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Eesley, C., & Lenox, M. J. (2005). Secondary Stakeholder Actions and the Selection of Firm Targets (Working Paper, No. 104). Rock Center for Corporate Governance at Stanford University.

has been cited by the following article:

• TITLE: The Interplay of CSR (Corporate Social Responsibility) and Individual Social Responsibility (ISR) towards Enhanced Organizational Resilience in MNCs

  AUTHORS: Zahra Gorjian Khanzad, Ali A. Gooyabadi

  KEYWORDS: CSR (Corporate Social Responsibility), Individual/Personal Social Responsibility (I/PSR), Organizational Resilience, Corporate/Individual Culture

  JOURNAL NAME: Open Journal of Business and Management, Vol.10 No.1, January 19, 2022

  ABSTRACT: Individual Social Responsibility (ISR) is becoming a fundamental pillar for companies with transparent Corporate Social Responsibility (CSR) strategies. This approach leverages the inseparability of an individual's cultural and socioeconomic from contextual factors such as environmental, social, economic, and stakeholder perspectives. This paper will focus on the enhancement of organizational resilience through positive interaction between ISR and CSR. CSR is the result of evolutionary practices responding to the fulfillment of society’s demand for more ethical, transparent, and trustworthy organizations. However, research indicates that CSR cannot be effective without adherence to the ISR principles aligned with the demanded premises and values.