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Article
Publication date: 3 July 2017

Prodromos Chatzoglou, Dimitrios Chatzoudes, Vasiliki Amarantou and Vassilios Aggelidis

Corporate social responsibility (CSR) is a concept with increasing importance for global and local organisations. Despite its importance, there is still lack in the…

Abstract

Purpose

Corporate social responsibility (CSR) is a concept with increasing importance for global and local organisations. Despite its importance, there is still lack in the understanding of its complete role, within and outside organisational boundaries. The purpose of this paper is to develop and empirically test a conceptual framework (research model) that examines the antecedents (drivers) and the effects of CSR implementation.

Design/methodology/approach

The proposed conceptual framework was tested, using a newly developed structured questionnaire, in a sample of 80 large private Greek organisations. Key respondents were the executive managers of these organisations. The reliability and the validity of the questionnaire were thoroughly examined, while research hypotheses were tested using the “Structural Equation Modelling” technique.

Findings

Research findings suggest that three factors (“CSR awareness”, “relevant cost of CSR”, “appropriateness of CSR strategies”) have a direct effect on CSR implementation, while one factor (“knowledge of CSR”) has an indirect effect, through “CSR awareness”. On the other hand, CSR implementation seems to have a positive effect on “employee commitment”, “customer satisfaction” and “company reputation”. It should be underlined that these results reflect the opinions expressed by the top management of the companies that participated in the study.

Originality/value

The present study proposes an original, three-dimensional, conceptual framework that examines both the antecedents and the effects of ERP implementation. Such a multidimensional approach has randomly been attempted in the existing literature. Second, the present study examines the subject of CSR in an economy under crisis. This approach is rather unique among previous empirical studies of the same field. Third, the results of the present study may be generalised in other countries with similar economic realities and characteristics (e.g. Cyprus, Spain, Italy, Portugal and Ireland). Finally, the study offers specific managerial implications to business executives.

Details

EuroMed Journal of Business, vol. 12 no. 2
Type: Research Article
ISSN: 1450-2194

Keywords

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Article
Publication date: 9 April 2018

Vasiliki Amarantou, Stergiani Kazakopoulou, Dimitrios Chatzoudes and Prodromos Chatzoglou

Resistance to change (RtC) is widely recognized as the main reason of failure, when it comes to change initiatives. Despite its importance, there is still a rather limited…

Abstract

Purpose

Resistance to change (RtC) is widely recognized as the main reason of failure, when it comes to change initiatives. Despite its importance, there is still a rather limited knowledge concerning the factors that trigger this behavior at the workplace. The purpose of this paper is to identify the factors affecting RtC in healthcare organizations (namely, hospitals) and specifically, in emergency departments (EDs).

Design/methodology/approach

An original conceptual framework (research model) has been developed and empirically tested using primary data collected from EDs of six Greek hospitals. In total, the actual sample incorporates the responses of 158 ED health professionals who completed a structured questionnaire.

Findings

The findings verified the initial assumption that “disposition towards change (DtC),” “anticipated impact of change (AIC)” and “attitude towards change (AtC)” mediate the impact of various personal and behavioral characteristics on “RtC.” The results suggested that “RtC” is (indirectly) influenced by four main factors (“employee-management relationship,” “personality traits,” “employee participation in the decision-making process” and “job security”).

Originality/value

This study investigates how several factors affect, both directly or indirectly, employee reactions toward “RtC.” It also examines the mediating effect of three factors (“DtC,” “AtC,” “AIC”) that capture three different dimensions of individual evaluation toward change, something that goes beyond previous work. In addition, the present study examines a wide range of antecedents of RtC, including both personality-related and job-related factors.

Details

Journal of Organizational Change Management, vol. 31 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Content available

Abstract

Details

Journal of Organizational Change Management, vol. 31 no. 2
Type: Research Article
ISSN: 0953-4814

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