ABSTRACT
This chapter presents the corporate responsibility (CR) as a broader concept than corporate social responsibility (CSR). It perhaps based on a limited interpretation of CR as a few charitable donations, some employee-volunteering programmes and some green initiatives'. The chapter presents the lead of Bakker and other leaders in eschewing CSR. It explores the evolution in thinking and practice in CR and argues that human resource management (HRM) staff could play a much more active role in helping companies to embed CR. The chapter shows why and how HRM professionals could play this enhanced role. It focuses on the less-practiced field of research, it might be helpful to the reader to highlight a few propositions about why there may be differences in approaches to CR. Management believes that the reputation that Desso has developed in the market as a champion of Cradle to Cradle (C2C) has resonated well with younger job seekers.
