csr strategies
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2022 ◽  
pp. 194-216
Author(s):  
Manuel Moreno ◽  
Elena Mañas-Alcón ◽  
Oscar Montes-Pineda ◽  
Beatriz Fernández-Olit

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.


2022 ◽  
pp. 216-241
Author(s):  
Sofía Louise Martínez-Martínez ◽  
Rafael Ventura Fernández ◽  
Clara Plata Ríos

Entrepreneurship conditions the sustainable development of a society by the economic, social, and environmental impact of new ventures. Specifically, startups, due to their high level of innovation and scalability, have an important role in fostering and accelerating the implementation of sustainable practices. An empirical analysis is carried out through data collected in the framework of the GEM project to define the extent in which startups innovation impact SDGs. The results highlight that the most frequently addressed goals belong to the economic sphere (e.g., SDG 8 and SDG 9), while environmental and social aspects are scarcely considered. More than half of the SDGs are addressed by less than 10% of the startups. A change in policies to promote SDGs is needed to foster the implementation of CSR strategies from early entrepreneurial stages, increase startups awareness, and face the lack of attention that some SDGs are receiving from the currently emerging innovation.


2022 ◽  
pp. 24-49
Author(s):  
Nicholas Palaschuk ◽  
Amr El Alfy ◽  
Jeffrey Wilson

This chapter explores the evolving field of corporate social responsibility (CSR) research and practices in the Sustainable Development Goals era. The authors introduce a contemporary definition of CSR reflective of the SDGs era. Section 1 provides an exploration of the conceptual and theoretical foundations underpinning the evolution of CSR approaches. Section 2 advocates for the SDGs framework in support of the proliferation of sustainability management across business settings. Section 3 delineates how adopting the SDGs as a framework for corporate sustainability can enhance corporate resilience towards economic shocks. Section 4 discusses strategic perspectives on corporate sustainability management and elaborates on the role of business in satisfying promises of sustainable development. Illuminating the legitimacy of the SDGs as a framework for positioning corporations as global sustainability leaders, this chapter serves as a roadmap outlining how business can advance their CSR strategies to align business goals with societal needs in a post-COVID-19 world.


2022 ◽  
pp. 139-161
Author(s):  
Belen Lopez ◽  
Celia Rangel

This chapter explores how luxury fashion and accessories firms are adapting their CSR strategies to be more sustainable considering that the firms have been impacted by the COVID-19 pandemic. In this context, the authors explore how companies are communicating their efforts and how they engage consumers according to sustainable development. The methodology followed in this study is based on case studies analyzing the activities of luxury fashion and accessories brands operating in different countries, such as LVMH, Kering, Richemont, Chanel, EssilorLuxottica, Chow Tai Fook, PVH, and Swatch Group. The results show that almost all luxury fashion and accessories firms include the SDGs in their CSR/sustainability strategies and communicate how their efforts contribute to achieving the 17 SDGs. Nearly all these companies set long-term objectives including areas, such as 1) environmental protection as a key axis of their strategy, 2) support for the communities where they operate, and 3) promotion of equality and inclusion of their employees.


2021 ◽  
Vol 13 (4) ◽  
pp. 96-114
Author(s):  
Ngoc Khuong Mai ◽  
An Khoa Truong Nguyen ◽  
Thanh Thuy Nguyen

Corporate social responsibility (CSR) is an important strategy for firms to gain a positive reputation. This study aims to identify the mediating role of firm reputation on the relationships of CSR dimensions (economic, legal, ethical, philanthropic and environmental) and competitive advantage, and how a firm directly gains competitive advantage through CSR implementation. Data were collected by surveying 869 managers, as representatives of small and medium enterprises, and large enterprises, in the trade and service, real estate and manufacturing sectors in Vietnam. Then, SmartPLS 3.0 software and the partial least squares structural equation modelling method were used to process the data and test the hypotheses. The empirical results are impactful and enhance the existing literature on strategic management. The results show that implementing environmental, ethical, philanthropic and legal CSR activities contribute positively to increase the firm reputation and thus generating competitive advantage. The findings indicate that the implementation of economic CSR activities does not enable firms to gain a reputation. In contrast, active involvement in environmental CSR activities results in building firm reputation, thereby creating a source of competitive advantage for firms. The study provides guidelines for top-level management to adjust their CSR strategies more effectively to improve reputation and competitive advantage.


Author(s):  
Marina Mattera ◽  
Carmen Alba Ruiz-Morales ◽  
Luana Gava ◽  
Federico Soto

Purpose The purpose of this study is to evaluate whether the implementation of sustainable business models contributes to improving a firm’s performance during a global crisis, such as the one caused by COVID-19. Based on the triple bottom line theory, the paper explores the relation between the creation of value through solid corporate social responsibility (CSR) strategies, United Nations (UN) Global Compact’s (GC) business model proposals and Global Reporting Initiative’s (GRI) reporting scheme. Design/methodology/approach The present paper studies companies within the European Union, focusing specifically on the long-term impact of using the world’s most widely used standards for sustainability reporting – the GRI’s standards and/or the UNGC management models, as well as on the firm’s performance based on the financial results during COVID-19 crisis. To achieve this goal, the study analyses the share price of firms publicly listed in the FTSEMIB (benchmark index of Italy’s largest trading platform) out of those companies that are implementing the UN and GRI’s tools. Findings Findings show how a commitment to sustainable business models and long-term CSR strategies can contribute to firm’s ability to overcome periods of economic crisis. Furthermore, implementing GRI standards and UNGC guidelines within the business model seems to have a positive impact in overcoming a hard context such as COVID-19. In addition, it contributes to a better understanding of stakeholders’ needs, consumer profiling and value creation. Originality/value This study evaluates firms’ business models, considering the effects of decisions made in the context of COVID-19. The role of UNGC and GRI is evaluated in terms of their contribution to firms’ financial performance and corporate reputation during a context of hardship. Consequently, this study contributes to academia and practice, adding value in areas related to strategic planning and business model design.


