 From CSR Concepts to Concrete Action: Integrated Approaches to Improvement at the Factory LevelIvanka Mamic and Charles Bodwell Chapter 6 in Responsible Management in Asia, 2011, pp 100-116 from Palgrave Macmillan Abstract: Abstract The emergence of Corporate Social Responsibility (CSR) initiatives over the past two decades to address voluntary labour, social and environmental issues has been well documented.1 A myriad of factors have provided momentum to the CSR movement, including the risk of being exposed and receiving bad publicity,2 reputation risks3 and arguments for a ‘business case.’4 In the current context of a global economic crisis, this latter factor, the possibility of a positive relation between the voluntary practices adopted by a company and its competitiveness, has become increasingly important.5 At the same time, it has been well documented that implementing CSR initiatives in the disaggregated supply chains of modern production models is a complex and multifaceted task that requires training and hands-on change management assistance at the factory level.6 This is particularly the case when it comes to addressing labour issues. Keywords: Corporate Social Responsibility; Supply Chain; International Labour Organization; Corporate Social Responsibility Initiative; Concrete Action (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30680-6_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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