From Stated Commitment to Real Change: How Does Corporate Social Responsibility Actually Transform Human Resource Practices? Evidence from a Qualitative Multiple-Case Study in Tunisia

Vol. 21, N°2 (2026)

From Stated Commitment to Real Change: How Does Corporate Social Responsibility Actually Transform Human Resource Practices? Evidence from a Qualitative Multiple-Case Study in Tunisia

Nihel Drira & Ahmed Turki

Résumé

This study examines how and why the influence of corporate social responsibility (CSR) varies across human resource management (HRM) practices in Tunisian companies. A qualitative multiple-case study was conducted in five companies selected through purposive sampling. The study seeks to understand how CSR is reflected in HRM practices. Data were collected through five semi-structured interviews with HR managers or individuals involved in CSR-related activities and complemented, where available, by documentary sources. The analysis considers the differences from one HRM practice to another. The findings show that CSR influences HRM through a progressive and selective process rather than through a radical transformation. In general, this influence does not appear in the same way across all practices. Training is the most directly affected practice, particularly through health and safety, environmental and certification-related activities. Recruitment and promotion are also evolving through the gradual incorporation of social, behavioral and environmental criteria, whereas variable compensation remains less influenced. Overall, these results highlight a gradual evolution rather than a complete change in existing practices. The study therefore contributes to understanding responsible HRM as a process that varies according to the organizational context, involving gradual adaptation in which CSR principles are integrated unevenly into existing HR practices.

Mots clés:

Corporate social responsibility (CSR); socially responsible human resource management (SR-HRM); human resource management practices; qualitative multiple-case study; Tunisia; CSR–HRM integration

Comment citer cet article

Nihel Drira & Ahmed Turki (2026), " From Stated Commitment to Real Change: How Does Corporate Social Responsibility Actually Transform Human Resource Practices? Evidence from a Qualitative Multiple-Case Study in Tunisia ", International Journal of Management And Technologies, Vol.21, N°2, pp: 70-94. http://www.ijmat.tn/pages/articles/31/187