Conditions for Value Creation in the Marketplace Through the Management of CSR Issues: A Negative External Effects Framework

Daudigeos, Thibault; Valiorgue, Bertrand

doi:10.1177/0007650310395544

Cited by 24 publications

(27 citation statements)

References 38 publications

(36 reference statements)

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“…Although, Daudigeos and Valiorgue (:29) alert that the value creation has been debated by the CSR research community once there are grey areas that link strategic CSR to value creation.…”

Section: Resultsmentioning

confidence: 99%

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Corporate social responsibility strategies: Past research and future challenges

Nave

Ferreira

2019

Corp Soc Responsibility Env

128

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Corporate social responsibility (CSR) is not only increasingly valued by companies but also plays an extremely important role in the development of their strategies. This study systematically reviews literature that seeks to ascertain just which CSR strategies feature in the literature and their means of implementation by companies.We made recourse to the ISI Web of Science database for the search and collected 119 articles spanning a 25-year period. The results enable the identification and categorization of CSR strategies into four key categories: (a) dimensions, (b) benefits, (c) value creation and stakeholders, and (d) motivations. We also identify that major companies around the world are ensured the implementation of their CSR strategies throughout their organizational structures with specialized resources. This systematic review provides a path for future research.KEYWORDS corporate social responsibility (CSR), strategy, sustainability, systematic literature review (SLR)

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“…Although, Daudigeos and Valiorgue (:29) alert that the value creation has been debated by the CSR research community once there are grey areas that link strategic CSR to value creation.…”

Section: Resultsmentioning

confidence: 99%

“…On the other hand, Daudigeos and Valiorgue () claim that companies to create economic value in the marketplace via CSR activities. In viewpoint of Høvring (), CSR as shared value creation is a complex issue in the eyes of the external stakeholders.…”

Section: Resultsmentioning

confidence: 99%

Corporate social responsibility strategies: Past research and future challenges

Nave

Ferreira

2019

Corp Soc Responsibility Env

128

View full text Add to dashboard Cite

show abstract

“…These include tangible resources, such as staff (Lounsbury, ) and the budget they were allocated (Covaleski and Dirsmith, ), and intangible resources, such as ‘influential others’ (Sparrowe and Liden, ). More specifically, access to the top management is critical for CSR managers, because the implementation of CSR requires political competencies and persuasiveness (Daudigeos and Valiorgue, ).…”

Section: Methodsmentioning

confidence: 99%

Reconsidering the ‘Symmetry’ Between Institutionalization and Professionalization: The Case of Corporate Social Responsibility Managers

Risi

Wickert

2016

J Management Studies

120

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The assumption of a mutually supportive, 'symmetric' relationship between institutionalization and professionalization is central to the institutionalist perspective on professional work. Our inductive qualitative study of corporate social responsibility (CSR) managers in multinational corporations (MNCs) prompts to rethink the validity of this assumption. We show that as the institutionalization of CSR advances and consolidates, CSR managers are pushed to the organizational periphery. This indicates that the relationship between professionalization and institutionalization can be 'asymmetric' under certain conditions. To advance the study of this asymmetry, we develop a conceptual framework and a set of corresponding propositions that explain why some groups are able to advance their professionalization projects, while others cannot. Our study makes three main contributions to the literature: First, we explicate under which conditions the relationship between institutionalization and professionalization is more likely asymmetric than symmetric. Second, our explanation of the shifting organizational positions of different professional groups allows for further delineating occupational from organizational professionals. Third, we contribute to the CSR literature by examining the dynamic yet ambiguous role of CSR managers as driving forces behind the implementation of CSR.

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“…On the other hand, Tetrault Sirsly and Lamertz (2008) proposed that for a CSR initiative to lead to a sustainable first-mover advantage, it must be central to the firm's mission, provide firm-specific benefits and be made visible to external audiences. Generally, the value creation question is a time-honoured debate within the CSR research community that remains far from being solved (Daudigeos and Valiorgue 2011).…”

Section: Investigating the Factors Affecting Companies' Attitudes Towmentioning

confidence: 99%

Investigating the factors affecting companies’ attitudes towards CSR and CER during the fiscal crisis in Greece

Glavopoulos

Bersimis

Georgakellos

et al. 2013

Journal of Environmental Planning and Management

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This paper explores, through a relevant survey, the factors affecting companies' behaviour towards Corporate Social and Environmental Responsibility (CSR and CER) and how the fiscal crisis in Greece may change companies' perceptions towards them. All responses were appropriately analysed using multivariate statistical techniques, and showed that companies' attitude towards CSR/CER is mainly associated with the management systems applied. In addition, it is strongly related to financial results, which are influenced by the recession and the bank credit accessibility problems. Moreover, companies believe that issues such as a company's financial results, reputation/image, market-share/sales etc. are considered as significant incentives to implement CSR/CER actions.

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Conditions for Value Creation in the Marketplace Through the Management of CSR Issues: A Negative External Effects Framework

Cited by 24 publications

References 38 publications

Corporate social responsibility strategies: Past research and future challenges

Corporate social responsibility strategies: Past research and future challenges

Reconsidering the ‘Symmetry’ Between Institutionalization and Professionalization: The Case of Corporate Social Responsibility Managers

Investigating the factors affecting companies’ attitudes towards CSR and CER during the fiscal crisis in Greece

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