2004
DOI: 10.1016/j.bar.2003.11.004
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Motivating socially responsive decision making: the operation of management controls in a socially responsive organisation

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Cited by 170 publications
(174 citation statements)
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References 57 publications
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“…While Arjaliès and Mundy"s (2013) choice of the survey method for their study provides insights into the MCS used by companies to manage CSR strategy and into how companies use these MCS, they themselves admit that this method precludes a detailed understanding of the practices in any individual company. The prior case study research has taken different perspectives, such as the role of MCS in general corporate social responsibility activities (Crutzen and Herzig, 2012); the effects of MCS in motivating socially responsive decision making (Norris and O'Dwyer, 2004); sustainable leadership through MCS and organizational culture (Morsing and Oswald, 2009); and implementing sustainability strategies through MCS (Riccaboni and Leone, 2010). Figge et al (2002) list three options for integrating sustainability into a BSC: i) incorporating such measures into the existing four BSC perspectives; ii) adding an additional fifth perspective on sustainability; or iii) developing a specific BSC for sustainability.…”
Section: Literature Review and Backgroundmentioning
confidence: 99%
“…While Arjaliès and Mundy"s (2013) choice of the survey method for their study provides insights into the MCS used by companies to manage CSR strategy and into how companies use these MCS, they themselves admit that this method precludes a detailed understanding of the practices in any individual company. The prior case study research has taken different perspectives, such as the role of MCS in general corporate social responsibility activities (Crutzen and Herzig, 2012); the effects of MCS in motivating socially responsive decision making (Norris and O'Dwyer, 2004); sustainable leadership through MCS and organizational culture (Morsing and Oswald, 2009); and implementing sustainability strategies through MCS (Riccaboni and Leone, 2010). Figge et al (2002) list three options for integrating sustainability into a BSC: i) incorporating such measures into the existing four BSC perspectives; ii) adding an additional fifth perspective on sustainability; or iii) developing a specific BSC for sustainability.…”
Section: Literature Review and Backgroundmentioning
confidence: 99%
“…Pederson and Neergard, 2008) observe a management reward systems linked to CSR performance to a limited extent; however details of even this connection are not provided. Norris and O'Dwyer (2004) observe that managers were rewarded exclusively on financial measures. Morsing and Oswald (2009) report finding no link between sustainability objectives and performance compensation.…”
Section: Literature On Sustainability Controlmentioning
confidence: 99%
“…Gates and Germain (2010) survey controllers in France and find that CSR metrics play only a minor role in organisational control. Norris and O'Dwyer (2004) remark on a lack of focus on CSR performance outcomes.…”
Section: Literature On Sustainability Controlmentioning
confidence: 99%
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“…The concept of corporate social responsibility is not a totally new one as noted by several academic researchers in the literature; the British Institute of Management noted that the use of CSR has been on the corporate scene in the UK for as far back as 1947, Crowther [5], who argues that CSR has been in existence in Britain since the Industrial Revolution of the 18 th century, Maltby [22], who argues that it has been practiced proactively by a number of British manufacturing companies; especially Sheffield steelmakers during the beginning of the 20 th century and Norris and O'Dwyer [24] who summed it all up when they argued that 'the concept has received much attention in the past but this has tended to wax and wane; what we are now witnessing is only a resurgence of interest in the field of corporate social responsibility'.…”
Section: Reviewing the Literature On Csr As It Applies To Corporate Ementioning
confidence: 99%