Sales Corporate Social Responsibility and Corporate Change

Institutional and Organizational Perspectives
1. Auflage 2019
ISBN: 978-3-030-15407-3
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 57, 289 Seiten

Reihe: Ethical Economy

This wide-ranging book examines the new dynamics of corporate social responsibility (CSR) and the impact they have had on the transformation of business corporations. Written by an international group of distinguished experts in management and organization studies, economics and sociology, the book leads one to theoretically and practically rethink CSR, a movement that has developed into a strong and rich institutional domain since the mid 1990s. Through 14 chapters, the book shows the complexity, diversity and progression of the institutional work performed by a large number of individual and organizational actors in specialized networks to develop this strategic field. Central to this book are: the core issues associated with the field of CSR; recent advances in the development, dissemination and implementation of public and private standards of social responsibility; the pressing challenges of developing sustainable strategies of value creation in the face of global warming and underdevelopment; and finally, examples of how CSR has been implemented and institutionalized within business organizations with special attention to the role played by a variety of social actors in organizational change. Conceived as a movement, corporate social responsibility spearheads a transformation project challenging traditional and outmoded forms of corporate governance that frequently pose troublesome ethical issues. From this standpoint, Corporate Social Responsibility and Corporate Change will serve as a reference point for academics, researchers, managers and practitioners.

Autoren/Hrsg.

