River Publishers Series in Management Sciences and Engineering Carolina Machado and João Paulo Davim (Editors) River Publishers Corporate Social Responsibility in Management and Engineering Carolina Machado and João Paulo Davim (Editors) Carolina Machado and João Paulo Davim (Editors) Referring to the organizations responsibility for their impact on society, corporate social responsibility (CSR) is greatly relevant for the competitiveness, sustainability and innovation in the management and engineering arena of organizations, and the economy worldwide Taking in account these concerns, Corporate Social Responsibility in Management and Engineering covers the issues related to corporate social responsibility in management and engineering in a context where organizations are facing, day after day, high challenges for what concerns issues related to their social responsibility The book looks to contribute to the exchange of experiences and perspectives about the state of the research related to CSR, as well as the future direction of this field of research It looks to provide a support to academics and researchers, as well as those that operating in the management field need to deal with policies and strategies related to CSR Corporate Social Responsibility in Management and Engineering Corporate Social Responsibility in Management and Engineering River Publishers Corporate Social Responsibility in Management and Engineering RIVER PUBLISHERS SERIES IN MANAGEMENT SCIENCES AND ENGINEERING Series Editors CAROLINA MACHADO University of Minho Portugal ˜ PAULO DAVIM JOAO University of Aveiro Portugal Indexing: All books published in this series are submitted to the Web of Science Book Citation Index (BkCI), to CrossRef and to Google Scholar The “River Publishers Series in Management Sciences and Engineering” looks to publish high quality books on management sciences and engineering Providing discussion and the exchange of information on principles, strategies, models, techniques, methodologies and applications of management sciences and engineering in the field of industry, commerce and services, it aims to communicate the latest developments and thinking on the management subject world-wide It seeks to link management sciences and engineering disciplines to promote sustainable development, highlighting cultural and geographic diversity in studies of human resource management and engineering and uses that have a special impact on organizational communications, change processes and work practices, reflecting the diversity of societal and infrastructural conditions The main aim of this book series is to provide channel of communication to disseminate knowledge between academics/researchers and managers This series can serve as a useful reference for academics, researchers, managers, engineers, andother professionals in related matters with management sciences and engineering Books published in the series include research monographs, edited volumes, handbooks and text books The books provide professionals, researchers, educators, and advanced students in the field with an invaluable insight into the latest research and developments Topics covered in the series include, but are by no means restricted to the following: • • • • • • • • • • • • • • • Human Resources Management Culture and Organisational Behaviour Higher Education for Sustainability SME Management Strategic Management Entrepreneurship and Business Strategy Interdisciplinary Management Management and Engineering Education Knowledge Management Operations Strategy and Planning Sustainable Management and Engineering Production and Industrial Engineering Materials and Manufacturing Processes Manufacturing Engineering Interdisciplinary Engineering For a list of other books in this series, visit www.riverpublishers.com Corporate Social Responsibility in Management and Engineering Editors Carolina Machado University of Minho Portugal Jo˜ao Paulo Davim University of Aveiro Portugal River Publishers Published, sold and distributed by: River Publishers Alsbjergvej 10 9260 Gistrup Denmark River Publishers Lange Geer 44 2611 PW Delft The Netherlands Tel.: +45369953197 www.riverpublishers.com ISBN: 978-87-93609-61-7 (Hardback) 978-87-93609-60-0 (Ebook) c 2018 River Publishers All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, mechanical, photocopying, recording or otherwise, without prior written permission of the publishers Contents Preface xi List of Contributors xiii List of Figures xv List of Tables xvii The Boundaries of Corporate Social Responsibility: A Managerial Perspective David Starr-Glass 1.1 Introduction 1.2 The Singularity of Corporations 1.2.1 Unique Attributes of Corporations 1.2.2 Fictitious Entity or Contractual Nexus? 