Corporate Social Responsibility Initiatives Across the Value Chain

2016 ◽  
Vol 27 (4) ◽  
pp. 57-66
Author(s):  
Dennis Caplan ◽  
Saurav K. Dutta ◽  
Raef A. Lawson
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Corporate Social

Incidence of Stakeholders in the corporate social responsibility of micro, small and medium-sized enterprises of Santa Marta

2018 ◽  
Vol 34 (62) ◽  
pp. 3-19
Author(s):  
Guillen León ◽  
Sergio Afcha
Keyword(s):  
Factor Analysis ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Training Programs ◽  
Small And Medium Enterprises ◽  
Corporate Management ◽  
Medium Enterprises ◽  
Corporate Social ◽  
The City

This article analyses the perception and application of corporate social responsibility (CSR) practices in a sample of 499 micro, small and medium enterprises (MSMEs) in the city of Santa Marta (Colombia) following the theory of Stakeholders. Specifically, the interdependence technique of exploratory factor analysis was used to determine the most influential Stakeholders in the execution of CSR practices. It was found that Stakeholders related to the value chain, the environment and corporate management favour social responsibility actions in local MSMEs. In contrast, community and government have less influence on the development of social responsibility practices in MSMEs. Additionally, it was found that the size of the business acts as an important moderator of the development of the CSR. Given that there is a distinctive influence of Stakeholders in the development of responsible practices in the MSMEs of Santa Marta, it is suggested that comprehensive training programs on social responsibility be promoted in smaller companies.

scholarly journals Corporate social responsibility in a local subsidiary: internal and external stakeholders’ power

2019 ◽  
Vol 15 (3) ◽  
pp. 377-393 ◽  
Author(s):  
Pilar Marques ◽  
Merce Bernardo ◽  
Pilar Presas ◽  
Alexandra Simon
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Future Research ◽  
Content Type ◽  
Beverage Industry ◽  
External Stakeholders ◽  
Food And Beverage ◽  
Local Company ◽  
Corporate Social

Purpose Using a theoretical and empirical focus on the power stakeholders exert, the purpose of this paper is to provide a better understanding of the factors that influence the subsidiaries of multinationals’ participation in corporate social responsibility (CSR) under the pressures (expectations and demands) their complex system of internal and external stakeholders’ places upon them. Design/methodology/approach Using an in-depth case study, the relationship a local subsidiary in the food and beverage industry has with its stakeholders as regards CSR is analyzed. Findings The findings illustrate three main aspects: how the local company is affected by and how it affects its stakeholders (an example of the multidirectionality of power and influence); the direct and indirect practices that are adopted to address challenges; and the importance of the role the local subsidiary plays as an implementer and diffuser of its parent organization’s responsible practices across the industry value chain. Originality/value To the best of authors’ knowledge, the focus is on analyzing the power stakeholders have in the context of multinational companies that has not been applied before, and the outcome of using this approach is that the authors have uncovered gaps in the literature for future research.

Corporate Social Responsibility Along the Global Value Chain

2021 ◽  
Author(s):  
Philipp Herkenhoff ◽  
Sebastian Krautheim ◽  
Finn Ole Semrau ◽  
Frauke Steglich
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Global Value Chain ◽  
Corporate Social

Do Corporate Social Responsibility Engagements Lead to Real Environmental, Social, and Governance Impact?

2020 ◽  
Vol 66 (6) ◽  
pp. 2564-2588 ◽  
Author(s):  
Jun Li ◽  
Di (Andrew) Wu
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Conflicts Of Interest ◽  
Striking Difference ◽  
Private Firms ◽  
Firm Level ◽  
Public And Private ◽  
Ex Post ◽  
Corporate Social

We construct an event-based outcome measure of firm-level environmental, social, and governance (ESG) impact for public and private firms globally from 2007 to 2015 using data from RepRisk. Then we measure the societal impact of corporate social responsibility (CSR) engagements using participation in the United Nations Global Compact (UNGC) as a proxy. We demonstrate a robust and striking difference between public and private firms: whereas private firms significantly reduce their negative ESG incident levels after UNGC engagements, public firms fail to do so and are more likely to engage in decoupled CSR actions—actions with no subsequent real impact. We then conduct a series of in-depth analyses to examine possible economic mechanisms. Our results are most consistent with shareholder–stakeholder conflicts of interest being the main moderator of decoupling. The intensity of this conflict is further moderated by three factors: ownership type, proximity to final consumers on the value chain, and specific ESG incident types. Other possible mechanisms, such as selective entry into UNGC and heterogeneities in media exposure, country representation, and entry timing, do not survive our analysis. Our results suggest that existing CSR engagements and one-size-fits-all CSR policy mandates might not necessarily lead to better societal outcomes, and a multi-tiered policy targeting different ownership and industry types might be more efficient at maximizing ex post ESG benefits.

scholarly journals The Impact of Corporate Social Responsibility (Csr ) on Companies’ Competitiveness – Proposed Research Directions

Equilibrium ◽  
2011 ◽  
Vol 6 (4) ◽  
pp. 39-52 ◽  
Author(s):  
Olaf Flak ◽  
Adrian Pyszka
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Final Section ◽  
Research Directions ◽  
Strategic Approach ◽  
New Business ◽  
Potential Impact ◽  
Corporate Social ◽  
The Impact

The present paper is the continuation of the authors’ previous publication on the potential impact of corporate social responsibility on the competitiveness of organizations. The research objective is to show the area of study as the junction of the classic concept of competitiveness and a new business model created out of CSR-focused management seen from the perspective of the value chain and the competitive context. The planned effect the paper is the presentation of a proactive and strategic approach to CSR and a way of exploring and testing hypotheses concerning the impact on enterprises’ competitiveness. In the final section attention is paid to the pitfalls connected with implementing CSR.

