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ctivities, its scope of operations as well as the industry in which it lies. However, a CSR program encompasses the human rights, environment, community involvement, strategic vision, ethics/anti-corruption, and workforce/labor relations.

企业管理和企业社会责任--- Corporate Governance versus Corporate Social Responsibility

Painter-Morland (2006) in his work argues that to successfully develop and implement CSR, there has to be consideration for corporate governance. According to the author, corporate governance forms one of the major fundamental pillars in CSR in order to achieve appreciable competitive advantage in business activities. Painter-Morland (2006) goes on further to identify three areas in which majority of the companies fail to accomplish competitive advantage as a result of having ineffective CSR programs: failure to engage the stakeholders in development and implementation of the CSR program; failure to have integrity in various organizational practices; and failure by stakeholders to persistently pressurize the organization to keep its promises. In this respect, Koegel (2007).agrees with Painter-Morland (2006) that adopting the right corporate governance may come in handy to facilitate an organization develop and implement a comprehensive program that impacts all levels of the organizations operations.

The aforementioned considerations sufficiently ‘elucidate the role of corporate governance in developing a CSR program for competitive advantage’ (Stephenson, 2009, p. 255). Therefore, a proper infrastructure that will facilitate in developing and monitoring CSR is supposed to be given priority by the management/leadership.
In another perspective, communication is regarded as another factor in the process of making use of corporate governance as a base for developing and implementing CSR. It is therefore critical for the management in any organization to continuously ‘engage in effective communication to develop implement CSR programs’ (Ibid, 2009, p. 256). Such effective communication processes avails the necessary information and support to internal stakeholders so that they strengthen their CSR programs. Failure to have the necessary information, indiviudlas within a company do not has access to resources and tools required in successful implementation of CSR programs. Stephenson, (2009) goes on further to argue that instituting CSR programs calls for a top down approach in some extent. Therefore, corporate governance has to set the pace for creation of CSR both through the use of modeling and provisioning of resources.

企业股东--- The Company Stakeholders

The rapid globalization process, driven by IT advancements, has led to the creation of global operating environment for companies and organizations. Therefore, in their corporate strategies, organizations define and consider ‘global stakeholders’. In this regard, Beth and Ruggie (2005), refers to a corporate stakeholder as that individual group or organization that can place a claim on company’s attention, resources, and output. Corporate stakeholders are therefore capable and in a better position to challenge the corporate behavior and hence become part and parcel of the organization. Although a number of multinationals practice local stakeholder engagement within their countries of origin, via investing in local charities, 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。