The original intent of Corporate Social Responsibility (CSR) is to encourage enterprises to earn money from society and give back to society. In other words, enterprises should aim to not merely earn profits for shareholders, but also contribute to social and environmental sustainability. This study discusses the importance of corporate commitment when enterprises engage in CSR. Therefore, enterprises’ fulfillment of their CSR enables them to realize organizational development and sustainable management, in which human resource development plays a significant role. Based on a review of the literature and using the Delphi method, combined with expert interviews and consultations, this study analysed the concepts and practices concerning employee training, care, and safety, to identify relevant dimensions and criteria of corporate commitment. Using the analytic hierarchy process method (AHP), this study determined the weights of various factors. The findings will help enterprises formulate optimal strategies of corporate commitment, thus facilitating effective practices of CSR.
Subsidiaries typically start out as a company division. As the company expands its product lines, the regions it operates in, or the customers it serves, the company is likely to combine the related research and development, procurement, production, and sales departments into a relatively discrete organizational structure. As such, the head of the division is often of equal importance as the company president. In particular, when the product has a competitive advantage, the head of the division has more authority in the company’s future operational planning. Thus, when a company has a multidivisional organizational structure, the heads of those divisions typically have considerable responsibilities. In this study, literature data were combined with a fuzzy Delphi expert questionnaire survey to determine the constructs and criteria for assessing candidates for division manager. Subsequently, the fuzzy decision-making trial and evaluation laboratory (DEMATEL) and the fuzzy DEMATEL-based analytic network process were used to identify the causal relationships between criteria and their weights, and the fuzzy technique for the order of preference by similarity to ideal solution was used to rank the solutions to approximate the company’s optimal candidate for division manager and provide the ideal decision-making solutions, which may offer companies with the reference of selecting the senior executives.
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