Integrating CSR Initiatives in Business: An Organizing Framework

Abstract

corporate social responsibility, core–periphery thesis, integrating CSR in business, fit,

Exploring Employee Engagement with (Corporate) Social Responsibility: A Social Exchange Perspective on Organisational Participation

“…Within the ethics literature, previous CSR research regarding employees has used a variety of research approaches ranging from conceptual, literature based reviews (for instance Caldwell et al, 2012;Yuan et al, 2011), third party surveys (for instance Collier and Esteban, 2007) and empirical studies (for instance Miles et al, 2006;Turker, 2008). Of direct relevance to this study are those small number of studies, often small scale, that have employed qualitative methods mainly involving case studies supported by interviews (see for example Duarte, 2010;Rodrigo and Arenas, 2008).…”

“…(2010) and Yuan et al (2011) all identified the need for CSR to be embedded within, rather than decoupled from, the organisation. We have seen that some employees viewed CSR as a bolt-on activity.…”

Sharing Vocabularies: Towards Horizontal Alignment of Values-Driven Business Functions

“…CSR has arguably been institutionalized through integration across the phases of strategy formation and implementation (Maon et al 2010;Bondy et al 2012) and CSR practices have been studied in relation to vertical fit both internal and external to the organization (Yuan et al 2011). Basu and Palazzo (2008) have insightfully examined the impact of the institutional context within which CSR is embedded, such as mental frames and sense-making processes, on organization's overall strategy.…”

“…In contrast, socio-cultural alignment involves social and cultural processes that facilitate shared understanding and a match between individuals' beliefs, values, purpose and habits with those of the organization (Reich and Benbasat 2000;Bansal 2003). Within this body of literature, socio-cultural processes have been conceived in a variety of ways (Chenhall 2005), for instance, as socialization processes (Abernethy and Brownwell 1997;Akesson and Skalen 2011), social group influences (Merchant 1985), and institutionalized values, norms and rules (Yuan et al 2011).…”

“…An implicit assumption is that alignment within these various levels can be and needs to be improved, and that doing so will yield positive results. However, scholars who have thus far drawn on the concept of alignment focus on alignment within activities of a single values-driven function such as CSR or environmental management (Basu and Palazzo 2008;Pedersen and Neergaard 2009;Yuan et al 2011;Parisi 2013).…”