THE STRATEGIC ROLES OF HUMAN RESOURCE PROFESSIONALS IN MOBILIZING CORPORATE SOCIAL RESPONSIBILITY TOWARD SUCCESS
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Published:
Mar 28, 2018
Keywords:
Corporate social responsibility Roles of human resource professional Successful implementation of CSR
Main Article Content
Abstract
Corporate social responsibility (CSR) is increasingly recognized as strategically important and has been diversely applied for benefits in many organizations. However, the confusing concepts of CSR and many varieties of the CSR practices lead to implementation problems. The objectives of this paper were to review the definition, strategy, policy and the practices of CSR; and then, to point out the strategic roles of human resource professionals in driving the CSR implementation toward success.
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How to Cite
เรืองกุน จ. (2018). THE STRATEGIC ROLES OF HUMAN RESOURCE PROFESSIONALS IN MOBILIZING CORPORATE SOCIAL RESPONSIBILITY TOWARD SUCCESS. Sripatum Review of Humanities and Social Sciences, 13(1), 153–163. Retrieved from https://so05.tci-thaijo.org/index.php/spurhs/article/view/117079
Section
บทความวิชาการ
1. กองบรรณาธิการสงวนสิทธิ์ในการพิจารณาและตัดสินการตีพิมพ์บทความในวารสาร
2. บทความทุกเรื่องจะได้รับการตรวจสอบทางวิชาการโดยผู้ทรงคุณวุฒิ แต่ข้อความและเนื้อหาในบทความที่ตีพิมพ์เป็นความรับผิดชอบของผู้เขียนแต่เพียงผู้เดียว มิใช่ความคิดเห็นและความรับผิดชอบของมหาวิทยาลัยศรีปทุม
3. การคัดลอกอ้างอิงต้องดำเนินการตามการปฏิบัติในหมู่นักวิชาการโดยทั่วไป และสอดคล้องกับกฎหมายที่เกี่ยวข้อง
References
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Cooke, F. and He, Q. (2010). Corporate social responsibility and HRM in China: a study of textile and apparel enterprises. Asia Pacific Business Review, 16(3), 355-376.
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Hemingway, C. and Maclagan, P. (2004). Manager’s personnel values as driver of corporate social responsibility. Journal of Business Ethics, 50, 33-44.
John, T. (1995). Instrumental stakeholder theory: a synthesis of ethics and economic. Academy of Management Review, 20(2), 404-37.
Joyner, B. and Payne, D. (2002). Evolution and implementation: a study of value, business ethics and corporate social responsibility. Journal of Business
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Kotler, P. and Lee, N. (2005). Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause, Willey, Hoboken, NJ.
Lam, H. and Khare, A. (2010). HR’s crucial role for successful CSR. Journal of International Business Ethics, 3(2), 3-15.
Lindgreen, A. Swaen, V. and Johnston, W. (2009). Corporate social responsibility: and empirical investication of US organizations. Journal of Business Ethics, 85(2), 303-323.
McWilliams, A., Siegel, D. and Wright, P. (2006). Corporate social responsibility: strategic implication. Journal of Management Studies, 43(1), 1-18.
Maon, F., Lindgreen, A. and Swean, V. (2009). Design and implementing corporate social responsibility: An integrative framework grounded in theory and practice. Journal of Business ethics, 87(Supplement: April), 7-89.
Orlitzky, M. Schmidt, F. and Rynes, S. (2003). Corporate social and financial performance: A meta-analysis. Organization Studies, 24(3), 403-441.
Orlitzky, M. (2005). Pay off to social and environmental performance. Journal of Investing, 14(33), 49-51.
Porter, M. and Kramer, M. (2006). Strategy and society: the link between competitive advantage and corporate social responsibility. Harvard BusinessReview, December, 78-92.
Samy, M. Odemilin, G. and Bampton, R. (2010). Corporate social responsibility: a strategy for sustainable business success. An analysis of 20 selected British companies. Corporate Governance, 10(2), 203-217.
Szekel, F. and Knirsch, M. (2005). Responsible leadership and corporate social responsibility: metrics for sustainable performance. European Management Journal, 23(6), 628-647.
Silberhorn, D. and Warren, R. (2007). Defining corporate social responsibility: a view from big company in Germany and the UK. European Management
Review, 19(5), 352-3372.
Ulrich, D. (1997). Human Resource Champion:the next agenda for adding value and delivering results. Boston: Massachusetts. Harvard Business School Press.
Van Beurden, P. and Gossling, T. (2008).The worth of value- a literature review on the relation between corporate social and financial performance. Journal of Business Ethics, 82, 407-427.
Vilanova, M. Lozano, J. and Arenas, D. (2009). Exploring the nature of the relationship between CSR and competitiveness. Journal of Business Ethics, 87(1), 57-69.
Weber, M. (2008). The business case corporate social responsibility: company level measurement approach for CSR. European Management Review, 26(4), 247-261.
Whitehouse, L. (2006). Corporate social responsibility: view from the frontline. Journal of Business Ethics, 63, 279-296.
