Skip to main content
SpringerLink
Log in

Case Study 4: Corporate Sustainability and Responsibility: Creating Value in Business and Education

  • Chapter
  • First Online:
Corporate Sustainability, Social Responsibility and Environmental Management

Abstract

During their learning journey, individuals acquire competences that ought to be relevant for their career endeavours. The provision of quality education and its assurance is the responsibility of national governments. Very often, policy makers are expected to respond to challenging issues such as skill shortages and mismatches where candidates lack certain competencies although they could have attended compulsory education (Allen & De Weert, 2007). Yet, business and industry also offer training to human resources that supplements formal education (McKenzie & Woodruff, 2013). Arguably, the employees’ knowledge and skills may be too deep to bridge through corporate training sessions. The constraints on their growth may be halted by the broad impact of inadequate education and training in some industries or regions. On the other hand, corporations can easily shift their operations where it is viable for them to tap qualified employees.

Parts of this chapter appeared in Camilleri M.A. (2016) Corporate sustainability and responsibility toward education, Journal of Global Responsibility. 7 (1), Emerald. http://www.emeraldinsight.com/doi/abs/10.1108/JGR-08-2015-0015

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

References

  • Allen, J., & De Weert, E. (2007). What do educational mismatches tell us about skill mismatches? A cross‐country analysis. European Journal of Education, 42(1), 59–73.

    Google Scholar 

  • Baumann-Pauly, D., Wickert, C., Spence, L. J., & Scherer, A. G. (2013). Organizing corporate social responsibility in small and large firms: Size matters. Journal of Business Ethics, 115(4), 693–705.

    Article  Google Scholar 

  • Bhattacharya, C. B., Sen, S., & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2).

    Google Scholar 

  • Brammer, S., Millington, A., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. The International Journal of Human Resource Management, 18(10), 1701–1719.

    Article  Google Scholar 

  • Branco, M. C., & Rodrigues, L. L. (2006). Corporate social responsibility and resource-based perspectives. Journal of Business Ethics, 69(2), 111–132.

    Article  Google Scholar 

  • Camilleri, M. A. (2014). Re-conceiving corporate sustainability and responsibility for education. CSRwire. Retrieved November 10, 2014, from http://www.csrwire.com/blog/posts/1454-re-conceiving-corporate-sustainability-and-responsibility-for-education

  • Camilleri, M. A. (2015, June 4). The business case for corporate social responsibility. In S. Menzel Baker & M. Mason (Eds.), Marketing & public policy as a force for social change conference, proceedings (pp. 8–14). Washington, DC: American Marketing Association. doi: 10.13140/RG.2.1.2149.8328. https://www.ama.org/events-training/Conferences/Documents/2015-AMA-Marketing-Public-Policy-Proceedings.pdf

  • Ciliberti, F., Pontrandolfo, P., & Scozzi, B. (2008). Investigating corporate social responsibility in supply chains: A SME perspective. Journal of Cleaner Production, 16(15), 1579–1588.

    Article  Google Scholar 

  • Cornelius, N., Todres, M., Janjuha-Jivraj, S., Woods, A., & Wallace, J. (2008). Corporate social responsibility and the social enterprise. Journal of Business Ethics, 81(2), 355–370.

    Article  Google Scholar 

  • Deloitte. (2004). Deloitte survey reveals that 72 percent of Americans want to work for companies that support charitable causes. Retrieved December 11, 2015, from http://www.csrwire.com/press/press_release/21881-Deloitte-Survey-Reveals-that-72Percent-of-Americans-Want-to-Work-for-Companies-that-Support-Charitable-Causes

  • Deloitte. (2015). Celebrating #Impact That Matters today and every day. Impact Day. Retrieved December 12, 2015, from http://www2.deloitte.com/us/en/pages/about-deloitte/articles/impact-day.html

  • De Roeck, K., & Delobbe, N. (2012). Do environmental CSR initiatives serve organizations’ legitimacy in the oil industry? Exploring employees’ reactions through organizational identification theory. Journal of Business Ethics, 110(4), 397–412.

    Article  Google Scholar 

  • Entine, J. (2003). The myth of social investing: A critique of its practice and consequences for corporate social performance research. Organization & Environment, 16, 352–368.

    Article  Google Scholar 

  • Fida, R., Paciello, M., Tramontano, C., Fontaine, R. G., Barbaranelli, C., & Farnese, M. L. (2014). An integrative approach to understanding counterproductive work behavior: The roles of stressors, negative emotions, and moral disengagement. Journal of Business Ethics, 1–14.

    Google Scholar 

  • Fombrun, C. J. (2005). A world of reputation research, analysis and thinking—Building corporate reputation through CSR initiatives: Evolving standards. Corporate Reputation Review, 8(1), 7–12.

    Article  Google Scholar 

  • FSG. (2014). The new role of business in global education. Retrieved September 23, 2015, from http://www.fsg.org/publications/new-role-business-global-education

  • Gerhart, B., & Fang, M. (2014). Pay for (individual) performance: Issues, claims, evidence and the role of sorting effects. Human Resource Management Review, 24(1), 41–52.

    Article  Google Scholar 

  • Ghosh, D., & Gurunathan, L. (2014). Linking perceived corporate social responsibility and intention to quit: The mediating role of job embeddedness. Vision: The Journal of Business Perspective, 18(3), 175–183.

    Article  Google Scholar 

  • Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268.

