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Introduction

In the past few years, organizations worldwide have begun to embrace corporate social responsibility (CSR) both as a social responsibility and for competitive advantage. As HR leaders continue to take greater responsibility and initiative regarding corporate social responsibility policies, practices and activities, it is useful to reflect upon the drivers of CSR and HR's expanding leadership role Blake Stanley Cup Finals jersey in CSR strategy and implementation. Given the complexity of corporate social responsibility combined with globalization―such as the potential benefits to society as well as to the company―this discussion requires thoughtful consideration of not only the primary reasons organizations in many countries are beginning Blake Stanley Cup Finals jersey to now view corporate social responsibility as a vital part of their business strategy but also a solid understanding of the link between the key drivers and the benefits of corporate social responsibility and HR's role.

Despite the extensive body of literature examining firms' strategies for CSR, majority of this research are as case studies and surveys of the CSR initiatives and CSR reporting. Little insight exists into the implementation CSR for sustainable development. This paper seeks to address this gap by examining issues surrounding the implementation and sustenance of CSR programs. Specifically, the question of how to implement the CSR initiatives systematically for the long term benefit of the organization is examined.

Concept of CSR

The World Business Council for Sustainable Development (1998) defines corporate social responsibility as "the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large". According to Goralski, (1972), any working definition of Corporate Social Responsibility requires three aspects: A business expenditure or activity must be ‘one for which the marginal returns to the corporation are less than the returns available from some alternative expenditure'; it must be purely voluntary; and must be an actual corporate expenditure rather than a conduit for individual largess. Then Davis (1973) propounded, the much known, ‘Iron Law of responsibility'. According to Mehta (2004) social responsibility is essentially a subjective term. Some interpret it as no more than the ‘price' that needs to be paid to mitigate the possibly adverse implications of a company's activities on the local community; and others as a good proxy for ‘corporate citizenship' whilst others as the index for corporate ethics. Other definitions have been given by Wharton & Blake Stanley Cup Finals jersey Clifton (2002). Saxena & Gupta (2005) and define CSR as ‘Part ? lying with corporates ? of total commitment required to achieve complete harmony between terms and demands, even conflicting ones, of three core players ? Society, Government and Corporates ? for growth of healthy, meaningful and sustainable ‘Business''.

As Gillis & Spring (2001) emphasize, consumers, investors, community members and potential employees are all seeking and demanding information on a corporation's social performance; thereby asking corporates to be conscious of their responsibilities towards society. Khandwalla, (2004) voices similar sentiments that the fundamental idea embedded in CSR is that business corporations can no longer act as isolated entities, detached from the broader issues of society. As Cherunilam (1998) puts it, there is a symbiotic relationship that needs to exist between Business and Society. He further adds that business survives using resources of society, and has responsibility to society.