Corporate Social Responsibility: Strategic Implications

Journal of Management Studies (Impact Factor: 4.26). 02/2006; 43(1):1-18. DOI: 10.1111/j.1467-6486.2006.00580.x
Source: RePEc


We describe a variety of perspectives on corporate social responsibility (CSR), which we use to develop a framework for consideration of the strategic implications of CSR. Based on this framework, we propose an agenda for additional theoretical and empirical research on CSR. We then review the papers in this special issue and relate them to the proposed agenda. Copyright Blackwell Publishing Ltd 2006.

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    • "Long gone are the days when consumers only cared about the price and quality of products and services. The media increasingly devote attention to social activists, who provide the public with access to new information regarding labor conditions, environmental degradation and questionable methods of production (McWilliams, et al., 2006). Many consumers, therefore, also care about the underlying processes for how prices are determined and quality is delivered (Freeman, 1994). "
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    ABSTRACT: Abstract Years of research clearly shows that relying on traditional organizational power bases is not effective when companies want to promote business ethics and performance. It is not only that the use of legitimate power to establish ethics codes and coercive power to punish employees who do not comply does not work; this study - based on a multi-method research approach in the retail industry - indicates that the classic iron fist leads to unethical business values and lower service performance. But there is a light at the end of the tunnel for forward-looking managers. The ethical attitudes and behaviors of employees within international organizations is a dynamic variable that is possible to change by the use of values-based leadership. Our extensive study of a large grocery store chain owned by a multinational corporation indicates that managers who lead by example will boost team values and commitment.
    Journal of Business Ethics 01/2016; DOI:10.1007/s10551-015-2885-9 · 1.33 Impact Factor
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    • "Studies show that the intensity of industrial competition has a pronounced influence on CSR, affecting not only the resources available but also the benefits that firms might gain from it (Fernández-Kranz and Santaló, 2010; McWilliams et al., 2006; Neville et al., 2005). However, there is no consensus on the relationship between industrial competition and corporate social performance. "
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    ABSTRACT: Purpose – The purpose of this paper is to empirically investigate how top executives’ compensation is associated with environmental performance in the Chinese context and how this association varies with differing levels of industrial competition. Design/methodology/approach – Combining agency and institutional theories, the empirical study is based on a sample of 698 publicly listed firms in China’s manufacturing sector. Findings – The authors find that top executives’ cash pay has a positive association, and equity ownership a negative association, with corporate environmental performance. Furthermore, in more competitive industries, both pay and ownership are more strongly associated with environmental performance, indicating that industrial competition plays a moderating role in these relationships. Practical implications – The findings imply that different incentive schemes can motivate executives toward environmental management in the Chinese context in opposite directions. They highlight the importance of improving regulation in order to motivate firms to engage in further environmental management. Originality/value – Previous work on the relationship between executives’ compensation and socially responsible activities has mainly focussed on developed countries. This study is set in an emerging economy, and identifies new evidence to show that the effect of executive incentives is institutionally specific. In addition, it explores the effect of industrial competition on executives’ incentives to engage in environmental management, suggesting an explanation for the contradictory evidence found in previous research.
    Management Decision 10/2015; 53(9):2036-2059. DOI:10.1108/MD-08-2014-0515 · 1.42 Impact Factor
    • "This third stage seeks to advance ''the social good, beyond the interest of the firm'' (McWilliams and Siegel 2001, p. 117). It corresponds to what McWilliams et al. (2006) and Coles et al. (2013) label as ''strategic CSR'', involving ''a strategic, whole-business view of responsibility that is expected to permeate all areas of operations, across the entire value chain, and with due consideration of the distinctive needs of stakeholder groups'' (Coles et al. 2013, p. 126). These frameworks imply that what was considered acceptable yesterday in terms of corporate social performance may not be considered acceptable tomorrow. "
    Journal of Business Ethics 10/2015; DOI:10.1007/s10551-015-2890-z · 1.33 Impact Factor
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