1.3 Dualisms and Dilemmas 1.3.1 Recognizing Dualisms and Responding to Dilemmas 1.3.2 Reframing Dualisms, Avoiding Dilemmas, and Negotiating Impasses 1.3.3 Internal Stakeholders and Micro-level CSR Dilemmas 1.4 Triple Bottom Lines and Trilemmas 1.4.1 Triple Bottom Line Perspectives 1.4.2 Corporate Trilemmas and Sensemaking 1.5 The Boundaries of Corporate Social Responsibility 1.5.1 Motivations for Corporate Social Responsibility 1.5.2 Parallel Universes and Porous Boundaries 1.6 Conclusion References v 1 9 10 11 13 14 15 17 18 19 22 24 vi Contents Future-Focused Entrepreneurship Assessment (FFEA) Niko Roorda 2.1 Motivations for CSR 2.1.1 Maslow for CSR 2.1.2 Future-Proof Resilience of Companies and Society 2.2 (Not) Ready for the Future 2.2.1 The Eastman Kodak Case 2.2.2 The Xerox Case 2.2.3 The Music Industry Case 2.3 The Four Perspectives of Future-Focused Entrepreneurship Assessment 2.3.1 Traveling toward the Future 2.3.2 Company Perspectives 2.3.3 Cumulative Perspectives 2.4 The FFEA System 2.4.1 The Five Modules of Future-Focused Entrepreneurship Assessment 2.4.2 Six Topics to Each Module 2.4.3 The Royal Dutch Shell Case 2.4.4 Details of the FFEA System 2.5 Application of FFEA 2.5.1 Assessment Principles 2.5.2 The FFEA Assessment 2.5.2.1 Individual scoring 2.5.2.2 Consensus meeting 2.5.3 The Results, or: What You Get 2.5.4 MSPOE: From Mission to Strategy to Policy to Operations to Evaluation to Mission 2.6 FFEA Case Studies 2.6.1 The Tilburg Mentaal Case 2.6.2 The Inventive Case 2.7 The FFEA Extensions 2.7.1 An Extension for Topic S1: The CSR Motivation Mix Assessment 2.7.2 An Extension for Topic I4: STELES, The Self-Test of Leadership Styles 2.7.3 An Extension for Topics P4 and O4: RESFIA+D, or the Seven Competences 31 32 32 35 37 38 39 40 42 43 45 47 48 48 52 54 62 65 65 67 67 67 71 72 74 74 77 80 81 82 83 Contents vii 2.7.4 2.8 2.9 An Extension for Topic I6: The FFEA Certificate for Future-Proof Resilience Origins and Theoretical Backgrounds of FFEA 2.8.1 Management Models 2.8.2 Quality Management; Environmental Management; CSR 2.8.3 AISHE: Assessment and Certification of Sustainability in Higher Education Conclusion References Corporate Social Responsibility: The Case of East Timor Multinationals Carla Freire, Manuel Brito and Iris Barbosa 3.1 Introduction 3.2 Theoretical Framework: Corporate Social Responsibility Theories 3.2.1 The Stakeholder Theory 3.2.2 The Institutional Theory 3.2.3 The Theory of Legitimacy 3.2.4 Multiple Approaches 3.3 Methodology 3.3.1 Procedure and Description of the Data Collection Instrument 3.3.2 Sample Description 3.4 Results 3.4.1 Identifying the Stakeholders 3.4.2 Balancing Moral and Economic Motivations in CSR 3.4.3 Pursuing Legitimacy and the License to Operate 3.4.4 Adjusting Parent-company Policies to Local Needs 3.5 Conclusion References 84 86 86 87 88 90 91 99 100 103 103 108 111 113 114 114 116 121 121 124 127 130 131 133 Gender Diversity and Equality in the Boardroom: Impacts of Gender Quota Implementation in Portugal 147 Mara Sousa and Maria Jo˜ao Santos 4.1 Introduction 148 viii Contents 4.2 4.3 4.4 Theoretical Framework 4.2.1 Gender Quotas in the Boardroom 4.2.1.1 Definition 4.2.1.2 Quotas: Controversies and dilemmas 4.2.1.3 Impacts Empirical Study 4.3.1 Methodology 4.3.2 Portuguese Context 4.3.3 Legislative Framework in Portugal 4.3.4 Analysis of the Interview Results 4.3.4.1 Perceptions of gender equality 4.3.4.2 Perceptions of gender diversity impacts 4.3.4.3 Views on quotas 4.3.5 Discussion of Results Conclusion References Appendixes Reconstructing CSR in the Construction Industry Kwasi Dartey-Baah, Kwesi Amponsah-Tawiah