The dialectic between micro and macro theoretical perspectives remains a cornerstone in the study of business and social science. As globalization intensifies, these perspectives offer unique but sometimes conflicting views, with macro theories providing panoramic insights and micro theories zooming into nuanced contexts. The dominance of Western‐centric etic theories, though beneficial historically, faces challenges in the evolving tapestry of our interconnected world. Firms today grapple with intricate landscapes influenced by varied cultural, political, and social factors, necessitating more context‐sensitive tools. This article delves into the merits and limitations of both perspectives, advocating for the symbiotic use of micro and macro theories to navigate the complexities of today's globalized business environment. By nurturing both theoretical paradigms, we pave the way for a richer, more holistic understanding of modern‐day challenges and opportunities.

This article reports a longitudinal analysis of corporate social responsibility (CSR) keywords drawing on an extensive sample of 144 CSR definitions across seven decades. There are clear differences in the keywords used in various time periods to describe the person or entity providing CSR, the CSR activity provided, and the intended recipients or targets of any CSR activities. There has been a trend away from individuals such as managers or specific groups such as employees being identified as providers or recipients of CSR towards keywords describing CSR as an organizational responsibility that is provided to large and inclusive groups such as communities or abstract entities such as stakeholders or the environment. Since the millennium, there has been considerable convergence in CSR keywords that appears to be driven by the availability of CSR information via the internet. The changes in CSR keywords appear to parallel changes in societal expectations, regulation and legislation, and the wider business environment. This suggests that corporations deploy CSR defensively to express alignment with prevailing public priorities, stress compliance with government directives and emphasise conformity with corporate contemporaries. The implications of these findings are discussed and possible lines for future research are proposed.

In pursuit of sustainable tourism, it is vital to measure and track any progress towards this desired outcome. Over the past 30 years, academic research upon sustainable tourism has been developed substantially, focusing on the balance of economic, environment and social-cultural elements, yet the techniques used are frequently based upon an overly simplified perspective. This research focused upon Gen Z (those born after 1997) and consists of three studies: Study 1: Mapping the domain of sustainable tourism using concept mapping with 28 Malaysian participants and 82 statements derived from indicator frameworks. Study 2: Scale item refinement using exploratory factor analysis from 231 Malaysian Gen Z within the normative [importance] domain. Finally, Study 3: Confirmation and application using confirmatory composite analysis evaluated the derived measurement instrument cross-nationally between 177 Malaysian and 182 British Gen Z in both the normative domain and the descriptive [applied] domain. The results of the study produce a seventeen-item instrument comprising four factors: Social, Cultural, Environmental Protection and Destination Management. These results support contemporary theoretical perspectives with only small variations, but this better reflects the dynamics of the tourist industry.

Purpose: Considering the conservation of resources (COR) theory, this research investigates the mediating roles of work, family and culture on the relationship between employee corporate social responsibility (CSR) and employee well-being.Design/methodology/approach: Self-administered questionnaire data from 403 employees working across multiple organisations in the United Kingdom were analysed using path analysis with SmartPLS.Findings: Organisations can only maximally benefit from their CSR investment when specific HR strategies are in place, as no direct relationship between CSR and well-being outcomes was observed. Family-to-work spillover and work–family culture were significant mediators in the relationship between employee CSR and well-being.Research limitations/implications: CSR strategies targeted at improving employee well-being do not necessarily do so in a direct approach. They, therefore, may not serve the desired performance outcomes of organisations. Boundary conditions of applying the crossover model of COR theory were observed.Originality/value: This research contributes to the limited knowledge of the effectiveness of employee-related CSR strategies on HRM and well-being outcomes from an employees' perspective. Employee-related CSR strategies are unlikely to improve employee well-being if the inter-individual level of analysis, i.e. interchange between work, family and culture, is not considered.