By Katrin Hansen, Cathrine Seierstad

This publication highlights the main severe elements of variety and their implications for company Social accountability (CSR), interpreting them in a suite of conceptual and sensible contributions from researchers and practitioners alike. specifically the booklet discusses sturdy and top practices for range administration and analyzes attainable hyperlinks among CSR and variety inside of enterprises. Examples are drawn from a various variety of organizational settings together with organizations, academic associations and different (non-profit) firms and in quite a few nations, together with Germany, the united kingdom, the us and India.

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In: Hansen K (ed) CSR und diversity management, Berlin and Heidelberg: 1–51 Hansen K, Aretz HJ (2011) Diversity management. In: Wollert A, Knauth P (eds) Human resource management (Digitale Fachbibliothek). Symposion Publishing, D€ usseldorf Hansen U (2012) Glaubw€ urdigkeit und Sichtbarkeit von Corporate Social Responsibility. In: Hansen U, Schoenheit I (eds) 2012: Corporate social responsibility. Auf dem Weg zu Akzeptanz und Glaubw€ urdigkeit. Hannover, pp 301–316 Hansen U, Schrader U (2012) Corporate social responsibility als aktuelles Thema der Betriebswirtschaftslehre.

In: Hansen K, Seierstad C (eds) Corporate social responsibility and diversity management. Springer, Heidelberg Roberson L, Kulik CT (2007) Stereotype threat at work. AoM Perspect 21(2):24–40 Roberts LM (2005) Changing faces: professional image construction in diverse organizational settings. AOM Rev 30(4):685–711 Ryan MK, Haslam SA (2007) The glass cliff: exploring the dynamics. Surrounding the appointment of women to precarious leadership positions. AoM Rev 32(2):549–572 Schmidpeter R (2013) Das Gegensatzdenken proaktiv € uberwinden.

This corresponds with an open posture. – In total, the function of latent pattern maintenance is fulfilled by a comprehensive DM and CSR vision fitting with the (developing) values of the organisation and being attractive and realistic for the organisation in total, combining individual interests and beliefs, organisation’s vision and societal concerns. It is evident that the four functions of the AGIL concept can adopt the form of subsystems. During the process of implementing and improving the concept(s) of CSR and DM, we suggest to focus on the interplay of the processes and actions proposed to build a harmonised bundle of actions and measures, following the principle of internal and strategic consistence.

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