Wilkinson, A. and Hill, M. (2001). The sustainability debate. International Journal of Operations & Production Management, 21(12), 1492-1502
ตลาดหลักทรัพย์แห่งประเทศไทย. (2555). ความรับผิดชอบต่อสังคม: ตลาดหลักทรัพย์กับการแบ่งปัน.
ทิพวรรณ หล่อสุวรรณรัตน์. (2551). องค์การสมรรถนะสูงกับความรับผิดชอบต่อสังคม. วารสารการจัดการภาครัฐและเอกชน. 15(2), 11-35.
สุกิจ อุทินทุ. (2554). CSR DNA ถอดรหัสความรับผิดชอบต่อสังคม. กรุงเทพมหานคร: บริษัท ไทภูมิ พับลิชชิ่ง จำกัด.
Armstrong, M. (2010). Armstrong’s Essential Human Resource Management Practice: A Guild to People Management. London: Kogan Page.
Buciuniene, I. and Kazlauskaite, R. (2012). The link between HRM, CSR and performance outcomes. Baltic Journal of Management, 7(1), 5-24.
Business in Community. (2007) Benchmarking Responsible Business Practice, bit.org.uk.
Chiara, A. and Spena, T. (2011). CSR strategy in multinational firms: focus on human resources, suppliers and community. Journal of Global Responsibility, 2(1), 60-74.
Collier, J. and Esteban, R. (2007). Corporate social responsibility and employee commitment. Business Ethics: A European Review, 16(1), 19-33.
Cooke, F. and He, Q. (2010). Corporate social responsibility and HRM in China: a study of textile and apparel enterprises. Asia Pacific Business Review, 16(3), 355-376.
Fernandez, E., Junquera, B. and Ordi, M. (2003). Organizational culture and human resource in the environmental issues: A review of literature.
Freeman, R. (2004). The stakeholder approach revisited. Zeitschrift fuer Wirtchaft-und Unternehmensethik, 5(33), 228-241.
Hemingway, C. and Maclagan, P. (2004). Manager’s personnel values as driver of corporate social responsibility. Journal of Business Ethics, 50, 33-44.
John, T. (1995). Instrumental stakeholder theory: a synthesis of ethics and economic. Academy of Management Review, 20(2), 404-37.
Joyner, B. and Payne, D. (2002). Evolution and implementation: a study of value, business ethics and corporate social responsibility. Journal of Business
Ethics, 41, 297-311.
Kotler, P. and Lee, N. (2005). Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause, Willey, Hoboken, NJ.
Lam, H. and Khare, A. (2010). HR’s crucial role for successful CSR. Journal of International Business Ethics, 3(2), 3-15.
Lindgreen, A. Swaen, V. and Johnston, W. (2009). Corporate social responsibility: and empirical investication of US organizations. Journal of Business Ethics, 85(2), 303-323.
McWilliams, A., Siegel, D. and Wright, P. (2006). Corporate social responsibility: strategic implication. Journal of Management Studies, 43(1), 1-18.
Maon, F., Lindgreen, A. and Swean, V. (2009). Design and implementing corporate social responsibility: An integrative framework grounded in theory and practice. Journal of Business ethics, 87(Supplement: April), 7-89.
Orlitzky, M. Schmidt, F. and Rynes, S. (2003). Corporate social and financial performance: A meta-analysis. Organization Studies, 24(3), 403-441.
Orlitzky, M. (2005). Pay off to social and environmental performance. Journal of Investing, 14(33), 49-51.
Porter, M. and Kramer, M. (2006). Strategy and society: the link between competitive advantage and corporate social responsibility. Harvard BusinessReview, December, 78-92.
Samy, M. Odemilin, G. and Bampton, R. (2010). Corporate social responsibility: a strategy for sustainable business success. An analysis of 20 selected British companies. Corporate Governance, 10(2), 203-217.
Szekel, F. and Knirsch, M. (2005). Responsible leadership and corporate social responsibility: metrics for sustainable performance. European Management Journal, 23(6), 628-647.
Silberhorn, D. and Warren, R. (2007). Defining corporate social responsibility: a view from big company in Germany and the UK. European Management
Review, 19(5), 352-3372.
Ulrich, D. (1997). Human Resource Champion:the next agenda for adding value and delivering results. Boston: Massachusetts. Harvard Business School Press.
Van Beurden, P. and Gossling, T. (2008).The worth of value- a literature review on the relation between corporate social and financial performance. Journal of Business Ethics, 82, 407-427.
Vilanova, M. Lozano, J. and Arenas, D. (2009). Exploring the nature of the relationship between CSR and competitiveness. Journal of Business Ethics, 87(1), 57-69.
Weber, M. (2008). The business case corporate social responsibility: company level measurement approach for CSR. European Management Review, 26(4), 247-261.
Whitehouse, L. (2006). Corporate social responsibility: view from the frontline. Journal of Business Ethics, 63, 279-296.
Wilkinson, A. and Hill, M. (2001). The sustainability debate. International Journal of Operations & Production Management, 21(12), 1492-1502