Psychological Foundations of Corporate Social Responsibility: The Importance of “Avoiding Bad”

2013 ◽  
Vol 6 (4) ◽  
pp. 383-386 ◽  
Author(s):  
Sven-Oliver Spiess ◽  
Karsten Mueller ◽  
Nick Lin-Hi
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Core Competencies ◽  
Empirical Studies ◽  
Shared Value ◽  
Positive Outcomes ◽  
Positive Effects ◽  
Growing Body ◽  
The Difference ◽  
Corporate Social

In their focal article, Aguinis and Glavas (2013) emphasize that despite a growing body of research, the conditions facilitating positive effects of corporate social responsibility (CSR) remain unclear. In regard to this issue, empirical studies have thus far produced inconsistent and equivocal results (for an overview, see Margolis & Walsh, 2003). Aguinis and Glavas introduce the difference between embedded and peripheral CSR as a key differentiation to explain why and when CSR is more likely to lead to positive outcomes. Specifically, they argue that CSR is more likely to lead to positive outcomes if it is embedded and consequently related to an organization's core competencies and integrated within a firm's strategy, routines, and operations. The idea of embedded CSR being more likely to lead to positive outcomes is compatible with, for instance, the notion of “shared value” (Porter & Kramer, 2011).

CORPORATE SOCIAL RESPONSIBILITY AND CREATING SHARED VALUE: A PRELIMINARY STUDY FROM INDONESIA

2019 ◽  
Vol 1 (1) ◽  
pp. 25
Author(s):  
Suripto Suripto
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Shared Value ◽  
Creating Shared Value ◽  
Significant Difference ◽  
Sample Test ◽  
Preliminary Study ◽  
The Difference ◽  
Corporate Social ◽  
Sustainability Report

<p>As a country who has a mandate for energy and extractive companies to implement and disclose Corporate Social Responsibility (CSR) program, Indonesia emphasizes the importance of CSR and Creating Shared Value (CSV) practices. As CSV is a new concept, which is considered as more comprehensive compared to CSR, this paper aims to provide a preliminary picture of how stakeholders understand and differentiate their perceptions on both CSR and CSV concepts. This study examines the different stakeholders’ perceptions of CSR and CSV concepts. This study targeted 50 samples of stakeholders from companies that have created shared values and disclosed them through their Sustainability Report, Annual Report, as well as website. Paired Sample Test, Independent Sample T-Test, and ANOVA test were carried out as the analytical method. The results show that there are different perceptions among stakeholders on CSR and CSV concepts in Indonesia. Different stakeholder types, internal and external, also contributes to a different perception of CSR and CSV. Likewise, the diversity of stakeholder positions, from Director; Manager; Corporate Secretary; Employee; Supplier; and Sub-District Head (<em>Cama</em>t and <em>Lurah</em>), affects their different perceptions of CSR and CSV. On the contrary, different types of gender among stakeholders do not result in any significant difference in their perceptions of CSR and CSV concepts. This pilot study developed a questionnaire which adopts a theory which highlights the difference between CSR and CSV concepts. Previously, there is no research regarding stakeholders which emphasizes the different concept of CSR and CSV in Indonesia nor other countries. This study will fill some of that gap which then will lead to conducting a major study in the same field.</p>

Embedded Versus Peripheral Corporate Social Responsibility: Psychological Foundations

2013 ◽  
Vol 6 (4) ◽  
pp. 314-332 ◽  
Author(s):  
Herman Aguinis ◽  
Ante Glavas
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Behavior ◽  
Core Competencies ◽  
Positive Outcomes ◽  
Legal Studies ◽  
Organizational Interventions ◽  
Industrial Organizational Psychology ◽  
Practice Gaps ◽  
Corporate Social

We propose a new conceptualization to make sense of the vast and diverse body of work regarding corporate social responsibility (CSR): (a) embedded CSR and (b) peripheral CSR. This distinction relies on psychological foundations originating primarily in industrial–organizational psychology and related fields (i.e., organizational behavior, human resource management) and allows for a better understanding of when and why CSR is likely to lead to positive outcomes for employees, organizations, and society. Embedded CSR involves an organization's core competencies and integrates CSR within a firm's strategy, routines, and operations, and therefore affects all employees. In contrast, peripheral CSR focuses on activities that are not integrated into an organization's strategy, routines, and operations (e.g., philanthropy, volunteering). We use our conceptualization to explain the success of CSR initiatives at GE, IBM, and Intel, and to reinterpret the scholarly CSR literature in the fields of marketing, corporate governance and legal studies, and economics. We also describe how our conceptualization can help bridge the much lamented micro–macro and science–practice gaps and helps guide future CSR research as well as organizational interventions.

