Rethinking the role of management education in developing a “new” locus of CSR responsibility

Abstract

Purpose -India is the first country to have mandated compulsory corporate social responsibility (CSR) spends through changes in its legislative framework. Focus has thus shifted from the "why" to the "how" of CSR and, therefore, a shift in the "locus" of CSR responsibility from the "influencer" chief executive officer toward the "implementer" CSR professionals. The purpose of this paper is to study the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Design/methodology/approach -This paper, using a case study design, studies the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Building on theoretical frameworks, this paper carries out an exploratory research of an Indian business school's management education program for development practitioners. It uses qualitative inputs gathered from relevant stakeholders of the program to understand the role of management education in facilitating the paradigm shift in CSR in the Indian context. Findings -The paper finds that the program has impacted outcomes at three levels, namely through developing key individual CSR-related competencies; impacting participants' professional performance; and organizational impact in effective CSR implementation. Practical implications -The case study provides a roadmap to business schools for designing and implementing programs for CSR professionals. Originality/value -Extant research in the Indian context is silent on key competencies required for CSR implementation and also on the role of management education in developing the same. Such competencies can ensure the efficiency of the expected large CSR spends by private corporates under the new legal requirements and alter the country's social development path.

Corporate social responsibility projects: critical success factors for better performance of Brazilian companies and guidelines to qualify professionals and entrepreneurs

“…For Risi and Wickert (2017), the management of financial and human resources in CSR projects is characterized as a strategic issue. The previous statement was corroborated by Jayakumar and Joshi (2017). In analysing the CSR projects developed by an Indian chemical company, the authors noted that one of the largest challenges faced was related to the coordination of financial and human resources.…”

“…Over 50% of the respondents worked in oil and gas (8 occurrences), food (7 occurrences), mining (6 occurrences), retail (6 occurrences), finance (6 occurrences) and chemical sectors (6 occurrences). It is noticeable that the sum (Anholon et al, 2016;Asif et al, 2013;Dobele et al, 2014;Sparkes, 2014;Thorén Hedin & Ranängen, 2017) CSF 12: Ability to properly manage financial or human resources in project: References: (Anholon et al, 2016;Jammernegg & Reiner, 2007;Jayakumar & Joshi, 2017;Risi & Wickert, 2017) of people who worked in specific sectors is over the total number of participants in this research. That occurred because a respondent may have participated in CSR projects in different sectors of activity.…”

Challenges and perceptions of e-learning for educational sustainability in the “new normality era”

“…The demand for ecological, economic, and social sustainability calls economic thinking and action into question, as well as how it is communicated in management studies at universities and colleges. Therefore, universities are responsible for reviewing their teaching concepts and constantly adapting them to new economic and social conditions ( Jayakumar and Joshi, 2017 ; Modugno and Di Carlo, 2019 ; Aversano et al, 2020 ).…”

“…As a result, priorities will change, and new content and forms of teaching and learning must be developed and implemented accordingly. A crucial question for future research remains: How can a sustainable university organization be designed to promote a holistic approach to sustainable university management—rather than only individual, often flagship, CSR projects in sub-domains ( Jayakumar and Joshi, 2017 ; Aleixo et al, 2018 )?…”

Institutional pressures for corporate social responsibility implementation: a study of Indian executives

“…This spend is to be made on activities already listed under the Act[1]. The corporates in India should convert mandated spending on CSR implementation from the obligation to strategy (Jayakumar and Joshi, 2017; Zhao, 2017). The type of CSR strategy an organisation chooses depends significantly on the kind of pressures it has to cope with (Lee, 2008).…”