Corporate Social Responsibility in the Arctic

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

It is a commonly held belief that the needs of stakeholders are typically at odds with the needs of business, particularly in the energy industry. For this reason, many organizations have implemented the concept of corporate social responsibility (CSR) in an effort to strike the appropriate balance between profitability and social responsibility. In 2002, a case study was conducted to determine the variance in perspective between corporate managers and stakeholders with regard to CSR. Specifically, both parties were asked about:their definitions of CSR,balancing profitability and social responsibility andthe role of the stakeholder. The results of the research were somewhat unexpected and suggest that a more consensus-based approach to managing stakeholder relations will yield a greater positive result for energy companies. Introduction Who cares about corporate social responsibility? Historically, business has not focused on this concept, content instead to meet its fiduciary responsibility to its shareholders. According to Milton Friedman, the only social responsibility of business is to generate profit.1 The average citizen has not typically paid any attention to the social responsibility of corporations, content instead to earn a decent living and lead a happy life. So, at what point did we suddenly become aware of the notion that companies must do more than operate in a profitable manner, and that we as a society have the ability to influence corporate behaviour? It has only been in the past few decades that environmental, community and social concerns have begun to surface as issues of significance in the corporate world. In the last thirty years, we have also seen unparalleled advances in technology, communication and availability of information. Means of production are introduced and made obsolete in record time. Individuals can establish and eradicate contact with others almost instantaneously. Access to knowledge is no more than a mouse click away for many individuals in North American society. How did all of this advance the concept of corporate social responsibility? Corporate social responsibility (CSR) began to emerge as an issue when the question was posed to Milton Friedman: what is the social responsibility of business? In many ways, Friedman's response was merely a defensive reaction to an issue that had no precedent in the business world. Until that point, organizational behaviour was embedded and unchallenged. Friedman took a stance and defended the behaviour of organizations based on the fundamental assumption that business operated to generate profit for owners. Since then, the debate has raged about the social responsibility of business. Whether the focus of the argument has been on the role of ethics in business, or the theoretical meanings of responsibility, the historical debate over corporate social responsibility continues to be waged. At the same time the question of corporate social responsibility was posed, the face of business was beginning to change. With the social revolution of the late 1960s, the business world began to see more immigrants, women and individuals with liberal views enter the workforce. This liberalization and diversification of the workforce brought the status quo into question. As the makeup of work changed, it became evident that different people had different views of the world. Heterogeneity and inclusivity began to change the business world. With diversity in the workplace came the advancement of new perspectives and ideals. Although traditional business views were being challenged, the challenge was not coming from a fringe group with no legitimate association to business. This challenge was coming from those who composed the new workforce, individuals in positions to exercise legitimate influence over business and make significant changes. Inclusivity was not a demand from such groups; it simply became a business reality.

[Extract] Where is business ethics today? And with this, where are business ethics today? Where do we find them? Are there enough? These questions strike us today, and present us with our starting points. First of all in considering how business ethics has evolved, and what state it is in. But also, in asking where business and ethics are today and how and where they might be in the future. Starting out with these seemingly innocent questions, we face a set of somewhat more troubling questions about the location of business ethics. For some, business ethics is quite easy to locate. When seen as a business function, an academic discipline or a part of business school education, business ethics is often taken as something that obviously has a location. If business ethics is readily locatable, then it can be disciplined, generalised, taught and instituted as part of best practice and corporate strategy. But are business ethics so easily locatable? Are they a 'something' characterised by a 'thingliness' that might allow them to be taken in hand and put to use? If business ethics are not open to such reification, then we might find that ethics in business involves a basic dislocation relating to phenomenal experiences arising when things are out of place. Business ethics would then take place when, as was sensed by Hamlet, things are 'out of joint'. The experience of whistleblowers and the victims of corporate malfeasance is certainly one of deeply felt dislocation. If we find business ethics in these practices, might ethics also be found in other spaces of dislocation?

