Acquiring CSR practices: from deception to authenticity

Abstract

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International Business Students’ Understanding, Perception, and Commitment to Corporate Social Responsibility: A Study Based Upon Gender, Generational Affiliation, and Culture

“…In two studies conducted by Schein in the 1970's showed that there was a perception that both male and female managers needed to possess traits that were associated with men (Debeljak et al, 2011). While we have grown from the 70's mentality, women are still being treated differently within the workforce.…”

“…The alignment of such behaviors also is what is aligned with the transformational way of thinking. If such behaviors are coupled with practices and expectations of CSR the decision making process can be utilized as a reasonable approach enhancing socially responsible behaviors (Debeljak et al, 2011).…”

Assessing corporate social responsibility concepts used by a Brazilian manufacturer of airplanes: A case study at Embraer

“…Corporate Social Responsibility (CSR) is a topic that stands out in business and academic environment, which can be evidenced by the growing number of companies that are committed for a better world and by the research reports published in recent years (Moreira et al 2014, Taneja andGupta, 2011). At the same time, the values related to sustainable development are being institutionalized to a greater extent by the media, by social movements, environmentalists and by governments themselves (Barbieri et al 2010, Debeljak et al 2011, Frynas and Stephens, 2015. However, despite this importance, Castka et al (2004) and Kirat (2015) states that there is still no comprehensive and accurate consensus of the real meaning of CSR, opening new possibilities for further research and discussions to be held by the academic community.…”

Corporate Ethics and Values: Guiding Business out of the Maelstrom

“…Stakeholder values could have a devastating effect on the viability of the firm and the expectation that markets, which are driven by the value of profit maximisation, will limit the damage that can be done by managers who adopt stakeholder theory (Jensen, 2001). Nonetheless there is something deeper than selfinterest, and rooted in the evolution of the human psyche, that attracts many managers to stakeholder theory (Debeljak, Krkac, & Banks, 2011;Dow, 2011;Jensen, 2001), leaving them with an unattractive dilemma. It was the incentive approach (stock options) used by agency theory that contributed to the downfall of Enron and led to its management to being accused of gross ethical blindness.…”