Corporate Social Responsibility and Human Resource Management
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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.
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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


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).

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