By Samuel O. Idowu, Claus Strue Frederiksen, Asli Yüksel Mermod, Morten Ebe Juul Nielsen (eds.)
This e-book offers with the position of overseas criteria for company governance within the context of company social accountability. in accordance with the basics of ethical idea, the booklet examines governance and CSR regularly, addressing questions akin to: Is “good governance” no longer plagued by ethical issues? How do the foundations and practices of CSR criteria adhere to or clash with insights from company ethics and ethical thought? To what volume do the criteria and governance versions supply normative information? Do the criteria and governance directions supply an enough technique of benchmarking and auditing? Are those criteria a aid or a crisis to stakeholder engagement and transparency? The e-book offers insightful and thought-provoking solutions to those and lots of different vital questions relating CSR criteria, and gives a priceless source for practitioners, teachers and scholars at enterprise colleges and different institutions.
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Additional info for Corporate Social Responsibility and Governance: Theory and Practice
The decision-making process, which regards the structural choices outlined above, is complicated by a series of preliminary meetings, that allow the involved parties to clarify their positions, but such a way of proceeding, which lengthens decision-making procedures of the company’s top management, has the aim of underlining that decisions are taken together, in full respect of all. As a consequence, problems are focused especially at the beginning of the strategic process, but the trust generated creates an oiling which the next stage of the process benefits from, with greater options to delegate in full respect of human values, and therefore that which may seem to be irrational behavior reveals itself to be opportune, allowing a slimming down of procedures and a full responsibilization at the various levels of the organization.
In resource dependency theory (Pfeffer and Salancik 1978), it is ascertained that companies must be managed to best fit in with that general and specific environment they operate in. It is within this perspective that administrators have to especially guarantee resource procurement necessary for the development of companies while maintaining good relationships with key external stakeholders. Consequently, board members should be chosen by way of co-option mechanisms, principally considering quality of relationships maintained with external interlocutors (Cornforth 2004, p.
2004. 1 The Relationships Between CSR, Good Governance and Accountability in the. . 9 socially responsible culture among employees, support of CSR internal entrepreneurship, involvement of the employees in the construction/evaluation of CSR communication (reporting) and in CSR auditing/control of the enterprise (Morgan et al. 2009; Sharma 2000). 6 Among these is located that of corporate governance (Jones 1980; Freeman and Evan 1990). A number of scholars have approached the concept of CSR from a corporate governance perspective, shifting the focus of the research around the ways to govern the complex system of a company and articulating the concept of CSR as a method for corporate governance intended as the system by which companies are directed and controlled (Cadbury 1992) dealing with the organizations of the relationship between shareholders, boards of directors, management and other stakeholders of the corporation (Jo and Harjoto 2012).