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2013 | 5 | 3 | 39-47

Article title

Linking diversity management and corporate social responsibility

Authors

Title variants

Languages of publication

EN

Abstracts

EN
Corporate Social Responsibility (CSR) is a complex concept which embraces three organizational logics: economical, social and environmental. ADAMPOL, a Polish firm operating in Podlasie region, serves as an example of a company which declares in its documents (like the CSR report) that it has balanced CSR logics. The study contributes with insights to the organizational management of potentially opposing logics in CSR. Managing contradictions of CSR is an ongoing challenge and accomplishment influencing whether ethical, social and business logics collide or reinforce each other. The study shows - on the basis of research findings of a Danish frontrunner firm DanCo - that when ethics are framed as means to economic ends, some social responsibilities have a tendency to be disregarded in practice.

Publisher

Year

Volume

5

Issue

3

Pages

39-47

Physical description

Dates

published
2013-09-01
online
2014-04-25

Contributors

author
  • Politechnika Białostocka

References

  • Bjerregaard T., Lauring J., (2013), ‘Managing contradictions of corporate social responsibility: the sustainability of diversity in a frontrunner firm’, Business Ethics: An European Review, vol22, no2, April, pp.131-142[WoS]
  • Boxenbaum, E. (2006), ‘Lost in translation? The making of Danish diversity management’, American Behavioral Scientist, vol. 49, no7, pp. 939-948.
  • Boxenbaum, E., Jonsson, S. (2008), ‘Isomorphism, diffusion and decoupling’, in Greenwood, R., Oliver, C., Sahlin, K., Suddaby, R. (ed.), The SAGE Handbook of Organizational Institutionalism, London: Sage.
  • Cox T., Blake S., (1991), ‘Managing Cultural Diversity: Implications for Organizational Competitiveness’, Academy of Management Executive, vol 3, no 5 , pp.45-56.
  • Den Hond F., De Bakker F. G. A, Neergaad P.,(2007), Managing Corporate Social Responsibility in Action: Talking, Doing and Measuring, Ashgate, Hamshire.
  • Kraatz, M.S., Block, E.S., (2008), ‘Organizational implications of institutional pluralism’, in Greenwood, R., Oliver, C., Sahlin, K., and Suddaby, R. (ed.), The SAGE Handbook of Organizational Institutionalis, London, Sage.
  • Mazur B., (2009), Zarządzanie w warunkach różnorodności zasobów ludzkich, Białystok, WSFiZ w Białymstoku.
  • Pache, A.C., Santos, F., (2010), When worlds collide: the internal dynamics of organizational responses to conflicting institutional demands, „Academy of Management Review”, vol. 35(3), pp. 455-476.[Crossref]
  • Thornton, P., Ocasio W., (1999), Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958-1990, „American Journal of Sociology”, vol. 105 (3), pp. 801-843.
  • Thornton, P.H., Ocasio, W. (2008), Institutional logics, [in:] In Greenwood, R., Oliver, C., Sahlin, K. Suddaby, R. (eds.), The SAGE Handbook of Organizational Institutionalism, Sage, London.
  • Uddin M. B., Hassan M. R.,. Tarique K.M.,( 2008), Three Dimensional Aspects of Corporate Social Responsibility, „Daffodil International University Journal of Business and Economics”, Vol. 3, (1), pp. 199-212.

Document Type

Publication order reference

Identifiers

YADDA identifier

bwmeta1.element.doi-10_2478_joim-2013-0017
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