore, in this chapter we will focus on Asia: specifically on Japan, South Korea, India, and China. It is interesting for academicians to understand how CSR is being absorbed and adapted into the business cultures of these four countries. Perhaps of even greater importance, it is vital that business managers know what to expect about the interaction between business and society as well as the government as their commercial activities grow in this burgeoning part of the world.

For each of these four countries, we will provide an overview of the extent to which CSR has become a part of the academic community and also how it is being practiced and incorporated in everyday management affairs. We will see that there are very significant differences among these countries which lead to the natural question: why? To answer this question, we will use an eight-part analytical framework developed specifically for this purpose. We will look at the history, the dominant religious beliefs, the relevant social customs, the geography, the political structures, the level of economic development, civil society institutions, and the “safety net” of each country. As a result of this analysis, we believe, academicians can learn how CSR is absorbed and spread into commercial affairs, and managers can profit from learning more about what to expect when doing business in this increasingly important region.