ZEMCH 2015 - International Conference Proceedings | Page 368

Currently, the firms are reforming their policies and commencing programmes and newly developed strategies in Corporate Social Responsibility by modifying their procedures, arrangements,
and positioning what is called “Corporate Social Responsibility officers” (Wood and Logsdon 2002;
Hambrick and Chen 2008). Moreover, examinations of the Corporate Social Responsibility officers’
duties applications verified their integration of Corporate Social Responsibility into the framework and activities of the company is capitalised upon their presence. It is appropriate from this
literature to conclude on how crucial the role of Corporate Social Responsibility officers in an
organisation and their efficiency influencing solving the social environmental issues.
With the Corporate Social Responsibility implementation conceptual model, it is meant to simplify the enterprises cooperation with their stakeholders and to analyse the various engagements
the companies have with the surrounding elements. Likewise, it can be seen as an evaluation
method to assess the central elements of Corporate Social Responsibility framework effectiveness. This model takes an emphasis on the implementation verge of Corporate Social Responsibility, placing aside theoretical and philosophical aspects. The model features are shown in Figure 6.

366

ZEMCH 2015 | International Conference | Bari - Lecce, Italy