Model Development Program Social Responsibility and Corporate Environment Forestry, Plantation and mining in East Kalimantan . Social and Environmental Responsibility (TJSL) which can be defined as a Vendor moral responsibility towards their stakeholders, particularly the community around the work area or oprasionality. TJSL can be understood as an attempt commitment to act ethically, operating legally and contribute to economic improvement along with improved quality of life of employees and their families, the local community and the wider community. Related to the disclosure of Social Responsibility and Environment there are some standards to measure the disclosure of social and environmental responsibility, one of which is TJSL disclosure guidelines by the Global Reporting Index of Global Reporting Initiatives (GRI). The guidelines of the GRI is widely used as a benchmark by the researchers to measure the disclosure policy of corporate social responsibility. Through this report, companies demonstrate accountability and transparency in the implementation of social and environmental responsibility. Therefore it is necessary to see (1). Is the company in East Kalimantan has implemented a Social and Environmental Responsibility (TJSL) in accordance with the GRI standards? (2). How to model the development of Social and Environmental Responsibility (TJSL) in accordance with the conditions in East Kalimantan? The purpose of this study are: (1). Identify the activities TJSL, (2). Know and analyze the fit between the disclosure of the implementation of the Social and Environmental Responsibility (GRI standards) and actual conditions (3). Formulating alternatives and developing implementation strategies Social and Environmental Responsibility in accordance with the conditions of East Kalimantan. Research taking samples (purposive sampling) in (1). PT Surya Hutani Jaya (concession / Industrial Plantation Forest) (2). PT Gunta Samba (oil palm) (3). PT Kaltim Prima Coal (coal mining). Explorative study, by combining methods of study documentation (study documentation) from various secondary data sources and methods directly (direct methods), namely in the field of primary data collection by interview (interview) and observation (field observation). In general, the study results showed that the Program of Social and Environmental Responsibility (TJSL) basically implemented by all major land-based company in East Kalimantan, particularly the three companies were to be the case to be investigated, to PT. Hutani Surya Jaya / PT. SHJ (Industrial Plantation Forest); 30.57% of the informants said the company has been run TJSL, 59.06% of the informants said the company does not run TJSL and 10.36% of informants claimed not to know. PT. Gunta Samba / PT. GS (Palm Oil); 27.20% of the informants said the company has been run TJSL, 41.68% of the informants said the company does not run TJSL and 31.17% of informants claimed not to know, And PT. Kaltim Prima Coal / PT. KPC (coal mining); 44.80% of the informants said the company has been run TJSL. 44.20% of informants stated the company does not run TJSL and 11.00% of informants claimed not to know. All three companies are not fully utilizing the criteria Global Reporting Initiative (GRI). Similarly, the General Model Development TJSL program consisting of: Input; Diagnosis and Design; Reference; Rationalization and implementation. It can be proposed three (3) models TJSL development, namely: (1) Model-based TJSL input from Down (Bottom-Up Model); (2) Model-based TJSL input from the Top (Top-Down Model); and Model Two-Way (Bilateral-Matching Model). Thus the government should be of national, provincial first district / city in East Kalimantan is more serious to regulate and control the TJSL program especially for land-based industries. This is because regarding hajad life and future of the people, especially the smaller communities that live in / on and on natural resources exploited by large-scale investors; the Government, in particular the Government of East Kalimantan, it is necessary to consider that TJSL is an integral part of the process National development / Local.

