One Vision, Different Paths: An Investigation of Corporate Social Responsibility Initiatives in Europe

Maon, François; Swaen, Valérie; Lindgreen, Adam

doi:10.1007/s10551-015-2810-2

Cited by 59 publications

(63 citation statements)

References 73 publications

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“…To select a representative sample of European countries, we rely on the literature identifying different models of CSR across countries (Jackson & Apostolakou, ; Kang & Moon, ; Maon et al, ; Midttun, Gautesen, & Gjølberg, ). We follow the categorization that distinguishes four large clusters of European countries: Anglo‐Saxon (Ireland and the United Kingdom), Central European (Netherlands, Germany, Austria, and Belgium), Latin (Spain, Portugal, France, Italy, and Greece), and Nordic (Sweden, Norway, Finland, and Denmark) (Jackson & Apostolakou, ; Maon et al, ).…”

Section: Methodsmentioning

confidence: 99%

“…The literature indicates that the aforementioned regulatory, normative, and cognitive pressures generate different types of CSR in terms of implementation and reporting (e.g., Argandoña & Von Weltzien Hoivik, ; Crane & Matten, ; Jackson & Apostolakou, ; Maon et al, ; Matten & Moon, ). Previous studies highlight the important role played by national institutions in the attitudes and behaviors of organizations toward CSR.…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

“…More specifically, the literature indicates the existence of four large clusters of countries in Europe according to their approach to CSR: Anglo‐Saxon, Central European, Latin, and Nordic (Jackson & Apostolakou, ; Maon et al, ). Considering that countries in the same cluster show similarities in their institutional context and marked differences with respect to the territories in the other blocks, the following hypotheses are formulated:

Hypothesis 3 : Firms headquartered in the Nordic cluster show significant differences in the implementation of SR‐HRM with respect to firms in the other clusters . Hypothesis 4 : Firms headquartered in the Central European cluster show significant differences in the implementation of SR‐HRM with respect to firms in the other clusters . Hypothesis 5 : Firms headquartered in the Latin cluster show significant differences in the implementation of SR‐HRM with respect to firms in the other clusters . Hypothesis 6 : Firms headquartered in the Anglo‐Saxon cluster show significant differences in the implementation of SR‐HRM with respect to firms in the other clusters .…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Evidence of different models of socially responsible HRM in Europe

Díaz-Carrión

López‐Fernández

Romero-Fernández

2018

Business Ethics: A Eur Rev

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Socially responsible human resource management (SR‐HRM) is becoming increasingly important for academics and managers. The interface between HRM and corporate social responsibility (CSR) is the subject of analysis in this article. It adopts a contextual perspective to analyze whether the institutional context influences the implementation of socially responsible HRM (SR‐HRM). Considering the differences in the national institutional contexts across Europe, this study explores the different models of SR‐HRM in that region. The research is focused on a sample of 153 companies headquartered in Germany, Spain, Sweden, and the United Kingdom. The findings evidence the influence exerted by the national institutional context on the implementation of SR‐HRM. Differences among country clusters suggest the existence of different models of SR‐HRM in Europe. However, these models do not correspond to the blocks on HRM or on CSR identified by the literature but instead provide a novel categorization.

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Section: Methodsmentioning

confidence: 99%

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Evidence of different models of socially responsible HRM in Europe

Díaz-Carrión

López‐Fernández

Romero-Fernández

2018

Business Ethics: A Eur Rev

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“…Focusing on one community-oriented approach, where environmental responsibility as a subconstruct of CSR is not embedded in company activities and business operations, or the adoption of only two approaches (process and communityoriented) seems insufficient for overcoming the complex challenges which emerge in the interaction between the business, society and the environment (Maon, F. et al 2017). …”

Section: Review Of Literaturementioning

confidence: 99%

Ecological Transformation in Bulgaria – New Challenges to the Businesses and the Government

Ivanova¹,

Slavova²

2018

Eur. j. econ. bus. stud.

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The ecological transformation of the economy poses a number of challenges to the businesses and the government, whilst environmental responsibility in recent decades has been increasingly taken up by a growing number of companies, regardless of their size, business activities, or sector of operation.The objective of research is to analyse what incentive policies the government should set up to promote the ecological transformation of Bulgaria's economy and what environmental business practices and environmental management systems the firms operating in the Bulgarian market have in place. The analysis is based on an empirical study conducted with 200 business organisations. The results show that the low level and limited scope of the environmental responsibility applied in Bulgaria are associated with the absence of a clearly defined macroeconomic framework for encouraging investments in innovative sustainability and energy efficiency technologies. The conclusions indicate that in order to intensify ecological transformation, a targeted, systematic and rapid macropolicy reform is required (promoting development and deployment of innovative resource and eco-friendly technologies; changing the logics of eco-fiscal policy; ensuring more efficient funding of the ecological transition; activating the financial markets by introducing new instruments of public-private partnership, etc.).The added value of this paper is not only in the analytical examination of the new challenges, but also and above all, in outlining the direction and deriving recommendations for implementing future actions.The methodology employed is based on primary and secondary investigations, statistical and analytical methods of interpreting data, and identifying the major dependencies and issues.

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“…not always directly [4][5][6][7][8][9]. There is even a bigger lack of scientific researches suggesting managerial solutions for organizations aiming to implement corporate social responsibility, which is indirectly analyzed in the works of various authors [10][11][12][13][14][15][16][17][18][19][20][21][22], and there is a particular lack of researches related to both CSR and management culture [23][24][25][26][27][28][29][30].…”

Section: Introductionmentioning

confidence: 99%

Management Solutions to Determine the Level of Management Culture Aiming to Implement Corporate Social Responsibility

Žukauskas¹,

Vveinhardt²,

Andriukaitienė³

2018

Management Culture and Corporate Social Responsibility

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Based on the results of the research, this part describes the possible management solutions, divided into five conditional steps, each of which consists of solutions of the individual tasks. Three conditions are emphasized as the starting condition. First, it is the shareholders' decisions, which turn into organization of goal-oriented processes on the following stages, by providing the necessary resources. Second, resulting from the first there is the evaluation (analysis) of the management culture of the organization, the results of which are enacted by organizing the changes. Third, the processes must be described in internal documents, and their control is associated with a continuous monitoring.

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One Vision, Different Paths: An Investigation of Corporate Social Responsibility Initiatives in Europe

Cited by 59 publications

References 73 publications

Evidence of different models of socially responsible HRM in Europe

Evidence of different models of socially responsible HRM in Europe

Ecological Transformation in Bulgaria – New Challenges to the Businesses and the Government

Management Solutions to Determine the Level of Management Culture Aiming to Implement Corporate Social Responsibility

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