Table of Contents

Corporate Social Responsibility and Human Resource Management

Corporate Social Responsibility and Human Resource Management

A Diversity Perspective

Edited by Mine Karataş-Ozkan, Katerina Nicolopoulou and Mustafa F Özbilgin

This innovative book analyses the intersection between the fields of Corporate Social Responsibility (CSR) and Human Resource Management (HRM), with a focus on diversity management. The book presents the scope of institutional engagements with CSR and diversity policies in a range of organisations and organisational networks.

Chapter 2: Reciprocity as a way forward for diversity management and CSR research

Ahu Tatli, Mustafa Ozbilgin, Karsten Jonsen, Mine Karataş-Ozkan, Kenneth Amaeshi and Adedoyin Atewologun

Subjects: business and management, corporate social responsibility, human resource management, organisation studies


In this chapter, we compare the areas of diversity management (DM) and corporate social responsibility (CSR). We propose that, while both are now established fields of practice with similar philosophical foundations, there is little communication and knowledge sharing between the two fields in terms of academic research. Our chapter contributes to the CSR and DM literature and debates by demonstrating the ways in which both fields could be taken forward by learning from each other. CSR and DM are, arguably, management concepts with a distinctive North American flavour (Argandona and Hoivik, 2009; Banarjee, 2007; Jonsen et al., 2011; Marens, 2010; Matten and Moon, 2008; Ozbilgin, 2008). However, they have also become prevalent in wider management discourse and practices internationally (Fryzel, 2011; Kandola and Fullerton, 1998; Klarsfeld, 2010; Scherer and Palazzo, 2011; Visser, 2008). Attention to the responsibilities of the corporation can be traced to the early 1960s. For instance, Davis noted in 1960 that ‘the subject of social responsibility places business at an important crossroad’ (Davis, 1960, p. 75), concluding that a neglect of a social re-evaluation would lead to bankruptcy. By the mid-1970s, CSR had become a ‘proliferating literature’ (Gavin and Maynard, 1975, p. 377).

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information