Minha mais profunda gratidão às pessoas que participaram direta ou indiretamente de minha trajetória acadêmica. À minha orientadora, Prof. a Dr. a Graziella Maria Comini, pelos ensinamentos ao longo dos anos de convivência, confiança em meu potencial e inspiração e apoio no desenvolvimento deste trabalho. Aos professores Edgard Elie Roger Barki e Ana Carolina de Aguiar Rodrigues, por aceitarem fazer parte de minha Banca Examinadora e pelas valiosas contribuições.
Corporate social responsibility practices are increasingly being adopted and legitimized in business and they impact the strategic and operational levels in various areas. The integration of these criteria and practices in the strategic management involves many factors, and human resource management is an essential aspect for the accomplishment of such initiative. Thus, this paper associates the relationship among corporate social responsibility (CSR) various dimensions (strategic, ethical, social and environmental) and strategic human resource management (SHRM) in companies operating in Brazil. We also aim to identify whether there is impact of other aspects on this relationship, namely: size, industry and company internationalization level (if national or multinational). Results show evidence that ethical CSR can be associated to SHRM. Environmental CSR showed marginal relation, and social and strategic CSR presented no significant association. Those results emphasize the need to further develop strategic actions of CSR into human resource management in emerging markets. Managers can also benefit from those findings, as it is possible to have a broad view of limitations and opportunities regarding the role played by human resource management in CSR.
This paper aims to analyze changes in the organizational culture of nonprofit organizations (NPOs) to achieve financial sustainability, from the context of NPOs in Brazil and the discussion of the case study of two NPOs, INVAR and Laboridade. The research was based on the constructivist view, as proposed by Stake ( 2005) and the deductive method in the level of organizational analysis,, and the analysis was based on a contextual approach in order to identify and exploit patterns that may be recurring (FISCHER, 2002b;PETTIGREW, 2007), as the formation of interorganizational alliances and partnerships (FISCHER, 2002a). It is apparent that both organizations proved to be in the process of adapting, but they still act in a reactive way towards changes and transformations required by the context. Tied to an outdated way of obtaining resources, NPOs see the need for change, but their biggest challenge is to identify opportunities.
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