M. Susan Jones

The article evaluates how knowledge workers in new-age businesses in developing economies conceptualize and practise acts of individual social responsibility vis-à-vis the corporate social responsibility endeavours of the companies for which they work. The study aims to differentiate between the values that drive ISR and CSR in such organizations. On one hand, the study targets young information technology professionals between the ages of 25 and 35 years exploring the individual motivations for socially responsible behaviour, and it looks at CSR managers responsible for strategizing and implementing CSR portfolio, representing the organizational imperatives of CSR behaviour and practice on the other. The study concludes with a conceptualization of how the convergence or otherwise of motivations between ISR and CSR in such organizations are defined and what are their determinants, with the derivative managerial implications for firms in developing economies in the context of managing the relatively younger workforce’s participation in their CSR efforts.

This chapter looks at the evolution of CorporateSocial responsibility in the Indian context and explores the conceptualization of Brand Valuation in an attempt to correlate the two. The chapter looks at the pre and post-mandate era of CorporateSocial responsibility as practiced in India and identifies how and why the regulator’s outlook changed over time. The chapter deduces the implications of CorporateSocial responsibility for brands and branding as a managerial process and what constitutes Responsible brands. It looks at some of the major Brand Valuation methodologies prevalent and identifies the gaps therein; specifically how the aspect of CorporateSocial responsibility which intuitively looks relevant to branding has largely remained untouched. The chapter presents the case for including Social responsibility as an antecedent for Brand Valuation.