Skip to main content
placeholder image

Corporate Social Action in Developing Economies

Chapter


Abstract


  • Recent decades have been characterized by increasing global preoccupation with sustainability challenges such as climate change, resource depletion, financial crises and a widening gap between rich and poor. Attesting to the inability of regulators to attend to ensuing socioeconomic needs centrally, corporations are increasingly expected to step up and attend to the needs of the societies affected by their presence (Marquis et al., 2007). Accordingly, scholars and practitioners alike are suggesting that firms should engage in corporate social actions (CSA) that minimize the negative impact of business on society, increase the level of convergence between business and societal interests, and encourage corporate action that takes into account the needs of society and the environment (Sigurthorsson, 2012). In turn, evidence suggests that CSA could be beneficial for firms as well (Heugens and Oosterhout, 2008; Marcus, 2012). This view is increasingly recognized by executives such as Paul Polman (CEO of Unilever), voted Sustainable Leader of the Year (Confino, 2014), who noted: “It’s important to make people feel more comfortable working in situations where the win-win is not driven just by your shareholder but by all stakeholders.”

UOW Authors


  •   Mamun, Abdullah Al
  •   Heyden, Mariano (external author)
  •   Seamer, Michael (external author)

Publication Date


  • 2016

Citation


  • Al Mamun, A., Heyden, M. L. M. & Seamer, M. (2016). Corporate Social Action in Developing Economies. In R. Manos & I. Drori (Eds.), Corporate responsibility: social action, institutions and governance (pp. 38-72). New York: Palgrave Macmillan.

International Standard Book Number (isbn) 13


  • 9781349557349

Scopus Eid


  • 2-s2.0-84967702669

Book Title


  • Corporate responsibility: social action, institutions and governance

Start Page


  • 38

End Page


  • 72

Place Of Publication


  • New York

Abstract


  • Recent decades have been characterized by increasing global preoccupation with sustainability challenges such as climate change, resource depletion, financial crises and a widening gap between rich and poor. Attesting to the inability of regulators to attend to ensuing socioeconomic needs centrally, corporations are increasingly expected to step up and attend to the needs of the societies affected by their presence (Marquis et al., 2007). Accordingly, scholars and practitioners alike are suggesting that firms should engage in corporate social actions (CSA) that minimize the negative impact of business on society, increase the level of convergence between business and societal interests, and encourage corporate action that takes into account the needs of society and the environment (Sigurthorsson, 2012). In turn, evidence suggests that CSA could be beneficial for firms as well (Heugens and Oosterhout, 2008; Marcus, 2012). This view is increasingly recognized by executives such as Paul Polman (CEO of Unilever), voted Sustainable Leader of the Year (Confino, 2014), who noted: “It’s important to make people feel more comfortable working in situations where the win-win is not driven just by your shareholder but by all stakeholders.”

UOW Authors


  •   Mamun, Abdullah Al
  •   Heyden, Mariano (external author)
  •   Seamer, Michael (external author)

Publication Date


  • 2016

Citation


  • Al Mamun, A., Heyden, M. L. M. & Seamer, M. (2016). Corporate Social Action in Developing Economies. In R. Manos & I. Drori (Eds.), Corporate responsibility: social action, institutions and governance (pp. 38-72). New York: Palgrave Macmillan.

International Standard Book Number (isbn) 13


  • 9781349557349

Scopus Eid


  • 2-s2.0-84967702669

Book Title


  • Corporate responsibility: social action, institutions and governance

Start Page


  • 38

End Page


  • 72

Place Of Publication


  • New York