In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the resource-based view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships (external and internal) more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organization and its key stakeholders. We posit that this corporate investment in their role and supporting structures can lead to the better management of stakeholders by organizations through the dynamic capability of the CSR giving process. We develop a table of best practise to help guide managers entering this sphere. Abstract In this paper, we draw upon the emerging view of strategic cognition and issue salience and show that CSR giving has evolved into more than an altruistic response to being asked for support, to one which is embedded in the strategic frames of management and which supports organizational identity. The managerial action as a result of such strategic cognition suggests that modern organizations are seeking to develop CSR giving processes that provide them with a competitive advantage. We draw on the resourcebased view of organizations and the VRIO framework to provide the theoretical foundations for our argument that CSR implementation in the form of corporate giving to charities can be developed as a dynamic capability. This can provide a competitive advantage by allowing organizations to manage key stakeholder relationships (external and internal) more effectively with benefits which could lead to increased organizational productivity and the ability to execute strategy more effectively. We interview CSR implementation managers from large organizations in Australia and find that the CSR giving process in many firms is evolving into a more sophisticated and strategically motivated process with expectations of a return. Central to this evolution is the appointment of a CSR implementation manager who acts as a boundary spanner between the organizati...
Although corporate support for many nonprofit organisations (NPOs) represents only a relatively small component of their overall income its importance is growing. As a consequence, the need to understand corporate giving behaviour in a way that supports the development of strategically targeted and successful marketing campaigns is of growing importance to marketing managers in many NPOs around the globe. This paper presents the findings of a study into the 'why' and 'how' of corporate giving behaviour in Australia. In the seven case studies examined, there was no strong evidence that Australian corporations give for other than strategic profit maximisation or political reasons. In contrast to the literature, altruistic and managerial utility did not emerge as strong motivational factors. This study also found that corporations are likely to have a number of corporate giving programmes each with its own underlying motivation and strategic purpose which network together to form a hierarchy of corporate giving programmes. The paper concludes by discussing the implications of this research for NPO managers attempting to increase their level of corporate support.
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