While proponents of Corporate Social Responsibility (CSR) have suggested that CSR initiatives should be integrated into mainstream business activities as ‘strategic CSR’ or ‘shared value’, research is lacking that explores how CSR initiatives are integrated in companies. This article compares CSR initiatives to human resource management (HRM) initiatives, which have a longer tradition of being integrated into company strategy. The focus is on gender diversity and CSR initiatives in a US multinational corporation (MNC). The MNC sees gender diversity as an integral part of business activities. In contrast, the MNC lacks a clear justification for the much broader CSR agenda, CSR activities seem not to reflect an overall set of values or purpose, integration into business activities is unclear, and targets are lacking.
|Place of Publication||www|
|Publisher||SSRN: Social Science Research Network|
|Number of pages||27|
|Publication status||Published - Dec 2013|