Sales, Arnaud

Inhaltsverzeichnis

1;Acknowledgements;7
2;Contents;9
3;Editor and Contributors;11
4;List of Figures;13
5;List of Tables;14
6;List of Boxes;15
7;Introduction and Theoretical Perspectives;16
8;1 The Institutionalization of the Domain of Corporate Social Responsibility;17
8.1;Introduction;18
8.1.1;Responsibility of Human and Corporate Actors;19
8.2;Section I—Morphogenesis of the CSR Institutional Domain;21
8.3;The Institutional Referents for CSR Practices and Creativity;22
8.3.1;The Institutional Cognitive Repertoire of CSR;23
8.3.2;The CSR Institutional Normative Repertoire and Its Actors;24
8.4;The Institutional Procedural Elements and CSR Implementation;28
8.5;Section II—An Overview of the Contributions of this Collection;32
8.5.1;Part I Theoretical perspectives;32
8.5.2;Part II Recent Public and Private Initiatives in Corporate Social Responsibility;38
8.5.3;Part III Corporate Strategies and Current Issues of Responsibility;41
8.5.4;PART 4 Implementing CSR: Social Actors’ Role in Organizational Change;46
8.6;References;49
9;2 CSR and the Neoliberal Imagination;56
9.1;Introduction;56
9.2;Neoliberalism: A Foucauldian Reading;59
9.3;Varieties of Liberalism in CSR;61
9.4;Classical Liberalism and CSR;63
9.5;Neoliberalism and CSR;64
9.6;Between Ideology and Practice;66
9.7;Conclusion;68
9.8;References;69
10;3 From Shareholders to Stakeholders: Portraying an Ambiguous Corporation;73
10.1;Introduction;73
10.2;The Corporation as an Object: The Ownable Firm;75
10.3;The Corporation as a Relationship: Who is in, Who is Out?;78
10.4;The Corporation as an Institution: Objectives and Control;82
10.5;References;87
11;4 Reconsidering the Legitimacy and Efficiency of Corporate Strategies: A Case for Organizational Democracy;89
11.1;Introduction;89
11.2;Legitimacy and Efficiency Problems for Business Firms as a Result of Increased Complexity and Dynamics;91
11.3;Reconciling Efficiency and Legitimacy by Communication;95
11.4;Implementing Organizational Democracy;99
11.4.1;Democratizing Corporate Governance;100
11.4.2;Creating Structures for Discourse Throughout the Organization;102
11.5;Conclusion;103
11.6;References;104
12;5 Ethics in Leadership: Carving Out the Ethical Core in Current Leadership Theories;109
12.1;Introduction;109
12.2;Theoretical Background and Analysis;111
12.2.1;Meta-Framework: Locus, Transmission, and Reception of Leadership;111
12.2.2;Transformational Leadership;113
12.2.3;Authentic Leadership;114
12.2.4;Ethical Leadership;116
12.3;The Ethical Core in Transformational, Authentic, and Ethical Leadership;117
12.3.1;Developing Ethics in Leaders;119
12.3.2;Going Further: Stakeholder Perspectives in Leadership;121
12.4;Discussion;123
12.5;References;124
13;The New Dynamics of Corporate Social Responsibility Standards: Public and Private Initiatives;129
14;6 (Re-)enter the State: Business and Human Rights Dynamics as Shapers of CSR Norms and Institutions;130
14.1;Introduction;131
14.2;The UN Guiding Principles and OECD’s Guidelines for MNEs;134
14.3;Transnational Law and Business & Human Rights in the Public–Private Interface;136
14.4;Transnational Law Elements in the UN Guiding Principles and OECD’s Guidelines;138
14.5;National Contact Points: Supporting the Implementation of the Guiding Principles—and Beyond;139
14.6;Due Diligence;140
14.7;Conclusion;141
14.8;References;142
15;7 ISO 26000 Gets Taken Around: Diffusion Work as Crucial Link Between Standard Creation and Adoption;145
15.1;Introduction;146
15.2;An Institutional Perspective on CSR Standards Diffusion;147
15.3;Diffusion as Institutional Work;149
15.4;Case and Methods;150
15.4.1;The Case of the Diffusion of ISO 26000;150
15.4.2;Case Methodology;151
15.5;Actors and Activities in the Early Diffusion of ISO 26000;152
15.5.1;ISO and International Diffusion Activities;152
15.5.2;National Standardization Body;153
15.5.3;Government;154
15.5.4;Business Associations;155
15.5.5;Consultants;156
15.5.6;Scientists;156
15.6;Analysis;157
15.6.1;Insiders as Main Diffusers at the National Level;157
15.6.2;Types of Diffusion;159
15.6.3;Persuasion in Favor and Against ISO 26000;161
15.6.4;A Take on the Initial Diffusion Trend;163
15.7;Conclusion;165
15.8;References;166
16;Corporate Strategies and Current Issues;169
17;8 Developing Global Institutional Frameworks for Corporate Sustainability in the Context of Climate Change: The Impact upon Corporate Policy and Practice;170
17.1;Introduction;171
17.2;The Impact of Climate Change on Institutional Paradigms;171
17.3;Compounding International Social and Environmental Initiatives;175
17.4;Institutional Transformation: The Imperatives of Sustainability;179
17.5;Conclusions;181
17.6;References;182
18;9 Gaining Mutual Benefits Through Business-non-profit Partnership in Base-of-the-Pyramid Markets: A Relational View;185
18.1;Introduction;186
18.2;Value Creation in Business-non-profit Partnerships at the BOP;188
18.2.1;Value Creation for the Corporation;189
18.2.2;Value Creation for the BOP;190
18.3;The Relational View;192
18.4;The Relational View on Business-non-profit Partnerships at the BOP;195
18.4.1;Relation-Specific Assets in BOP Partnerships;195
18.4.2;Knowledge-Sharing Routines in BOP Partnerships;199
18.4.3;Complementary Resource Endowments;200
18.4.4;Effective Governance;203
18.5;Conclusions and Outlook;205
18.6;References;207
19;10 The Double-Edged Sword of Financial Incentive Schemes;212
19.1;Introduction: Why It Is Time to Account for Performance Management Systems in CSR?;212
19.2;Using Incentive Schemes to Increase Employee Performance in Organizations;215
19.2.1;Organizations Try to Align Individual and Organizational Goals;215
19.2.2;How Incentive Schemes Influence Motivation and Behavior of Individual;216
19.3;Incentives Can also Lead to Unethical Behavior;217
19.3.1;Unconscious Processes Lead to the Crowding Out of Personal, Moral Responsibility;217
19.3.2;Employees Are Tempted to Consciously Behave Unethically;218
19.4;Conclusion: Incentive Schemes Can Massively Compromise How Responsibly an Organization Acts;219
19.5;Integration: Avenues for Future Research on Incentive Schemes and CSR;220
19.5.1;Incorporating the Science of Incentives Can Improve Our Understanding of How CSR Works;221
19.5.2;Management Science and Managerial Practice Can Benefit from a Deeper CSR Perspective;221
19.6;References;223
20;11 Corporate Strategies to Defend Social Irresponsibility: A Typology of Symbolic and Substantive Tactics;227
20.1;Introduction;227
20.2;Theoretical Background: How Companies Avert Social Responsibility Issues;230
20.3;A Typology of Strategies to Avert Social Responsibility Issues;233
20.3.1;Proactive Discursive Defense;234
20.3.2;Proactive Material Defense;235
20.3.3;Reactive Discursive Defense;237
20.3.4;Reactive Material Defense;238
20.4;Discussion;239
20.5;Conclusion;242
20.6;References;243
21;Implementing CSR: Social Actors’ Role in Organizational Change;246
22;12 Implementing Corporate Social Responsibility as Institutional Work: Exploring the Day-to-Day Activities of CSR Managers in Multinational Corporations;247
22.1;Introduction;248
22.2;Agency and Institutional Work;250
22.3;CSR Managers as Agents of Institutional Change;251
22.4;Research Methods;252
22.4.1;Data Collection, Analysis, and Interpretation;252
22.4.2;Qualitative Data Analysis;253
22.5;Findings: CSR Managers as Agents of Institutional Work;253
22.6;Discussion;258
22.7;Limitations, Future Research, and Conclusion;259
22.8;References;260
23;13 Is CSR Crowding Out Charity? A Case Study of CSR Implementation in a German Company;263
23.1;Introduction;263
23.2;Theory and Research Question;264
23.3;Methods;265
23.4;Findings;267
23.4.1;Interpretation of CSR and Implementation Motives;267
23.4.2;Developing a CSR Strategy;269
23.4.3;Implementation Effect;271
23.5;Discussion;271
23.6;References;272
24;14 From Crisis to CSR Leadership: A Case Study of Successful Implementation Under External Pressures;275
24.1;Introduction;275
24.2;Methodology;277
24.3;Organizational Learning and CSR Integration Processes;278
24.4;A Radical Low-Cost Production Model and the Emergence of the Crisis;279
24.4.1;Pre-crisis Indifference;279
24.4.2;Public Campaign and Defensive Attitude During the Crisis;280
24.4.3;Avoidance Practices;280
24.4.4;Defiance Practices;281
24.5;Starting the Reforms: Dialog, Compromise, and Compliance;282
24.6;Changes in Leadership, CSR Integration, and Organizational Transformation of the Firm;283
24.6.1;New Executive Positions;284
24.6.2;Connecting the Corporation with Its Environment and Developing a CSR Network;284
24.7;The Post-reform Period: Strategic Integration and Assertive CSR Leadership;285
24.7.1;Strategic Integration;285
24.7.2;Learning Limits;287
24.8;Conclusion;288
24.9;References;291