Corporate Social Responsibility: The Good, the Bad and the Ugly

Banerjee, Subhabrata Bobby

doi:10.1177/0896920507084623

Cited by 1,094 publications

(1,051 citation statements)

References 44 publications

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“…On the one hand, SD is often presented as a business imperative that firms should adopt because doing so is in their best interest (Banerjee 2008;Besser 2012): the arguments that are used to convince SMEs to establish SD practices generally reflect the ''business case'' approach (Carroll and Shabana 2010). On the other hand, SMEs are encouraged to assume, in addition to their basic economic functions, further responsibilities at the social and environmental domains and to minimize the negative impacts of their activities in these areas (Brammer et al 2012;Cassels and Lewis 2011).…”

Section: Introductionmentioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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Section: Introductionmentioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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“…Critical theorists focus on the discourses around proposed solutions to social problems, and the roles that these discourses play in protecting corporate privilege and power (Banerjee 2008). Managers use ISR to maintain control over the rhetoric around social issues through generating and maintaining symbols such as certifications, logos, social reports and partnerships.…”

Section: Critical Management Perspectivesmentioning

confidence: 99%

“…The strategic goal of ISR participation can be to limit the need to change behaviour, either in advance of regulation or later when the industry's preferred approach may be subsequently adopted as a new regulatory standard (Ogus 1995;Fleckinger and Glachant 2011). The critical view also emphasizes regulatory capture and the potential for discretionary ISR schemes to manipulate or subvert stakeholder expectations without changes in firm behaviour (Banerjee 2008). Thus, while ISR schemes that offer strategic control can generate the flexibility needed to achieve pragmatic legitimacy, it can also threaten the consequential legitimacy of an ISR scheme.…”

Section: Strategic Control and Moral Legitimacymentioning

confidence: 99%

“…Critical theorists describe how network effects can support shared discourses and industry-led schemes that consolidate the power of large corporations without altering corporate behaviour (Banerjee 2008;Bowen 2014). Network benefits can promote the deliberately low standards of powerful incumbents (Raynolds et al 2007).…”

Section: Network Effects and Moral Legitimacymentioning

confidence: 99%

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Marking Their Own Homework: The Pragmatic and Moral Legitimacy of Industry Self-Regulation

Bowen

2017

J Bus Ethics

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When is industry self-regulation (ISR) a legitimate form of governance? In principle, ISR can serve the interests of participating companies, regulators and other stakeholders. However, in practice, empirical evidence shows that ISR schemes often under-perform, leading to criticism that such schemes are tantamount to firms marking their own homework. In response, this paper explains how current management theory on ISR has failed to separate the pragmatic legitimacy of ISR based on selfinterested calculations, from moral legitimacy based on normative approval. The paper traces three families of management theory on ISR and uses these to map the pragmatic and moral legitimacy of ISR schemes. It identifies tensions between the pragmatic and moral legitimacy of ISR schemes, which the current ISR literature does not address, and draws implications for the future theory and practice of ISR.

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“…Zink (2007) recommends using CSR as a social strand of the sustainable development (SD) concept whereby CSR is focused especially on organizational activities and the consideration and realization of stakeholder expectations within national society and the local community. Authors such as Banerjee (2008); Montiel (2008); Stubbs and Cocklin (2008);and Rees (2002) relate CSR to the development of value creation and approaches that make CSR economically worthwhile to organizations. In support of value creation Málovics, Csigéné, and Kraus (2008) conclude that the role of CSR can be split into four levels: commercial self-interest, expanded self-interest with immediate benefit, expanded self-interest with long-term benefit, and promotion of the common good.…”

Section: Scope Of Csrmentioning

confidence: 99%