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11 – 20 of over 13000Reviews the development of the corporate social responsibility (CSR) concept and its four components: economic, legal, ethical and altruistic duties. Discusses different…
Abstract
Reviews the development of the corporate social responsibility (CSR) concept and its four components: economic, legal, ethical and altruistic duties. Discusses different perspectives on the proper role of business in society, from profit making to community service provider. Suggests that much of the confusion and controversy over CSR stem from a failure to distinguish among ethical, altruistic and strategic forms of CSR. On the basis of a thorough examination of the arguments for and against altruistic CSR, concurs with Milton Friedman that altruistic CSR is not a legitimate role of business. Proposes that ethical CSR, grounded in the concept of ethical duties and responsibilities, is mandatory. Concludes that strategic CSR is good for business and society. Advises that marketing take a lead role in strategic CSR activities. Notes difficulties in CSR practice and offers suggestions for marketers in planning for strategic CSR and for academic researchers in further clarifying the boundaries of strategic CSR.
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This paper aims to increase corporate social responsibility (CSR), including business acting in an ethical and transparent way, through the prism of strategic conversation with…
Abstract
Purpose
This paper aims to increase corporate social responsibility (CSR), including business acting in an ethical and transparent way, through the prism of strategic conversation with applying the author’s convergent methodology that ensures the integrity, purposefulness and sustainability of development of corporations in the external environment.
Design/methodology/approach
The methodology is based on the integration of following approaches and methods: international CSR standards, strategic planning, networked virtual collaboration, group cognitive (conceptual) modelling, inverse problem-solving in topological spaces, categories theory, control thermodynamics, big data analysis for cognitive models verification and quantum semantic approach.
Findings
The convergent methodology helps to visualize the strategic situation in a corporation and gives more chances to get a clear feeling for every employee that his or her social responsibility helps to achieve not only his or her own goals but the goals of the company. This approach helps to accelerate the raising of the level of CSR.
Research limitations/implications
The strategic situation for raising the level of CSR has to be represented during strategic conversations. The strategic process should cover all the employees of the corporation. Groups can be hierarchically organized. The number of participants of one group can be about 35, and the duration of one conversation is up to 5 hours.
Practical implications
The convergent methodology was applied many times for creating a high-level CSR atmosphere by the collective building of companies’ strategies.
Social implications
The convergent approach provides proactive identification of adverse effects of the external environment on the level of CSR and prevention of such impacts. The approach also provides acceleration of corporate strategic planning, processes of network democracy and group decision-making processes.
Originality/value
The main developing problem, which is beyond the state of the art, is that the CSR situation cannot be described in a clear, logical and formalised way, and a traditional computer model cannot be created for this case with formalised approach. The proposed convergent methodology with cognitive modelling helps to do it.
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Esti Dwi Rinawiyanti, Xueli Huang and Sharif As-Saber
This paper aims to investigate the extent to which the management control systems (MCS) adoption in corporate social responsibility (CSR) integration into business strategy has an…
Abstract
Purpose
This paper aims to investigate the extent to which the management control systems (MCS) adoption in corporate social responsibility (CSR) integration into business strategy has an impact on companies’ performance.
Design/methodology/approach
Using a sample of 435 Indonesian manufacturing companies, partial least squares structural equation modelling was used to investigate the impact of CSR strategic integration on companies’ performance based on the contingency and stakeholder theories.
Findings
The findings reveal CSR strategic integration has a positive and significant impact on companies’ performance, including employee, operating and financial performance and the company size can positively moderate the impact of this integration on both its operating and financial performance.
Practical implications
The findings can encourage managers to adopt MCS by undertaking CSR at the strategic level, resulting in superior performance, both socially and financially.
Social implications
Employee performance and operating performance can significantly mediate the effect of strategic integration on financial performance.
Originality/value
The paper suggests that adopting MCS through CSR strategic integration could improve company performance socially and financially. This is the very first study on this issue from an Indonesian perspective.
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Atle Midttun, Tore Dirdal, Kristian Gautesen, Terje Omland and Søren Wenstøp
The purpose of the paper is to explore the challenges of integrating corporate social responsibility (CSR) with other strategic foci into the supply/contractor chain, both…
Abstract
Purpose
The purpose of the paper is to explore the challenges of integrating corporate social responsibility (CSR) with other strategic foci into the supply/contractor chain, both conceptually and empirically, with a focus on one sectorial case: the Norwegian upstream petroleum industry. It compares contradictory theories of strategic focus and explores their implications for the organisation of the supply chain and discusses challenges and solutions for operative CSR‐oriented supply chain management
Design/methodology/approach
The empirical analysis, inspired by the cognitive mapping approach, seeks to elicit the strategic profiles of the oil majors and suppliers/contractors in the petroleum industry. This is based on textual analysis of core statements of overall business strategy such as the CEO's and the Chairman's statement letter to the shareholders. The paper also draws on research and workshops with petroleum companies and their suppliers in the North Sea, as well as contracting experts and researchers taking part in the EU‐TRENDS project which focused on satisfying Europe's future demands and needs for sustainable, secure, safe and clean energy supplies.
