Corporate social responsibility and management process in Japanese corporations

Kanji Tanimoto*

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

11 Citations (Scopus)


This paper seeks to explore how corporate social responsibility (CSR) is embedded in corporate organisations. The major questions examined are "How the CSR institutionalisation has been developed" and "How it functions in the organisation" While recent literature argues that CSR is important to a successful business strategy, and that CSR and corporate governance are intricately connected, this paper demonstrates how CSR is, or rather is not, actually incorporated into management processes and corporate governance, and argues that simply establishing the relevant institutions is not enough to ensure the automatic functioning of CSR. A qualitative interpretive research methodology was adopted with CSR managers of six major corporations in Japan. CSR departments should be given practical commissions and its roles should be clarified within organisations. When establishing a CSR mid-term plan, it should be linked to any concurrent mid-term management plan.

Original languageEnglish
Pages (from-to)10-25
Number of pages16
JournalWorld Review of Entrepreneurship, Management and Sustainable Development
Issue number1
Publication statusPublished - 2013


  • CSR
  • Corporate governance
  • Corporate social responsibility
  • Embedding
  • Institutionalisation
  • Management process
  • Mid-term management plan

ASJC Scopus subject areas

  • Business and International Management
  • Renewable Energy, Sustainability and the Environment
  • Economics and Econometrics


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