and Yaw A Debrah 5.1 Introduction 5.2 Theoretical Underpinnings 5.2.1 Corporate Social Responsibility (CSR) 5.2.2 History and Nature of Corporate Social Responsibility in Ghana 5.2.3 Factors that Drive CSR in Ghana 5.2.4 Sectorial Analysis of CSR Activities in Ghana 5.2.5 Institutional and Regulatory Framework of CSR in Ghana 5.3 Methodology 5.4 Results and Discussion 5.4.1 Respondent Demographics (Section of the Instrument) 5.4.2 Perspectives on CSR among Construction Workers (Section of the Instrument) 5.4.2.1 Knowledge and conceptualization of CSR 149 149 149 150 153 154 154 156 161 162 162 165 166 171 174 175 178 181 181 184 184 185 186 187 189 190 191 191 192 192 Contents ix 5.4.2.2 5.5 CSR direction of construction firms in Ghana 5.4.2.3 Drivers of CSR in the construction industry 5.4.2.4 Nature of firm’s operation 5.4.2.5 Environmental sustainability factors 5.4.2.6 Stakeholder and legal and institutional pressures 5.4.2.7 Humanitarian and Human Rights reasons 5.4.2.8 Management discretion 5.4.3 Profession’s Influence on Firms’ CSR Practice (Section of the Instrument) 5.4.3.1 The influence of profession on respondents’ conceptualization of CSR 5.4.3.2 The influence of respondents’ profession on firms’ direction of CSR Implication and Conclusion References Work–Family Conciliation Policies: Answering to Corporate Social Responsibility – A Case Study Adriana Faria and Carolina Feliciana Machado 6.1 Introduction 6.2 Conciliatory Work–Family Organizational Policies 6.3 Methodological Options 6.4 Case Study: Analysis and Discussion of Results 6.4.1 Company Characterization 6.4.2 Human Resource Characterization 6.4.3 Human Resource Management Practices 6.4.4 Diversity Management 6.4.5 Organizational Policies for Work–Family Conciliation 6.5 Final Considerations References 195 197 198 198 199 200 201 202 202 204 205 207 213 214 215 218 219 219 220 221 222 224 229 230 Index 233 About the Editors 239 6.4 Case Study: Analysis and Discussion of Results 227 cases, the employees can seek help in other institutions and even counseling or the company is the intermediary in the process.” (Interviewee) There is also the promotion of sporting activities, through the existence of a football field with athletics track available to all employees and where activities such as games and daily races are performed Sports services have as their main objective “to promote healthy relationships, improve communication between colleagues and managers, and create an easy access space that allows employees an abstraction and relaxation.” (Interviewee) The dimension (iv) family services policies is characterized by the existence of maternity leave, parental, breast-feeding, and leave to care for children and dependents In the organization under study, in case of pregnancy, all women (with the exception of the administrative sector) are exempted from work, in order to protect the embryo and the woman, from the moment they announce their pregnancy to the company, because as it is of a chemical industry sector workers are subject to risk factors For all sectors, maternity leave lasts for 120 days or 150 days in a row, according to the law, or the license is shared with the husband, which can be increased by another 30 days The breast-feeding license is of two distinct periods of up to h each, without loss of remuneration or any benefits, for all female employees, from all sectors, with the possibility of choosing the exempted hours There is also the exemption for prenatal consultations for mothers and fathers without a discount in compensation As far as maternity leave is concerned, to date all female employees have enjoyed full maternity leave and free days, as well as breast-feeding, with support and mutual assistance from colleagues In the case of men, there is also the promotion of parental leave “In the case of women all enjoy the total licenses and free days and in the case of men, it is tried to instill the culture of parenthood and the boss is the first to wonder why men not want the dispensation if the company gives the parental license or why the man does not make the shared license In my case, as I belong to the management team, it is not so easy