| ID | 136558 |
| Title Proper | Shaping of Chinese corporate social responsibility |
| Language | ENG |
| Author | Tan-Mullins, May ; Hofman, Peter S |
| Summary / Abstract (Note) | There is increasing evidence that corporate social responsibility (CSR) is emerging as a management issue within Chinese business (Moon and Shen 2010; Yin and Zhang 2012). The main drivers of this movement, which are commonly discussed, include domestic political will and international pressure. However, what is less understood is
the nature of the shaping of CSR. As a concept, CSR has been widely interpreted as the way companies take into account interests of a broader range of stakeholders beyond owners and shareholders of the firm. Hence, it is about the way firms develop policies and practices to minimize the negative impacts and even increase the positive impacts of their business practices on various stakeholder groups. In a Western context, the rationale for CSR has been explained as a result of interaction between business, government and society where institutional pressures that develop from these interactions lead to certain expectations regarding the nature of business practices. This is where firms increasingly see CSR as a strategic approach to maintaining and enhancing legitimacy and reputation so as to ensure the buy-in and loyalty of key stakeholder groups such as employees and customers. |
| `In' analytical Note | Journal of Current Chinese Affairs Vol.43, No.4; 2014: p.3-18 |
| Journal Source | Journal of Current Chinese AffairsVol: 43 No 4 |
| Standard Number | Politics |