    Article  Google Scholar 

  • Jamali, D., Lund-Thomsen, P., & Jeppesen, S. (2015). SMEs and CSR in developing countries. Business & Society, 1–12. Retrieved September 29, 2015, from https://www.researchgate.net/profile/Dima_Jamali/publication/274953687_SMEs_and_CSR_in_Developing_Countries/links/552cfac30cf29b22c9c490c2.pdf

  • Jenkins, H. (2006). Small business champions for corporate social responsibility. Journal of Business Ethics, 67, 241–256.

    Article  Google Scholar 

  • Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366–391.

    Article  Google Scholar 

  • Kiessling, T., Isaksson, L., & Yasar, B. (2015). Market orientation and CSR: Performance implications. Journal of Business Ethics, 1–16.

    Google Scholar 

  • Korschun, D., Bhattacharya, C. B., & Swain, S. D. (2014). Corporate social responsibility, customer orientation, and the job performance of frontline employees. Journal of Marketing, 78(3), 20–37.

    Article  Google Scholar 

  • Kotler, P., & Lee, N. (2008). Corporate social responsibility: Doing the most good for your company and your cause. New Jersey, NJ: Wiley.

    Google Scholar 

  • Lee, E. M., Park, S. Y., & Lee, H. J. (2013). Employee perception of CSR activities: Its antecedents and consequences. Journal of Business Research, 66(10), 1716–1724.

    Article  Google Scholar 

  • McKenzie, D., & Woodruff, C. (2013). What are we learning from business training and entrepreneurship evaluations around the developing world? The World Bank Research Observer, lkt007.

    Google Scholar 

  • Melo, T., & Garrido-Morgado, A. (2012). Corporate reputation: A combination of social responsibility and industry. Corporate Social Responsibility and Environmental Management, 19(1), 11–31.

    Article  Google Scholar 

  • Murillo, D., & Lozano, J. M. (2006). SMEs and CSR: An approach to CSR in their own words. Journal of Business Ethics, 67(3), 227–240.

    Article  Google Scholar 

  • Nielsen, A. E., & Thomsen, C. (2009). Investigating CSR communication in SMEs: A case study among Danish middle managers. Business Ethics: A European Review, 18(1), 83–93.

    Article  Google Scholar 

  • Orlitzky, M., Siegel, D. S., & Waldman, D. A. (2011). Strategic corporate social responsibility and environmental sustainability. Business & Society, 50(1), 6–27.

    Article  Google Scholar 

  • Pedersen, E. R. (2010). Modelling CSR: How managers understand the responsibilities of business towards society. Journal of Business Ethics, 91(2), 155–166.

    Article  Google Scholar 

  • Peloza, J., Hudson, S., & Hassay, D. N. (2009). The marketing of employee volunteerism. Journal of Business Ethics, 85(2), 371–386.

    Article  Google Scholar 

  • Porter, M. E., & Kramer, M. R. (2002). The competitive advantage of corporate philanthropy. Harvard Business Review, 80(12), 56–68.

    Google Scholar 

  • Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.

    Google Scholar 

  • Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77.

    Google Scholar 

  • Preuss, L., Haunschild, A., & Matten, D. (2009). The rise of CSR: Implications for HRM and employee representation. The International Journal of Human Resource Management, 20(4), 953–973.

    Article  Google Scholar 

  • Rockfeller Foundation. (2013). Training models for employment in the digital economy. Retrieved December 5, 2015, from https://www.rockefellerfoundation.org/app/uploads/Training-Models-for-Employment-in-the-Digital-Economy.pdf

  • Shen, J., & Benson, J. (2014). When CSR is a social norm how socially responsible human resource management affects employee work behavior. Journal of Management, 20(10).

    Google Scholar 

  • Singhapakdi, A., Lee, D. J., Sirgy, M. J., & Senasu, K. (2015). The impact of incongruity between an organization’s CSR orientation and its employees’ CSR orientation on employees’ quality of work life. Journal of Business Research, 68(1), 60–66.

    Article  Google Scholar 

  • Tang, Z., Hull, C. E., & Rothenberg, S. (2012). How corporate social responsibility engagement strategy moderates the CSR–Financial performance relationship. Journal of Management Studies, 49(7), 1274–1303.

    Article  Google Scholar 

  • Vanhamme, J., Lindgreen, A., Reast, J., & van Popering, N. (2012). To do well by doing good: Improving corporate image through cause-related marketing. Journal of Business Ethics, 109(3), 259–274.

    Article  Google Scholar 

  • Visser, W. (2011). The Age of Responsibility: CSR 2.0 and the New DNA of Business: CSR 2.0 and the New DNA of Business. Chichester: Wiley.

    Google Scholar 

  • Volunteer Match. (2007). Growth capital offering. Retrieved December 6, 2015, from http://nonprofitfinancefund.org/files/docs/VolunteerMatch.pdf

Download references

Author information

Authors and Affiliations

  1. Department of Corporate Communication, University of Malta, Msida, Malta

    Mark Anthony Camilleri

Authors
  1. Mark Anthony Camilleri
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2017 Springer International Publishing AG

About this chapter

Cite this chapter

Camilleri, M.A. (2017). Case Study 4: Corporate Sustainability and Responsibility: Creating Value in Business and Education. In: Corporate Sustainability, Social Responsibility and Environmental Management. Springer, Cham. https://doi.org/10.1007/978-3-319-46849-5_9

Download citation

Publish with us

Policies and ethics

Search

Navigation