A Model of Socially Responsible Organizational Culture

Ganescu, Cristina; Gangone, Andreea

doi:10.1515/sues-2017-0008

Cited by 9 publications

(8 citation statements)

References 24 publications

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“…The t-statistic value was 3.236 and the p value was 0.001, which indicated that organizational culture had a significant influence on competitive advantage, so H2 in this study was accepted. This significance was in line with research by Daniel and Ellen (1999), Linnenluecke and Griffiths (2010), Sharma and Sharma (2010), Valencia et al (2011), Ganescu and Gangone (2017). Innovative organizational cultures oriented towards the organization's vision and mission are the organization's competitive advantage, which shape the character of the organization.…”

Section: Hypothesissupporting

confidence: 85%

“…Based on the research that has been done above related to the relationship between social capital and competitive advantage, the following hypothesis was constructed: HI: Social capital had a significant effect on competitive advantage in the industrial sector of chemical manufacturing 3.4.2. Relationship of organizational culture to competitive advantage Ganescu and Gangone (2017) found in their research that organizational culture and social responsibility influence corporate excellence and improve economic performance, while Sharma and Sharma (2010) stated that organizational culture and the development of organizational transformation strategies had a positive impact on competitive advantage that impacted textile companies in India in long term. The results of research conducted by Valencia et al (2011) found that organizational culture was a stimulant to the company's innovative capabilities, one which had a significant impact on the competitive advantage of companies, especially important for innovation capabilities rather than imitating similar companies, in order to be superior and a pioneer in the market.…”

Section: Relationship Of Social Capital To Competitive Advantagementioning

confidence: 99%

“…From the social aspect, Ganescu and Gangone (2017) and Galbreath (2010) concluded that an organizational culture that was socially responsible created competitive advantages for the organization and ultimately had a positive and significant effect on sustainable organizational performance, which was seen in three dimensions namely economic performance, social performance and environmental performance. Based on the research that has been done above related to the relationship between organizational culture and organizational performance, the following hypothesis was constructed:…”

Section: 45mentioning

confidence: 99%

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The Impact of Social Capital and Organizational Culture on Improving Organizational Performance

Nuryanto¹,

Mz²,

Sutawidjaya³

et al. 2020

IRMM

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To run their business, many companies uses various types of capital, financial, technological, as well as natural and human resource-based. In fact, optimal use of these kinds of capital do not guarantee that company will get maximum performance. There is still one important type of capital, namely social capital, which is an asset and instrument characterizing the interaction between employees and management. Social capital can also be conceptualized as a company's organizational culture. Here, interviews were conducted with the management of a chemical manufacturer see how synergizing between corporate strategy and support forms the organizational culture. This research focussed to the industrial chemical manufacture at Banten Province, Indonesia, which is the province with the third-largest number of chemical firms in Indonesia. This research using SEM-PLS method to measure 97 respondents from the managerial level. The final results provide a positive and significant relationship between social capital and organizational culture through competitive advantage and organizatioan performance. Competitive advantage also increased the relationship between social capital and organizational culture through the organizational performance. This result has implication for managerial levels to increase human resources performance so it can improve the firm's competitive advantage.

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Section: Hypothesissupporting

confidence: 85%

Section: Relationship Of Social Capital To Competitive Advantagementioning

confidence: 99%

Section: 45mentioning

confidence: 99%

See 1 more Smart Citation

The Impact of Social Capital and Organizational Culture on Improving Organizational Performance

Nuryanto¹,

Mz²,

Sutawidjaya³

et al. 2020

IRMM

View full text Add to dashboard Cite

show abstract

“…However, many organizations with values appear to be more inclined toward socially responsible behaviors. Socially responsible organizational culture includes values, beliefs, norms and strategies that nurture stakeholder relationships to achieve ideal economic, social and environmental performances (Ganescu and Gangone, 2017). Aguilera et al (2004) classified CSR motivations according to three levels: instrumental, which focuses on the need for control; relational, which prioritizes organizations' need for belongingness; and moral, which focuses on the need of the organization to have a meaningful existence in society.…”

