2012 Awards for Excellence

Citation

(2013), "2012 Awards for Excellence", Social Responsibility Journal, Vol. 9 No. 1. https://doi.org/10.1108/srj.2013.36809aaa.003

2012 Awards for Excellence

Article Type: 2012 Awards for Excellence From: Social Responsibility Journal, Volume 9, Issue 1

The following article was selected for this year's Outstanding Paper Award for Social Responsibility Journal

``Global HRM and the dilemma of competing stakeholder interests''

Satu LähteenmäkiDepartment of Management, Turku School of Economics at the University of Turku, Turku, Finland

Maarit LaihoDepartment of Management, Turku School of Economics at the University of Turku, Turku, Finland

Purpose - The purpose of this paper is to study the meaning of socially responsible human resourcem management (HRM) in the global business context.Design/methodology/approach -- This paper is based on a multiple case study and is descriptive. The study focuses on four case studies of two Finnish multinational companies. The data sources are company documents and web sites, newspapers, financial periodicals and web-based open communication channels.

Findings - The study shows the contextual nature of socially responsible HRM and highlights the need to recognise the magnitude of the issues and viewpoints that affect the evaluation of social responsibility from the HRM point of view. The study also reveals the gap between the rhetoric used by top management and the messages given out by the HR function.

Research limitations/implications - The four cases examined in this study do not allow for empirical generalisations.

Practical implications - The study stresses that the costs and consequences of unethical behaviour cannot be overlooked when aiming to maintain the image of a socially responsible company.

Originality/value - This study addresses a research gap in HRM studies by adopting an ethical perspective and suggesting that instead of balancing global integration with responsiveness to local customs companies should find a balance between profitability and responsibility. The study provides rich material for discussion and illustration.

Keywords :Corporate social responsibility, Human resource management, Human resource strategies, Multinational companies, Finland

www.emeraldinsight.com/10.1108/17471111111141477

This article originally appeared in Volume 7 Number 2, 2011, pp. 166-80, Social Responsibility Journal

The following articles were selected for this year's Highly Commended Award

``CSR development problems in Lithuania: evaluation of promoting and hindering factors''

Rita Vilke

This article originally appeared in Volume 7 Number 4, 2011, Social Responsibility Journal

``The influence of coercive isomorphism on corporate social responsibility reporting and reputation''

Suaini Othman, Faizah Darus, Roshayani Arshad

This article originally appeared in Volume 7 Number 1, 2011, Social Responsibility Journal