Corporate governance as a critical element for driving excellence in corporate social responsibility

Abstract

PurposeThe purpose of this paper is to enhance understanding of corporate governance (CG) in delivering excellence in corporate social responsibility (CSR).Design/methodology/approachThe paper demonstrates models of CG and the associated elements affecting CSR. It addresses the integration of CSR into management systems through a framework as a process‐based management system and studies the role of leadership style for socially responsible organizations. The paper develops a comprehensive questionnaire that enables organizations to audit their commitment to environment and social responsibility.FindingsThe paper reflects that CG encompasses different internal and external factors, by which management of organizations are influenced. This is also compatible with the new corporate community models, in which investors, the public, customers, employees and associated corporations have a mutual impact on management. The leadership style is also found to play an important role in socially responsible organizations. In this respect, transformational leader seems to be more effective, compared with manager and transactional leader. The paper suggests that organizations should audit their CG capabilities towards CSR, based on a proposed questionnaire in order to drive excellence in CSR.Originality/valueThe paper provides a comprehensive study to help understand key elements of CG and CSR and proposes a new questionnaire to organizations for assessing how far they are able to move towards socially responsible organizations.

The support of Quality Management to sustainable development: a literature review

“…The need for further research on the integration of corporate sustainability approaches with core business processes has been emphasized (Asif et al, 2011). In addition, scholars have often suggested the importance of such approaches being implemented into every level of an organization if they are to have a meaningful impact (Castka et al, 2004;Shahin and Zairi, 2007;Zadek, 2007). Second, the reviewed articles concluded that an IMS is beneficial for practitioners based on the commonalities found in the QMS and EMS standards.…”

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

“…One of the possible explanations for this gap can be found in the inadequate abilities of major decision makers and boards of directors in particular who drive companies' CSR achievements(D. A. Carter, Simkins, & Simpson, 2003;Hazlett et al, 2007). In line with the underlying CSR concept, boards of directors are collectively accountable to a broad range of stakeholder groups.…”

“…CSR can be defined as the broader responsibility towards society of an organisation. In addition to the economic evaluations, both researchers and practitioners recognise the value of additional measures of corporate success (Carroll, 2000;Hazlett, McAdam, Sohal, Shahin, & Zairi, 2007;Jamali, Safieddine, & Rabbath, 2008). Corporations are "no longer expected to be mere contributors to the global economy, but rather to reconcile and skillfully balance multiple bottom lines and manage the interests of multiple stakeholders" (Jamali, 2008) Despite the growing research interest in the topic of CSR, organisational performance in this domain is still found to be limited.…”

Įmonių socialinės atsakomybės įgyvendinimo regioniniai skirtumai

“…Verslo subjektai yra atsakingi ne tik už pelningą prekių ir paslaugų gamybą -tarp verslo ir visuomenės egzistuoja socialinis susitarimas (žr. Blowfield, Frynas, 2005;Pirsch et al, 2007;Shahin, Zairi, 2007). 2.…”