CSR and Corporate Governance
The purpose of the Center’s research on CSR is to help companies adopt CSR strategies in countries of transition by
- Analyzing the economic, social and cultural factors that influence company decisions
- Mapping out the drivers for and impediments on CSR in Central-Eastern Europe
- Advising on developing and implementing CSR policies
- We completed the first phase of research on the drivers and impediments on CSR in Hungary in December 2006.
Output: Paper presented at the Corporate Responsibility International Research Conference at Trinity College, Dublin in September 2006; research report at the CSR European Platform Workshop at Cranfield School of Management (UK) in January 2007.
The Center also participates in the multiyear, EU Framework Programme 6 funded integrated project on Reflexive Governance, in partnership with the University of Cambridge, Centre for Business Research. The purpose of our research in this project is threefold:
- Study the evolution of corporate governance codes in Hungary. The present stage of our empirical work is aiming at data and information collection on the emergence of multiple forms of normative ordering (legislation, case-law, codes, disclosure regimes, accounting standards);
- Study the interaction of economic actors and state regulators/legislators in the elaboration of the company law and its impact on corporate governance; and
- Contribute to the theme of corporate social responsibility (CSR) and how it affects companies’ ability to reconcile the drive for shareholder value with the need to take into account the interests of other stakeholder groups.
Output: First research report completed in December 2007.
The Center provides keynotes in CSR events and conferences in Hungary; consulting business organizations on CSR and corporate governance topics, including the Hungarian Business Leaders Forum and the Joint Venture Association; articles on the topic of business in society in different business publications and in electronic and printed media.
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