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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 11: Towards a double triangle model of socially desirable HRM practices and firm performance in small-island developing states

Suwastika Naidu, R.D. Pathak and Anand Chand

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


This chapter examines the issue of corporate social responsibility (CSR) by examining ‘socially desirable HRM practices’ (SDHRMP) via existing HRM theories and proposing a new model – the ‘double triangle model’ (DTM) – of socially desirable HRM practices and firm performance in small-island developing states (SIDS). As the area of research on CSR, HRM, strategic HRM (SHRM) and firm performance is advancing, new theories, models and debates are emerging. Some of these theories and models are still in their developing stages, while others have been empirically tested in different geographic regions. The existing theories and models on CSR, HRM, SHRM and firm performance have been criticized by scholars, and these criticisms have been later developed into constructive ideas. The importance of CSR in organizational performance is receiving increasing attention in the extant literature as organizations are aligning their HRM practices towards social ethics and governance. This is a challenging task, and becoming more challenging as the organizations’ internal and external environment becomes more dynamic. Numerous studies (for example, Huselid, 1995; Delery and Doty, 1996; Delaney and Huselid, 1996) have been conducted in developed countries such as Japan, the European Union (EU) and the US on socially responsible HRM practices and firm performance. However, these issues have been missing from the research agenda of SIDS. The way businesses are conducted in SIDS is different from that in the rich developed (Japan and US) and large developing (China and India) countries.

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