Ouverture de ‘CSR and Multi-Stakeholder Management’

Abstract

For a long time, boardroom decision-making focused almost exclusively on economic expectations of major shareholders. During the last thirty years, this approach to corporate governance progressively changed and now responsible companies strive to meet all relevant stakeholders' expectations, and this requires acknowledging the close links among economic, social and environmental performance for the creation of shared value and lasting prosperity. More and more, in the 'oversize economy', robust corporate governance is based on the awareness that long-term value creation for shareholders cannot exist without a multi-stakeholder management approach. On the contrary, multistakeholder satisfaction generates positive effects on the relationships with employees, customers, suppliers and financiers.

The Relationship of CSR Communication on Social Media with Consumer Purchase Intention and Brand Admiration

“…CSR's philosophy is surrounded by uplifting the society, the environment, consumers, workers, and other stakeholders [54]. The businesses operating under CSR's philosophy aim to effectively address community problems and contribute positively toward society [55]. With the rise of digital technology, consumers in recent times have access to a diverse set of information than ever before.…”

Theoretical Framework for Sustainability, Corporate Social Responsibility and Change Management

“…The acceptance of the concept has evolved to "adaptation", arising as the only viable option for promoting climate change policy (Bassett and Fogelman, 2013). It has been associated with development, highlighting that it is essential to incorporate adaptation in development planning to reduce risk and vulnerability to climate change and social development (Schipper, 2009;Brondoni, Bosetti, & Civera, 2020). In this way, humankind has, on one hand, the capacity to destroy life on earth, but on the other hand, the capacity to safeguard the environment and improve living conditions for all people on earth (Hauff, 2007).…”

Creative and Sustainable Tourism: The Case of Ainu in Japan

“…Even though this paper explores the case of the Ainu from a socioeconomic perspective, it considers the concept of local territory value creation basically in terms of indigenous happiness and well-being (Harrison & Wicks, 2013) outputs and elements which are currently seen as its fundamentals, such as the local communities' involvement and development and the shift from transactions to relationships (Freeman et al, 2010;Fassin et al, 2017;Freeman et al, 2018) in order to create a new equilibrium (Venkataraman, 2002) based on stakeholder networks (Boiral & Heras-Saizarbitoria 2017), mutual trust (Greenwood & Van Buren III, 2010), engagement (Greenwood, 2007) and stakeholders initiatives (Brondoni et al, 2019). Through the lens of what is said, the local territory and culture management must be rethought from Durkheim's (1893) sociological point of view, according to which, the replication of social power structures is supported by ethnic ties.…”

“…This shows that the colonial interests of members of the Japanese monoculture defined trade, land use and a power dynamic that privileged themselves, working against the development of the territory and its stakeholders (Salvioni & Bosetti, 2014;Brondoni, 2014;Dawkins et al, 2015;Bridoux & Stoelhorst, 2016;Fassin et al, 2017;Civera et al, 2019), without considering the beneficial role of the multi stakeholder initiatives (Brondoni et al, 2019). This paper has its roots in some issues concerning the reason that the Ainu people have been deprived of their rights to their own culture and control over their resources.…”