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Corporate Social Responsibility in Management and Engineering [Kietas viršelis]

Edited by (University of Aveiro, Portugal), Edited by (University of Minho, Portugal)
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Corporate Social Responsibility in Management and EngineeringDidesnis paveikslėlis
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Referring to an organization's responsibility for its impact on society, corporate social responsibility (CSR) is greatly relevant for the competitiveness, sustainability and innovation in the management and engineering arena of organizations, and the economy worldwide. Taking in account its these concerns, Corporate Social Responsibility in Management and Engineering covers the issues related to corporate social responsibility in management and engineering in a context where organizations are facing, day after day, high challenges for what concerns issues related to their social responsibility. The book looks to contribute to the exchange of experiences and perspectives about the state of the research related to CSR, as well as the future direction of this field of research. It looks to provide a support to academics and researchers, as well as those that operating in the management field need to deal with policies and strategies related to CSR.
Preface xi
List of Contributors
xiii
List of Figures
xv
List of Tables
xvii
1 The Boundaries of Corporate Social Responsibility: A Managerial Perspective
1(30)
David Starr-Glass
1.1 Introduction
1(3)
1.2 The Singularity of Corporations
4(5)
1.2.1 Unique Attributes of Corporations
5(2)
1.2.2 Fictitious Entity or Contractual Nexus?
7(2)
1.3 Dualisms and Dilemmas
9(4)
1.3.1 Recognizing Dualisms and Responding to Dilemmas
9(1)
1.3.2 Reframing Dualisms, Avoiding Dilemmas, and Negotiating Impasses
10(1)
1.3.3 Internal Stakeholders and Micro-level CSR Dilemmas
11(2)
1.4 Triple Bottom Lines and Trilemmas
13(4)
1.4.1 Triple Bottom Line Perspectives
14(1)
1.4.2 Corporate Trilemmas and Sensemaking
15(2)
1.5 The Boundaries of Corporate Social Responsibility
17(5)
1.5.1 Motivations for Corporate Social Responsibility
18(1)
1.5.2 Parallel Universes and Porous Boundaries
19(3)
1.6 Conclusion
22(9)
References
24(7)
2 Future-Focused Entrepreneurship Assessment (FFEA)
31(68)
Niko Roorda
2.1 Motivations for CSR
32(5)
2.1.1 Maslow for CSR
32(3)
2.1.2 Future-Proof Resilience of Companies and Society
35(2)
2.2 (Not) Ready for the Future
37(5)
2.2.1 The Eastman Kodak Case
38(1)
2.2.2 The Xerox Case
39(1)
2.2.3 The Music Industry Case
40(2)
2.3 The Four Perspectives of Future-Focused Entrepreneurship Assessment
42(6)
2.3.1 Traveling toward the Future
43(2)
2.3.2 Company Perspectives
45(2)
2.3.3 Cumulative Perspectives
47(1)
2.4 The FFEA System
48(17)
2.4.1 The Five Modules of Future-Focused Entrepreneurship Assessment
48(4)
2.4.2 Six Topics to Each Module
52(2)
2.4.3 The Royal Dutch Shell Case
54(8)
2.4.4 Details of the FFEA System
62(3)
2.5 Application of FFEA
65(9)
2.5.1 Assessment Principles
65(2)
2.5.2 The FFEA Assessment
67(1)
2.5.2.1 Individual scoring
67(1)
2.5.2.2 Consensus meeting
67(4)
2.5.3 The Results, or: What You Get
71(1)
2.5.4 MSPOE: From Mission to Strategy to Policy to Operations to Evaluation to Mission
72(2)
2.6 FFEA Case Studies
74(6)
2.6.1 The Tilburg Mentaal Case
74(3)
2.6.2 The Inventive Case
77(3)
2.7 The FFEA Extensions
80(6)
2.7.1 An Extension for Topic S1: The CSR Motivation Mix Assessment
81(1)
2.7.2 An Extension for Topic 14: STELES, The Self-Test of Leadership Styles
82(1)
2.7.3 An Extension for Topics P4 and 04: RESFIA+D, or the Seven Competences
83(1)
2.7.4 An Extension for Topic 16: The FFEA Certificate for Future-Proof Resilience
84(2)
2.8 Origins and Theoretical Backgrounds of FFEA
86(4)
