Dear readers, I present to you the number 63 (third quarter of 2019) of the journal UCJC Business & Society Review. In this issue professors Benito Esteban, García Rodríguez and Romero Merino of the University of Burgos note the advancement of the levels of transparency of Non-Governmental Organizations for Development in Spain. The authors analyze the information provided by 76 Spanish Non-Governmental Organizations for Development and come to see that there are a number of factors that favor the transparency of NGOs such as the legal form, being more transparent associations than foundations, the volume of economic resources, their international activity, their links with religious entities or the number of directors.

Professors Cuervo Carabel, Orviz Martínez and Arce García of the International University of La Rioja show the usefulness of a series of tools to measure Corporate Social Responsibility (CSR) on social networks. Specifically in this case, researchers have analyzed how companies use the social network Twitter to reinforce their communication strategies linked to the CSR. The results indicate that most Spanish companies are not adequately harnessing the potential of social media and are far from becoming influencers. In addition, the authors confirm that social media communication of CSR actions can be very useful in creating positive perceptions about the company.  However, the study concludes that companies today focus excessively on communicating the specific action of CSR, but fail to communicate the association of that action to broader values and concepts such as sustainability, responsibility, commitment, value, willfulness that are the ones that really contribute to creating positive feeling in society.

Outside the scope of the RSC in the strict sense, the following two papers published in this issue focus on companies' human resources strategies. Researchers Guinot and Barghouti from the Jaume I University of Castellón use data from the National Working Conditions Survey to study how trust in workers improves worker commitment levels and motivation. This work provides empirical evidence that suggests that managers who want to improve the commitment and motivation of their employees should opt for leadership styles either altruistic or inclusive, as opposed to other more formal and hierarchy-based leadership styles. In the fourth work of this issue, Professors Buil, Catalán and Ortega of the University of Zaragoza explain how to build gamification tools in the recruitment process in order to increase the motivation of candidates to join the company. The results of the study suggest that companies should build gamification tools for talent recruitment in such a way that they make candidates feel competent and autonomous. Competency is achieved through realistic challenges in the selection process, while autonomy is achieved through games that are flexible enough not to restrict the decision-making capacity of the candidates. In addition, the work shows that companies that use gamification appropriately in the recruitment process significantly reinforce the perception of candidates of the brand identity of the company, being an interesting tool of building employer branding in the future.