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Organisational Challenges to Corporate Social Responsibility

In: ISO 26000 - A Standardized View on Corporate Social Responsibility

Author

Listed:
  • Rafael Mattos Deus

    (São Paulo State University (UNESP))

  • Bruno Michel Roman Pais Seles

    (São Paulo State University (UNESP))

  • Karina Rabelo Ogasawara Vieira

    (São Paulo State University (UNESP))

  • Rosane Aparecida Gomes Battistelle

    (São Paulo State University (UNESP))

Abstract

Corporate social responsibility (CSR) is part of the sustainability debate within organizations and, consequently, a number of systems to manage this issue have emerged. ISO 26000, for example, aims to assist organizations in contributing to sustainable development and employing international standards of behaviour. This type of standard is attractive, but there are some challenges that organizations need to face before adopting it. Considering these challenges, this chapter presents some characteristics of ISO 26000 and the main drivers and barriers to adopting CSR initiatives as well social standards. The literature is investigated to present important findings about CSR, social standards, and the drivers and barriers of CSR. The chapter presents in detail the main drivers toward CSR, e.g., stakeholder pressure, globalization, reputation, competitive advantage, decrease in risks around the business, government laws, improving the relationship between employees and the organization, improving the relationship between co-workers, compatibility with other standards, and company size. Just as there are drivers, there are also barriers to ISO implementation. The chapter also presents some of the barriers to the implementation of CSR systems and standards, e.g., lack of knowledge or awareness of CSR, lack of knowledge about how to implement CSR with the organization’s strategy, commercial barriers (national and international), lack of sensitivity to the theme, and financial resources. The barriers can be a challenge for organizational management. Organizations can use the tools presented by the standards and take advantage of the drivers, reinforcing their convictions and justifying their actions in order to implement CSR initiatives.

Suggested Citation

  • Rafael Mattos Deus & Bruno Michel Roman Pais Seles & Karina Rabelo Ogasawara Vieira & Rosane Aparecida Gomes Battistelle, 2019. "Organisational Challenges to Corporate Social Responsibility," CSR, Sustainability, Ethics & Governance, in: Samuel O. Idowu & Catalina Sitnikov & Lars Moratis (ed.), ISO 26000 - A Standardized View on Corporate Social Responsibility, pages 207-219, Springer.
    • Handle: RePEc:spr:csrchp:978-3-319-92651-3_13
    DOI: 10.1007/978-3-319-92651-3_13
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    Citations

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    Cited by:

    1. Lei Zheng & Xuemeng Guo & Libin Zhao, 2021. "How Does Transportation Infrastructure Improve Corporate Social Responsibility? Evidence from High-Speed Railway Openings in China," Sustainability, MDPI, vol. 13(11), pages 1-23, June.
    2. Christoph Kayser & Henning Zülch, 2024. "Understanding the Relevance of Sustainability in Mergers and Acquisitions—A Systematic Literature Review on Sustainability and Its Implications throughout Deal Stages," Sustainability, MDPI, vol. 16(2), pages 1-44, January.
    3. Lyon Salia Awuah & Kwame Oduro Amoako & Stephen Yeboah & Emmanuel Opoku Marfo & Peter Ansu-Mensah, 2021. "Corporate Social Responsibility (CSR): motivations and challenges of a Multinational Enterprise (MNE) subsidiary’s engagement with host communities in Ghana," International Journal of Corporate Social Responsibility, Springer, vol. 6(1), pages 1-13, December.
    4. Kun Li & Chaohua He & Wassim Dbouk & Ke Zhao, 2021. "The Value of CSR in Acquisitions: Evidence from China," Sustainability, MDPI, vol. 13(7), pages 1-21, March.
    5. Haiting Li & Shuzhen Li & Xiangcen Zhan & Feng Zhang & Mingwei Sun, 2022. "Corporate social responsibility and cross-border M&A: The moderating effect of institutional distance," PLOS ONE, Public Library of Science, vol. 17(1), pages 1-17, January.

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