ABSTRACT
For more than a decade, social responsibility has challenged companies and their managers to introduce social innovations in all their areas of influence. A recent compromise between the expectations of an increasingly vigilant civil society and companies anxious to exhibit a positive social contribution, social responsibility defines new areas of performance related to the environment and local development. At the same time, it calls into question the perspective in which the organization’s traditional functions, such as strategic human resource management (SRHM), are considered (Drnevich and Shanley, 2005; Schuler and Jackson, 2005; Paauwe and Boseli, 2003; Vosburgh, 2003).
