Chapter 1: Organizational Social Irresponsibility: Theoretical Frontiers and Practical

Instances of organizational irresponsibility are as old as organizations themselves. We are aware that an organization functions within the wider context—its local environment, community, and within the national and international economy. That is why it is important for those entities to develop symbiotic relationships with various stakeholders (Obi, 2014). Moreover those relationships “must be carefully monitored and watered to ensure healthy coexistence for the future wellbeing of the parties involved” (Obi, 2014, p. 151).

The present literature in this area is usually focused on corporate social responsibility (CSR) and sometimes it is contradicted to the practices of failing the assumptions of this concept as scholars today investigates the wrongful and damaging business decisions that managers might take. The results may be severe for various organizational stakeholders at various levels and of different kind. That is how the corporate social irresponsibility (CSI) arose (Popa and Salanţă, 2014).