Managerial Challenges of Corporate Social Responsibility in Developing Countries

Author:

Soltani Ebrahim1,Liao Ying Ying1,Iqbal Abdullah2ORCID,Analoui Farhad3

Affiliation:

1. Hamdan Bin Mohammed Smart University, UAE

2. University of Kent, UK

3. University of Bradford, UK

Abstract

The aim of this chapter is to contribute to the further advancement of theoretical and empirical debate on CSR management by yielding support to the multidisciplinary and ‘context-dependent' nature of the field of managerial leadership of CSR and illustrating the various managerial orientations and attitudes of Iran's auto industry. Whilst there was very considerable evidence of the increased emphasis upon Sharia compliance mandate to regulate individual managers' personal values and orientation, there was much less evidence that this had as yet been carried through into similar behavioural and attitudinal changes at organisational and societal levels. Hence, the dominant managerial orientations toward CSR neither brought corporate behaviour up to a level where it was congruent with the prevailing Islamic cultural and societal norms nor it fulfilled the developmental promise of CSR. In a nutshell, the overall trend was incontrovertibly toward more personal/managerial use of CSR and failure to maintain a balance between (normative) developmental and instrumental CSR.

Publisher

IGI Global

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