Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice

Maon, François; Lindgreen, Adam; Swaen, Valérie

doi:10.1007/s10551-008-9804-2

Cited by 415 publications

(207 citation statements)

References 56 publications

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“…Consequently, the perception of consumers regarding the CSR activities carried out by enterprises, will be essential to achieve a better brand image of products or services (den Hond & de Bakker, 2007). That is why CSR actions and activities have a positive, significant relation with brand image (Smith, 2003;Maignan et al, 2005;Porter & Kramer, 2006;Ellen et al, 2006;Maon et al, 2009). Therefore, considering the information presented above, at this point it is possible to establish the following hypothesis:…”

Section: Methodsmentioning

confidence: 92%

Corporate Social Responsibility, Brand Image and Firm Reputation in Mexican Small Business

Maldonado-Guzmán¹,

Castro²,

Leana-Morales³

2017

JMS

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Several investigations are commonly found in marketing literature but there are relatively few theoretical and empirical researches that associate marketing with corporate social responsibility (CSR). There are even less empirical investigations that relate these two important constructs with firm reputation of enterprises aimed to small and medium-size enterprises (SMEs) which shows a clear void in literature regarding the existing relation between CSR activities, brand image of products or services created by enterprises and their firm reputation. For this reason, the main objective of this research paper is the analysis of the existing relation between CSR activities, firm reputation and brand image of products or services of SMEs by using a sample of 308 enterprises from Aguascalientes State. The results obtained show that CSR activities have positive and significant effects in both the firm reputation and brand image of products or services created by SMEs.

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Section: Methodsmentioning

confidence: 92%

Corporate Social Responsibility, Brand Image and Firm Reputation in Mexican Small Business

Maldonado-Guzmán¹,

Castro²,

Leana-Morales³

2017

JMS

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“…In this perspective, among the others, customers and human resources emerge as relevant stakeholders for any socially responsible company. In fact, even though external and internal respectively to organizational boundaries (Sirgy, 2002), customers and HR are both generally considered in literature as primary stakeholders (Carroll, 1993;Clarkson, 1995;Maon et al, 2009;Park & Ghauri, 2014), given a significant impact on the achievement of core mission of the business. In fact, without their cooperation and support, it is acknowledged that the company may not survive (regarding the distinction between the different stakeholder groups, the challenge for the company's management is to ensure that the primary stakeholders achieve their objectives while the other stakeholders are also satisfied.…”

Section: Stakeholder Management and Csr Governance Modesmentioning

confidence: 99%

“Make” or “Buy” the Choice of Governance Modes for Corporate Social Responsibility Projects from a Stakeholder Management Perspective

Gangi¹,

D’Angelo²

2017

IBR

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The organization of corporate social responsibility (CSR) initiatives deals with a "make" or "buy" trade-off among in-house solutions instead of a partial (collaboration) or total (outsourcing) externalization of such activities. This article aims to advance the knowledge of the criteria underlying the governance modes of CSR. In particular, integrating the organizational economics with the insights provided by the stakeholder management, the study deepens the reasons why primary stakeholders, such as human resources (HR) and customers, may affect the choice to internalize the governance of CSR projects. Findings are consistent with the theoretical framework. In fact, internal solutions are more likely for CSR initiatives addressed to HR and customers. Given the direct linkage of these stakeholders with the achievement of the company's mission, results corroborate the concept of closeness of CSR actions with respect to the firm's core business as driver of in-house projects.

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“…According to Maon, Lindgreen, andSwaen (2009), Lewin's (1951) change theory is the most popular because it revolves around the concept of doing away with previous processes to allow new processes to become the norm. As business processes and practices become outdated and are no longer suitable for the competitive situations, organizations move toward changes (Hanafizadeh & Osouli, 2011).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Recruitment Strategies, Matrices, and Techniques Used in Hiring Veterans

Agard

2017

IJHRS

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Successful transition to civilian employment is a challenge for veterans. The purpose of this single case study was to explore critical aspects of hiring managers' decision-making process and to understand how these strategies and techniques affect the hiring of veterans. Tajfel and Turner's social identity theory and Lewin's organizational change model formed the conceptual framework for the study. The participants for this study were 8 hiring managers from a midsized company in the Upper Hudson Valley Region, New York. Data were collected using semi-structured interviews. The data were analyzed and coded and 4 themes emerged: strategies used to fill open positions, specific recruitment and interview protocols, veterans' skills from military training, and lack of experience with hiring veterans. The study results may contribute to veteran's awareness of the skills that employers are seeking that veterans may be able to fulfill. The results of the study could create an opportunity for hiring managers to recognize that veterans represent a trained, ready-made talent pool. The social impact of the study could help hiring managers identify and design the required job description criteria to include the transferable skills of veterans.

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Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice

Cited by 415 publications

References 56 publications

Corporate Social Responsibility, Brand Image and Firm Reputation in Mexican Small Business

Corporate Social Responsibility, Brand Image and Firm Reputation in Mexican Small Business

“Make” or “Buy” the Choice of Governance Modes for Corporate Social Responsibility Projects from a Stakeholder Management Perspective

Recruitment Strategies, Matrices, and Techniques Used in Hiring Veterans

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