This presentation explains about the Corporate Social Responsibility and how it evolved and it also explains about how organizations need to maintain the responsibility towards the society
The document discusses how the Jewish concept of "Tikkun Olam", which means "world repair", drives innovation. "Tikkun Olam" originated in early rabbinic teachings and evolved to encompass social justice and the moral duty to change the world for the better. As science and technology have become powerful tools for impact, "Tikkun Olam" motivates Jewish people to engage in innovation through entrepreneurship. The diaspora experience also fostered Jewish interest in knowledge creation. This, combined with "Tikkun Olam", helps explain Israel's success in science and technology.
This document discusses the shift from a traditional threefold value scheme that balanced individual self-fulfillment, community, and ideals/virtues, to an Enlightenment model focused on individual rights and freedom. It argues that neoliberalism took the Enlightenment model further by promoting self-interest and the market above all other social relationships and values. As a result, communities and moral ideals have declined, leaving individuals focused primarily on their own advancement within a system dominated by economic considerations.
Rick Jonsen presented on how a biblical view of organizations as communities would fundamentally change human resource management theory and practice. He argued that organizations have an affirmative responsibility to build and maintain workplace communities. This would change the ontology, purpose, and practices of HRM. Specifically, the summary is:
1. HRM's foundation would be based on Trinitarian theology and a social view of humanity rather than economic theories.
2. The purpose of HRM would be to architect and develop sustainable workplace communities rather than expertly manage human capital assets.
3. HRM practices would focus on building high-performance work systems that support workplace community and external community flourishing, not just competitive advantage and shareholder value
PowerPoint presentation to accompany Eco-Leadership talk given by Simon Western at the Tavistock Institute of Human Relations on the 25th May 2011.
Eco-Leadership is a professional development programme offered by the Tavistock Institute of Human Relations, further details can be found here: http://www.tavinstitute.org/work/development/eco_leadership.php
This document discusses the need for a new type of leader called an "Eco-Leader" to guide businesses towards more sustainable practices. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. The document argues that past leadership focused too much on short-term financial gains without considering environmental and social impacts. An Eco-Leader is proposed as someone who can see the big picture and understand that long-term business success requires balancing economic, social and environmental factors. The document outlines 10 key characteristics of an Eco-Leader, including their ability to consider internal and external environments and drive sustainable processes and strategies.
Paul Hawken is an economist and entrepreneur who has dedicated his life to changing the relationship between business and the environment to one of sustainability. He has founded or co-founded over ten successful businesses and authored several best-selling books on creating an economy that benefits both humanity and the environment. Throughout his career, Hawken has advocated for corporations to consider their ethical and environmental obligations in addition to profits.
The contribution of corporate social responsibility to sustainable developmen...AJHSSR Journal
ABSTRACT : Corporate social responsibility (CSR) is a broad term used in business. It usually describes a
company's commitment to conducting its business in an ethical manner. And sustainable development is
development that meets the needs of the present without compromising the ability of future generations to meet
their own needs. This study investigates how Bank Islam Brunei Darussalam (BIBD provides corporate social
responsibility through sustainable development. The study adopts a qualitative method of research. The study
reveals that provides Corporate Social Responsibility (CSR) which are BIBD Catalyst, BIBD "Special
Entrepreneurial Empowerment & Development Scheme" (BIBD SEED), BIBD Advocating Life-Long Learning
for an Aspiring Future (BIBD ALAF) and the commendable "Community for Brunei".
Keywords: Sustainable Development, Corporate Social Responsibility, Bank Islam Brunei Darussalam (BIBD),
Covid-19.
This document provides an overview of the evolution of the concept of corporate social responsibility (CSR) around the world. It discusses how CSR has changed over time from the 1950s to present day, moving from a focus on corporate philanthropy to stakeholder responsibility to sustainability. Key developments include Howard Bowen introducing CSR as a concept in the 1950s, the focus on stakeholder theory and business ethics in the 1980s, and the emergence of concepts like triple bottom line and corporate citizenship in the 2000s. The document also provides definitions of CSR from scholars over time and analyzes how the understanding and practice of CSR has become more complex and multifaceted.
