There are no translations available.
Abstract The purpose of this article is to investigate how Human Resources (HR) contributes to responsible leadership. Although Corporate
Social Responsibility (CSR) practices have been embraced by many corporations in recent years, the specific contributions
of HR professionals, HR management practices and employees to responsible leadership have been overlooked. Relying on the
analysis of interviews with 30 CSR and HR corporate executives from 22 corporations operating in France, we specify the HR
contributions to responsible leadership at the functional, practical, and relational levels of analysis. We analyze whether
and how HR support employees’ involvement in CSR, and highlight areas of collaboration and tension between HR and CSR functions
around emerging practices of responsible leadership. Our findings uncover the multiple yet often implicit roles of HR in responsible
leadership as well as the interrelation between functional, practical and relational dimensions of these roles. Finally, this
study suggests that the organization of the HR–CSR interface can enable or undermine the HR contributions to responsible leadership
and points to underlying cognitive factors that shape the HR–CSR interface.
- Content Type Journal Article
- Pages 1-18
- DOI 10.1007/s10551-011-1028-1
- Authors
- Jean-Pascal Gond, HEC Montréal, 3000 Chemin de la Côte-Sainte-Catherine, Montreal, QC H3T 2A7, Canada
- Jacques Igalens, Université de Toulouse, Toulouse Business School, 20, Boulevard Lascrosses, BP 7010, 31068 Toulouse Cedex 7, France
- Valérie Swaen, Université catholique de Louvain, Louvain School of Management, 1, Place des Doyens, 1348 Louvain-la-Neuve, Belgium
- Assâad El Akremi, Centre de Recherche en Management, Université Toulouse I—Capitole, Place Anatole France, 31 042 Toulouse Cedex, France