This paper aims to examine whether companies engaging in corporate philanthropy, a component of corporate social responsibility (CSR), disclose information about such…
This paper aims to examine whether companies engaging in corporate philanthropy, a component of corporate social responsibility (CSR), disclose information about such activities publicly on their websites, analyze whether there is a relation between the kind of charitable giving (in-kind donations or financial gifts), the number of donation types, or the industry sector the company belongs to, the mention on the company website and whether there is a relation between communicate company corporate philanthropy and communicate other company CSR issues.
The research methodology was descriptive statistics research method. The data were collected during the months of June and July 2013 from the websites of 141 companies that had recently engaged in corporate philanthropy.
The study found that, surprisingly, a considerable portion of companies practicing corporate philanthropy do not disclose that information on their websites. This was especially the case when donations were made with product instead of in cash.
This study quantifies the fact that many companies engage in CSR through corporate philanthropy but do not communicate those activities to a wider public. This can be seen as a missed opportunity to take advantage of a variety of positive effects that companies related to CSR benefit from. On the other hand, it can also be interpreted as a missed opportunity for the NGOs to encourage their donors to “come out” with their philanthropic activities.
The purpose of this paper is to propose a framework that intends to help organisations achieve the sustainability goal by means of a methodology that integrates…
The purpose of this paper is to propose a framework that intends to help organisations achieve the sustainability goal by means of a methodology that integrates sustainability in both the planning and management tasks of the organisation and that serves as a base for the implementation of an information system aligned with the business strategy.
After an exhaustive review of literature about corporate social responsibility, strategic planning of organisations and balanced scorecards (BSCs), a methodology has been developed that describes the process of designing and implementing a sustainability BSC for sustainability strategic planning and management.
The methodology can be easily implemented at companies with a minimum of computer resources, but managers play a key role in its success, since they are the responsible for providing the necessary environment for overcoming such an important change.
The methodology has only been applied once and their results will only be able to be analysed after a long time. Meanwhile, more implementations have to be performed to test and improve the different steps und tools until the methodology can be considered definitive.
The methodology could be used by many organisations, improving their social and environmental performance and contributing to their sustainability and the sustainability of all of their stakeholders, specially for society as a whole. Readers of this paper could see a practical application of methodology and its viability by means of the case.
An innovative structure for BSCs which has been developed having in mind the sustainability since the beginning, but not justly adding environmental and social variables to a model designed with economical purposes.
This paper aims to analyze green human resource management's (GHRM’s) relationships with corporate social responsibility (CSR) and customer relationship management in…
This paper aims to analyze green human resource management's (GHRM’s) relationships with corporate social responsibility (CSR) and customer relationship management in Brazilian companies.
A sample of 142 companies – from the electro-electronics, mechanical metals, packaging, footwear and plastics industries – was examined using the partial least squares method.
The results reveal that GHRM practices positively influence CSR practices, which act as a moderating construct to positively influence customer relationship management.
The results cannot be generalized due to the non-probabilistic sampling used; however, the results meet the requirements of the statistical methodology.
These findings contribute to business managers' decision-making, as they demonstrate that organizations must develop a consistent culture focused on social and environmental issues. This also reveals that the human resources field can contribute to developing a socially correct company, with the subsequent possibility of satisfying customers to retain and create customer loyalty.
The results show that for a company to be sustainable from an economic, social, and environmental perspective, the involvement of human resource management is fundamental.
This paper contributes to academia by presenting a new theoretical model, tested using a sample of Brazilian companies, which illuminates GHRM as an area still under development.