The document discusses how the Jewish concept of "Tikkun Olam", which means "world repair", drives innovation. "Tikkun Olam" originated in early rabbinic teachings and evolved to encompass social justice and the moral duty to change the world for the better. As science and technology have become powerful tools for impact, "Tikkun Olam" motivates Jewish people to engage in innovation through entrepreneurship. The diaspora experience also fostered Jewish interest in knowledge creation. This, combined with "Tikkun Olam", helps explain Israel's success in science and technology.
This document discusses the shift from a traditional threefold value scheme that balanced individual self-fulfillment, community, and ideals/virtues, to an Enlightenment model focused on individual rights and freedom. It argues that neoliberalism took the Enlightenment model further by promoting self-interest and the market above all other social relationships and values. As a result, communities and moral ideals have declined, leaving individuals focused primarily on their own advancement within a system dominated by economic considerations.
Rick Jonsen presented on how a biblical view of organizations as communities would fundamentally change human resource management theory and practice. He argued that organizations have an affirmative responsibility to build and maintain workplace communities. This would change the ontology, purpose, and practices of HRM. Specifically, the summary is:
1. HRM's foundation would be based on Trinitarian theology and a social view of humanity rather than economic theories.
2. The purpose of HRM would be to architect and develop sustainable workplace communities rather than expertly manage human capital assets.
3. HRM practices would focus on building high-performance work systems that support workplace community and external community flourishing, not just competitive advantage and shareholder value
PowerPoint presentation to accompany Eco-Leadership talk given by Simon Western at the Tavistock Institute of Human Relations on the 25th May 2011.
Eco-Leadership is a professional development programme offered by the Tavistock Institute of Human Relations, further details can be found here: http://www.tavinstitute.org/work/development/eco_leadership.php
This document discusses the need for a new type of leader called an "Eco-Leader" to guide businesses towards more sustainable practices. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. The document argues that past leadership focused too much on short-term financial gains without considering environmental and social impacts. An Eco-Leader is proposed as someone who can see the big picture and understand that long-term business success requires balancing economic, social and environmental factors. The document outlines 10 key characteristics of an Eco-Leader, including their ability to consider internal and external environments and drive sustainable processes and strategies.
Paul Hawken is an economist and entrepreneur who has dedicated his life to changing the relationship between business and the environment to one of sustainability. He has founded or co-founded over ten successful businesses and authored several best-selling books on creating an economy that benefits both humanity and the environment. Throughout his career, Hawken has advocated for corporations to consider their ethical and environmental obligations in addition to profits.
The contribution of corporate social responsibility to sustainable developmen...AJHSSR Journal
ABSTRACT : Corporate social responsibility (CSR) is a broad term used in business. It usually describes a
company's commitment to conducting its business in an ethical manner. And sustainable development is
development that meets the needs of the present without compromising the ability of future generations to meet
their own needs. This study investigates how Bank Islam Brunei Darussalam (BIBD provides corporate social
responsibility through sustainable development. The study adopts a qualitative method of research. The study
reveals that provides Corporate Social Responsibility (CSR) which are BIBD Catalyst, BIBD "Special
Entrepreneurial Empowerment & Development Scheme" (BIBD SEED), BIBD Advocating Life-Long Learning
for an Aspiring Future (BIBD ALAF) and the commendable "Community for Brunei".
Keywords: Sustainable Development, Corporate Social Responsibility, Bank Islam Brunei Darussalam (BIBD),
Covid-19.
This document provides an overview of the evolution of the concept of corporate social responsibility (CSR) around the world. It discusses how CSR has changed over time from the 1950s to present day, moving from a focus on corporate philanthropy to stakeholder responsibility to sustainability. Key developments include Howard Bowen introducing CSR as a concept in the 1950s, the focus on stakeholder theory and business ethics in the 1980s, and the emergence of concepts like triple bottom line and corporate citizenship in the 2000s. The document also provides definitions of CSR from scholars over time and analyzes how the understanding and practice of CSR has become more complex and multifaceted.
This document provides an overview of a corporate responsibility module that covers: (1) an introduction to CR including a brief history; (2) making the business case; and (3) engaging stakeholders. It summarizes the key topics to be covered in the introductory lecture including definitions of CR, why it exists, how it is evolving, and important theorists. The lecture concludes with a brief historical overview of CR presented through images from 1720 to recent events.
