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India is the first country to have mandated compulsory corporate social responsibility (CSR) spends through changes in its legislative framework. Focus has thus shifted from the “why” to the “how” of CSR and, therefore, a shift in the “locus” of CSR responsibility from the “influencer” chief executive officer toward the “implementer” CSR professionals. The purpose of this paper is to study the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation.

This paper, using a case study design, studies the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Building on theoretical frameworks, this paper carries out an exploratory research of an Indian business school’s management education program for development practitioners. It uses qualitative inputs gathered from relevant stakeholders of the program to understand the role of management education in facilitating the paradigm shift in CSR in the Indian context.

The paper finds that the program has impacted outcomes at three levels, namely through developing key individual CSR-related competencies; impacting participants’ professional performance; and organizational impact in effective CSR implementation.

The case study provides a roadmap to business schools for designing and implementing programs for CSR professionals.

Extant research in the Indian context is silent on key competencies required for CSR implementation and also on the role of management education in developing the same. Such competencies can ensure the efficiency of the expected large CSR spends by private corporates under the new legal requirements and alter the country’s social development path.

This 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.

As 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.

The interviews indicated that specific skills and competencies were needed for managing CSR, but these varied, and a competency framework for Thai corporations was developed.

The interviews were limited to only the CSR managers. Thus, the generalization of the findings to other industries should be done with caution.

A CSR competency framework for managers is provided, which can supply CSR skills and competencies model for other managers and practitioners.

The paper has value in that it provides an analysis of the CSR skills and competencies of the leading corporations in Thailand.

To succeed in today’s dynamic and unpredictable business world, businesses are increasingly required to gain the trust of and inform the society in which they operate about the social and environmental consequences of their actions. Corporations’ claims regarding the responsibility and ethicality of their actions, however, have been shown to be contradictory to some degree. We define corporations’ deceitful implementation of their corporate social responsibility (CSR) policies as pseudo-CSR. We argue that it is the moral characteristics of individuals, i.e. employees, managers and other decision-makers who ignore the CSR policies, which produce pseudo-CSR.

This is a conceptual paper.

The authors conceptualize the gap between true CSR and pseudo-CSR on a cognitive individual level as “moral laxity,” resulting from organization-induced lack of effort concerning individual moral development through ethical discourse, ethical sensemaking and subjectification processes. The absence of these processes prohibits individuals in organizations from constructing ethical identities to inhibit pseudo-CSR activities.

This paper contributes to the literature on CSR by augmenting corporate-level responsibility with the hitherto mostly neglected, yet significant, role of the individual in bridging this gap.

This exploratory study aims to investigate how the role of the CSR manager is influenced by his orientation to corporate social responsibility (CSR) responsibilities, his attitude and competency.

The study involved 112 managers of CSR-implementing companies in the Klang Valley, a highly industrialized region in Malaysia. They were chosen based on a systematic random sampling technique.

The study found that the level of role, orientation and competency of CSR managers was high, whereas that for attitude was moderate. Further, regression analysis results showed that the managers’ orientation to economic and ethical responsibilities as well as competency significantly influenced their role in CSR with an explanatory power of 20.1 per cent.

The study was cross-sectional in nature. Nevertheless, it involved a sample of company managers from a selected location in the country. The predictor variables were limited to orientation to economic, legal, ethical and philanthropic responsibilities; attitude; and competency.

The study highlights the importance of personal qualities of the manager and also the manager’s role in promoting community development CSR. These findings should be capitalized on by managers and other practitioners in CSR.

The study findings contribute to research on CSR that is viewed from the perspective of corporate image being projected by the role of CSR managers, as influenced by their CSR orientation, attitude and competency. Recommendations for CSR and human resource development practice and future research on the predictors of the role of CSR managers are proposed.

This paper aims to investigate the impact of different types of corporate social responsibility (CSR; i.e. value-creating CSR, promotional CSR and philanthropic CSR) on consumer responses and the moderating role of corporate competence.

The authors tested the hypotheses by using two empirical studies – a survey and an experimental study. The evidence is generated based on generalized linear model repeated-measures ANOVAs for the survey study and two-way factorial ANOVAs for the experimental study.

The findings show that in general, consumers respond to value-creating CSR more favorably than to philanthropic CSR or promotional CSR. In addition, corporate competence moderates consumers’ responses to different types of CSR in such a way that promotional CSR is more likely to have the desired effects when carried out by low-competency rather than by high-competency firms, whereas value-creating CSR is more effective for high-competency firms than for low-competency ones. Philanthropic CSR works equally in both types of firms.

This research answers a long-term call to study the differential consumer effects of various CSR types. It also identifies perceived corporate competence, an important consumer-based corporate factor, as a potential moderator of consumers’ response to CSR types.

