Does Share Pledging Impair Stakeholder Welfare? Evidence Based on Corporate Social Responsibility

Thrill and Agony at Ultimate Fighting Championship

South Asian Journal of Business and Management Cases ◽

10.1177/2277977920958552 ◽

2020 ◽

Vol 9 (3) ◽

pp. 457-468

Author(s):

Chiu Man Yiu ◽

Xiaotong Liu ◽

Hengfang Shi ◽

W. Guillaume Zhao

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Stakeholder Management ◽

Evidence Based ◽

Csr Strategies ◽

Ultimate Fighting Championship ◽

Internal Stakeholders ◽

Corporate Social ◽

Over Time

This case study seeks to make evident the imperative of better stakeholder management for contemporary competition by examining the evolving corporate social responsibility (CSR) strategies at the Ultimate Fighting Championship (UFC), a world leading sports entertainment firm, over its 29-year history. Specifically, this case study illuminates that while CSR is becoming increasingly understood as indispensable for a firm’s overall strategy, corporate strategists need to design and implement CSR with dual vigilance that, (1) stakeholders’ expectations on CSR would heighten over time and (2) internal stakeholders’ needs, though often trivialized in many CSR strategies, need authentic accommodations that move beyond lip service. In addition to unpacking the issues of CSR (and) authenticity for the UFC’s stakeholder management, this case study also draws on insights gleaned from mainstream stakeholder management and CSR research and provides evidence-based analysis and recommendations for enhancing firms’ CSR strategies.

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Corporate Social Responsibility and Reciprocity Relations during Covid-19

Symphonya Emerging Issues in Management ◽

10.4468/2021.2.10rainero.modarelli ◽

2021 ◽

Author(s):

Christian Raniero ◽

Giuseppe Modarelli

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Research Work ◽

Well Being ◽

Field Analysis ◽

Evidence Based ◽

Reciprocity Relations ◽

Corporate Social ◽

The Relationship

This research work opens an interpretative view on corporate social responsibility (CSR) during an unexpected emergency reality and latent environmental collapse as a strategy to survive. The investigation approach follows the lines of a field analysis survey based on 288 consumers before (n=80) and during the spread of Covid-19 (n=208). The study aims to provide paradigms and interpretations of evidence-based CSR as a balanced reciprocity relationship in coping emergencies; this necessarily moved the authors to investigate the relationship transversally, examining the role of budgeting and its repercussions on well-being by hierarchical leadership. Specifically, the authors investigate the existence of possible niches of actions based on cooperative and responsible operations during emergencies.

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