The document discusses the evolution of corporate social responsibility (CSR) globally and in India over several phases from the 19th century to present. It provides definitions of CSR and outlines key events and developments in different decades that helped define CSR. In India specifically, CSR evolved from early philanthropic activities to becoming a strategic business practice. The document also examines CSR practices of Infosys company and concludes that CSR has both an ethical and business component in India.
This document provides an introduction to key emerging business themes and change drivers that will be covered in a contemporary management issues module. It discusses four main themes: 1) Sustainability and corporate governance, 2) Ethical and social responsibility including pressures for green decision making, 3) Social and demographic change, and 4) Globalization and the changing world order. For each theme, it provides background information and definitions. It also discusses concepts like corporate social responsibility, pillars of sustainability, social change drivers like affluence and migration, and the impacts of globalization on businesses.
Globalization has impacted educational reform initiatives and practice in several ways:
1) It has led to increased standardization and universalization of education policies to meet global norms, as well as more diversity in policies to account for local contexts.
2) Major global conferences, like those focused on Education for All, have shaped education policies and goals for developing countries.
3) Concepts in education have been redefined due to globalization's influence, requiring new paradigms like Cheng's "Triplization Process" that emphasize globalization, localization, and individualization.
How can businesses create a thriving world? Robin explains how incremental and disruptive innovations within the ThriveAbility framework generate breakthroughs that ca make that happen. At the same time, this creates a new kind of competitive advantage for businesses, based on synergies that are created in their business ecosystems.
This document provides an overview of corporate social responsibility (CSR) in India, including:
- It discusses the evolution of definitions and perspectives on CSR from the 1950s to present day. Early definitions focused on businesses' obligations to society, while more recent definitions emphasize stakeholder interests and voluntary business practices.
- CSR in India encompasses issues like human rights, health and safety, consumer protection, and environmental sustainability. Leading companies like Tata have long implemented social programs for employees and local communities.
- Several surveys of Indian companies found increasing awareness and implementation of CSR activities, though many companies view it primarily as philanthropy or marketing. Few measure social impacts or spend significantly on CSR.
-
This document discusses organizational culture and climate. It defines organizational culture as a system of shared meanings and defines elements of culture as visible and invisible. Popular companies like Google, Netflix and Zappos are provided as examples of inspiring cultures. Organizational climate is defined as the perceptions of the work environment that influence employee behavior and motivation. The differences between culture and climate are outlined, with culture focusing on long-term values and norms, and climate focusing on short-term attitudes and practices.
A lecture looking at the history, drivers and actions around the development and expansion of the corporate responsibility movement/trend post WWII to present day.
The Purpose-Driven Business Roadmap (The 4th Wave of Capitalism) by Brandon P...Brandon Peele
Ten years ago, the author was poised for an executive career in finance but was exploring questions about reality, human life, and how economics intersected with our wisdom traditions. The author was struck by scientific findings of our interconnectedness yet found that business rewarded outcomes antithetical to human well-being and unity with nature. The author felt shame for being in business but came to see how capitalism has improved over four waves, with the emerging fourth wave of purpose-driven enterprises that account for authenticity and reconcile business and human unity.
This is the report of the Good Work Commission. The Commissioners are a group of individuals with a great breadth and depth of experience in leading organisations across all sectors, including business, government, the unions, the church, media and the voluntary sector. They believe that ‘good work’ is a benefit to employees, employers and society alike – and that it is possible to make it more rewarding for all involved.
Flowing from that, the purpose of the report is to explore what makes ‘good work’ and how to create more of it. It is based on two key assets: the great breadth of experience and views of the Commissioners and the considerable body of research produced by the Work Foundation over the past decade. The Work Foundation presented a set of eight Provocation Papers to the Commissioners to inform their thinking and stimulate debate. The report draws heavily on those papers and over twenty other studies produced by the Foundation, as well as a wide range of literature produced by others in the UK and elsewhere. Personal perspectives from the Commissioners are incorporated throughout the report, reinforcing and accenting the research-based narrative about the nature of ‘good work’.
The aspiration is for the report to be useful for people who have leadership and management roles in organisations, prompting reflection about how effectively their organisation is dealing with these issues and providing practical suggestions about how they could take it to the next level.
