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  1.  44
    The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface. [REVIEW]Jean-Pascal Gond, Jacques Igalens, Valérie Swaen & Assâad El Akremi - 2011 - Journal of Business Ethics 98 (S1):115-132.
    The purpose of this article is to investigate how Human Resources (HR) contributes to responsible leadership. Although Corporate Social Responsibility (CSR) practices have been embraced by many corporations in recent years, the specific contributions of HR professionals, HR management practices and employees to responsible leadership have been overlooked. Relying on the analysis of interviews with 30 CSR and HR corporate executives from 22 corporations operating in France, we specify the HR contributions to responsible leadership at the functional, practical, and relational (...)
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  2.  76
    Measuring Corporate Social Performance in France: A Critical and Empirical Analysis of ARESE Data.Jacques Igalens & Jean-Pascal Gond - 2005 - Journal of Business Ethics 56 (2):131-148.
    This article studies the idea of Corporate Social Performance (CSP) from a critical perspective using empirical elements derived from analysis of year 2000 ARESE data. ARESE is the French first mover social rating agency providing quantified data about the Social Performance of French companies. The paper starts out by reviewing leading CSP models and discussing problems inherent to the measurement of this construct before going on to present and analyse ARESE data - whose suitability for existing models will be discussed.
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    The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface. [REVIEW]Jean-Pascal Gond, Jacques Igalens, Valérie Swaen & Assâad El Akremi - 2011 - Journal of Business Ethics 98 (1):115 - 132.
    The purpose of this article is to investigate how Human Resources (HR) contributes to responsible leadership. Although Corporate Social Responsibility (CSR) practices have been embraced by many corporations in recent years, the specific contributions of HR professionals, HR management practices and employees to responsible leadership have been overlooked. Relying on the analysis of interviews with 30 CSR and HR corporate executives from 22 corporations operating in France, we specify the HR contributions to responsible leadership at the functional, practical, and relational (...)
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