The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations.

Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage.

The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved.

The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage.

This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.

The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations.

Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage.

The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved.

The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage.

This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.

This book analyzes transparency as a primary requirement for successful corporate governance and emphasizes its importance in all activities. It also examines how transparency finds expression in communication processes in external relationships.

The volume demonstrates how external communication can be executed in a transparent and reliable way; for instance, a disclosure should enhance the stakeholders’ trust in the firm’s ability to satisfy their needs and improve their assent to the firm’s mission. The book discusses the aims of the International Integrated Reporting Council (IIRC) toward contributing to a sustainable global economy through “integrating thinking,” thereby acquainting resource providers with the connections among the most significant components of the firm and external stakeholders. It showcases the value of integrated reporting in the relationships between financial and nonfinancial performance, which is sometimes underestimated by directors and managers. It also provides guidelines on carrying out an integrated reporting process that breaks down long-term value-creation strategies into day-to-day operational activities, with potential impacts—positive or negative—on stakeholders.

The book will be an important resource for academics and practitioners interested in the contents, modification, and dissemination of corporate communication. It will also be useful to students, researchers, and teachers in the fields of business administration, journalism and mass communication, public administration and governance, digital and online media, and communication technology. Additionally, the volume will appeal to professionals in the fields of marketing, advertising, corporate communication, media and public relations agencies, event management, and promotion.

This book analyzes transparency as a primary requirement for successful corporate governance and emphasizes its importance in all activities. It also examines how transparency finds expression in communication processes in external relationships.

The volume demonstrates how external communication can be executed in a transparent and reliable way; for instance, a disclosure should enhance the stakeholders’ trust in the firm’s ability to satisfy their needs and improve their assent to the firm’s mission. The book discusses the aims of the International Integrated Reporting Council (IIRC) toward contributing to a sustainable global economy through “integrating thinking,” thereby acquainting resource providers with the connections among the most significant components of the firm and external stakeholders. It showcases the value of integrated reporting in the relationships between financial and nonfinancial performance, which is sometimes underestimated by directors and managers. It also provides guidelines on carrying out an integrated reporting process that breaks down long-term value-creation strategies into day-to-day operational activities, with potential impacts—positive or negative—on stakeholders.

The book will be an important resource for academics and practitioners interested in the contents, modification, and dissemination of corporate communication. It will also be useful to students, researchers, and teachers in the fields of business administration, journalism and mass communication, public administration and governance, digital and online media, and communication technology. Additionally, the volume will appeal to professionals in the fields of marketing, advertising, corporate communication, media and public relations agencies, event management, and promotion.

Corporate social responsibility has increased exponentially throughout the past decades and is of growing importance to the success of businesses internationally. Green management especially is at the forefront of new developments and initiatives in the face of the climate crisis, aiming to mitigate fundamental institutional misalignments in controlling drastic expansion and its adverse consequences on the environment.

Strategic Corporate Responsibility and Green Management turns the focus to emerging economies, in particular India and Mexico. Offering both criticism and examples of effective projects, the chapter authors consider the technological solutions for women’s empowerment in India, waste management for combating COVID-19, a case study of Coca Cola in India and the tragedy of the commons, corporate responsibility in MSMEs, a study of Mexican companies and corporate social responsibilities impact on the sustainable development goals, and errors in corporate social responsibility. This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.

The series facilitates idea exchanges and research collaborations between developed and developing countries, and between the West and the East. It promotes best ideas, values, practices and innovations in corporate governance, corporate responsibility and sustainability in the world and encourages holistic thinking, cross-disciplinary research, multiple perspectives and the use of various research approaches and methods.

Corporate social responsibility has increased exponentially throughout the past decades and is of growing importance to the success of businesses internationally. Green management especially is at the forefront of new developments and initiatives in the face of the climate crisis, aiming to mitigate fundamental institutional misalignments in controlling drastic expansion and its adverse consequences on the environment.

Strategic Corporate Responsibility and Green Management turns the focus to emerging economies, in particular India and Mexico. Offering both criticism and examples of effective projects, the chapter authors consider the technological solutions for women’s empowerment in India, waste management for combating COVID-19, a case study of Coca Cola in India and the tragedy of the commons, corporate responsibility in MSMEs, a study of Mexican companies and corporate social responsibilities impact on the sustainable development goals, and errors in corporate social responsibility. This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.

