Student at Christ University Delhi NCR Campus, India
Corporate Social Responsibility (CSR) and Corporate Governance are two concepts that are increasingly gaining importance in the corporate world. CSR refers to the ethical and moral obligations of a corporation towards society and the environment, while Corporate Governance refers to the systems, policies, and procedures that ensure the accountability, transparency, and fairness of a corporation’s decision-making processes.The relationship between CSR and Corporate Governance is intertwined, as they both serve to enhance the overall reputation and sustainability of a corporation. By adopting CSR practices, corporations can demonstrate their commitment to social and environmental responsibility, which can improve their reputation and brand image. At the same time, Corporate Governance provides the framework for implementing CSR practices effectively, ensuring that these practices are aligned with the corporation's overall strategy and objectives. The link between CSR and Corporate Governance is especially relevant in today's globalized business environment, where corporations are expected to take into account the social and environmental impact of their operations. The incorporation of CSR into Corporate Governance frameworks helps to ensure that corporations are accountable for their actions and that their decisions are guided by ethical considerations. It also allows for a more sustainable approach to business, which can lead to long-term benefits for both the corporation and society as a whole. In conclusion, CSR and Corporate Governance are complementary concepts that play a critical role in the success and sustainability of modern corporations. The incorporation of CSR into Corporate Governance frameworks can enhance the overall reputation and social responsibility of a corporation, while ensuring that its decisions are guided by ethical considerations and aligned with its long-term objectives.
International Journal of Law Management and Humanities, Volume 6, Issue 2, Page 929 - 935DOI: https://doij.org/10.10000/IJLMH.114457
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