Conceptualizing Corporate Social Responsibility: An Indian Perspective.

Khan, Shiban

doi:10.5465/ambpp.2008.33632322

Cited by 12 publications

(13 citation statements)

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“…Then came the Indian corporates who played a significant role in nation-building post India's independence. These benevolent corporates that practised corporate philanthropy laid the foundations of many important institutions in the state (Khan, 2008). The philanthropy of these corporates was influential in mitigating the multiple inequalities prevailing in society by following the principles of social trusteeship (Khan, 2008).…”

Section: Twenty20 and Social Grievancesmentioning

confidence: 99%

Social Grievances and Corporate Greed: Twenty20 and Conflicts in Kizhakkambalam

2020

Review of Development and Change

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The theoretical framework of greed and grievance provides a perspective for understanding conflicts in a social set-up that comprises competing interests. The greed of a section of a society to maximise its control over resources (social, political and economic) is often combined with the grievances of sections that are deprived of their shares of the resources. Even within such considerations, the positions of greed and grievance are fluidic in any conflict and are a critical factor in the manufacturing and sustaining of conflicts. The Kizhakkambalam Gram Panchayat (GP) in Kerala offers one such opportunity to investigate and explore the conflicts arising from the interactive and shifting nature of greed and grievances. Based on an ethnographic survey of the GP, this study highlights and investigates the role of a corporate functionary, Twenty20, and its interactions with the local population. The study argues that the dominance of the Twenty20 in local politics through electoral victory achieved by leveraging corporate social responsibility (CSR) initiatives is seen to be oscillating between being perceived as a product for managing social grievances and as a product for actualising corporate greed. The interactive and fluidic nature of greed and grievances creates tensions among multiple actors and leads to conflicts in the GP.

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Section: Twenty20 and Social Grievancesmentioning

confidence: 99%

Social Grievances and Corporate Greed: Twenty20 and Conflicts in Kizhakkambalam

2020

Review of Development and Change

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“…The concept of social responsibility was not new to India. The Indian CSR traditionrooted in business ethics, religion, and spiritualityhad deep philanthropic underpinnings captured in Indian scriptures (Agarwal, 2008;Balasubramanian et al, 2005;Jayakumar, 2016;Khan, 2008;Mohan, 2001). Traditionally, Indian companies viewed CSR as a non-strategic and religious philanthropic activity, to be undertaken in areas or activities determined by the individual owner's preferences (Bain and Co. Inc., 2013;Charities Aid Foundation, 2012;Dasra, 2012).…”

Section: Csr Adoption and Implementation In Indiamentioning

confidence: 99%

Rethinking the role of management education in developing a “new” locus of CSR responsibility

Jayakumar¹,

Joshi²

2017

JWAM

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Purpose -India is the first country to have mandated compulsory corporate social responsibility (CSR) spends through changes in its legislative framework. Focus has thus shifted from the "why" to the "how" of CSR and, therefore, a shift in the "locus" of CSR responsibility from the "influencer" chief executive officer toward the "implementer" CSR professionals. The purpose of this paper is to study the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Design/methodology/approach -This paper, using a case study design, studies the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Building on theoretical frameworks, this paper carries out an exploratory research of an Indian business school's management education program for development practitioners. It uses qualitative inputs gathered from relevant stakeholders of the program to understand the role of management education in facilitating the paradigm shift in CSR in the Indian context. Findings -The paper finds that the program has impacted outcomes at three levels, namely through developing key individual CSR-related competencies; impacting participants' professional performance; and organizational impact in effective CSR implementation. Practical implications -The case study provides a roadmap to business schools for designing and implementing programs for CSR professionals. Originality/value -Extant research in the Indian context is silent on key competencies required for CSR implementation and also on the role of management education in developing the same. Such competencies can ensure the efficiency of the expected large CSR spends by private corporates under the new legal requirements and alter the country's social development path.

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“…The country has a great philanthropic tradition (Gulati, 2005) that has driven the companies to be more socially as well as morally compliant. Khan (2008) argues the philanthropic underpinnings as the underlying principle of Indian CSR. However, many new generation corporates and high-profiled corporate marriages have contributed much to the social divorces.…”

Section: Background Of a Csr Policymentioning

confidence: 99%

“…The article acknowledges that corporate citizenship is not likely to produce significant development results unless civil society organisations are empowered to be partners in their collaborative ventures. Khan (2008) explores the evolutionary phases of CSR in India in a context-specific manner, reviewing the social involvement of four pharmaceutical companies in the country. Focusing on the pharmaceutical industry, the article underlines that CSR in India is a modern variant of the traditional philosophy of Gandhian social trusteeship, not so much of the replication of the Western concept of triple bottom line.…”

Section: Review Of Relevant Literaturementioning

confidence: 99%

“…The Act has obtained legal sanctity and, therefore, what was once voluntary has become legally binding and mandatory. Khan (2008) has conceptualised, in the context of Indian healthcare industry, that CSR is the 'engagement of company's resources for the benefits of the employees, their families and the larger community, contributing to their most urgent social development needs in a methodical and systematic manner, without necessarily expecting financial gains'. In this respect, the Act has a clear demarcation from the conceptualisation of CSR, in the Indian context, denouncing the expenditure undertaken for the benefit of the employees of the company and their family.…”

Section: The Csr Dimension Of Indian Companies Act 2013mentioning

confidence: 99%

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Corporate Social Responsibility in India: A Journey from Corporate Philanthropy to Governance Mandate

Pillai

2017

Indian Journal of Corporate Governance

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Business is obligatory to society as it flourishes in the very social ecosystem. Socially responsible, ethically upright and environmentally sustainable business solutions will endure spatially and temporally. The governmental initiatives to put corporate social responsibility (CSR) in the core business agenda acknowledge the policy engagement in promoting socially responsible business in a country. The present article is the outcome of a country-specific study examining the CSR mandates in a historical perspective in India in general and the domain of Companies Act 2013 in particular. The approach of the study is desk research. The study has observed that the recent mandate of India in this regard is to align the CSR engagements with corporate performance through a process of internalisation and institutionalisation.

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Conceptualizing Corporate Social Responsibility: An Indian Perspective.

Cited by 12 publications

References 0 publications

Social Grievances and Corporate Greed: Twenty20 and Conflicts in Kizhakkambalam

Social Grievances and Corporate Greed: Twenty20 and Conflicts in Kizhakkambalam

Rethinking the role of management education in developing a “new” locus of CSR responsibility

Corporate Social Responsibility in India: A Journey from Corporate Philanthropy to Governance Mandate

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