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 13: CSR in a Big Four accounting firm: employee engagement in blood donation drives in developing countries

Meera Al-Reyaysa, Ashly H. Pinnington and Zubin Chiba

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


Corporate social responsibility (CSR) is commonly believed to be at its most developed stage in Western countries, whereas CSR in the Middle East and North Africa (MENA) countries is understood not yet to have reached the same level of development. This chapter describes and evaluates a case study of a CSR initiative in MENA countries. The specific focus is a blood donation drive for existing and new donors who are all employees working in a global professional services firm (PwC [PricewaterhouseCoopers] Middle East). We begin with the development of a small-scale initiative in an office in one city that, the following year, was extended across the offices of several countries in the region. We discuss how blood donation was developed and improved in PwC Middle East. The first author sought to increase blood donation as an in-company project and believes strongly in promoting the cause to give more blood for hospitals and sufferers of blood disorders such as thalassaemia. The third author is a full-time employee in PwC Middle East and the leader for CSR in the region. The main method of data collection for this study is quantitative; the data were collected via an online questionnaire that was sent to 2500 PwC Middle East employees across the offices of the United Arab Emirates (UAE), Saudi Arabia, Qatar, Bahrain, Kuwait, Oman, Lebanon, Egypt, Iraq, Jordan, Libya and the Palestinian Territories.

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