scholarly journals Shared value: a bibliometric review of the literature from the approaches of strategy, corporate social responsibility and stakeholder

2020 ◽  
Vol 36 (66) ◽  
pp. 172-186 ◽  
Author(s):  
Marcela Maestre-Matos ◽  
Andrea Paola Paez Cabas ◽  
Jahir Enrique Lombana-Coy
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Value ◽  
Shared Value ◽  
Review Of The Literature ◽  
Bibliometric Review ◽  
Value Integration ◽  
Corporate Social ◽  
Conceptual Evolution

The recent rise of the Shared Value (SV) concept justifies the debate about its possible conceptual developments. The objective of this article is to analyze the conceptual evolution of the SV showing its approaches from strategy, corporate social responsibility (CSR) and stakeholders. The methodology used for research consists of a systematic review of the literature, using as input for the classification of articles, the graphs theory and a bibliometric analysis through the Tree of Science (ToS) tool. The analysis focuses on the evolution of the concept of SV (start, development and trends) observing the maintenance of the original approaches and new trends in concept application. It is concluded that although the origin of the SV does not yet have a defined consensus, there are some coincident characteristics for its application, such as: creation of mutual value, integration of economic and social value and the generation of positive impacts on stakeholders.

scholarly journals Meanings and Implications of Corporate Social Responsibility and Branding in Grocer Retailers

2014 ◽  
pp. 351-369 ◽  
Author(s):  
Elena Candelo ◽  
Cecilia Casalegno ◽  
Chiara Civera
Keyword(s):  
Corporate Social Responsibility ◽  
United Kingdom ◽  
Social Responsibility ◽  
Business Model ◽  
Economic Value ◽  
Shared Value ◽  
Grocery Industry ◽  
Strategic Model ◽  
Commercial Value ◽  
Corporate Social

The chapter demonstrates the extent to which companies operating in the Retailing Grocery industry use Corporate Social Responsibility (CSR) as driver to enhance their brand and pursue commercial value, or to purely redefine their business priorities in accordance to evolving consumers' needs and expectations by making CSR a new concrete business model and evolving towards the concept of Corporate Shared Value (CSV). The study is addressed to analyse the matter of facts in two different European geographical areas: Italy and United Kingdom, chosen because of the peculiar approaches in companies' attitude towards CSR and CSV, ultimately. Many differences and some relevant similarities in the implementation of CSV as new strategic model between the countries have emerged, with UK showing the most formalized and standardized integration between social and economic value within its Grocer Retailer companies' business activities.

scholarly journals КОРПОРАТИВНА СОЦІАЛЬНА ВІДПОВІДАЛЬНІСТЬ ЯК СТРАТЕГІЧНИЙ ПОКАЗНИК ЛОЯЛЬНОСТІ СПОЖИВАЧІВ У НАЦІОНАЛЬНІЙ ЕКОНОМІЦІ

2019 ◽  
Vol 137 (4) ◽  
pp. 22-28
Author(s):  
Зоя Олегівна Іванова
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Consumer Satisfaction ◽  
Key Factors ◽  
Loyal Customer ◽  
Company Reputation ◽  
Performance Enhance ◽  
The Difference ◽  
Sense Of Satisfaction ◽  
Corporate Social

The article provides insights into the concept of corporate social responsibility. The key factors and incentives that encourage entrepreneurs to undertake activities to enhance the level of corporate social responsibility have been identified. The study discusses the key advantages of corporate social responsibility which contribute to the increase in financial performance, enhance company reputation and consumer loyalty, increase sales, reduce staff turnover and foster motivation in the workplace. The relevance of the research is underpinned by the need to substantiate the following aspects: a loyal customer is a consistent source of revenue over the years, based on the customer’s priority choice of a certain company and its affection to a brand; loyalty is an indicator to be statistically processed, thus requiring more active use of mathematical tools to analyze repurchases and the factors that shape buying preferences in favor of a particular company, since there is always profound data analysis on customer loyalty behind the process of building any concept, which effectiveness evaluation is often being questioned. Traditionally, loyalty is understood as consumer satisfaction which is from our perspective a mistake. The difference between satisfaction and loyalty provoked some contradictory interpretations by some of the authors. Given the above, the article explores the existing loyalty definitions which by their nature cover various aspects of the concept. The findings reveal that loyalty can manifest itself at different levels: at the level of the environment; at the level of behavior; at the level of ability; at the level of belief; at the level of values and at the identity level. It has been reasoned that within the context of the national economy, loyalty as a strategic indicator is achieved if a number of conditions are met, i.e.: a consumer should perceive a strong advantage of a certain brand against other competitors; have a desire to repurchase and continue to buy goods of a particular company; the consumer should have a sense of satisfaction with a certain brand. Thus, corporate social responsibility, as an indicator of loyalty, envisages long-term and mutually beneficial relationships between a company and a client which contribute to improving the company's image.