Findings
The strategic profiles of the petroleum companies and their suppliers/contractors indicate that, while they coincide on many points, there is considerable discrepancy as far as CSR and HSE are concerned. The suppliers/contractors tend to emphasise the technology dimension more strongly than the petroleum companies. HSE and CSR are, on average, strategically under‐communicated within the supply industry compared with the petroleum companies, but there is also considerable variation within each group.
Research limitations/implications
The paper explores how transaction cost theory may help frame managerial challenges and approaches in integrating CSR consistently throughout supply chains. It shows some of the limitations of the “rationalist” model of industrial organisation both at the firm level and at the supply chain level and discusses possible expansions into broader managerial approaches.
Practical implications
The paper highlights some of the managerial challenges and basic approaches for integrating CSR consistently throughout the value chain.
Originality/value
The originality of the article lies conceptually in linking the CSR literature to transaction cost theory of industrial organisation. Empirically the article presents new insights into strategic foci of the petroleum companies and their supply chain.
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Maria Teresa Roszkowska-Menkes
This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR…
Abstract
Purpose
This conceptual paper aims to investigate the link between open innovation (OI) processes (outside-in, inside-out and coupled) and strategic corporate social responsibility (CSR) focusing on shared value creation. In doing so, it aims at progressing the theory of OI and CSR.
Design/methodology/approach
The paper is of theoretical character. It adopts the contribution proposed by CSR (strategic CSR and corporate social innovation) and OI literature and is organized around two research questions: What is the link between strategic CSR and OI processes (outside-in, inside-out and coupled)? How do companies can capture value from their open corporate social innovation processes? Stakeholder theory has been chosen as a theoretical framework for the study.
Findings
The paper identifies four themes describing the relationship between strategic CSR and OI: employee engagement, external stakeholder engagement, CSR-driven selective revealing and open approach to corporate social innovation. The analysis of the themes led to the formulation of four propositions serving as building blocks for a conceptual model of open shared value creation process. The model explains bidirectional relationship between strategic CSR and OI processes and presents the mechanisms, in which firm by implementing OI practices to its CSR strategy captures the proportion of value from a value created for its stakeholders.
Originality/value
This is one of the first, if not the first, papers discussing the link between CSR and three OI processes.
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Taposh Kumar Roy, Ahmed Al-Abdin and Ali Quazi
The paper aims to explore and analyze how multinational companies (MNCs) in Bangladesh define corporate social responsibility (CSR) and how CSR is used by these companies as a…
Abstract
Purpose
The paper aims to explore and analyze how multinational companies (MNCs) in Bangladesh define corporate social responsibility (CSR) and how CSR is used by these companies as a strategic tool to improve business and social performances.
Design/methodology/approach
The authors choose a qualitative case study approach for this study, using multiple semi-structured interviews with 15 CSR managers and secondary data from websites and annual reports. Both primary and secondary data were collected from ten leading MNCs that operate in Bangladesh.
Findings
The findings indicate that most of the MNCs in Bangladesh are moving toward strategic CSR and away from the conventional altruistic (philanthropic) CSR. It also appears that stakeholder prioritization and one-way communication are key for managing stakeholders.
Research limitations/implications
The most unavoidable limitation of this research lies in sample selection. A total of ten companies were selected because of lack of accessibility to additional MNCs. To overcome this limitation and increase the credibility of findings, the authors triangulate interview and secondary data from annual reports and websites.
Practical implications
The findings indicate that MNCs are increasingly recognizing the importance of using their core competencies to generate social benefits. The idea of adopting strategic CSR is predominantly steered by business benefits, which also provide the necessary resources for social and environmental activities
Social implications
The findings suggest that the shift from philanthropy to strategic postures leads to creating and fostering social benefits such as developing an entrepreneurial spirit and empowering women.
Originality/value
MNCs operating in Bangladesh are gradually departing from philanthropy and moving toward strategic CSR by aligning business strategies with CSR. Transition from philanthropy to strategic CSR also reflects on MNCs’ CSR definitions, which include various dimensions such as social, stakeholders and sustainability, except philanthropy. In Bangladesh, where CSR was previously viewed as philanthropic activity, the findings make important contributions to the extant literature, particularly international CSR strategic literature, and can be useful for future research in other developing countries.
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This e-book sheds light on the concept of strategic corporate social responsibility (CSR) in supply chains within a developing country context. This paper aims to investigate…
Abstract
Purpose
This e-book sheds light on the concept of strategic corporate social responsibility (CSR) in supply chains within a developing country context. This paper aims to investigate cognitive antecedents as well as behavioral consequences of corporate executives toward investing in strategic CSR. Moreover, it displays if and how strategic CSR contributes to creating performance benefits for the supplier.
Design/methodology/approach
This study is qualitative and exploratory in its nature. After drafting a five-dimensional framework from extant literature, it empirically elaborates on a case-study analysis based on primary data gathered through semi-structured interviews on ten executives (i.e. top executives, directors, owners) in large-size supplier companies within the Bangladeshi ready-made garment (RMG) supply chain.
