At the primary of corporate cultural responsibility (CSR) lie the commitments by corporations to carry out themselves ethically and also to ensure sustainable financial progression. However, with the rise of globalisation, the structure of CSR within organisations has been formed by multiple actors. The implication of the is the increasing transfer of governance duties from governments to global multiple actors such as multinational companies (MNCs), international-developmental organisations and global non-governmental organisations (NGOs). Thus the globalisation of businesses has had fundamental implications for the governance of CSR. What is not yet determined quite, however, is the multi-faceted character of ‘governance’ within CSR governance itself.
For example, how do multiple-actors (i.e. companies, government authorities, international NGOs, etc.) formulate, validate and apply voluntary CSR programs? Or how exactly does the interplay between actors generate platforms to make voluntary CSR programs? Through the efforts to the special issue, we ultimately aim to expand the boundaries of the emerging controversy on CSR global governance. Albareda, L. (2013) ‘CSR governance advancement: standard competition-collaboration powerful’, Corporate and business Governance, Vol.
13, No. 5, pp. 551-568. Baccaro, L., and Mele, V. (2011) ‘For lack of anything better? International organizations and global corporate and business codes’, Public Administration, Vol. Fox, T., Ward, H., and Howard, B. (2002) ‘Public sector functions in strengthening corporate and business social responsibility: Set up a baseline research’, Washington, DC: World Bank. Gond, J.P., Kang, N. and Moon, J. (2011) ‘The federal government of self-regulation: on the comparative dynamics of corporate and business social responsibility’, Economy and Society, Vol. 40 No. 4 pp.
640-671. Maessen, R., Van Seters, P. and Van Rijckevorsel, E., (2007) ‘Circles of stakeholders: towards a relational theory of Corporate and business Social Responsibility’, International Journal of Business Governance and Ethics, Vol. 3 No. 1, pp.77-94. Midttun, A. (2005) ‘Realigning business, authorities and civil society’, Corporate Governance, Vol. Moon, J. (2002) ‘The Social Responsibility of Business and New Governance’, Government and Opposition, Vol.
- A Method (Cookbook)
- On the Specify Installation Location screen, choose the middleware home
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Moon, J. and Vogel, D. (2008) ‘Corporate and business social responsibility, federal government and civil culture’, In: Crane, A., MC Williams, D., Matten, D., Moon, J. & Siegel, D. (eds.) The Oxford Handbook of corporate and business interpersonal responsibility. Oxford: Oxford University Press. Scholte, J. A. (2004) ‘Civil culture and democratically accountable global governance’, Government and Opposition, Vol. 39 No. 2. pp. So how exactly does CSR governance work?
What are the various settings of CSR governance? And what exactly are the implications of governance settings to businesses CSR methods? What role do internal governance systems of organisations such as boards of directors and CSR committees play in the articulation of businesses’ CSR programs? How do federal government actors transfer governance plans to global CSR governance programs? What contributions do global/local actors bring to businesses’ global CSR programmes?
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