Section: Literature Reviewmentioning

confidence: 99%

Corporate social responsibility in the wake of COVID-19: multiple cases of social responsibility as an organizational value

Ahmed

Islam

Ahmed³

et al. 2021

SBR

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Purpose Although corporate social responsibility is a well-researched concept, very few studies have studied organizational social responsibility in the face of internal/external crises. Therefore, this paper aims to examine various firms' organizational social responses to COVID-19 as an external crisis, particularly in terms of the way organizations use their resources to address social problems and the real intention behind these, and the changing organizational drivers influencing such behaviors. Design/methodology/approach The authors explore the initiatives of seven organizations from three different industries in several countries and their actions in the wake of the COVID-19 pandemic. A case study approach was taken to collect data and reach a conclusion. A combination of interviews, online communication using semi-structured questionnaires and documentary information available in the public domain was used to collect data and analyze and triangulate the events. Findings Similar internal resources and capacities of the seven organizations resulted in similar responses as they launched proactive initiatives to prepare sanitizers. This research indicates that these organizations pursued other goals besides economic one. When society needed help, these organizations responded quickly, using and reorganizing their resources to assist communities in need. Different organizations from different sectors all behaved in a similar manner, making genuine contributions to the pandemic as each was uniquely capable of doing. These organizations also used their unique capabilities to offer their resources to local communities and governments. Originality/value During the COVID-19 pandemic, efforts by corporate entities to facilitate social reform and recovery have been seen around the globe. The findings could help in understanding the responses of organizations engaging in socially responsible behaviors to overcome external crises. This paper also identifies changing organizational values and their possible impact on society and overall industry philanthropy practices in the future.

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“…From the perspective of [20], CSR is a tool to implement stakeholder theory. In the study on the implementation of CSR of EU member states, scholars found that enterprises that can implement CSR well have better performance [21]. From the perspective of consumers as a stakeholder, when a CSR is consistent with the consumers' moral foundations, and the enterprise persistently adheres to the CSR, consumers will show positive responses to the enterprise, such as gaining consumers' word-of-mouth and loyalty [22,23].…”

Section: Corporate Social Responsibility and Stakeholder Theorymentioning

confidence: 99%

Stakeholder Symbiosis in the Context of Corporate Social Responsibility

et al. 2020

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With the rise of corporate social responsibility (CSR) and the great changes of the organization scale of the modern enterprise, it is difficult to maintain an ideal development only by maximizing the equity of shareholders. The co-governance of stakeholders can meet the interests of all stakeholders, which is the embodiment of corporate social responsibility in corporate governance. The creation and sharing of enterprise values are the foundation of the coexistence of stakeholders. A rational allocation of the limited enterprise values among stakeholders plays a crucial role in balancing their relationship and realizing the sustainable development of the enterprise. Based on the application of corporate social responsibility in stakeholder governance, this paper constructs a stakeholder symbiosis evolution model with the help of symbiosis theory. By solving the differential equation, the symbiotic evolution path of stakeholders is analyzed. The dynamic mechanism of stakeholder Symbiosis evolution is analyzed by using the system analysis method and evolution theory. The dynamic mechanism of the population evolution of stakeholders is represented in an original graphical manner to describe the symbiotic evolution process of stakeholders. Lastly, we use the numerical simulation method to simulate different symbiosis models which are reflected by different symbiosis coefficients. It is concluded that the symmetric mutual benefit symbiosis model is the most effective model to reflect corporate social responsibility.

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A Model of Socially Responsible Organizational Culture

Cited by 9 publications

References 24 publications

The Impact of Social Capital and Organizational Culture on Improving Organizational Performance

The Impact of Social Capital and Organizational Culture on Improving Organizational Performance

Corporate social responsibility in the wake of COVID-19: multiple cases of social responsibility as an organizational value

Stakeholder Symbiosis in the Context of Corporate Social Responsibility

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