The triple bottom line and organizational attractiveness ratings: The role of pro‐environmental attitude

This study examines if the relationship between corporate social responsibility (CSR) and innovation is homogeneous or depends on the type of CSR practice and/or the type of innovation. The paper focuses on the three dimensions of the “three bottom line” of CSR (economic, social, and environmental) and on the so‐called “fateful triangle” of innovation, which together with studied product and process innovation types also considers organizational innovation. The theoretical framework is based on the resource‐based view and the knowledge‐based view approaches. In analysing sustainable innovation in the Spanish context, we look at a set of firms taking data for the 2009–2014 Spanish Community Innovation Survey. The empirical study uses random effect probit panel data methodology. The results show that, although the positive effect of CSR on innovation is confirmed for the majority of the cases, there are differences depending on the innovation type and the CSR dimension.

Section: Factors Affecting the Csr-innovation Relationshipmentioning

confidence: 99%

mentioning

confidence: 99%

Is the corporate social responsibility–innovation link homogeneous?: Looking for sustainable innovation in the Spanish context

García‐Piqueres

García‐Ramos

2019

“…Applicant attraction to organizations has been of great interest in research and applied domains for decades. Initially explored for its ties to perceived instrumentality (Vroom, 1966), organizational attractiveness has consistently garnered attention during periods of relative workforce scarcity (e.g., Bohlmann, Krumbholz, & Zacher, 2018;Lievens, Decaesteker, Coetsier, & Geirnaert, 2001;Turban & Greening, 1996;Turban & Keon, 1993). In early research, attraction was conceptualized simply, measured using only a single, face-valid item (e.g., Singh, 1975).…”

Section: Organizational Attractivenessmentioning

confidence: 99%

“…To date, researchers have found various positive associations between company CSR initiatives and its attractiveness to potential employees (Backhaus, Stone, & Heiner, 2002;Behrend, Baker, & Thompson, 2009;Evans & Davis, 2011;Greening & Turban, 2000;Gully, Phillips, Castellano, Han, & Kim, 2013;Schmidt-Albinger & Freeman, 2000). Though economic, social, and environmental performance are all driving mechanisms for organizational attractiveness, social performance has been found to exert the strongest influence (Bohlmann et al, 2018). Millennials, in particular, are sensitive to signals of CSR, expressing greater attraction toward companies with a reputation for CSR engagement (Catano & Hines, 2016;Klimkiewicz & Oltra, 2017).…”

Section: Corporate Social Responsibilitymentioning

confidence: 99%

Recruiting millennials: Exploring the impact of CSR involvement and pay signaling on organizational attractiveness

Waples

Brachle

2019

Modern organizations must consider corporate social responsibility (CSR) and its implications. CSR involvement carries many potential benefits, including opportunities to promote stakeholder engagement with the organization, particularly among young people (i.e., millennials) in the emergent workforce. Collectively, millennials are often described as both socially active and self‐centered. These seemingly antithetical motives complicate the execution of optimal recruitment practice. This empirical study examined the impact of CSR activity and relative pay level signals on organizational attractiveness. Participants who were seeking or soon to be seeking employment in the United States responded to a hypothetical company profile. Confirming expectations, results revealed an effect of CSR information on organizational attractiveness, wherein notification of CSR involvement enhanced attractiveness. Pay level and CSR notification did not significantly interact, indicating that the effects of CSR on attractiveness are not moderated by information about pay levels. The implications of the results and future research recommendations are discussed.

“…Several previous studies have investigated the impacts of sustainability‐oriented CSR policies on consumer perception (Bohlmann, Krumbholz, & Zacher, ; Currás‐Pérez, Dolz‐Dolz, Miguel‐Romero, & Sánchez‐Garcia, ) and corporate value (Taylor, Vithayathil, & Yim, ). These studies tend to find a positive relationship, especially with social aspects of sustainability.…”

Section: Discussionmentioning

confidence: 99%

Value for the calorie?—Corporate social responsibility and benchmarking analysis of calorie efficiency in food retailing

Jensen

Sommer

Hansen

2018

The potential role of food retailing as a determinant for the growth in obesity prevalence has been the subject of a number of studies in the literature. This paper develops and demonstrates a corporate social responsibility evaluation tool-calorie efficiency-to benchmark a specific retail chain's corporate sustainability performance in promoting healthier food choice at the consumers, based on household panel shopping data for five food categories. The studied retail chain has performed slightly better than its closest competitors for four of the five product categories, when adjusted for changes in the retailers' customer population. The results demonstrate the importance of adjusting for changes in customer population when undertaking such benchmarking-especially when the food retail sector undergoes substantial structural developments. The developed framework can rather straightforwardly be transferred to other domains, such as business activities' impacts on climate change or the environment.