CSR in Japan: Toward Integration and Corporate–CSO Partnership

Kuroda, Kaori; Ishida, Yu

doi:10.1007/978-1-4939-6915-9_3

“…The present study uncovers the fact to the policymakers that there is a need to work on this domain, because neglecting the environment is fatal for any society. Developed economies have a greater concern for the environment at each level, and perhaps this is the reason that studies from developed nations are indicating that the environmental dimension of CSR is their top priority [3,[67][68][69], but in developing countries, the situation is entirely different; as in line with prior studies, the present study also contends that environmental responsibility is the lowest focus in the SME sector of Pakistan [5,16,49].…”

Section: Sme-1"supporting

confidence: 84%

Sustainability as a “New Normal” for Modern Businesses: Are SMEs of Pakistan Ready to Adopt It?

Ahmad

¹

,

Mahmood

²

,

Han

³

et al. 2021

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While in developed countries, the concept of sustainability is being recognized as a “new normal” for modern businesses, the situation is entirely different in the context of developing and underdeveloped regions of the world. Shockingly, most of the developing nations do not consider the environmental dimension of CSR as their priority, and this is one of the reasons that the issue of climate change is a hot topic of debate among contemporary researchers and policymakers from developing economies. The present study aims to explore the type and level of CSR engagement among different organizations of the SME sector in Pakistan. Further, the study also intends to uncover any potential difference between medium-sized enterprises and small-sized enterprises in terms of their CSR preferences and engagements. The study uses a qualitative approach in order to get deeper insights to meet study objectives through in-depth semi-structured interviews. In this regard, the data were collected from nine SMEs belonging to different sectors in Lahore city of Pakistan. The authors used thematic analysis in order to analyze in-depth interviews, and three main themes were extracted, including social CSR, economic CSR, and environmental CSR. The results revealed that most of the medium-sized enterprises prefer the social dimension of CSR, whereas small-sized enterprises are largely concerned with the economic dimension of CSR. It has also been revealed that the environmental dimension of CSR is non-existent in the case of small-sized enterprises. The results of the present study will help policymakers to better understand the phenomenon of CSR and to rethink their CSR policies for a better and sustainable future.

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“…Oe and Yamaoka (2020) suggested that further investigation into the Japanese long-established companies' behaviour and value perceptions could be a pragmatic basis for further discussions with the theme harmonisation of relational actors in the communities. Kuroda and Ishida (2017) also emphasised that the philosophy of 'Sanpo-Yoshi' should be applied to the relationships of supply chain management, which is a key driving force for business sustainability.…”

Section: Japanese Business Ethos: 'Sanpo-yoshi'mentioning

confidence: 99%

Business strategies of companies with a longevity of 300 years or longer in Japan: A concept model

Yamaoka¹,

Oe²

2021

IJMCP

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This study was conducted to explore and evaluate the key factors supporting the business sustainability and longevity of firms that have survived for 300 years and more in Japan. The business owners of 10 such companies in Nihonbashi, Tokyo, Japan, were invited to interviews.The interview data was analysed with a text mining approach to develop the key themes advocating these companies' business sustainability. From the research, a conceptual framework was developed, suggesting four key factors perceived by the owners: 'customers and products', 'owner and employees', 'management and business credo' and 'change and risk management'. It was also found that non-economic values and the perception as a member of the community ('Sanpo-Yoshi') are embedded in their mindsets, which have been driving forces for these firms' business behaviour.

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“…Oe and Yamaoka (2020) suggested that further investigation into the Japanese long-established companies' behaviour and value perceptions could be a pragmatic basis for further discussions with the theme harmonisation of relational actors in the communities. Kuroda and Ishida (2017) also emphasised that the philosophy of 'Sanpo-Yoshi' should be applied to the relationships of supply chain management, which is a key driving force for business sustainability.…”

Section: Japanese Business Ethos: 'Sanpo-yoshi'mentioning

confidence: 99%

Business strategies of companies with a longevity of 300 years or longer in Japan: a concept model

Yamaoka

¹

,

Oe

²

2021

IJMCP

5

0

View full text Add to dashboard Cite

This study was conducted to explore and evaluate the key factors supporting the business sustainability and longevity of firms that have survived for 300 years and more in Japan. The business owners of 10 such companies in Nihonbashi, Tokyo, Japan, were invited to interviews.The interview data was analysed with a text mining approach to develop the key themes advocating these companies' business sustainability. From the research, a conceptual framework was developed, suggesting four key factors perceived by the owners: 'customers and products', 'owner and employees', 'management and business credo' and 'change and risk management'. It was also found that non-economic values and the perception as a member of the community ('Sanpo-Yoshi') are embedded in their mindsets, which have been driving forces for these firms' business behaviour.

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CSR in Japan: Toward Integration and Corporate–CSO Partnership

Cited by 6 publications

References 3 publications

Sustainability as a “New Normal” for Modern Businesses: Are SMEs of Pakistan Ready to Adopt It?

Sustainability as a “New Normal” for Modern Businesses: Are SMEs of Pakistan Ready to Adopt It?

Business strategies of companies with a longevity of 300 years or longer in Japan: A concept model

Business strategies of companies with a longevity of 300 years or longer in Japan: a concept model

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