Assessing and maximizing corporate social initiatives: a strategic view of corporate social responsibility

2011 ◽  
Vol 11 (4) ◽  
pp. 344-352 ◽  
Author(s):  
Elliot Maltz ◽  
Fred Thompson ◽  
Debra Jones Ringold
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Initiatives ◽  
Corporate Social

Delineating CSR and social change: Querying corporations as actors for social good

2018 ◽  
Vol 7 (1) ◽  
pp. 45-61 ◽  
Author(s):  
Barbara Miller Gaither ◽  
Lucinda Austin ◽  
MaryClaire Schulz
Keyword(s):  
Corporate Social Responsibility ◽  
Social Change ◽  
Social Responsibility ◽  
Well Being ◽  
Descriptive Model ◽  
Social Good ◽  
Case Evaluation ◽  
Social Initiatives ◽  
Corporate Social ◽  
The Relationship

This article seeks to delineate the relationship between corporate social responsibility (CSR) and social change and asks the important question of whether and how corporations may serve as agents of social change. Dimensions of the business–society relationship are explored to further distinguish CSR from other types of corporate social initiatives and critically examine what types of corporate social initiatives can effectively and ethically serve as vehicles for social change. Based on this exploration, the article advances a descriptive model of business–society relationships and their capacity for creating and promoting social change. A case evaluation of Coca-Cola’s ‘3Ws’ social initiatives – related to well-being, water, and women’s empowerment – is then used to highlight and contextualize the model.

When CSR Backfires

2019 ◽  
pp. 206-238
Author(s):  
Chelsea R. Willness
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Future Research ◽  
Social Initiatives ◽  
Corporate Social

There is now a well-established literature showing that stakeholders often respond positively to organizations’ environmental and social initiatives, or corporate social responsibility (CSR) practices. However, much less attention has been dedicated to determining whether and why people might also respond negatively to CSR, and the circumstances in which this is more likely to occur. For example, rampant “greenwashing” may mean that even well-intentioned and genuine CSR actions and communications are met with suspicion because this widespread misrepresentation has created a justifiably wary public. This chapter highlights research to date that suggests we should be concerned with the potential for stakeholders to respond negatively to CSR practices and communications. It concludes by offering directions for future research and important questions regarding when and why CSR may elicit unintended negative reactions from stakeholders—or “CSR backfire effects.”

Corporate social responsibility initiatives and its impact on social license: some empirical perspectives

2019 ◽  
Vol 16 (3) ◽  
pp. 431-447 ◽  
Author(s):  
Samuel Famiyeh ◽  
Disraeli Asante-Darko ◽  
Amoako Kwarteng ◽  
Daniel Komla Gameti ◽  
Stephen Awuku Asah
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Structural Equation ◽  
Driving Forces ◽  
Business Environment ◽  
Equation Modeling ◽  
Content Type ◽  
Social License ◽  
Social Initiatives ◽  
Corporate Social

Purpose The purpose of this study is to understand the driving forces of corporate social responsibility (CSR) initiatives in organizations and how these social initiatives influence organizations’ “license to operate” using data from the Ghanaian business environment. Design/methodology/approach This study used purposive sampling with a well-structured questionnaire as a data collection tool. Partial least squares-structural equation modeling was used to study the driving forces of CSR initiatives in organizations and how these social initiatives influence their social license. Findings The findings indicate that CSR initiatives are driven by the normative, mimetic, investors and community pressures. The regulative pressure has no significant effect on CSR initiatives. The authors found no difference between the services and the manufacturing sectors as far as the results are concerned using multi-grouping analysis. Research limitations/implications From the results, the importance of normative, mimetic, investors and community pressures as the driving forces of CSR are established. The finding indicates that CSR demands by suppliers, customers the extent to which organizations perceive their competitors have benefited from initiating CSR are benefiting, the willingness of investors to invest in companies whose CSR activities are best and the opinion on the extent to which the District Assembly and the Chief Executive in the district, the Chiefs, the Churches, the Opinion leaders have significant impact on CSR initiatives. Practical implications The results indicate the need for suppliers and customers to continually demand from corporations to initiate CSR activities as organizations seem to respond to these pressures, and these initiatives are also likely to be mimicked by other organizations in the same industry to enable this drive the social responsibility agenda. Investors and community members are also encouraged to invest and accept, respectively, organizations with very good CSR records to send a signal to companies who see CSR as a cost instead of performance enhancement. Originality/value The work illustrates and provides some insights and builds on the literature in the area of CSR from a developing country’s environment. This is also one of the few works that investigate the driving forces of CSR and social license using the institutional theory based on data from the African business environment.

