Corporate Social Responsibility Values of Managers in Transforming Societies

2019 ◽  
pp. 1299-1318
Author(s):  
Rainhart Lang ◽  
Irma Rybnikova
Keyword(s):  
Religious Orientation ◽  
Social Values ◽  
East Germany ◽  
Organizational Factors ◽  
Managerial Values ◽  
Managerial Decisions ◽  
Managerial Position ◽  
Corporate Social ◽  
Value Preferences ◽  
Country Effect

Within the GLOBE project, CEOs from companies in East Germany, Estonia and Romania (N=129) have been interviewed about their value preferences in case of critical management decisions. Furthermore, lower level managers and employees (N=787) filled out questionnaires concerning perceived value preferences of their companies. Drawing on an extended stakeholder approach through focus on managerial values (CSV) and the person-situation concept of , we particularly focus on country-based contingencies of managerial values coupled with other context factors like managerial position and ownership. The findings show that there are specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus coupled with a relatively strong religious orientation in Romania and an orientation on shareholders as well as on employees and community in Estonia. Moreover, an interaction between the country effect and organizational factors shaping managerial decisions can be observed.

Corporate Social Responsibility Values of Managers in Transforming Societies

2017 ◽  
pp. 144-163 ◽  
Author(s):  
Rainhart Lang ◽  
Irma Rybnikova
Keyword(s):  
Religious Orientation ◽  
Social Values ◽  
East Germany ◽  
Organizational Factors ◽  
Managerial Values ◽  
Managerial Decisions ◽  
Managerial Position ◽  
Corporate Social ◽  
Value Preferences ◽  
Country Effect

Within the GLOBE project, CEOs from companies in East Germany, Estonia and Romania (N=129) have been interviewed about their value preferences in case of critical management decisions. Furthermore, lower level managers and employees (N=787) filled out questionnaires concerning perceived value preferences of their companies. Drawing on an extended stakeholder approach through focus on managerial values (CSV) and the person-situation concept of , we particularly focus on country-based contingencies of managerial values coupled with other context factors like managerial position and ownership. The findings show that there are specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus coupled with a relatively strong religious orientation in Romania and an orientation on shareholders as well as on employees and community in Estonia. Moreover, an interaction between the country effect and organizational factors shaping managerial decisions can be observed.

Corporate Social Responsibility Values in Transforming Societies

2020 ◽  
pp. 129-151
Author(s):  
Rainhart Lang ◽  
Irma Rybnikova
Keyword(s):  
Religious Orientation ◽  
Social Values ◽  
East Germany ◽  
Individual Values ◽  
Corporate Values ◽  
Theoretical Concepts ◽  
Upper Echelon Theory ◽  
Top Managers ◽  
The Individual ◽  
Corporate Social

The focus of the chapter is on corporate social values of managers as one important basis, and explanation of the functioning of CSR concepts in CEE organizations. The analysis is based on theoretical concepts explaining the relationship between the national and institutional context, corporate values of managers, and CSR activities, like “upper echelon theory,” which consider managerial action as a direct or indirect expression of the individual values of top managers. The situation in transforming societies in CEE countries can be well-described using the concept of situational strength. The empirical findings, with data from the GLOBE-CEO project from 129 firms in East Germany, Estonia, and Romania, show specific country-based combinations of corporate social values in the companies studied, with strategic orientation in East Germany, shareholder focus and a relatively strong religious orientation in Romania, and an orientation on shareholders as well as on employees and community in Estonia.

scholarly journals Workplace Bullying as Experienced by Managers and How They Cope: A Qualitative Study of Swedish Managers

2019 ◽  
Vol 16 (23) ◽  
pp. 4693
Author(s):  
Björklund ◽  
Hellman ◽  
Jensen ◽  
Åkerblom ◽  
Brämberg
Keyword(s):  
Social Support ◽  
Content Analysis ◽  
Qualitative Study ◽  
Coping Strategies ◽  
Workplace Bullying ◽  
Work Group ◽  
Time Factors ◽  
Organizational Factors ◽  
Private And Public ◽  
Managerial Position

Background: The aim of the study was to describe factors that contribute to the occurrence of workplace bullying, that enable it to continue and the coping strategies managers use when they are bullied. Methods: A qualitative study design was applied. Twenty-two managers from the private and public sectors were interviewed. Data were analyzed by means of content analysis. Results: Several factors could be linked to the bullying: being new in the managerial position; lack of clarity about roles and expectations; taking over a work group with ongoing conflicts; reorganizations. The bullying usually lasted for quite some time. Factors that allowed the bullying to continue were passive bystanders and the bullies receiving support from higher management. The managers in this study adopted a variety of problem-focused and emotion-focused coping strategies. However, in the end most chose to leave the organization. Only four remained in their managerial position at the time of the interview. Conclusions: The study concludes that bullying can occur in all types of organization. To prevent it we need to look primarily at organizational factors. Social support is also crucial for managers’ ability to cope successfully with bullying.

