The responsibility of global corporations to manage their human resources effectively to ensure competitive success is well recognized. Similarly, the field of global human resource (HR) management is gaining prominence as a major strategic tool to strengthen the competitive position of global corporations (Ulrich 1997). There is however, a growing global consensus that in addition to effective management of people within a firm, fundamental standards of corporate social behavior are vital to sustaining a business‟s competitive success as well. The notion of corporate social responsibility (CSR) has been having a major impact on corporate missions, marketing, and management in the U.S., U.K. and Europe. Corporations in Africa, Australasia, South America, and South, East, and Southeast Asia have also adopted the language and practice of CSR (Matten and Moon 2008, Chappel and Moon 2005, Visser, Middleton, and McIntosh 2005). The UN Global Compact, incidentally has more European than U.S. Fortune 500 members (Williams, 2005).