The series facilitates idea exchanges and research collaborations between developed and developing countries, and between the West and the East. It promotes best ideas, values, practices and innovations in corporate governance, corporate responsibility and sustainability in the world and encourages holistic thinking, cross-disciplinary research, multiple perspectives and the use of various research approaches and methods.

The role of Corporate Social Responsibility in the business world has developed from a fig leaf marketing front into an important aspect of corporate behavior over the past several years. Sustainable strategies are valued, desired and deployed more and more by relevant players in many industries all over the world. Both research and corporate practice therefore see CSR as a guiding principle for business success.The “Encyclopedia of Corporate Social Responsibility” has been conceived to assist researchers and practitioners to align business and societal objectives. All actors in the field will find reliable and up to date definitions and explanations of the key terms of CSR in this authoritative and comprehensive reference work. Leading experts from the global CSR community have contributed to make the “Encyclopedia of Corporate Social Responsibility” the definitive resource for this field of research and practice.

This casebook argues that corporate sustainability agendas should look beyond stakeholder demands and desires, towards strategic opportunities to achieve social and commercial benefits simultaneously. It encourages shifting focus from a strategic approach to a sustainable business practice. As the cases in the book highlight, it is in every company’s best interest to identify a manageable number of sustainability initiatives whose shared benefits—for society at large and the company—are significant and also substantially help the company strategically position itself in the competitive marketplace. Strategic sustainable business practices can lead to shared value creation, strengthening the company’s competitiveness and establishing a symbiotic relationship. Companies can achieve solid profits by doing good things for the environment; it is a “win-win” for society and for business. This casebook provides examples of multi-stakeholder partnerships that aim to create sustainable enterprises. Ideal for teaching purposes, after a brief introduction to the case method, the cases are presented with no comments or criticisms.

The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations.

Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage.

The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved.

The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage.

This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.

The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations.

Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage.

The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved.

The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage.

This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.

This book analyzes transparency as a primary requirement for successful corporate governance and emphasizes its importance in all activities. It also examines how transparency finds expression in communication processes in external relationships.

The volume demonstrates how external communication can be executed in a transparent and reliable way; for instance, a disclosure should enhance the stakeholders’ trust in the firm’s ability to satisfy their needs and improve their assent to the firm’s mission. The book discusses the aims of the International Integrated Reporting Council (IIRC) toward contributing to a sustainable global economy through “integrating thinking,” thereby acquainting resource providers with the connections among the most significant components of the firm and external stakeholders. It showcases the value of integrated reporting in the relationships between financial and nonfinancial performance, which is sometimes underestimated by directors and managers. It also provides guidelines on carrying out an integrated reporting process that breaks down long-term value-creation strategies into day-to-day operational activities, with potential impacts—positive or negative—on stakeholders.

The book will be an important resource for academics and practitioners interested in the contents, modification, and dissemination of corporate communication. It will also be useful to students, researchers, and teachers in the fields of business administration, journalism and mass communication, public administration and governance, digital and online media, and communication technology. Additionally, the volume will appeal to professionals in the fields of marketing, advertising, corporate communication, media and public relations agencies, event management, and promotion.

This book analyzes transparency as a primary requirement for successful corporate governance and emphasizes its importance in all activities. It also examines how transparency finds expression in communication processes in external relationships.

The volume demonstrates how external communication can be executed in a transparent and reliable way; for instance, a disclosure should enhance the stakeholders’ trust in the firm’s ability to satisfy their needs and improve their assent to the firm’s mission. The book discusses the aims of the International Integrated Reporting Council (IIRC) toward contributing to a sustainable global economy through “integrating thinking,” thereby acquainting resource providers with the connections among the most significant components of the firm and external stakeholders. It showcases the value of integrated reporting in the relationships between financial and nonfinancial performance, which is sometimes underestimated by directors and managers. It also provides guidelines on carrying out an integrated reporting process that breaks down long-term value-creation strategies into day-to-day operational activities, with potential impacts—positive or negative—on stakeholders.

