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The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders
Abstract
I present a structural empirical model of collective household labour supply that includes the non-participation decision. I specify a simultaneous model for hours, participation and wages of husband and wife. I discuss the problems of identification and statistical coherency that arise in the application of the collective household labour supply model. The model includes random effects and it is estimated using a panel data set of Dutch couples. The estimates allow me to check the underlying regularity conditions on individual preferences and to obtain estimates of the sharing rule that governs the division of household income between husband and wife. Copyright © The Author(s). Journal compilation © Royal Economic Society 2009.
... According to Carroll (1991), philanthropy is one of the four components of CSR, which also includes economic, legal, and ethical responsibilities. By engaging in philanthropic activities, companies can meet their CSR obligations and demonstrate their commitment to social responsibility. ...
... Students will likely say no. They will need to understand the pyramid of corporate social responsibility with economic responsibility at the base (Carroll, 1991). ...
The following case is intended to supplement and apply concepts from entrepreneurship and/or management coursework tying in the importance of philanthropy and service-mindedness. Students are asked to think creatively and critically to maximize profits, which are then shared with a charity of their choice. The instructions for the activity are presented first to give a quick understanding of the teaching design. Then, the importance and relevance of these topics are briefly discussed, followed by the full experiential exercise information.
... Tra le più popolari viè quella di Carroll, con la sua piramide della CSR elaborata nel 1991, considerata tra le più realistiche e attendibili. Carroll, pur riconoscendo il profitto come indispensabile per la sopravvivenza dell'impresa, stabilisce la responsabilità del business, soprattutto in un'ottica di lungo periodo (Carroll, 1991;Esposito De Falco, 2024, p. 62). ...
... Questo può manifestarsi attraverso donazioni a enti di beneficenza, supporto a iniziative comunitarie e partecipazione a progetti di volontariato. Anche se considerata la meno obbligatoria tra le responsabilità, la dimensione filantropica riflette una crescente aspettativa nei confronti delle imprese di svolgere un ruolo positivo nella società (Carroll, 1991 Carroll. Fonte: Carroll, 1991. ...
This study examines the integration of Environmental, Social, and Governance (ESG) factors in Italian innovative SMEs, focusing on ESG and Readiness ESG scores. The ESG score, calculated by normalizing the results of the environmental (35%), social (45%), and governance (20%) dimensions, reflects the overall sustainability performance of the firms. The Readiness ESG score evaluates corporate preparedness by combining ESG awareness and implementation, weighted equally at 50%.
A questionnaire was sent to approximately 1,500 innovative SMEs, resulting in 105 valid responses, of which 99 were included in the analysis. Linear regression and ANOVA models were applied to investigate the relationships between firm size, ESG knowledge, sector, and geographic location concerning the calculated scores.
The findings show that firm size and ESG knowledge are positively correlated with ESG scores, indicating that larger firms with greater awareness tend to implement more structured sustainable practices. Geographic analysis reveals partially significant differences in ESG scores between Northern, Central, and Southern Italy, while no significant differences are observed across sectors, largely due to the sample's concentration in the services sector.
The study highlights limitations related to the sample size and representativeness, which affect the generalizability of the results. Nevertheless, it provides valuable insights into the factors influencing ESG practices in innovative SMEs and lays the groundwork for future research with larger and more diverse samples.
... Businesses that uphold ethical standards demonstrate their regard for their employees, clients, community, and environment. Being responsible ethically includes doing things like keeping a culture that values ethics, following local and international regulations, and actively reducing risks (Carroll, 1991;Schwartz & Carroll, 2003). Energy firms operating in the oil and gas industry have a moral obligation to avoid endangering both humans and the environment. ...
... To fulfil their social responsibilities, corporations must think forward to meet the needs of society (Carroll, 1991). Ethical business practices in the oil and gas sector include transparent financial reporting, equitable resource management, local investment, and reasonable pricing. ...
This study examines the impact of corporate social responsibility (CSR) on the return on capital employed of quoted oil and gas companies in Nigeria, with a particular focus on the roles of ethical and economic responsibilities. Using data from ten oil and gas firms listed on the Nigerian Stock Exchange for the period 2013 to 2023. The study employs Ordinary Least Squares (OLS) regression analyses to assess the relationship between CSR dimensions and ROCE. The results reveal that economic responsibility has a significant positive impact on ROCE, highlighting its critical role in driving financial performance. Ethical responsibility, however, shows a positive impact on ROCE. The findings underscore the importance of prioritizing economic responsibilities while strategically managing ethical and legal obligations to achieve a balance between short-term financial gains and long-term sustainability. The study concludes with recommendations for oil and gas companies to optimize their CSR strategies and leverage firm-specific characteristics to enhance ROCE.
