The IRMA Community
Newsletters
Research IRM
Click a keyword to search titles using our InfoSci-OnDemand powered search:
|
The Synergy of Human Resource Management, Corporate Social Responsibility as an Organizational Soft Power and Sustainable Performance
Abstract
Organisations in today's business landscape are acknowledging the importance of adopting sustainable practises beyond financial performance. This study advocates for a comprehensive approach that integrates human resource management (HRM) and corporate social responsibility (CSR) as organisational soft power to achieve long-term success and positively impact the economy, society, and environment. The research aims to explore the interplay between HRM practises and CSR initiatives (as an organisational soft power) and their effect on sustainable performance outcomes in the luxury hotel industry located in the Bangalore region by incorporating a mixed-mechanism approach. Also, the study seeks to provide insights and guidance for organisations in designing and implementing HRM strategies that promote CSR as an organisational soft power and contribute to sustainable performance outcomes. The findings will provide actionable insights for practitioners and policymakers in designing effective organisational soft power, HRM, and CSR strategies in the studied context.
Related Content
|
Begum Al.
© 2026.
22 pages.
|
|
Sarah Chahine, Mabelle Al Haddad, Ola Talal Masry.
© 2026.
44 pages.
|
|
Fatme El Zahraa Mahmoud Rahal, Aliaa Al Dirani.
© 2026.
34 pages.
|
|
Ghada Khalil Kalakesh, Hala Muhieddine Koleilat Al Dilby, Bassam Mahmoud Tarhini.
© 2026.
32 pages.
|
|
Selma Kalkavan, Sonja Vlaar.
© 2026.
24 pages.
|
|
Raouf Fadlallah, Stelios Marneros, George Papageorgiou.
© 2026.
40 pages.
|
|
Mohamad Saad El Dine Knio, Suha Ali Tahan, Hassan Riad Youness, Mabelle Maurice Haddad, Ali Eren Balikel.
© 2026.
24 pages.
|
|
|