Is Corporate Social Responsibility Really Able to Create Long-Term Sustainability Value?

2022 ◽  
pp. 194-216
Author(s):  
Manuel Moreno ◽  
Elena Mañas-Alcón ◽  
Oscar Montes-Pineda ◽  
Beatriz Fernández-Olit
Keyword(s):  
Corporate Governance ◽  
Corporate Social Responsibility ◽  
Value Creation ◽  
Social Values ◽  
Shared Value ◽  
Csr Strategies ◽  
Sustainable Value ◽  
Short Run ◽  
Corporate Social

This chapter analyzes the academic debate regarding the need to adopt a long-term vision of CSR strategies. It's based on the premise that short run is the dominant approach in financial markets, and this situation could be negatively conditioning the long-term sustainability value creation. New social values may be requesting different management decisions from companies, prioritizing long-term over short term results. A thorough literature review has been done across specialized journals, international reports, and key legislation, trying to determine and model the elements facilitating this sustainable value creation. It shows the alignment needed between CEO and their shareholders within the framework of corporate governance to create long-term value within CSR. There are signs of a possible financial over-performance of companies that strategically create a shared value with stakeholders based on environmental, social, and governance objectives, selected due to their materiality. A model is proposed to consider a long-term approach creating sustainable value in organizations.

Corporate social responsibility in emerging social issues: (non)institutionalized practices in response to the global refugee crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rong Wang ◽  
Katherine R. Cooper
Keyword(s):  
Social Issue ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Issues ◽  
Theory Development ◽  
Organizational Factors ◽  
Refugee Crisis ◽  
Content Type ◽  
Csr Reporting ◽  
Corporate Social

PurposeCSR reporting is an institutionalized practice. However, institutionalization has been primarily examined in the context of limited social issues and largely restricted to the presence of CSR communication. The purpose of this paper is to introduce a framework to explore how institutional and organizational factors shape CSR programming in response to an emerging social issue: the global refugee crisis.Design/methodology/approachThe authors collected corporate social responsibility (CSR) reports from Global 500 Fortune corporations between 2012 and 2017. This study uses content coding and inferential analysis to examine how industry type, headquarters location, and partnership resources are related to programming in the refugee relief efforts.FindingsThe results reveal distinctive patterns from the technology sector and European corporations, with no clear patterns identified among other corporations. The findings indicate that although CSR is an institutionalized practice, CSR program reporting offers fewer insights as to how institutionalization occurs.Research limitations/implicationsResults suggest a preliminary framework for understanding how CSR programming becomes institutionalized and provide implications for how corporations may address emerging social issues.Originality/valueThis study applies an institutional, communicative approach to the context of the recent global refugee crisis, which contributes to theory development through the examination of an emerging social issue. It also extends prior research on the institutionalization of CSR by focusing on programming in response to an emerging social issue over time and suggests the limits of prior claims of institutionalized practices.

Linking values and ideologies: a scale of managerial social responsibility values

2017 ◽  
Vol 8 (2) ◽  
pp. 261-280 ◽  
Author(s):  
Duygu Turker ◽  
Y. Serkan Ozmen
Keyword(s):  
Social Responsibility ◽  
Measurement Tool ◽  
Theoretical Ground ◽  
Socially Responsible ◽  
Content Type ◽  
Managerial Values ◽  
Body Of Knowledge ◽  
Long Time ◽  
Self Transcendence ◽  
Corporate Social

Purpose The literature on corporate social responsibility (CSR) provides fragmented and sometimes contradictory empirical findings on the role of managerial values in CSR. This is partly due to the absence of a unifying framework and its subsequent measurement. Following the Schwartz’s (1994) Value Survey (SVS), this study aims to provide an original scale to measure CSR values based on their ideological underpinnings of classical liberalism and economic egalitarianism. Design/methodology/approach Following the scale-development procedure, a scale was developed in six steps and tested on a sample of 105 Turkish managers through confirmatory factor analysis. Findings On the basis of a sound theoretical construct, the study provides an original and reliable measurement tool to capture the link between ideology and values. A scale with a four-factor solution as self-transcendence, self-enhancement, openness to change and conservation was obtained at the end of the process. Research limitations/implications Despite that the sample size was relatively small and drawn from a single country setting, the model has a reasonable fit to the data, and the scale is reliable at 0.869 Cronbach’s alpha value. Therefore, the scale can be used in future studies to reveal the nature, structure and magnitude of socially responsible managerial values based on their ideological roots. Social implications Although the managerial values towards CSR have been studied for a long time, the interwoven relations of such values with diverse ideological stances are not clearly investigated in literature. By linking values and ideologies on a theoretical ground, the scale developed in this study can be used as a valuable tool to better understand socially responsible behaviours of managers in our modern societies. Originality/value Considering the fragmented body of knowledge in literature, this scale can be useful for both scholars and practitioners when exploring the ideologically driven and value-laden nature of socially responsible behaviours.

Sign in / Sign up

Export Citation Format

Share Document