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Open AccessArticle

Corporate Social Responsibility in the Management of Human and Environmental Resources: Andalucian Perspectives

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Department of Geography, History and Humanities, Area of Knowledge: Sociology, University of Almeria, 04120 Almería, Spain
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Department of Psychology, Knowledge Area: Social Psychology, University of Almería, 04120 Almeria, Spain
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Author to whom correspondence should be addressed.
Resources 2019, 8(4), 165; https://doi.org/10.3390/resources8040165
Received: 10 June 2019 / Revised: 15 July 2019 / Accepted: 30 September 2019 / Published: 10 October 2019
(This article belongs to the Special Issue Worldwide Research on Resources in Social Science)
There are a number of objectives that guide this work. First, we aimed to identify the general characteristics of Andalusian companies in terms their approach to social responsibility, particularly in the area of human resources and environmental impact. Second, we aimed to identify the particularities of social responsibility within the productive sector. For this, a questionnaire was designed, which was administered to 365 executives belonging to different sectors. The results show that the greatest concern of Andalusian companies is the satisfaction of their employees, followed by energy saving measures, and environmental impact. We also found differences according to the productive sector studied. In particular, while in the agricultural and livestock sectors the human elements appear to be of importance, the industrial and commercial sectors pay more attention to environmental elements. However, the data highlight the need to continue working within this area of research, adopting a preventive or proactive approach. View Full-Text
Keywords: corporate social responsibility; Andalusian companies corporate social responsibility; Andalusian companies
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González-Moreno, M.J.; Salvador-Ferrer, C.M.; Checa-Olmos, J.C. Corporate Social Responsibility in the Management of Human and Environmental Resources: Andalucian Perspectives. Resources 2019, 8, 165.

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