2021 ◽  
Vol 11 (4) ◽  
pp. 147
Author(s):  
Benedetta Esposito ◽  
Maria Rosaria Sessa ◽  
Daniela Sica ◽  
Ornella Malandrino

Over the last few decades, stakeholders’ growing attention towards social and environmental issues has challenged universities’ traditional accountability boundaries, imposing the adoption of innovative reporting tools that facilitate stakeholders’ engagement in Corporate Social Responsibility (CSR) practices and performances. Against this backdrop, online communication tools, such as websites and social media platforms, have gained momentum as a pivotal means to increase dialogue with the myriad of stakeholders, especially during the pandemic period, as it has dramatically reduced physical interactions. Based on these premises, this study aims to dive deep into the use of social media to communicate CSR strategies in the university context by exploring the case of the University of Salerno. To this end, all posts published by the University of Salerno’s official Twitter account from 2015 to 2021 have been extracted and analyzed. Accordingly, the degree of interactions with stakeholders and the communication direction and balance level have been examined based on Carroll’s pyramid. Findings show a higher level of engagement for CSR posts and, in particular, for the philanthropic dimension. Results also highlight that, during the COVID-19 pandemic, the University of Salerno has empowered CSR disclosure through Twitter. The methodology adopted could be replicated for other universities to understand better how public universities use social media to involve a broader range of stakeholders in their CSR practices.


2021 ◽  
Vol 13 (23) ◽  
pp. 13039
Author(s):  
Bu-Kyung Choi ◽  
Ji-Young Ahn ◽  
Myeong-Cheol Choi

This study empirically investigated the economic effect of CSR initiatives on innovation by examining Korean firms. Our primary objective of this study was to explore how a CEO compensation system can affect the CSR-innovation relationship. An integrated model of the impact of CSR on innovation activities was developed through analyzing various CEO compensation components such as structure, type, mix, and distribution. We identified the CEO compensation system that more suitably supports CSR in driving innovation performance improvement, and empirically examined a compensation system that enhances corporate innovation by creating a good alignment with CSR. Using a longitudinal data, we empirically tested the interactive effect of a CSR and compensation system of CEO in Korean publicly traded companies. Our empirical findings concerning the interaction between CSR strategies and CEO compensation schemes hold practical implications for establishing and implementing a suitable human resource system to improve organizational competitiveness.


Land ◽  
2021 ◽  
Vol 10 (11) ◽  
pp. 1158
Author(s):  
Alessandro Bricca ◽  
Federico Maria Tardella ◽  
Arianna Ferrara ◽  
Tiziana Panichella ◽  
Andrea Catorci

Abandoned semi-natural grasslands are characterized by lower plant diversity as a consequence of tall grasses spreading. Mowing is a widely used restoration practice, but its effects to maintain the restored diversity over time is poorly investigated in sub-Mediterranean grasslands. Since 2010 in the central Apennines, we fenced a grassland, invaded by Brachypodium rupestre, which was mowed twice a year. Before the experiment started, we recorded species cover in 30 random sampling units (0.5 m × 0.5 m). The sampling was repeated every two years for a total of ten years. We used linear mixed-effect models to investigate the trajectory of functional diversity and community weighted mean for traits related to space occupation, resource exploitation, temporal niche exploitation, and Grime’s CSR strategies. The reduction of the weaker competitor exclusion exerted by B. rupestre affected the functional plant community. In the short term (4–6 years), this fostered space occupation strategies, decreasing convergence of clonal strategies and horizontal space occupation types. In the longer term (8–10 years), mowing filtered ruderal strategies, i.e., species with faster resource acquisition (lower leaf dry matter content, LDMC). LDMC and CSR strategies, initially convergent due to the dominance of B. rupestre, lowered convergence over time due to higher differentiation of strategies.


2021 ◽  
Author(s):  
Simon Pierce ◽  
Wen-Yong Guo ◽  
Bruno Enrico Leone Cerabolini ◽  
Daniel Negreiros ◽  
Franco Faoro ◽  
...  

A phylogenetic framework explaining plant secondary metabolite diversity is lacking, but metabolite classes could represent adaptations to habitat resource availability. We test the hypothesis that primary adaptive strategies (competitors, C; stress-tolerators, S; ruderals, R) are associated, respectively, with nitrogenous metabolites synthesized in persistent organs (alkaloids), nitrogen-lacking aromatic terpenes and phenolics, and nitrogenous compounds prevalent in reproductive tissues (cyanogenic glucosides and glucosinolates). A matrix was compiled of 1019 species for which secondary metabolite pathways and CSR strategies are known. Accounting for phylogenetic relatedness and native biomes, we found that most phytochemical pathways did not correlate with strategy axes, but certain key associations were evident. C-selection was positively associated with amino acid-derived phenylpropanoids (low phylogenetic relatedness; λ<0.5) and pyrrolizidine alkaloids and galloyl derivatives (high λ), and negatively with N-lacking linear monoterpenes (low λ). Nitrogenous cyanogenic glucosides positively correlated with R-selection (low λ). Terpenoids were widely distributed, but correlated positively with S- and negatively with R-selection (low λ). Twenty-six correlations between phytochemicals and biomes (low λ) were evident. Most secondary metabolite synthesis pathways are widespread, reflecting common roles and obligate defence, and strong phylogenetic effects are often evident. However, the character of phytochemical/adaptive strategy associations agrees with ecological theory and thus reflects adaptation.


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