Mimetic processes and normative pressure play a

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Mimetic processes and normative pressure play a limited role in relation to textile fi rms. These fi rms operate in a business climate of uncertainty and extreme competition with low margins. Managers tend not to consider environmental and social issues as a priority, even in the long term. The potential bene fi ts of adopting CSR practices are not clear to textile fi rms in Brazil or China. Thus, CSR is not embedded as a voluntary and legitimate organizational practice. 4 Roadmap to Implement Corporate Social Responsibility Practices A CSR roadmap is presented in Fig. 1 . It identi fi es drivers, mechanisms to implement CSR practices, and outcomes. A company initiating a CSR should identify the various driving forces directing sustainable behavior and the desired outcomes. This provides the basis for identifying the most appropriate practices that should be adopted by the company. The types of practices that may be required are divided into the following four categories: internal, natural environment, relational, and discretionary. Internal practices focus on providing a healthy and safe environment and appropriate career plans for employees, and they guarantee the production of a quality product. Natural environment practices encompass an EMS, which can be considered a moral and legal necessity to reduce and control environmental impacts. Discretionary practices include the development of social programs focused on local communities. Finally, relational practices involve the development and maintenance of relationship with stakeholders. Welford ( 2004 , 2005 ) de fi ned a similar set of four categories of CSR practices based on stakeholder relationship and orientation. These practices are classi fi ed as internal and accountability (which are more focused on market stakeholder satis- faction), and relational and citizenship (which are more related to building a good image in the eyes of nonmarket stakeholders). Kim and Choi ( 2013 ) suggested another breakdown of four CSR practices: internal environment, moral, discre- tionary, and relational. Although these studies contribute to developing and expanding CSR practices, it is important to address the underlying rationale for stakeholder demands. Figure 1 includes a broad range of drivers, desired outcomes, and various practices that could be encompassed in a company s CSR. However, in proceeding with CSR, a company has to address priorities among the various possibilities and develop an implementation plan with the most appropriate allocation of resources over time. Perspectives, Drivers, and a Roadmap for Corporate 13
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The highly competitive nature of the textile and clothing industry will make decisions by a company to implement CSR problematic. Many companies will fi nd it dif fi cult to use scarce resources on what will be perceived as esoteric investments.
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  • Fall '19
  • Corporate social responsibility, CSR Practices

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