Corporate social responsibility and multiple agency theory: A case study of internal stakeholder engagement

Abstract

Abstract Employee engagement via corporate social responsibility (CSR) involves conflicts of interest between firms, employees, and political institutions. We examined the international transfer of employees of an airline company as a case study of a CSR strategy based on human resource management. From the dual approach of multiple agency theory and a resource‐based perspective, we found that by increasing worker mobility costs, the European Union hindered the firm's CSR strategy of employee engagement. This contrasts with the stated aim of the European Union to promote worker mobility.

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