TY - JOUR
T1 - Dual nature of the relationship between corporate social responsibility and human resource management
T2 - a blessing or a curse?
AU - Karatas-Ozkan, Mine
AU - Özgören, Çağla
AU - Yamak, Sibel
AU - Ibrahim, Shahnaz
AU - Tunalioğlu, Melike Nur
AU - Pinnington, Ashly
AU - Nicolopoulou, Katerina
AU - Baruch, Yehuda
PY - 2022/9
Y1 - 2022/9
N2 - With the increase and prominence of corporate social responsibility (CSR), it is important to understand the interaction between CSR and human resource management (HRM), drawing on multiple institutional logics that shape such interaction in organizations. Drawing on a qualitative study, we reveal context-sensitive nature of the CSR-HRM relationship by demonstrating all field-level forces and peculiarities of meso-level influences. We have identified a dual nature in this relationship. This duality is implicated in unintended and intended organizational outcomes, such as exploitation of workforce and democratizing CSR engagements, respectively. We offer multiple contributions to knowledge and practice. By exploring dual nature of the CSR-HRM relationship, we demonstrate multiple roles that the HR function plays in organizations, such as mediating role, regulating and governance role and legitimizing role. We recommend that organizations might better approach CSR from an employee engagement perspective and posit that employees' perceptions of CSR authenticity and of local needs will transform the dynamics of the CSR-HRM relationship and organizational commitments.
AB - With the increase and prominence of corporate social responsibility (CSR), it is important to understand the interaction between CSR and human resource management (HRM), drawing on multiple institutional logics that shape such interaction in organizations. Drawing on a qualitative study, we reveal context-sensitive nature of the CSR-HRM relationship by demonstrating all field-level forces and peculiarities of meso-level influences. We have identified a dual nature in this relationship. This duality is implicated in unintended and intended organizational outcomes, such as exploitation of workforce and democratizing CSR engagements, respectively. We offer multiple contributions to knowledge and practice. By exploring dual nature of the CSR-HRM relationship, we demonstrate multiple roles that the HR function plays in organizations, such as mediating role, regulating and governance role and legitimizing role. We recommend that organizations might better approach CSR from an employee engagement perspective and posit that employees' perceptions of CSR authenticity and of local needs will transform the dynamics of the CSR-HRM relationship and organizational commitments.
KW - Corporate Social Responsibility
KW - Human Resource Management
KW - qualitative
KW - institutional theory
UR - https://wlv.openrepository.com/handle/2436/624748
U2 - 10.1002/csr.2305
DO - 10.1002/csr.2305
M3 - Article
SN - 1535-3958
VL - 29
SP - 1578
EP - 1594
JO - Corporate Social Responsibility and Environmental Management
JF - Corporate Social Responsibility and Environmental Management
IS - 5
ER -