Ethics and corporate social responsibility integrated into knowledge management and innovation technology

Abstract

Purpose -The main purpose of this paper is to offer an analysis of how firms could integrate ethical values and corporate social responsibility (CSR) initiatives into its corporate and business strategies, especially in relation to its knowledge management (KM) strategy, technological innovation and human development. Design/methodology/approach -A model for the "strategization" of ethics and CSR -i.e. their integration into a firm's strategies -is put forward in this paper. In addition, this model is evaluated through a case study of a Spanish innovative company, Indra. Data were generated based on interviews with various managers involved in the development of CSR, KM and corporate strategies. Findings -The paper provides evidence of the efforts this company is making in order to connect CSR initiatives with competitive advantage through the development of intangible assets such as human capital and innovation capacity, for which KM is an essential tool.Research limitations/implications -The case study is limited to one company in order to go deeper into the "strategization" of CSR process. Future studies will focus on a larger and more diverse sample of firms. Practical implications -Important factors of influence, which have been observed in this process, have been extracted from the case study, such as the necessity of promoting the company's ethical principles through its corporate culture, the human resources practices which encourage the access to and the transfer of knowledge, and relationships with its stakeholders that allow the creation of knowledge, innovation and human development. Originality/value -The paper provides a model of integration of ethics and CSR into the company's strategy through four stages: establishment of CSR vision, diagnosis of CSR problems, development plan of CSR development, and communication. This model can provide a roadmap for managers in other firms in order to formulate and implement a CSR plan in accordance with the company's strategies and mission.

Surveying Employee Attitudes on Corporate Social Responsibility at the Frontline Level of an Energy Transportation Company

“…CSR, and more specifically, the firm's performance on its noted commitments, can be leveraged for strategic/competitive purposes (McWilliams et al ., ; Porter and Kramer, ; Smith, ). Guadamillas‐Gómez and Donate‐Manzanares () describe via a case study how the integration of ethical values and CSR principles within corporate strategy can positively impact the reputation of the firm, knowledge management efforts, technological innovation, and human development (i.e., employee motivation and behavior). As tactics for competitive advantage continue to become homogenized in today's business landscape, corporations are turning to non‐traditional platforms and metrics – such as corporate social performance – to stoke differentiation, and ultimately, organizational success.…”

Corporate social responsibility and innovation: Evidence from emerging economies

“…CSR practices can ensure employee engagement (Davies and Crane [14]; Lindorff and Peck [15]) and increase job satisfaction, which is beneficial for employees' innovation abilities and the quality of R&D input (Edmans [16]). Secondly, the more investment in CSR can make it easier to generate relationship-oriented innovation culture in the focal firm, and it can carry out a better exploration and exploitation of knowledge from both internal and external sources (Guadamilas and Donate [4]). Thereby, employee engagement and the organizational learning capability is strengthened by high level of CSR, leading to the increase of innovation output.…”

“…However, the studies about the effect of CSR on innovation are insufficient. Guadamilas-Gómez and Doate-Manzanares [4] argued CSR can affect innovation in the long run as a key aspect of the strategy. Hielscher and Vennemann [5] applied a comprehensive managerial view to study how to use CSR to strengthen the innovation process.…”

Propuesta de una escala para la medición de la responsabilidad social corporativa = A proposal for the measurement of corporate social responsibility

“…Aspectos como el impacto medioambiental de determinadas actividades, el desarrollo sostenible 2 , o la internacionalización de los mercados de capitales y su transparencia ponen de manifiesto la preocupación actual de las organización por la RSC (Epstein, Buhovac y Yuthas, 2012). Pero estos no son los únicos motivos por los que las empresas vienen mostrando un interés creciente por la misma en los últimos años, ya que muchos la consideran una herramienta de gestión muy potente desde un punto de vista estratégico (Porter y Kramer, 2006;Surroca, Tribó y Waddock, 2010;Guadamillas y Donate, 2011).…”