The goal of the present research is to examine the way in which organisational identity orientation and corporate social responsibility (CSR) interact to produce affective attachment and related beneficial behaviours among organisational members. Using a questionnaire, administered in Poland, we show that when CSR activity is viewed as authentic by employees, it leads to affective attachment to the organisation's CSR stance, while an instrumental evaluation is correlated with a negative attachment to the CSR stance. The results suggest that CSR motives are particularly important for organisations with relational and collectivistic identity orientations because of the focus of these organisations on mutual or collective good that can be demonstrated through CSR. The results contribute to social identity literature by establishing a clear relationship between the concepts of identity orientation and CSR and showing that only authentic CSR produces affective attachment and behaviours that benefit the organisation

Building Stakeholder Relations and Corporate Social Responsibility'Contemporary post-capitalist society is the society of organizations and the knowledge society, as Peter F. Drucker characterized the social context of the present economy and business. It calls for new relations between all parties engaged. Their stakes (tangible and intangible) should be identified and the stakeholders, both internal and external, get involved in the process of social contract formulation. An organization, whether company, corporation, or enterprise, is a dynamic system composed of stakeholder groups (subsystems) between which, and the organization as a whole, exist necessary contradictions, but aims of particular subsystems (return of the stakes) may be reached as a consequence of achieving the goal of the organization as a whole only. The fundamental structural fact of an organization is the solidarity of aims taken for granted in the structure of the organization; this is why a sense-making perspective is so important for mutual relations between stakeholders of any organization. This very idea is presented by Dr Barbara Fryzel, a scholar of the Jagellonian University, Krakow, Poland, in an excellent manner. Her book -addressed to leaders and managers, business ethicists, and corporate citizenship activists -offers the innovative approach to corporate social responsibility strategy planning and practice.'

No abstract

No abstract

Using the varieties of capitalism perspective and institutional theory as frameworks, we analyze cross‐cultural differences between firms' corporate social responsibility (CSR) approaches. We investigate three countries with different institutional settings: the United States, representing a liberal market economy; Italy, representing a coordinated market economy; and Poland, an example of a dependent market economy. We examine the differences in their CSR stances, operationalized through Porter and Kramer's concept of the four CSR categories: good citizenship, mitigating harm from the value chain, transforming value chain activities, and strategic philanthropy, based on data from 269 questionnaires administered to managers attending executive seminars at the authors' universities. Focusing on stakeholder engagement activities (SEAs) across the three economies, we show that companies in all three countries engage in the four categories of CSR activities. However, using a series of tests and rankings on means and standard deviations, followed by the subsequent analysis of variance, we argue that SEAs are emphasized more in American than in Polish and Italian companies, with the latter two countries showing more subtle differences despite some institutional similarities. Our results shed light on how different capitalistic models are associated with different CSR approaches, allowing policy‐makers and practitioners to better tackle CSR objectives in different countries.