All About Sociology >>
Sociology Super-Notes >> Sociology of Development >> The Concepts of Development >>Development and Progress: Economic and Social Dimensions
Quality of Work Life (QWL) refers to creating a work environment that improves employee satisfaction and organizational effectiveness. The concept originated as industrialization reduced the importance of human factors in work. Early research emphasized improving job design to better satisfy human needs. QWL aims to enhance working conditions, compensation, job content, and opportunities for personal growth and expression. High QWL involves democratic management, enriching jobs, treating people with dignity, and safe working conditions. Improving QWL benefits both employees and organizations by increasing productivity, morale, and commitment while reducing absenteeism.
Corporate social responsibility (CSR) refers to businesses taking responsibility for their impact on society beyond short-term profits. While CSR has existed for a long time, it grew in prominence in the late 20th century as expectations increased that businesses should address social and environmental issues. There are arguments both for and against CSR, but increasingly companies see value in CSR for reputation and attracting ethical consumers. In India, large companies commonly engage in CSR activities, though some see it more as public relations than meaningful contribution to society.
The document provides an overview of the history and evolution of corporate social responsibility (CSR). It discusses how CSR emerged from business ethics and early concepts of corporate obligations to society. Major events like environmental disasters, labor issues, and economic crises drove increased expectations for responsible business practices. Today, CSR encompasses areas like governance, human rights, anti-corruption, community relations, and environmental management. Global initiatives continue to shape standards, though implementation challenges remain.
Business case for corporate social responsibility ijmrKafonyi John
This document summarizes the history and evolution of the concept of corporate social responsibility (CSR). It discusses how CSR emerged in the post-World War II era and gained more attention in the 1960s due to social movements promoting civil rights, environmentalism, and consumers' rights. The document then outlines how CSR developed through the decades, with a growing focus on linking CSR to tangible business benefits and financial performance. It discusses the proliferation of research and frameworks on CSR and related concepts. The key topic discussed is the "business case" for CSR - the rationale for why companies should engage in CSR based on expected benefits like improved financial outcomes and competitiveness.
This document outlines the course outline and content for a development perspectives course. It begins with an introduction to the course description and objectives, which aim to analyze development theories and their implications. It then provides an overview of the key topics to be covered, including theories of social economic development, development ethics, global development agendas, governance, conflict and peace, decentralization, and gender and development. The course content section provides further details on the individual topics to be examined, such as Marxist theory, modernization theory, poverty, and health.
This document outlines the course content and structure for a development perspectives course. It begins with an introduction to development theories, including Marxist theory, modernization theory, and dependency theory. It then covers topics like development ethics, global development goals, governance, peace and conflict, decentralization, globalization, gender, and more. The course aims to help students analyze development theories, plans and challenges in Tanzania and globally in a critical way. It emphasizes punctual attendance, assignments, and avoids plagiarism.
This document discusses creating and diagnosing organizational culture. It begins by defining organizational culture as the shared assumptions and beliefs that influence how an organization functions. Leaders play a key role in shaping culture through what they emphasize, reward, and role model. The document outlines different types of organizational cultures and how culture impacts decision-making and performance. It provides methods for diagnosing an organization's existing culture and introduces strategies leaders can use to establish and reinforce a new culture.
Social entrepreneurship aims to tackle social issues using business principles to create sustainable social change. Social entrepreneurs develop simple ideas to empower people to solve social problems themselves. They come up with new solutions and role models to motivate others. Social entrepreneurs can operate non-profits, for-profits, or hybrid models. Their focus is on social value over private value. They pursue opportunities relentlessly without resources and are accountable for outcomes. Social entrepreneurship combines social missions with business approaches to create change.
This document provides an overview of a corporate responsibility module that covers: (1) an introduction to CR including a brief history; (2) making the business case; and (3) engaging stakeholders. It summarizes the key topics to be covered in the introductory lecture including definitions of CR, why it exists, how it is evolving, and important theorists. The lecture concludes with a brief historical overview of CR presented through images from 1720 to recent events.
