Dear Colleagues,

CSR is an innovative and promising area that generates great interest not only among academics but also among the companies themselves due to, among other aspects, the influence that it has on both internal and external effects of the organization—that is, in the day to day management of the company and in achieving greater organizational performance, as well as in the contribution that it makes to sustainability (with the triple bottom line—economic, social and environmental results) (Aguilera et al., 2007; Stankevičiūtė and Savanevičienė, 2018; Svensson and Wood, 2011).

This growing field of research presents important challenges for academics to work on. One of the most important of these involves the measurement of CSR, since the literature on this topic is inconsistent and lacks practical maturity (Jamali et al., 2015; Voegtlin and Greenwood, 2016). That is why many authors point out the need to promote the discipline by establishing mechanisms that allow an objective and effective evaluation and comparison of the contributions that are made in the different (functional) areas of the company to the CSR approach and the value that is added to its different stakeholders (e.g., Blowfield, 2005; Jamali et al., 2015). This contribution would help firms to identify how Socially Responsible they are in different organizational areas and to what extent they contribute to sustainability.

This Special Issue is focused on filling this gap in the research. Specifically, it is focused on socially Responsible Human Resource Management (SR-HRM). Although efforts to define and specify the particular actions covered by SR-HRM can be found in the literature (e.g., Barrena-Martínez et al., 2017; Diaz-Carrion et al., 2018; Dupont et al., 2013; Jamali et al., 2015), there is a need to improve understanding of this discipline by establishing mechanisms that effectively allow its evaluation and comparison in a systematic way (Aust et al., 2018). In this sense, we invite you to send your contributions on measurement instruments to evaluate aspects including but not limited to:

• The contribution of talent management to CSR;
• The relationship between organizational behaviour (leadership, motivation, satisfaction, team management, culture, etc.) and CSR;
• The measurement of Social Responsibility within HRM;
• SR-HRM as a process to promote employees’ well-being;
• Evaluation of environmental, economic, and social aspects of SR-HRM;
• Analysis of the main deficiencies of the current SR-HRM and sustainable indicators;
• The relationship between employee relations and SR-HRM.

All manuscripts will be reviewed by experts in the field and must be submitted no later than the end of 31^st January 2020.

References:

Aguilera, R.V.; Rupp, D.E.; Williams, C. A.; Ganapathi, J. Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review 2007, 32(3), 836-863.

Aust, I.; Muller-Camen, M.; Poutsma, E. SR-HRM: A comparative and international perspective. In Handbook of Research in Comparative Human Resource Management, 2nd ed; Brewster, C., Farndale, E., Mayrhofer, W., Eds.; Edward Elgar Publishing, 2018, pp. 358-369.

Barrena-Martínez, J.; López-Fernández, M.; Romero-Fernández, P.M. Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus. The International Journal of Human Resource Management 2017, 1-37.

Blowfield, M. Corporate Social Responsibility: reinventing the meaning of development?. International Affairs 2005, 81(3), 515-524.

Díaz-Carrión, R.; López-Fernández, M.; Romero-Fernández, P.M. Evidence of different models of Socially Responsible HRM in Europe. Business Ethics: A European Review 2018, 18(1), 1-18.

Dupont, C.; Ferauge, P.; Giuliano, R. The impact of corporate social responsibility on human resource management: GDF SUEZ’s case. International Business Research 2013, 6(12), 145- 155.


Jamali, D.; Safieddine, A.M.; Rabbath, M. Corporate governance and corporate social responsibility synergies and interrelationships. Corporate Governance: An International Review 2008, 16(5), 443-459.

Stankevičiūtė, Z.; Savanevičienė, A. Designing Sustainable HRM: The Core Characteristics of Emerging Field. Sustainability 2018, 10(12), 4798.

Svensson, G.; Wood, G. A model of cause-related marketing for “profit-driven” and “non-profit” organizations. European business review 2011, 23(2), 203-214.

Voegtlin, C.; Greenwood, M. Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Huma Resource Management Review 2016, 26(3): 181-197.

Dr. Macarena Lopez-Fernandez
Dr. Pedro M. Romero-Fernández
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

• Corporate Social Responsibility
• Measurement
• Socially Responsible Human Resource Management (SR-HRM)
• Sustainability
• Instruments