Understanding Japanese CSR: The Reflections of Managers in the Field of Global Operations [Book Review]
Graduate studies at Western
Journal of Business Ethics 85 (1):133 - 146 (2009)
|Abstract||This paper examines how Japanese multinational companies manage corporate social responsibility (CSR). It considers how the concept has come to be framed within Japanese business, which is increasingly globalized and internationally focused, yet continues to exhibit strong cultural specificities. The discussion is based on interviews with managers who deal with CSR issues and strategy on a day-to-day basis from 13 multinational companies. In looking at how CSR practice has been adopted and adapted by Japanese corporations, we can begin to see what implications arise from the fact that CSR is a Western-led concept, so opening up critical questions about the future development and evolution of CSR practice within a global context. In being exposed to the concept of CSR as practiced vigilantly in western countries, Japanese multinational company managers have certainly come to re-evaluate aspects of business likely to need rectifying (with potential concerns being gender inequalities, discrepancies in employee conditions, and issues over human rights and supply chains). Japan can be thought to be lagging behind in its understanding and adoption of CSR, in part because corporations do not necessarily state their policies as formally as might be expected. Yet, by analyzing more deeply the kinds of responses gained from CSR managers in Japan (and by placing their remarks within a broader context of Japanese culture and business practices) a far more subtle and revealing picture becomes apparent, not least a more complex picture of the local/global interaction of the frames of reference of corporate responsibility|
|Keywords||corporate social responsibility Japanese multinational companies sustainability globalization CSR managers|
|Categories||categorize this paper)|
|Through your library||Configure|
Similar books and articles
Christine A. Hemingway & Patrick W. Maclagan (2004). Managers' Personal Values as Drivers of Corporate Social Responsibility. Journal of Business Ethics 50 (1):33-44.
Lisa Whitehouse (2006). Corporate Social Responsibility: Views From the Frontline. [REVIEW] Journal of Business Ethics 63 (3):279 - 296.
Vladimir Petkoski (2007). From International Corporate Responsibility to Local CSR. International Corporate Responsibility Series 3:283-295.
Diana C. Robertson (2009). Corporate Social Responsibility and Different Stages of Economic Development: Singapore, Turkey, and Ethiopia. [REVIEW] Journal of Business Ethics 88 (4):617 - 633.
Philippe Gugler & Jacylyn Y. J. Shi (2009). Corporate Social Responsibility for Developing Country Multinational Corporations: Lost War in Pertaining Global Competitiveness? [REVIEW] Journal of Business Ethics 87 (1):3 - 24.
Adam Lindgreen, Valérie Swaen & Wesley J. Johnston (2009). Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations. [REVIEW] Journal of Business Ethics 85 (2):303 - 323.
Lei Wang & Heikki Juslin (2009). The Impact of Chinese Culture on Corporate Social Responsibility: The Harmony Approach. [REVIEW] Journal of Business Ethics 88 (3):433 - 451.
Mette Morsing & Francesco Perrini (2009). CSR in SMEs: Do SMEs Matter for the CSR Agenda? Business Ethics 18 (1):1-6.
Anne Ellerup Nielsen & Christa Thomsen (2009). Investigating CSR Communication in SMEs: A Case Study Among Danish Middle Managers. Business Ethics 18 (1):83-93.
Maya Morioka Todeschini (2011). “Webs of Engagement”: Managerial Responsibility in a Japanese Company. [REVIEW] Journal of Business Ethics 101 (S1):45-59.
Added to index2009-01-28
Total downloads17 ( #78,074 of 739,318 )
Recent downloads (6 months)1 ( #61,243 of 739,318 )
How can I increase my downloads?