or practical to replace But with the proper planning it is done and with mutual help of everyone it is made, shifts were shifted, etc and I enjoyed the parental leave, they were 10 days more a week and I enjoyed those free days for consultations and child care In the past, men did not have the right to keep up with the growth of their son so close But today, it is possible under the law, and therefore the company promotes this reconciliation for internal and external well-being 228 Work–Family Conciliation Policies: Answering to CSR and among all of us there is help because we all have families and we care about work and family and then when there is no conciliation it is difficult to work properly There is a spirit of camaraderie In this issue, there were never problems, we always get substitution of each other and we help each other to fill some rooks and it is very good.” (Interviewee) The parent’s exclusive parental leave is of 25 business days, followed or interpolated, concurrently with the mother’s license, paid in full and there is the possibility of 120 days of initial parental leave paid in full There are also free days that allow workers greater flexibility in family support, such as free days to children care The company has flexibility for family assistance or personal matters to all employees, by informal notice, without loss of salary or need for compensation of hours All benefits are defined in the internal policy regulation It is relevant to emphasize that in all cases, jobs, as well as working conditions, are ensured for all sectors According to Bailyn (1997, referred to by [4]) managers should see the conciliation of work and family not individually, but in a systemic and integrated way as part of the organization and the work culture, in order to create a work environment that frees up the potential of all employees In this context, it is important to positively highlight the acceptance and support of colleagues and the organizational culture of support to parenthood and maternity, as well as the promotion of equal opportunities for all in the exercise of parenting, encouraging the sharing of parental leave, without prejudice the mother’ exclusive rights Regarding the dimension (v) corporate policies of professional support to the worker, the organization makes possible financial support through individual loan without interest, to all the employees Finally, with regard to the reasons for the implementation of the organizational policies for reconciling employment and family, the main factor was the reduction of costs achieved through the reduction of labor conflicts, the employees’ quality of life, individual well-being, and harmony that results from the conciliation policies “It cannot be denied that one of the objectives is profit through cost reduction because these measures facilitate the individual’s well-being and concentration at work as being freed from some family concerns they are more focused, generating good climate, performance, and productivity Less stress 6.5 Final Considerations 229 with daily problems is generated There is quality of life as we try to reduce the weight of external factors to the work that influence the day to day work, such as not have where to leave the children, raids, and stress, to pay for expensive childcare services and this is all worries in anyone’s head So, I think that are linked goals and benefits because the good internal climate is only possible with the employees well-being, that is linked to internal and external factors There are factors that we not control, but there are others that can reduce their effect on people’s daily life and this is what we try to do, to reconcile the two sides to have harmony, and family and organizational tranquility, because if the workers have family concerns they are not able to work well daily.” (Interviewee) It is concluded, therefore, that the determining factors for the implementation of organizational policies of work–family conciliation are costs reduction, productivity increase, and, consequently, profit Given the discourse, it is perceived that the reduction of costs comes from the reduction of the labor conflicts that