scholarly journals Twalk Your Talk: On the (Non)-Formative Influence of Corporate Social Responsibility Communication on Supply Chain Sustainability Measures

2021 ◽  
Vol 13 (17) ◽  
pp. 9754
Author(s):  
Stephan Blaha ◽  
Wim Lambrechts ◽  
Jelle Mampaey
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Social Responsibility ◽  
Organizational Behavior ◽  
Study Data ◽  
Reputation Management ◽  
Structured Interviews ◽  
Chain Organization ◽  
The One ◽  
Corporate Social

Corporate Social Responsibility has multiple faces that contradict each other. On the one hand there is the communication of great aspirations and ambitions. On the other hand, there is the unruly practice that complicates living up to those ambitions. These contradictions are, without being exhaustive, caused by a focus on economic performance, organizational behavior, adherence to leading supply chain paradigms, and reputation management. In general, corporate communication about social responsibility is perceived as hypocritical. This research looks at how these communications initiate sustainability measures in the distribution and supply chain functions of a large multinational company. In a single embedded case study, data collection took place using semi-structured interviews complemented with document research. The empirical results show that the supply chain managers were positively critical of the communication about implemented sustainability measures and considered them as an invitation to act. However, they assessed the organization that surrounded them to be less lenient due to the different objectives of the various functions. The respondents diverged about which sustainability measures to apply and embed in the supply chain organization. It became clear that the knowledge base of the respondents was fragmented and incoherent. Reflecting on the research results, the role of top management seems crucial when it comes to coherent policy, knowledge development, and the prioritization of sustainability measures.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

scholarly journals Two-Stage Production System Pondering upon Corporate Social Responsibility in Food Supply Chain: A Case Study

2021 ◽  
Vol 11 (3) ◽  
pp. 1088
Author(s):  
Ten-Suz Chen ◽  
Yung-Fu Huang ◽  
Ming-Wei Weng ◽  
Manh-Hoang Do
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Social Responsibility ◽  
Food Supply ◽  
Production System ◽  
Food Supply Chain ◽  
Two Stage ◽  
Chain Management ◽  
Corporate Social

Corporate social responsibility (CSR) has witnessed remarkable attention in academic studies as well as being widely conducted in different industries globally. This specific case was chosen as one of the biggest dairy companies that may be represented for Vietnam dairy supply chain management. This research aims to integrate CSR initiatives into food supply chain management to clarify the optimal replenishment policy, paying close attention to the relationship between midstream manufacturers and final customers. The classical economic production quantity model has been employed, relying on the two-stage assembly production system. The three parameters that contribute to the total profit formulation that have been considered consist of the social charity amount for per unit selling, the unit wholesale price of the manufacturer, and the return rate of used goods from the customer. The study has stressed that there is a significant impact from implementing CSR initiatives on the enterprise’s inventory policy that leads to enhance the firm’s financial performance.

Managing the adverse effect of supply chain risk on corporate reputation: The mediating role of corporate social responsibility practices

2021 ◽  
Vol 46 (4) ◽  
pp. 251-261
Author(s):  
Nitya P. Singh
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Social Responsibility ◽  
Corporate Reputation ◽  
Negative Impact ◽  
Research Question ◽  
Necessary Condition ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Corporate Social

Within the last decade, research has focussed on corporate social responsibility (CSR) practices as a strategic tool that enables firms to improve stakeholder perception, brand image and corporate reputation. However, one area that remains understudied is the role played by CSR practices in managing corporate reputation under conditions of supply chain risk. To answer this research question, we conduct a literature review and develop the corresponding hypothesis. We test our hypothesis using quantitative analysis of both primary and secondary data collected from organizations dispersed globally. The results highlight that under conditions of supply chain network disruption risk, CSR practices play an important role in enabling firms to manage the negative impact of such risk drivers on corporate reputation. The study further suggests that CSR practices positively impact supply chain risk management (SCRM) practices and are a necessary condition for SCRM practices to be effective in improving corporate reputation of organizations.

scholarly journals A Dynamic Stackelberg Game of Supply Chain for a Corporate Social Responsibility

2017 ◽  
Vol 2017 ◽  
pp. 1-8 ◽  
Author(s):  
Massimiliano Ferrara ◽  
Mehrnoosh Khademi ◽  
Mehdi Salimi ◽  
Somayeh Sharifi
Keyword(s):  
Corporate Social Responsibility ◽  
Supply Chain ◽  
Social Responsibility ◽  
Supply Chains ◽  
Equilibrium Point ◽  
Stackelberg Game ◽  
Dynamic Game ◽  
Supply Chain Performance ◽  
Information Structures ◽  
Corporate Social

In this paper, we establish a dynamic game to allocate CSR (Corporate Social Responsibility) to the members of a supply chain. We propose a model of a supply chain in a decentralized state which includes a supplier and a manufacturer. For analyzing supply chain performance in decentralized state and the relationships between the members of the supply chain, we formulate a model that crosses through multiperiods with the help of a dynamic discrete Stackelberg game which is made under two different information structures. We obtain an equilibrium point at which both the profits of members and the level of CSR taken up by supply chains are maximized.

Integrating corporate social responsibility into efforts to realize millennium development goals

2014 ◽  
Vol 10 (4) ◽  
pp. 314-333 ◽  
Author(s):  
David Katamba ◽  
Cedric Marvin Nkiko ◽  
Charles Tushabomwe-Kazooba ◽  
Sulayiman Babiiha Mpisi ◽  
Imelda Kemeza ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Millennium Development Goals ◽  
Participant Observation ◽  
Theory Approach ◽  
Structured Interviews ◽  
Content Type ◽  
Development Goals ◽  
The Government ◽  
Corporate Social

Purpose – The purpose of this paper is to present corporate social responsibility (CSR) as an alternative roadmap to accelerating realization of Millennium Development Goals (MDGs) in Uganda, even after 2015. Design/methodology/approach – Using a mixed research methodology, this research documented CSR activities of 16 companies operating in Uganda. Data collection was guided by quantitative and qualitative methodologies (semi-structured interviews with CSR managers, plus non-participant observation of CSR activities and projects linked with MDGs). Triangulation was used to ensure credibility and validity of the results. For data analysis, the authors followed a three-stepwise process, which helped to develop a framework within which the collected data could be analyzed. For generalization of the findings, the authors were guided by the “adaptive theory approach”. Findings – Uganda will not realize any MDGs by 2015. However, CSR activities have the potential to contribute to a cross-section of various MDGs that are more important and relevant to Uganda when supported by the government. If this happens, realization of the MDGs is likely to be stepped up. CSR's potential contributions to the MDGs were found to be hindered by corruption and cost of doing business. Lastly, MDG 8 and MDG 3 were perceived to be too ambiguous to be integrated into company CSR interventions, and to a certain extent were perceived to be carrying political intentions which conflict with the primary business intentions of profit maximization. Practical implications – Governments in developing countries that are still grappling with the MDGs can use this research when devising collaborations with private-sector companies. These documented CSR activities that contribute directly to specific MDGs can be factored into the priority public-private partnership arrangements. Private companies can also use these findings to frame their stakeholder engagement, especially with the government and also when setting CSR priorities that significantly contribute to sustainable development. Originality value – This research advances the “Post-2015 MDG Development Agenda” suggested during the United Nations MDG Summit in 2010, which called for academic and innovative contributions on how MDGs can be realized even after 2015.

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