Corporate social responsibility or CEO narcissism? CSR motivations and organizational performance

2015 ◽  
Vol 37 (2) ◽  
pp. 262-279 ◽  
Author(s):  
Oleg V. Petrenko ◽  
Federico Aime ◽  
Jason Ridge ◽  
Aaron Hill
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Performance ◽  
Ceo Narcissism ◽  
Corporate Social

scholarly journals The Performance Implication of Corporate Social Responsibility: The Moderating Role of Employee’s Prosocial Motivation

2021 ◽  
Vol 18 (6) ◽  
pp. 3128
Author(s):  
Min-Jik Kim ◽  
Byung-Jik Kim
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Organizational Performance ◽  
Future Research ◽  
Prosocial Motivation ◽  
Moderated Mediation Model ◽  
Micro Level ◽  
Corporate Social ◽  
The Relationship

Although there has been extensive research on the corporate social responsibility (CSR)–performance link, full understanding is still elusive. A possible reason for this is the limited understanding of the underlying processes that affect the relationship. Grounded in institutional theory, which emphasizes the importance of micro-level intermediating processes (e.g., employees’ perceptions and attitudes) to explain a macro-level association (i.e., CSR to organizational performance), we built a moderated mediation model where: (i) organization commitment mediated the influence of CSR on organizational performance, and (ii) an employee’s prosocial motivation moderated the relationship between CSR and organizational commitment. Using three-wave time-lagged survey data obtained from 302 Korean workers, we found that organizational commitment is an important micro-level process in the CSR–performance link, and that the level of an employee’s prosocial motivation can positively moderate that link. We discuss theoretical and practical implications, along with limitations and future research directions.

Are All Narcissistic CEOs Socially Responsible? An Empirical Investigation of an Inverted U-Shaped Relationship Between CEO Narcissism and Corporate Social Responsibility

2021 ◽  
pp. 105960112110406
Author(s):  
Marwan Al-Shammari ◽  
Abdul A. Rasheed ◽  
Soumendra N. Banerjee
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Linear Relationship ◽  
Empirical Investigation ◽  
Fortune 500 ◽  
Ceo Power ◽  
Socially Responsible ◽  
Ceo Narcissism ◽  
Corporate Social ◽  
The Relationship

We investigate the relationship between CEO narcissism and corporate social responsibility (CSR). We suggest an alternative to the current assumption of a linear relationship between CEO narcissism and CSR. Instead, we propose an inverted U relationship between the two. Although narcissistic CEOs may engage in CSR, we argue that highly narcissistic CEOs may be drawn to actions that would garner greater attention and they may be less inclined to engage in CSR. Based on a sample of Fortune 500 firms during the period 2006–2013, we find support for an inverted U relationship and support for our arguments that CEO power moderates the relationship between CEO narcissism and CSR.

Appreciation Level and Organizational Performance

2008 ◽  
pp. 108-114 ◽  
Author(s):  
Murako Saito
Keyword(s):  
Information Technology ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Performance ◽  
Social Environment ◽  
Technological Systems ◽  
Cognitive Fit ◽  
Organizational Goals ◽  
Good Balance ◽  
Corporate Social

Corporate environment changing with the advent of information technology and with diversified organization has been inquired to redesign to transform into an intelligent and innovative organization, so that corporate vision and organizational goals in the subsystem of corporate are provided for being shared by multidisciplinary workers and other stakeholders, and corporate social responsibility can also be shared by all the participants. System matching between developing levels in technological systems, and also cognitive fit in the levels of individual, team/group and organization are required not only to maintain good balance, but also to enhance operational and organizational resilience in making appropriate shifts to adapt to changing social environment. To make the shift successfully, cognitive fit or value alignment between individuals and collectives in the environment of advanced technologies is to be studied, so that corporate social responsibility, or for corporate prosperity is to be shared by all the stakeholders.

scholarly journals Circular economy and corporate social responsibility in the agricultural system: Cases study of the Italian agri-food industry

2020 ◽  
Vol 66 (No. 11) ◽  
pp. 489-498
Author(s):  
Simona Fortunati ◽  
Donato Morea ◽  
Enrico Maria Mosconi
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Performance ◽  
Circular Economy ◽  
Food Industry ◽  
Business Processes ◽  
Agricultural System ◽  
Agricultural Activity ◽  
Enabling Factors ◽  
Corporate Social

The persistent exploitation of natural resources and the consequent use of consumption are driving global food demand with the result that agricultural activity is becoming less and less environmentally friendly. The circular economy (CE) can become a valid alternative, inserting the economic-agricultural system into the harmonic process of material circulation. The corporate social responsibility (CSR) model is particularly interesting not only because of the ethical dimension of the company but also as a factor of strategic business improvement that combines the concepts of CSR and CE as possible solutions for developing sustainable business processes. The objective of the work is to highlight a detailed framework of how the small and medium-sized enterprises (SMEs) of the Italian agri-food industry can provide an adequate level of communication, circular strategies and social responsibility practices. The research methodology is based on a qualitative multiple study conducted on a sample of nine companies in the Italian territory. The study highlights the attention of companies on the issues of the CE for the achievement of the set sustainable objectives and the attention to CSR and CE practices. The work has several implications. It provides a further understanding of CSR and CE policies as enabling factors for the development of sustainable organizational performance in agriculture. Moreover, it better investigates the relationship between CSR and the CE. Finally, it analyses the SMEs state of the art in the CE field and strengthens the concept of CE by analysing corporate practices consistent with sustainability reports.

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