The book will be an important resource for academics and practitioners interested in the contents, modification, and dissemination of corporate communication. It will also be useful to students, researchers, and teachers in the fields of business administration, journalism and mass communication, public administration and governance, digital and online media, and communication technology. Additionally, the volume will appeal to professionals in the fields of marketing, advertising, corporate communication, media and public relations agencies, event management, and promotion.

Corporate social responsibility has increased exponentially throughout the past decades and is of growing importance to the success of businesses internationally. Green management especially is at the forefront of new developments and initiatives in the face of the climate crisis, aiming to mitigate fundamental institutional misalignments in controlling drastic expansion and its adverse consequences on the environment.

Strategic Corporate Responsibility and Green Management turns the focus to emerging economies, in particular India and Mexico. Offering both criticism and examples of effective projects, the chapter authors consider the technological solutions for women’s empowerment in India, waste management for combating COVID-19, a case study of Coca Cola in India and the tragedy of the commons, corporate responsibility in MSMEs, a study of Mexican companies and corporate social responsibilities impact on the sustainable development goals, and errors in corporate social responsibility. This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.

The series facilitates idea exchanges and research collaborations between developed and developing countries, and between the West and the East. It promotes best ideas, values, practices and innovations in corporate governance, corporate responsibility and sustainability in the world and encourages holistic thinking, cross-disciplinary research, multiple perspectives and the use of various research approaches and methods.

Corporate social responsibility has increased exponentially throughout the past decades and is of growing importance to the success of businesses internationally. Green management especially is at the forefront of new developments and initiatives in the face of the climate crisis, aiming to mitigate fundamental institutional misalignments in controlling drastic expansion and its adverse consequences on the environment.

Strategic Corporate Responsibility and Green Management turns the focus to emerging economies, in particular India and Mexico. Offering both criticism and examples of effective projects, the chapter authors consider the technological solutions for women’s empowerment in India, waste management for combating COVID-19, a case study of Coca Cola in India and the tragedy of the commons, corporate responsibility in MSMEs, a study of Mexican companies and corporate social responsibilities impact on the sustainable development goals, and errors in corporate social responsibility. This volume of Critical Studies on Corporate Responsibility, Governance and Sustainability harnesses corporate responsibility and green management to integrate social and environmental concerns into productive business operations, paving the way for future successes in emerging economies.

The series facilitates idea exchanges and research collaborations between developed and developing countries, and between the West and the East. It promotes best ideas, values, practices and innovations in corporate governance, corporate responsibility and sustainability in the world and encourages holistic thinking, cross-disciplinary research, multiple perspectives and the use of various research approaches and methods.

The role of Corporate Social Responsibility in the business world has developed from a fig leaf marketing front into an important aspect of corporate behavior over the past several years. Sustainable strategies are valued, desired and deployed more and more by relevant players in many industries all over the world. Both research and corporate practice therefore see CSR as a guiding principle for business success.The “Encyclopedia of Corporate Social Responsibility” has been conceived to assist researchers and practitioners to align business and societal objectives. All actors in the field will find reliable and up to date definitions and explanations of the key terms of CSR in this authoritative and comprehensive reference work. Leading experts from the global CSR community have contributed to make the “Encyclopedia of Corporate Social Responsibility” the definitive resource for this field of research and practice.

This casebook argues that corporate sustainability agendas should look beyond stakeholder demands and desires, towards strategic opportunities to achieve social and commercial benefits simultaneously. It encourages shifting focus from a strategic approach to a sustainable business practice. As the cases in the book highlight, it is in every company’s best interest to identify a manageable number of sustainability initiatives whose shared benefits—for society at large and the company—are significant and also substantially help the company strategically position itself in the competitive marketplace. Strategic sustainable business practices can lead to shared value creation, strengthening the company’s competitiveness and establishing a symbiotic relationship. Companies can achieve solid profits by doing good things for the environment; it is a “win-win” for society and for business. This casebook provides examples of multi-stakeholder partnerships that aim to create sustainable enterprises. Ideal for teaching purposes, after a brief introduction to the case method, the cases are presented with no comments or criticisms.