Abstract
The roles of companies as global forces are becoming more urgent and complex, and concepts related to social responsibility and sustainability are gaining recognition as essential elements in business management. More precisely, corporate social responsibility (CSR) management practices are often utilized to attract talented employees. However, knowledge about whether CSR practices are of particular importance to employees are still rare. The lack of theoretical knowledge becomes even more apparent in the context of emerging markets, such as the United Arab Emirates. Also, most empirical works build on simple questionnaires asking for the importance of CSR and other employer characteristics. To bridge this gap in the literature, this chapter refers to relative weight of CSR (compared to other employer attributes) in the utility function of employees and potential applicants and deploys a conjoint analysis to identify the preferences of senior business students. Findings provide empirical evidence that, on average, students value responsibility towards employee more than workplace and company related attributes.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Notes
- 1.
Average relative utilities are reported in brackets.
References
Bansal, P., & Roth, K. (2000). Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43(4), 717–736.
Bhattacharya, C. B., Sen, S., & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2), 37–44.
Clarkson, M. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92–117.
Haak-Saheem, W., Festing, M., & Darwish, T. K. (2017). International human resource management in the Arab Gulf States–an institutional perspective. The International Journal of Human Resource Management, 28(18), 2684–2712.
Holland, D., & Albrecht, C. (2013). The worldwide academic field of business ethics: Scholars’ perceptions of the most important issues. Journal of Business Ethics, 117(4), 777–788.
Randy Evans, W., & Davis, W. D. (2011). An examination of perceived corporate citizenship, job applicant attraction, and CSR work role definition. Business & Society, 50(3), 456–480.
Turker, D. (2009). Measuring corporate social responsibility: A scale development study. Journal of Business Ethics, 85(4), 411–427.
UAE Vision 2021. Accessed February 27, 2020., from https://www.vision2021.ae/en
Turban, D. B., & Greening, D. W. (1996). Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40(3), 658–672.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Haak-Saheem, W. (2021). United Arab Emirates. In: Bustamante, S., Pizzutilo, F., Martinovic, M., Herrero Olarte, S. (eds) Corporate Social Responsibility and Employer Attractiveness. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-030-68861-5_32
Download citation
DOI: https://doi.org/10.1007/978-3-030-68861-5_32
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-68860-8
Online ISBN: 978-3-030-68861-5
eBook Packages: Religion and PhilosophyPhilosophy and Religion (R0)