Unfortunately, Ambiguities Still Abound in How We Conceptualize Corporate Social Responsibility

2013 ◽  
Vol 6 (4) ◽  
pp. 379-383 ◽  
Author(s):  
Paresh Mishra ◽  
Gordon B. Schmidt
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
The Other ◽  
Organizational Success ◽  
Positive Outcomes ◽  
Corporate Social ◽  
Product Strategies ◽  
A Company

The idea of embedded versus peripheral corporate social responsibility (CSR) proposed by Aguinis and Glavas (2013) appears to be very intuitive and functional. After all, who can on face deny the argument that CSR will have the maximum positive outcomes when it is not just an add-on but is thoroughly integrated into the strategies, routines, and operations of the business? However, on closer inspection, there appear to be several problems with the embedded–peripheral dichotomy. Three major ambiguities of the embedded–peripheral dichotomy are focused on in this commentary. The first lies in the potential for significant ambiguity in whether a company falls in one category or the other based on how the totality of the organization's operations and functions are categorized. A company can have CSR built into their operations and strategies for part of their business (embedded) while have them not be built into their operations for different aspects of the operations or product strategies. The second ambiguity area is how CSR actions get defined as peripheral or embedded that does fit well with the actual importance level of the action to the organization. We look at an organization example (TOM Shoes) where peripheral CSR actions have significant impact on organizational success.

The Historical Role of Work Social Support, Corporate Social Responsibility (CSR) and Innovation Capabilities

2021 ◽  
Vol 2 (2) ◽  
pp. 331-352
Author(s):  
Zeeshan Rasool ◽  
Rubab Asghar ◽  
Ali Junaid Khan ◽  
Shahzad Ali Gill
Keyword(s):  
Job Satisfaction ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Knowledge Sharing ◽  
Organizational Trust ◽  
Empirical Studies ◽  
Supervisory Support ◽  
Innovative Capability ◽  
Corporate Social ◽  
The Impact

This study aims to observe the impact of work social system (WSS) on innovative capability through knowledge sharing process and corporate social responsibility (CSR) through happiness feeling and job satisfaction. Several models from empirical studies were developed to test the relations such as organizational trust as moderator and happiness, knowledge sharing and job satisfaction as mediators. The data was collected in the form of questionnaires from the bank employees in the southern region of Pakistan. The study finds the results in consistent with the previous studies which show the positive relation between trust, innovation, and the supervisory support. This paper concludes that taking volunteer activities increases job satisfaction, happiness feeling in employees. This study has implications of promoting positive environment and culture by the managers and using organizational trust as a moderator instead of a mediator.

Corporate social responsibility and SME performance: a meta-analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Oduro ◽  
Kot David Adhal Nguar ◽  
Alessandro De Nisco ◽  
Rami Hashem E. Alharthi ◽  
Guglielmo Maccario ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Financial Performance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Content Type ◽  
Analytic Review ◽  
Managerial Implications ◽  
Corporate Social ◽  
The Impact

PurposeThis study aims to draw on instrumental and ethical theories to offer a quantitative review of the extant literature on the corporate social responsibility (CSR)–small-medium enterprises (SMEs) performance relationship through a meta-analysis.Design/methodology/approachEmpirical studies from 57 independent peer-reviewed articles, including 66,741 firms, were sampled and analysed. Both subgroup and meta-regression analyses (MARA) were used to test the hypotheses of the study.FindingsThe authors' results demonstrated that social-oriented, economic-oriented and environment-oriented CSR activities have a positive, significant influence on overall, financial and non-financial performance of SMEs; however, the effect of social-oriented CSR activities is the strongest. Moreover, the impact CSR dimensions have on non-financial performance is stronger than on financial performance. Additionally, findings showed that the association between CSR and SME performance is positively and significantly influenced by contextual factors (i.e. sector and region of study) and methodological factors (i.e. performance measurement, study type, theory usage, sampling size and operationalisation of constructs).Originality/valueThe study is the pioneering meta-analytic review on the CSR–SME performance relationship, thereby clarifying the anecdotal results, synthesising the fragmented empirical studies and exploring the contextual and methodological factors that may account for between-study variance. Following the study's findings, the authors delineate insightful suggestions for future scholarship and fine-grained managerial implications for practitioners.

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