CSR and Social Marketing as Enablers of Recovery after the Global Recession

Corporate Social Responsibility (CSR) is a relatively new concept in Turkey. Leading companies including banks stress socially responsible activities in their marketing communications. The recent economic crisis put banks into the center stage again. Turkey was one of the few countries that emerged from the economic downturn relatively quickly. In the initial stages of the crisis, banks faced some criticism for protecting their self-interest more and not acting for the benefit of the society. Later, these criticisms got weaker and less frequent. This chapter examines the behavior of banks during the crisis with respect to CSR and social marketing. Particularly, the chapter analyzes how the banks behaved during the crisis and how they supported small and medium scale enterprises and local communities through CSR strategies, as well as how they utilized CSR efforts as a marketing tool. In addition, the outcome of these strategies is discussed.

Creating Shared Value and Increasing Project Success by Stakeholder Collaboration

This chapter introduces the idea of accessing new resources by collaborative interaction with stakeholders to optimize the value chain and product development process. It is acknowledged that Creating Shared Value (CSV) could be a value driver by revisiting the supply chain (Porter & Kramer, 2011); however, in a world of scarce and often inaccessible resources, wastage is becoming increasingly detrimental. With project expenditure rising (PMI, 2012) and continuing high rates of failure (Balogun & Hope Hailey, 2008; Langley, 2014) small and medium sized businesses (SMEs) could find themselves in a position where crucial innovation becomes unaffordable and non-achievable. It is suggested that utilizing ‘the crowd', pragmatically incorporating collaborative engagement with stakeholders, could not only alleviate this problem but increase project success rates, lower costs and allow SMEs to fulfil social responsibilities with CSV.

Barriers to Responsible Tourist Behaviour

Responsible tourism is an increasingly observed phenomenon. This study offers new insights into the factors that prevent tourists from travelling responsibly. In particular, a sample of 837 Italian travelers was profiled based on the main impediments toward responsible tourism. Findings of the study suggested that impediments toward responsible tourism are related to five main categories: ‘lack of accessibility', ‘unwillingness', ‘lack of trustworthiness', ‘stress', and ‘price'. Cluster analysis revealed the existence of four tourist segments: the ‘existential pessimists', the ‘distrustful and accessibility seekers', the ‘mindless', and the ‘accessibility and time-saving seekers'. Furthermore, a series of distribution tests (?2) showed that significant differences exist between the segments only based on the level of education, whereas no differences were found related to gender, age, marital status, employment status, monthly household income, or association membership. Finally, managerial implications of the study are discussed, along with recommendations for future research.

Corporate Social Responsibility (CSR) Reporting and Seeking Legitimacy of Māori Communities

The purpose of this study is to understand whether the seeking of legitimacy from Maori communities by Aotearoa New Zealand energy companies is a historical consistent practice or a result of a proposal of privatization. Corporate Social Responsibility (CSR) reports of four different State Owned Enterprises are analyzed longitudinally beginning from 2008 to 2013 with a mixed methods approach. It is found that the NZ energy sector doesn't have a common approach in how it communicates with Maori stakeholders but rather that each organization tailors its interaction with Maori communities based on the circumstances each individual organization is in. The study contributes to research concerning the use of content related to Maori and Maori indigenous values in CSR communication as well as to that research investigating how organizations respond to potential threats to their legitimacy through the use of CSR communication in Aotearoa New Zealand context.

Integrating New Visions of Education Models and CSR 2.0 towards University Social Responsibility (USR)

Currently, the adoption of a specific approach to business activities that highlights the strategic importance of corporate social responsibility hereafter CSR is the most important element influencing the existence and continuity of an organization. Thus, there is not a surprise that universities shall identify, in terms of own activities, the possibility to lead their orientation beyond teaching-learning process, towards the operations and institutional activities. At the same time, recent decades have experienced the failure of CSR as a way of doing business, govern or provide solutions and evaluate ethical issues and, thus, of the need to apply and implement a new approach - CSR 2.0. The transition from the current CSR, or 1.0, to CSR 2.0 requires the adoption of five new principles—creativity, scalability, responsiveness, glocality, and circularity—and embedding them within organizations management and culture. The paper will unfold towards two steps: the first, dedicated to the correlation between education (Blessinger's models and frameworks elements) with business (based on higher education business models), and the second, represented by integrating the new built model with the concepts and principles of CSR 2.0 developed by Visser. The new framework can be used to manage the context and processes of a socially responsible university as part of a world influenced by CSR 2.0 principles.