The document discusses the evolution of corporate social responsibility (CSR) globally and in India over several phases from the 19th century to present. It provides definitions of CSR and outlines key events and developments in different decades that helped define CSR. In India specifically, CSR evolved from early philanthropic activities to becoming a strategic business practice. The document also examines CSR practices of Infosys company and concludes that CSR has both an ethical and business component in India.
This document provides an introduction to key emerging business themes and change drivers that will be covered in a contemporary management issues module. It discusses four main themes: 1) Sustainability and corporate governance, 2) Ethical and social responsibility including pressures for green decision making, 3) Social and demographic change, and 4) Globalization and the changing world order. For each theme, it provides background information and definitions. It also discusses concepts like corporate social responsibility, pillars of sustainability, social change drivers like affluence and migration, and the impacts of globalization on businesses.
Globalization has impacted educational reform initiatives and practice in several ways:
1) It has led to increased standardization and universalization of education policies to meet global norms, as well as more diversity in policies to account for local contexts.
2) Major global conferences, like those focused on Education for All, have shaped education policies and goals for developing countries.
3) Concepts in education have been redefined due to globalization's influence, requiring new paradigms like Cheng's "Triplization Process" that emphasize globalization, localization, and individualization.
How can businesses create a thriving world? Robin explains how incremental and disruptive innovations within the ThriveAbility framework generate breakthroughs that ca make that happen. At the same time, this creates a new kind of competitive advantage for businesses, based on synergies that are created in their business ecosystems.
This document provides an overview of corporate social responsibility (CSR) in India, including:
- It discusses the evolution of definitions and perspectives on CSR from the 1950s to present day. Early definitions focused on businesses' obligations to society, while more recent definitions emphasize stakeholder interests and voluntary business practices.
- CSR in India encompasses issues like human rights, health and safety, consumer protection, and environmental sustainability. Leading companies like Tata have long implemented social programs for employees and local communities.
- Several surveys of Indian companies found increasing awareness and implementation of CSR activities, though many companies view it primarily as philanthropy or marketing. Few measure social impacts or spend significantly on CSR.
-
This document discusses organizational culture and climate. It defines organizational culture as a system of shared meanings and defines elements of culture as visible and invisible. Popular companies like Google, Netflix and Zappos are provided as examples of inspiring cultures. Organizational climate is defined as the perceptions of the work environment that influence employee behavior and motivation. The differences between culture and climate are outlined, with culture focusing on long-term values and norms, and climate focusing on short-term attitudes and practices.
A lecture looking at the history, drivers and actions around the development and expansion of the corporate responsibility movement/trend post WWII to present day.
The Purpose-Driven Business Roadmap (The 4th Wave of Capitalism) by Brandon P...Brandon Peele
Ten years ago, the author was poised for an executive career in finance but was exploring questions about reality, human life, and how economics intersected with our wisdom traditions. The author was struck by scientific findings of our interconnectedness yet found that business rewarded outcomes antithetical to human well-being and unity with nature. The author felt shame for being in business but came to see how capitalism has improved over four waves, with the emerging fourth wave of purpose-driven enterprises that account for authenticity and reconcile business and human unity.
This is the report of the Good Work Commission. The Commissioners are a group of individuals with a great breadth and depth of experience in leading organisations across all sectors, including business, government, the unions, the church, media and the voluntary sector. They believe that ‘good work’ is a benefit to employees, employers and society alike – and that it is possible to make it more rewarding for all involved.
Flowing from that, the purpose of the report is to explore what makes ‘good work’ and how to create more of it. It is based on two key assets: the great breadth of experience and views of the Commissioners and the considerable body of research produced by the Work Foundation over the past decade. The Work Foundation presented a set of eight Provocation Papers to the Commissioners to inform their thinking and stimulate debate. The report draws heavily on those papers and over twenty other studies produced by the Foundation, as well as a wide range of literature produced by others in the UK and elsewhere. Personal perspectives from the Commissioners are incorporated throughout the report, reinforcing and accenting the research-based narrative about the nature of ‘good work’.
The aspiration is for the report to be useful for people who have leadership and management roles in organisations, prompting reflection about how effectively their organisation is dealing with these issues and providing practical suggestions about how they could take it to the next level.
