By Saumitra N. Bhaduri, Ekta Selarka
The publication explores the theoretical and empirical concerns when it comes to the interplay among company governance and company social accountability (CSR) actions undertaken by means of Indian businesses. It offers a hugely distinct view at the evolution of CSR and its nexus with company governance. this can be really well timed within the context of the new Indian businesses Act 2013, which mandates company social accountability and revises the easiest corporate-governance practices for giant businesses. The findings of this research are specific in drawing from a unified framework of Indian company governance constitution and company engagement in CSR. The book’s scope is either educational and useful; the study technique constructed and applied turns out to be useful for researchers, whereas the consequences and the choice of variables offer worthy info for practitioners and stakeholders. eventually, even though it makes a speciality of huge Indian businesses, the findings is additionally utilized to analyze on different rising economies.
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Additional info for Corporate Governance and Corporate Social Responsibility of Indian Companies
3For example, Griffin and Mahon (1997) examined the relationship between corporate social performance and financial performance. 3 Concept of Corporate Social Responsibility: Timeline 21 For example, Tata Steels introduced Lifeline express or Jeevan Rekha Express Train during 1990s which has reached out to more than 67,800 persons offering medical treatment. The company’s entire range of healthcare services has been reaching out annually to 400,000 people in the interior villages of India through five hospitals and mobile health clinics.
Further, Tuzzolino and Armandi (1981) proposed a microanalytic foundation for organizational analysis, using a paradigm taken from need theory. They presented a taxonomic 18 2 Corporate Social Responsibility Around the World … construct to assess corporate performance proposing a yardstick to monitor its social responsibility. They further argued that the CSR can be easily motivated and operationalized in the context of an organizational-need hierarchy. Two very important ‘alternative themes’ of CSR that developed during the 1980s’ were stakeholder theory and business ethics mostly from the contributions of Freeman (1984) and Wartick and Cochran (1985).
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