Edited by Pawan S. Budhwar and Kamel Mellahi
Chapter 19: A blueprint for the role of human resource management in corporate social responsibility in the Middle East
As the concept of corporate social responsibility (CSR) continues to gain traction within both academic and practitioner communities, the search for practical applications and internalization for its notions and principles becomes more challenging than ever. The internal organizational dimensions of CSR are as important as its external dimensions and any strategic approach to CSR must be based on solid internal foundations. It is hard in this sense to think about a sustainable CSR initiative that is not well anchored and grounded in the internal organizational systems and institutional structures, and this is when the human resource management (HRM) role and intervention take on additional importance in the context of CSR. In this chapter, we argue that HRM could potentially play an important role in CSR, especially by way of support and facilitation. Through a CSR-HRM blueprint, which we put forward, we examine how HRM can make its contribution within a clearly defined strategic CSR approach. We support our arguments with case study examples from the Lebanese context and then conclude by recommending further attention to the internal micro foundations of CSR. The concept of CSR continues to gain significant traction and consideration within both academic and practitioner communities. CSR succeeded to transcend geographical boundaries, cultural complexities and even contextual differences to become a mainstream issue of concern for businesses around the globe (Aguinis and Glavas, 2012). It could be claimed that CSR is no longer considered a marginal or peripheral matter or a passing fad, but rather is increasingly being viewed as a strategic priority with sustainable business impacts and results (Carroll and Shabana, 2010). At the same time, the challenge of institutionalizing CSR internally and aligning it with other organizational functions (particularly HRM) is just starting to attract the attention needed in various academic and practitioner circles (El Dirani, Jamali and Ashleigh, 2010; El Dirani, 2012; Jamali and El Dirani, 2014; Jamali, El Dirani and Harwood, 2015).
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