Recently, the topic of carbon neutrality has been gaining momentum. Such trends are mainly related to the adoption of important global agreements, such as the European Green Deal, as well as the implementation of the Sustainable Development Goals. Such trends have a positive effect on countries, but in such situations, states must quickly respond to the challenges and needs of the world and have an understanding of how to respond to these trends. To date, there are many ratings that can be used to form a portrait of a country (investment, social, environmental, etc.), but currently the rating of the green brand of a country is becoming more relevant. There are problems regarding its improvement and filling, yet this is a new evaluation of a country for this period of time. It is relevant today to study the nature and architecture of the concept of a green brand, as well as the search for the main determinants of its impact. The purpose of the article is to analyse publications in order to identify patterns in the development of the green brand and the social responsibility of business. The article provides a bibliometric analysis of research in the field of green branding and corporate social and environmental responsibility. The authors selected more than 10,000 works published in 2000–2021 indexed by the scientometric databases Scopus, Web of Science and Google Scholar. Using VOSviewer, the results of the bibliometric analysis were visualized on the definition map. This made it possible to identify seven clusters that combine 58 terms. As a result of the research, using the constructed bibliographic map, the connection between the terms ‘green brand’ and ‘corporate social responsibility’ was revealed.

The strategy of transforming universities into producers of new knowledge for technological enhancement through digital technologies, aimed at improving the quality of life and ensuring social responsibility and sustainability by the UN Sustainable Development Goals, underscores the relevance of our research. This research aims to investigate the evolution of students’ social responsibility within university settings amidst the backdrop of educational digitalization. The research methodology was based on a model of social responsibility as an integrative personal quality. The study revealed the insufficiency of the formation of the motivational factor of social responsibility among undergraduate students and the prevalence of instrumental motivation among a significant number of master's students. The null hypothesis was refuted and a pronounced positive dynamics of students’ social responsibility in the learning process was demonstrated. The need to orient the higher education system toward the development of students’ moral aspirations for conscious regulation of their educational and future professional activities was substantiated. The results of the study can be used to solve theoretical, methodological and practical problems of sociology. Future research aims to explore the driving components of students’ social responsibility motivation, to study comparative attitudes towards social responsibility between students and teachers, and to study the implementation of the Sustainable Development Goals in the context of universities’ corporate social responsibility. This expansion will include diversifying the respondent pool to cover other educational institutions, as well as expanding the sample to different cultural contexts.

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.

This case study seeks to make evident the imperative of better stakeholder management for contemporary competition by examining the evolving corporate social responsibility (CSR) strategies at the Ultimate Fighting Championship (UFC), a world leading sports entertainment firm, over its 29-year history. Specifically, this case study illuminates that while CSR is becoming increasingly understood as indispensable for a firm’s overall strategy, corporate strategists need to design and implement CSR with dual vigilance that, (1) stakeholders’ expectations on CSR would heighten over time and (2) internal stakeholders’ needs, though often trivialized in many CSR strategies, need authentic accommodations that move beyond lip service. In addition to unpacking the issues of CSR (and) authenticity for the UFC’s stakeholder management, this case study also draws on insights gleaned from mainstream stakeholder management and CSR research and provides evidence-based analysis and recommendations for enhancing firms’ CSR strategies.

Purpose This research addresses the integration of sport into corporate social responsibility (CSR) strategies by companies listed on the Qatar Stock Exchange (QSE). Theoretically underpinned by neo-institutional isomorphic pressures, the study aims to fill a gap in the literature on CSR practices in the Middle East by examining how Qatari firms use sport-related CSR initiatives to foster community engagement and meet sustainable development goals. Design/methodology/approach The research involved a comprehensive analysis of annual reports from QSE-listed companies (n = 47), ensuring reliability through an automated data retrieval and analysis framework. The study handled extensive data sets consisting of annual reports spanning 10–15 years and primarily used two components: prompts and retrieval augmented generation. Findings The results highlight an increased focus on and utilisation of sport within CSR strategies across various sectors. They further demonstrate significant sectoral differences in CSR strategies, with banks and financial services leading in activities linked to philanthropy, sponsorships and personnel engagement. Given Qatar’s strategic emphasis on sport, related CSR initiatives have seen parallel and substantial growth, strengthening their role in promoting societal well-being. Originality/value This study contributes to the understanding of CSR practices in the region, by offering theoretical and practical insights on developing effective “CSR through sport” programmes. The research further provides a methodological and data foundation for application into other/adjacent regional or sectoral contexts.

