Ananda Das Gupta

Corporate social responsibility in India: towards a sane society?

Purpose – Based on a survey, this paper seeks to confirm that Indian corporates are already working on the guideline of the Global Compact.Design/methodology/approach – The approach is theoretical with ample scope for application.Findings – It is found that there should be a realisation that the real CSR leadership is not just putting ones own house in order, but advocating the right conditions to reward responsible practice.Research limitations/implications – A disadvantage is the paucity of literature for the survey.Originality/value – The paper succeeds in confirming that Indian corporates are already working on the guideline of the Global Compact, because the Indian ethos and religious values teach these doctrines from a socio‐religious aspect.

Implementing Corporate Social Responsibility in India: Issues and the Beyond

Corporate Social Responsibility involves the efforts business organizations undertake to meet their responsibilities both as economic and social agents. Businesses become aware of their social responsibilities through pressure exerted by their stakeholders. Customers, for example, expect businesses to supply reliable and safe products at a fair price. Stockholders demand that corporate operations be managed efficiently and that dividends or improved market value reward their investments. Some insights from the Indian arena have been put forward to envisage the basic essence of Corporate Social responsibility being manifested at the corporate level through their initiatives in this direction.

Social Impact Management

Social impact management is about asking a new and broader set of questions regarding the traditional terrain of business. For example, it is common for a business strategy discussion to explore a firm’s purpose in terms of its vision for competitive positioning. What is less common is for that discussion to consider the firm’s intentions and the implications for consumers, employees, and community members, given the different choices around growth objectives and product development.

Corporate Social Responsibility and Human Resource Management: A Strategic-Balanced Model

Corporate social responsibility (CSR) and responsible capitalism pose a number of challenges for HRM and leadership in organisations. The HRM paradigm is based on a rational strategic management framework which is consistent with traditional economic analysis. This paradigm is limited in circumstances where organisations seek to behave responsibly with regard to a range of internal and external stakeholders and seek to take a longer term perspective when dealing with issues relating to CSR.

CSR in India: From Rhetoric to Reality and Beyond

This paper traces the political and bureaucratic influence on Corporate Social Responsibility (CSR) in India since the 1990s to the reality of the CSR mandate outlined in the Companies Act, 2013 to the beyond, where, CSR is perceived to be integrated within the purview of ethical businesses of the future and through responsible business practices. In addition to insightfully documenting this journey, this paper outlines three key perspectives, as brought about by the mandate that can be taken as the foundation of the future of CSR in India.

Understanding the Maze

To succeed in today’s competitive market requires a high professional competence as well as a continual improvement of that competence. Equally important is cooperation among professionals, often of a great variety. Success also requires communication and cooperation with customers and with the community. Communication and cooperation require social and cultural competence. Cultural competence is shared knowledge and hence communal knowledge. Cultural or communal knowledge bridges the gap between individuals and between professions.

Ethics in Business Practice: Accounting

The business and accounting ethics helps us to understand the way business interactions need to be done; they especially help when we are in one-on-one dealings with our clients. Some businesses hardly adhere to business and accounting ethics; perhaps this might be the reason why many organizations nearly fail to get good reputation because of the bad debts and inability to serve their customers well. Accounting ethics helps the organization manage your regular business accounts with no misinterpretation of money account in an organization.

What Good Is a Set of Principles

Individuals acting in a professional capacity take on an additional burden of ethical responsibility. For example, professional associations have codes of ethics that prescribe required behavior within the context of a professional practice. Global ethics are the most controversial of the three categories and the least understood. Open to wide interpretation as to how or whether they should be applied, these principles can sometimes generate emotional response and heated debate.

The East and the West

Indian moral system has a metaphysical basis. In the West, ethics is autonomous and it does not need to have a metaphysical or religious foundation. It is a social affair and therefore the ought-questions of morality are to be decided simply on social and rational considerations.

Ethics in Business Practice: Marketing Management

In a market economy, a business may be expected to act in what it believes to be its own best interest. The purpose of marketing is to create a competitive advantage. An organization achieves an advantage when it does a better job than its competitors at satisfying the product and service requirements of its target markets. Those organizations that develop a competitive advantage are able to satisfy the needs of both customers and the organization. Practicing ethics in marketing means deliberately applying standards of fairness, or moral rights and wrongs, to marketing decision making, behavior, and practice in the organization.