Corporate Social Responsibility and Human Resource Management
Show Less

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 1: Corporate social responsibility and human resource management: a diversity perspective

Mine Karataş-Ozkan, Katerina Nicolopoulou and Mustafa Ozbilgin

Extract

Corporate social responsibility (CSR) has received increasing attention from academics and practitioners over the last ten years. Despite this rising interest, its applications in sub-domains and functions of business and organizations are still evolving. This edited volume is inspired by ongoing interest among management and organizational scholars and practitioners in capturing the intersection between the fields of CSR and human resource management (HRM) with a focus on diversity management (DM). CSR research is rooted in several domains of management and organization studies, including strategy, corporate governance and, increasingly, HRM and organizational behaviour (OB). A recent special issue edited by Morgeson et al. (2013) highlights this increasing interest; the authors explain this with the rising organizational and community demand for CSR research to focus on areas such as stakeholder management including HR and OB issues. The inclusion of ‘workplace’ as part of the ‘internal CSR’ addressing issues such as employee involvement, diversity and work–life balance reflects this trend. Jonsen et al. (2013) argue that there is utility in considering diversity and responsibility and human resources in organizations together, rather than separately. Despite such calls by scholars, there has been little cross-fertilization between CSR, HRM and DM. In order to respond to the call to build bridges between these three fields, we edited this book, which considers them together rather than in isolation.

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

or login to access all content.