Findings
First, it highlights altruism and performance as being cognitively and theoretically espoused in strategic CSR; yet, one appears to oust the other. Second, it demonstrates that if CSR-driven investments allow for a competitive positional betterment, as for suppliers in the Bangladeshi RMG industry, profit-driven CSR diffuses at the expense of altruism. Third, it confirms CSR’s strategic role as necessary but not sufficient for competitive advantage, delivering insights on suppliers’ future posture vis-à-vis CSR in the Bangladeshi RMG supply chains.
Research limitations/implications
The e-book investigates strategic CSR’s struggle to maintain a balance between moral and profit-maximization motives at the cognitive level but being paradoxically required in supply chains. A limitation, inter alia, entails the focus on the horizontal perspective of the sample and the RMG supply chain.
Originality/value
The e-book provides valuable theoretical and practical insights by capitalizing on unique data retrieved from the Bangladeshi supply chain.
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Lifang Zhao, Jiman Lee and Sungok Moon
The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese…
Abstract
Purpose
The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese context. The moderating effect of employees’ collectivist orientation on the relationship between CSR perception and organizational identification is also examined.
Design/methodology/approach
Data were collected from 308 employees of 7 firms in Zhejiang Province, located in southeast China. Hierarchical regression analyses were utilized to test the hypotheses.
Findings
The results indicate that all three dimensions of CSR perception in this study, specifically, economic, philanthropic and strategic CSR perception, are strongly and positively related to the organizational identification of employees. Employees’ collectivist orientation positively influences the relationship between strategic CSR perception and organizational identification. In contrast, collectivist orientation negatively influences the relationship between economic CSR perception and organizational identification. However, no moderating effect of collectivism on the relationship between philanthropic CSR perception and organizational identification was found.
Research limitations/implications
The findings highlight the positive relationship between employees’ CSR perception and their workplace attitudes, shedding particular light on how employees’ personal values influence their responses to CSR in Chinese organizations.
Originality/value
This study extends the current understanding on the relationship between CSR and organizational identification. Particularly, the authors include multiple dimensions of CSR (economic, philanthropic and strategic CSR) in the research model, demonstrating that the link between CSR perception and organizational identification is influenced by employees’ collectivist orientation.
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Sharon Gyves and Eleanor O'Higgins
The objective of this paper is to investigate the benefits arising from various corporate social responsibility (CSR) approaches, to determine which approach generated the most…
Abstract
Purpose
The objective of this paper is to investigate the benefits arising from various corporate social responsibility (CSR) approaches, to determine which approach generated the most sustainable mutual benefit accruing both to the focal firm, as well as to society and the firm's stakeholders.
Design/methodology/approach
The ethnographic case studies are based on interviews with senior managers from six companies which are members of Business in the Community Ireland, a not‐for‐profit organization comprised of companies which are active about CSR initiatives.
Findings
Results show that for the companies interviewed, CSR initiatives that are voluntary and strategic, as opposed to coerced and/or non‐strategic, generate the most sustainable mutual benefit to the firm itself and its social beneficiaries.
Originality/value
The paper presents a framework to analyze approaches to CSR, using the dimensions of strategic/non‐strategic, voluntary/coerced. The study discovers ways to reconcile the conventionally competing shareholder and stakeholder mindsets. The paper concludes that if firms pursue CSR activities in a voluntary and strategic manner they can satisfy both shareholders' and stakeholders' demands.
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Björn Esken, María-Laura Franco-García and Olaf A.M. Fisscher
This paper aims to identify managerial implications for multinational corporations (MNCs) with regard to circular economy (CE) by using data on corporate social responsibility (CSR…
Abstract
Purpose
This paper aims to identify managerial implications for multinational corporations (MNCs) with regard to circular economy (CE) by using data on corporate social responsibility (CSR) perception in different types of market economies owing to diverse institutional contexts. These managerial implications can contribute to the linking of CSR and CE strategies for MNCs.
Design/methodology/approach
This is an empirical study with a mixed-methods approach using both quantitative and qualitative research elements. The varieties of capitalism (VOC) approach with its two kinds of market economies – liberal market economy (LME) and coordinated market economy (CME) – builds the theoretical foundation.
Findings
All three guiding hypotheses of the quantitative research part are confirmed, which are: there is a differing perception of CSR in the two kinds of VOC; LME corporations adopt a shareholder value perspective; and CME corporations adopt a stakeholder values perspective. Furthermore, the qualitative research part has identified several key success factors for strategically conducting CSR in nexus with CE.
Practical implications
The mentioned key success factors become managerial implications for MNCs aiming at strategically conducting CSR. Due to several crossing points between (strategic) CSR and CE, those implications are largely also eligible for CE.
Originality/value
The paper helps to propel empirical findings into a more up-to-date discourse of debate. By emphasizing that the institutional background is likely to have an effect on how CSR is perceived in different kinds of market economies, the research offers a proposition how to use CSR perception as a signpost for CE and fuel future research into this direction.
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