Corporate social responsibility in Sub-Saharan Africa: hindering and supporting factors

2014 ◽  
Vol 5 (1) ◽  
pp. 93-113 ◽  
Author(s):  
Richard Benon-be-isan Nyuur ◽  
Daniel F. Ofori ◽  
Yaw Debrah
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Sub Saharan Africa ◽  
Successful Implementation ◽  
Chain Model ◽  
Content Type ◽  
Stakeholder Groups ◽  
Sub Saharan ◽  
Corporate Social

Purpose – In recent years, the concept of corporate social responsibility (CSR) has gained recognition and importance in both business and political settings. While considerable research has been conducted on CSR in developed countries, the extant literature on CSR in Sub-Saharan Africa (SSA) is scant and CSR is seen in terms of philanthropy. This paper aims to examine CSR from a broader perspective and in particular to identify the factors that hinder and promote CSR activities in SSA using the Smit (2009) CSR Value Chain Model. Design/methodology/approach – This paper is based on data obtained from a survey conducted by GTZ (now GIZ) on factors promoting and hindering CSR in SSA. The study surveyed 85 companies from six countries, namely; South Africa, Ghana, Kenya, Malawi, Mozambique and Namibia. The study essentially examined the internal and external CSR environments of the companies in the participating countries. Findings – The study revealed that there are nine key promoting and hindering factors of CSR for businesses in SSA. These include: leadership and governance, policy framework, project management, monitoring, evaluation and reporting, stakeholder engagement, staff engagement, government, funding and beneficiation. The study recommends a systemic and context-sensitive approach that relies on the potential of organisations and communities to design and implement their own solution within global frameworks in order to further develop CSR in the region. Research limitations/implications – There are a number of limitations in this study. First, this study did not include any informants from the responding organisations’ stakeholder groups, but relied mainly on information obtained from single respondents from organisations. Further research should include responses from other stakeholder groups. Practical implications – To promote or achieve the successful implementation of CSR and broaden its scope within the region beyond its current focus on philanthropy, managers must build bridges with their stakeholders through both formal and informal dialogues and engagement practices. Additionally, firms may enhance and maximise both social and economic value created when managers link their CSR activities to areas that improve firms’ long-term competitive potential by collectively and systematically applying their distinctive strengths to such activities in accordance with the value chain model. Originality/value – The finding in this study is novel and adds an important contribution to the developing CSR literature in the SSA region.

Corporate Social Responsibility Initiatives Across the Value Chain

2013 ◽  
Vol 24 (3) ◽  
pp. 15-24 ◽  
Author(s):  
Dennis Caplan ◽  
Saurav K. Dutta ◽  
Raef A. Lawson
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Corporate Social

Paris Bakery: Implementing Omnichannel Strategy in the Consumer Value Chain

2021 ◽  
pp. 231971452110207
Author(s):  
Sanjay Mohapatra ◽  
Amiya Prava Das
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
International Standards ◽  
Top Management ◽  
Consumer Value ◽  
Second Look ◽  
Corporate Social

In October 2018, NALCO was reviewing its corporate social responsibility (CSR) programme. Of first importance was the company’s stakeholders. Each of its stakeholders had different interests in what was conveyed in the annual CSR report, and NALCO wondered how it should manage them. In addition, the company was taking a second look at the CSR metrics it used. Many international stakeholders wanted to read CSR reports that could be compared with other companies through publication of common metrics. Even though NALCO followed international standards, still they were not good enough for all stakeholders. In addition, the top management, Mr Chand, was concerned whether they were doing enough and whether there was a need for further CSR activities in new areas compared to what they have done so far. The company wanted to expand its CSR programme so that the entire one million employees could get involved in the programme in a systematic and inclusive manner.

scholarly journals The multiplicity of international corporate social responsibility standards

2019 ◽  
Vol 27 (4) ◽  
pp. 397-426 ◽  
Author(s):  
Luc Fransen ◽  
Ans Kolk ◽  
Miguel Rivera-Santos
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Multinational Enterprises ◽  
Future Research ◽  
Global Value Chain ◽  
Content Type ◽  
New Perspective ◽  
Corporate Social ◽  
Practical Implications

Purpose This paper aims to examine the multiplicity of corporate social responsibility (CSR) standards, explaining its nature, dynamics and implications for multinational enterprises (MNEs) and international business (IB), especially in the context of CSR and global value chain (GVC) governance. Design/methodology/approach This paper leverages insights from the literature in political science, policy, regulation, governance and IB; from the own earlier work; and from an inventory of CSR standards across a range of sectors and products. Findings This analysis’ more nuanced approach to CSR standard multiplicity helps distinguish the different categories of standards; uncovers the existence of different types of standard multiplicity; and highlights complex trends in their evolution over time, discussing implications for the various firms targeted by, or involved in, these initiatives, and for CSR and GVC governance research. Research limitations/implications This paper opens many avenues for future research on CSR multiplicity and its consequences; on lead firms governing GVCs from an IB perspective; and on institutional and market complexity. Practical implications By providing overviews and classifications, this paper helps clarify CSR standards as “new regulators” and “instruments” for actors in business, society and government. Originality/value This paper contributes by filling gaps in different existing literatures concerning standard multiplicity. It also specifically adds a new perspective to the IB literature, which thus far has not fully incorporated the complexity and dynamics of CSR standard multiplicity in examining GVCs and MNE strategy and policy.

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