All About Sociology >>
Sociology Super-Notes >> Sociology of Development >> The Concepts of Development >>Development and Progress: Economic and Social Dimensions
Quality of Work Life (QWL) refers to creating a work environment that improves employee satisfaction and organizational effectiveness. The concept originated as industrialization reduced the importance of human factors in work. Early research emphasized improving job design to better satisfy human needs. QWL aims to enhance working conditions, compensation, job content, and opportunities for personal growth and expression. High QWL involves democratic management, enriching jobs, treating people with dignity, and safe working conditions. Improving QWL benefits both employees and organizations by increasing productivity, morale, and commitment while reducing absenteeism.
Corporate social responsibility (CSR) refers to businesses taking responsibility for their impact on society beyond short-term profits. While CSR has existed for a long time, it grew in prominence in the late 20th century as expectations increased that businesses should address social and environmental issues. There are arguments both for and against CSR, but increasingly companies see value in CSR for reputation and attracting ethical consumers. In India, large companies commonly engage in CSR activities, though some see it more as public relations than meaningful contribution to society.
The document provides an overview of the history and evolution of corporate social responsibility (CSR). It discusses how CSR emerged from business ethics and early concepts of corporate obligations to society. Major events like environmental disasters, labor issues, and economic crises drove increased expectations for responsible business practices. Today, CSR encompasses areas like governance, human rights, anti-corruption, community relations, and environmental management. Global initiatives continue to shape standards, though implementation challenges remain.
Business case for corporate social responsibility ijmrKafonyi John
This document summarizes the history and evolution of the concept of corporate social responsibility (CSR). It discusses how CSR emerged in the post-World War II era and gained more attention in the 1960s due to social movements promoting civil rights, environmentalism, and consumers' rights. The document then outlines how CSR developed through the decades, with a growing focus on linking CSR to tangible business benefits and financial performance. It discusses the proliferation of research and frameworks on CSR and related concepts. The key topic discussed is the "business case" for CSR - the rationale for why companies should engage in CSR based on expected benefits like improved financial outcomes and competitiveness.
This document outlines the course outline and content for a development perspectives course. It begins with an introduction to the course description and objectives, which aim to analyze development theories and their implications. It then provides an overview of the key topics to be covered, including theories of social economic development, development ethics, global development agendas, governance, conflict and peace, decentralization, and gender and development. The course content section provides further details on the individual topics to be examined, such as Marxist theory, modernization theory, poverty, and health.
This document outlines the course content and structure for a development perspectives course. It begins with an introduction to development theories, including Marxist theory, modernization theory, and dependency theory. It then covers topics like development ethics, global development goals, governance, peace and conflict, decentralization, globalization, gender, and more. The course aims to help students analyze development theories, plans and challenges in Tanzania and globally in a critical way. It emphasizes punctual attendance, assignments, and avoids plagiarism.
This document discusses creating and diagnosing organizational culture. It begins by defining organizational culture as the shared assumptions and beliefs that influence how an organization functions. Leaders play a key role in shaping culture through what they emphasize, reward, and role model. The document outlines different types of organizational cultures and how culture impacts decision-making and performance. It provides methods for diagnosing an organization's existing culture and introduces strategies leaders can use to establish and reinforce a new culture.
Social entrepreneurship aims to tackle social issues using business principles to create sustainable social change. Social entrepreneurs develop simple ideas to empower people to solve social problems themselves. They come up with new solutions and role models to motivate others. Social entrepreneurs can operate non-profits, for-profits, or hybrid models. Their focus is on social value over private value. They pursue opportunities relentlessly without resources and are accountable for outcomes. Social entrepreneurship combines social missions with business approaches to create change.
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2. • THE IDEA OF CSR IN NEITHER NEW NOR
RADICAL
• IT HAS LONG HISTORICAL ROOTS
• DURING LAST 60 YEARS, CSR CONCEPT HAS
GOT TRACTION AND INTEGRATED WITH
BUSINESS STARTEGY AND OPEARTIONS
4. Evolution of concept
• Early phase
• CSR initiation phase (1950- 1990)
• CSR momentum building phase ( 1990- 2000)
• Mainstreaming phase ( 2000 – onwards)
5. Evolution of Concept
Early Period : Role of Religions and Faiths
• Around the world, ancient civilizations have a rich history
of understanding the symbiotic connection between
human beings and nature
• The Vedic traditions of Hinduism offer imagery that
attests to the power of the natural world. Scholars of the
Vedas have identified various texts and rituals that extol
the earth (bhu), the atmosphere (Bhuvah), and sky (sva),
as well as the goddess associated with the earth (Prithvi),
and the gods associated with water (Ap), fire and heat
(Agni) and wind (Vayu).
