Understanding Japanese CSR: The Reflections of Managers in the Field of Global Operations

Abstract

corporate social responsibility, Japanese multinational companies, sustainability, globalization, CSR managers,

Reporting on sustainability and HRM: a comparative study of sustainability reporting practices by the world's largest companies

“…Also, there could be considerable differences between countries that are clustered as CMEs (as pointed out in the literature). For example, the practice of sustainability reporting among Japanese companies is observed to be distinct from companies in other developed countries (Fukukawa & Teramoto, 2009). …”

“Webs of Engagement”: Managerial Responsibility in a Japanese Company

“…Japanese companies, especially multinational corporations (MNCs), have reacted swiftly to this situation, by importing Western-inspired models, often wholesale, and establishing separate units for CSR (Fukukawa and Teramoto 2009). Various adaptations have taken place in the process, with Japanese corporations becoming more sensitive to the issue of CSR, partly in response to domestic pressures in the wake of a series of corporate and governments scandals (Fukukawa and Moon 2004).…”

Managerial Mindsets Toward Corporate Social Responsibility: The Case of Auto Industry in Iran

“…While anecdotal evidence on the application and positive ramifications of CSR interventions of multinational firms in less developed and developing countries is well documented Fukukawa and Teramoto 2009;Jamali 2007;Cheung et al 2010;Yin 2012;Khan et al 2013), the foreign car makers operating in Iran's auto industry were keen to take advantage of the Iranian managers' passive approach toward CSR. Such passive and partial approach of foreign partners toward the fulfillment of the local management self-interests was partially attributed to the fact that the car industry constituted one of the country's most profitable industry and that most of the foreignaffiliated automakers operating suffered large operating losses in the light of the recent credit crunch which seriously dampened consumers' demand for new vehicles across the global market.…”

“…There is, in particular, a shortage of studies of CSR with a focus on Muslim-dominated countries, including but not limited to the Middle East region. Despite some recent attempts to explore CSR in developing countries and emerging economies (e.g., Khan et al 2013;Fukukawa and Teramoto 2009;Jamali and Sidani 2012;Visser 2011), the Middle Eastern countries have received limited attention from CSR scholars. Indeed, the existing CSR research in the Middle East weighs heavily toward the adoption of the Western-led CSR interventions (see Jamali and Mirshak 2007;Jamali and Neville 2011), with insufficient theoretical and empirical scrutiny of local managerial mindsets toward CSR.…”

“…There is a burgeoning theoretical and empirical literature on the adoption and implementation of corporate social responsibility (CSR) in ''advanced industrialized nations'' in the West, as well as in ''emerging market economies '' (CIA 2013;Carroll 1999;Chambers et al 2003;Matten and Moon 2008;Fukukawa and Teramoto 2009;Jamali 2007;Cheung et al 2010;Yin and Zhang 2012;Khan et al 2013). Financial benefits such as profit maximization and non-financial benefits such as talent management (Bhattacharya et al 2008), risk aversion (Kytle and Singh 2005), and brand differentiation (Paluszek 2005) have been frequently cited as incentives for managers to be socially responsible (see Waldman et al 2004).…”