Corporate Social Responsibility at a crossroads?

Smith, N. Craig; Ward, Halina

doi:10.1111/j.1467-8616.2007.00448.x

Cited by 20 publications

(12 citation statements)

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“…Organisations have begun to integrate CSR goals and strategies into core business strategy (Werther, 2005) by preparing, organising, training and motivating the internal market (employees) to be ready to embrace and disseminate CSR at all levels and in the fabric of the organisation. However, despite this growth in awareness of the importance of CSR both in the social and business worlds, successful implementation appears problematic (Auld et al, 2008; Smith and Ward, 2007). We posit that this results from a need to recognise that, if there is not real commitment to becoming a ‘moral agent’ (Weaver, 2006), it is unlikely that change will occur.…”

Section: Challenges To Corporate Social Responsibility Adoptionmentioning

confidence: 99%

Corporate social responsibility and individual resistance: Learning as the missing link in implementation

Blackman

Kennedy

Quazi

2012

Management Learning

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This article uses organisational learning literature to explore how employees’ orientations to corporate social responsibility, mental models and assessments of organisations’ espoused and enacted values, impact upon the success of corporate social responsibility programmes and actions. Work by Aguilera et al. (2007) is used to consider the potential dissonance between individual and organisational motives for corporate social responsibility. This theoretical article discusses the role of motives and learning within change. It contemplates both the role of motives held within mental models as a crucial factor in the successful adoption of effective corporate social responsibility practices and the function of learning practices in the support of corporate social responsibility change. Its contribution is in its focus at the level of the individual employee and in its challenge to assumptions about the relationship between individual and organisational motives for corporate social responsibility implementation. It is argued that effective implementation of corporate social responsibility requires organisations to consider both the role of learning and unlearning. Furthermore, organisations need to provide active support for the development of mental models about corporate social responsibility to prevent the development of dissonance between individual and organisational dispositions towards it.

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Section: Challenges To Corporate Social Responsibility Adoptionmentioning

confidence: 99%

Corporate social responsibility and individual resistance: Learning as the missing link in implementation

Blackman

Kennedy

Quazi

2012

Management Learning

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“…CSR is a difficult construct to measure (Carroll, 1999;Smith & Ward, 2007;Tuzzolino & Armandi, 1981). One of the most well-received early attempts to operationalize CSR was Carroll's (1979) effort.…”

Section: Measuring Corporate Social Responsibilitymentioning

confidence: 99%

Corporate Social Responsibility Within the U.S. Lodging Industry: an Exploratory Study

McGehee

Wattanakamolchai

Perdue

et al. 2009

Journal of Hospitality & Tourism Research

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This exploratory study examines corporate social responsibility (CSR) in the lodging industry by measuring the contributions to communities made by lodging properties throughout the United States. This work is significant for two reasons: (a) It attempts to develop a theoretical foundation for CSR within the U.S. lodging industry; (b) it signifies one of the first attempts to quantify one component of CSR, corporate giving, within the U.S. lodging industry. A random sample of lodging properties in the United States was surveyed, and they were asked to report their various contributions to community. Although a limited response prevented generalizability, based on 421 responding properties, regression analysis suggested that the industry made various contributions worth more than $815 million or 3.6% of total industry profits in 2005. The results also showed that a number of structural variables affected the quantified social component of CSR among lodging properties as well as the existence of CSR written policies, processes, and principles.

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“…Empirical research examining the effects of marketing ethics practices and CSR on consumer perceptions and firm performance has flourished in the literature (e.g., Biehal and Sheinin 2007;Brown and Dacin 1997;Sen and Bhattacharya 2001;Wagner et al 2009), yet many questions involving CSR and marketing strategy remain unanswered (Bhattacharya et al 2004;Smith and Ward 2007). Although the notion of conformity is central to marketing ethics and CSR theoretical frameworks (Maignan and Ferrell 2004), the organizational mechanisms, structures, and processes for responding to societal pressures are not understood (Ferrell 2007;Laczniak and Murphy 2006;Smith 2003).…”

Section: Institutional Pressures and Ethical Augmentationmentioning

confidence: 97%

“…Questions of marketing ethics and CSR frame this research given their natural synergies with institutional and organizational identity theories (Handelman 2006;Handelman and Arnold 1999). Increasingly, firms must respond to societal expectations involving ethics in their marketing practices (Singhapakdi and Vitell 2007;Smith 2003;Smith and Ward 2007). We term these response practices or behaviors ethical augmentation, or the development of products and marketing programs with ethical attributes.…”

Section: Introductionmentioning

confidence: 99%

Institutional pressures and marketing ethics initiatives: the focal role of organizational identity

Martin

Johnson

French

2011

J. of the Acad. Mark. Sci.

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Institutional theory implies that normative societal expectations create pressures for organizations to respond acceptably to important institutional constituents. Although the role of the institutional environment on marketing has been studied, the organizational mechanisms by which firms respond to societal pressures remain underinvestigated. We suggest that an important determining factor involves organizational identity, which drives firm response to societal norms and facilitates its quest for legitimacy. Accordingly, this study contributes to organizational theory in marketing by casting identity as the focal mechanism in the firm's response to the institutional environment. Marketing ethics and CSR issues frame this research given natural synergies with institutional and organizational identity theories and evidence that increasingly, firms must respond to societal expectations involving ethics in their marketing practices. Using game theoretical models and economic experiments, we find that the influence of the institutional environment emerges through firm identity, affecting resource allocation to ethical product augmentation.

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Corporate Social Responsibility at a crossroads?

Abstract: CSR has been around long enough not to be considered a fad. Yet, it is not quite an established reality either. N. Craig Smith andHalina Ward consider the fate of CSR in the UK and beyond.Thinking

Cited by 20 publications

References 0 publications

Corporate social responsibility and individual resistance: Learning as the missing link in implementation

Corporate social responsibility and individual resistance: Learning as the missing link in implementation

Corporate Social Responsibility Within the U.S. Lodging Industry: an Exploratory Study

Institutional pressures and marketing ethics initiatives: the focal role of organizational identity

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