The role of negative and positive forms of power in supporting CSR alignment and commitment between large firms and SMEs

Harness, David; Ranaweera, Chatura; Karjaluoto, Heikki; Jayawardhena, Chanaka

doi:10.1016/j.indmarman.2018.03.006

Cited by 47 publications

(56 citation statements)

References 86 publications

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“…Our findings show that affective commitment is the most important dimension and continuance commitment is the least influential dimension. The results are consistent with previous studies [75,76]. In comparison to financial and normative commitment, continuance commitment is a negative type of organizational commitment [76] which measures how employees are forced into relationships with the organizations [77].…”

Section: Conclusion and Discussionsupporting

confidence: 91%

“…The results are consistent with previous studies [75,76]. In comparison to financial and normative commitment, continuance commitment is a negative type of organizational commitment [76] which measures how employees are forced into relationships with the organizations [77]. Hence, it is reasonable to find that continuance commitment was the least influential dimension of organizational commitment.…”

Section: Conclusion and Discussionsupporting

confidence: 90%

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Employee Fitness Programs: Exploring Relationships between Perceived Organizational Support toward Employee Fitness and Organizational Sustainability Performance

et al. 2018

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This study investigates the influence of employee fitness programs on organizational sustainability performance from the perspective of organizational support as perceived by employees. Organizational sustainability performance was specified as a second-order factor, which was affected by three first-order factors: financial performance, social performance, and environmental performance. A snowball sampling method was employed to conduct an online survey of working adults in Shanghai to test the proposed hypotheses. Results show that perceived organizational support toward employee fitness has a positive and significant effect on organizational sustainability performance, and the positive effect is mediated by job satisfaction and organizational commitment. This study also provides theoretical and managerial implications.

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Section: Conclusion and Discussionsupporting

confidence: 91%

Section: Conclusion and Discussionsupporting

confidence: 90%

Employee Fitness Programs: Exploring Relationships between Perceived Organizational Support toward Employee Fitness and Organizational Sustainability Performance

et al. 2018

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“…The term commitment is defined as the act of binding individuals intellectually and emotionally toward a specific activity (Sanzo, Alvarez, Rey, & Garcia, 2012;Shore & Wayne, 1993). Over the last few decades, deliberation on the topic of organizational commitment gain wide attention of CSR researchers (Brammer, Millington, & Rayton, 2007;Rodrigo & Arenas, 2008).Commitment has the influential power to shape the willingness and decisions to involve in a particular course of action (Harness et al, 2018). On the other hand, commitment is concerned with feelings of obligation toward some action or an object (Bansal, Irving, & Taylor, 2004).…”

Section: Csr Commitment and Csr Participationmentioning

confidence: 99%

“…Commitment to CSR‐related activities play important role for the participation in CSR activities within organization (Harness, Ranaweera, Karjaluoto, & Jayawardhena, 2018; Osagie et al, 2016). Commitment is defined as the force that impasses an individual to perform a specific action related to a particular objective (Meyer & Herscovitch, 2001).…”

Section: Introductionmentioning

confidence: 99%

Does corporate social responsibility commitment and participation predict environmental and social performance?

Anser

Yousaf²,

Majid

et al. 2020

Corp Soc Responsibility Env

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This study aims to investigate the impact of corporate social responsibility (CSR) commitment and CSR participation on both social performance and environmental performance. The current study examines the influence of CSR commitment on CSR participation. This study also tested the mediating effect of CSR participation in the connection between CSR commitment and social performance as well as between CSR commitment and environmental performance. Data were collected from 324 managers of hotels and tourism units. Statistical techniques such as correlation, regression and AMOS 7.0 software were used for data analysis. Results reveal that CSR commitment positively predicts CSR participation. CSR participation significantly predicts the social performance and environmental performance. The direct link of CSR commitment with social performance and environmental performance is positive and significant. The findings also reveal that CSR participation mediates the relationship between both CSR commitment and social performance and CSR commitment and environmental performance links.

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“…From a CSR perspective, how positive and negative forms of power, specifically expert, reward, and coercive power, impact the relationship between a dominant firm and their trading partners is unclear. Both expert and reward power are based on giving positive reinforcements to the party that is subject to the use of power, whereas coercive power is essentially negative and is based on some form of threats and the withholding of some resource from the other party [151].…”

Section: Csr As a Determinant Of Co-creation Quality: Value Or Patholmentioning

confidence: 99%

Pathologies and Paradoxes of Co-Creation: A Contribution to the Discussion about Corporate Social Responsibility in Building a Competitive Advantage in the Age of Industry 4.0

Adamik

Nowicki

2019

Sustainability

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Research problem: Revolution Industry 4.0. forces companies to face specific competence-related, technological, organizational and even ethical challenges. The use of innovative “tools” associated with that revolution not only brings new technological challenges, opportunities to build new competitive advantages, new areas of activity, and new types of business benefits but also doubts, questions, or even pathologies and paradoxes. Sometimes, entities that do not fully understand the essence of the new concepts, methods, or techniques use them incorrectly or abuse them for private goals and expose themselves to criticism—sometimes even social condemnation. These are examples of the lack of Corporate Social Responsibility (CSR) of these organizations. This situation also has reached co-creation. In theory, it is a very positive concept, aimed at building competitiveness, or various types of competitive advantages of companies by creating value for clients with their participation. In economic practice, unfortunately, it is not always successful. Purpose: The main purpose of this paper is to identify and characterize the key paradoxes and areas of potential pathologies of creating competitive advantage based on co-creation without CSR in the case of companies operating in the age of Industry 4.0. Originality/value of the paper: A theoretical study based on the extensive literature review describing paradoxes, ethical and CSR problems of co-creation in organizations creating competitive advantage in the age of the Fourth Industrial Revolution and a qualitative methodology of research. This study attempts to systematize paradoxes of co-creation and the areas and industries in which the related pathologies of co-creation occur particularly often and distinctively in economic practice. The empirical studies were conducted as a review of case studies of companies that use the concept of co-creation in an irregular way (paradoxical or with pathologies). This study identified and characterized the key 31 paradoxes and pathologies of creating competitive advantage based on co-creation in the case of 14 companies operating in the age of Industry 4.0. Implications: The identification of main dilemmas, paradoxes and pathologies of co-creation; signaling the role of governance and CSR in processes of the valuable use of co-creation in the age of Industry 4.0. Based on the observations described in the paper, it is worth recommending that when becoming involved in co-creation, one should observe ethical standards and assumptions of CSR, and require the same from partners and other parties involved. Otherwise, the risk is that instead of co-creation, the result achieved will be exactly the opposite to that intended, which is co-destruction, and condemnation instead of glory. This is why it is worth considering the paradoxes that are key to co-creation and approaching solutions in a conscious way.

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The role of negative and positive forms of power in supporting CSR alignment and commitment between large firms and SMEs

Cited by 47 publications

References 86 publications

Employee Fitness Programs: Exploring Relationships between Perceived Organizational Support toward Employee Fitness and Organizational Sustainability Performance

Employee Fitness Programs: Exploring Relationships between Perceived Organizational Support toward Employee Fitness and Organizational Sustainability Performance

Does corporate social responsibility commitment and participation predict environmental and social performance?

Pathologies and Paradoxes of Co-Creation: A Contribution to the Discussion about Corporate Social Responsibility in Building a Competitive Advantage in the Age of Industry 4.0

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