Armed with the findings, companies can choose CSR practices that fit with their company characteristics. This research offers important and specific managerial implications to firms with different company profiles on their CSR choices.

Given that today’s managers are faced with the challenge of selecting desirable CSR activities from a group of options, the authors answered the call by studying the differential effects of a wide array of CSR choices and provide important practical guidance to managers. For the first time in the literature, the study also investigates the potential interactive effects between specific CSR types and corporate competence on consumer reactions. This inquiry bears significant relevance to the ongoing discussions concerning whether and how company characteristics generate influences on the outcomes of CSR strategies.

The article's main purpose is to investigate the relationship between organizational and professional commitment and accountants' construction of corporate social responsibility (CSR) competencies.

A survey of accounting professionals in Canada (chief financial officers/finance directors) was conducted to ask them about their organization's CSR position, their openness to CSR, involvement in related activities, the codified knowledge they use and their organizational and professional commitment.

The results show the dominance of normative commitment to the profession or organization and its relationship with professional CSR training. Professional CSR training and organizational and other CSR training activities are also related to the professional's openness to CSR.

The study's main limitation is the small number of participants. Future research is needed to investigate the conditions under which normative commitment is developed.

The results make a practical contribution by suggesting that organizations seeking to involve accounting professionals in CSR activities might want to consider encouraging them to get CSR training using professional resources because of its link to both forms of normative commitment. Further, the findings indicate that the profession could integrate CSR issues more extensively in its accreditation process to enhance its role as a resource provider in the construction of accountants' CSR competencies.

To the authors' knowledge, the study is the first one to investigate the relationship between organizational and professional commitment and accountants' construction of CSR competencies.

Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The path to i-deals in the organization can commence with value-based human resource (HR) practices. The purpose of this paper is to investigate this path from value-based HR practices to i-deals through the mediating roles of corporate social responsibility (CSR), emotional intelligence (EI) and upward influence behaviors.

The hypothesized model was verified through the structural equation modeling-based analysis of cross-sectional data from 362 respondents from Vietnam-based software companies.

Research findings found value-based HR practices as the starting point of the path to i-deals, in which consecutive crucial milestones are ethical CSR, EI and organizationally beneficial upward influence behaviors.

I-deals literature, through this empirical inquiry, is further extended by discovering the socialized driving forces, such as CSR and EI, behind individualized i-deals.

Clinical governance effectiveness is built on the responsibility of clinical members towards other stakeholders inside and outside the hospital. Through the testing of the hypotheses on the relationships between clinical governance and its antecedents, this paper aims to corroborate that emotional intelligence is the first layer of bricks, ethics and trust the second layer, and corporate social responsibility (CSR) the third layer of the entire architecture of clinical governance.

A total of 409 responses in completed form returned from self-administered structured questionnaires dispatched to 705 clinical staff members underwent the structural equation modeling (SEM)-based analysis.

Emotional intelligence among clinicians, as the data reveals, is the lever for ethics of care and knowledge-based or identity-based trust to thrive in hospitals, which in turn activate ethical CSR in clinical activities. Ethical CSR in clinical deeds will heighten clinical governance effectiveness in hospitals.

The journey to test research hypotheses has built layer-by-layer of CSR-based model of clinical governance in which high concentration of emotional intelligence among clinical members in the hospital catalyzes ethics of care and knowledge-based or identity-based trust, without which, CSR initiatives to cultivate ethical values cannot be successfully implemented to optimize clinical governance effectiveness in Vietnam-based hospitals.

The purpose of the paper is to present a new process for the evaluation of an automotive organisation’s suppliers by corporate social responsibility (CSR) measures.

A methodology for socially responsible purchasing is detailed along with a case study outlining its use within a large automotive manufacturer.

Socially responsible purchasing has a positive impact on the performance, trust and cooperation of the supplier base. Industry practitioner’s state that cost and implementation difficulties are reasons for purchasing and supply managers’ reluctance to participate in CSR activities. The CSR evaluation process within the case study organisation identified which suppliers should be considered for CSR audit; giving the purchasing manager, of the case study organisation, an objective basis for decision-making.

Future development of the approach may involve the integration of the CSR tool more closely with strategy and policy procedures of an organisation. The CSR tool may also be developed for use in sectors beyond the automotive industry. Additional commentary is given on the potential relevance of this approach to the retail sector.

The methodology and case study descriptions provide an outline template for purchasing and supply managers with the automotive sector and guidance for interested practitioners in other industries.

This paper expands the guidance available for purchasing professionals wishing to evaluate the CSR impact of procurement decisions.