Realism or idealism? Corporate social responsibility and the employee stakeholder in the global fast-food industry

Royle, Tony

doi:10.1111/j.1467-8608.2005.00385.x

Cited by 64 publications

(56 citation statements)

References 21 publications

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“…For example, Esbenshade (2001) argues that adopting codes of conduct provides a way for corporations both to prevent the enforcement of existing labour laws and forestall future legal reforms. Similar claims are readily found in previous research (e.g., Diller, 1999;Bondy et al, 2004;Royle, 2005;Arya and Salk, 2006), and, as Bartley (2005, p. 212) points out, a common argument is that " one unfortunate effect of the rise of private regulation will be to displace or 'crowd out' public regulation and legal accountability" .…”

Section: Plausible Motives For Adopting International Framework Agreesupporting

confidence: 63%

“…In recent years, many researchers have noted the existence of IFAs, their potential impact on workers' rights, and the high priority that signing these agreements has for global union federations (e.g., Gallin, 2000;Muller-Camen et al, 2001;Wills, 2001;Connor, 2004;Spooner, 2004;Chang and Wong, 2005;Royle, 2005;Andersen, 2006;Turnbull, 2006;Waddington, 2006;Doellgast and Greer, 2007). Connor (2004, p. 64), for example, notes that global union federations (GUFs) have "sought to persuade a number of companies to sign international framework agreements", but that "only a relatively small number of companies have been willing to participate in such programmes".…”

Section: Previous Research Into International Framework Agreementsmentioning

confidence: 99%

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TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

Egels‐Zandén

2008

J Bus Ethics

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Over the past decade, discussion has flourished among practitioners and academics regarding workers' rights in developing countries. The lack of enforcement of national labour laws and the limited protection of workers' rights in developing countries have led workers' rights representatives to attempt to establish transnational industrial relations systems to complement existing national systems. In practice, these attempts have mainly been operationalised in unilateral codes of conduct; recently, however, negotiated international framework agreements (IFAs) have been proposed as an alternative. Despite their growing importance, few studies have empirically studied IFAs. This paper starts to fill this gap by studying why corporations adopt IFAs, based on a qualitative study of the process leading to the signing of a recent IFA. The study's findings complement existing research into why corporations adopt IFAs, codes of conduct, and CSR policies by demonstrating that corporate motives can be linked to a desire to retain a trusting relationship with the labour union movement. In addition, the findings indicate that the discrete campaign model of stakeholder pressure dominant in previous research should be complemented by a continuous bargaining model of stakeholder pressure. The paper concludes by discussing differences between these conceptual models of stakeholder pressure and avenues for future research.

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Section: Plausible Motives For Adopting International Framework Agreesupporting

confidence: 63%

Section: Previous Research Into International Framework Agreementsmentioning

confidence: 99%

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

Egels‐Zandén

2008

J Bus Ethics

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“…Royle's (2005) case study found a positive correlation between CSR and performance-oriented payment systems, and Vitaliano and Stella (2006) identified a positive relationship between CSR involvement and efficiency-based work practices. The positive association between CSR and labor flexibility was manifested in several qualitative studies (Benson 2008;Bonvin 2007;Smith and Helfgott 2010).…”

Section: Discussionmentioning

confidence: 99%

Good Neighbors but Bad Employers: Two Faces of Corporate Social Responsibility Programs

Jung

Kim

2015

J Bus Ethics

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Using two firm-level datasets in Korea, we analyzed the effects of corporate social responsibility (CSR) on employment relations. We propose that participation in corporate social activity may not necessarily reflect an ethical commitment to do ''the right thing,'' but instead can be associated with mobilizing internal resources to offset the costs imposed by external CSR involvement undertaken because of social pressure. Analysis of the two datasets showed similar results. The results demonstrate that socially responsible actions facilitate employer tendency to use performance-based pay and efficiency-based work practices. We also find that CSR has a negative association with employment growth and increased labor flexibility through contingent employment. These findings shed light on the internal impact of CSR involvement on a firm's employment policies with respect to resource allocation.

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“…The organization's scale can have impact on local, national and global communities, by working with hundreds of suppliers, employing thousands of staff and serving millions of customers. Pressure to develop sustainable business practices comes from a variety of sources, including, regulating bodies encompassing local authorities, national Governments and the European Union; collective agreements; works councils; consumer pressure; values and cultural beliefs; and competitiveness achieved from new environmental initiatives (Nidumoul, Prahalad, & Rangaswami, 2009;Royle, 2005). The authors adopted an interview-based multi-case study approach (Eisenhardt, 1989;Eisenhardt & Graebner, 2007).…”

Section: Research Context and Methodsmentioning

confidence: 99%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

235

154

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This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multicase study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

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Realism or idealism? Corporate social responsibility and the employee stakeholder in the global fast-food industry

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Cited by 64 publications

References 21 publications

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

Good Neighbors but Bad Employers: Two Faces of Corporate Social Responsibility Programs

Green human resource management: a comparative qualitative case study of a United States multinational corporation

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