Please use this identifier to cite or link to this item: https://ir.iimcal.ac.in:8443/jspui/handle/123456789/1392
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dc.contributor.authorJammulamadaka, Nimruji Prasad
dc.contributor.authorKhonde, Dinesh B.
dc.date.accessioned2021-08-26T06:05:54Z-
dc.date.available2021-08-26T06:05:54Z-
dc.date.issued2011
dc.identifier.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-84858052376&doi=10.1142%2fS0218927511001526&partnerID=40&md5=05924a1d358c7540aadd6899cbc3dbd2
dc.identifier.urihttps://ir.iimcal.ac.in:8443/jspui/handle/123456789/1392-
dc.descriptionJammulamadaka, Nimruji Prasad, Indian Institute of Management, IIM, C210, D. H. Road, Calcutta Joka, Kolkata 700104, India; Khonde, Dinesh B., Burckhardt Compression (India) Pvt. Ltd., Pune, India
dc.descriptionISSN/ISBN - 02189275
dc.descriptionpp.157-176
dc.descriptionDOI - 10.1142/S0218927511001526
dc.description.abstractThis case deals with a medium-sized engineering company's experiences with initiating CSR. It covers aspects like the rationale for CSR, its relationship with strategy, participation in CSR and speed breakers on the path to building a CSR culture in the company. After sustained growth over a few years, the top management has decided to look beyond profits and embarked on CSR. They allocated 2% of their PBT to their Trust to oversee CSR activities. They began the activities about one and a half years ago. The engagement began with much enthusiasm but with time, it started losing steam. The senior management has also been having a rethink about CSR strategy. Mr. Khonde, the HR head now has to suggest ways of mainstreaming CSR within the company. © 2011 World Scientific Publishing Co.
dc.publisherSCOPUS
dc.publisherAsian Case Research Journal
dc.relation.ispartofseries15(2)
dc.subjectCorporate social responsibility
dc.subjectCSR culture
dc.subjectEngineering company
dc.subjectIndia
dc.subjectStrategy
dc.titleEmbedding CSR at Burckhardt compression
dc.typeArticle
Appears in Collections:Organizational Behavior

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