arise from the workers well-being, the good organizational climate, and the work–family conciliation that reduces the employees’ family concerns, which contributes to a better commitment and performance, and increased productivity This corroborates the empirical studies that support the idea under which the workers who feel comfortable in their personal lives and confident in their place of work tend to perform better in employment [4] 6.5 Final Considerations This chapter summarizes the main conclusions of the study, their contributions, and limitations The study aimed to analyze the policies of work–family conciliation from the real context of a company, focusing on the reasons and the causes of this implementation and the benefits arising therefrom In the light of all the foregoing, it is understood that the work and family conciliation policy in the organization under study has an instrumental effect on individuals in which the professional area is the basis for family success and conciliation In other words, the organization has internal practices and mechanisms that facilitate and support the family life responsibilities of 230 Work–Family Conciliation Policies: Answering to CSR employees in order to reduce the effects of these responsibilities on professional life Therefore, the professional domain emerges as a benefit to the family domain in which employees enjoy organizational measures that lead to a conciliation between work and family Emphasis is placed on the company’s relevance given to human resources diversity, with the intention of continuing to recruit and retain diverse cultures To this, it will be important to formally promote diversity and prepare individuals for continuous change so that management becomes more effective and assesses or controls its effects One limitation of the study was the shortage of time that did not allow formal interviewing of other types of employees of the company that not belong to the higher functions and it was not possible to consult internal documentation related to the measures adopted However, it was possible to approach some workers in informal conversation and confirm some speeches of the interviewee It would be interesting in future investigations to analyze this theme more specifically focused on the benefits of this conciliation in the daily routine of workers References [1] Gomes, S., Augusto, C., Lopes, M., and Ribeiro, V (2008) A Gest˜ao de Diversidade em Pequenas e M´edias Empresas Europeias Lisboa: Parceria de desenvolvimento – Respons & Ability – Investindo na diversidade, Iniciativa Comunit`aria EQUAL [2] Alves, M., and Silva, L (2004) A cr´ıtica da gest˜ao da diversidade nas organizac¸o˜ es Rev An´alise Empres 44, 20–29 [3] Santos, G G (2011) Desenvolvimento De Carreira: Uma An´alise Centrada na Relac¸a˜ o Entre o Trabalho e a Fam´ılia Lisboa: RH Editora [4] Costa, J (2012) Pr´aticas de Conciliac¸a˜ o entre o Trabalho e a Fam´ılia: Um Estudo Explorat´orio Dissertac¸a˜ o de Mestrado em Gest˜ao, Escola de economia e gest˜ao, Universidade Minho, Braga [5] Hamid, F (2012) Pr´aticas De Conciliac¸a˜ o Trabalho/Fam´ılia em Organizac¸o˜ es de Excelˆencia Dissertac¸a˜ o de mestrado em Gest˜ao, Universidade de Coimbra, Coimbra References 231 [6] Guerreiro, M and Pereira, I (2006) Responsabilidade social das empresas, igualdade e conciliac¸a˜ o, trabalho-fam´ılia – Experiˆencias pr´emio igualdade e´ qualidade, CITE Estudos 5, 1–110 [7] Yin, K (2001) Estudo De Caso: Planeamento E M´etodos, 2nd Edn Porto Alegre: Bookman Editora Index A Access to employment, 217 Action plan, 32 Age, 117, 155, 172, 214 AISHE, 32, 84, 86, 90 AISHE certificate, 32, 84, 85 Anti-discrimination, 214 Appearance, 170, 214 Application of FFEA, 65, 67, 74 Assessment, 31, 42, 53, 200 Assessment instrument, 31, 32, 84, 88 Assessment principles, 65 Assessment procedures, 32, 54 Auto-regulatory mechanisms, 161 B Balanced participation, 217 Boardroom, 147, 165, 168, 204 Boundaries, 1, 22, 59, 217 Businessman, 100 Businesswomen, 173 C Career development, 164, 168, 215, 218 CEO, 120, 160 Certification of sustainability, 88 Change, 31, 36, 64, 223, 230 Community engagement, 183 Companies, 12, 51, 223, 226 Company