Purpose
This study aims to examine the determinants of corporate social responsibility (CSR) in Chinese higher education institutions.
Design/methodology/approach
Using a sample of 352 students, this research uses partial least squares structural equation modeling to examine how educational aspects impact students’ choice of university selection in Chinese higher education institutions through the mediating role of CSR.
Findings
The empirical results indicate that educational aspects weakly influence students’ choice of university selection. In addition, the study confirms that CSR plays a significant mediating role, demonstrating a positive relationship between educational aspects and students’ university selection. This study sheds light on the relationship between educational aspects and students’ choice of university selection, highlighting the substantial impact of CSR as a mediator.
Originality/value
This research contributes novel perspectives on CSR integration with a focus on education for sustainable development, enriching the existing literature on CSR in higher education. By categorizing CSR into Carroll’s pyramid, this study reveals how factors related to education can, directly and indirectly, influence students’ university choices through CSR in Chinese higher education institutions. The findings suggest that Chinese higher education institutions can enhance student enrollment by innovating their educational aspects and CSR practices.
Purpose-This research investigates the impact of corporate donations on the cost of equity capital. We argue that corporate donations reduce firm risk and improve reputation, affecting the cost of equity.
Design/methodology/approach-We employ a large international sample of 44 countries from 2002 to 2019. We use several econometric methods and conduct a range of sensitivity tests to examine the robustness of findings.
Findings-We find that corporate donations reduce the cost of equity capital. In terms of economic significance, the study shows that one standard deviation increase in corporate donations leads to a 12.9 to 14.9 basis point decrease in the cost of equity capital. The additional analyses reveal that donation patterns, country-specific attributes and macroeconomic characteristics likely influence the findings. Our results are robust to a batch of sensitivity tests, including GMM regression analysis and tests with alternative measures for corporate donations and the cost of equity capital.
Practical implications-Our research findings have practical implications. Policymakers can encourage firms to undertake philanthropic activities to reduce business risk, which benefits both firms and investors.
Originality/value-We contribute to the theoretical discussion about the role of corporate philanthropy. We argue that firm risk is reduced due to philanthropic activities such as corporate donations. Overall, our results suggest that corporate donations affect worldwide external financing costs.
The digital era has reshaped organizational landscapes, heightening the demand for flexibility and collaboration as key strategic differentiators and driving the adoption of horizontal organizational architectures, such as adhocratic systems, networks, and business ecosystems. These decentralized configurations reject centralization, rendering traditional "entity-centric" leadership models ineffective and calling for novel approaches to managing organizational dynamics. This study examines the implications of these structural shifts across micro (individual), meso (group and intra-organizational), and macro (societal and interorganizational) levels, identifying key elements such as trust, innovation, and digital transformation that drive effectiveness in such environments. The research introduces a conceptual framework that integrates the Standard Model of Organizational Dynamics into horizontal architectures, highlighting the interplay of critical elements and their alignment across levels. This framework provides a cohesive system for fostering flexibility, collaboration, and innovation, equipping organizations to navigate the complexities of decentralized, digitally interconnected ecosystems. The study offers significant academic contributions by advancing leadership studies and organizational dynamics discourse, challenging traditional paradigms, and proposing alternative models suited to the demands of the digital age. Practically, the findings deliver actionable insights for managers and leaders, offering strategies to enhance organizational agility, empower distributed teams, and sustain competitive advantage. By bridging theoretical innovation with practical application, this study serves as a comprehensive roadmap for organizations striving to thrive in an era of constant change and complexity, contributing to the broader reimagining of leadership and management in the 21st century.
Offered here is a conceptual model that comprehensively describes essential aspects of corporate social performance. The three aspects of the model address major questions of concern to academics and managers alike: (1) What is included in corporate social responsibility? (2) What are the social issues the organization must address? and (3) What is the organization's philosophy or mode of social responsiveness?
Because the business landscape is cluttered with amoral and immoral managers, moral managers are hard to find. What can be done to develop moral judgment in managers so that the good forces out the bad and the indifferent?
Business for business' sake? Or must businessmen act as "social godfathers?" This article answers these questions and suggests ways that social responsibilities can be appraised objectively and met squarely.
Corporate social responsibility is an elusive concept, but it can be measured and compared within a structural framework and within the cultural context of each organization. Thus, corporate behavior can be analyzed in three specific stages: social obligation, or response to market or legal constraints; social responsibility, or congruence with current social norms and values; and social responsiveness, or anticipation of social change and problems, with development of appropriate policies to meet these needs
Dimensions of Corporate Social Responsibility
- Sethi