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Over the years, corporate social responsibility (CSR) has gained increasing attention from practitioners and scholars alike. The programs intended to demonstrate corporate responsibility have led to significant findings, such as the belief that commitment towards CSR activities and communication can improve the perceptions of various stakeholders (Snider, Hill, and Martin 2003). Thus, the lack of social responsibility may lead to the weakening of stakeholder relationships. CSR efforts that are characterized by global themes, as well as execution tactics, have emerged in the marketplace.
Communication of CSR activities in Europe and non-Western countries has reportedly become similar to activities in the United States with which reporting and communication are frequently articulated (Joutsenvirta 2009). This suggests that CSR efforts, which proactively plan and implement programs that integrate the social value with business activities and address problems perceived as part of an organization’s social responsibility, have considerably improved. Therefore, the current trends and evidence highly support the planning, execution, and communication of CSR activities and programs.
Primarily, the social responsibility of organizations is to produce goods and services that are socially desirable. Furthermore, these companies have the social responsibility of adhering to ethical and legal standards that are viewed by society as appropriate. (Smith 2003). This has been presented through a more comprehensive definition that described corporate citizenship as the extent to which firms take on the legal, ethical, economic, and discretionary responsibilities that their stakeholders oblige them to assume (Waldman, Siegel, and Javidan 2006).
One of the most noteworthy aspects of CSR’s definition is the relevance attached to discretionary responsibilities that express the desire of the society to see companies become actively involved in the development and betterment of communities and perform beyond the expected standards.
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