Exploring human resource management roles in corporate social responsibility: the CSR-HRM co-creation model

Abstract

Formulating and translating Corporate Social Responsibility (CSR) strategy into actual managerial practices and outcome values remains an ongoing challenge for many organizations. This paper argues that the Human Resource Management (HRM) function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights the important interfaces between CSR and HRM and develops a conceptual model, the CSR-HRM Co-Creation Model which accounts for the potential HRM roles in CSR and identifies a range of outcome values resulting from a more effective integration of the role of HRM within CSR. The paper concludes with relevant theoretical and managerial recommendations that advance our understanding of the potential interfaces between HRM and CSR and how HRM can support a systematic and progressive CSR agenda.

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ORCID for I.A. Harwood: orcid.org/0000-0002-8647-2169

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