Publication
Apr 2014
This paper uses a comparative case study of three Canadian gold firms to examine how external pressures and corporate leadership impact corporate social responsibility (CSR) policy and performance. The author concludes that treating external and internal influences as interacting rather than independent variables can lead to a more comprehensive understanding of what triggers change in corporate social behavior and that assessing corporate leadership values is necessary to explain changes in CSR performance.
Download |
English (PDF, 64 pages, 1.0 MB) |
---|---|
Author | Leah Henderson |
Series | LSE International Development Working Papers |
Issue | 155 |
Publisher | LSE Department of International Development (ID) |
Copyright | © 2014 LSE |