Introduction What do we know? A boundary-process framework Renewed managerial interest in CSR/SD matters triggered the second wave in the 1990s, which was, paradoxically perhaps, strengthened by the 2008 financial crisis. These functions are not a new phenomenon: a first wave emerged in the late 1960s and early 1970s. “CSR/SD professionals” are defined as organizational actors either working within CSR/SD functions or whose role and activities at least have to do with managing CSR/SD issues. “CSR/SD” itself is defined as encompassing corporate interactions with society and in particular with the multiple stakeholder groups from the corporate environment. The umbrella term “CSR/SD” is therefore used throughout the report. While CSR and SD have different historical roots, the two concepts overlap significantly. The focus was on three core topics: the embedding of CSR/SD functions and professionals (Topic #1) their role in managing stakeholder relations (Topic #2) and, more specifically, their contribution to the shaping of interactions with employees and trade unions (Topic #3). An extensive and integrative review of the academic literature was undertaken and an interview with a panel of academic experts conducted in order to highlight various aspects of CSR/SD functions and professionals. By evaluating the literature on this topic, it seeks to clarify how leveraging the already established CSR/SD functions and professionals across organizations can contribute to the International Labour Organization’s (ILO) objective of achieving a future of work that provides decent and sustainable work opportunities for all. This report sets out to analyse the emergence and distinctive impact of corporate social responsibility and sustainable development (CSR/SD) functions and professionals within organizations. How corporate social responsibility and sustainable development functions impact the workplace: A review of the literature Consolidating CSR/SD boundary processes: A research agenda Tackling four key research challengesģ.3. Shaping interactions with employees and trade unions through boundary processesĬritical synthesis, current challenges and perspectives for future researchģ.2. Managing stakeholder relations through CSR/SD boundary processesĢ.3. Embedding CSR/SD functions and professionalsĢ.2. How CSR/SD functions emerge and interact with stakeholders: Reviewing the literature from the perspective of boundary processesĢ.1. Defining CSR/SD functions and contextualizing their emergence The continuous rise of interest in corporate social responsibility and sustainable development in the light of contemporary challengesġ.2. Research background, definitions and methodologyġ.1. Where should we go from here? Four challenges and a research agenda What do we know? A boundary-process framework
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