mission, 31, 61, 77, 91 Company perspectives, 45 Compensation, 216, 227, 228 Competences, 43, 68, 170, 173 Competitiveness, 19, 206, 217 Compromise merit, 167, 168, 174 Conciliation, 152, 156, 222, 224, 230 Consensus group, 65, 68, 71, 74 Consensus meeting, 67, 69, 71, 78 Construction industry, 181, 194, 197, 207 Continuing corporate life, Continuity, 32, 35, 40, 122 Contractual nexus, Controversies, 149, 150, 172 Corporate, 3, 12, 22, 194 Corporate citizenship, 3, 14 Corporate entity, 6, 7, 17, 20, 22 Corporate policies, 228 Corporate trilemmas, 15 Corporate world, 2, 3, 11, 19, 22 Corporation impacts, Creativity, 63, 81 CSR, 1, 108, 154, 213 CSR activities, 114, 189, 195, 198 CSR conceptualization, 194 CSR motivation mix assessment, 82 CSR practices, 100, 113, 133, 205 Cumulative perspectives, 47 D Dangerous stakeholder, 107 Decision making, 49, 56, 60, 148 Definitive stakeholder, 107 Demanding stakeholder, 107 233 234 Index Dependent stakeholder, 107 Dependents, 215, 218, 226, 227 Descriptive perspective, 106 Developing countries, 100, 129, 184, 185 Development indicators, 183 Dilemmas, 4, 107, 150, 166 Discretionary stakeholder, 107 Discriminate, 36, 168, 222 Diversity, 106, 167, 171, 230 Diversity management practices, 214 Dominant stakeholder, 107 Dormant stakeholder, 107 Drivers of CSR, 181, 184, 198, 202 Dualisms, 4, 9, 10 ,11 E East Timor, 99, 100, 130, 133 Eastman Kodak, 32, 38, 39, 59 Economic responsibility, 186, 195 Effective, 6, 22, 107, 230 Efficient, 36, 107, 129, 161 Elderly, 215, 217, 226 Engineering, 191, 203 Entity, 6–11, 111, 113, 130 Entrepreneurship, 31, 89, 91, 188 Environment, 12, 14, 220, 228 Environmental sustainability, 197–199 Equal treatment, 162, 217, 224 Equality, 147, 167, 171, 224 Ethical responsibility, 201 Ethnicity, 149, 214 Evaluation, 72, 73, 165, 221 Expected impacts, 154, 166, 168 External drivers Extra tools, 32 Extrinsic motivation, 18 F Family, 76, 152, 223–230 Family life, 152, 162, 217, 229 Female CEO, 160 Female director, 172 Female directors, 153, 160, 163, 165, 173 Female nominations, 153, 171 FFEA, 31, 32, 64, 74 FFEA certificate, 32, 81, 84, 85 FFEA extensions, 32, 86, 87, 91 FFEA perspectives, 32 FFEA system, 32, 48, 62, 86 Fictitious entity, Financial performance, 17, 165, 168, 173 Firm-specific, 163 Fit for the future, 31 Flexibility, 57, 62, 222, 228 Flexitime, 218 Formally assess, 60 Future, 6, 7, 35, 203, 206, 230 Future-focused, 31, 86, 88, 91 Future-proof resilience, 31, 76, 84, 91 Future-proof resilient, 32, 90 G Gender, 117, 147, 170, 175 Gender diversity impacts, 165 Gender equality, 147, 162, 167, 168 Gender inequalities, 148, 161 Gender quotas, 147, 150, 162, 174 Gender stereotypes, 173 Gender-related factors, 164 Ghana, 181, 184, 205, 206 Golden skirts, 173 Index 235 H Hard quotas, 149, 153, 172, 175 Headquarters, 100, 130, 131, 133 Higher education, 32, 88, 90, 109 History, 1, 23, 103, 185 Homophily, 173 Human resource, 83, 155, 181, 220 Human resource management, 48, 183, 191, 220 Human resource management practices, 221 Humanitarian, 197, 198, 200, 202 I Idealism, 33, 79 Impacts, 12, 107, 155, 197 Inclusive society, 161 Inclusive strategy perspective, 214 Innovation, 9, 36, 91, 221 inNovation, 63 Institutional framework, 110, 127 Institutional pressures, 198, 199 Institutional theory, 108, 113, 114, 127 Instrumental perspective, 106, 126, 133 Instrumental theory, 216 Integration, 90, 126, 221, 222 Inter alia, 182, 183, 185 Internal stakeholders, 11, 99, 132, 207 Intrinsic motivation, 18 Involvement, 13, 49, 81, 207 J Justice, 7, 19, 122, 152 K Knowledge, 24, 99, 184, 219 L Leadership, 21, 61, 81, 164, 169 Leadership styles, 81, 82 Legal responsibility, 200 Legislative framework, 161 Liability, 6, 33, 36 Local needs, 128, 130 Logic points, 151 M Management, 12, 48, 106, 107, 230 Management discretion, 198, 201 Management models, 86 Management of diversity, 214 Management theories, 24, 32 Managerial jobs, 215 Managerial perspective, 1, 3, 4, 20 Mandatory, 149, 171, 173, 202 Market opportunities, 33, 34, 36, 59 Maslow for CSR, 32, 77, 81 Medium-sized enterprise, 214, 215, 219 Men, 150, 160, 167, 227 Micro-level CSR dilemmas, 11 Mission, 12, 33, 36, 79, Motivations, 