Analysis concerning corporate social responsibility in institutional websites of European and American companies (original) (raw)
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Making a Difference: Putting Consumer Citizenship into …
The test of our progress is not whether we add more to the abundance of those who have much; it is whether we provide enough for those who have too little" Franklin D. Roosevelt 1937 Høgskolen i Hedmark Oppdragsrapport nr 2 -2009 2 Utgivelsessted: Elverum Det må ikke kopieres fra rapporten i strid med åndsverkloven og fotografiloven eller i strid med avtale om kopiering inngått med KOPINOR, interesseorgan for rettighetshavere til åndsverk.
This paper proposes an engagement oriented corporation-stakeholder relationship in Corporate Social Responsibility (CSR) programmes. It is a proposition which poses the two connected questions of how to move from solely public relation driven stakeholder management to social development oriented stakeholder participation (engagement) and how Stakeholder Engagement can be measured. On the backdrop of Arnstein’s (1969) citizenship participation model and reasons for Stakeholder Engagement framework, the paper argues that Stakeholder Engagement is attainable and measurable. It argues that though Arnstein’s citizenship participation model was originally intended for the relationship between government and local communities, the ever rising power of corporations makes the principle adaptable and transferable to corporate-stakeholder relationship. It proposes that by placing the reasons for stakeholder participation against levels of participation it will be possible to develop an inclusive Stakeholder Engagement model, render Stakeholder Engagement measurable and contribute in laying a foundation for developing a proactive approach to sustainable CSR that positively benefits both the company and society.
CSR 2.0 and the New Era of Corporate Citizenship
Mark Camilleri, Elisa Baraibar-Diez, María Dolores Sánchez-Fernández, Michael Devereux, Misra Cagla Gul, Raquel Gómez-López, Basak Ucanok Tan, Catalina Soriana Sitnikov, José Ramón Cardona, Vesela Milorad Radovic, Roland Berberich, José Ignacio Elicegui-Reyes
CSR 2.0 and the New Era of Corporate Citizenship, 2017
This book’s theoretical underpinnings and empirical studies suggest that businesses can do well by doing good. It builds on the previous theoretical underpinnings of the CSR agenda, including Business Ethics (Crane and Matten, 2004); Stakeholder Engagement (Freeman, 1984); Corporate Citizenship (Carroll, 1998; Waddock, 2004; Matten and Crane, 2004), Creating Shared Value (Porter and Kramer, 2011; 2006), as it presents the latest Corporate Sustainability and Responsibility (CSR2.0) perspective (Visser, 2011,2014; Camilleri, 2015). This promising notion is being recognized as a concept that offers new ways of thinking and behaving. It has potential to deliver significant benefits to both business and society as it is an easy term that may appeal to business practitioners. CSR2.0 is linked to improvements in economic performance, operational efficiency, higher quality, innovation and competitiveness. At the same time, it raises awareness on responsible behaviors. Therefore, CSR2.0 can be considered as strategic in its intent and purposes, as businesses are capable of being socially and environmentally responsible ‘citizens’ whilst pursuing their profit-making activities. This latter perspective suggests that responsible behavioral practices may be re-conceived to confer competitive advantage over rival firms. Therefore, this contribution makes reference to laudable investments that could unleash value business and society. It implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement. Chapter 1 provides a thorough literature review on the CSR strategy. It presents relevant theoretical underpinnings and empirical studies that may have used other related constructs, including corporate citizenship, stakeholder engagement and business ethics. Hence this chapter reported on how CSR has evolved to reflect the societal realities. At the same time, it raises awareness of the key notions representing CSR. In conclusion, it implies that CSR2.0 demands business to build adaptive approaches with stakeholders for the benefit of the firm and for societal advancement. Chapter 2 reviews the different definitions of the corporate responsibility paradigms and draws comparisons between related concepts. It also explains the evolution of corporate responsibility as it provides a brief overview of how corporate responsibility has changed in the past 30 years. The author contends that organization studies; economic, institutional, cultural and cognitive perspectives are shaping the corporate responsibility agenda. She cleverly presents the benefits of integrating multiple perspectives and discusses about the possible research avenues in the realms of corporate responsibility. Chapter 3 suggests that the field of CSR is ushering a new era in the relationship between business and society: the CSR 2.0 era. The author puts forward a Total Responsibility Management (TRM) approach that may be useful for business practitioners who intend adopting CSR behaviors. This chapter posits that CSR strategies including managing relationship with stakeholders will contribute to the companies´ success and will also bring community welfare. Chapter 4 focuses on the national governments’ regulatory role of raising awareness on CSR behaviors among businesses. The author suggests that there is scope for the state agencies to promote CSR as a business case for companies. She provides an outline of the current state of “supranational regulative policies on public procurement” within the European Union context. Chapter 5 uses a stakeholder perspective to encapsulate the CSR concept. The authors investigated social value cocreation (SVCC) through a qualitative study among different stakeholders (customers, employees, and managers). They implied that businesses ought to clarify their motives, by opening channels of communication with stakeholders. This way, there will be a higher level of SVCC with increased (stakeholder) loyalty toward the firms. Chapter 6 sheds light on Porter and Kramer’s (2011) shared value proposition. The author explains how collaborative stakeholder interactions could lead to significant improvements in the supply chain. Chapter 7 involved a longitudinal study that investigated how four different State Owned Enterprises communicated with Māori communities between 2008 to 2013. This study contributes to the extant literature research on the legitimacy theory and CSR communication with ethnic minorities in the Aotearoa (New Zealand) context. Chapter8 links the CSR paradigm with risk management. The