CSR in the Value Chain


Spotted at 8am, Tuesday morning, a group of employees from Tokio Marine picking up trash at Tokyo Station. Enjoying a walk, company branding or team bonding. Just do it.

Picking up trash, sorting out rubbish and tray return.

Tokyo is a clean city. Singapore employs 70,000 cleaners.

Rupp et al (2018) reported that for employees lower in individualism, external forms of regulation, managers explicit expectations on employees’ participation in CSR activities, top‐down approach to CSR management might be more effective in strengthening the CSR perceptions–work engage-ment link.

Cultural diversity of the workforce in developing strategy around the CSR context are likely to result in an engaged workforce through enhanced CSR perceptions and the culturally bound management of CSR initiatives.

These issues need to be balanced with the primary goals of CSR initiatives (e.g., to reduce pollution, support local economies, and defend human rights), as well as the perceptions of other stakeholder groups such as consumers, shareholders, Rupp; Mallory, 2015).


CSR in the Value Chain by Tokio Marine Holdings, Inc.

Deborah E. Rupp et al (2018), “Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and

individualism”, Wiley, Journal of Organisational Behavior (Accessed: 23 Oct 2018)

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