This study investigates the relationship between female directors and Corporate Social Responsibility (CSR) disclosure in Indonesian listed companies on the Indonesia Stock Exchange (IDX). Utilizing a sample of 45 companies with sustainability and financial reports from 2017 to 2021, the research employs the Global Reporting Initiative (GRI) Index with 94 items to measure CSR disclosure. Findings reveal a significant negative impact of female directors on CSR when their number falls below critical mass, suggesting potential tokenism. Moreover, Female Directors with Accounting Expertise (FDAE) are found to be token figures, contributing insignificantly to CSR. The study proposes the establishment of CSR Committees as a more effective means to leverage women's involvement in CSR. The research underscores the need for regulatory frameworks to encourage gender diversity and CSR Committees within companies, emphasizing their positive impact on corporate governance, social responsibility, and sustainability reporting.

Chaos as opportunity

Mining companies and communities: Collaborative approaches to reduce social risk and advance sustainable development

Corporate social responsibility is the recently evolving concept where corporate build a voluntary relationship with society by undertaking investment in community service or stakeholder welfare with the purpose of enhancing reputation and goodwill and at the same time for avoiding legal constraints. A business benefits significantly from its investors, management, employees, suppliers, customers, and other stakeholders, as they form the essential support system that sustains its operations. These stakeholders serve as the backbone of the business. So it is the ethical responsibilities of the business to serve these stakeholders and to take care of their interest. It is the ethical responsibility of the business to undertake various activities voluntarily to the serve the society as a whole. This paper explores the corporate social responsibilities in India and its impact on sustainable development. It's throws life on historical context and legal framework governing CSR in India. It also explores the key drivers of CSR such as economic factors social factors and environmental factors. CSR strategies adopted by Indian corporations and its impact on social sustainable development goals; is also discussed in detail with the proceeding of the paper. Various case studies such as Tata group, Infosys and Wipro are discussed briefly to elaborate various activities undertaken by the big corporate houses to promote social responsibility. This paper also discussed the challenges faced in implementation of CSR followed by future prospects and policy recommendation. This study holds substantial importance in the current global and national discourse on sustainable development. As economic growth accelerates, the challenge of balancing profitability with social and environmental responsibility has become increasingly critical. Corporate Social Responsibility (CSR) emerges as a strategic tool capable of bridging this gap by aligning business objectives with societal needs and ecological preservation. Keywords: CSR, Ethical Business Practices, Stakeholder Engagement, Green Initiatives, Business Ethics

Does CSR Reporting Destroy Firm Value? Empirical Evidence on GRI-aligned European Firms

Microsoft is the most socially responsible company in the world, followed by Google on rank 2 and The Walt Disney Company on rank 3 – at least according to the perceptions of 47,000 people from 15 countries that participated in a survey conducted by the consultancy firm Reputation Institute. In this paper I take a critical look at Corporate Social Responsibility in media and communication industries. Within the debate on CSR media are often only discussed in regard to their role of raising awareness and enabling public debate about corporate social responsibility. What is missing are theoretical and empirical studies about the corporate social (ir)responsibility of media and communication companies themselves. This paper contributes to overcoming this blind spot. First I systematically describe four different ways of relating profit goals and social gaols of media and communication companies. I argue for a dialectical perspective that considers how profit interests and social responsibilities mutually shape each other. Such a perspective can draw on a critical political economy of media and communication. Based on this approach I take a closer look at Microsoft, Google and The Walt Disney Company and show that their actual practices do not correspond to their reputation. This analysis points at flaws in the concept CSR. I argue that despite these limitations CSR still contains a rational element that can however only be realised by going beyond CSR. I therefore suggest a new concept that turns CSR off its head and places it upon its feet.