6. Evolution of Concept
Early Period : Role of Religions and Faiths
• In the Atharva Veda, for instance, a hymn goes, “May
that Mother Earth, like a Cosmic Cow, give us the
thousand fold prosperity without any hesitation, without
being outraged by our destructive actions.”
• When a classical Bharata Natyam dancer steps on to the
stage, she touches the floor and asks forgiveness from
the Earth for the as she is going to stamp hard on the
ground while she dances
7. Evolution of Concept
Early Period : Role of Religions and Faiths
“The whole emphasis of the present as also the ancient
Hindu religious practices is that human beings cannot
separate themselves from their natural surroundings,
because Earth has the same relationship with man as
that of mother with her child”
• The first verse of the Upanishad is:
“Ishavasyam Idam Sarvam Yat Kim Cha Jagatyam Jagat
Tena Tyaktena bhunjitha, ma gradha kasyasvid dhanam”.
(Know that all this whatever moves in this moving world is enveloped by
God. Therefore find your enjoyment in renunciation, do not covet what
belongs to others.)
8. Evolution of Concept
Early Period : Role of Religions and Faiths
• Apostle Paul says “if one part suffers, every part suffers
with it; if one part is honoured, every part rejoices with
it”
• There are numerous citations from Holy Quran and the
Hadiths on sustainability and wise utilisation of natural
resources.
• All elements, species, habitats, and ecosystems are part
of the perfect universe created by the Al- Mighty
9. Evolution of Concept
Early Period : Role of Religions and Faiths
• Basic premise of Budhism sees all things and phenomena
as interdependent and arising from multiple causes and
conditions
• Core values of major religious traditions are
“REVERANCE, RESPECT, RESTRAINT, REDISTRIBUTION,
RESPONSIBILITY and RENEWAL”.
10. Evolution of Concept
Early Period : Role of Intellectuals
•Even prior to word “social responsibilities was coined”, in
1916 J.M.Clark in the Journal of Political Economy noted that
“if men are responsible for known results of their own actions,
business responsibilities must include the known results of
business dealings, whether these have been recognised by law
or not”
•Peter Drucker, who is regarded as father of management
argued in his book “The Future of Industrial Man” in 1942
argued that companies have a social dimension as well as
economic purpose.
•Mahatma Gandhi espoused the concept of “ Trusteeship”.
11. Evolution of Concept
CSR Initiation Phase (1950- 1990)
Howard R. Bowen in 1953 published a book whose title
was “Social Responsibilities of the Businessman” and he
underscored the importance of social responsibilities of
business.
Bowen is being called “Father of Corporate Social
Responsibility”
12. Evolution of Concept
CSR Initiation Phase (1950- 1990)
•During 60s and 70s many management thinkers Geroge
Goyder, Keith Davis, Clarence C. Walton, Mlikeorrel Heald,
Harold Johnson etc. popularized the term and gave many
dimensions to CSR.
•Controversy generated by Milton Friedman’s dictum in 1970
that “the social responsibility of business is to increase its
profits”
•A landmark contribution to the concept of CSR was made
by Committee for Economic Development (CED) and in its
report in 1971 it was underscored that “business functions
by public consent and its basic purpose is to serve
constructively the needs of society – to the satisfaction of
the society
13. Evolution of Concept
CSR Initiation Phase (1950- 1990)
• CSR moved to mainstream of management theory by
publication of Edward Freeman’s classic “Strategic
Management: A stakeholders Approach” in 1984
• Concept of CSR was fuelled by some international events
like The Bruntland Commission appointed by the UN in
1986 to study connection between development and
environment and its report introduced and defined the
term “Sustainable Development”.
14. Evolution of Concept
CSR initiation phase (1950- 1990)
• During initiation phase, especially during 60s and 70s,
the focus was on environmental issues. In 80s issues
were poverty, social inequality etc.
