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The authors analyze the relationship between perceptions of corporate social responsibility (CSR) activity bundles and prospective employees’ work values to assess how CSR strategies contribute to new staff recruiting strategies.

Building on personal and organizational value fit theory, the authors propose a positive correlation between facets of work values and particular CSR activities. We use work values, as they reflect personal values, and CSR activities to reflect organizational value. We test this relationship using a sample of senior marketing and international business majors.

The authors found that the relationships are threefold: all negative, all positive and selectively positive. Some viewed CSR as irrelevant to their choice of employer – those who focused on security and pride, with low degrees of other work values, and those who were concerned with growth and knowledge utilization. People who seek security and meaningful jobs hold preferable attitudes toward CSR, regardless of the areas of CSR. Selectively positive relationship between work values and CSR bundles was founded in those who seek meaningful jobs and the workplaces for which they feel proud to work.

This paper contributes to better understanding of the influence of CSR on prospective employees over preferences for companies as ideal employers. CSR matters, but not to everyone. Those who perceive that CSR matters are more active regarding work. This study links two topics – personal values through work values, and organizational values through CSR – opening a new area for investigating the effects of CSR on human resource management (HRM).

This study identifies why CSR is attractive to potential employees by using person-value and organizational-value fit theory to elaborate on a company’s social performance through CSR perceptions. No study links these two topics, which examine the same results. Research suggests that fit between personal and organizational values leads to job satisfaction, and thus a tendency to select a specific employer. CSR literature suggests that a company’s reputation gained by engaging in CSR attracts talent. By classifying talent according to work values and mapping them with CSR bundles, the authors argue that there is relationship between types of talent and CSR bundles.

Within international human resources management scholarship, the importance of trust for good employee relations is well-recognized. This paper aims to deepen understanding of extant intercultural communication (IC) studies on trust, with practical implications for globalizing organizations, by surfacing particularities of a developed Asia (Japanese) subsidiary in developing Asia (Thailand). It thereby contributes to the United Nations Sustainable Development Goals on International Partnerships (UN SGD 17) and decent work (UN SDG 8).

The paper draws on first-hand interviews with Thai executives of varying responsibilities at a Japanese manufacturer to understand how IC can lead to trust failure in globalizing organizations. It follows a subjectivist, social constructivist epistemology to deepen understanding.

The findings break ground toward an innovative understanding of how Thai executives’ expectations might be betrayed, by surfacing a novel conceptualization of trust failure.

Research is limited to the case examined and the limitation is recognized within the paper. This paper offers an important theoretical refinement – a novel understanding and contribution to how trust might falter.

The findings have important practical implications for international organizations to be wary of power (and especially inequalities), insecurity and the resultant need for empathetic interpersonal relations in Thailand. Similar insights could be potentially relevant in other developed–developing Asia dyadic contexts as well because of the broad-based design of the current case study. Recommendations for staff selection are offered.

The study directly relates to global society’s sustainability objectives, especially decent work that targets a safe working environment for all.

The paper offers in-depth original insights into individual business executives’ values for trust creation in intercultural international organizations. It addresses the paucity of lived experience accounts of trust “failures” in Developed-Developing Asia contexts, valuable to realizing UN SDG 17 that pertains to international partnerships.

The purpose of this paper is to investigate the adoption and evolution of corporate social responsibility (CSR) in Thailand and to scrutinize the mechanisms that drove the direction of CSR activities to their current forms.

Qualitative data were collected through in‐depth interviews with executives of 14 companies, and open‐ended questionnaires filled out by three organizations, all of which the public perceives as highly socially responsible. Additional data were collected from two CSR seminars, official company web sites, and a database provided by the Stock Exchange of Thailand's library.

The study reveals two key findings. One is the pattern of CSR development in Thailand that emphasizes social and environmental issues, which are less relevant to the business' core activities. The other is that Thai social and religious values are important antecedents of CSR strategy and implementation. Corporations communicate CSR implicitly and execute a two‐stage public relations strategy indirectly.

This paper reveals a unique interpretation of CSR in developing economies where agrarian social values and informal networks still dominate. Most extant literature assumes that CSR in developing countries mimics western patterns. This paper asserts that it is instead an adaptation of western concepts to local culture in the case of Thailand, which affected the whole CSR process – idea generation, implementation, and communication.