There has been a growing level of interest in expressions and dynamics concerning Corporate Social Responsibility (CSR) within the contexts of developing countries. This chapter explores antecedents and consequences of CSR that are specific and relevant across these contexts in an attempt to outline a distinctive set of CSR agenda challenges in the developing world. To this end, we juxtapose insights derived from CSR research in developed versus developing economies with the aim of highlighting key distinctive themes that emerge from CSR research focused on developing economies that are not commonly or centrally explored in CSR research on the developed world. Such a comparative exercise helps us to critically question the theories and conceptions we import, as well as their applicability or tailoring in the developing world. It is also used as a basis to propose a multi-level integrative model for CSR research in developing countries, which encourages researchers to better problematize context in order to try to understand the potential and limitations of CSR vis-à-vis the roles of multiple actors and beneficiaries of CSR.
Dima Jamali and Charlotte Karam
Dima Jamali and Ali El Dirani
Dima Jamali and Hanin Abdallah
Dima Jamali and Ali Dirani
Dima Jamali, Yusuf Sidani and Charissa Lloyd
Edited by Oliver Laasch, Roy Suddaby, R. E. Freeman and Dima Jamali
Oliver Laasch, Roy Suddaby, R. Edward Freeman and Dima Jamali
Since responsible management originally appeared on the agenda of management researchers in the early twentieth century, the research field of responsible management has gone through an extended period of labor. It has not been, however, until the early twenty-first century, with the establishment of the United Nations Principles for Responsible Management, that responsible management had begun to form as a coherent field of academic interest. Most recently, the initial educational interest in responsible management has given birth to a swiftly developing field of research. This publication is aimed at mapping this emerging field of responsible management research. The map is composed of the disciplinary domains of ethics, responsibility, and sustainability plus cognates (ERS+); spheres of responsible management with the manager at the center, extending outwards to managerial job, group, organization, occupation, on to planetary society; and three core themes centered on managing responsibly: Learning, change, innovation; praxis, practices, process(es); and alternative management frameworks. We are suggesting three salient future research directions, mundanely responsible management; normalization of responsible management; and performative agency of management academics.