Aligning Society, Organisation and Employee Development Through Volunteering

2020 ◽  
Vol 13 (2) ◽  
pp. 178-183
Author(s):  
Deepak Prabhu Matti
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Development ◽  
Social Conscience ◽  
Global Workforce ◽  
The Social ◽  
Employee Volunteerism ◽  
Social Initiatives ◽  
The Individual ◽  
Corporate Social

As an organisation, Cognizant firmly believes that giving back to the society is an earnest reflection of the values we stand for. Our vision is to harness our technology expertise and the diverse skillsets of our global workforce to drive change and inclusion and thereby be a force for societal good. One of our biggest innovations in this endeavour has been ‘Outreach’, our employee-led grassroots social initiatives programme that leverages the power of employee volunteerism to drive a culture of purpose. Outreach is underpinned by our belief that while an organisation’s corporate social responsibility (CSR) ethos is crucial, what really drives change and creates impact is the individual social responsibility (ISR) quotient: the community conscience that inspires our employees to address today’s socio-economic challenges. This article outlines how Cognizant Outreach has synergised the social conscience of our employees with the organisation’s social responsibility to create a vibrant volunteering platform for the larger good of the society.

scholarly journals Sustainable development through corporate social responsibility

2020 ◽  
Vol 10 (3) ◽  
pp. 183-192
Author(s):  
Mariya Georgieva Georgieva
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business And Society ◽  
Effective Strategies ◽  
Positive Effects ◽  
Europe 2020 ◽  
Social Initiatives ◽  
Communication Effect ◽  
Corporate Social

In the 21st century, business and society demonstrate a stronger strive for achieving a stable balance between social, economic and ecological goals, which is the basis of the concept for sustainable development. In the context of “Europe 2020,” the concept of Corporate Social Responsibility (CSR) affirms its role as one of the most effective strategies for achieving this kind of development. The aim of this article  therefore , is to clarify the conceptual nature of CSR by putting an emphasis on the Carroll’s pyramid, and  its  importance to the corporate social initiatives as an expression of company’s commitment to CSR. This article is a qualitative article that gives an exposition on the implementation  of CSR and its  communication effect. This exposition  proves that  CSR offers many other positive effects for the companies apart from the strong communication effect to their current and prospective clients. By examining the six types of corporate social initiatives and their main characteristics and by putting a strong em phasis on the benefits that their implementation has in marketing and especially in branding aspect, this article attempts to outline the marketing perspectives of CSR considered as strategy for sustainable development   Keywords: Branding, Corporate social initiatives, Corporate Social Responsibility, Marketing, Sustainable development

CSR Initiatives of Family Firms

2019 ◽  
pp. 149-172
Author(s):  
Salvador S. Guajardo ◽  
Aurora Correa-Flores ◽  
Barbara I. Mojarro-Durán ◽  
Alfonso Ernesto Benito Fraile
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Economic Activity ◽  
Family Firms ◽  
Business Groups ◽  
Business Group ◽  
Exploratory Research ◽  
Research Findings ◽  
Social Initiatives ◽  
Corporate Social

This chapter studies the corporate social responsibility (CSR) initiatives of the leading Mexican business groups. Investigating in family firms is essential because they represent the world's most predominant form of organization. One way in which family firms organize their economic activity and structure are business groups. Mexican family firms conform to business groups within the same family. The purpose of this chapter is to inquiry the corporate social initiatives emanating from the main Mexican business groups. Through quantitative and qualitative exploratory research, findings show that business groups in Mexico orient their corporate social initiatives into internal and external strategies, and tend to distribute disproportionally the amount of initiatives and money invested among each of its affiliates. Also, firms affiliated to a business group have a higher probability than unaffiliated firms of being classified as “sustainable,” according to the IPC Sustainable Index.

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