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Socially Responsible Investment: Explaining its Uneven Development and Human Resource Management Consequences

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  • Peter Waring
  • Tony Edwards

Abstract

Manuscript Type: Conceptual Research Question/Issue: In this paper we address two research questions. First, to what extent has Socially Responsible Investment (SRI) developed unevenly across countries with different corporate governance systems and how might we explain this? Second, what consequences does its uneven development have for human resource management (HRM)? Research Findings/Insights: We map the nature and extent of SRI equities across five industrialized countries – Germany, Japan, the UK, the US and Australia. We find that differences between the institutional, corporate governance and cultural characteristics of national business systems explain variations in the size and significance of SRI across countries. We also find that SRI has an impact on HRM in institutional contexts such as where its influence is complemented by strong employee voice institutions. Theoretical/Academic Implications: The notion of “institutional complementarities,” within and across spheres of a corporate governance system is a useful theoretical lens for understanding the varied impact of SRI across different corporate governance systems. Further, future studies of HRM will need to consider the heterodox pressures produced by SRI that may influence its conduct. Practitioner/Policy Implications: Implications for SRI fund managers are considered, especially how they might use the notion of institutional complementarities to help in their investment decisions and in the impact they can exert. Specifically SRI funds are likely to be more effective where they can form alliances with other existing bodies or where they spur the development of such bodies. The implications for other actors in HRM and corporate governance are also considered.

Suggested Citation

  • Peter Waring & Tony Edwards, 2008. "Socially Responsible Investment: Explaining its Uneven Development and Human Resource Management Consequences," Corporate Governance: An International Review, Wiley Blackwell, vol. 16(3), pages 135-145, May.
    • Handle: RePEc:bla:corgov:v:16:y:2008:i:3:p:135-145
    DOI: 10.1111/j.1467-8683.2008.00676.x
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    References listed on IDEAS

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    1. Simon Deakin, 2005. "The Coming Transformation of Shareholder Value," Corporate Governance: An International Review, Wiley Blackwell, vol. 13(1), pages 11-18, January.
    2. Gregory Jackson & Martin Hopner & Antje Kurdelbusch, 2004. "Corporate Governance and Employees in Germany: Changing Linkages, Complementarities, and Tensions," Discussion papers 04008, Research Institute of Economy, Trade and Industry (RIETI).
    3. Karen Benson & Timothy Brailsford & Jacquelyn Humphrey, 2006. "Do Socially Responsible Fund Managers Really Invest Differently?," Journal of Business Ethics, Springer, vol. 65(4), pages 337-357, June.
    4. Anke Hassel, 2002. "The Erosion Continues: Reply," British Journal of Industrial Relations, London School of Economics, vol. 40(2), pages 309-317, June.
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    Cited by:

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    3. McLaughlin, C. & Deakin. S., 2011. "Equality Law and the Limits of the 'Business Case' for addressing Gender Inequalities," Working Papers wp420, Centre for Business Research, University of Cambridge.
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    6. María Jesús Muñoz‐Torres & María Ángeles Fernández‐Izquierdo & Juana M. Rivera‐Lirio & Elena Escrig‐Olmedo, 2019. "Can environmental, social, and governance rating agencies favor business models that promote a more sustainable development?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(2), pages 439-452, March.
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