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Social responsibility of major infrastructure projects in China · Study

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ArticleSocial responsibility of major infrastructure projects in China

Saixing Zeng2014

Article2014

Social responsibility of major infrastructure projects in China

Saixing Zeng · Hanyang Ma · Han Lin · Vivian W.Y. Tam

251 citations·0/0 files stored·International Journal of Project Management

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Corporate Social Responsibility and Sustainability Construction Project Management and Performance Corporate Social Responsibility Reporting

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References

2010Strategic management a stakeholder approach 1991The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders 1995A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance 2001Corporate Social Responsibility: A Theory of the Firm Perspective 1999Corporate Social Responsibility 1989Is public expenditure productive?2007Why would corporations behave in socially responsible ways? an institutional theory of corporate social responsibility 2008“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility

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2018Drivers, motivations, and barriers to the implementation of corporate social responsibility practices by construction enterprises： A review 2017Corruption Forms in the Construction Industry: Literature Review 2019Governance of institutional complexity in megaproject organizations 2017The societal governance of megaproject social responsibility 2016Towards an improved understanding of project stakeholder landscapes

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Details

Year2014

Typearticle

Published2014-08-10

VenueInternational Journal of Project Management

ISSN-L0263-7863

Languageen

Citations251

Files0 public / 0

ShelfCorporate Social Responsibility and Sustainability

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doi10.1016/j.ijproman.2014.07.007

openalex_workW1970124872

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2018Value-oriented stakeholder influence on infrastructure projects

2017An indicator system for evaluating megaproject social responsibility

2016Investigating key challenges in major public engineering projects by a network-theory based analysis of stakeholder concerns: A case study