author suggests that Serbian businesses ought to adopt corporate sustainable and responsible approaches in terms of their disaster risk reduction in case of environmental emergencies. Chapter 9 involved a quantitative analysis that explored the CSR practices within the hospitality industry. The authors suggested that there were distinct social and environmentally responsible behaviors in different geographical areas. They argued that institutions can take their results into account when drawing up policies that are aimed at fostering responsible tourism practices. Chapter 10 examined how CSR communication of self-serving motives can lead to more credibility and corporate reputation. The authors implied that the marketers should be aware of how the public perceive CSR behaviors. Chapter 11 suggests that corporate or organizational storytelling, is being used as a promotional tool to communicate CSR information to stakeholders. The authors present four companies that have used storytelling with the aims of transmitting values, fostering collaboration, leading change and sharing knowledge: Chapter 12 relates corporate sustainability to emotional capital. The authors maintain that emotional capital enables businesses to attract and retain talent. This results in significant improvements to the firms’ bottom lines. Chapter13 suggests that the transition from the CSR to CSR 2.0 requires the adoption of five new principles - creativity, scalability, responsiveness, glocality and circularity. The authors posit that these principles ought to be embedded within the organizations management values and culture. The authors propose a new framework that can be used to manage the processes of socially responsible organization. Chapter 14 investigated the banks’ behavior during the economic crisis in Turkey. The author reported on the bank’s CSR strategies as they supported small and medium sized enterprises, as well as local communities during the financial turmoil. Chapter 15 offers insights on sustainable tourism as the authors investigated the constraints that explain why an attitude–behavior gap exists as they analyzed the responsible tourists’ behavior. Chapter 16 examines three leading networks that are intended to promote corporate sustainability and responsibility. The author explores their growing influence as he reviews their objectives, organizational structures, types of activities, practices and impacts Why should you choose this book? This publication is primarily intended to academia, including post graduate students pursuing research degrees. It explores the core aspects of contemporary corporate strategies, public policies and practices that create value. This publication is a concise and authoritative guide on the business case for corporate social responsibility (CSR). It provides a thorough understanding on the theoretical underpinnings of corporate social responsibility, business ethics, corporate citizenship and creating shared value, among other notions. Moreover, its empirical studies show how stakeholder engagement and sustainability strategies can create synergistic value for both business and society in a global context. It suggests that both academia and business practitioners can employ corporate sustainability and responsibility practices as a guiding principle for their business success. Mark Anthony Camilleri, PhD (Edinburgh)
Stakeholder engagement in the creation and maintenance of corporate citizenship
2005
Recently numerous references have been made to corporate social responsibility, corporate or brand citizenship, stakeholder engagement, partnerships, sustainable development and effective corporate governance. One of the fundamental issues in corporate citizenship is the ability of an organisation to cope with its various stakeholders and enter into partnerships with these stakeholders for improved business ventures. The question, however, remains how can organisations take a structured approach to engage and consult with stakeholders. Organisations need to know who their stakeholders are, and should be accountable to these stakeholders. Stakeholder accountability requires that organisations must ensure that governance systems foster an understanding of business relationships which will allow balanced business judgments to be made. Stakeholder "voices" need to be heard at the highest level of organisational governance. This article attempts to define and describe the concept of stakeholders, illustrates how partnerships can be built between stakeholders and organisations, and provides a South African perspective on public/private partnerships in a rapidly changing business landscape. It underpins the importance of creating business networks, but emphasises that maintenance of relationships with stakeholders are pivotal for organisations in becoming good corporate citizens.
EPRA International Journal of THE CALL FOR SOCIAL RESPONSIBILITY
2018
Organisations do not live in a vacuum, they are part of communities and in order for them to live in harmony and survive, they have to be socially responsible. Being socially responsible leads to mutual understanding, social obligations and responsiveness. This article covers the need for being socially responsible.
From corporate social responsibility to global citizenship
Multinational companies must participate in the life of multiple countries, with different cultures and expectations for their citizens. At the same time, these companies are facing new demands to address global issues such as environmental concerns and poverty. In this context, what does it mean to be a "corporate citizen"? The author examines the emergence of the concept of corporate responsibility and citizenship, including the long-standing debate about whether a company owes its allegiance primarily to shareholders or to a broad community of stakeholders. He then considers what these concepts mean in a global context. While citizenship in a single nation has typically been defined by geography or ethnicity, global citizenship is a much more uncertain concept. The author discusses some of the challenges that face business in meeting conflicting national demands for citizenship, such as the troubles faced by Yahoo! when US users of its online auctions offered Nazi memorabilia on its website, accessible in France. The sale was protected under US First Amendment rights but banned under French law. The author also discusses the emerging concept of "cosmopolitan" or "global" citizenship. It is clear that companies must address global concerns, but each individual company must determine how to define global citizenship for itself and how to balance this identity with responsibilities that it may have to various local, national, and regional communities. Disciplines