Chapter 8 Corporate Social Responsibility: A Multilevel Explanation of Why Managers do Good

Abstract

This chapter explores the integrative effects of individual psychology and social context in explaining why managers would behave in socially responsible ways. To identify how factors at different levels of analysis combine to shape attitudes toward social responsibility, I apply fuzzy-set qualitative comparative analysis (fsQCA) to survey and archival data from 335 managers of overseas subsidiaries of three Dutch corporations. Attention to the simultaneous effects of individual psychological factors, the organizational context, and the broader social context offers a configurational perspective on the micro and macrofoundations of social responsibility.

Citation

Crilly, D. (2013), "Chapter 8 Corporate Social Responsibility: A Multilevel Explanation of Why Managers do Good", Fiss, P.C., Cambré, B. and Marx, A. (Ed.) Configurational Theory and Methods in Organizational Research (Research in the Sociology of Organizations, Vol. 38), Emerald Group Publishing Limited, Leeds, pp. 181-204. https://doi.org/10.1108/S0733-558X(2013)0000038012