18, 19, 32, 124, 197 Motivations for CSR, 32 MSPOE, 72, 73, 80, 90 Multi-national companies, 185, 187 Multinationals, 99 Multiple approaches, 113 Music Industry, 32, 37, 40, 41 N Nationality, 117, 214, 220, 222 Nature, 5, 11, 189, 218 236 Index Neoliberal economic, 2, 16, 20, 22, 24 NGOs, 10, 109, 122, 186 Non-compliance, 147, 150, 154, 161, 162 Non-human entities, 5, Non-mandatory, 150 Normative perspective, 106 O Operations, 34, 181, 202, 204 Organization quality, 48, 49 Organizational advantages, 218 Organizational policies, 215, 219, 228, 229 P Parallel universes, 19, 24 Parent-company policies, 130 Parental status, 214 Perception, 109, 111, 169, 191 Performance, 14, 15, 221, 229 Performance appraisal, 221 Permeability, 217 Perspectives, 8, 14, 60, 91, 192 Perspectives of FFEA, 87 Physical condition, 214 Policies, 3, 13, 14, 204, 229 Policy, 16, 41, 104, 217, 220 Policy of social services, 225 Political ideology, 214 Porous boundaries, 19 Portugal, 99, 110, 120, 214, 222 Portuguese legislation, 149, 156 Portuguese quota, 147, 155, 160, 168 Power relations, 173 Prestige, 33, 36 Private sector, 10, 190 Professional support to the worker, 218, 228 Promotion, 129, 131, 227, 228 PSI, 20, 147, 163, 175 Pursuing legitimacy, 127 Q Qualifications, 148, 152, 195, 221 Quality, 37, 126, 228, 229 Quality management, 48, 65, 86, 87, 90 Quality management cycle, 32 Quota implementation, 147, 149, 156, 175 Quotas, 156, 168, 170, 174 R Race, 214 Reasons, 4, 122, 124, 228, 229 Recruitment, 12, 13, 221, 222 Reframing dualisms, 10 Regulatory framework, 189 Religious orientation, 214 Responsibility, 11, 202, 203, 217 Reverse discrimination, 150, 166, 167, 173 Royal Dutch Shell, 32, 54, 61, 62 S Sanctions, 109, 150, 154, 166 Sanitation factors, 198 Selection, 32, 152, 178, 219 Selection of topics, 65 Self-test, 81, 82 Seniority, 172 Sensemaking, 15, 17, 24 Service quality, 48 Sexual orientation, 149 Shielding corporate entities, Shielding corporate owners, Social, 1, 178, 181, 218 Social behaviors, 9, 174 Index 237 Social class, 214 Social responsibility, 1, 109, 187, 223 Social responsivity, 10 Social world, 9, 20, 21, 23 Societal value, 48, 49, 60, 87 Societal/cultural, 163, 173 Society, 2, 189, 203, 218 Soft quotas, 149, 172 Stakeholder, 3, 14, 183, 206, 217 Stakeholder management, 183, 207 Stakeholder motivation, 19 Stakeholder profiles, 105 Stakeholder theory, 103, 124, 126, 133 Stakeholders, 1, 130, 206, 207 State intervention, 150, 151, 166 STELES, 81, 82, 83 Strategic perspective, 11, 16, 107 Strategy, 2, 33, 79, 220, 223 Supervisory boards, 153, 154, 161, 178 Supports, 225 Sustainability, 14, 114, 207, 223 Sustainable, 14, 16, 207, 220 Sustainable professional, 43, 81, 83 T TBL models, 17 TBL perspectives, 17 The Inventive case, 77 Theory of conflict, 216 Theory of legitimacy, 111 Theory of segmentation, 216 Tilburg Mentaal, 74, 75, 76 Tokenism, 152, 170, 172, 173 Training, 67, 127, 204, 223 Training needs, 221 Training process, 221, 222 Trilemmas, 4, 13, 15, 17 Triple bottom line, 14, 15 Triple bottom lines, 13 U Unpaid care, 148 Unqualified members, 170 Utilitarian, 151 V Vocational training, 217 W Wage gaps, 148 Women, 151, 169, 226, 227 Women and men, 217 Women in management, 161 Work and family life, 213, 217, 222, 225 Work flexibility, 224 Working conditions, 217, 228 X Xerox, 32, 39, 40 About the Editors Carolina Machado received her PhD degree in Management Sciences (Organizational and Politics Management area/Human Resources Management) from the University of Minho in 1999, and Master degree in Management (Strategic Human Resource Management) from Technical University of Lisbon in 1994 Teaching in the Human Resources Management subjects since 1989 at University of Minho, she is since 2004 Associated Professor, with experience and research interest areas in the field of Human Resource Management, International Human Resource Management, Human Resource Management in Small and Medium Enterprises, Training and Development, Management Change and Knowledge Management She is Head of Human Resources Management Work Group at University of Minho, as well as Chief Editor of the International Journal of Applied Management Sciences and