Emotional Capital and Sustainability in Family Businesses

Currently, family businesses are facing huge competition and economic difficulties aggravated further by the present crisis in which companies are immersed. Additionally, the lack of a specialized human resource management function in these kinds of firms makes an efficient process of generational change difficult, which represents a major challenge for the sustainability of these organizations. The links between family and their emotional ties are, in this regard, an important aspect to consider in human resource management. This chapter examines, in theoretical terms, how emotional capital can be a key factor, not only for attracting and retaining talent, but also for ensuring competitiveness in economic, social and environmental aspects, and therefore its sustainability, understood as a balance of economic, social and environmental performances.

Storytelling about CSR

Storytelling has proved to be effective in fields such as education and healthcare, but also in public relations, branding, organizational management, and employee engagement, what has led to the emergence of the terms corporate or organizational storytelling, where narration is related to corporate issues. The benefits of storytelling show that it can be used as a tool to communicate CSR information in order to engage other stakeholders. This chapter provides several examples of storytelling about CSR in four successful companies with the aims of transmitting values, fostering collaboration, leading change and sharing knowledge: Cisco Systems, The Coca-Cola Company, Patagonia, and KPMG Ireland.

Comparative Perspectives on CSR 2.0 in the Contexts of Galicia and North of Portugal

The social responsible behavior of three, four- and five star hotels located in two different regions belonging to two adjacent countries, Galicia (Spain) and Northern Portugal (Portugal) are compared in this investigation. A factor analysis technique along with the Structural Equations Models (SEM) methodology was applied in order to carry out this research. It is a quantitative study which measures the relationship between CSR (Gallardo, Sanchez, & Corchuelo, 2013) and the institutional context (Kostova & Roth, 2002; Llamas-Sanchez, García-Morales, & Martin-Tapia, 2013; Vargas-Sánchez & Riquel-Ligero, 2015) which relate on the basis of a model proposed for this research. The main conclusions show that the hotels under study have different social responsible behavior depending on their location and the institutional context. The regions under study are delimited by the unequal influence of institutional pressures.

Social Value Co-Creation

Societal demands and consumer patterns have changed: there is a need of elaborating on new concepts and mindsets in understanding stakeholder engagement in relation to Corporate Social Responsibility (CSR) in a way that can challenge the traditional ways of thinking and provide a basis for benefits to all stakeholders. Theoretically, this chapter provides a unique and fresh perspective to the concept of CSR, as it aims at applying, within the Service-Dominant (S-D) logic mindset, the value co-creation happening within a social setting. It adds backing through an empirical study taken mixed qualitative approach in effort to establish a concrete foundation for the interpretation of insights through three different stakeholders (customers, employees, and managers) in a practical, real world environment. Insights allow the formulation and provision of Social Value Co-Creation (SVcC) as a revisited understanding of corporate citizenship that can contribute to a contemporary approach to CSR.

The Corporate Sustainability and Responsibility Proposition

This chapter deliberates on the business case for CSR. It contends that corporations are capable of implementing responsible behaviors as they pursue their profit-making activities. A thorough literature review suggests that there is a link between corporate social responsibility (CSR) or corporate social performance (CSP) and financial performance. In addition, there are relevant theoretical underpinnings and empirical studies that have used other constructs, including corporate citizenship, stakeholder engagement and business ethics. In this light, this contribution reports on how CSR is continuously evolving to reflect today's societal realities. Therefore, it raises awareness of key notions representing strategic CSR, creating shared value and corporate sustainability and responsibility (CSR2.0). This latter perspective suggests that responsible behavioral practices may be strategically re-conceived to confer competitive advantage over rival firms. Therefore, this chapter makes reference to laudable investments that could unleash shared value. It implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement.