Corporate Citizenship and Human Resource Management: A New Tool or a Missed Opportunity?

Zappalà, Gianni

doi:10.1177/1038411104045362

Cited by 61 publications

(44 citation statements)

References 14 publications

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“…Many scholars point out the strong influence of CSR and business' ethical environment on employees' job attitudes. These include employees' motivation and morale (Basil and Weber, 2006;Branco and Rodrigues, 2006;Zappala, 2004), job satisfaction, organizational commitment, and loyalty to the firm (Branco and Rodrigues, 2006;Collier and Esteban, 2007;Tsai and Huang, 2008). Through CSR, employers can provide employees with opportunities to thoughtfully participate in the management of company affairs and to contemplate the ultimate meaning of things; for example, the good life and virtue beyond pursuit of wealth (Bragues, 2006), and contribute to the formation of a morally driven community.…”

Section: Stakeholders and The Socially Responsible Organizationmentioning

confidence: 98%

Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

2011

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This article tracks Corporate Social Responsibility (CSR) as an emergent organizational process that places the employee at its center. Predominantly, research on CSR tends to focus on external pressures and outcomes leading to a neglect of CSR as a dynamic and developing process that relies on the involvement of the employee as a major stakeholder in its co-creation and implementation. Utilizing case study data drawn from a study of a large multinational energy company, we explore how management relies on employees' interaction with CSR as the process of initiation→implementation→maturation develops. Employee involvement grows from a minor element in the CSR initiation stage to a vital contributory factor in CSR's success in the later stages of the process. The article offers new insights into a processual and interactional approach to CSR that accounts for the actions of different actors involved at each stage. Most unusually, it also recognizes the dual impact this has on broader issues concerning the management and involvement of employees through CSR actions, and gaining legitimacy in the eyes of not only external stakeholders but internal too

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Section: Stakeholders and The Socially Responsible Organizationmentioning

confidence: 98%

Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

2011

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“…However, employee and corporate benefits from participation in volunteering have also been established (see for example, Tuffrey, 1997;Zappala, 2004). In addition to providing an opportunity to gain professional and interpersonal skills, CV programs also have positive effects on attitudes and behaviours towards employers, including enhanced motivation, commitment and job satisfaction (Gilder et al, 2005).…”

Section: Corporate Volunteeringmentioning

confidence: 99%

The Impact of Corporate Volunteering on CSR Image: A Consumer Perspective

et al. 2014

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“…Crucially, over the course of time, research has indicated that if managed effectively, community initiatives could assist companies in retaining and even increasing their customers (Levy, 2005;Simmons and Becker-Olsen, 2006), fostering a sense of commitment from employees (De Gilder et al, 2005;Grayson, 1993;Zappala, 2004) and strengthening their corporate reputation as a 'caring business' (Arendt and Brettel, 2010;Brammer and Millington, 2005;Brammer and Pavelin, 2005;Hillenbrand and Money, 2007). As a result, community initiatives have come to be perceived more as strategic activities rather than voluntary or discretionary (Saiia et al, 2003): that is to say, not legally mandated but strategically essential.…”

Section: Corporate Social Responsibility: Discretionary Strategic Ormentioning

confidence: 99%

Seeking Legitimacy Through CSR: Institutional Pressures and Corporate Responses of Multinationals in Sri Lanka

2015

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Arguably, the corporate social responsibility (CSR) practices of multinational enterprises (MNEs) are influenced by a wide range of both internal and external factors. Perhaps most critical among the exogenous forces operating on MNEs are those exerted by state and other key institutional actors in host countries. Crucially, academic research conducted to date offers little data about how MNEs use their CSR activities to strategically manage their relationship with those actors in order to gain legitimisation advantages in host countries. This paper addresses that gap by exploring interactions between external institutional pressures and firm-level CSR activities, which take the form of community initiatives, to examine how MNEs develop their legitimacy-seeking policies and practices. In focusing on a developing country, Sri Lanka, this paper provides valuable insights into how MNEs instrumentally utilise community initiatives in a country where relationshipbuilding with governmental and other powerful non-governmental actors can be vitally important for the long-term viability of the business. Drawing on neo-institutional theory and CSR literature, this paper examines and contributes to the embryonic but emerging debate about the instrumental and political implications of CSR. The evidence presented and discussed here reveals the extent to which, and the reasons why, MNEs engage in complex legitimacy-seeking relationships with Sri Lankan host institutions.

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Corporate Citizenship and Human Resource Management: A New Tool or a Missed Opportunity?

Cited by 61 publications

References 14 publications

Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study

The Impact of Corporate Volunteering on CSR Image: A Consumer Perspective

Seeking Legitimacy Through CSR: Institutional Pressures and Corporate Responses of Multinationals in Sri Lanka

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