• As a result of various efforts and academic interest, CSR
became a topic of discussion in business circles.
15. Evolution of Concept
CSR Momentum Building Phase ( 1990- 2000)
• During this period CSR got unparalleled prominence in
political – economic discourse.
• Corporates in UK , USA and a few countries formed
membership organisations espousing the efficacy of
responsive business
• World Business Council for Sustainable Development was
formed in 1995 to act as catalyst for change of mindset
among businesses.
• SA8000 was launched in 1997 It is an international
standard to keep oversight of voluntary verifiable social
accountability standards
16. Evolution of Concept
CSR Momentum Building Phase ( 1990- 2000)
• In 1997, John Elkington came out with the concept of TRIPLE
BOTTOM LINE which caught the fancy of business thinkers
and thought leaders.
• In 1997, Global Reporting Initiative (GRI) was launched to
develop a monitoring framework of reporting on
environment, social and economic performance of
companies
• In 1999 at the initiative Kofi Annan Ex Secretary General, UN
GLOBAL COMPACT was formed comprising of business
leaders to support and follow ten principles which are at the
core of CSR agenda
17. Evolution of Concept
CSR Momentum Building Phase ( 1990- 2000)
• In 1999, Dow Sustainability Indexes came into being
tracking the financial performance of leading
sustainability – driven companies worldwide.
• During this phase concept of CSR became a living and
compelling idea and also acquired specifics and
acceptance among businesses and tools for
measurement and comparison were available
18. Evolution of Concept
Mainstreaming Phase ( 2000 – onwards)
• During this phase CSR moved from periphery to centre of
business strategy and being viewed as a source of
competitive advantage and also in many situations an
instrument to get a “social license” to operate a business.
• In 2002, European Commission launched a European
Strategy and Action Framework for promoting CSR
• In 2009, at Global Forum for Responsible Management
Education attended by 260 business school leaders from
43 countries discussed as to how academic institutions
can instill a sense of social responsibility among future
business leaders.
19. Evolution of Concept
• In 2009, Ministry of Corporate Affairs issued National
Voluntary Guidelines on Social, Environmental and
Economic Responsibilities of Business (amended in 2011)
• Department of Public Enterprises (DPE), GoI issued
instructions in respect of CSR in 2010. (amended in 2013)
• After passage of Companies Act in 2013 by both houses of
Parliament, CSR expenditure has been made mandatory
for certain category of corporate.
• DPE issued fresh guidelines in October 2014 for PSUs
advising compliance of provisions of the Companies Act
2013 and also going beyond compliance provisions.
20. Defining CSR
Foundation for defining CSR
Historical roots and basic urge to serve society
Role of thought leaders like :
• Howard R.Bowen (1953) : Father of CSR in modern times
• John Elkington (1997) : Triple Bottom Line Approach
• Edward Freeman (1984) : Stakeholders Approach
• Archie B. Carroll (1991) : The Pyramid of CSR
21. Definitions of CSR
“Corporate social responsibility is the commitment by
business to behave ethically and contribute to economic
development while improving the quality of life of the
workforce and their families as well as the local
community and society-at-large.”
(World Business Council for Sustainable Development)
“CSR is a concept whereby companies decide voluntarily
to contribute to a better society and a cleaner
environment”
(European Commission)
22. Definitions of CSR
CSR is a management concept whereby companies integrate
social and environmental concerns in their business operations
and interaction with their stakeholders. CSR is a way in which
companies achieve a balance of economic, environmental and
social imperatives. (UNIDO)
“CSR AND SUSTAINABILITY IS A COMPANY’S COMMITMENT TO ITS
STAKEHOLDERS TO CONDUCT BUSINESSES IN AN ECONOMICALLY,
SOCIALLY AND ENVIRONMENTALLY SUSTAINABLE MANNER THAT IS
TRANSPARENT AND ETHICAL”
( PSU Guidelines)
23.
24. EVOLUTION OF CSR IN PRACTICE
Corporate profit
Philanthropy
Strategic Community
investment
Good corporate
citizenship
Pure self interest
Passive donations to charities
Investment in social development as part of the
Business plan (NVGs)
We are getting here
Section 135 Compliance
Strategic giving linked to business interest
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