Responsabilit socitale et dveloppement durable

English (United Kingdom)

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Working with Corporate Social Responsibility in Brazilian Companies: The Role of Managers’ Values in the Maintenance of CSR Cultures

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Abstract  
Corporate social responsibility (CSR) refers to the duty of management to consider and respond to issues beyond the organization’s economic and legal requirements in line with social and environmental values. However, ‘management’ is constituted by real people responsible for routine decisions and formulation and implementation of policies. It can be said therefore that the ethical ideals and beliefs of these individuals – in particular their personal values – play an important role in their decisions. It is contended in this article that the personal values of managers may contribute to the creation and maintenance of ‘CSR cultures’ in their organizations; that is, organizational cultures focused on ensuring environmental and social sustainability. Based on an exploratory study carried out in Brazil in 2008, this article explores the perceptions of five CSR managers in relation to the influence of their personal values on their work. The first part discusses the notion of CSR within the context of Brazilian society, the second provides a brief literature review on the link between values and organizational cultures and the third explores the perceptions of the participating managers, identifying the main thematic patterns that emerged in the study.

  • Content Type Journal Article
  • DOI 10.1007/s10551-010-0470-9
  • Authors
    • Fernanda Duarte, University of Western Sydney School of Management Locked Bag 1797 Penrith South DC NSW 1797 Australia


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Mise à jour le Lundi, 21 Février 2011 12:46

Corporate Social Responsibility, Utilitarianism, and the Capabilities Approach

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Abstract  
This article explores the possible convergence between the capabilities approach and utilitarianism to specify CSR. It defends the idea that this key issue is related to the anthropological perspective that underpins both theories and demonstrates that a relational conception of individual freedoms and rights present in both traditions gives adequate criteria for CSR toward the company’s stakeholders. I therefore defend “relational capability” as a means of providing a common paradigm, a shared vision of a core component of human development. This could further lead to a set of indicators aimed at assessing corporate social performance as the maximization of the relational capability of people impacted by the activities of companies. In particular, I suggest a way of evaluating the contribution of extractive companies to the communities close to their industrial sites in extremely poor areas, not from the viewpoint of material resources and growth, but from the viewpoint of the quality of the social environment and empowerment.

  • Content Type Journal Article
  • DOI 10.1007/s10551-010-0536-8
  • Authors
    • Cecile Renouard, ESSEC Business School 95021 Cergy-Pontoise Cedex France


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Mise à jour le Lundi, 21 Février 2011 12:46

Longitudinal Effects of Corporate Social Responsibility on Customer Relationships

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Abstract  
Despite the emergence of corporate social responsibility, the impact of CSR efforts on customer relationships remains decidedly unclear. Moreover, previous studies have examined CSR in cross-sectional, experimental, and/or artificial settings. Through field survey data collected at both the beginning (n = 750) and conclusion (n = 469) of the 2007–2008 NBA season, the authors investigate linkages between customers’ perceptions of the CSR performance of an NBA team and the strength of their relationship with this same organization. With all respondents of the latter survey participating in both samples, the authors assess how CSR performance impacts customer relationships over time. The findings show how a firm that engages in CSR initiatives may reap rewards by building trusting and committed customer relationships which, in turn, help forge desirable customer behaviors. The results also demonstrate how CSR’s influence strengthens over the course of the tested business cycle, thus yielding revealing insights to academics and practitioners when it comes to understanding the real-world impact of CSR performance for strengthening customer relationships.

  • Content Type Journal Article
  • DOI 10.1007/s10551-010-0526-x
  • Authors
    • Russell Lacey, University of New Orleans New Orleans LA U.S.A.
    • Pamela A. Kennett-Hensel, University of New Orleans New Orleans LA U.S.A.


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Mise à jour le Lundi, 21 Février 2011 12:47

The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation

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Abstract  
This article explores how the diversity of board resources and the number of women on boards affect firms’ corporate social responsibility (CSR) ratings, and how, in turn, CSR influences corporate reputation. In addition, this article examines whether CSR ratings mediate the relationships among board resource diversity, gender composition, and corporate reputation. The OLS regression results using lagged data for independent and control variables were statistically significant for the gender composition hypotheses, but not for the resource diversity-based hypotheses. CSR ratings had a positive impact on reputation and mediated the relationship between the number of women on the board and corporate reputation.

  • Content Type Journal Article
  • DOI 10.1007/s10551-010-0505-2
  • Authors
    • Stephen Bear, Pace University New York NY U.S.A.
    • Noushi Rahman, Pace University New York NY U.S.A.
    • Corinne Post, Lehigh University Bethlehem PA U.S.A.


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Mise à jour le Lundi, 21 Février 2011 12:47

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