Changing overwork culture: Stakeholder management for employee wellbeing and social sustainability in large Japanese companies

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dc.citation.volumeEarly View
dc.contributor.authorKobayashi K
dc.contributor.authorEweje G
dc.contributor.authorTappin D
dc.date.accessioned2024-05-29T22:55:57Z
dc.date.available2024-05-29T22:55:57Z
dc.date.issued2024-05-13
dc.description.abstractEffectively addressing overwork culture in business remains a challenge, despite growing concerns about its negative impacts on employee wellbeing and productivity. This paper investigates corporate social responsibility (CSR) initiatives and stakeholder management promoted by large Japanese companies to address overwork culture. Based on interviews with managers and stakeholders from 31 companies, the study reveals that despite being part of CSR, overwork reduction initiatives often come into conflict with entrenched institutional pressures. These pressures are embedded in a cultural-cognitive and institutional context that prioritises quality and cooperation over individual productivity. We argue that improving stakeholder relationships is vital for developing a healthy and productive workstyle and for reactivating institutional dynamics that are fundamental to employee wellbeing, productivity and broader social sustainability. By clarifying the role and processes of stakeholder management, this paper contributes to the discourse on overwork and CSR, offering new insights into how to effectively address overwork culture.
dc.description.confidentialfalse
dc.format.pagination1-17
dc.identifier.citationKobayashi K, Eweje G, Tappin D. (2024). Changing overwork culture: Stakeholder management for employee wellbeing and social sustainability in large Japanese companies. Corporate Social Responsibility and Environmental Management. Early View. (pp. 1-17).
dc.identifier.doi10.1002/csr.2844
dc.identifier.eissn1535-3966
dc.identifier.elements-typejournal-article
dc.identifier.issn1535-3958
dc.identifier.urihttps://mro.massey.ac.nz/handle/10179/69696
dc.languageEnglish
dc.publisherERP Environment and John Wiley and Sons Ltd
dc.publisher.urihttps://onlinelibrary.wiley.com/doi/10.1002/csr.2844
dc.relation.isPartOfCorporate Social Responsibility and Environmental Management
dc.rights(c) The author/sen
dc.rights.licenseCC BY-NC-NDen
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/en
dc.subjectcorporate social responsibility
dc.subjectemployee wellbeing
dc.subjectinstitutional factors
dc.subjectoverwork
dc.subjectsocial sustainability
dc.subjectstakeholder management
dc.titleChanging overwork culture: Stakeholder management for employee wellbeing and social sustainability in large Japanese companies
dc.typeJournal article
pubs.elements-id488988
pubs.organisational-groupOther
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