2.8.1 Management Models
86(1)
2.8.2 Quality Management; Environmental Management; CSR
87(1)
2.8.3 AISHE: Assessment and Certification of Sustainability in Higher Education
88(2)
2.9 Conclusion
90(9)
References
91(8)
3 Corporate Social Responsibility: The Case of East Timor Multinationals
99(48)
Carla Freire
Manuel Brito
Iris Barbosa
3.1 Introduction
100(3)
3.2 Theoretical Framework: Corporate Social Responsibility Theories
103(11)
3.2.1 The Stakeholder Theory
103(5)
3.2.2 The Institutional Theory
108(3)
3.2.3 The Theory of Legitimacy
111(2)
3.2.4 Multiple Approaches
113(1)
3.3 Methodology
114(7)
3.3.1 Procedure and Description of the Data Collection Instrument
114(2)
3.3.2 Sample Description
116(5)
3.4 Results
121(10)
3.4.1 Identifying the Stakeholders
121(3)
3.4.2 Balancing Moral and Economic Motivations in CSR
124(3)
3.4.3 Pursuing Legitimacy and the License to Operate
127(3)
3.4.4 Adjusting Parent-company Policies to Local Needs
130(1)
3.5 Conclusion
131(16)
References
133(14)
4 Gender Diversity and Equality in the Boardroom: Impacts of Gender Quota Implementation in Portugal
147(34)
Mara Sousa
Maria Joao Santos
4.1 Introduction
148(1)
4.2 Theoretical Framework
149(5)
4.2.1 Gender Quotas in the Boardroom
149(1)
4.2.1.1 Definition
149(1)
4.2.1.2 Quotas: Controversies and dilemmas
150(3)
4.2.1.3 Impacts
153(1)
4.3 Empirical Study
154(20)
4.3.1 Methodology
154(2)
4.3.2 Portuguese Context
156(5)
4.3.3 Legislative Framework in Portugal
161(1)
4.3.4 Analysis of the Interview Results
162(1)
4.3.4.1 Perceptions of gender equality
162(3)
4.3.4.2 Perceptions of gender diversity impacts
165(1)
4.3.4.3 Views on quotas
166(5)
4.3.5 Discussion of Results
171(3)
4.4 Conclusion
174(7)
References
175(3)
Appendixes
178(3)
5 Reconstructing CSR in the Construction Industry
181(32)
Kwasi Dartey-Baah
Kwesi Amponsah-Tawiah
Yaw A. Debrah
5.1 Introduction
181(3)
5.2 Theoretical Underpinnings
184(6)
5.2.1 Corporate Social Responsibility (CSR)
184(1)
5.2.2 History and Nature of Corporate Social Responsibility in Ghana
185(1)
5.2.3 Factors that Drive CSR in Ghana
186(1)
5.2.4 Sectorial Analysis of CSR Activities in Ghana
187(2)
5.2.5 Institutional and Regulatory Framework of CSR in Ghana
189(1)
5.3 Methodology
190(1)
5.4 Results and Discussion
191(14)
5.4.1 Respondent Demographics (Section 1 of the Instrument)
191(1)
5.4.2 Perspectives on CSR among Construction Workers (Section 2 of the Instrument)
192(1)
5.4.2.1 Knowledge and conceptualization of CSR
192(3)
5.4.2.2 CSR direction of construction firms in Ghana
195(2)
5.4.2.3 Drivers of CSR in the construction industry
197(1)
5.4.2.4 Nature of firm's operation
198(1)
5.4.2.5 Environmental sustainability factors
198(1)
5.4.2.6 Stakeholder and legal and institutional pressures
199(1)
5.4.2.7 Humanitarian and Human Rights reasons
200(1)
5.4.2.8 Management discretion
201(1)
5.4.3 Profession's Influence on Firms' CSR Practice (Section 3 of the Instrument)
202(1)
5.4.3.1 The influence of profession on respondents' conceptualization of CSR
202(2)
5.4.3.2 The influence of respondents' profession on firms' direction of CSR
204(1)
5.5 Implication and Conclusion
205(8)
References
207(6)
6 Work-Family Conciliation Policies: Answering to Corporate Social Responsibility -- A Case Study
213(20)
Adriana Faria
Carolina Feliciana Machado
6.1 Introduction
214(1)
6.2 Conciliatory Work-Family Organizational Policies
215(3)
6.3 Methodological Options
218(1)
6.4 Case Study: Analysis and Discussion of Results
219(10)
6.4.1 Company Characterization
219(1)
6.4.2 Human Resource Characterization
220(1)
6.4.3 Human Resource Management Practices
221(1)
6.4.4 Diversity Management
222(2)
6.4.5 Organizational Policies for Work-Family Conciliation
224(5)
6.5 Final Considerations
229(4)
References
230(3)
Index 233(6)
About the Editors 239
Carolina Machado, Joćo Paulo Davim