International peer-reviewed publication, Journal of Harmonized Research in Management, published articles on a quarterly basis. It is an official product of the scientific journal's parent company, Journals of Harmonized Research. The primary goal of Journal of Harmonized Research in Management is to promote legitimate research and research ideas globally. By publishing with us, it gives authors a forum to explore their research. International Business, Health Care Administration, Human Resource Management (HRM), Non-Profit Organizations, Office Administration/Management, Operations Research/Statistics, Operations Management, Organizational Behaviour and Theory, Organizational Development, Organizational Management, Production/Operations, are just a few of the diverse fields that the Journal of Harmonized Research in Management invites original research, review articles, short communications, and case studies/case reports in.

Corporate Social Responsibility (CSR) is a type of international business self-regulation that aims to support philanthropic, activist, or charitable social goals by encouraging or facilitating volunteer work or other morally upright behaviour. While it was once possible to define CSR as an internal organisational policy or a business ethic strategy that point has been surpassed as various national and international laws have developed and as various businesses have used their power to push it beyond individual or possibly industry-extensive tasks. Although it has long been seen as a form of corporate self-regulation, over the past ten or so years, it has significantly changed from voluntary decisions made at the level of individual firms to mandated programmes at the regional, national, and international levels. What constitutes a "socially accountable" strategy varies depending on the institution. The triple bottom line principle, which states that a firm must be committed to monitoring its social and environmental impact, along with its earnings, is frequently used to steer businesses. The riding pressure on the triple backside line is frequently summed up by the proverb "profit, people, planet." When seen from an organisational perspective, CSR is frequently viewed as a strategic endeavour that enhances a brand's reputation. Therefore, for social responsibility projects to be effective, they must be integrated into and clearly correspond with an enterprise model. In certain models, a company's CSR initiatives go beyond regulatory compliance and involve "movements that seem to in addition some social benefit, beyond the goals of the corporation and that which is mandated by using law." Organizations may also collaborate in CSR for tactical or ethical reasons. Strategically speaking, CSR can contribute to business earnings, particularly if manufacturers actively self-report both the positive and negative effects of their actions. These benefits result in part from the development of good citizens and high moral standards, which reduce criminal and business risk by holding employees accountable for their actions. CSR strategies encourage businesses to have a positive impact on the environment and other stakeholders, including customers, employees, investors, communities, and others. Due to the moral beliefs of senior management, a select few businesses will adopt CSR policies and procedures. For instance, the CEO of outdoor clothing company Patagonia, Inc. feels that causing environmental harm is morally wrong. The success of many business corporations in the western world can be largely attributed to corporate social responsibility (CSR). This investigation aims to address the issues by measuring the impact of corporate social responsibility on organisational performance. Topics related to social responsibility and sustainability are becoming more and more important in today's business world. Business goals are inextricably linked to the community and environment in which they operate, and a company becomes unsustainable if it fails to make long-term social and environmental commitments.