Engineering (IJAMSE), Guest Editor of journals, books Editor and book Series Editor, as well as reviewer in different international prestigious journals In addition, she has also published both as editor/co-editor and as author/co-author several books, book chapters and articles in journals and conferences Jo˜ao Paulo Davim received the Ph.D degree in Mechanical Engineering in 1997, the M.Sc degree in Mechanical Engineering (materials and manufacturing processes) in 1991, the Mechanical Engineer degree (MEng-5 years) in 1986, from the University of Porto (FEUP), the Aggregate title (Full Habilitation) from the University of Coimbra in 2005 and the D.Sc from London Metropolitan University in 2013 He is Eur Ing by FEANI-Brussels and Senior Chartered Engineer by the Portuguese Institution of Engineers with a MBA and Specialist title in Engineering and Industrial Management Currently, he is Professor at the Department of Mechanical Engineering of the University of Aveiro, Portugal He has more than 30 years of teaching and research experience in Manufacturing, Materials and Mechanical Engineering with special emphasis in Machining & Tribology He has also interest 239 240 About the Editors in Management & Industrial Engineering and Higher Education for Sustainability & Engineering Education He has guided large numbers of postdoc, Ph.D and masters students He has received several scientific awards He has worked as evaluator of projects for international research agencies as well as examiner of Ph.D thesis for many universities He is the Editor in Chief of several international journals, Guest Editor of journals, books Editor, book Series Editor and Scientific Advisory for many international journals and conferences Presently, he is an Editorial Board member of 25 international journals and acts as reviewer for more than 80 prestigious Web of Science journals In addition, he has also published as editor (and co-editor) more than 100 books and as author (and co-author) more than 10 books, 70 book chapters and 400 articles in journals and conferences (more than 200 articles in journals indexed in Web of Science core collection/h-index 44+/5500+ citations and SCOPUS/h-index 52+/8000+ citations) River Publishers Series in Management Sciences and Engineering Carolina Machado and João Paulo Davim (Editors) River Publishers Corporate Social Responsibility in Management and Engineering Carolina Machado and João Paulo Davim (Editors) Carolina Machado and João Paulo Davim (Editors) Referring to the organizations responsibility for their impact on society, corporate social responsibility (CSR) is greatly relevant for the competitiveness, sustainability and innovation in the management and engineering arena of organizations, and the economy worldwide Taking in account these concerns, Corporate Social Responsibility in Management and Engineering covers the issues related to corporate social responsibility in management and engineering in a context where organizations are facing, day after day, high challenges for what concerns issues related to their social responsibility The book looks to contribute to the exchange of experiences and perspectives about the state of the research related to CSR, as well as the future direction of this field of research It looks to provide a support to academics and researchers, as well as those that operating in the management field need to deal with policies and strategies related to CSR Corporate Social Responsibility in Management and Engineering Corporate Social Responsibility in Management and Engineering River Publishers ... Management and Engineering Education Knowledge Management Operations Strategy and Planning Sustainable Management and Engineering Production and Industrial Engineering Materials and Manufacturing Processes... Manufacturing Engineering Interdisciplinary Engineering For a list of other books in this series, visit www.riverpublishers.com Corporate Social Responsibility in Management and Engineering Editors.. .Corporate Social Responsibility in Management and Engineering RIVER PUBLISHERS SERIES IN MANAGEMENT SCIENCES AND ENGINEERING Series Editors CAROLINA MACHADO University of Minho Portugal