Corporate social responsibility: tools, drivers, and enablers in the emirate of Dubai
| dc.Location | 2011 HF 5549 M35 | |
| dc.Supervisor | Professor Ashly Pinnington | |
| dc.contributor.author | Malik, Najia | |
| dc.date.accessioned | 2013-05-20T11:18:35Z | |
| dc.date.available | 2013-05-20T11:18:35Z | |
| dc.date.issued | 2011-08 | |
| dc.description | DISSERTATION WITH DISTINCTION | |
| dc.description.abstract | As the calls to businesses to be socially responsible become more urgent, the main debate in academia has moved away from attempts to reaching a unified definition of Corporate Social Responsibility (CSR) towards efforts to understanding how businesses can implement CSR more effectively. Existing literature proposes that for organisations to become more corporately responsible, significant links need to be established between CSR and HRM. “…an alliance of legal, PR and HR departments can be the key to successfully implementing CSR initiatives.” (Redington 2005:48). Perceptions regarding CSR, its tools, drivers and enablers, are explored through an empirical study of organisations operating in the rapidly emerging economy of the emirate of Dubai. The results show that though the phenomenon of CSR in the emirate has transformed from solely philanthropy to organisations seeking to roll out their CSR initiatives through a more cohesive CSR strategy, the challenge lies in developing significant multiple and explicit CSR and HRM links. | en_US |
| dc.identifier.other | 80153 | |
| dc.identifier.uri | http://bspace.buid.ac.ae/handle/1234/89 | |
| dc.language.iso | en | en_US |
| dc.publisher | The British University in Dubai (BUiD) | en_US |
| dc.subject | Corporate Social Responsibility (CSR) | en_US |
| dc.subject | drivers | en_US |
| dc.subject | Dubai | en_US |
| dc.title | Corporate social responsibility: tools, drivers, and enablers in the emirate of Dubai | en_US |
| dc.type | Dissertation | en_US |